News

by Chris Thatcher As Members of Parliament return to the House of Commons this week, aerospace eyes will be on the cabinet ministers and MPs most likely to support a new vision for the industry. With the return of Marc Garneau to Transport Canada, Navdeep Bains to Innovation, Science and Industry, Harjit Sajjan to National Defence and Mary Ng to Small Business and Export Promotion, and the introduction of Anita Anand to Public Services and Procurement and Carla Qualtrough to Employment, Workforce Development and Disability Inclusion, the government's front benches include ministers well acquainted with key issues that need to be addressed if Canada is to retain its position as a leading global aerospace nation. Last fall, the Aerospace Industries Association of Canada (AIAC) asked Jean Charest, a former premier of Quebec and deputy prime minister of Canada, to lead a cross-country discussion on the sector's future and a possible course forward. His ensuing report, “Vision 2025,” delivered at the Paris Air Show in June, offered recommendations centred on six core themes: expanding the skilled workforce; growing small- and medium-sized enterprises (SMEs); promoting innovation; investing in Transport Canada's aircraft certification and regulation capacity; sustaining Canadian leadership in space; and better leveraging defence procurement to drive industry growth. The recommendations were drawn from five months of meetings with industry executives, provincial premiers and their economic development ministers, federal ministers, opposition parties, academia and the general public. “Our goal was to re-start the discussion between the industry and its partners in government, education, research and the business community,” Patrick Mann, president of Patlon Aircraft & Industries and the former chair of AIAC, reminded the sector during the recent Canadian Aerospace Summit in Ottawa. “It has been a truly pan-Canadian event that has reached all through the industry . . . [and] into every level of government.” If Charest's report provides a guide for how to address some of the challenges generated by a multitude of countries and technology companies now seeking to gain a larger footprint in aerospace, the task of implementing it rests in part with Keith Donaldson. Donaldson assumed the chair of AIAC during the summit and acknowledged the report will drive much of the association's activities over the next 12 months. “I'm all in on Vision 2025,” he told Skies. “This is the time to re-engage as an industry, to recognize that [aerospace] is a jewel we have in Canada. It's R-and-D intensive, it's pan-Canadian, it has the highest input for STEM (science, technology, math and engineering)-type jobs, men and women – let's grow this. We need the support and partnership of the federal government. That is how we combat [other entrants].” A chartered accountant by training who previously worked with KPMG, Donaldson is vice-president of APEX Industries, a machining, components, subassembly and structures manufacturer in Moncton, N.B. Over his 15 years with the company, he served as president of the New Brunswick Aerospace and Defense Association and co-founded the Atlantic Canada Aerospace and Defence Association. He's also been a fixture on AIAC's technical committees, from audit and finance, to small business, defence procurement and supply chain access. That experience could be crucial, as much of the heavy lifting to make the report's recommendations reality will come from the technical committees. Under Mann's leadership, AIAC spent part of the past year restructuring the committees to align with the direction of Vision 2025. “We spent a lot of time . . . making sure their mandates were going to match the recommendations,” said Donaldson. “We wanted to make sure the chairs were well aligned. [They] are some of the heavy hitters in the industry, from Bombardier, UTC, Cascade, Collins Aerospace . . . [They have] industry interest, company interest and personal interest for the success of these recommendations.” Winning the skills battle Because of ministerial familiarity with the report's recommendations, AIAC will be hoping it can move quickly to implement some of them. The appointment of Qualtrough, who has spoken at previous AIAC conferences, to a portfolio that will focus on the sector's top priority of skills development is seen as “an early win,” Donaldson noted. “When AIAC did the industry engagement, it was very evident that to maintain and grow, we have to win the skills battle,” he said. “A lot of the other recommendations are going to move forward, but we have to solve the skills one. Failure is not an option here.” Other sectors are going to be competing for the same STEM talent, but the Vision 2025 blueprint might give aerospace a leg up with government, he suggested. That means offering ideas not only to retain and retrain the current workforce where necessary, but also to recruit and support more women in the sector, attract First Nations, and collaborate with immigration initiatives. “It is not going to be a one size fits all. We are going to have to work on each one of those areas,” said Donaldson. For