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The U.S. Defense Department has zeroed in on Northrop Grumman's anti-drone defense system for short-term use. The company's Forward Area Air Defense Command and Control (FAAD C2) system was chosen as the interim command and control system for future Counter-Small Unmanned Aerial System (C-sUAS) procurements, the company said in a statement Wednesday. The decision was taken by a board was comprised of representatives from the U.S. Army, Navy, Marine Corps, Air Force and Special Operations Command, and senior representatives from the acquisition, technical, operational and other communities. FAAD C2 will serve as the current joint common C-sUAS C2 platform while a more permanent solution is developed. FAAD C2 system has also been selected as the C2 system for the Army's Initial Maneuver Short Range Air Defense (IM-SHORAD) platforms. FAAD-C2 is built on the open architecture common to the Northrop Grumman all-domain C4I solution ecosystem and will ultimately converge into the U.S. Army's Integrated Air and Missile Defense Battle Command System (IBCS). https://www.defenseworld.net/news/27383#.XwyMMihKiUk

By: Mike Yeo   20 hours ago MELBOURNE, Australia — Japan has created a timeline for the development and fielding of its locally made next-generation fighter jet, with serial production set to start at the beginning of the next decade. The Japanese Ministry of Defense presented the draft development plan for the fighter program to a group of lawmakers from the ruling Liberal Democratic Party on Tuesday, which showed that full-scale production is due to begin in 2031. The ministry added that the prime contractor for the program will be selected by early next year, although it could happen as soon as October 2020. This is to allow for the basic design for the airframe and engine to be launched before the end of the current Japanese fiscal year, which ends March 31, 2021. The next step would be the production of the first fighter prototype, which is planned to begin in 2024, with flight tests earmarked to start in 2028 following finalization of the design and production plans. The new fighter is slated to replace about 90 Mitsubishi Heavy Industries F-2 fighters, which are due to be phased out in the mid-2030s, as its replacement is to be formally introduced into service in 2035. Japan previously said the new fighter will be stealthy and interoperable with the U.S. military. Japan has researched and developed fighter technology over the past decade, including work on stealth designs and materials, active electronically scanned array radars, and afterburning turbofan engines. In addition, the U.S. ally also conducted a series of test flights of a locally designed and built fighter technology demonstrator between 2016 and 2018 in order to validate its work. The country used the data gleaned from the test program to further refine its indigenous capabilities. Despite these efforts, the country is still the largest customer of the American Lockheed Martin F-35 fighter jet, with plans to eventually operate 157 F-35s, including 42 of the short-takeoff-and-vertical-landing F-35B variant. These will be used to equip the Japan Maritime Self-Defense Force's anti-submarine helicopter destroyer Izumo, which is being refurbished to accommodate F-35B operations. https://www.defensenews.com/air/2020/07/09/japan-unveils-timeline-for-indigenous-fighter-jet-program/

Nathan Strout The Pentagon's artificial intelligence hub is shifting its focus to enabling joint war-fighting operations, developing artificial intelligence tools that will be integrated into the Department of Defense's Joint All-Domain Command and Control efforts. “As we have matured, we are now devoting special focus on our joint war-fighting operation and its mission initiative, which is focused on the priorities of the National Defense Strategy and its goal of preserving America's military and technological advantages over our strategic competitors,” Nand Mulchandani, acting director of the Joint Artificial Intelligence Center, told reporters July 8. “The AI capabilities JAIC is developing as part of the joint war-fighting operations mission initiative will use mature AI technology to create a decisive advantage for the American war fighter.” That marks a significant change from where JAIC stood more than a year ago, when the organization was still being stood up with a focus on using AI for efforts like predictive maintenance. That transformation appears to be driven by the DoD's focus on developing JADC2, a system of systems approach that will connect sensors to shooters in near-real time. “JADC2 is not a single product. It is a collection of platforms that get stitched together — woven together ― into effectively a platform. And JAIC is spending a lot of time and resources focused on building the AI component on top of JADC2,” said the acting director. According to Mulchandani, the fiscal 2020 spending on the joint war-fighting operations initiative is greater than JAIC spending on all other mission initiatives combined. In May, the organization awarded Booz Allen Hamilton a five-year, $800 million task order to support the joint war-fighting operations initiative. As Mulchandani acknowledged to reporters, that task order exceeds JAIC's budget for the next few years and it will not be spending all of that money. One example of the organization's joint war-fighting work is the fire support cognitive system, an effort JAIC was pursuing in partnership with the Marine Corps Warfighting Lab and the U.S. Army's Program Executive Office Command, Control