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POLITICO spoke with managers at eight defense companies of varying sizes to see how their response to the pandemic has changed seven months in. JACQUELINE FELDSCHER From Zoom meetings to mental health check-ins during the work day to reconfiguring office spaces, most defense CEOs say the changes forced by the coronavirus will be permanent even after this crisis is over. The pandemic upended the industry in March, sending most employees who could telework home and requiring additional safety precautions for those who still had to go to the office. Companies quickly adopted best practices, such as frequent hand-washing, deep cleaning, distance between employees and eventually wearing masks. But over the past seven months, many companies have gone beyond these initial steps to protect the health of their employees and changed how they operate in other areas of their business. That includes adding benefits for the workforce, increasing the use of virtual communications and protecting supply chains. “We need to first calm down any sense of a focus on getting back to normal,” said Karl Hutter, the CEO of Click Bond, a supplier to defense companies. “There's not going to be a going back to normal.” A top challenge CEOs cited is trying to maintain a company's culture and community when at least some of the workforce is working from home full-time and it's still unsafe to gather for morale-building events such as anniversary celebrations or holiday parties. Industry leaders are also rethinking what their companies will look like in the future, including how many employees will continue to work from home full-time and how offices will be laid out. POLITICO spoke with managers at eight defense companies of varying sizes to see how their response to the pandemic has changed seven months in. Caring for the workforce The coronavirus pandemic has heaped stress on employees, many of whom are trying to juggle a full-time job with full-time child care amid a crisis that can make it anxiety-inducing to step outside. As a result, industry leaders almost unanimously said they have prioritized caring for employees' mental health in a new way to try to both give workers coping mechanisms and ease whatever stress they can. Click Bond, for example, has launched a pilot program in which about two dozen staff meet weekly for a 12-week program on wellness, including a focus on mindful movement and meditations. Hutter said he hopes the pilot, which is being used by many different demographics from younger workers to “hard-boiled tool makers,” will become a broader, long-term initiative. To help working parents, SAIC has given employees access to online tutoring help for their children to help ease the burden of working full-time while also helping children navigate the virtual classroom, said Amy Benson, SAIC's vice president of government affairs. United Launch Alliance and SAIC both established “leave banks,” which allow employees who won't use all of their vacation to donate that time off to colleagues who may need it. ULA CEO Tory Bruno said this will become a permanent benefit at his company once the pandemic is over. “It forces you to take on things like this, then you learn about them,” he said. “None of these benefits I just described will stop.” Companies have contracted with services to provide employees 24/7 virtual access to medical professionals for some health concerns. Managers are also making sure employees have access to health care. Huntington Ingalls Industries, for example, gave new hires health insurance immediately instead of making them wait 90 days, said Bill Ermatinger, the chief human resources officer at the shipbuilding company. Some companies are also regularly testing employees for Covid-19, both to keep facilities running by quickly diagnosing and quarantining any sick people and to ease the minds of those who report to work. “Employees have been very very grateful we're doing it,” said Mark Aslett, the CEO of Mercury Systems. “It's the only way to deal with employees at scale and get results back quickly enough to manage business continuity.” One of the top challenges for CEOs is making up for lost in-person interactions at company-wide events. Bruno has also gotten creative to try to replicate some of the morale boosting and team building that would come from a BBQ at a space launch, for example, by paying for employees to pick up meals from local small businesses. Hutter also stressed the importance of maintaining the culture of Click Bond, and is planning a “drive in theater event” for the company's annual holiday party as a way to safely gather and raise employees' spirits. Embracing virtual tools The inability to safely fly to visit vendors has forced businesses to get comfortable doing more virtually, which industry leaders say they will continue doing because it's more efficient. Anne