APEX, a medium-sized business of about 250 people, 70 of whom work specifically in aerospace, finding and retaining talent is the issue that keeps most senior managers awake at night, he added. The association will also be looking for quick progress on some of the recommendations aimed at strengthening the capacity of Transport Canada. “They are already a world class organization. We are not starting from zero on that one,” noted Donaldson. However, much of the early effort will go to growing SMEs, which account for over 95 per cent of the aerospace sector. It's terrain Donaldson knows well and believes can be improved through initiatives to build on government programs that are already in place. “We are going to be taking what's already working and say, we want to expand some of these programs. That is going to give us some early wins,” he said. One possible tool could be the expansion of Quebec's MACH program, which has provided mentorship from OEMs and Tier 1s to SMEs to help improve business processes and make the transition to digital systems. “From an SME perspective, that program is one of the ways to go because it involves a larger company, the SME, the province, and support nationally,” observed Donaldson. Support and mentoring from larger businesses for digitization and best cyber practices are a critical need for smaller companies, he added, noting that many capture “thousands of pieces of data every day” and don't make as much use of the information as they should. “The new protocol for Cybersecurity Maturity Model Certification in the U.S. is going to be applied to every single company in aerospace and defence, no matter where you are,” he said. “[These are areas] where a MACH-type program could hugely benefit SMEs across the country.” He cautioned, though, that while the emphasis must be on growing SMEs, those small companies often rely on strong OEMs (original equipment manufacturers) and Tier 1 suppliers for their export opportunities. In APEX's case, that's about 50 per cent of the business. “We need to keep the OEMs and large Tier 1s healthy in Canada,” he said. “The MACH [programs] of the world are only going to work well if Pratt & Whitney, Bombardier, Bell, IMP, Magellan, if they grow and invest in Canada. That goes back to a part of the overall Vision 2025.” During separate addresses to the aerospace summit, both Donaldson and Mann appealed to fellow executives to get involved in the process. Committees are the “place where our company can impact and shape the issues that are important to our business,” observed Mann. “There is a lot to making Vision 2025 a reality . . . and we need everyone's help to do that, to make sure aerospace is a key part of our new government's new strategy.” AIAC will continue to lobby the federal and provincial governments on the Vision 2025 recommendations, especially the 48 MPs whose ridings including substantial aerospace activity, and will serve as secretariat to a newly re-created all-party aerospace caucus in Ottawa. Speed is of the essence said Donaldson, noting the pace with which other jurisdictions are growing their aerospace capabilities. “We do not have the luxury [of time],” he said. “It's not like we have Vision 2025 and then there's a whole other plan. Vision 2025 is going to drive the industry. Period.” https://www.skiesmag.com/news/incoming-aiac-chair-discusses-aerospace-vision

by Alan Stephenson The F-35 Lightning II is not only a fifth-generation fighter aircraft, but a 21st century tooth-to-tail concept. I recently had the privilege to join a Canadian media trip sponsored by Lockheed Martin to visit the F-35 production facility in Fort Worth, Texas, as well as the 63rd Fighter Squadron, at Luke Air Force Base, Ariz., which is responsible for F-35 pilot training. Industry executives and F-35 operators presented detailed briefings on the latest aircraft improvements, maintenance concepts and operational considerations, as well as a tour of the production line and an up-close look at the aircraft itself. Without a doubt, the F-35 system represents a progressive leap in technology and life cycle management. Design concept Although some have questioned the very idea of a “fifth-generation” designation, the F-35 is the result of an evolutionary process in the design of low-observable (stealth) fighter aircraft for the United States Air Force (USAF). It draws upon the experiences of creating and operating the F-117 Nighthawk and the F-22 Raptor fighters. The lessons learned went beyond simply enhancing aircraft performance; the F-35 ameliorates fundamental life cycle cost issues through leveraging emerging technologies and leading-edge concepts to maximize readiness, logistic and maintenance efficiencies. In effect, the F-35 is built for sustainment. The fighter aircraft makes use of a modular avionics architecture with fusion technology, rather than a federated architecture where Line Replaceable Units (LRU or “black boxes”) are placed in a sequence. In this manner, maintainers no longer need to remove the first and second boxes to replace the third; they simply replace an easily accessible modular LRU. Roughly 95 per cent of the