and Communications-Tactical. That system, Mulchandani said, will manage and triage all incoming communications in support of JADC2. Mulchandani added that JAIC was about to begin testing its new flagship joint war-fighting project, which he did not identify by name. “We do have a project going on under joint war fighting which we are going to be actually go into testing,” he said. “They are very tactical edge AI is the way I'd describe it. That work is going to be tested. It's actually promising work — we're very excited about it.” “As I talked about the pivot from predictive maintenance and others to joint war fighting, that is probably the flagship project that we're sort of thinking about and talking about that will go out there,” he added. While left unnamed, the acting director assured reporters that the project would involve human operators and full human control. “We believe that the current crop of AI systems today [...] are going to be cognitive assistance,” he said. “Those types of information overload cleanup are the types of products that we're actually going to be investing in.” “Cognitive assistance, JADC2, command and control—these are all pieces,” he added. https://www.c4isrnet.com/artificial-intelligence/2020/07/08/pentagon-ai-center-shifts-focus-to-joint-warfighting-operations/

Nathan Strout The U.S. Space Force's stopgap Arctic communications system has passed another major milestone, with it's Control and Planning Segment (CAPS) ground system passing a critical design review. The Space and Missile Systems Center said officials completed a “delta critical design review” of Enhanced Polar System Recapitalization's (EPS-R) CAPS design June 25. In a press release, SMC noted the assessment included three months of review by the government and contractor teams, covering areas of risk, software and hardware requirement traceability, testing, performance, cost and schedule. Slated to launch in late 2022, the EPS-R payloads will fill a vital gap in providing secure communications for war fighters in the Arctic. The constellation it's replacing, the Enhanced Polar System (EPS) is not expected to last until the polar components of the Protected Tactical SATCOM and Evolved Strategic SATCOM are fielded in the 2030s, and so EPS-R will serve as a stopgap measure in the interim. Both EPS-R and EPS are effectively the Arctic components of the Advanced Extremely High Frequency constellation. Northrop Grumman was awarded a $429 million contract for the two EPS-R payloads in February 2018. The payloads will be hosted on two Space Norway satellites. The EPS-R payloads passed critical design review in October. Northrop Grumman was also awarded an $87 million contract in May 2019 to design and build the Control and Planning Segment (CAPS) which will manage both the EPS-R and EPS payloads. “The EPS-R program's unprecedented approach provides an advantage to warfighters in the increasingly contested Arctic region. EPS-R leverages the best practices of our industry partners, in concert with commercial space and launch vehicle providers while collaborating with our Norwegian partners. The EPS-R CAPS system will command the EPS/EPS-R constellation allowing US Space Force space operators to provide continuous communication services to Arctic users,” explained Maj. Craig Zinck, EPS-R Ground program manager, in a statement. EPS-R CAPS will now move to further testing. https://www.c4isrnet.com/battlefield-tech/space/2020/07/09/space-forces-stopgap-polar-communications-system-passes-another-milestone/

By: Joe Gould WASHINGTON ― The Pentagon would have $758 million to help mid-tier defense firms weather the financial effects of the coronavirus pandemic as part of the annual defense spending bill approved by the House Appropriations Committee on Wednesday. But the aid, which was part of the panel's proposed $694.6 billion bill, falls short of the “lower double-digit billions” Pentagon officials say defense firms will claim under the stimulus bill Congress passed in March. As Congress debates the next stimulus, the defense industry has been urging lawmakers to appropriate enough to reimburse the Pentagon's suppliers for pandemic-related disruptions. Under Section 3610 of the Coronavirus Aid, Relief, and Economic Security Act, contractors can seek to recover such costs, but Congress has yet to appropriate money for it. “While helpful and our industry appreciates the recognition of the need in the HAC mark and all the support we have received from the Pentagon and Congress to date, this level is insufficient to provide the support indicated previously by [the Office of the Secretary of Defense] and also by company leaders who have been communicating with the Pentagon, the Congress and the White House, including [the Office of Management and Budget],” said National Defense Industrial Association Vice Chairman Arnold Punaro. “We are urging that the next stimulus bill provide the needed funds particularly to support section 3610, the reasonable adjustments due to disruptions, and the added costs of protecting the workforces and doing business in a COVID-19 environment,” he added. Not all of the details of the defense bill were available Wednesday, but a committee summary says it provides “$758 million to mitigate the impacts of COVID on second, third, and fourth tier suppliers in the Defense Industrial Base.” Such support would supplement $688 million for the defense-industrial base that the Department of Defense previously set aside as part of the $10.5 billion it got from the coronavirus relief fund created under the CARES Act. Under Secretary of Defense