Shybunko-Moore, the owner of GSE Dynamics, said her team can now check on the status of parts and address technical issues virtually. “I can see that impacting the way I do business going forward,” she said. “Vendor visits and building relationships are still critical in our supply chain, but maybe it's not necessary to fly to California. ... I could meet with eight vendors a day if I had to, virtually, all over the nation.” Some companies also had to overcome security concerns to use video meeting tools such as Zoom. United Launch Alliance did not allow employees to turn video on for virtual meetings before the pandemic out of a concern that something in the background, such as a model or a drawing of a rocket, would be either classified or controlled by international export laws. But after months of no in-person meetings, Bruno said he's instead issued workers rules for what can appear alongside them on camera. This is another practice that will continue after the pandemic is over, he said. “I started to worry about new employees never seeing their coworkers and feeling disconnected ... so we're enabling video everything and giving guidelines asking them to be careful about what's behind them,” he said. Planning for future business Heather Bulk, the CEO of Special Aerospace Services, said she is already knocking down walls at her company's Colorado headquarters to reconfigure the office to accommodate many who say they will feel safer coming back to work in a personal office with a door that closes. She also acknowledged she will need to update the break room, but is not yet sure what a space that is both communal and safe looks like now. “I like the idea that you can have 75 people in one room and they can all share a coffee pot and chat, but I don't foresee this pivoting back to the way it was in 2018 and 2019 for a while,” she said. “By making these changes and making them quickly, I'm able to move forward so in January of 2021, all these office changes should be up to date.” Bulk also said she is taking steps to bring more capabilities in-house, a trend she expects to see across the industry as CEOs work to mitigate disruptions at small businesses that produce critical parts. Many CEOs said they intend to keep some of the enhanced cleaning and distancing policies in place post-pandemic because they will keep the workforce healthy from diseases such as colds and the flu as well. As to what the future of telework looks like once it's safe to return to the office, CEOs are split over how much of their workforce is likely to remain at home. But most agree a hybrid model with some people in the office and some working from home at least part-time is likely to become the new normal. “Productivity has been good. It's been great in fact,” Bruno said. “If you're working a five-day work week, why can't one or two days be at home teleworking where you're not interrupted by a bunch of meetings?” https://www.politico.com/news/2020/10/28/coronavirus-changed-defense-industry-culture-433447

Gareth Jennings Northrop Grumman commenced assembly of the first of up to seven MQ-4C Triton high-altitude, long-endurance (HALE) unmanned aerial vehicles (UAVs) for Australia, it announced on 27 October. The milestone saw the first jig-load for a Triton intelligence, surveillance and reconnaissance (ISR) UAV for the Royal Australian Air Force (RAAF) take place at Northrop Grumman's Moss Point facility in Mississippi. Final assembly and flight testing will follow at the company's Palmdale facility and at Edwards Air Force Base in California, ahead of delivery to Australia in 2023. “The MQ-4C Triton will be a very important ISR capability for Australia,” Air Commodore Terry van Haren, the RAAF's air attaché to the Australian Embassy in the United States, said during the ceremony that was also attended by senior Australian and US government and military figures. “It is ideally suited for Australian operating conditions, given its high altitude, long endurance, and impressive sensor suite. The Royal Australian Air Force looks forward to operating the MQ-4C alongside its other ISR and response aircraft such as the [Boeing] P-8A Poseidon [maritime multimission aircraft (MMA)].” Australia currently has three Tritons in the US Navy's (USN's) low-rate initial production (LRIP) Lot 5, which also includes two main operating bases, and one forward operating base for the country in an integrated functional capability-four (IFC-4) and multiple intelligence configuration. IFC-4 functionality will add a signals intelligence capability to the UAV's baseline IFC-3 configuration. https://www.janes.com/defence-news/news-detail/northrop-grumman-begins-building-first-triton-uav-for-australia