LRUs are first line removeable and virtually all first line maintenance functions are accessible through the weapons bay doors, nose wheel well, and behind panels that can be opened and closed without causing any low observable skin repairs. Ease of maintenance is further achieved from simple redesigns such as a front-hinged canopy that facilitates ejection seat removal without the need to remove the canopy. ALIS, the state-of-the-art Autonomic Logistics Information System, provides real-time digital information that also significantly reduces maintenance demands. “ALIS integrates a broad range of capabilities including operations, maintenance, prognostics, supply chain, customer support services, training and technical data,” according to Lockheed Martin. Maintenance staff can quickly determine the health of the aircraft upon landing through Prognostic Health Management (PHM) and quickly resolve any anomalies, increasing the serviceability rate and minimizing technician fault-finding time through fewer maintenance steps. PHM is a maintenance system that monitors the actual condition of an aircraft to decide what maintenance needs to be done. As all aircraft fleet operators know, unscheduled maintenance and lack of spare parts increases manpower demands and decreases aircraft availability. ALIS is designed to reduce maintenance hours, increase readiness, and decrease labour related costs by offering greater control in sustainment functions and providing actionable information to military decision-makers. Cost drivers From an initial reported cost of over US$100 million, the per-unit costs for the F-35 have fallen to US$77.9 million for Lot 14 fighters. The nine-nation co-operative development and the economies of scale of 12 current customers have greatly contributed to bringing life cycle costs closer to those of contemporary fourth-generation fighters. Costs have been lowered in assembly of the aircraft through use of an automated production line, designed to produce 180 aircraft per year, which has seen a 75 per cent reduction in “touch-labour” since 2010. Each aircraft is personalized by purchase order, allowing all three models to be produced in tandem, and unlike other fighters, the jet is essentially combat-ready when it leaves the production facility, having complete indigenous offensive and defensive avionic suites. With respect to sustainment, the F-16 had 24 different stovepipes supporting worldwide operations. ALIS logistics functions are networked with all F-35 users and supports a consolidated global supply chain that aggressively sources and produces the most cost-effective parts available, making them available as required and thereby minimizing costly inventory. A mandated Reliability and Maintainability (R&M) program has established metrics within automated processes designed to ensure constant systemic evaluation and facilitate continuous improvements that lower support costs and expedite fleet upgrades. At a reported six hours of maintenance per flight hour, the F-35A is at the forefront of fighter operations. Conscious design features such as internal weapons carriage and the use of pneumatic (air pressure) weapons ejection rather than explosive cartridges has significantly reduced maintenance personnel hours required to clean and service fourth generation weapons delivery systems. Another example of manpower savings occurs in routine checks on the fuel tanks and valves, where only one F-35 technician with a Portable Maintenance Aide (a laptop computer the technician connects to the F-35) is now required to conduct the same task that requires six maintainers to perform on the F-16. In manpower savings alone, anecdotal evidence suggests a 60 per cent reduction in personnel to perform routine maintenance functions. Operations At the flight line, significant changes have occurred to USAF military occupations and employment through innovative maintenance developments such as the Blended Operational Lightning Technician (BOLT) and the Lightning Integrated Technicians (LIT) programs. The BOLT program combines six USAF technical trades into two streams. The Air Vehicle stream includes crew chiefs, fuels, and low observable technicians, while the Mission Systems stream focuses on avionics, weapons, and egress trades. This streaming not only economizes manpower but allows deployed operations to be conducted with a smaller personnel footprint. In addition, the LIT program was introduced to increase maintenance efficiencies and effectiveness by integrating these two streams into one co-ordinated team through establishing commonality in training and dedicating each team to a single aircraft. The low observability of the F-35 is more than just a means to penetrate adversary defences; it is a “nose-to-tail” concept that increases performance and survivability from reduced drag and a low platform electromagnetic signature. The embedded antennas in the radar absorbent skin, internal fuel tanks and weapons carriage, and full line-of-sight radar reflection blockage not only help define the F-35 as a fifth-generation fighter, but the addition of an advanced sensor suite with sensor fusion, an