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By: JihFen Lei If you're reading this over the internet, you're using technology developed by the Department of Defense science and technology enterprise. For decades, the DoD has cultivated a wide-ranging ecosystem of technical professionals, research infrastructure and partnerships that has made vast contributions to U.S. national security and economic strength. From microchips to the GPS satellites that enabled a revolution in precision warfare, the department's S&T enterprise has been central to creating the security and prosperity our nation enjoys today. Although technology dominance has long been central to the American way of war, U.S. military superiority is increasingly under threat. American adversaries are making rapid technological advancements and incorporating them into newly modernized forces. In response, the department has been working to aggressively position its S&T enterprise to meet the security needs of the 21st century. Long-term success will require concentration in three fundamental areas: First, we must invest for the future while focusing on the present. This requires investing in foundational research that will create the next generation of military superiority. Second, we must cultivate a workforce of scientists and engineers ready to solve the DoD's hardest problems. Finally, we must create and maintain world-class defense laboratories and research facilities, enabling us to work with academic and industrial partners to quickly transition technology into capabilities. Each of these elements are critical to nurturing an innovation ecosystem optimized for the department's needs. The road to the next great scientific or technological advance starts with basic science and research. Basic research is central to the DoD's long-term competitive strategy to create and maintain military superiority for the nation. The DoD has a long history of conducting and sponsoring basic research, focusing on understanding how and why things work at a fundamental scientific level. Although basic research is often performed without obvious or immediate benefit and requires long timelines to realize its impact, the importance of continued investment cannot be overlooked. Without the department's basic research investments — made years ago — in the new areas of autonomy, quantum science, artificial intelligence and machine learning, or biotechnology, the DoD would not possess the innovative and advanced capabilities it does today. Basic research enables the U.S. to create strategic surprise for its adversaries and insulates the nation from technological shocks driven by the advancements of others. Stable and healthy investment in basic research is not only good to have, it is a vital component of the nation's strategy to maintain a competitive advantage. The DoD must use all of the tools at its disposal to develop a skilled, diverse workforce of technical professionals who are knowledgeable about the DoD's missions and capable of advising DoD leaders on technology decisions. This includes the scientists and engineers who will conduct research in DoD laboratories and engineering centers, our industry partners, and the academic research community with whom the department closely collaborates. There is nothing more critical to the American military's ability to innovate than its people. For these reasons, the department relies on authorities provided by Congress to conduct flexible, direct hiring of technical professionals to work in DoD research institutions. The department looks for the best technical professionals to join its ranks as researchers, engineers and trusted advisers to the DOD's senior leaders. When the department attempts to incorporate new knowledge from academia or new technologies from industry, the DoD's S&T workforce must be capable of making smart buying decisions based on sound technical judgment and an understanding of the DoD's unique mission needs. At a time when other nations are prioritizing the recruitment of technology professionals to bolster their military strength, the department must view its S&T workforce as a strategic resource that is fundamental to long-term technological superiority. Many capabilities found at DoD labs are unique national treasures and cannot be found elsewhere. On average, these laboratories, which span 63 locations across 22 states and the District of Columbia, are over 45 years old. As part of its strategy to recruit and retain a world-class S&T workforce, the department must modernize its technical infrastructure, laboratories and engineering centers. The DoD should invest wisely to modernize these outdated facilities and their equipment to support the modern, cutting-edge research that our national defense demands. As the nation once again prepares to engage in long-term strategic competition, the DoD's S&T enterprise is the key to success. Sufficiently resourcing long-term research and technology development activities will ensure America avoids technology surprise while creating a disproportionate advantage for the war fighter. The department must make the investments necessary to educate, attract and retain the world's best talent. As the DoD's National Defense Strategy makes clear, advanced technologies will be central to America's ability to fight and win future wars. https://www.defensenews.com/opinion/commentary/2020/07/08/dod-must-modernize-infrastructure-to-support-cutting-edge-technology-research/