Richard R. Burgess ARLINGTON, Va. — The secretary of the Navy is bullish on the future Constellation-class guided-missile frigate (FFG) and said it may be a possible candidate for sale to the nation's allied and partner navies. In an Oct. 28 webinar discussion with retired Rear Adm. Frank Thorp IV, president and CEO of the Navy Memorial in Washington, D.C., Navy Secretary Kenneth J. Braithwaite sees the potential for service in many nations' navies for the FFG, liking the potential of sales to the large number of customers for the F-35 Joint Strike Fighter. “Why can't we create a Joint Strike Frigate?” Braithwaite mused. “Why can't we take that same platform and offer it to our allies and partners around the world? After all, it is an amalgamation of an Italian-U.S. joint effort to build that ship in a U.S. shipyard. It's already got an international footprint.” Thorp pointed out a comment Oct. 26 from National Security Adviser Robert O'Brien at the Marinette Marine shipyard in Wisconsin, where the Constellation, will be built, that building two frigates would not be enough. “We're going to need two, three, four frigates built a year to get to the numbers of where we want to be,” O'Brien told employees during a visit to the shipyard, reported Paul McCleary in the Breaking Defense website. “This yard has the capability to build two or three of them itself.” “It's great to have that kind of support in the White House and I'd love to see us build [more],” Braithwaite said. “I'm a huge fan of that ship. It is an incredibly capable vessel. ... I spent a lot of time picking the name for that ship to make it fit into the culture piece of who we are and what we are as the United States Navy. Braithwaite noted that the Navy's FFG program of record calls for 20 to be built but predicted that “we'll build more than 20 of those.” He also noted that many navies operate ex-U.S. Navy Knox- and Perry-class frigates, which could be replaced by new frigates. https://seapowermagazine.org/secnav-touts-new-frigate-for-possible-sale-to-allied-partner-navies/

Michel Cabirol Les Etats-Unis tentent d'entraver des initiatives françaises et européennes en vue de desserrer le nœud coulant de la réglementation extraterritoriale américaine ITAR. Les Etats-Unis ne desserrent jamais leur leadership mondial. C'est notamment le cas sur le plan technologique. Ainsi, Washington cherche à maintenir la France et l'Europe sous son emprise technologique afin de contrôler, voire de limiter, les exportation de systèmes d'armes de leurs alliés européens, via notamment la réglementation extraterritoriale ITAR (International traffics in arms regulation). Dans une réponse adressée au député LR François Cornut-Gentille dans le cadre du projet de loi de finances 2021 et rendue publique, le ministère des Armées fait explicitement mention d'entraves de la part des Etats-Unis pour contrecarrer des initiatives européennes pour développer des filières européennes de composants critiques permettant de disposer d'un premier niveau d'autonomie. "Naturellement les États-Unis cherchent à les entraver et misent sur la frilosité de certains États où leur influence est forte", explique le... https://www.latribune.fr/entreprises-finance/industrie/aeronautique-defense/itar-comment-les-etats-unis-jouent-contre-l-autonomie-strategique-francaise-et-europe

Jen Judson UPDATE — This story has been updated to correct the location for ISV production in North Carolina. A GM Defense representative previously misspoke. WASHINGTON — GM Defense delivered its first Infantry Squad Vehicle to the U.S. Army in an Oct. 27 ceremony at its proving grounds and production facility in Milford, Michigan, just 120 days after being chosen to build the new troop carrier. The Army awarded the company a $214.3 million contract to produce 649 vehicles by the end of fiscal 2024. The service is planning to procure a total of 2,065 ISVs. Designed to carry a nine-soldier squad, the ISV was specifically put together to be light enough to be sling loaded from a UH-60 Black Hawk and small enough to fit inside a CH-47 Chinook, to provide maximum flexibility for deployment. GM's design is based off the company's 2020 Chevrolet Colorado ZR2 midsize truck and uses 90 percent commercial parts including a 186-horsepower, 2.8L Duramax turbo-diesel engine and performance race components. It also features a custom rollover protection system. While the first low-rate initial production vehicles — 27 in total — will be built in Michigan, GM has a long-term plan to move its ISV manufacturing to Concord, North Carolina, where it is standing up a facility to manage its higher volume ISV production. The Army first identified a need for a light infantry vehicle in 2015 when its most recent combat vehicle strategy was released, but nothing materialized until Congress forced the Army to launch the competition as part of the FY18 National Defense Authorization Act. The Army awarded $1 million contracts to three teams in August 2019 to develop offerings — GM Defense, a team of Oshkosh Defense and Flyer Defense LLC and an SAIC and Polaris team. “One hundred and twenty days from