electro-optical Distributed Aperture System (DAS) electronic warfare suite and networked enabled operations cement the fifth-generation classification. The Active Electronically Scanned Array (AESA) radar is a computer-controlled array antenna in which individual radar beams can be electronically steered to point in different directions without moving the antenna. This feature allows the F-35 to perform multiple functions such as detecting, tracking, and attacking airborne targets while simultaneously countering or attacking ground-based radar systems. When combined with the embedded sensors and advanced CNI (communications, navigation, identification) capabilities, the F-35 becomes an ISR (intelligence, surveillance, reconnaissance) as well as a command and control (C2) platform. These radical innovations elevate the F-35 from a tactical fighter to an operational asset with strategic value. The F-35, with commonality shared amongst its three variants, can perform air-to-air, air-to-surface, electronic attack, ISR gathering, and localized C2 roles during a single mission. Tactically, the increase in situational awareness allows F-35 pilots to fly farther apart and with more individual freedom, changing the manner in which fourth-generation fighters are employed. Operationally, a flight of F-35s flying missions in the Arctic can also provide localized ISR and C2 functions in a region devoid of such assets. Additionally, the F-35 requires fewer operational support platforms such as AWACS, Joint STARS and stand-off electronic warfare aircraft to conduct combat operations. The F-35 could be considered a strategic asset that would allow Canada to offer NATO the flexibility of employing Canada's fighter commitment strategically to support either the traditional northern flank or send its assets to central Europe. In either case, eight NATO nations will already have their own F-35 infrastructure in place to operationally facilitate Canadian integration. Conclusion Given the innovative design, leading-edge avionics suites, automated production line, networked sustainment program, globalized supply chain, and fundamental changes to how air forces conduct business, it is hard to argue that the F-35 is not only a fifth-generation fighter, but that the F-35 system is a transformational 21st century concept. The F-35 is more than a simple multi-role fighter, it is multi-mission platform. There are indeed identified problems as the F-35 program matures that are part of the evolution of any new platform. However, with the weight of the U.S. government and 12 customer nations, the chances are that these challenges will be resolved satisfactorily. With the cost to own an F-35 fighter in the same range as other fighter aircraft on the market today, the real discriminators are in the costs to operate and the value-added to military operations. Alan Stephenson (Col ret'd) holds a PhD from Carleton University and is a former CF-188 pilot with 3,600 hours flying fighters. He is currently an aviation consultant and a Fellow at the Canadian Global Affairs Institute. https://www.skiesmag.com/news/f-35-lightning-ii-a-21st-century-concept/

By Frank Wolfe The military and commercial outlook for avionics sales is strong, according to the author of a new Deloitte report, the 2020 Global Aerospace and Defense Industry Outlook. "The outlook for the aerospace avionics market is positive with good growth expected over the next few years, primarily due to the strong aircraft order book," Robin Lineberger, the leader of Deloitte global aerospace and defense, wrote in an email to Avionics International. "Moreover, all the major global militaries are increasing their spending on acquiring advanced military aircraft, further driving the growth for avionics," Lineberger wrote. Such aircraft include the Japanese F-3 twin-engine stealth fighter by Mitsubishi to replace the country's single-engine Mitsubishi F-2 jets and to complement the country's Lockheed Martin F-35s; the European Future Combat Air System (FCAS); and the United States Air Force's sixth generation fighter. In June at the Paris Air Show, Dassault Aviation unveiled an FCAS mock up, as government and company officials signed an FCAS Industry Agreement on Demonstrator Programs. The latter accord covers the main components of FCAS: a new generation, manned fighter; support "remote carrier" drones; and an Air Combat Cloud to integrate sensors. FCAS is to replace Dassault's Rafale fighter and the Airbus/BAE Systems/Leonardo-built Eurofighter. During the unveiling of the mock up, French President Emmanuel Macron said that he favors German-French-Spanish cooperation on FCAS with the British, which are developing their own advanced fighter through the BAE Systems Tempest program. In early October, the Air Force officially stood up a new program executive office to lead Digital Century Series, which will look to rapidly develop and field new aircraft beginning with the service's sixth-generation fighter. Last week, Will Roper, the Air Force's service acquisition executive, said that the new Digital Century Series initiative will look to improve integration of emerging technologies by