Nathan Strout The National-Geospatial-Intelligence Agency issued a new Broad Agency Announcement July 6, giving researchers and academics a new pathway to present intelligence solutions to the agency. NGA is responsible for delivering geospatial-intelligence to war fighters, policy makers and the intelligence community. Under this announcement, the agency is looking for solutions from industry and academia to help them accomplish that mission. “The release of this BAA will help accelerate our research endeavors and provide NGA with the ability to expand and diversify its research performer base, while giving us better flexibility and agility in research contracting efforts,” said Cindy Daniell, director of research and NGA, in a statement. The BAA is seeking research and development concepts that address one or more of the following topics: Foundational GEOINT; advanced phenomenologies, and analytic technologies. Foundational GEOINT - The creation of always accurate, high-resolution, continually updated representations of the earth's properties, available on demand. Advanced Phenomenologies - The use of novel methods and efficient strategies to deliver spatially, spectrally and temporally resolved data from a growing number of traditional and non-traditional sources. Analytic Technologies - The ability to leverage new data sources and new analytics techniques to add geospatial intelligence to multi-intelligence analytics in an effort to address emerging threats and mission domains. More details on each technical domain can be found in the BAA. According to the announcement, NGA plans to make multiple awards, which may take the form of procurement contracts, grants, cooperative agreements or other transactions for prototypes and follow-on production. The agency will be issuing response dates for individual topic areas within the three stated technical domains periodically. A COVID-19 rapid response topic will be one of the first items posted under the BAA according to NGA. https://www.c4isrnet.com/intel-geoint/2020/07/07/nga-looking-to-academia-and-industry-to-boost-research-efforts/

Valerie Insinna WASHINGTON — The Air Force is ramping up its efforts to test and field a suite of new hardware and software that will become the military's command and control backbone. Since February, the Air Force has published three separate broad area announcements seeking technologies that could be funneled inside the Advanced Battle Management System, the service's effort to seamlessly connect all of the Department of Defense's equipment and pool together its data to form a complete picture of the battlespace. Then, in May and July, it awarded the first two mega-batches of ABMS contracts, with 46 companies in total winning $1000 and a chance to compete for more money down the road. “We want a wide variety of companies, and we definitely want fresh blood in the ABMS competition,” Will Roper, the Air Force's acquisition executive, told reporters on May 14. “There is a lot that can be contributed from companies that are commercially focused, that know a lot about data, that know a lot about machine learning and AI and know a lot about analytics. Those are going to be the most important parts of the Advanced Battle Management System.” ABMS is the Air Force's piece of the military's fledgling Joint All Domain Command and Control concept. The vision involves networking every shooter and sensor to a cloud computing environment and using artificial intelligence to ensure that relevant information is immediately sent to whichever platform needs it. In practice, that could look like compiling data from a Global Hawk drone and a naval destroyer to help cue a fighter jet to lock its missile on a nearby target. While the Air Force has some big picture ideas of the products that will comprise ABMS — such as cloud computing tools, machine learning technologies and apps — it hasn't set firm requirements or laid out exactly what products it needs to build out the system. Through the BAAs, the government plans on bringing in companies using different styles of contracts and agreements, which Roper said will allow startups, commercial tech firms and other nontraditional players to “find their fit with this mission.” Those companies will then bring their products and technologies for week-long field tests, held three times a year. The next phase of experiments is planned to start on Aug. 31. While the service had already performed one experiment with technologies that could become part of ABMS and had put several dozen companies on contract prior to May, the Air Force sees the broad area announcements as vehicles to capture a wider array of technology firms that may not already do business with the government, Roper said. Each BAA has multiple rolling deadlines, with the Air Force hoping to award contracts anywhere from four to six weeks after a company submits a proposal. The first announcement seeks out proposals for traditional indefinite delivery/indefinite quantity contracts. The second solicits ideas and technologies through a two-step process, where industry would submit