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By ROSE L. THAYER AUSTIN, Texas – It could cost between $30 and $50 billion annually for the Army's Futures Command to work towards modernizing the service, Gen. Mark Milley, the Army's chief of staff, said Friday. In Milley's formal remarks during an activation ceremony for the command at its new headquarters in downtown Austin, he said most of the Army is involved in today's military operations. Futures Command instead will think about tomorrow's fight. “The only thing that is more expensive than preventing war is fighting a war,” Milley said. “The only thing more expensive than fighting a war, is fighting and losing a war. This command is all about setting the United States Army up to not only win on the battlefield, but to be decisive and absolutely dominate on the battlefield so that we inflict punishment and destroy the enemy at the least cost to ourselves.” Futures Command hopes to help do that by working with technology companies, startups, academia and businesses of all sizes with ideas on how to modernize the Army and be prepared to fight forces of similar strength. The mission is to provide soldiers with the weapons and equipment they need, when they need them and ensure success on future battlefields – all at a much faster rate than the Defense Department's acquisitions process allows now. Milley said Futures Command would not have been formed if not for Sen. John McCain, R-Ariz., who announced Friday that he is discontinuing treatment for his brain cancer. The general said he and McCain discussed the challenges of procurement about three years ago as Milley awaited confirmation as chief of staff. “[McCain] said, ‘I want you to think about how you're going to reform the Army',” Milley recalled. “He planted that seed that we had significant challenges.” They continued the dialogue for several months and slowly their talks developed into Futures Command. On Friday, Gen. John “Mike” Murray took the helm of the new command with the support of its highest ranking noncommissioned officer Command Sgt. Maj. Michael Crosby. Together, the men unveiled the command's flag on the 17th floor of an University of Texas System office building. It is the first time that the Army has established a command in the middle of an urban center. The space's still unfinished walls and ceilings showed the work ahead to get the Futures Command operational. With the expectation of employing about 100 soldiers and about 400 civilians, the cost of managing just the headquarters is expected to be about $80 to $100 million, or on par with the other four-star commands. The new command is included in the 2019 National Defense Authorization Act. Milley said Murray has six months to get settled, and another six to start showing results. https://www.stripes.com/news/army-expects-to-spend-up-to-50-billion-a-year-on-futures-command-1.544234

By: Jill Aitoro LONDON — In spring 2016, Crown Prince of Saudi Arabia Mohammed bin Salman unveiled a plan to reduce the country's dependence on oil and to diversify the economy. The goal of Saudi Vision 2030, as that plan is known, is to make Saudi Arabia “the heart of the Arab and Islamic worlds, the investment powerhouse, and the hub connecting three continents.” Among the sectors central to that vision is military. Taking cues from other countries in the region, Saudi Arabia stood up a single umbrella organization to lead its efforts in defense development and expertise: the Saudi Arabian Military Industries. Defense News spoke to CEO Andreas Schwer in an exclusive interview about the goals of SAMI, and what it could mean for global defense partnership and cooperation. You lead the Saudi Arabian Military Industries. I would love for you to talk a bit about how SAMI, as it's known, was stood up and the goals of that organization. When the Vision 2030 program was established and defined by his royal highness, it became apparent right from the beginning that the defense industry would play a major role to achieve these global targets. So the defense industry, set up, is one of the major tasks of the Vision 2030 program. They established a team to define how this kind of defense industry should be set up. They were looking to comparable countries who are undergoing this kind of process — countries like Turkey, South Korea, South Africa or some Western countries. They have tried to learn the lessons out of that process. It was obvious that there are two choices: either to go for a [new company], or to use existing assets and to build up on those assets. They decided to go [new] in order to enhance the opportunity to implement best Western practices from the beginning. That was the key decision to go ahead, and they decided to build a nucleus which is covering any kind of [military] activities, starting from space, ground or naval activities under one big umbrella company to set up a kind of sustainable business instead of having different companies of smaller size. Are they operating relatively independently, or is it really one management structure? SAMI itself is acting as a kind of active holding company. We will operate through four business divisions. Each of the business divisions will be composed of a set of business units. A business unit is a joint venture with a foreign partner, but it would also integrate the existing