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Andrew Eversden The ongoing COVID-19 pandemic has disrupted the Army's plans for testing upgrades to its network, according to two top Army generals working on the project. The pandemic has meant fewer soldiers have availability to perform operational testing for new network equipment, known as Capability Set '21. Units are either not training or have implemented safety measures such as social distancing or personal protective equipment. “The COVID-19 has had an impact on our cycle of testing, our access to units, and it's caused us to make some adjustments in our in our time schedule, as we've been trying to take care of the health and safety of our soldiers and our workforce, but still keep our modernization efforts on track,” said Maj. Gen. Peter Gallagher, director of the network cross-functional team for Army Futures Command, at a C4ISRNET event in May. The Army had to change plans for soldier experiments that were going to play important roles in informing the allocation of new devices across the brigades. “We had to really start with what were we going to learn specifically from those soldier experiments and how are we going to use that information to help make procurement decisions,” said then-Maj. Gen. David Bassett and former leader of Army Program Executive Office Command, Control, Communications-Tactical at the C4ISRNET conference. Bassett has since been promoted to lieutenant general and now leads the Defense Contract Management Agency. He added, “And so in most cases, we weren't really using that to decide whether we were going to buy something or not. [It was] more about the density and the way things were integrated.” Bassett also said that while the Army did lose out on some field testing, the service had already collected sufficient data in labs that could help “inform some of our decision-making.” He also said that the network modernization team was prepared to make adjustments to equipment because of the challenges associated with coronavirus. “We're looking really hard at and when the next opportunities are going to be available to us to get that detailed operational feedback from soldiers either in a training environment or a test environment,” Bassett said. The coronavirus pandemic “hasn't limited” the Army's ability to move forward on procurement decisions because of the large amounts of data it collected in testing for Capability Set '21. “I think the risk of making those procurement decisions at this stage has been exceedingly low. And something that I think is a reasonable balance of risk and rigor and agility,” Bassett said. The testing program was also disrupted at the beginning of the year when the 82nd Airborne Division, a primary partner for testing capabilities, was deployed to the Middle East. https://www.c4isrnet.com/battlefield-tech/it-networks/2020/07/28/how-covid-19-affected-the-armys-plan-for-testing-new-network-tools/

By: Mike Yeo MELBOURNE, Australia — Singapore's ST Engineering believes that a new joint venture with Israel Aerospace Industries, to market and sell advanced naval missile systems, will leverage both companies' strengths and track records to address a growing demand for guided munitions. The joint venture, announced in mid-July, is called Proteus Advanced Systems, with ST Engineering's land systems arm and IAI each having a 50 percent share. According to the news release announcing the joint venture, the new entity will “market and sell advanced naval missile systems, including a next generation anti-ship missile system.” ST Engineering confirmed to Defense News that its next generation anti-ship missile is called the Blue Spear, a system that it says it has been working with IAI over the past few years, although it declined to divulge the exact timeline. A spokesperson from the company added that Blue Spear, which was also known as the 5G SSM, is “is an anti-ship missile system that introduces an advanced and novel approach which addresses the challenges of the modern naval arena for years to come,” and confirmed reports elsewhere that ST Engineering's role in the Blue Spear's development includes the design, development and production of major subsystems like the booster motor and warhead. The spokesperson added that the land systems arm of the company, ST Engineering Land Systems, was chosen to participate in the development of the missile as it “has been in the business of conventional munitions for many years.” The division has manufactured NATO-standard ammunition for small arms and artillery systems, and has been involved in license-production of both the Rafael Spike anti-tank and the Russian 9K38 Igla surface-to-air missiles used by Singapore's military. No other technical details of the Blue Spear were made available. IAI has previously developed the Gabriel family of anti-ship missiles, with the latest being the Gabriel 5, which the Israeli company says is designed to penetrate modern hard- and soft-kill anti-missile defenses. ST Engineering says that the development of the Blue