information about the concept before being invited to submit a formal proposal, which the service says will allow participation from contractors “who are unsure about how they want to proceed but want to share their idea.” The third announcement invites companies with existing products to join ongoing ABMS technology demonstrations — at no cost to the government — through cooperative research and development agreements. The service also held a series of industry days, starting May 13, to help answer questions about the effort, especially from businesses that don't usually work with the Defense Department. “We had over a hundred companies just in the first day, and we are expecting more than 300 before the end of this first event,” Roper said. “Three hundred companies for the first industry day ... is a good start. That's certainly broader than the number of defense primes that we have or even the major suppliers.” Each of the announcements specify seven broad areas where the service is seeking new technologies or ideas: Digital architecture, standards and concepts: The Air Force is looking for digital modeling and simulation technologies, trade studies and other standards development tools and processes that it can use to map out the entire ABMS architecture virtually and test how it would work in practice. Sensor integration: In essence, the service wants any hardware or software that will allow different equipment to share data. “A key interest of ABMS is the compatibility and interoperability capabilities through the use of open interfaces to enable improved control of systems and the processing of their data,” the service said in the BAA. Data: The Air Force is also interested in “cloud-based data repositories” that could pass information across domains to the different services. These libraries of data points will be “meta tagged,” analyzed and then fused using AI algorithms to help inform military decision makers. Secure processing: The service needs technologies that will be able to move the appropriate data across technologies with different security levels, ensuring that classified information stays protected while sharing what is feasible. It also includes deployment, training and support services for all devices and processing environments. Connectivity: These tools include line-of-sight and beyond line-of-sight communications networks, as well as technologies that can turn a platform into a data node, reduce latency, provide improved anti-jamming capabilities or other functions that improve the speed and breadth of communications gear. Applications: iPhone analogies have become Defense Department clichés at this point, but the Air Force is hoping to commission the design and development of apps to process, fuse and help present data to different audiences across domains. Effects integration: These involve networked weapons that can be integrated with existing platforms for a greater combined effect. “This includes, but is not limited to smart munitions and low-cost autonomous platforms” that can carry out functions such as data relay. The Air Force is slated to spend $300 million on the Advanced Battle Management System through fiscal year 2021, according to the Government Accountability Office, which has also warned that the nontraditional structure of the program could put it “at greater risk for schedule delays, cost growth, and integration issues.” Preston Dunlap, the Air Force's chief architect charged with overseeing the ABMS effort, said the the price of technologies will undeniably be an important criteria, and the service will try to reduce costs by using affordable and readily available commercial products whenever possible. “That's one of the core principles that we have to manage costs,” he said during a May 7 event hosted by the Mitchell Institute for Aerospace Studies. “We're able to take advantage of the commercial pressures and marketplace to keep the costs down. That's different. Normally it's flipped. If we're the primary customer here, we've got to be very concerned about cost growth associated with that. Right now, in some sense, we're the small buyer.” While the Air Force will better be able estimate the total cost of ABMS as experiments go on, the current focus of the effort is figuring out how to inject innovative commercial tech into the military system as quickly as it becomes available, Dunlap said. “I'm less worried at the moment about some of those cost issues because if we're in that cycle we're probably not doing it right,” he said. https://www.c4isrnet.com/battlefield-tech/c2-comms/2020/07/08/us-air-force-ready-to-test-tech-for-new-battle-management-system/

