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The J-20B has overcome agility problems to finally be considered a fully fledged fifth-generation fighter, military source says Aircraft still will be fitted with Russian engine but ‘Chinese version could be ready in a year or two' A modified version of China's first stealth fighter jet, the J-20, has formally entered mass production, with upgrades earning it a place as a fifth-generation fighter jet, according to a military source close to the project. The moment was marked at a ceremonial unveiling of the modified J-20B stealth fighter jet on Wednesday attended by many senior military leaders including Central Military Commission (CMC) vice-chairman General Zhang Youxia, the source said. Zhang is the second-ranked vice-chairman of the CMC and is in charge of weapons development for the People's Liberation Army. “Mass production of the J-20B started on Wednesday. It has finally become a complete stealth fighter jet, with its agility meeting the original criteria,” the source said. “The most significant change to the fighter jet is that it is now equipped with thrust vector control.” Thrust vector control (TVC) allows pilots to better control the aircraft by redirecting engine thrust. In 2018, China debuted its J-10C multirole fighter – fitted with a WS-10 Taihang engine – at the China air show in Zhuhai, putting the aircraft through its paces in a performance that indicated that China had succeeded in thrust technology. While the TVC technology had been applied to the stealth fighter, the J-20B would still use Russian Saturn AL-31 engines because more work needed to be done on China's WS-15 engine, the source said. Chinese engineers have been developing high-thrust turbofan WS-15 engines for the J-20, but that work has fallen behind schedule. “The Chinese engine designed for the J-20s still failed to meet requirements, but its development is going quite smoothly, and it may be ready in the next one or two years,” the source said. “The ultimate goal is to equip the J-20B fighter jets with domestic engines.” China was thought to have built about 50 J-20s by the end of 2019, but problems with the jets' engines delayed further production plans. Meanwhile, Lockheed Martin's Fort Worth assembly plant in Texas delivered 134 F-35 stealth fighters in 2019, three more than its target and 47 per cent more than its output in 2018, according to the company. China's first batch of J-20s entered service in 2017 when the US decided to deploy more than 100 F-35s to Japan and South Korea that year. The J-20 was meant to be a fifth-generation fighter jet on a par with Lockheed's F-22 Raptor and F-35 Lightning multirole strike fighters. Fifth-generation fighters are defined by their stealth technology, supersonic cruising speed, super manoeuvrability, and highly integrated avionics. But the earlier version of the J-20 was described by Western media as a “dedicated interceptor aircraft” because of its lack of agility. “The launch of the J-20B means this aircraft now is a formal fifth-generation fighter jet,” the military source said, adding that Chengdu Aerospace Corporation (CAC), which manufactures the J-20s, had received “heavy orders” from the PLA. CAC set up its fourth production line in 2019, each one with a capacity to make about one J-20 a month. https://www.scmp.com/news/china/military/article/3092839/chinas-stealth-fighter-goes-mass-production-after-thrust

India is a top buyer of foreign weapons on the international market and Russia has been its main supplier since the Soviet era The June 15 clash between China and India in the contested Galwan Valley lends an urgency to New Delhi's arms programme Russia and the United States are racing to sell weapons to India as New Delhi seeks to boost arms supplies for its ongoing military tension with Beijing. The Indian government last week rushed to approve a proposal to acquire 33 new Russian warplanes for US$2.4 billion and upgrade 59 more, in addition to an earlier US$5.43 billion deal for S-400 air defence missile systems, after the deadly skirmish with Chinese troops last month on their disputed border. However, Russia's close relationship with China raised questions over Moscow's reliability by some in India, while the US, which has been stepping up ties with New Delhi through the Indo-Pacific strategy, has been pushing for arms sale to India. “Many believe that India must not put all its eggs in one basket, rather continue to follow the middle path by pushing for engagement with both Russia as well as the United States,” said Rajeswari Pillai Rajagopalan, a distinguished fellow and head of the Nuclear and Space Policy Initiative at the Observer Research Foundation in New Delhi. India is a top buyer in the international arms market, with billions of dollars of imports every year. In the past 10 years, it has spent more money on foreign