Spear and the formation of the joint venture was a commercial venture by both companies and is “not driven by any ongoing customer requirement.” However it has not escaped notice that the Republic of Singapore Navy's current anti-ship missile is the Boeing RGM-84C Harpoon, a weapon that was introduced in the early 1980s. The Harpoon is used by Singapore's six Formidable-class multi-role frigates and a similar number of Victory-class missile corvettes, while the air-launched AGM-84C can be carried by Singapore's Fokker 50 maritime patrol aircraft and its Lockheed-Martin F-16C/D multi-role fighter jets. The service plans to buy six multi-role combat vessels, starting the middle of this decade, to replace its missile corvettes, and will almost certainly equip these with a new anti-ship missile given several of Singapore's neighbours are introducing much more modern capabilities. The Singaporean frigates, which entered service between 2007 and 2009, will likely receive new missiles in the future as part of a continuing program to refresh its capabilities. Singapore's defense ministry has yet to respond to questions from Defense News about potentially acquiring a new anti-ship weapon. Singapore and Israel have enjoyed a close defense relationship spanning several decades, with the latter providing extensive assistance in setting up Singapore's military when it became independence in 1965. The relationship extends to both countries defense industries, and Singapore is a major user of Israeli defense equipment although the relationship is usually kept low-profile. https://www.defensenews.com/global/asia-pacific/2020/07/28/singapore-israeli-firms-team-to-develop-new-ship-killing-missile/

Thales annonce l'entrée en production à Limours (Essonne) du premier radar Ground Fire destiné notamment à être intégré au système Sol-Air de Moyenne Portée Terrestre de Nouvelle Génération (SAMP/T NG) de l'Armée de l'air française. « Ce radar multifonctions entièrement numérique et muni de capacités anti-aériennes et anti-missiles de pointe, est capable de contrer un large spectre de menaces dont les missiles balistiques », explique le groupe d'électronique de défense. BFM Bourse du 28 juillet 2020

By: Christina Mackenzie PARIS – The first five of 36 Rafale fighter aircraft bought by India from France's Dassault Aviation are being flown from the manufacturing plant by Indian Air Force pilots to India between July 27-29. The three single-seater and two twin-seater aircraft are slated to make the trip in two stages, with air-to-air refueling during the first leg provided by a French Air Force A330 Phenix MRTT tanker. Also accompanying the Rafales is a second MRTT carrying 70 respirators, 100,000 test kits and 10 military health professionals to help India with its fight against the Covid-19 pandemic. The pilots took off from the Dassault Aviation Mérignac facility near Bordeaux in western France and will land at Ambala Air Force Station in northern India, some 125 miles north of Delhi, on July 29, according to the Indian Air Force official Twitter account. The first leg is to the Al Dhafra airbase in the United Arab Emirates where the aircraft landed on Monday afternoon. They were sent off in the presence of Shri Jawed Ashraf, the Indian ambassador to France, and Eric Trappier, CEO of Dassault Aviation, who saluted the “amazing efficiency and determination of the Indian Air Force and Indian Ministry of Defense, despite this unprecedented world health crisis” to ensure that the program remained on track. The Indian Air Force team flying the aircraft have been training in France for almost three years. The aircraft will integrate into the country's No 17 Squadron, dubbed “Golden Arrows.” https://www.defensenews.com/global/europe/2020/07/27/indias-first-batch-of-rafale-fighters-is-on-its-way-from-france/

ARMY Vectrus Systems Corp., Colorado Springs, Colorado, was awarded a $529,058,476 modification (P00202) to contract W52P1J-10-C-0062 for Kuwait base operations and security support services. Work will be performed in Camp Arifjan, Kuwait, with an estimated completion date of Sept. 28, 2021. Fiscal 2020 operations and maintenance (Army) funds in the amount of $248,000,000 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity. Leidos Inc., Reston, Virginia, was awarded a $58,487,824 firm-fixed-price contract to ensure suitable time and ceiling are available to meet the requirements of the Automated Installation Entry system. Bids were solicited via the internet with one received. Work locations and funding will be determined with each order, with an estimated completion date of July 27, 2022. U.S. Army Contracting Command, Aberdeen Proving Ground, Maryland, is the contracting activity (W911QY-15-D-0047). SCD.USA Infrared LLC, Melbourne, Florida, was awarded a $17,425,550 firm-fixed-price contract for sustainment support services for the AN/VSQ-6B Vehicle Optics Sensor system. Bids were solicited via the internet with one received. Work locations and funding will be determined with each order, with an estimated completion