for Acquisition and Sustainment Ellen Lord warned Congress last month that the DoD's pandemic-related costs, which include 3,610 claims, may nonetheless force it to dip into modernization and readiness accounts if Congress doesn't backfill the money. “The department does not have the funding to cover these costs,” she said. The House Appropriations Committee's bill is not the last word, and Republicans, who control the Senate and the White House, will negotiate over the final numbers. “FY21 appropriations bills must be changed before they have any chance of becoming law,” the panel's top Republican, Rep. Kay Granger of Texas, said Tuesday. This week, Senate Majority Leader Mitch McConnell, R-Ky., began to outline a forthcoming GOP-drafted coronavirus relief package, but it was not immediately revealed what the Pentagon's share might be. House Democrats are reportedly seeking $250 billion in emergency spending for an array of issues, to include rural broadband and transportation infrastructure to health care and global coronavirus relief. As lawmakers reconcile these many priorities, at least one one influential lawmaker on defense ― House Armed Services Committee Chairman Adam Smith, D-Wash. ― has said repeatedly that the Defense Department should draw from its existing budget. The Project on Government Oversight's Mandy Smithberger said the Pentagon has yet to make the case that payments to the defense industry will be the best means to stimulate the economy. “Even though they often don't act like it, resources are still limited to a degree and Congress has to consider fairness as part of that distribution, including who needs the government's help most, and which sectors are going to do the most to help the country,” Smithberger said. “These companies have much better access to capital than a number of other industries and individuals. Even from a reviving-the-economy perspective, this sector has always been one of the poorer performers per dollar for job creation.” The health care and education sectors create more than twice as many jobs per $1 million than the military, and the energy and infrastructure sectors create 40 percent more, according a 2019 analysis by the Costs of War project at Brown University. https://www.defensenews.com/congress/2020/07/08/house-panel-isnt-giving-defense-industry-all-the-covid-aid-it-wants/

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/

NAVY Lockheed Martin Corp., Lockheed Martin Aeronautics Co., Fort Worth, Texas, is awarded a $56,100,000 not-to-exceed, undefinitized contract modification (P00018) to previously awarded cost-plus-incentive-fee contract N00019-19-C-0010. This modification provides systems integration engineering support and procures long lead material to ensure the ASQ-239 electronic warfare/countermeasures production capability remains on track to meet Lot 17 deliveries. This modification provides for the continuation of Block 4 electronic warfare development without creating a gap in engineering resources in support of the Navy, Air Force and non-Department of Defense (DOD) participants. Work will be performed in Nashua, New Hampshire (85%); and Fort Worth, Texas (15%), and is expected to be completed by December 2020. Fiscal 2020 research, development, test and evaluation (Navy) funds in the amount of $6,986,000; fiscal 2020 research, development, test and evaluation (Air Force) funds in the amount of $6,986,000; and non-DOD participant funds in the amount of $3,026,680, will be obligated at time of award, none of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity. Liberty JV,* Yuma, Arizona, is awarded a $40,000,000 maximum amount, indefinite-delivery/indefinite-quantity architect-engineering contract for environmental restoration projects at various locations in the Naval Facilities Engineering Command (NAVFAC) Northwest area of responsibility (AOR). No task orders are being issued at this time. Work will be performed at various government installations within the NAVFAC AOR including, but not limited to, Washington (75%); Alaska (22%); Idaho (1%); Montana (1%); and Oregon (1%). The work to be performed provides for environmental restoration services under the Defense Department's Environmental Restoration Program, which includes the Installation Restoration Program and Munitions Response Program, complies with the Comprehensive Environmental Response, Compensation and Liability Act, and supports the Navy and Marine Corps base realignment and closure effort and similarly complex local and state environmental investigations. The term of the contract is not to exceed 60 months and work is expected to be completed by July 2025. Fiscal 2020 operations and maintenance (Navy) contract funds in the amount of $1,000 are obligated on this award and will expire at the end of the current fiscal year. Future task orders will be primarily funded by environmental restoration (Navy). This contract was competitively procured via the Navy Electronic Commerce Online website and four proposals were received. The Naval Facilities Engineering Command Northwest, Silverdale, Washington, is the contracting activity (N44255-20-D-5006). Jacobs-EwingCole JV, Pasadena, California, is awarded a $29,944,543 firm-fixed-price task order (N62473-20-F-4714) under an indefinite-delivery/indefinite-quantity contract for post-award design services (PADS) and post-construction award services (PCAS) to support multiple construction projects related to the fiscal 2020 and 2021 military construction (MILCON) earthquake recovery and repair program at Naval Air Weapons Station (NAWS), China Lake, California. The