assets in the kingdom into this umbrella environment; assets which are already joint ventures today but also nationally owned assets, which will be allocated to the various business divisions. I know you have an extensive career with defense companies. You were with Rheinmetall, and you spent time at Airbus. What interested you about this opportunity? It's quite unique overall in the world that to set up a new company which covers, again, all the product portfolio you can imagine. Space, aviation, land systems, hydraulic simulation, ammunition, shipbuilding, everything. I don't think there's any job in the world which offers you this kind of broad portfolio of activities. So it's unique. It's a once-in-a-lifetime chance. And the second argument is it's fantastic to set up a company. You can apply all your ideas, all the activity to form and shape something which otherwise you will never be able to do, versus ending up in an organization where almost all elements are predefined and it's hard to implement any kind of significant change. You have said that the goal for SAMI is to become one of the largest 25 defense companies in the world by 2030. How do you intend to make that happen? Saudi Arabia has the third-biggest defense budget in the world. It's around $70 billion throughout the year. On top of that, we have to look to all the budgets for the other customers on the domestic scene. It's the National Guard, the Royal Guard, Ministry of Interior, homeland security. There are lots of national customers [for] security-related equipment. Most of that will end up at SAMI's desk. So just by the volume and the size of the procurement, it's achievable, [also with] export potential of 30 percent. With that, you can easily achieve the target to become among the top 25 companies in the world. The Pentagon started working with Saudi Arabia on some very sizable foreign military sales from the United States, with the Trump administration very vocal about supporting that. How does that fit into the picture? There are lots of partnership opportunities. Those [foreign military sales] will be subject to our new scenario. We will apply for each and any of those contracts with the 50 percent localization rule, to be in line with Vision 2030. And whether it's a foreign military sale or whether it's a direct commercial sale, those sorts of buys will offer in all the local industries great opportunities for growth. So it's a good opportunity? You would say it's a positive? It's possible. But we have to make the target. We have to grow the local content from the 2 percent to more than 50 percent of the total span, new procurement, and [maintenance, repair and overhaul]. That's the target: 50 percent localization. That brings up an interesting point. Saudi Arabia has long voiced, like many countries in the Middle East, a desire for more indigenous capabilities. You mentioned the 50 percent localization in terms of contract opportunities, but how else can SAMI promote those aspirations? In the past, we've had the classic vendor-buyer relationship. Saudi Arabia was the classic buyer with very, very little local content. There were offset obligations, but most of the times they were never being fulfilled for different reasons. In the new scheme, we change from this kind of supplier-vendor relationship to a partnership model, a partnership model to the extent that we expect the foreign partner — under the terms of their exclusivity access to Saudi Arabia — to bring all their technologies, all the skills and knowledge into the kingdom. That typically is established through a joint venture so we can build up local competence not only by getting licenses for production, but in the engineering and R&D field to be able to develop the next generation of weapons systems, within the joint venture, within the kingdom. And you established a joint venture with Boeing. Can use that as an example? Saudi Arabia has a very long-lasting, strategic relationship with Boeing. It started many years ago, and we already have an established joint venture in the kingdom, where we conduct substantial aircraft MRO activities. Our future collaboration is obviously centered around this activity and will be expanded along the portfolio of Boeing products. Boeing is a showcase. Boeing is one of our most important partners. What does Saudi Arabia bring to the table both in terms of location, and technological capabilities? What is ripe for expansion within the country to support the military industry? As I mentioned before, we're the third-largest defense budget in the world. If you compare this budget with smaller budgets in other countries and if you compare what they have achieved in terms of localization — we have all the ingredients which we need to have in order to make this a success story. We will invest not only in the defense industry, but we also do a big push in the education system in universities, in any kind of area which needs support in order to get this industry up and running, to support the creation of jobs, to fulfill the Vision 2030. SAMI's obligation is to create more than 40,000 direct jobs, more than 100,000 indirect jobs, to achieve the target as defined. Are there things that the United States and other allies can do to better support Saudi Arabia with this military expansion? If there was a wish, we would love to