contract award to delivery is a significant milestone, and I am very proud of the team for this accomplishment,” David Albritton, president of GM Defense, said in a statement. “We're leveraging General Motors' engineering prowess and immense manufacturing capabilities to bring transformative solutions to the military vehicle market. Our initial success with the ISV shows our commitment to our customer and highlights our unique right to win in the military mobility market.” GM Defense has a “very, very talented team," Albritton said during the ceremony, and “their innovation, attention to detail, flexibility when incorporating soldier feedback during testing and a magnitude of other factors helped us to win this ISV contract and gives me great hope for how we will tackle other pursuits in the future.” The first vehicles will be going to the 1st Infantry Brigade Combat Team of the 82nd Airborne Division, but ultimately 11 IBCTs will be outfitted with 59 vehicles each under the first contract covering the 649 ISVs. The vehicles are slated to go through tests in the coming year, including further analysis of its air-deployable capability, as well as verification the maintenance manuals are complete. The first unit equipped will take the ISV through an initial operational test and evaluation. With the success of the ISV, GM Defense is setting its sights on other opportunities with the Army and other military services. “We have a strong interest in the Joint Light Tactical Vehicle Program,” Albritton said. The Army is planning to re-compete for the JLTV and for new Humvees to round out the tactical vehicle fleet. “If you look at the size and scale of this program, obviously, this is closer to a commercial-size vehicle, but as you step up in class and step up in weight, we believe we have a right to win in vehicles sizes of that size,” he added. “That doesn't limit us there, as well. There are only a few ground vehicle programs across the [Defense Department] right now, but we believe that other than doing a fully integrated vehicle like we do on ISV or what we potentially could do on JLTV in partnership with other companies, we can look at programs like the Advanced Reconnaissance Vehicle for the U.S. Marine Corps, or we can look at the Optionally Manned Fighting Vehicle," Albritton said. “But if you think about power and propulsion solutions, you think about light weighting, think about cybersecurity, there's other types of capabilities that we can apply in partnership on a variety of platforms as well.” GM spent several recent years helping the Army evaluate a hydrogen fuel cell vehicle using a ZH2 Chevy Colorado and the Army is now taking some renewed steps at getting after an electric vehicles in its fleet to include the pursuit of an electric light reconnaissance vehicle. https://www.defensenews.com/land/2020/10/27/us-army-gets-first-infantry-squad-vehicle-from-gm-defense/

Andrew Eversden WASHINGTON — The U.S. Army's new top military IT official has its eyes on several priorities to ensure that the service is prepared for multi-domain operations. Lt. Gen. John Morrison, the Army's first deputy chief of staff for the G-6, a new position created after the Army announced it would be splitting its CIO/G-6 office over the summer, told reporters Tuesday that his new office will focus on strategy, network architectures, and implementation of command, control, communications, and cyber operations efforts. To achieve that, Morrison laid out four pillars that will shape the role of the new G-6 office, which reached initial operating capability after he took over in August. The four pillars are establishing a unified network, positioning cyber and signal forces for multi-domain operations, reforming the cybersecurity process, and driving efficient and effective investments across the network and cyber. The unified network pillar is focused on vertical integration of the tactical network and enterprise networks to create a unified network that can meet the globally dispersed warfighting operations of the service. Right now, Morrison said, the enterprise network is focused on modernizing bases, posts, camps and installations, while the tactical network is centered around brigade combat teams. The unified network will be “imperative” for multi-domain operations, Morrison said. His office will work with Program Executive Office Enterprise Information Systems; PEO Command, Control, Communications-Tactical; and the Network Cross-Functional Team to establish the unified network he said the Army needs to enable Joint All-Domain Command and Control. “We break down the individual theater architectures, and we make it easy for formations that are actually in [the contiguous United States] to rapidly deploy to any area of operations and immediately plug in and start conducting operations, whether that's in competition or conflict,” Morrison said. “That needs to be ... our