task order also contains one unexercised option, which if exercised, will increase cumulative task order value to $36,456,778. Work will be performed in Ridgecrest, California. The work to be performed provides for PADS and PCAS for various fiscal 2020 and 2021 MILCON and repair projects; 18 MILCON projects; and 25 repair projects will be constructed at NAWS China Lake as a part of the earthquake recovery program. The contractor will provide architect-engineer services to address any post-award design and construction related issues for the MILCON and repair projects. The contractor will also provide assistance to the government during the development of responses and requests for information from the contractors performing the construction effort for the projects. Work is expected to be completed by April 2024. Fiscal 2020 MILCON (Navy) contract funds in the amount of $29,944,543 are obligated on this award and will not expire at the end of the current fiscal year. One proposal was received for this task order. The Naval Facilities Engineering Command Southwest, San Diego, California, is the contracting activity (N62473-18-D-5801). Salient CRGT Inc., Fairfax, Virginia, is awarded a $21,984,298 firm-fixed-price, indefinite-delivery/indefinite-quantity, single award contract to provide support with program management, program planning and execution, Joint Staff actions process training, Actions Division customer service help desk services, strategic planning and analysis assistance, correspondence management and communications and editorial functions in support of the Joint Staff Actions Division. The contract will include a 60-month base ordering period, with no option period. Work will be performed in Arlington, Virginia (85%); Fairfax, Virginia (10%); and Suffolk, Virginia (5%). The ordering period will be completed by July 2025. Fiscal 2020 operations and maintenance (O&M) (Defense-wide) (DW) funds in the amount of $10,000 will be obligated to fund the contract's minimum amount and will expire at the end of the current fiscal year. Subsequent task orders will be funded with the appropriate fiscal year O&M, DW funds. This contract was competitively procured with the solicitation posted through Navy Electronic Commerce Online and beta.SAM.gov website and 15 offers were received. The Naval Supply Systems Command Fleet Logistics Center Norfolk, Contracting Department, Philadelphia Office, Philadelphia, Pennsylvania, is the contracting activity (N00189-20-D-Z023). Lockheed Martin, Baltimore, Maryland, is awarded a $16,345,048 firm-fixed-price contract for the refurbishment of rocket motors and thrust vector control used on vertical launch assemblies for anti-submarine rocket assisted torpedoes. If the option is exercised, the work will be completed by July 2023, bringing the total value of the contract to $30,630,048. Work will be performed in Baltimore, Maryland (44%); Dulles, Virginia (29%); and Owego, New York (27%). The base period of this contract is expected to be completed by October 2022. Weapons procurement funds (Navy) in the full amount of $16,345,048 will be obligated at time of award and will expire at the end of the current fiscal year. One company was solicited for this sole-source requirement pursuant to the authority set forth in 10 U.S. Code 2304 (c)(1) and one offer was received. The Naval Supply Systems Command Weapon Systems Support, Mechanicsburg, Pennsylvania, is the contracting activity (N00104-20-C-K045). DEFENSE LOGISTICS AGENCY AM General LLC, South Bend, Indiana, has been awarded a maximum $44,095,015 firm-fixed-price requirements contract for High Mobility Multi-Purpose Wheeled Vehicle diesel engines with containers. 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 three-year contract with no option periods. Location of performance is Indiana, with a July 8, 2023, ordering period end date. Using military service is Army. Type of appropriation is fiscal 2020 through 2023 Army working capital funds. The contracting activity is the Defense Logistics Agency Land and Maritime, Warren, Michigan (SPRDL1-20-D-0118). Marlex Pharmaceuticals Inc., New Castle, Delaware, has been awarded a maximum $9,274,712 fixed-price with economic-price-adjustment, indefinite-delivery/indefinite-quantity contract for various pharmaceutical products. This was a competitive acquisition with one response received. This is a one-year base contract with nine one-year option periods. Location of performance is Delaware, with a July 8, 2021, ordering period end date. Using customers are Army, Navy, Air Force, Marine Corps and federal civilian agencies. Type of appropriation is fiscal 2020 through 2021 Warstopper funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE2D0-20-D-0008). ARMY VS2 LLC, Alexandria, Virginia, was awarded a $36,672,648 cost-plus-fixed-fee contract for logistics support services (maintenance, supply and transportation) at Fort Benning, Georgia. Bids were solicited via the internet with nine received. Work will be performed in Chattahoochee, Georgia, with an estimated completion date of July 8, 2025. Fiscal 2020 operations and maintenance (Army) funds in the amount of $2,077,440 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity (W52P1J-20-F-0305). Manson Construction Co., Seattle, Washington, was awarded an $8,330,800 firm-fixed-price contract for dredge work in the Mississippi River. Bids were solicited via the internet with three received. Work will be performed in Venice, Louisiana, with an estimated completion date of Oct. 30, 2021. Fiscal 2020 civil operations and maintenance funds in the amount of $8,330,800 were obligated at the time of the award. U.S. Army Corps of Engineers, New Orleans, Louisiana, is the contracting activity (W912P8-20-C-0030). DEFENSE INTELLIGENCE AGENCY IT Concepts Inc., Vienna, Virginia, was awarded a $26,308,755 labor-hour contract (HHM402-20-C-0038) to develop, update, sustain, operate and enhance a software tool capability to be used by members of the acquisition, requirements, operational and intelligence communities to support and aid in the identification of intelligence requirements, management of priorities, planning and production of intelligence products, enterprise data analytics, communication and other associated processes. Work will be conducted in Vienna and Charlottesville, Virginia, with an expected completion date of June 2025. Fiscal 2020 operations and management funds in the amount of $1,023,586 are being obligated at time of award. This contract was awarded through an 8(a) set-aside and five offers were received. The Virginia Contracting Activity, Washington, D.C., is the contracting activity. AIR FORCE Innovative Scientific Solutions Inc., Dayton, Ohio, has been awarded a not-to-exceed $20,000,000 indefinite-delivery/indefinite-quantity modification (P00005) to contract FA8650-13-D-2343 for advanced propulsion concepts and cycles research and development. Work will be performed in Dayton, Ohio, and is expected to be completed June 18, 2022. Fiscal 2020 research, development, test and evaluation funds in the amount of $1,750,000 are being obligated at the time of award under task order FA8650-17-F-2009. Total cumulative face value of the contract is not-to-exceed $64,560,000. Air Force Research Laboratory, Wright-Patterson Air Force Base, Ohio, is the contracting activity. Ball Aerospace & Technologies Corp., Beavercreek, Ohio, has been awarded a $7,687,489 cost-plus-fixed-fee contract for Infrared Radiation Effects Laboratory (IRREL) operation and improvements program. The objective of this effort is to provide radiometric and radiation characterizations of focal plane arrays (FPAs) and associated devices. The effort includes developing innovative techniques to advance the state of the art in the characterization of infrared and visible FPAs and associated devices. These innovative techniques include the development of characterization and analytical techniques, test hardware and operational and test procedures that advance the experimental capabilities of the IRREL. Work will be performed in Albuquerque, New Mexico, and is expected to be completed Oct. 10, 2025. This award is the result of a competitive acquisition with one offer received. Fiscal 2020 research, development, test and evaluation funds in the amount of $150,000 are being obligated at time of award. The Air Force Research Laboratory, Kirtland Air Force Base, New Mexico, is the contracting activity (FA9453-20-C-0015). *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2269384/source/GovDelivery/

Lt. Gen. David Deptula (ret.) The United States' comparative military advantage has eroded significantly as the technologies that helped sustain its primacy since the Cold War have proliferated to great power and regional competitors such as China, Russia, North Korea, and Iran. They have evolved their capabilities and operational approaches to negate and otherwise avoid traditional American warfighting strengths. The United States is highly unlikely to regain its competitive advantage through like-for-like replacements of its legacy platforms with incremental improvements while remaining beholden to industrial age notions of warfare focused on individual weapon systems focused on inflicting attrition. Instead, future success demands that the U.S. military embrace a new approach. Advancements in computing and information technology hold the potential to radically transform how military forces attain desired effects, where success depends foremost on the speed and integration of information. By harnessing information technologies to promote the rapid and seamless exchange of information across platforms, domains, services, and even coalition partners, commanders can make faster decisions and better integrate actions across domains. In such a manner, we can enable friendly forces to operate inside the adversary's decision-making cycle and impose multiple, simultaneous dilemmas that collectively confound and paralyze an adversary's ability to respond. To put it simply — it comes down to understanding the battlespace to know when and where to position forces to maximize their effectiveness, while minimizing vulnerabilities. Realizing this future vision of combat, however, faces challenges given legacy command and control (C2) systems and processes currently in use that were not designed for the speed and complexity that information age all-domain operations demand. Overcoming these constraints will require not just material changes involving technology, but also a shift in how the role of networks and information systems are perceived relative to weapons and platforms. Recognizing this, military leaders are pursuing joint all-domain command and control (JADC2) as the guiding construct to address these challenges. Undeniably an ambitious undertaking, the success of JADC2 will ultimately depend upon having a champion at the top of the Department of Defense that will guide the modernization of related policy, acquisition, and concepts of operations toward a common goal that all relevant stakeholders can understand and accept as the desired way forward. Progress to date Although U.S. forces can presently conduct multi-domain operations, current