By: Andrew Hunter and Rhys McCormick It is rare when technological innovation delivers change that fundamentally reshapes military operations. Helicopters made one of these rare breakthroughs after World War II. The ability to support land operations with vertical lift aircraft fundamentally changed how militaries moved on the battlefield. However, the shape of military operations supported by today's helicopters reflect their capabilities and limitations in terms of speed, range and lift capacity. The Army's Future Vertical Lift efforts are designed to reshape military operations by surpassing the limits imposed by today's systems. It is less commonly appreciated, however, that future vertical lift, or FVL, aircraft may do just as much to reshape the vertical lift industry as they do military operations. To deliver the capabilities FVL requires affordably — in development, production and sustainment — industry will have to leverage new design and production techniques that deliver critical components with high quality and moderate cost. Key parts such as rotor blades and rotor heads are big cost drivers. Designing these parts for FVL means redesigning the supply chains and manufacturing processes that produce them. For the smaller companies that make up the lower tiers of the supply chain, this will require them to fundamentally change how their production process works. We recently completed a study that looked at the implications of the Army's Future Vertical Lift project for the industrial base. What became clear in this review is that there are both opportunities and risks in making the transition to FVL. Substantial investment is required by both the Army and industry, and not everyone in industry will make it. However, this transition also offers significant opportunities to leverage emerging technologies such as additive manufacturing, robotics, artificial intelligence, digital twins and data analytics to achieve the Army's objectives. The Army's management will be key in ensuring that industry is able to get the most out of new design and production methods, reconfigured supply chains, and a reshaped workforce. The Army's key tools for managing the transition include its ability to provide an addressable market for the industrial base that attracts the necessary FVL investment, and its ability to align industry incentives with the Army's core goals. The addressable market for industry is not just the Army's future programs, but also the sustainment of legacy platforms. For much of the supply chain, the sustainment market is a huge part of their bottom line. The Army's total vertical lift-addressable market for industry is roughly $8-10 billion annually over the next decade. Although there are some concerns whether that level of spending is feasible while procuring two vertical lift programs simultaneously, previous research by the Center for Strategic and International Studies found that future attack reconnaissance aircraft and future long-range assault aircraft can be accommodated at historical Army modernization funding levels. Of that $8-10 billion annual vertical lift spending, operating and support costs will provide the largest share, while research and development as well as acquisition total a little more than $2 billion annually. Given the size of the addressable market, the biggest challenges and risks in transitioning to a new vertical lift industrial base are not among the big prime contractors, but among the smaller suppliers in the industrial base who can't be sure that investing in FVL today will generate the necessary returns tomorrow. Unlike the bigger prime contractors, these lower-tier suppliers have a much different risk appetite and may struggle with making the upfront investments to build components in new ways. Supporting the supply chain in making this transition is critical to meeting the Army's cost and schedule objectives, which highlights how important incentives are in the Army's approach. The Army's biggest incentive to industry is to provide predictability by keeping FVL program requirements consistent and clear through the development process so that industry can plan and invest. To date, the Army has done this. It should continue to do so. Additionally, the Army can incentivize industry to make upfront investments now that deliver cost savings later. Given that sustainment costs account for 68 percent of rotary-wing costs, these investments are critical. Furthermore, it is in the Army's interest to sustain competition throughout the development process as it moves closer to picking winners. Competition is the strongest incentive for industry. Finally, the Army should be cognizant that incentives will change as FVL moves from development to production, and its management approach will need to evolve. The Army has the key ingredients in place for FVL if it successfully guides the industrial base through this transition. While that is a tall order, our analysis of the Army's FVL plans suggests they begin on solid ground and are well-informed by the technological and affordability realities. One final factor in FVL's success will be sustaining congressional support by being clear and consistent in communicating and executing the Army's plans. https://www.defensenews.com/opinion/commentary/2020/07/07/us-armys-future-vertical-lift-program-will-transform-industry-so-we-must-get-it-right/