get more access to top-class technologies from all the U.S. partners. There are obviously limitations, which we are suffering from. That's the one element. So be a little bit more open. And second, export in arms and weapons was driven by FMS programs. In our new set up in Saudi Arabia, we will do more and more in direct commercial sales. Why? Because this office has more flexibility, more opportunity for follow-up in the organization in a more time-effective manner. And yes, companies have to be trained, in that they have to change the mindsets and mentality in order to do this kind of normal type of commercial sales activity and to become a commercial partner on an industrial level rather than on a political or governmental level. They'll need to convince the Pentagon to allow them, too, because there's a lot of cases where the Pentagon tends to put in restrictions and wants to be in control of that relationship. You are absolutely right. This is a burden on the U.S. companies, and I wish them all the best in order to overcome the hurdle [so we] will be equally treated as many other companies who are not restricted by their governments. Some western European countries, for example, are offering much more support in that respect. Offering more opportunities for the companies to transfer their ideas, their technologies into the kingdom. Saudi Arabia had a bit of a shakeup in terms of its own military leadership. Where does that stand, if you don't mind my asking, and how does that influence the formation and growth of SAMI? The Vision 2030 program has many elements. So it's a transformation program, not only for society but also for the governmental administration. And as [the armed forces] are part of this administration body, they also have to undergo this transformation process. This is an ongoing process. The first steps have been done. One of the outcomes is the creation and foundation of the new regulatory body, which is the twin to SAMI, to host a centralized procurement agency, which they regulate and control and manage any kind of military and defense-related or security-related procurement action. This will ensure critical mass, synergy effects, volume effects, and allow us to build up a kind of sustainable business. With this kind of transformation, obviously, the roles and the responsibilities of administrative bodies, as well as leaders in the forces, have to change. And in line with that, some people have to be replaced, to be in full support with this new vision and to be completely in line with our targets, and I can tell you we have relationships with all the national stakeholders, and we consider ourselves with them as partners. They are no longer a client, we are no longer vendor to them; we are partners. You mentioned R&D. What areas do you see the greatest potential in terms of investment for development and product development? We will put our focus on software technologies, electronics, microwave, space-based technologies, robotics, laser weapons systems on the midterm and long term, but in in the short term we have to give the short-term needs, which are conventional in nature. So, in the beginning, as all the other companies are doing, are on the classical systems. How do you meld what Saudi Arabia as a nation needs for its own military with the potential for global export? Upmost importance and top priority is the security of the country. That means, yes, our top priority is to serve the needs of our armed forces, and we try in parallel to satisfy also the needs of our strategic partners. In most of the cases those are quite complementary. You see a lot of efforts in the United Arab Emirates to bolster defense. Is there a collaboration between the military organizations that are stood up in a country like UAE and what you're trying to establish in Saudi Arabia? Top leadership of UAE and Saudi Arabia have recently agreed on a strong collaboration on defense, and defense industries, so we are highly encouraged to align our thoughts and to align our strategies with our counterparts in the UAE. This process is ongoing, but we've had very fruitful collaborative talks, and soon we'll hopefully be in a position to announce some great, common achievements. https://www.defensenews.com/interviews/2018/08/27/head-of-saudi-arabias-defense-industry-umbrella-org-talks-vision-2030

By: Mark Pomerleau Mission command systems exist for the physical world, providing commanders a picture of the ground and air environment. However, the Army, as well as the joint force, is shifting to so-called multidomain operations, which opens up a need for new tools to fully understand the operating environment. "What we lack right now is a comprehensive understanding of cyberspace,” Col. Steve Rehn, the cyber capabilities manager at the Army Cyber Center of Excellence, said Aug. 23 at TechNet Augusta. In multidomain battle, the commander cannot make a decision unless he understands the entirety battlespace, Rehn said, which makes it imperative that someone develop systems for understanding cyberspace (broadly defined as cyber, the electromagnetic spectrum, space and even the social media environment). Rehn said the Army is in the process of prototyping what will eventually become a program in 2020 called cyber situational understanding, or cyber SU. This tool will help commanders visualize and