practices are far from what will be required when facing advanced adversaries. Each service branch and coalition partner organize, train, and equip their own forces, which joint force commanders then stitch together in a federated “joint and combined” employment construct. This ensures that military personnel and their communications and weapon systems can work together in a synchronized fashion. In other words, the services tend to develop their capabilities in a stand-alone manner focused around their primary operating domain without an overarching construct to ensure joint or allied partner interoperability. This often leads to strategies focused on deconfliction versus collaborative partnership or the interdependence required to achieve force multiplying effects with available resources. As a result, the employment of these capabilities is at best additive, rather than complementary where each one enhances the effectiveness of the whole, while compensating for the vulnerabilities of other assets, optimizing the force's overall capacity for dynamic exploitation of opportunities. The good news is the services agree that data is the principal currency of future warfare and that leveraging data through a network that connects forces across both domains and services to seamlessly collect, process, and share data will provide an asymmetric advantage in future conflicts. The bad news is that the services are pursuing a number of individual, stove-piped efforts aligned with their own distinct requirements. The development of concepts such as Multi-Domain Operations, Multi-Domain Command and Control, Distributed Maritime Operations, and Expeditionary Advanced Base Operations, as well as their associated capabilities such as the Cooperative Engagement Capability and the Integrated Air and Missile Defense Battle Command System, have been sporadic and uncoordinated, consisting of dozens of programs being developed independently and lacking a coherent vision to align mission requirements and reconcile gaps or redundancies. To better streamline and synchronize these efforts under the JADC2 banner, the joint staff and the Office of the Secretary of Defense created a joint cross-functional team including representatives from the offices of the DOD Chief Information Officer, the Under Secretary of Defense for Research & Engineering, and the Under Secretary of Defense for Acquisition & Sustainment. This body is charged with bringing the services together to develop the JADC2 construct by identifying gaps and requirements, enhancing experimentation collaboration, and recommending resource allocation for both materiel and non-materiel C2 capability improvements, while also being mindful of the distinct capabilities inherent in each service and government security organization. At the same time, the Secretary of Defense has tasked the joint staff to deliver a warfighting concept that outlines how the U.S. military plans to fight in the future — a much needed update to existing joint concepts that are becoming increasingly outdated. By describing the capabilities and attributes necessary to fight effectively in the future operating environment—including for JADC2 — this concept will inform the requirements that are produced by the joint requirements oversight council and pushed out to the services. This top-down guidance is critical to help inform bottom-up technological development and experimentation. Although each of the services has been active developing related technologies, the Air Force has taken the rare step of volunteering to lead JADC2′s development as a joint function. Currently, these efforts center on the Advanced Battle Management System — essentially a “combat cloud” to connect any sensor with any shooter across all domains—that the Air Force is using as its technical engine for enabling JADC2. To help field new capabilities as fast as possible and cultivate broader buy-in, the Air Force is partnering with the other services to conduct small-scale field demonstrations scheduled for every four months. The first experiment was completed in December 2019, which connected Air Force aircraft, Space Force sensors, Navy surface vessels and aircraft, Army air defense and fire units, and a Special Operations Team with incompatible data and communications systems to defeat a simulated cruise missile. These efforts are intended to develop both the architecture and the technologies required to implement JADC2. As currently envisioned, ABMS includes six key “product categories” and 28 specific “product lines” the Air Force intends to develop over time. Underpinning all these efforts is digital engineering, open architecture, and data standards that allow all the disparate elements to ‘snap' together. Obstacles remain Despite encouraging progress and widespread agreement of the necessity for JADC2 across the services and other relevant defense agencies in the DOD, significant obstacles remain before its full potential can be realized. Foremost among these challenges, current organizational structures and service cultures do not align well with JADC2′s emphasis on employing assets in service- and domain-agnostic ways that entail dynamically connecting sensors and shooters across domains and enabling multiple, rapid shifts in supporting/supported relationships. Specifically, JADC2 raises difficult questions regarding who has decision authority and risk acceptance. Although joint force commanders exercise operational control over joint forces and are tasked to maintain conditions for joint force success, the subordinate command structure tends to exacerbate