buying smaller quantities of new fighter jets, potentially from multiple companies at a time. “Demand for military equipment is on the rise as governments across the globe focus on military modernization, given increasing global security concerns,” according to the new Deloitte report. “The uncertainty and sustained complexity of the international security environment worldwide is likely to boost global defense spending over the next five years.” In 2020, global defense spending will reach around $1.9 trillion, driven mainly by the U.S. but also countries such as China, Russia and India, the 14-page report says. It adds that NATO members in Europe, under pressure from the U.S., are also increasing defense spending to hit a target of 2 percent of GDP, and tensions in the Middle East are also driving demand for defense equipment. By 2023, global defense spending is expected to be $2.1 trillion, Deloitte said. Commercial and general aviation avionics sales are also expected to grow. "Demand for new and advanced flight capabilities from airlines and small general aviation aircraft owners to make flight operations more efficient and safer will continue to drive demand for commercial avionics," Lineberger wrote in his email to Avionics International. "Moreover, significant investments will be made on avionics because of government-mandated upgrades, for instance, the mandates for Automatic Dependent Surveillance/Broadcast capability (ADS-B), Head-Up Displays (HUD) and Controller/Pilot Datalink Communications equipment (CPDLC). However, there are some challenges which include longer product development cycle that leads to increased development costs." Urban air mobility, electric propulsion and fully automated flight decks are technology trends to watch in years ahead, according to the Deloitte report. "Although commercial aircraft manufacturers are increasingly relying on automated flight controls, including automated cockpits, the commercial aerospace sector is aiming to transition to fully automated flight decks," Lineberger wrote in his email. "Such a transition will likely reduce the number of crew members in the cockpit, resulting in lower costs for airlines. Moreover, automated flight decks would also address the growing pilot shortage issue currently faced by the aviation industry, which will likely be accentuated in the future as the commercial aircraft fleet continues to grow." https://www.aviationtoday.com/2019/12/04/military-commercial-avionics-outlook-strong-deloitte-says/

By Marc Montgomery Most alliances historically don't last more than a couple of decades, but the North Atlantic Treaty Alliance is 70 this year, and has grown over that time to its now 29 members. Originally formed as a protection against the Soviets, new and much different types of threats lurk, and there are divisions in the organisation. Colin Robertson, a former Canadian diplomat and a Vice President of the Canadian Global Affairs Institute. discusses the issues. U.S. President Donald Trump has been forcefully scolding many members of the Alliance for not living up to defence spending. In 2018, the Alliance widened the rules as to what counts as defence spending. Canada is among several members, including France and Germany, not living up to the commitment to spend at least two per cent of GDP on defence. This now includes for example, pensions paid to former soldiers. The Liberal government has been meticulously searching for any expense that might be counted as defence spending including RCMP expenses for members involved in peacekeeping, costs for Canada's spy agency-the Communications Security Establishment (CSE) and even death benefits for veteran's survivors. Canada now spends about 1.27 per cent of its Gross Domestic Product on defence. Robertson notes that the Alliance is burdened with disagreements, but that this is not unusual in NATO's history. It now faces new and much different threats from the more simpler Cold War period, such as new state actor threats, social but somewhat fluid and unorganised threats like piracy and mass migration, and non-state actors like Al Queda and DAESH, and a move by Russia and China to militarise space. While it has its hurdles to overcome, Robertson feels the Alliance will remain strong coming out of this week's meetings. https://www.rcinet.ca/en/2019/12/03/nato-at-70-leaders-meet-in-london-today/

By: Valerie Insinna ORLANDO, Fla. — As the U.S. military prepares for the release of its fiscal 2021 budget request, Air Force leaders have made clear that a massive financial hike is needed for multidomain command-and-control efforts to connect weapon systems across the joint force. As part of that initiative, it will also be critical for the military to link together simulators so service members can replicate combat on a massive scale, Air Force Vice Chief of Staff Stephen Wilson said during a speech Tuesday at the Interservice/Industry, Training, Simulation and Education Conference. “I know you spent a lot of time yesterday about how to connect and integrate simulators from across our various weapons systems. I can't overstate how important that is,” he said. “Individual weapon