understand what is happening in the nonphysical battlespace under their command, which could have drastic impacts during operations. For example, Rehn said, speaking a day prior during the same conference, there's at least seven different networks within an average brigade combat team aside from the primary command or communications network. The communications personnel within the brigade generally have a good handle on the primary one, but not all the others. This presents openings for the adversary if they can exploit one portion of this network and move laterally to the most important ones, gleaning sensitive information or shutting it down. One component of cyber SU is to pull this data on all the networks together to provide the commander a more complete picture of his battlespace, which now includes the broad realm of cyber. Not only that, Rehn said, but the general vision for a cyber SU capability, on a conceptual level, is to be able to pull information from all types of sensors in the battlespace that might provide greater intelligence about adversary action. He provided another example in which a link goes down on the battlefield. While the normal course of action when a link goes down is to troubleshoot, if personnel were able to detect and correlate at the time the link went down that there was radio frequency interference in the same location, that would likely change the reaction and how the staff would approach a down link. With a situational awareness tool, staff can tell the commander what the impact to the mission might be, as well as provide additional intelligence that it is typical in the doctrinal template, such as inferring from the adversary they're facing that a denial-of-service attack means the enemy is about to launch an attack and where the attack might take place. However, Rehn noted earlier, such understanding of adversary tactics has not been realized yet. He said he'd like to get to a place where, if the adversary is targeting certain friendly systems, friendly forces might be able to discern if that is an indicator of a particular action they might take in the physical space. The Army hasn't linked observed activity within cyberspace yet to understand what that might mean in the physical space, he said. Overall, he noted, cyber situational understanding can tip off the commander to certain indicators in which there were no physical effects or indicators. https://www.c4isrnet.com/show-reporter/technet-augusta/2018/08/27/what-commanders-will-need-in-multidomain-operations

By: Kelsey Atherton A platypus, several Australians and a thundering panda walk into an electromagnetic spectrum, then leave with $150,000. The result is, potentially, a technique and a tool that will allow soldiers to discover what signals in a war zone are relevant to their mission and what are merely noise. The Army Rapid Capabilities Office announced Aug. 27 the winners of the Army Signal Classification Challenge, a competition for artificial intelligence and machine learning with the goal of creating a thinking machine that can accurately classify signals on the fly. Platypus Aerospace, a team from the federally funded Aerospace Corporation, won the event, taking home $100,000. A group of data scientists from Australia competing as TeamAU won $30,000, and a team from Motorola Solutions named THUNDERING PANDA placed third, winning $20,000. These winners beat out a pool of over 150 teams from universities, industry, laboratories and government. The challenge ran from April 30 through Aug. 13. Participants had a 90-day period to develop a model and train on data sets provided by the Rapid Capabilities Office. After that, the models were tested against two data sets ranging in complexity. For the challenge, the Army office said that “the classic signal detection process is no longer efficient in understanding the vast amount of information presented to electronic warfare officers on the battlefield” thanks to the multiplicity of satellite signals, radar signals, phones and other devices transmitting across the electromagnetic spectrum. The understated goal is that the winners' creation is needed not just for a hypothetical future battlefield, or even any of the long-running active theaters where soldiers see combat today. Instead, as noted in the release, “this was the office's first competitive challenge, which grew from the fielding of electronic warfare prototypes to address operational needs in Europe earlier this year.” That “operational need in Europe” may refer to the electronic warfare taking place in Ukraine, which has become something of an open laboratory for both Russia and the United States. Or it might be a broader acknowledgement of the potential threat picture in the region generally. In June, the Army conducted an electronic attack within Latvia as part of a NATO training exercise. The Rapid Capability Office already outfitted the Army with several new electronic warfare tools for countering Russian electronic warfare in Europe, and in July announced that it was bringing those capabilities home to field with a unit stateside. Research into a versatile, flexible artificial intelligence that can find electronic warfare specialists the interesting signals amidst the irrelevant noise is likely to continue. The Rapid Capabilities Office will announce a Phase 2 for the program later this year. https://www.c4isrnet.com/electronic-warfare/2018/08/27/army-announces-winners-of-ai-for-electronic-warfare-challenge