weapons than any other country in the world, according to the Stockholm International Peace Research Institute. Russia has been the main supplier to India since the Soviet era. Since 2000, it has sold about US$35 billion worth of weapons, accounting for more than two-thirds of India's arms procurement of US$51 billion. Most of India's strategic weapons – from its only active aircraft carrier INS Vikramaditya with its ship-borne MiG-29 and Ka-31 aircraft, to its only nuclear attack submarine in service, the Chakra II, to its T-90 and T-72 main battle tanks – are from Russia. Additionally, Russia licensed Indian firm HAL to build the Su-30 MKI, the main fighter for the Indian Air Force, and contributed to India's only nuclear-capable supersonic cruise missile – the BrahMos. In comparison, arms deals with the US have totalled just US$3.9 billion over the past 20 years but America has been rapidly catching up since 2010 to rise to number two vendor to India, surpassing Israel and France. India has equipped its military with Boeing C-17 and C-130J airlifters. Earlier this year, Indian Prime Minister Narendra Modi pledged to US President Donald Trump to buy US$3 billion worth of US equipment, including helicopters, as the two converged on a course to counter China in the Indo-Pacific region, and gradually formed much closer military ties with a series of strategic military pacts Then the tension between India and China suddenly escalated, culminating in a clash on June 15, in which at least 20 Indian soldiers were killed in the contested Galwan Valley between Indian-administered Ladakh and Chinese administered Aksai Chin. The continued stand-off added urgency to India's arms shopping. “Russians profit from a Sino-India clash. I don't think the Americans would be so happy to see that,” said Zhou Chenming, a Beijing-based military analyst. “The Trump administration has been trying very hard to grab a bigger share in this market of billions every year, which they wouldn't want to miss.” The US has leverage. The 2017 Countering America's Adversaries Through Sanctions Act (CAATSA) punishes whoever engages in “significant transactions” over US$15 million with the Russian state-owned defence industry. And Washington has remained non-committal despite the constant request for an exemption from the Indian side. “I don't think the US will actually implement the sanction at the end of the day. That was part of the effort to pressure India to choose American arms over Russian,” said Song Zhongping, a military commentator in Hong Kong. “And Russia will not sit by. They will also take action to keep India on.” Other efforts include discussions earlier this year in which the US offered to develop for India a “super F-16”, and even transfer the production line to India as preferred by the Modi government, as well as other air defence missile alternatives to the S-400. The US has delivered Apache and Chinook helicopters now deployed in Ladakh. Song said India's buying spree could increase its strength against the Chinese army but only to a limited extent. “India could buy some advanced weapons but cannot buy real combat capability. A modern military is an organic system,” he said. https://www.scmp.com/news/china/diplomacy/article/3092710/russia-and-us-jostle-arms-sales-india-after-tensions-china

Joe Anselmo Michael Bruno July 10, 2020 When he was United Technologies Corp. chairman and CEO, Greg Hayes took a lot of heat for merging his company with Raytheon to create aerospace powerhouse Raytheon Technologies. But the critics have been silenced as defense has cushioned the company from the battering the commercial downturn has inflicted on its Collins Aerospace and Pratt & Whitney operations. Hayes spoke via videoconference with AW&ST Editor-in-Chief Joe Anselmo and Senior Business Editor Michael Bruno. AW&ST: How long will it take the commercial aviation industry to recover from the COVID-19 crisis? Initially, we thought this was going to be like the severe acute respiratory syndrome (SARS) in 2002-03. We thought it was going to be relatively short-lived, where air traffic would go down for a little while but then gradually recover. I don't think any of us envisioned the morbidity or the scope of this pandemic and its impact on travel. I would say we're looking now at getting back to 2019 in 2023, maybe 2024. It is going to be a slow recovery. Raytheon chief looks ahead Commercial aviation recovery will take years Investing in hypersonics Game-changing technologies for a next-generation narrowbody The good news is we've got plenty of liquidity. We'll see our way through this, but it is going to be a tough road. We are hunkering down for a protracted recession on the commercial aero side. Our aftermarket orders are down 50%-plus at both Collins Aerospace and Pratt & Whitney. That's where a lot of the profits come from. The reason we can spend $2.5 