ARMY BFBC LLC, Bozeman, Montana, was awarded a $138,335,455 modification (P00005) to contract W912PL-20-C-0002 to modify the existing electrical attributes (closed-circuit TV, linear ground detection system and shelters) on the Barry M. Goldwater Range, Yuma 10/27 design-build border infrastructure project. Work will be performed in Yuma, Arizona, with an estimated completion date of June 29, 2021. Fiscal 2020 military construction (Army) funds in the amount of $138,335,455 were obligated at the time of the award. U.S. Army Corps of Engineers, Albuquerque, New Mexico, is the contracting activity is the contracting activity. Venegas JV Inc.,* Ponce, Puerto Rico, was awarded a $45,000,000 firm-fixed-price contract to support the advanced contract initiative for emergency temporary roof repairs for the eastern region of Puerto Rico. Bids were solicited via the internet with eight received. Work locations and funding will be determined with each order, with an estimated completion date of May 31, 2027. U.S. Army Corps of Engineers, Omaha, Nebraska, is the contracting activity (W9128F-20-D-0032). Power Instrumentation Services,* Vega Baja, Puerto Rico, was awarded a $45,000,000 firm-fixed-price contract to support the advanced contract initiative for emergency temporary roof repairs for the western region of Puerto Rico. Bids were solicited via the internet with eight received. Work locations and funding will be determined with each order, with an estimated completion date of May 31, 2027. U.S. Army Corps of Engineers, Omaha, Nebraska, is the contracting activity (W9128F-20-D-0033). MDJ Contracting Inc.,* Dallas, Texas (W911S7-20-D-0006); Olgoonik Specialty Contractors LLC,* St. Robert, Missouri (W911S7-19-D-0007); Reese Equipment Co. LLC,* Dixon, Missouri (W911S7-19-D-0008); and Vazquez Commercial Contracting LLC,* Kansas City, Missouri (W911S7-19-D-0009), will compete for each order of the $42,000,000 firm-fixed-price contract for construction requirements at Fort Leonard Wood, Missouri. Bids were solicited via the internet with 11 received. Work locations and funding will be determined with each order, with an estimated completion date of July 7, 2023. U.S. Army Field Directorate Office, Fort Eustis, Virginia, is the contracting activity. BAE Systems Land and Armaments L.P., San Jose, California, was awarded a $10,066,599 modification (P00140) to contract W56HZV-15-C-0099 for technical support services for the Bradley Fighting Vehicle family of vehicles, the Multiple Launch Rocket System carrier and the M113 Armored Personnel Carrier family of vehicles. Work will be performed in San Jose, California; Sterling Heights, Michigan; and Phoenix, Arizona, with an estimated completion date of July 26, 2021. Fiscal 2020 research, development, test, and evaluation (Army) funds in the amount of $10,066,599 were obligated at the time of the award. U.S. Army Contracting Command, Detroit Arsenal, Michigan, is the contracting activity. BAE Systems Land and Armaments L.P., San Jose, California, was awarded an $8,488,692 modification (P00138) to contract W56HZV-15-C-0099 for technical support services for the Bradley Fighting Vehicle family of vehicles, the Multiple Launch Rocket System carrier and the M113 Armored Personnel Carrier family of vehicles. Work will be performed in San Jose, California; Sterling Heights, Michigan; Phoenix, Arizona; Temple, Texas; and York, Pennsylvania, with an estimated completion date of July 2, 2021. Fiscal 2018 Army working capital funds; fiscal 2019 operations and maintenance (Army) funds; fiscal 2018 and 2020 weapons and tracked combat vehicle procurement (Army) funds; and fiscal 2020 research, development, test and evaluation (Army) funds in the amount of $8,488,692 were obligated at the time of the award. U.S. Army Contracting Command, Detroit Arsenal, Michigan, is the contracting activity. NAVY MNDPI Pacific JV, Honolulu, Hawaii, is awarded a $99,000,000 maximum amount, indefinite-delivery/indefinite-quantity, architect-engineer contract for architect-engineer services for various structural, waterfront and other projects at locations under the cognizance of Naval Facilities Engineering Command (NAVFAC) Pacific. No task orders are being issued at this time. Work will be performed at various Navy, Marine Corps, Air Force and other government facilities within the NAVFAC Pacific area of responsibility including but not limited to, Guam and the Commonwealth of the Northern Marianas Islands (70%); Australia (10%); Japan (10%); and Hawaii (10%). The work of architect-engineer services include, but are not limited to, the execution and delivery of military construction (MILCON) project documentation (Department of Defense Form 1391); functional analysis and concept development workshops; design charrettes; design-build request for proposal; design-bid-build design contract documents; technical surveys and reports including concept and engineering studies, site engineering investigation, topographic survey, geotechnical investigation, hazardous material survey, munitions of explosive concern survey, hydrographic survey and others; construction cost estimates; collateral equipment buy packages; comprehensive interior design including structural interior design and furniture, fixtures and equipment; and post construction award services. The term of the contract is not to exceed 60 months and work is expected to be completed by July 2025. Fiscal 2018 MILCON (planning and design) contract funds in the amount of $10,000 are obligated on this award and will not expire at the end of the current fiscal year. Future task orders will be primarily funded by MILCON (planning and design). This contract was competitively procured via the Navy Electronic Commerce Online website and two proposals were received. The Naval Facilities Engineering Command Pacific, Joint Base Pearl Harbor-Hickam, Hawaii, is