By: Kelsey Atherton The great trick of computers is that they enable people to be more than human. In a new request for information, the United States Special Operations Command is looking for a range of computer and computer-enabled technologies, all designed to make Special Operators function in some way more than human. These technologies range from sensors to nano-drones to biomedical performance enhancements. Taken together, the list of desired capabilities is a preview of what may be possible in the near-future to shape the intimate fights on the edges of wars. Miniature robot scouts, hyper-aware data collection and monitoring riding along low-bandwidth nodes, tailorable hyperspectral imaging sensors, biometric tracking resistance, and go-pills without adverse effects are all on asking, and that's just a handful of the dozens of capabilities sought. The full request for information is available online. To parse through it, here are some of the standout categories. Robots, blood-transporting robots How many pounds of blood is a reasonable amount of blood for a robot to carry? Ten pounds, answers the SOCOM request. Specifically, SOCOM is looking for an unmanned aerial blood delivery system that can do vertical takeoff and landing (VTOL), or at least operate without a runway. The 10 pound requirement is a minimum, and roughly approximate to the amount of blood in a person weighing 150 pounds. In order for the blood to be useful, it has to be kept between 35-46 degrees Fahrenheit, ideally through passive means, all the way from loading through transit, delivery, and unloading. That unloading should “minimize shock to the payload for any proposed delivery concept,” because again, this is about making a robot that can deliver blood in a useful and life-saving state. Blood transport drones already exist, and have safely demonstrated blood transport in small amounts and over modest distances. SOCOM wants a blood drone that can transport its cargo over 100 miles and back, while staying in contact and control of human operators. That's an ambitious ask, and it's one of just five named categories of drone technology sought by SOCOM. Another is a platform-agnostic desire for an expeditionary ISR platform, which can operate as individuals, in pairs, or in meshed swarms. These drones will have modular payloads, carry at least two sensors, and require minimum logistics support. One asked-for way to sustain these drones is by “alternative power through environment,” like directly sipping power from power lines or incorporating a way to charge off renewable energy. The other three categories of drone are ambitious, though in more familiar terms. There's a listing for a Nano VTOL drone, with a takeoff weight of 2.6 ounces that can fly autonomously inside and avoid collisions, with a human monitoring but not directly piloting the drone. Ten times the size is the Micro VTOL drone, at about 1.6 pounds, capability of all-weather an autonomous flight, and able to operate both without GPS and in caves. The biggest non-blood-carrying drone SOCOM is looking for is a hand-launched or fixed-wing VTOL vehicle that can be recovered without special equipment, will weigh no more than 7.8 pounds, and can fly for at least 90 minutes at sea level. These drones are familiar machines, mostly, even if some of the payloads are a little unusual. Sensors in a robot are common enough. SOCOM is also looking for a way to increase the sensors carried and used by a person on foot. Hyper-sensors Collecting information is nothing without processing it into a useful form, and this SOCOM RFI seeks information on both. While the specific means are not detailed, there's a desire for “edge computing” to “derive useful information at the point of collection through sensor fusion and forwards processing without reliance on high bandwidth, long haul communications.” That likely means computers and AI already in the field and embedded in equipment carried by the special operations forces. Making that information intelligible is one task a Heads Up Display (HUD), but SOCOM is also open to audio cues and haptic feedback, among other means, for relaying processed information in a useful and immediate form. Collecting that information will be a new suite of Intelligence, Surveillance, and Reconnaissance (ISR) sensors, designed with the limitations and hard conditions of present and future special operations missions in mind. That means working without “owning the air domain,” a break from decades of assumptions for conventional and counter-insurgent warfare, but a break that acknowledges the likely presence of cheap drones on all sides of future battles. These sensors will include visual spectrum, infrared, hyper-spectral imaging, LIDAR, electronic warfare, can operate autonomously and be mounted on drones or scattered on the ground to work and transmit data remotely. For good measure, SOCOM is also asking for technologies that would allow drones to work as something like a universal translator even in denied connectivity environments. With linguistic expertise, regional dialects, demographic information and cultural sensitivities programmed in, the drones will do the fraught social massaging around war. If