billion a year on R&D for the commercial businesses is because we have this spares business that generates strong cash. When that goes away, it's tough. And as a result, we're going to cut R&D this year by $500 million on the commercial side. Unfortunately, the airlines are not in a position to weather this storm for probably more than another 12 months without government assistance. That's really going to be the key. Do governments in the U.S., Europe, South America and across Asia step up to support what is a critical industry in aerospace? Is the industry underplaying the severity of the COVID-19 downturn? A vaccine is the key, and it has to be widely available. The World Health Organization is working on that, but we're going to have hotspots with this pandemic for the next year or two. So even if the U.S. and Europe are completely vaccinated, what does that mean for travel to Africa, Asia, to the fast-growing markets? I'd almost bifurcate the aerospace industry between a narrowbody recovery and widebody recovery. The narrowbody is primarily domestic, whether it's Europe, the U.S. or even China. That will recover more quickly as people become confident-—there's either a vaccine or they've found new treatment options. But on the international side, we can't fly today into Europe, and we don't want the Europeans to fly to the U.S. We can't go to South America or China. Those routes are going to take much, much longer to recover. The fact is there are so many excess aircraft out there right now that we believe you're going to see more parting out of existing fleets before we see a resurgence. And that's why even when passenger traffic starts to come back, there's probably a full 6-12 months before we're going to see a return to normalcy in our aftermarket organization. Pratt supplies the PW1000G engine option for the Airbus A320neo. How much downside risk is there for -deliveries? We're planning for about a 40% reduction in A320 deliveries this year and next year compared with February 2020 production rates. Airbus would love to build more, but it's not clear to us that customers are going to be around to take more than that. The good news is our market share went from about 42% [of A320neo engines] to north of 50% in the last year. Customers are starting to believe in the geared turbofan because of the fuel efficiency. Do you see the market share between Airbus and Boeing shifting? The order book for the A320 is much stronger today, with all the cancellations that we've seen on the 737 MAX because of delays. We still think the 737 will get back in the air this year, and we continue to work with Boeing on software updates. We firmly believe it's a great aircraft. Keep in mind we have about $2.5 million of content per shipset on the 737. It's going to be a tough couple of years, but we ultimately have faith in the airframe and the certification process. Where are you focusing your future efforts with Boeing and Airbus? We were optimistically cautious about the [proposed Boeing] new mid-market airplane (NMA), but there is a lot of excess capacity now, and it's not clear another evolutionary design is going to be the answer. So our focus right now is the next-generation single--aisle. And we think that's probably been pushed out a couple of years, to maybe 2033 or 2035. They're talking about a 30% efficiency gain from the current single-aisle. Two-thirds of that gain has to come from engine design. At the Paris Air Show last year, we talked about a hybrid electric design [Project 804]. We're going to continue on that path. We're trying to figure out how you can have enough power at takeoff while having a much lower fuel consumption at cruise. And that's where hybrid electric comes in. It's going to take us at least a decade to prove that out. I don't know if hybrid electric is the answer. There are other things that we're working on. But obviously it's got to be something completely different than what we've been building in the past. Governments around the world are taking on huge debt to alleviate the coronavirus crisis. Are you worried that will put pressure on military spending over the long term? You would have to have your head in the sand to not understand what's going to happen to defense budgets over time. When [Raytheon CEO] Tom Kennedy and I first talked about this merger, it was, “What can we do together that we can't do separately?” And it really was bringing the technologies of the two companies together to solve customer problems in new and innovative ways. Defense budgets will go down, but I think the real question is where Defense Department spending is going. I remember talking two years ago with [then-Defense Secretary] Gen. [James] Mattis, and he said, “Bring us innovative solutions, not to fight the last war but to fight the next war.” And the next war, he said, is going to be fought in cyberspace and outer