goal.” As for aligning cyber and signal forces for multi-domain operations, Morrison said that he will be looking at the training, talent management and operational frameworks while adjusting them over time to ensure those soldiers are used effectively during future battles. “That means making sure that we have signal and cyber, underpinned by intelligence, operating in a combined arms fashion in cyberspace to include electromagnetic spectrum,” Morrison said. The three-star also wants to take a “hard look” at the service's risk management framework (RMF) as part of reforming and operationalizing its cybersecurity process. He wants to move the Army away from a bureaucratic system with intermittent reviews to a system where cybersecurity is baked into a system before it's added to the network, then going back “periodically” to make sure there are no new vulnerabilities to the system. As the service works toward enabling multi-domain operations, Morrison is also focused on ensuring that the service is making effective and efficient investments in its network and cyber infrastructure so that it can make the JADC2 concept a reality. For example, Morrison said, his team is looking at what the joint force is doing with cyber so the Army makes investments to develop cyber capabilities that the service needs while ensuring it has links back to the joint force. It's especially important for the Army to be meticulous with its cyber and network investments as the Department of Defense as a whole prepares for flat budgets as the government funds are increasingly directed toward recovery from the COVID-19 pandemic, Morrison said. “We are probably entering into a time where budgets may not be all that they have been in the past,” he said. “And quite frankly, we owe it to taxpayers to force ourselves to be efficient and effective.” Before former Army CIO/G-6 Lt. Gen. Bruce Crawford retired, he told reporters that the Army split the CIO/G-6 office to take better advantage of technology, saying that the way his office was structured had become outdated as technology advanced. The Army has yet to nominate a new CIO, but Morrison will work closely with the next official named to that position, he said. “Think of it in this way, the CIO establishes the policies," Morrison said. "We're responsible for the planning and the actual implementation of those policies, and then supporting Army organizations worldwide as they go out and actually execute the policies.” https://www.c4isrnet.com/battlefield-tech/it-networks/2020/10/27/us-armys-top-uniformed-it-official-lays-out-priorities-for-new-office/

Christina Mackenzie PARIS – France's future navy surface ships will be protected from swarm attacks by the RAPIDFire very short range weapon system developed by a Thales and Nexter consortium, the DGA French procurement agency has announced. Based on the medium-caliber, cased, 40mm gun developed by CTAI, the international subsidiary of Nexter Systems and BAE Systems, RAPIDFire was designed to respond to new threats, notably low, small, slow, stealthy, swarm attacks that can saturate conventional missile defenses. It has a range of 4 kilometers (2.5 miles). Integrated onto the unmanned turret, the gun has an optronic fire-control system which can be controlled by the operator. Threat analysis is shared with the ship's combat management system, and the gunner can validate or adjust the strategy proposed by the gun. There are five different types of ammunition that the gun can choose from automatically to best engage a given threat. In a joint statement Thales and Nexter specify that “the system is compatible with the full range of ammunitions developed for land forces programs and is predisposed to the use of future ammunition as the smart Anti Aerial Airburst (A3B) round” for use against UAVs for example. The surface-to-air and surface-to-surface gun has been designed to be used on a common turret for ground and naval systems. This means the RAPIDFire system will be able to be used on land vehicles in the future. Although the program is still in the development phase, the DGA French procurement agency has already undertaken firing tests with it and has chosen it to equip the French Navy's future surface vessels. First delivery is scheduled for 2022. https://www.defensenews.com/smr/euronaval/2020/10/27/french-warships-to-get-new-drone-swarm-killing-gun-derived-from-land-weapons/