system simulators can help our men and women become proficient tacticians, but it's their ability to integrate and connect that will differentiate us against a peer threat. And no one is going to win alone." Wilson said the Air Force plans to spend “a lot of money in this next five-year defense plan” on multidomain command and control, but he did not detail how much funding the service might ask for, or whether that sum will include investments in technology to network together simulators. The service is still in the earliest stages of identifying how to connect its aircraft and space assets with the joint force to fight advanced, near-peer threats like Russia and China. The same goes for its aircraft simulators, which are largely detached from each other. An Air Force program called Simulator Common Architecture Requirements and Standards, or SCARS, will start to transform the simulation enterprise and make it more interconnected, said Col. Phillip Carpenter, the Air Force's senior materiel leader for the simulators program office. “It's an effort to make the entire portfolio more modular, more open-system,” he told Defense News in an exclusive interview. “I'm not going to say [SCARS] is the solution to all of our problems,” but it will “help lay that groundwork so that we become much more interoperable across the board.” Under SCARS, the Air Force wants to create a common, open architecture for its simulators that will impose stricter cybersecurity standards and make it easier for the service to update simulators with new capabilities or threat information. The goal, Carpenter said, is to have a fleet of simulators that can remotely receive software updates, much like a smartphone. The Air Force released a SCARS request for proposals in December 2018 for a 10-year contract worth up to $900 million, according to Bloomberg. The service intends to award a contract for SCARS in 2020 and has received a lot of interest from industry, Carpenter said. Carpenter was clear that SCARS — at least how it is currently conceived — will not enable the Air Force to carry out the type of scenarios Wilson spoke about: large-scale, simulated air operations involving simulators of many different airframes. To achieve that, “we need to work on some of the security pieces so that we can allow multilevel security or some of these other aspects that would allow totality of these systems to participate and fight like they would actually fight in a real world,” Carpenter explained. But Carpenter believes there is potential for other parts of the Air Force — like its space, cyber and intelligence community — or even the other services to adopt SCARS or an architecture that is compatible with it. “I think there is great potential for SCARS to be more than something for just aircraft simulators,” he said. “If somebody is off building a system outside of our portfolio, if it's built to a common standard, I think that would effectively make all the systems, whether they're in our portfolio or not, more interoperable.” https://www.defensenews.com/digital-show-dailies/itsec/2019/12/03/the-us-air-force-wants-to-network-all-its-weapons-together-will-simulators-be-included

By: Valerie Insinna ORLANDO, Fla. — Next year, U.S. Air Force F-35 pilots will be able to hop into a simulator and practice large-scale coordinated attacks with other F-35A users in simulators around the globe, Lockheed Martin's head of F-35 training said Tuesday. The capability, called Distributed Mission Training, will allow an unlimited number of F-35 simulators to be networked, enabling high-end training, said Chauncey McIntosh, Lockheed's vice president for F-35 training and logistics. “We've been testing to ensure that it's ready to go with our first customer at Nellis Air Force Base [in Nevada]. We've got hardware that's going up there this month and we're starting our test connections, and everything is looking very well [regarding] this product,” he said during a briefing at the Interservice/Industry, Training, Simulation and Education Conference. “Essentially we're waiting just to get the accreditation from the government. We'll connect that [hardware] and then we'll start running tests on site with software. And then we'll go to our final delivery in spring of 2020," he told Defense News. Currently, F-35 bases can only link as many simulators as they have on site — usually as many as four. However, the Distributed Mission Training capability, or DMT, will allow every U.S. Air Force base to connect up to four of its F-35 simulators with those of every other air base, McIntosh said. At some point, F-35A simulators may also be able to regularly connect with any other aircraft simulator that can be supported on the same network. “Here at Orlando, in our labs, we've already connected to the F-22, the F-16, as well as to [E-3] AWACS [airborne early warning and control aircraft],” McIntosh said. “Almost every week we are writing test scenarios with additional platforms.” Lockheed is under contract to provide DMT to the U.S. Air Force, Navy and Marine Corps, as well as to the United Kingdom. However, because all of those entities run their F-35 simulators aboard different networks, they will be unable to connect with variants from other services, McIntosh said. While Nellis is slated to receive DMT early next year, the F-35 Joint Program Office and Lockheed are still discussing the schedule for further deployments to other bases and services, McIntosh explained. “Our initial efforts are for the Air Force,” he said. https://www.defensenews.com/digital-show-dailies/itsec/2019/12/04/coming-in-2020-a-new-technology-that-will-link-f-35-simulators-across-the-globe