space. The capabilities of the legacy Raytheon business are second to none in space and are outstanding on the cyber side. You marry that up with the manufacturing and material science that Pratt & Whitney brings, with the communication systems that Rockwell Collins brings, and this is going to be a great play. The U.S. Air Force wants more software-driven capabilities, delivered in weeks or even days. How does that square with your businesses, which often involve long-term hardware evolutions? It's making sure that we're continuing to evolve our products. The missiles we're delivering today, such as the SM-3 [interceptor] or the SM-6 [anti-air/anti-surface/-ballistic missile defense] are state of the art, and we continue to find new uses for them. A lot of things will change over time in terms of how the weapons are deployed. Think about the Storm-Breaker missile that we just demonstrated, which has the tri-mode seeker. It can do things the last generation of missiles could never do in terms of going through smoke, fog, dust and sand. The LRSO [Long-Range Standoff nuclear cruise missile] is another example. And the Tomahawk is an established product that we will evolve as the needs of the battlefield change to meet new requirements. That's really what we want to focus on: How do we continue software-driven solutions but also find ways to redeploy and reinvigorate the product line and bring new capabilities to the warfighter? Are you making long-term investments in hypersonics? Hypersonics are a destabilizing technology. There's only so much we can talk about, but we know we're behind the Chinese and probably behind the Russians. I think in 3-5 years we'll be on a level playing field. Our focus has been on defensive systems, using space-based assets to track hypersonics. It's nothing that a ground radar could ever do because they move too fast. And then countermeasures that we could use to defend against hypersonics is the bigger market. We're obviously investing. We've got a program, the HAWC [Hypersonic Air-breathing Weapon Concept], which is an air-breathing hypersonic missile that we're working on. I think we'll flight-test that later this year. Also think about the materials science that Pratt brings. The key to hypersonics is how to keep the electronics from getting fried when you're operating at something like 5,000F. We're investing in cooling materials—that will be one of the big bets that we're going to have to make. Tom Kennedy saw the need to make these investments, and we're going to do that. The other piece is on the space side. There's not a lot that we can say, other than that we think space will be the frontier that will differentiate us—that is, the defense of space assets, as well as using space assets to detect, track and target hypersonic weapons. When the merger of United Technologies and Raytheon was announced, there was a lot of criticism from investors. Now they're happy about how well-positioned the combined company is to weather the COVID-19 storm. There was a lot of pushback from investors, especially from the hedge fund guys. They saw us taking a lower-margin business, and they didn't like the fact that the technology takes 5-10 years to pay off. I was roundly criticized. All I can say is I was an idiot a year ago and now I'm a genius, through no fault of my own. We did this for the long term, and it was completely fortuitous that the merger happened when it did. The commercial businesses won't make any money this year, and they are going to struggle for the next couple of years, but now we've got a rock-solid balance sheet and a lot of cash. And that defense business is going to grow 5-8% this year. We've got a good backlog. I'd like to say it was genius, but it really was just doing what's right for the long term. My goal is to leave this company better than I found it. You have reshaped this company, starting with selling Sikorsky to Lockheed Martin in 2015. Then you acquired Rockwell Collins and moved to break up the UTC conglomerate, and it looked like UTC was going to be a commercial aerospace company. Now comes Raytheon. Are you done, or is there more to come? I'm never done until I'm gone, but we don't need to do anything else big. The driving force [behind the Raytheon merger] was putting two big technology companies together with cyclical balance [between commercial and defense]. Tom Kennedy always felt he was at a disadvantage against the Lockheeds of the world because of the scale of Lockheed versus Raytheon. This gives us the scale to invest and compete head on with the Lockheed Martins and Northrop Grummans, as well as being the largest supplier to both Boeing and Airbus. We have some clout in the marketplace. We've got 700,000 different things that we deliver to customers: missiles, APUs, engines, communications gear. Some we really love; others don't have the returns that we want or