NAVY American Rheinmetall Munition Inc., Stafford, Virginia, is awarded a $32,449,901 modification to previously awarded, firm-fixed-price, indefinite-delivery/indefinite-quantity contract M67854-18-D-5225 to increase the contract maximum value, including the third, fourth and fifth option years, from $59,703,284 to $92,153,184. This modification will allow the ordering of up to a maximum of 1,051,734 additional MK281 MOD 3 40MM high velocity day/night practice cartridges. Work will be performed in Camden, Arkansas, and is expected to be complete by Sept. 25, 2023. No funds are being obligated on this award and no funds will expire. Funds will be obligated on individual delivery orders. Marine Corps Systems Command, Quantico, Virginia, is the contracting activity (M67854-18-D-5225). Energetics Technology Center, Indian Head, Maryland, is awarded a $15,606,996 cost-plus-fixed-fee contract for the Automated Global Energetics Science and Technology (S&T) Awareness effort. The proposed effort has three major components: a national energetics study, automated global energetics S&T awareness, and creating an energetics ecosystem. The national energetics study will collect and analyze information in support of the requirement to develop a plan that fulfills the request of National Defense Authorization Act for fiscal 2020, Section 253. The automated global energetics S&T awareness will develop and demonstrate the feasibility of an approach to enable machine-assisted energetics S&T global awareness. The energetics ecosystem will utilize a tool to assist Department of Defense research and development centers with establishing/enhancing innovation and commercialization ecosystems. Work will be performed in Indian Head, Maryland. The period of performance is 72 months, including a 36-month base period from Oct. 27, 2020, through Oct. 26, 2023, and one 36-month option period. The total cumulative value of this contract is $15,606,996. The base period is $7,722,823 and option period is $7,884,173. Fiscal 2020 research, development, test and evaluation (Navy) funds in the amount of $7,722,823 are obligated at time of award and will expire at the end of the current fiscal year. This contract was competitively procured under N00014-20-S-B001, “Long Range Broad Agency Announcement (BAA) for Navy and Marine Corps Science & Technology.” Since proposals are received throughout the year under the long range BAA, the number of proposals received in response to the solicitation is unknown. The Office of Naval Research, Arlington, Virginia, is the contracting activity (N00014-21-C-1016.). MRIGlobal, Kansas City, Missouri, is awarded a $12,674,104 cost-plus-fixed-fee contract to develop a flexible detection system consisting of Clustered Regularly Interspaced Short Palindromic Repeats (CRISPR)-based assays paired with reconfigurable point-of-need and massively multi-plexed devices for diagnostics and surveillance. This two-year contract includes four options which, if exercised, would bring the potential value of this contract to an estimated $36,732,661. All work will be performed at the contractor's facilities in Gaithersburg, Maryland (19%); Kansas City, Missouri (19%); San Francisco, California (30%); Cambridge, Massachusetts (25%); and Salt Lake City, Utah (7%). The period of performance of the base award is from Oct. 26, 2020, through Oct. 25, 2022. If all option periods are exercised the period-of-performance would extend through Oct. 25, 2024. Funds in the amount of $5,285,258 will be obligated at the time of award. Contract funds will not expire at the end of the current fiscal year. Funds will be obligated as individual options are exercised using research, development, test and evaluation (Navy). This contract was competitively procured via a Defense Advanced Research Projects Agency broad agency announcement solicitation HR0011-20-S-0016 published on the beta.SAM.gov website. Seven proposals were received and two were selected for award. The Naval Information Warfare Center, Pacific, San Diego, California, is the contracting activity (N66001-20-C-4048). (Awarded Oct. 26, 2020) Serco Inc., Herndon, Virginia, is awarded an $11,478,415 modification to previously awarded cost-plus-fixed-fee contract N66001-16-D-0033. Support includes production management, integration and fabrication, and system and component procurement for Network Integration Engineering Facility production services. This six-month modification increases the overall value of the existing contract to $111,356,945. The period of performance is from Oct. 27, 2020, through April 26, 2021. All work will be performed in San Diego, California. No funds will be obligated at the time of award. Contract funds will not expire at the end of the current fiscal year. Funds will be obligated as individual task orders are issued. Funds will be obligated using operations and maintenance (Navy); Department of Defense working capital funds; other procurement (Navy); Foreign Military Sales; research, development, test and evaluation (Navy); and shipbuilding and conversion (Navy). The Naval Information Warfare Center, Pacific, San Diego, California, is the contracting activity (N66001-16-D-0033). Science Applications International Corp., Reston, Virginia, is awarded a $10,757,780 modification to previously awarded cost-plus-fixed-fee contract N66001-16-D-0032. Support includes production management, integration and fabrication and