August 6, 2019 | International, Naval

USS New York, USS Oak Hill conduct live-fire missile training

By Mass Communication Specialist 2nd Class Lyle Wilkie, USS New York LPD 21 Public Affairs

ATLANTIC OCEAN -- The amphibious transport dock ship USS New York (LPD 21) completed a live-fire exercise in which the ship fired missiles at a drone using the ship's self-defense Rolling Airframe Missile (RAM) system Saturday, Aug. 3 (NNS) -- The amphibious transport dock ship USS New York (LPD 21) completed a live-fire exercise in which the ship fired missiles at a drone using the ship's self-defense Rolling Airframe Missile (RAM) system Saturday, Aug. 3.

The live-fire exercise is in preparation for the New York's upcoming deployment with the Bataan Amphibious Ready Group. The Harpers Ferry-class dock landing ship USS Oak Hill (LSD 51), also part of the amphibious ready group, conducted a live-fire exercise Saturday as well.

“We are doing this exercise to verify full operation of our kill chain for our RAM system,” said USS New York Fire Controlman Chief Christopher Campbell. “The weekly overall combat system operability tests and RAM's daily system tests assess every part of the kill chain except the actual launch of the missile. This is our opportunity to ensure that the missile will launch prior to deployment.”

In order to prepare for an exercise of this magnitude it takes a great deal of preparation.

“Preparation for this exercise started a month or longer before we even loaded the missiles,” said Fire Controlman 2nd Class Austin Jones. “We had to ensure each missile cell received the proper signals to fire missiles and make sure the launcher was in overall good condition before receiving and firing missiles. All the fire controlmen have accomplished more than 150 man hours of maintenance in preparation for this shoot. The exercise was a way to show how effective training in the combat systems department has been and how prepared the New York is to use the RAM system on board.”

The fire controlman aboard was not the only one involved in this exercise.

“All combat watch standers, bridge watch teams and many other people were involved in this exercise,” said Jones. “Each person has a specific role from safeties to launching the missile to coordinating procedures in case of a dud, or misfire.”

This exercise is the last event for the Surface Warfare Advanced Tactical Training (SWATT) exercise where the New York, alongside the Oak Hill and flagship Wasp-class amphibious assault ship USS Bataan (LHD 5), have been tested in many avenues of war fighting.

“This is a culminating event where watch standers and systems can be rigorously tested to prove their capability and effectiveness while also utilizing state of the art data extraction systems to continue our pursuit for perfection,” said Lt. j.g. Joshua Sexton, Fire Control Officer aboard New York. “This is proof of not only capability and effectiveness but also confidence in both the system and, most importantly, the watch standers' ability to stay in the fight.”

Warships assigned to the Bataan Amphibious Ready Group, including New York, are participating in the SWATT, in the Atlantic Ocean, to maintain readiness, proficiency, and lethality.

https://www.navy.mil/submit/display.asp?story_id=110462

On the same subject

September 18, 2019 | International, Land

U.S. Army Awards BAE Systems $318 Million for Next Generation M88A3 Recovery Vehicle
STERLING HEIGHTS, Mich.--(BUSINESS WIRE)--The U.S. Army has awarded BAE Systems a $318 million contract to upgrade M88 recovery vehicles to the M88A3 configuration designed for single-vehicle recovery of the latest version of the Abrams tank. The new M88A3 configuration eliminates the necessity of using two vehicles to raise and move the tanks, which have increased in weight in recent years. “As the U.S. Army's primary recovery vehicle, the M88 plays a critical role in the Army's Armored Brigade Combat Team,” said Dennis Hancock, recovery programs director for BAE Systems' Combat Vehicles business. “We have partnered closely with the Army and industry partners to develop a solution that addresses the single-vehicle recovery gap. We are proud to continue to support the Army's recovery needs by providing a next-generation solution to effectively rescue disabled tanks from the battlefield.” The M88A3 configuration features an upgraded powertrain, suspension and tracks, increasing the vehicle's speed, survivability and reliability. The M88A3 also features a seventh road wheel to reduce ground pressure and new hydropneumatic suspension units (HSUs) that enable the track to be locked out for greater control when recovering vehicles. The contract is being awarded under an Other Transactional Authority (OTA) acquisition model for upgrading the M88A2 Heavy Equipment Recovery Combat Utility Lift Evacuation System (HERCULES) to the next generation M88A3 HERCULES. BAE Systems' M88 family of recovery vehicles has provided the Army with unprecedented capability for recovering stranded or disabled combat vehicles since the 1960s. Due to incremental weight increases of the Army's Main Battle Tank over the years, the M88A3's predecessor, the M88A2, is currently unable to safely perform single-vehicle recovery of the Abrams. BAE Systems has invested Independent Research and Development to develop the M88A3 for three years in an effort to identify, understand, and provide solutions to return to single-vehicle recovery of the tank. The work will be performed at BAE Systems' facilities in York, Pennsylvania; Aiken, South Carolina, Anniston, Alabama, and Sterling Heights, Michigan. https://www.businesswire.com/news/home/20190917006045/en/
December 3, 2019 | International, Aerospace, Naval, Land, C4ISR, Security