require too much investment for a limited market. We hope to have a portfolio review done by the end of the year. And you'll probably see some divestitures, but not big pieces. We also continue to look for technology bolt-ons as we think about what's next in defense and the space and cyber spectrums. Longer term, the big question in my mind is what happens to Rolls-Royce, a great technology company that is facing challenging financial circumstances. We loved the partnership Pratt had with Rolls on International Aero Engines. Could we recreate that someday? Perhaps, but not now. Ian Davis, who's the chairman over there, is a good guy. We always say, “Look, we need to find ways to collaborate so we can take on GE Aviation.” Despite the fact that GE may be on its heels today, they've got over 30,000 engines out there. Their aftermarket will recover, they will get better, and they will be the formidable competitor for both Rolls and Raytheon Technologies for the foreseeable future. We're hearing from Wall Street that you're expected to sell off the Forcepoint business. Forcepoint is a commercial cyber business Tom Kennedy created when he brought a couple of companies together about five years ago. It has some great technology, but it clearly doesn't fit in the portfolio. We'll figure that out in the next six months. How is the integration going? Nothing went according to plan except the merger itself. We sent everybody home the week of March 12 [because of COVID-19], and we were still three weeks away from the merger. So we had to complete the merger and all of the integration remotely. And we had to spin off Carrier and Otis. All of that came to fruition on time and exactly as we had planned while working from home. The resilience and the ingenuity of our folks to figure all this out has probably been the most pleasing. There was some concern that the cultures at Raytheon and the commercial guys at Pratt and Collins would never come together. That is the last thing I worry about. Everything we laid out has gotten done. We're on track for synergies in cost, technology and revenue. The difference is I have yet to have a staff meeting in person. I've got 17 people who work for me, and we do everything on Zoom. Each one of our three board meetings since the merger has been done on Zoom. If you had told me 3-4 months ago that we would be working from home for a good deal of time, I'd have really panicked. But we figured it out. https://aviationweek.com/ad-week/ad-week-video-interviews/raytheon-technologies-ceo-riding-out-covid-19-crisis

Tony Osborne July 10, 2020 https://aviationweek.com/ad-week/closer-look-european-aerospace-defense-programs

HASSAN MEDDAH RAFALE , COVID-19 , L'USINE AÉRO , AÉRONAUTIQUE , HAUTS-DE-SEINE PUBLIÉ LE 10/07/2020 À 11H06 Quand l'activité civile flanche, le marché militaire peut prendre le relais. À condition d'avoir déjà un pied dans la place et une vision à long terme. A Villeneuve-la-Garenne (Hauts-de-Seine), la vingtaine de compagnons de la PME Rafaut ne chôme pas. Dans leur atelier de mécanique et d'intégration, ils assemblent des emports, d'imposantes pièces mécaniques destinées à Dassault Aviation. Ces pièces qui se placent sous les ailes des Rafale servent à transporter soit des bombes, soit des réservoirs d'appoint. "Notre dualité est un facteur de robustesse, particulièrement appréciable dans cette crise du secteur aéronautique", se réjouit Bruno Berthet, le président de Rafaut. Les activités de défense ont représenté un véritable amortisseur pour cette PME de 400 salariés, dont les commandes pour Airbus (palonnier, freins de rotors...) se sont écroulées avec la crise du secteur aérien. Rafaut présente le profil quasi parfait de l'entreprise dite duale, avec ses 93 millions d'euros de chiffre d'affaires, répartis équitablement entre les activités civiles et militaires. Le groupe a, certes, fait appel à des mesures de chômage technique, mais de manière modérée en mettant 30 % de son personnel en activité partielle pour deux tiers de leur temps de travail. Pour les autres PME du secteur aéronautique, la défense peut-elle constituer une bouée de sauvetage ? Le ministère des Armées veut y croire et met la main à la poche. À l'occasion de l'annonce du plan de sauvetage de la filière aéronautique, début juin, Florence Parly, la ministre des Armées, a annoncé l'accélération de 600 millions d'euros de commandes militaires. L'armée de l'air a commandé trois long-courriers A 330 qui seront transformés en avions ravitailleurs MRTT. Initialement prévus en 2026, ils seront livrés à partir de l'an prochain. Le troisième exemplaire de l'avion léger de surveillance et de reconnaissance qui devait être livré en 2027 le sera en 2023. Les hélicoptéristes ne sont pas oubliés. L'armée va acheter par anticipation huit hélicoptères Caracal. Ils sont destinés à remplacer les Puma dès 2023, soit avec cinq ans d'avance. Enfin, les