date of July 27, 2030. U.S. Army Contracting Command, Aberdeen Proving Ground, Maryland, is the contracting activity (W56JSR-20-D-0016). Carahsoft Technology Corp., Reston, Virginia, was awarded a $16,043,475 firm-fixed-price contract for contractor staff augmentation services to migrate the Army Enterprise Systems Integration Program components and Global Combat Support System-Army system. Bids were solicited via the internet with three received. Work will be performed at Fort Belvoir, Virginia, with an estimated completion date of July 26, 2021. Fiscal 2020 operations and maintenance (Army) funds in the amount of $16,043,475 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity (W52P1J-20-F-0432). Owyhee Group Co.,* Boise, Idaho, was awarded a $9,209,263 firm-fixed-price contract for the Army cold weather combat boot. Bids were solicited via the internet with five received. Work will be performed in Boise, Idaho, with an estimated completion date of July 30, 2021. Fiscal 2020 operations and maintenance (Army) funds in the amount of $9,209,263 were obligated at the time of the award. U.S. Army Contracting Command, Aberdeen Proving Ground, Maryland, is the contracting activity (W911QY-20-F-0360). DEFENSE LOGISTICS AGENCY Dynalec Corp. Inc., Sodus, New York, has been awarded an estimated $17,685,523 firm-fixed-price, indefinite-quantity contract for electronic and communication components. 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 five-year base contract with three one-year option periods. Location of performance is New York, with a July 24, 2025, performance completion date. Using military service is Navy. Type of appropriation is fiscal 2020 through 2025 defense working capital funds. The contracting activity is the Defense Logistics Agency Land and Maritime, Columbus, Ohio (SPE7LX20D016). (Awarded July 24, 2020) NAVY CBGG JV LLC,* Silver Spring, Maryland, is awarded a $12,982,363 firm-fixed-price contract for trailer procurement Phase II at Marine Corps Base (MCB) Camp Lejeune and Marine Corps Air Station (MCAS) Cherry Point, North Carolina. Work will be performed in Jacksonville and Havelock, North Carolina. The work to be performed provides for the procurement, delivery and set-up of 75 interim relocatable facilities, with 62 to be located at MCB Camp Lejeune and 13 to be located at MCAS Cherry Point. The new facilities will include administrative, classroom trailers, post office, medical aid station, computer lab, chapel and fire station. Work is expected to be completed by November 2020. Fiscal 2020 procurement (Marine Corps) contract funds in the amount of $12,982,363 are obligated on this award, of which $11,200,000 will expire at the end of the current fiscal year. This contract was competitively procured via the beta.SAM.gov website and 13 proposals were received. The Naval Facilities Engineering Command Atlantic, Norfolk, Virginia, is the contracting activity (N62470-20-C-0008). *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2289819/source/GovDelivery/

Tommy Sowers This month, thousands of units across all branches of the U.S. military will execute a change of command. New commanders will seek to set priorities for their command and leave their mark. However, commanders are asked to do something new: innovate. From the National Defense Strategy to the Army Operating Concept that states innovation “is critical” and defined as “the result of critical and creative thinking and the conversion of new ideas into valued outcomes,” why the military must innovate is doctrine. Yet, there is no playbook for how to innovate. Until now. For the past two years, an Air Force wing built an innovation playbook — leadership, buy-in, experimentation and speed. Leadership In July 2018, Col. Donn Yates took command of the 4th Fighter Wing. An intellectual and warrior, he wanted, and was directed, to be more innovative. He knew that the challenges he and the Air Force would face in the future — from fighting when satellite communications capabilities were down, to using data to predict parts failure, to using social media to communicate during a hurricane — were new, with no available checklist and playbook. He set out to develop one and make innovation a priority. A few weeks after taking command, he hosted me to discuss innovation. As the southeast regional director for the Defense Department's National Security Innovation Network, I helped lead the department's innovation efforts across the region. NSIN's mission is to help commanders innovate by tapping into new networks of innovators in the venture technology and academic space to deliver solutions. As a former Green Beret, venture-backed startup CEO and professor at Duke University, I speak the languages of these three different communities. Buy-in He immediately requested one of our programs — a Design Bootcamp — bringing professors from University of California, Berkley to train his innovation team in design thinking. The concepts are different than military thinking — talk with end users to understand their problems; create