SASC chairman: We must build the national security innovation base our defense strategy requires
By: Sen. Jim Inhofe Since World War II, the American people have believed our military has had the best of everything, but the technological superiority that kept us 20 years ahead of our competitors has rapidly diminished. In some cases, we're already behind. By 2030, unless we pursue “urgent change at significant scale,” as former Defense Secretary Gen. James Mattis put it, it's likely the U.S. will face an enemy with superior weapons, superior equipment and superior capabilities. Nowhere is this better illustrated than in our strategic competition with China. China used to just steal our technology. Now, through heavy investment, they are improving it. The result? China is outpacing the U.S. in key areas like hypersonic weapons, artificial intelligence and biotechnologies — not to mention conventional capabilities. China isn't the only one. Technological development is accelerating across the globe, expanding to more actors and changing the very nature of war. We can't afford to let our advantage erode further. It is up to the Department of Defense and Congress to make sure that the defense-industrial base becomes, as the National Defense Strategy demands, an “unmatched 21st century National Security Innovation Base.” If we want to “sustain security and solvency,” we need to consider wholesale change to industry culture and its interface with the Department of Defense, shed outdated management processes, and reimagine a resilient supply chain that mitigates 21st century risks. This begins with software, which is foundational to military capability. The DoD and its traditional hardware-dominant industry partners have been behind on software in almost every way — talent, tools, development and delivery processes. Software innovation has failed in countless DoD programs, including the Ford-class carrier, the F-35′s Autonomic Logistics Information System and the GPS next-generation operational control system. Instead of taking the Pentagon for granted as an endless source of cash flow, partners must refocus their attention on delivering secure capability that actually works. Next, the Department of Defense needs to continue to expand capacity — prioritizing speed of delivery and adapting its systems to maximize value and output. For too long we have been slow to expand our stockpiles of fifth-generation weapons required to fight peer adversaries. The second production line for JASSM-ER cruise missiles is a good start toward building the capacity needed to retain advantages that will make any enemy think twice before attacking. We must do the same for other fifth-generation weapons, including air-to-air missiles. Shipbuilding, including aircraft carriers, surface ships, submarines and our logistics fleet, is another area where our capacity is severely limited. The Chinese People's Liberation Army Navy, which recently surpassed ours in size, is on track to reach 400 ships in 2025 and is nearly self-sufficient for all components. Size of the fleet isn't a sole consideration. We've focused on ensuring the capability of our fleet remains unmatched and bolstering suppliers of critical components, but we must also improve the construction performance of lead ships in new classes to maintain and build upon our capability advantage. The last thing we want is a fair fight. Innovation is best done at the subsystem level through a rigorous engineering-based process centered on building knowledge through full-scale prototypes, which can then inform ship design. We are eager to work with the Navy to identify and fund more of these prototypes, which will serve as the building blocks of the future fleet. We also must accelerate innovation. Recent defense authorization legislation encourages the DoD to streamline acquisition, take a business-minded approach to contracting, and tap into nontraditional suppliers and public-private partnerships. This must continue. Dilapidated testing infrastructure is holding us back from catching up to our enemies. Just look at hypersonic weapons: Beijing is parading around dozens of its newest weapons, and we have yet to build one. The DoD has looked to Silicon Valley, but we are competing with Chinese influence there as well, and the Pentagon has often proven an impossible customer due to its antiquated bureaucracy. Any technological improvements will be meaningless if vulnerable to being infiltrated or stolen. Recent legislation continues support for the DoD as it assesses and mitigates risks to its supply chains posed by adversaries. Both the government and contractors need to cooperate on and use modern verification tools to identify trusted suppliers and manufacturers, as well as fix vulnerabilities. To make these tools useful, the DoD must first establish a working digital model of its suppliers. Lastly, while we must continue to invest in the domestic, organic industrial base, it's important to remember that we can't take on China and Russia alone — which is why the National Defense Strategy emphasizes our network of allies and partners. We must remove unnecessary barriers to industrial cooperation that degrade our collective competitive edge. We do not have to make a false choice between investing domestically and in our allies — we can do both. Under our National Technology and Industrial Base partnership with Canada, Australia and the United Kingdom, we can develop a more diverse, resilient industrial base, secure our supply chains, and become a “five eyes for defense procurement.” It's in our best interest to ensure our allies can leverage our technological advantages and we can leverage theirs. Without a strong national security innovation base, the Pentagon cannot implement the National Defense Strategy. Congress' job is to put the appropriate, tailored policy in place and provide sufficient, predictable resources to help the industrial base meet these challenges. Together, we can harness the power of American innovation to ensure that we are able to win the wars of the future. Sen. Jim Inhofe, R-Okla., is the chairman of the Senate Armed Services Committee. https://www.defensenews.com/outlook/2019/12/02/sasc-chairman-we-must-build-the-national-security-innovation-base-our-defense-strategy-requires/
July 24, 2019 | International, Aerospace, Naval, Land, C4ISR, Security, Other Defence