By Bill Carey ORLANDO, Florida—A legal dispute between Lockheed Martin and the U.S. government that held up development of a key F-35 testing system is not further delaying the effort, says the manufacturer, which is awaiting a verdict by the Armed Services Board of Contract Appeals (ASBCA). Lockheed Martin has delivered its products to the Naval Air Systems Command (Navair) to build the Joint Simulation Environment (JSE), including an “F-35 In a Box” software module that replicates the fighter's mission systems for testing purposes. The software module contains nine algorithms that the manufacturer claims as intellectual property (IP), which the government disputes. The Pentagon is relying on activation of the JSE, a high-fidelity modeling and simulation environment, to complete mission testing required for the F-35's initial operational test and evaluation phase and a full-rate production decision. But the dispute over intellectual property rights has delayed the JSE by 2 1/2 years, according to acquisition executives. The JSE was supposed to begin operating in late 2017 but now is scheduled to achieve the first-use milestone in July 2020, Robert Behler, Pentagon director of Operational Test and Evaluation, told lawmakers during a House Armed Services subcommittee hearing last month. During a briefing Dec. 3 at the Interservice/Industry Training, Simulation and Education Conference, Chauncey McIntosh, Lockheed Martin vice president for F-35 training and logistics, said the IP dispute is not holding back Navair's development of the JSE. “Lockheed Martin has delivered all of its products to the Navair team,” including the F-35 In a Box module, McIntosh said. “The JSE team is currently integrating that product along with the other products that they're fielding. There is no dispute that is preventing development of the Joint Simulation Environment for Navair.” When a Defense Contracts Audit Agency review found no proof of Lockheed Martin's IP claim, the manufacturer appealed to the ASBCA. It continues to await a decision. “We are supporting that appeal and [will] progress from there based on what happens with the appeal,” McIntosh said. Also testifying before the House Armed Services subcommittee on Nov. 13, Air Force Lt. Gen. Eric Fick, F-35 program executive officer, said the program moved forward with the JSE despite the legal dispute. “That slowed our progress in getting started and slowed our early progress once we had begun,” Fick told lawmakers. “In order to get on contract, in order to start moving forward, we had to sign up to accept less than government purpose rights, but reserved the right to challenge that intellectual property assertion.” While Navair is developing the JSE at its headquarters at Patuxent River Naval Air Station, Maryland, the U.S. Air Force announced in January that it was building complementary JSE facilities at Edwards AFB, California, and Nellis AFB, Nevada. Plans call for breaking ground on both facilities next May. https://aviationweek.com/defense/dispute-not-stalling-f-35-testing-system-lockheed-martin-says

Des engagements en matière de niveau de performance ont été pris afin d'augmenter le taux de disponibilité et de garantir les capacités de soutien des hélicoptères Tigre dans les dix prochaines années. Marignane – Airbus Helicopters et l'Organisation conjointe de coopération en matière d'armement (OCCAR) ont signé un contrat de soutien global trilatéral visant à accroître le taux de disponibilité des hélicoptères Tigre exploités par les forces armées françaises, allemandes et espagnoles. Cet accord de soutien à long terme garantit la disponibilité et la facilité de maintenance du Tigre au-delà des dix prochaines années. Ce contrat couvre des éléments critiques tels que l'amélioration continue et le traitement des obsolescences, ainsi que les réparations et la livraison des pièces de rechange garanties par tous les fournisseurs concernés. Il répond par ailleurs aux besoins individuels de chaque client, en fonction de ses scénarios opérationnels et de déploiement. En France, par exemple, l'accord garantit un taux de disponibilité des pièces de rechange allant jusqu'à 98 % et une simplification de la logistique, Airbus Helicopters assurant directement l'approvisionnement en pièces neuves, ainsi qu'en pièces réparées et autres consommables. « Nous sommes fiers d'assurer le soutien à long terme du Tigre, certains de ces appareils étant constamment déployés sur d'importants thé'tres d'opérations. Ce contrat permet à nos clients de planifier avec fiabilité leurs opérations de soutien pour les dix prochaines années », a déclaré Bruno Even, CEO d'Airbus Helicopters. Les 183 Tigre livrés à la France, à l'Allemagne, à l'Espagne et à l'Australie cumulent jusqu'ici plus de 130 000 heures de vol. Déployé pour la première fois par la France en Afghanistan en 2009, et peu après par les forces armées allemandes et espagnoles, le Tigre continue de jouer un rôle décisif sur les thé'tres d'opérations, gr'ce à sa grande polyvalence, sa capacité furtive et sa grande manoeuvrabilité. https://www.airbus.com/newsroom/press-releases/fr/2019/12/airbus-helicopters-signs-global-support-contract-for-tiger-helicopters.html