there is anything that will convince a local population about the right intentions of the people presently fighting nearby, it's a robot that's hip to the local slang. More than human All this collecting and transmitting information is likely to produce a host of signals, so SOCOM is also looking for technologies that “help avoid physical detection by acoustic, thermal, radar, visual, optical, electromagnetic, virtual, and near infrared means.” Finding a way to remain discreet in an information rich environment is a challenge for everyone in society today, one tacitly acknowledged by an ask for a technology to “help manage digital presence within the realm of social media.” (Step 1 for that is probably not using a jogging app with geolocation turned on.) Biometric technologies (think: facial recognition, etc) are often seen as a tool of the powerful, wielded by governments against vulnerable populations. While they certainly can be that, they can also pose a challenge to individuals in the employ of one military trying to evade the sensors used by another. To that end, SOCOM is looking for technologies that provide resistance to biometric tracking. (While it's not specified, Juggalo-style face paint might work for this exact purpose). Finally, once a special operator has evaded detection, used the sensors on hand, and has an adequate amount of robot-delivered blood to keep going, there is an interest in human performance and biomedical enhancements. These include drugs and biologics that can enhance cognitive performance, increase “peak performance sustainability, including increased endurance, strength, energy, agility, and enhanced senses” and a whole other wish list of capabilities that officers from time immemorial have demanded of the people under their command. Most promising, perhaps, is the ask for “medical sensors and devices that provide vital sign awareness and send alerts,” and “austere trauma treatment,” both of which don't require transformative properties in the people using them. Science fan-fiction It's too early to say how many of the asks in this RFI are realistic, though some are already delivered technologies and others certainly seem near-future plausible. More importantly, the request as a gestalt whole suggests a desire for people that are more than human, and capable of performing everything asked of them in remote battlefields, far from home. As the United States approaches its 17th continuous year of war abroad, asking that science deliver what science fiction promised feels at least as plausible as imagining a future where deployments abroad are scaled back. https://www.c4isrnet.com/unmanned/2018/08/28/socom-seeking-technologies-for-war-in-a-post-cyberpunk-era

By: Vivek Raghuvanshi NEW DELHI — India's Ministry of Defence's apex procurement body, the Defence Acquisition Council, approved procurement of naval multirole and naval utility helicopters, but induction will not be made anytime soon. MoD's DAC approved the purchase of 24 MH-60 Romeo multi-role helicopters from the U.S. through a foreign military sale at a cost of more than $2 billion. DAC also approved purchase of 111 naval utility helicopters, costing around $3.39 billion, to be built under the Make in India policy by domestic private companies in partnership with overseas original equipment manufacturers. But this is only budgetary approval for purchase of two types of naval helicopters; that budget has yet to be allocated, and no timeline has been set for when the procurement process would kick-start, said a senior MoD official. “The procurement of naval multirole helicopters will take at least three to five years, while induction of naval utility helicopters will take from eight to 10years,”he noted. Another MoD official said the budgetary allocation for the naval multirole helicopters would come in the next three to six months; thereafter MoD will issue a letter of request, or LOR, to the U.S. Department of Defense, outlining specific requirements., beginning negotiations. MoD plans to pursue the procurement of 111 naval utility helicopters under Make in India's strategic partners policy, under which choppers will be produced by selected private companies though a possible joint venture and technology transfer from foreign companies. No private defense company in India have produced helicopters before, which could create a lengthy selection process. In July last year, Indian Navy floated a request for information (RFI) to both domestic and foreign original equipment manufacturers, or OEMs, to participate in naval utility helicopter program. Foreign OEMs including Airbus Helicopters of France, Russian Helicopters of Russia, Lockheed Martin and Bell of United States have expressed interest in supporting procurement efforts. Domestic private defense companies Adani Group, Bharat Forge Ltd, Reliance Defence, Mahindra Aerospace and Tata Advanced Systems Ltd have also responded to the RFI to build naval utility helicopters in the country. https://www.defensenews.com/naval/2018/08/27/india-is-one-step-closer-to-spending-billions-on-new-naval-helicopters-from-us-allies