military service and domain stovepipes that are resistant to ceding control over their assets. Similar frictions are likely to extend beyond a single combatant command, particularly in terms of integrating space and cyberspace capabilities, which have their own functional combatant commands. Of course, this assumes U.S. forces eventually reach a level of integration that makes resolving such relevant operational authorities necessary. The current service-based model for systems development and acquisition is not optimal for achieving the level of interdependency that JADC2 envisions. Given the complexity and number of programs likely to be affected by ABMS, the Air Force created the position of chief architect to ensure it acquires the right mix of capabilities in a coherent manner. However, the authority of that position does not extend to the other services, which are likely to focus on their own specific operating requirements as they fund and develop their components of JADC2′s technical architecture. Furthermore, ABMS technical demonstrations focused on connectivity have thus far outpaced development of the operational concepts it is intended to support. Consequently, JADC2 risks over-emphasizing communications and ubiquitous connectivity at the expense of effective battle management. This could have several deleterious implications for future operations. First, it could exacerbate the tendency of senior commanders to centralize control, usurping tactical level decisions. Second, the desire to push as much information as possible forward to the tactical edge could overwhelm warfighters, resulting in operational paralysis or chaos. Third, it could result in unrealistic communications demands, particularly in a conflict with China or Russia or their proxies where the United States' exploitation of the electromagnetic spectrum will be fiercely contested. Lastly, given the enormous financial investment JADC2 entails, maintaining stable funding will present a continual challenge due to both the likely downward pressure on the defense budget resulting from the COVID-19 epidemic and because it is challenging to cultivate a constituency on Capitol Hill for ethereal “connections” and “data” compared to more tangible platforms, some of which the Air Force defunded in its latest budget proposal in part to fund further development of ABMS. Furthermore, JADC2 is likely to face ongoing scrutiny because the nature of the program does not lend itself to traditional methods of evaluation, as evidenced by the Government Accountability Office's recent report that was highly critical of ABMS. The path forward Navigating these challenges requires the highest level of direction from the Office of the Secretary of Defense, and centralized, OSD-level management along the lines of the recently formed joint cross-functional team to champion overall JADC2 development. Using a DOTMILPF-P (doctrine, organization, training, materiel, interoperability, logistics, personnel, facilities, & policy) approach, the primary goal of this group should be to define a “template” to guide modernization policy, acquisition, and concepts of operation. The United States requires the distinct capabilities inherent in its separate military services and other defense agencies. However, they must be bound by a common vision for employing joint and combined forces, as well as an overarching strategy to realize the JADC2 concept. The United States cannot risk boutique solutions that do not integrate in a seamless, mutually reinforcing fashion. To achieve this, the OSD-level group must pursue four critical lines of effort: 1) establish standards and continuity so individual programs integrate within the greater JADC2 enterprise and secure desired outcomes in a timely fashion; 2) support effective programs and help them to maintain momentum and protection from competing bureaucratic interests; 3) engage across the military services and DOD agencies to respond to combatant command warfighting requirements, while also holding participating entities accountable; and 4) ensure industry is fully integrated into appropriate JADC2 development. If properly executed, JADC2 promises to provide commanders with “decision advantage” by allowing them to gather, process, exploit, and share information at the speed and scale required to defeat potential adversaries. At the same time, allowing joint and combined forces to distribute access to relevant information more widely, JADC2 must also enable new, more flexible command and control techniques that empower subordinate elements to effectively act when they become isolated. The ability to leverage capabilities across a network through the seamless and ubiquitous sharing of information could also ease requirements for systems that are currently expected to operate independently. The complexity inherent to this approach of overloading requirements on a given program drives lengthy development cycles, time and cost overruns, and delays in capability. Instead, by leveraging numerous redundant function options through a combat cloud, individual systems could focus on narrower requirements where their capability can be maximized while also minimizing cost and technical risk. Change will not come easy, particularly given how successful the United States has been using the traditional combined arms approach. However, such complacency could be disastrous, given that critical information technology advances are often measured in days, potentially enabling competitors with less dominant industrial combat means to leapfrog past legacy military concepts by investing in newer information technologies and capabilities. The United States' efforts to harness information are not being pursued in a vacuum—America's adversaries are pursuing similar concepts. JADC2 may be ambitious, but it is also imperative to gain a competitive advantage to deter and, if necessary, defeat those potential adversaries. https://www.c4isrnet.com/opinion/2020/07/09/moving-further-into-the-information-age-with-joint-all-domain-command-and-control/