minimal viable products, or MVP, to solve their problems; test those MVPs and collect data; and use that data to develop better solutions quickly. Col. Yates had the teams work a problem that bedevils commanders across Air Force bases — the long wait times at the pharmacy. The trainers broke the 28 trainees into four-person teams, who camped out at the pharmacy interviewing pharmacists, staff, airmen and retirees. At the end of the week, the teams proposed solutions, from self-serve kiosks to mobile clinics to text notifications. Six months later, pharmacy wait times were down more than 50 percent and those trained teams could apply the same thinking to other problems. Experimentation with new problem solvers New ways of thinking are just the start. Moving from idea to an actual product that the military can use is difficult. While our military hardware remains the best in the world, the software running our military is woefully inadequate. As the chair of the Defense Innovation Board and former Google CEO Eric Schmidt stated: “The DoD violates pretty much every rule in modern product development.” And with virtually no positions for app developers and data scientists within any Department of Defense operational unit, getting solutions means tapping into new communities of problem solvers. Seymour Johnson Air Force Base sits 35 miles from the Research Triangle, one of the leading startup centers in the nation and host to 50,000 students. Could we tap into these problem solvers for a limited tour of duty to build solutions and serve their country? One of NSIN's programs is a university course called Hacking for Defense, or H4D. Delivered at Duke and universities across the nation, H4D teaches teams of students to build a startup to solve a DoD problem. Col. Yates' wing sponsored multiple H4D problems — from using data to predict F-15 part failure to developing new procedures to allow distributed forces to communicate in a SATCOM-denied environment, to an app for optimizing Reserve drill weekends. Working with new problem solvers takes tolerance and openness to new ideas. These teams, beginning with little knowledge of the military, ask first-principle questions. Yet, after 100-plus end-user interviews and working through multiple prototypes, these students become world experts on the specific problems and the likely solutions. Many go on to join the DoD. NSIN is now putting problems in H4D, tech fellowships called X-Force and courses at universities around the nation. These programs use product teams to craft better social media strategies, data dashboards and apps to fill critical needs. (If you are military and need solutions now, you can submit your problem here.) Speed The most important attribute in a venture-backed startup is speed. So, too, for the modern military. In testimony, a former undersecretary of defense stated: “Innovation will remain important always, but speed becomes the differentiating factor.” Two years of command can fly by. Unless new commanders make innovation not only a priority but also commit to do something now, the deployments, requirements and taskings of running any military unit will subsume any desire to innovate. A month after our first meet, Col. Yates brought 30 airmen to Duke to hear from entrepreneurs and academics. The next month, he sent a half-dozen leaders to learn how to work with university teams and carved out the training time for the Design Bootcamp. The following year, he sponsored two H4D teams and an X-Force fellow. This year, we've seen four H4D teams, more X-Force product teams and another boot camp. None were perfect. All could have been delayed. But the 4th Fighter Wing prioritized speed and innovation. The innovation playbook The military knows why it must innovate. The next conflicts will require not only the best hardware, but also a force that rapidly converts new thinking to outcomes; a force that can tap into the wealth of talent in America that will never wear a uniform but want to apply their entrepreneurial and technical skills to solve national security problems. The how — the things new commanders must do to innovate — has been opaque. Now, with the leadership, buy-in, experimentation and speed of the 4th Fighter Wing as an example, there is an innovation playbook. https://www.c4isrnet.com/opinion/commentary/2020/07/27/we-know-why-innovation-is-important-heres-how-to-do-it/