Contract Awards by US Department of Defense - July 23, 2019
DEFENSE LOGISTICS AGENCY Innovation Associates Inc., Johnson City, New York, has been awarded a maximum $450,000,000 firm‐fixed‐price, indefinite‐delivery/indefinite‐quantity contract for automated pharmaceutical equipment, accessories, maintenance and training under the Patient Monitoring and Capital Equipment Program. This is a five-year base contract with one five‐year option period. This was a competitive acquisition with 36 responses received. Location of performance is New York, with a July 22, 2024, performance completion date. Using customers are Army, Navy, Air Force, Marines, and federal civilian agencies. Type of appropriation is fiscal 2019 through 2024 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE2D1‐19‐D‐0017). Sikorsky Aircraft Corp., Stratford, Connecticut, has been awarded a maximum $9,804,501 firm-fixed-price delivery order (SPRPA1-19-F-C15B) against basic ordering agreement SPRPA1-17-G-C101, for H-53 hydraulic fluid tanks. This was a sole-source acquisition using justification 10 U.S. Code 2304 (c)(1), as stated in Federal Acquisition Regulation 6.302-1. This is a one-year contract with no option periods. Location of performance is Connecticut, with a Sept. 30, 2020, performance completion date. Using military service is Navy. Type of appropriation is fiscal 2019 Navy working capital funds. The contracting activity is the Defense Logistics Agency Aviation, Philadelphia, Pennsylvania. ARMY ASNA, Santa Ana, California (W911QY-19-D-0045); and Mills Manufacturing Corp.,* Ashville, North Carolina (W911QY-19-D-0046), will compete for each order of the $249,000,000 firm-fixed-price contract for the purchase T-11 Personnel Parachute System. Bids were solicited via the internet with two received. Work locations and funding will be determined with each order, with an estimated completion date of July 22, 2019. U.S. Army Contracting Command, Aberdeen Proving Ground, Maryland, is the contracting activity. North Carolina Division of Services for the Blind, Raleigh, North Carolina, was awarded a $42,289,265 firm-fixed-price contract for full food services to be provided at Fort Bragg, North Carolina. Bids were solicited via the internet with five received. Work locations and funding will be determined with each order, with an estimated completion date of July 31, 2024. U.S. Army Mission and Installation Contracting Command, Fort Sam Houston, Texas, is the contracting activity (W9124J-19-D-0014). NAVY GCR-MDI LLC,* Pinehurst, North Carolina, is awarded an $8,014,356 indefinite-delivery/indefinite-quantity contract for base operations support services at Naval Submarine Base, Kings Bay, and outlying areas. The work to be performed provides for base operations support services to include custodial, pest control, integrated solid waste management, grounds maintenance and landscaping, pavement clearance, and other related services. The maximum dollar value including the base period and four option years is $40,320,917. Work will be performed in Kings Bay, Georgia (99%); and outlying areas (1%), and is expected to be completed by September 2020. If all options are exercised, work will continue through September 2024. No funds will be obligated at time of award. Fiscal 2020 operations and maintenance (Navy); fiscal 2020 Defense Health Program; and fiscal 2020 family housing operations and maintenance (Navy) contract funds in the amount of $7,527,488 for recurring work will be obligated on individual task orders issued during the base period. This contract was competitively procured via the Navy Electronic Commerce Online website, with three proposals received. The Naval Facilities Engineering Command, Southeast, Jacksonville, Florida, is the contracting activity (N69450-19-D-1725). *Small Business https://dod.defense.gov/News/Contracts/Contract-View/Article/1914030//

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