By THERESA HITCHENSon July 09, 2020 at 4:23 PM WASHINGTON: The Air Force plans to expand its “predictive maintenance” using artificial intelligence (AI) and machine learning to another 12 weapon systems, says Lt. Gen. Warren Berry, deputy chief of staff for logistics, engineering and force protection. “I continue to believe that predictive maintenance is a real game changer for us as an Air Force,” he told the Mitchell Institute today. “There's a lot of power in moving unscheduled maintenance into scheduled maintenance, and we're firmly convinced that it will improve our readiness and improve our combat capabilities by doing so.” “We have long been a fly-to-fail force,” he explained, simply waiting for aircraft to quit working and then trying to fix them by moving parts to wherever the planes were grounded. But today's unpredictable and relatively slow approach to getting fighters and bombers back in the air simply won't be possible in future conflicts, as Russian and China seek to degrade US communications including via cyber attacks and attacks on US bases. The service has made “logistics under attack” one of its key priorities as it shifts focus to deal with globalized peer conflict, asking for $3 billion in 2021 to fund various efforts. Berry noted that the Air Force is “talking to” the Joint Artificial Intelligence Center (JAIC) about best practices and lessons learned as it pushes ahead with its two key predictive maintenance initiatives: “condition-based maintenance plus (CBM+) and “enhanced reliability centered maintenance (ERCM). The service has been using CBM+, which involves monitoring platforms on three aircraft: the C-5, the KC-135 and the B-1. “They've been doing it for about 18 to 24 months now, and we're starting to get some real return on what it is that the CBM+ is offering us,” he said. ERCM, he explained, “is really laying that artificial intelligence and machine learning on top of the information systems that we have, the maintenance information system data, that we have today, and understanding failure rates and understanding mission characteristics of the aircraft and how they fail,” he said. While he said he didn't have the list at his fingertips, Berry said the dozen weapon systems being integrated would come under the ERCM effort by the end of the year. Berry said that there are a number of other changes to how the Air Force does logistics that will require future focus, especially the question of how best to preposition supplies in the European and Pacific theaters. He noted that the Pacific region presents particular problems because of the wide geographic dispersement of allies there. “I think we need to fundamentally change how we think about prepositioning our assets,” he said. “And that really does require partners and allies, in not just prepositioning the material and equipment, but prepositioning capacity and capability — whether that's through operational contracting support or whether that's through things that are actually on the installation that we can take advantage of.” “We're not going to be able to bring what we could bring in the past,” he added, “and so much of what we are going to use is probably going to have to be there.” This is going to require new ways to partner with allies and friendly nations in those regions, he said, noting that the European Deterrence Initiative and the Pacific Deterrence Initiative might help. “But, we're gonna have to make those a little bit more foundational moving forward,” he said. Finally, Berry stressed that improved command and control is going to be the base of all of the Air Force's efforts to establish “adaptive operations and agile combat employment” — concepts for operating in a distributed manner from a large number of small operating locations in a peer conflicts. As a 2019 study on “distributed operations” by RAND explains, “this type of distributed air operations in a contested environment represents a significant shift in the way the Air Force has operated since the end of the Cold War.” Berry said that “Log C2” is related to Joint All Domain Command and Control (JADC2), another top Air Force priority as Breaking D readers are well aware. “JADC2 is about having the decision advantage in multi- domain operations, and so in the log enterprise sustainment we want to have that same decision advantage in order to support multi-domain operations because sustainment and logistics follows operators,” he said. “And so we've got to be able to have the sense orient and respond posture ... to be able to support multi-domain operations in the way that the operators plan to employ.” This involves moving to replace old IT systems with modern capabilities, including cloud storage and data fusion from multiple sensors — whether those be onboard an aircraft such as the F-35 or from a machine doing specific maintenance. “That data really is the key to our awareness of what's happening in the environment, and what's happening in the broader enterprise, to include at home and the depots and the broader supply system,” he said. https://breakingdefense.com/2020/07/air-force-expands-ai-based-predictive-maintenance/