Mark Pomerleau America's adversaries have targeted the military's weaknesses via information warfare in recent years and as a result the Department of Defense has made a series of moves to reorganize and better defend against such threats. While each service is undertaking a slightly different approach toward information warfare, Defense officials have said there is a broad buy-in to a larger vision of how to fuse capabilities and better prepare to fight. Collectively, they show the breadth of the movement. Here are several ongoing efforts within the services and the Pentagon underway. Navy Upon assuming the service's top officer in December, Chief of Naval Operations Adm. Michael Gilday issued a fragmentary order outlining a variety of tasks for the Navy. Included in this order was a direction that the Navy will pilot a dedicated information warfare cell within a maritime operations center at Large Scale Exercise 2020 to more effectively execute space, electronic warfare, information operations and special operations forces into all-domain operations. Large Scale Exercise has been put on hold until next year due to the ongoing pandemic. Gilday explained that the results from the exercise will refined the requirements and timeline for these IW cells in all fleet maritime operations centers as part of the budget for 2022. Gilday also required the Navy to develop a plan to field small tactical cyber teams for fleet cyber commanders, however, that also is still forthcoming. Army The Army's primary arm for cyber operations has been working to reorganize and change its name. Lt. Gen. Stephen Fogarty in August announced Army Cyber Command intended to change its name to Army Information Warfare Command. Similar comments came from Chief of Staff Gen. James McConville. It is still unclear when the official name change will take place. The tactical manifestation of this name change will exist with the 915th Cyber Warfare Battalion, a relatively new unit consisting of 12 teams that support brigade combat teams or other tactical formations. These “fly away” teams, as some officials call them, would help plan tactical cyber operations for commanders in theater and unilaterally conduct missions in coordination with forces in the field. The Army has already activated its first two companies under the 915th in the last year and plans to create another within the next year. On the capability side, the Army is continuing to field its first organic brigade information warfare capabilities. These include the Multi-Function Electronic Warfare Air Large, the first organic bridge aerial electronic attack asset, which is also capable of cyberattacks pod mounted on a MQ-1C Gray Eagle drone, as well as the Terrestrial Layer System Large, the first ground based integrated signals intelligence, electronic warfare and cyber platform. The Army recently awarded a development contract to Lockheed Martin for MFEW and plans to equip units in 2022. The TLS is currently in the prototyping phase with two companies competing for the contract. The Army aims to equip units in 2022 as well. Air Force In October, the Air Force created its first information warfare command in 16th Air Force, which combined 24th Air Force and 25th Air Force. It now fuses cyber, electronic warfare, intelligence surveillance and reconnaissance, information operations and weather together under one commander. While the new entity reached fully operational capability this month, there is still more work to be done in getting the right personnel in place and continuing to integrate the disparate entities that existed separately before. Specifically, 16th Air Force's commander Lt. Gen. Timothy Haugh said an information warfare cell that will be tied closely with the air components at European and Indo-Pacific Command has been assigned but that leaders still need to hire personnel. Additionally, he noted during a July 15 event hosted by the Mitchell Institute that the 16th will be partnering with their parent entity Air Combat Command to create a spectrum warfare wing. Marine Corps The Marines decided to reorganize their Marine Expeditionary Force headquarters nearly four years ago and create the MEF Information Groups (MIGs). These entities centralize cyber, electronic warfare, intelligence and information operations into tactical maneuver formations. These forces are still participating in exercises to better refine structures and concepts. Pentagon Congress in last year's defense policy bill directed the Department of Defense to designate a principal information operations adviser. https://www.c4isrnet.com/smr/information-warfare/2020/07/26/how-the-defense-department-is-reorganizing-for-information-warfare/

The U.S. Navy's F/A-18 and EA-18G fleets have experienced a dramatic turnaround. In 2017, less than half of the Navy's Boeing F/A-18 Super Hornets were able to fly. Now, 80% of its carrier-based fighters are ready for missions. The solution involved fixing a single component within the General Electric F414 engine. The Navy faulted constrained spending following the 2008 financial crisis and increased demand from the wars in the Middle East as reasons for the fleet's lack of readiness. More specifically, those conditions exacerbated an issue embedded in the military's vast supply chain. For 20 years, the Super Hornets and EA-18G Growlers have continually had electronic systems and new sensors added that placed greater and greater demand for power from its General Electric engine. That demand taxed a key component of the F414's electrical power generation system—its generator control unit (GCU), which keeps the generator output within a specified range. Initial attempts to address the GCU's issues through “component-level reliability improvements were not sustainable,” Navy spokeswoman Gulianna Dunn tells Aviation Week. Eventually, the GCU, already in short supply, failed to keep pace, causing a cascading effect on the availability of the carrier-based fighters. In the words of a Navy program official, the GCU was the “top platform degrader for all naval aviation.” When sequestration-era spending limits were imposed on the Pentagon in 2013, the entire military faced across-the-board funding cuts, including the operations and maintenance accounts. The Navy had to make tough choices about what bills it would pay and what to defer. At the same time, flight hours for the Super Hornet and Growler in the Middle East increased to meet the high operational tempos of Operation Enduring Freedom and Operation Inherent Resolve. As the Navy reduced aviation sustainment budgets, the program office did not have sufficient funding to purchase spare parts. From fiscal years 2013-16, the program office requested between $193.6-311.5 million and received between $85.2-136.3 million, according to a 2019 Defense Department Inspector General report. To compensate, Navy officials cannibalized aircraft to obtain the required spare parts. Maintainers removed working parts from an aircraft and installed them on a second jet to make that aircraft operational. A backlog of spare parts exacerbated fleet readiness and availability rates—an issue that affected the GCU acutely. New mission payloads created new types of electrical load, straining the aircraft's electronics, and wearing out the GCU at a faster rate. The second-generation (G2) and G3 GCU models that equipped the fleet could handle only about 150 flight hours. To increase reliability General Electric Aviation Systems, in consultation with the Navy, began working to redesign the GCU. A G3-to-G4 conversion kit could reach up to 532 flight hours. A G4 GCU was even better—sustaining 1,220 flight hours. Naval Air Systems Command (Navair) flight-tested the G4 in August 2015, and GE started production in mid-2016, Joe Krisciunas, general manager and president of GE Aviation Electrical Power Systems, tells Aviation Week. But the part was still only being manufactured at a minimal rate. The matter came to a head in October 2018, when then-Defense Secretary Jim Mattis set an 80% mission-capable readiness goal. At the time, only 260 F/A-18 and EA-18G aircraft were capable of flying missions—approximately 60%, far short of the mandate. In response, the Navy convened a Reliability Control Board (RCB) in 2019 to improve the F/A-18 and EA-18G mission-capable rate. The board pinpointed the main problem—insufficient production of the F414's GCU. The Navy had 200 of the units on back order. Navair worked with GE to ramp up GCU production, according to Lt. Cmdr. Jason Shaw, power and propulsion lead at the F/A-18 and EA-18G program office. The RCB determined GE was producing roughly six GCUs per month that would funnel into the program office, Boeing or Naval Supply Systems Command (Navsup). The program and Boeing had predictable delivery schedules, but Navsup would only receive GCUs that were produced beyond what the other two contracts required. “It created a hole on the supply shelf,” Shaw says. “When a jet would lose a GCU, there was no other one to replace it from supply.” The team brainstormed and decided GE would increase production to about 21 GCUs each month, while Navair would defer a contract for 320 GCU conversion kits to 2021. Pushing the contract would leave room for Navsup to acquire a more predictable delivery schedule. The company doubled its GCU production rate from 2018 to 2019, and almost doubled it again in 2020 to reach the 21 units per month rate, Krisciunas says. These courses of action resulted in zero GCU back orders by mid-June 2020. Additionally, the team is working with GE to resolve production issues related to GCU testing capacity. The plan is to purchase new, larger test stands and upgrade software on existing test equipment. This would allow the company to conduct more tests and further increase production. The test stand is a large electric motor that simulates the engine spinning the gearbox, and it has a pad that duplicates the GCU interface. A test stand costs approximately $1.5-2 million and typically takes 15-18 months to get up and running, Krisciunas says. Still, more improvements are being made: The program office is now assessing wiring issues that may have also contributed to low GCU reliability. The service awarded a $17 million contract to purchase additional software and cables for Automated Wiring Test Sets, which will allow aircraft mechanics to identify system faults. “The U.S. Navy is the only [Pentagon] military branch to have met and sustained the 80% readiness call that Mattis put out, and that is largely associated with resolving the issues with GCUs,” Shaw says. https://aviationweek.com/defense-space/aircraft-propulsion/how-one-component-improved-us-navy-fa-18-fleet-readiness

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