PME devraient être les principales bénéficiaires d'une commande de drones de surveillance pour la marine à livrer dès 2022. Des accréditations spécifiques "L'ensemble de ces commandes répond à un besoin opérationnel existant de nos forces armées. Nous allons simplement aller plus vite. Cette anticipation nous permettra de sauvegarder plus de 1 200 emplois pendant trois ans, et cela, partout en France", a précisé Florence Parly. L'initiative n'est pas totalement désintéressée. Le ministère ne voudrait surtout pas voir disparaître des fournisseurs stratégiques emportés par la crise économique. Depuis plusieurs semaines, ses équipes pilotent une task force interministérielle forte d'une centaine de personnes. À charge pour elles de quadriller le territoire, visiter les usines et les bureaux d'études, et d'identifier les entrepreneurs et les domaines à risque. Au total, près de 1 500 entreprises seront visitées. Les entreprises tentées de se diversifier vers la défense doivent impérativement avoir une vision de long terme... comme celles des armées qui s'appuient sur une loi de programmation militaire pluriannuelle. Sur la période 2019-2025, le ministère a consacré la part du lion de son budget à l'aéronautique pour renouveler ses flottes d'appareils, d'hélicoptères, de drones. Soit un montant de 19 milliards d'euros ! Toutefois, il serait illusoire de croire que toutes les PME de l'aéronautique pourront en bénéficier d'un simple claquement de doigts. "Pour servir les armées, les fournisseurs doivent passer par des dispositifs d'accréditation. C'est un long processus. Par ailleurs, ce n'est pas simple d'intégrer comme fournisseur un programme d'armement déjà lancé comme le Rafale ou l'A400M. Les tickets d'entrée sont chers", avertit Matthieu Lemasson, expert des questions aéronautiques et défense pour le cabinet PWC. Le cluster Normandie AeroEspace (NAE), qui regroupe plus d'une centaine de PME de l'aéronautique, est bien conscient de la difficulté. Il a lancé des actions tous azimuts pour accélérer leur diversification et notamment une formation pour obtenir une habilitation et une accréditation défense, sésames indispensables pour travailler dans le domaine de l'armement. Le cluster monte également des rencontres avec des représentants du ministère des Armées, de la Direction générale de l'armement (DGA), des grands industriels de l'armement pour connaître les opportunités à saisir... Avec un exemple à suivre : la PME Gauthier Connectique, fabricant de raccords électriques. Cette société (40 salariés, 5 millions d'euros de chiffres d'affaires) était, il y a dix ans encore, exclusivement positionnée sur l'aéronautique. Déjà présents sur le Rafale, ses raccords électriques sont en passe d'être homologués pour monter sur le M51, le missile stratégique de la dissuasion nucléaire. L'entreprise s'est également diversifiée dans le secteur spatial qui représente un tiers de son activité. "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", souligne son président Luc Sevestre. La PME ne compte pas s'arrêter en si bon chemin. L'entreprise adapte sa technologie au milieu marin et terrestre et tente de séduire Naval Group, de même que Nexter, le fabricant du char Leclerc. Boeing mieux armé qu'Airbus pour traverser la crise ? Airbus va-t-il souffrir plus que son concurrent Boeing pour traverser la crise actuelle ? Si l'avionneur américain traîne le boulet du 737MAX, il a un atout considérable par rapport à son concurrent européen : le soutien du Pentagone, le premier acheteur au niveau mondial d'équipements militaires. Pour les forces armées américaines, Boeing livre à foison des avions de combats (F15 et F18) et des ravitailleurs (KC 46), des hélicoptères d'attaque et de transport de troupe (Chinook, Apache), des missiles... Au total, les activités de la branche défense, sécurité et espace ont pesé pour 34 % de son chiffre d'affaires en 2019, soit 76 milliards de dollars. Pour Airbus, l'activité défense pèse moins de 15 % des activités du groupe, soit 10 milliards d'euros de chiffres d'affaires en 2019. Le groupe avait raté l'occasion historique en 2012 de fusionner avec le britannique BAE Systems. Une telle opération aurait permis d'équilibrer les activités civiles et militaires de l'avionneur, le rêve de Louis Gallois, le président du groupe Airbus (alors EADS) entre 2007 et 2012. « À l'époque, les mauvaises langues disaient qu'il n'y avait pas d'intérêt et peu de synergies à cette opération. Cela aurait probablement constitué un ensemble plus robuste pour traverser la crise actuelle et permis de trouver des synergies utiles aussi bien en matière de gestion des effectifs que des programmes », souligne Matthieu Lemasson, expert des questions aéronautiques et défense pour PWC. https://www.usinenouvelle.com/article/la-defense-planche-de-salut-de-la-filiere-aeronautique.N982761

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/