ARMY Oakland Consulting Group Inc., Lanham, Maryland, was awarded a $16,617,465 modification (BA02 31) to contract W91QUZ-11-D-0018 to develop and deliver critical auditability and compliance requirements for the Logistics Modernization Program. Work will be performed at Picatinny Arsenal, New Jersey, with an estimated completion date of Dec. 31, 2020. Fiscal 2020 other procurement, Army funds in the amount of $7,898,333 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity. The Dutra Group, San Rafael, California, was awarded a $10,000,000 firm-fixed-price contract for maintenance dredging in Alabama, Mississippi and Florida. Bids were solicited via the internet with two received. Work locations and funding will be determined with each order, with an estimated completion date of Feb. 2, 2021. U.S. Army Corps of Engineers, Mobile, Alabama, is the contracting activity (W91278-20-D-0001). NAVY Huntington Ingalls Inc., Newport News, Virginia, is awarded an $11,544,415 cost-plus-fixed-fee level of effort delivery order to previously awarded contract N00024-19-D-4306 to accomplish 12 months of execution planning for the repair and alteration requirements for USS Gerald R. Ford (CVN 78 – aircraft carrier/nuclear propulsion) planned incremental availability. The contracted requirements include the advance planning, design, documentation, engineering, procurement, ship checks, fabrication and preliminary shipyard or support facility work. Work will be performed in Newport News, Virginia, and is expected to be completed by September 2020. Fiscal 2020 operation and maintenance (Navy) funding for $1,000,000 will be obligated at time of award and will expire at the end of the current fiscal year. The Supervisor of Shipbuilding, Conversion and Repair, U.S. Navy, Newport News, Virginia, is the contracting activity. DEFENSE LOGISTICS AGENCY Kampi Components, Fairless Hills, Pennsylvania (SPE7MX-20-D-0011, $10,911,917); and Optex Systems, Richardson, Texas (SPE7MX-20-D-0012, $11,024,488), have each been awarded a firm-fixed-price, indefinite-quantity contract under solicitation SPE7MX-19-R-0102 for armored V periscopes. This was a competitive acquisition with two responses received. They are three-year base contracts with two one-year option periods. Locations of performance are Pennsylvania and Texas, with a Dec. 3, 2022, performance completion date. Using military services are Army and Marine Corps. Type of appropriation is fiscal 2020 through 2023 defense working capital funds. The contracting activity is the Defense Logistics Agency Land and Maritime, Columbus, Ohio. Labatt Food Service, San Antonio, Texas, has been awarded a maximum $9,028,137 fixed-price with economic-price-adjustment, indefinite-quantity contract for full line, food distribution for customers in Texas and New Mexico. This contract was a sole-source acquisition in accordance with 10 U.S. Code 2304 (c)(1), as stated in Federal Acquisition Regulation 6.302-1. This is a 172-day contract with no option periods. Locations of performance are Texas and New Mexico, with a May 16, 2020, performance completion date. Using customers are Army, Air Force, Marine Corps and federal civilian agencies. Type of appropriation is fiscal 2020 defense working capital funds. The contracting agency is Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE300-20-D-3253). (Awarded Nov. 27, 2019) Heart and Core LLC, Minnetonka, Minnesota, has been awarded a maximum $7,920,000 modification (P00014) exercising the third one-year option period of a one-year base contract (SPE1C1-17-D-1018) with four one-year option periods for moisture wicking t-shirts. This is an indefinite-delivery contract. Locations of performance are California and Minnesota, with a Dec. 15, 2020, performance completion date. Using military service is Army. Type of appropriation is fiscal 2020 through 2021 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania. DEFENSE ADVANCED RESEARCH PROJECTS AGENCY Chenega Infinity LLC,* Chantilly, Virginia, has been awarded an $8,620,544 modification (P00005) to previously awarded contract HR0011-18-C-0151 for physical security support services. The modification brings the total cumulative face value of the contract to $16,869,621 from $8,249,076. Work will be performed in Arlington, Virginia, with an expected completion date of December 2020. Fiscal 2019 research and development funds in the amount of $6,735,856 are being obligated at time of award. The Defense Advanced Research Projects Agency, Arlington, Virginia, is the contracting activity. *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2030883/source/GovDelivery/