the contracting activity (N62742-20-D-0004). Appleton Marine Inc.,* Appleton, Wisconsin, is awarded a $23,375,696 firm-fixed-price, indefinite-delivery/indefinite-quantity, cost-plus-fixed-fee contract for the replacement of up to 35 Navy slewing arm davits (SLADs), associated test reports and spare parts for each SLAD, and 11,300 hours of engineering support services for the Naval Surface Warfare Center, Philadelphia Division. Work will be performed in Appleton, Wisconsin (80%); and onboard Navy ships in the following locations: Norfolk, Virginia; Philadelphia, Pennsylvania; Mayport, Florida; Everett, Washington; San Diego, California; Williamsburg, Virginia; Pearl Harbor, Hawaii; Yokosuka, Japan; and Rota, Spain (20%), as determined on individual task orders. Work is expected to be completed by July 2025. Fiscal 2020 other procurement (Navy) funding in the total amount of $2,256,000 will be obligated at time of award and will not expire at the end of the current fiscal year. The contract was competitively procured as a small-business set-aside via the beta.SAM.gov website and two offers were received. The Naval Surface Warfare Center, Philadelphia Division, Philadelphia, Pennsylvania, is the contracting activity (N64498-20-D-4018). DEFENSE LOGISTICS AGENCY Valley Apparel LLC, Knoxville, Tennessee, has been awarded a maximum $9,894,000 modification (P00002) exercising the first one-year option period of a one-year base contract (SPE1C1-19-D-1172) with two one-year option periods for working parkas. This is a firm-fixed-price, indefinite-delivery/indefinite-quantity contract. Location of performance is Tennessee, with a July 14, 2021, ordering period end date. Using service is Navy. Type of appropriation is fiscal 2020 through 2021 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania. *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2268131/source/GovDelivery/

The biggest defense manufacturers in the world warned the Pentagon and OMB of "significant job losses in pivotal states" if Congress doesn't come up with stimulus money to cover unforeseen expenses. By PAUL MCLEARYon July 08, 2020 at 4:16 PM WASHINGTON: A group of CEOs leading the world's top defense firms sent letters to Pentagon acquisition chief Ellen Lord and and Office of Management and Budget director Russell Vought on Wednesday, citing “significant job losses in pivotal states” if the federal government doesn't step in to assist with COVID-related costs. Electoral maps have traditionally acted as a tried and tested tool defense contractors use when making pitches to both the Pentagon and Congress, as a way of showing where the jobs sit in different congressional districts. The letter to Lord was signed by the leaders of Lockheed Martin, General Dynamics, Boeing, Raytheon, and BAE Systems, which represent five of the top seven defense companies in the world. Huntington Ingalls, Textron Inc., and L3Harris Technologies also signed onto the letter, which was obtained by Breaking Defense, requesting the Pentagon's help in pressing for stimulus money in the Senate's next rescue package. The Senate is slated to debate in the coming days. Lord has previously estimated the Pentagon would have to pay more than “lower double digit billions” to offset costs borne by defense manufacturers in lost work hours, buying PPE equipment and propping up smaller suppliers. Speaking to reporters at the Pentagon last month, Lord said she's seeing a “three-month slowdown to all programs due to COVID-19,” after the virus shut down defense manufacturing facilities and production lines across the globe. The vast majority of defense firms have operated at reduced capacity over the past several months, and Lord said the Pentagon continues to see the biggest impacts in the aviation and shipbuilding supply chains. The CEOs write that US-based supply chains “are simply not able to absorb these significant costs. Without additional funding in the next stimulus package, the resolution of [reimbursement] claims will need to be funded from existing DoD budget topline resources for FY20-22.” That would cause “significant reductions” in research and procurement budgets, they said, before pivoting to warning about Defense Secretary Mark Esper's top priority: modernizing weapons systems to keep abreast of China and Russia. Placing the burden on the companies to use their own case to meet unplanned emergency costs risks “thwarting the Department's ability to meet the challenges and threats associated with great power competition” they add. In order to keep the smaller suppliers afloat, companies have pushed contracts forward to give the smaller supplier more work, and in turn, DoD has sped up planned payments to the defense industry, hitting the $2 billion mark in recent weeks. Speaking at a Brookings Institution event this morning, Lord didn't mention the letter, but talked about moving more production of defense equipment to the United States from overseas. Part of that effort stems from President Trump's “American First” push to build up the domestic manufacturing sector, but Chinese influence in electronic supply chains is also a big concern. During a visit to the Fincantieri Marinette Marine shipyard in Wisconsin late last month, Trump said “we'll always live by two simple rules: Buy