system and component procurement for Network Integration Engineering Facility production services. This six-month modification increases the overall value of the existing contract to $105,116,891. The period of performance is from Oct. 27, 2020, through April 26, 2021. All work will be performed in San Diego, California. No funds will be obligated at the time of award. Contract funds will not expire at the end of the current fiscal year. Funds will be obligated as individual task orders are issued. Funds will be obligated using operations and maintenance (Navy); Department of Defense working capital funds; other procurement (Navy); Foreign Military Sales; research, development, test and evaluation (Navy); and shipbuilding and conversion (Navy). The Naval Information Warfare Center, Pacific, San Diego, California, is the contracting activity (N66001-16-D-0032). AIR FORCE KOMAN Construction LLC, Chandler, Arizona, has been awarded a $20,062,515 firm-fixed-price, definitive contract for renovation and repair construction services. This contract provides for the complete repair and replacement required to provide humidity control and repair the interior administrative areas of B3 at Tinker Air Force Base, Oklahoma. Work is expected to be completed April 26, 2022. This award is the result of a sole-source acquisition. Fiscal 2021 operations and maintenance funds in the full amount are being obligated at the time of award. Air Force Sustainment Center, Tinker AFB, Oklahoma, is the contracting activity (FA8137-21-C-0005). DEFENSE LOGISTICS AGENCY Kandor Manufacturing,** Arecibo, Puerto Rico, has been awarded a maximum $9,824,940 modification (P00010) exercising the first one-year option period of an 18-month base contract (SPE1C1-19-D-1163) with three one-year option periods for various types of blouses and trousers. This is a firm-fixed-price, indefinite-delivery/indefinite-quantity contract. Location of performance is Puerto Rico, with an Oct. 29, 2021, ordering period end date. Using military services are Navy and Army. Type of appropriation is fiscal 2021 through 2022 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania. Ja Apparel Corp.,* New Bedford, Massachusetts, has been awarded a maximum $9,342,555 fixed-price, indefinite-delivery/indefinite-quantity contract for men's dress coats. This was a competitive acquisition with three responses received. This is a one-year base contract with two one-year option periods. Location of performance is Massachusetts, with an Oct. 26, 2021, ordering period end date. Using customer is Army. Type of appropriation is fiscal 2021 through 2022 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE1C1-21-D-1410). *Small business **Small disadvantaged business in historically underutilized business zones https://www.defense.gov/Newsroom/Contracts/Contract/Article/2396088/source/GovDelivery/

Mallory Shelbourne This post has been updated to include a new photo of the CH-53K from Sikorsky. The Navy has issued Lockheed Martin-owned Sikorsky a $550.4 million contract modification for the next lot of the Marine Corps' new heavy-lift helicopter. The Navy awarded Sikorsky the funds for six CH-53K King Stallions as part of lot 4 of the program's low-rate initial production phase, according to an Oct. 26 Pentagon contract announcement. “The production of this CH-53K helicopter represents a new era in capabilities, technologies, safety and mission flexibility for the U.S. Marine Corps,” Bill Falk, the CH-53K program director for Sikorsky, said in a statement. “Sikorsky is committed to supporting the Marine Corps to maximize the benefits of this all-new helicopter,” he added. “Pilots are already training on state-of-the art flight training devices to prepare in a safe, cost-effective manner for operational deployment.” The Navy anticipates Sikorsky finishing the work in July 2024, according to the announcement. USNI News previously reported that the Navy restructured the CH-53K test program to address technical deficiencies discovered on the test aircraft. Sikorsky and the Marine Corps announced the two had found a fix to one of the main problems – exhaust gas reingestion – in December 2019. The Navy decreased the number of aircraft it planned to purchase in the Fiscal Year 2021 budget request because it had not yet identified fixes to several technical problems. Lt. Gen. Steven Rudder, the former Deputy Commandant of the Marine Corps for Aviation, told the House Armed Service tactical air and land forces subcommittee earlier this year that the service was ready to increase the rate of production in hopes of bringing cost of the aircraft down. “The higher the numbers, the greater the learning curve from production,” Rudder told the panel of lawmakers at the time. “As we saw with F-35, as we ramp production, the cost curve comes down.” https://news.usni.org/2020/10/27/navy-issues-sikorsky-550-4-million-modification-for-6-ch-53ks