By SYDNEY J. FREEDBERG JR. ARMY S&T CONFERENCE: How broken is the procurement system the new Army Futures Command was created to fix? It's not just the billions wasted on cancelled weapons programs. It's also the months wasted because, until now, there has not been one commander who can crack feuding bureaucrats' heads together and make them stop bickering over, literally, inches. “I have not always been an Army Futures Command fan,” retired Lt. Gen. Tom Spoehr told the National Defense Industrial Association conference here. But as he thought about his own decades in Army acquisition, he's come around. How bad could things get? When he was working in the Army resourcing office (staff section G-8), Spoehr recalled, the Army signals school at Fort Gordon wanted a new radio test kit that could fit in a six-inch cargo pocket. The radio procurement programmanager, part of an entirely separate organization, reported back there was nothing on the market under eight inches. The requirements office insisted on sixinches, the acquisition office insisted they had no money to develop something smaller than the existing eight-inchers, and memos shot back and forth for months. At last, Spoehr warned both sides that if they didn't come to some agreement, he'd kill the funding. Suddenly Fort Gordon rewrote the requirement from “fit in a cargo pocket” to “cargo pouch” and the procurement people could go buy an eight-inch kit. That kind of disconnected dithering is what Army Futures Command is intended to prevent. “I had the money, but nobody really had control of all of this,” Spoehr said. As a result, he said, “we probably spent six months trading memos back and forth on the size of the radio frequency test kit.” Multiplying that by thousands of requirements over hundreds of systems, and the wasted time and money gets pretty bad. But what's often worse is when the requirements are unrealistic and no one pushes back. Most notoriously ,Chief of Staff Eric Shinseki demanded easily airlifted Future Combat Systems vehicles that weighed less than 20 tons but had the combat power of a 60-ton M1 Abrams tank. The designs eventually grew to 26 tons, and the performance requirements came down, but by then FCS had lost the confidence of both Congress and Defense Secretary Bob Gates, who canceled it in 2009. It was another casualty of overly ambitious requirements drawn up by staff officers in isolation from the people who'd actually have to build them. Army Futures Command is structured to force those two groups to talk to each other from the start. Full article: https://breakingdefense.com/2018/08/can-army-futures-command-overcome-decades-of-dysfunction

By: Leo Shane III WASHINGTON — Senators on Thursday advanced an $857 billion appropriations measure that includes full defense funding for fiscal 2019 and raises hopes that Congress may be able to avoid a government shutdown or short-term budget extension for Pentagon programs this fall. The measure, which passed 85-7, includes money for the departments of defense, health and human services, labor and education. The so-called “minibus” of appropriations bills was touted by Senate Majority Leader Mitch McConnell, R-Ky., as making America “stronger overseas and right here at home.” Of the total, $675 billion would be set aside for military spending next year, including nearly $68 billion in overseas contingency funds. The levels are in line with the recently adopted defense authorization bill and the budget deal reached by Democrats and Republicans last spring. “The funds meet many of the requirements of our military commanders, equipping and training units to meet and to overcome the most dangerous of emerging global threats,” McConnell said before the vote. “As ever, we are to provide adequate training, weaponry and skills so that Americans always prevail on the battlefield.” Full article: https://www.militarytimes.com/news/pentagon-congress/2018/08/23/senate-passes-675-billion-defense-budget-bill-with-hopes-of-avoiding-funding-lapse-next-month

By: Aaron Mehta WASHINGTON — With China now the second-largest spender on defense in the world, Chinese companies are logically going to rank among the largest defense firms. But quantifying that number has proven incredibly difficult thanks to the opaque nature of both government spending and the firms themselves. Now, a London-based think tank has concluded that seven Chinese firms would rank among the top 20 defense companies in the world, each breaking $5 billion in defense revenues — a proportion that rivals any one nation outside the U.S. Lucie Beraud-Sudreau and Meia Nouwens, two researchers with the International Institute for Strategic Studies, looked at eight key defense firms from China — the China Aviation Industry Corporation (AVIC), China Electronics Technology Enterprise (CETC), China North Industries Group Corporation (NORINCO), China South Industries Group Corporation (CSGC), China State Shipbuilding Corporation (CSSC), China Shipbuilding Industry Corporation (CSIC), China Aerospace Science and Technology Corporation (CASC), and China Aerospace Science and Industry Corporation (CASIC). The researchers looked at the largest defense firms and key subsidiaries, excluding a pair of nuclear-focused Chinese companies, classifying each as defense- or civilian-focused. Then they used the differentiation to calculate how much of each company's total revenues was derived from defense-related sales. Full article: https://www.defensenews.com/top-100/2018/08/23/these-7-chinese-companies-each-topped-5b-in-defense-sales-and-could-rival-american-firms