American and hire American.” Lord phrased the idea differently, saying she prefers to have two sources for equipment, and “we would like one of those, if possible, to be domestic.” That issue has been highlighted in the global pandemic shutdown which wreaked havoc on global supply chains. “We just found that particularly with microelectronics, we have gotten ourselves into a potentially compromised position,” Lord said. “Where we have US intellectual property going offshore for fabrication and packaging leaves us with some vulnerability there. That is unacceptable moving forward.” During his Wisconsin visit, Trump suggested that one of the considerations for awarding a $795 million contract to the US home of the Italian shipbuilder was its location in a competitive state in the 2020 presidential election. “You notice that's not a supply chain going through China and going through other countries,” he said, adding, “I hear the maneuverability is one of the big factors that you were chosen for the contract. The other is your location in Wisconsin, if you want to know the truth.” https://breakingdefense.com/2020/07/top-defense-execs-ask-for-help-in-next-covid-stimulus-package

By Charlie Pinkerton. Published on Jul 8, 2020 10:32am Half of all late requests for military materials and equipment arrived in Canadian soldiers' hands more than two weeks behind schedule because of a problem-ridden supply chain that often forced the military to incur extra shipment costs, a new report from the Auditor General has found. “We concluded that National Defence often did not deliver on time the materiel the Canadian Armed Forces requested, and that it did not have the right controls in place to determine whether it avoided needless transportation costs,” said the report authored by Auditor General of Canada Karen Hogan, which was released on Wednesday. During the period of the audit, there were approximately 1 million requests for materiel — military materials and equipment — submitted and fulfilled by National Defence. The audit oversaw all materiel covered by the National Defence Act, with the exclusion of ammunition, bombs, missiles and large equipment like aircraft, vessels and vehicles. The Auditor General found that 50 per cent of all late materiel requests were delayed by at least 15 days and 25 per cent were at least 40 days late. Of the highest priority requests — of which there were about 86,000 observed — 60 per cent were late. Fifty per cent of all were at least six days late, and 25 per cent were at least 20 days late. The Auditor General found that 162,000 requests, about 16 per cent of all it tracked during its audit, were more than one year late, having been stalled at some point in the supply chain. The goal of National Defence's supply chain is to “fulfill materiel requirements in the most economical and timely manner possible,” the Auditor General's report says. It attempts to achieve this by keeping equipment nearby where it thinks it will eventually be used. However, most equipment bought by the military is initial delivered to Canadian Armed Forces supply depots in Edmonton and Montreal. They then supply regional warehouses, which supply smaller localized military units. Materiel is transferred at units' requests, which are made in a number of ways, but are defined as being of one of three levels of priority — high priority, essential and routine. “We found that National Defence's systems and processes often did not ensure the timely and efficient delivery of military supplies to the Canadians Armed Forces,” Hogan's report says. Stock shortages caused delays, National Defence poorly managed priorities and costs for transportation were bungled. Per it's report, the Auditor General made three recommendations. It suggested that National Defence review its materiel forecasting to ensure it sufficiently stocks items at the correct locations, that it improve its oversight of high-priority requests so that the categorization is only used when necessary, and that it provide clear guidance on how to select the proper mode of transportation for items to ensure that decisions about shipments are based on fully understanding how much it'll cost. In a statement released shortly after the Auditor General's report, Defence Minister Harjit Sajjan said he “welcome(s)” its findings and accepts all recommendations. Similar concerns were raised a few years ago by the Auditor General's office about National Defence's equipment supply. In the fall of 2016, it raised issues with the military's ability to properly account for its inventory. The same fiscal year, National Defence announced a 10-year inventory management plan to address the Auditor General's concerns. The Trudeau government also released its multi-decade defence policy in the spring of 2017. One of the focal points of Strong, Secure, Engaged was to ensure the military was properly equipped. “Providing (the women and men of the Canadian Armed Forces) the training, equipment and care they deserve is the most important objective of this policy,” reads a line from the opening paragraph of Sajjan's opening message in more than 100-page policy. Upon being re-elected, Sajjan was again reminded of his responsibility to “ensure the Canadian Armed Forces have the capabilities and equipment required to uphold their responsibilities,” in the mandate letter assigned to him by Trudeau. In an emailed statement to iPolitics, Conservative Defence Critic James Bezan said “effective and efficient supply chains are crucial to the operating capability of the Canadian Armed Forces.” “Our military heroes rely on these supply chains to defend Canadians at home and abroad. It is clear that more work needs to be done in order to make these supply chains better for our men and women and uniform,” Bezan said. “The delivery of supplies must be timely so that materiel reaches military members when they need it,” Hogan's recently released report said. Defence Minister Harjit Sajjan said in a statement Wednesday that the Canadian Armed Forces will enhance its data analytics capabilities and “rely on real data to ensure” the military has the right supply chain approach for its ever-evolving requirements and to help better anticipate future needs. “These steps will make sure that we have the right equipment, in the right quantities, at the right places to meet the challenges we ask our members to face now and in the future,” he said. https://ipolitics.ca/2020/07/08/canadian-armed-forces-equipment-delivered-late-half-the-time-auditor-general-finds/

Mark Pomerleau The Army is awarding delivery orders to three vendors to support equipment for three Expeditionary Signal Battalion-Enhanced (ESB-E) units. Specifically, the awards will support fielding of satellite baseband equipment, said Paul Mehney, director of public communications at Program Executive Office Command, Control, Communications-Tactical. Expeditionary signal battalions support units that don't have organic communications capabilities. These groups could include military intelligence battalions, chemical battalions, engineering battalions or air defense artillery branches. The ESB-E aims to be more mobile and require less equipment in order to drop in, support units and move more quickly on the battlefield. Overall, the vendors will be responsible for providing 48 baseband sets of equipment for each ESB-E formation. “Due to aggressive initial fielding timelines, after the first six ESB-E formations are fielded, the program office intends to open baseband capability competition for future ESB-E needs,” Mehney said. PacStar was recently awarded a contract to support the ESB-E program to provide its 400-Series modular platform to enhance tactical expeditionary communications, the company said in a July 7 release. The 400-Series is lightweight allowing these smaller and expeditionary units to maneuver more quickly. It includes 128 GB RAM, virtual routing and the PacStar 463 Radio Gateway. “Network modernization to meet warfighter needs and defense priorities is a core focus for the Army and across the DoD, and we are proud to support these efforts with PacStar 400-Series for ESB-E,” Peggy J. Miller, chief executive of PacStar, said in a statement. “With these solutions, ESB-E [Scalable Network Node] will get the smallest, lightest, modular tactical communications platform in the industry, which is part of our larger initiative to enable increased reliability and innovation for warfighters.” The other vendors include Klas and DTECH, with all three supporting one ESB-E. An additional delivery order for each vendor to a second ESB-E will be issued, meaning in the near future, each vendor will support two units a piece. After that, the Army will open up the contracts to competition. This approach follows how the Army has been experimenting to date by providing similar, yet comparable equipment to several ESB-E's. These companies have provided separate equipment to three units allowing the Army to gain useful feedback from units to see what they liked and disliked about the gear. This has allowed the Army to execute rapid prototyping and experimentation on a tighter timeline for making fielding decisions while providing equipment to soldiers in the interim. The first two ESB-Es fielded include the 57th ESB-E at Fort Hood and the 50th ESB-E at Fort Bragg. https://www.c4isrnet.com/battlefield-tech/2020/07/08/army-to-award-new-contracts-to-support-mobile-comms-units

L'Usine Nouvelle consacre cette semaine un important dossier à l'aéronautique civile et militaire. Eric Trappier, président du GIFAS, y accorde une interview (voir synthèse de presse du 2 juillet). Un article détaillé est par ailleurs dédié aux PME françaises qui trouvent dans les activités défense un amortisseur dans le contexte de la crise du secteur aérien. « Notre dualité est un facteur de robustesse », souligne Bruno Berthet, président de Rafaut. Gauthier Connectique, PME exclusivement positionnée sur l'aéronautique civile il y a dix ans, a opéré avec succès sa diversification. « Entre la décision de se diversifier et les premières commandes, il faut compter environ trois ans. Le fait d'avoir déjà comme clients Dassault Aviation, Safran et Thales nous a beaucoup aidés », explique son président, Luc Sevestre. Le cluster Normandie AeroEspace (NAE), qui regroupe plus d'une centaine de PME de l'aéronautique, a également lancé des actions pour obtenir une habilitation et une accréditation défense, et monte des rencontres avec des représentants du ministère des Armées, de la DGA et des grands industriels de l'armement. L'Usine Nouvelle du 9 juillet