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Country's public services, procurement department exercises option to secure additional 5 years of military vehicle support TBB Staff Jul 13, 2020 Mack Defense will continue to provide support services for the Canadian army through 2025. Public Services and Procurement Canada (PSPC) recently exercised its option to extend the Mack Trucks subsidiary's in-service and support contract for an additional five years, running from 2020 to 2025, and covering more than 1,500 Medium Support Vehicle System (MSVS) Standard Military Pattern (SMP) vehicles. “Mack Defense's MSVS SMP vehicle systems provide critical capabilities that the Canadian Armed Forces depend on,” said David Hartzell, president of Mack Defense. “We look forward to maximizing the uptime of these vehicles as we continue to provide these support services.” The contract covers all MSVS SMP vehicles, trailers and armored protection systems, Mack said, and will enable Mack Defense to provide support services and the provision of spare parts and materials for level one and two maintenance tasks performed by the customer. Equipment requiring in-depth maintenance, such as repair and overhaul activities or warranty repairs, will be handled by a facility in the area of Quebec City, Quebec. Mack Defense will provide support by delivering spare parts to Canadian Forces Depots (CFD) in Edmonton, Alberta and Montreal, Quebec. Mack Defense was awarded two contracts in 2015 valued at $725 million CAD by the Department of Public Works and Government Services Canada (now PSPC), on behalf of the Department of National Defense, to deliver more than 1,500 8x8 MSVS SMP trucks and to provide in-service support for the fleet. The MSVS SMP is available in a number of variants, including cargo, material handling cranes, load handling systems (LHS) and mobile repair trucks (MRT). The 1,587th and final MSVS SMP vehicle was delivered in February 2020. The program also delivered 322 trailers and 161 armored protection system cabs.

By Matthew Fisher Special to Global News Posted July 13, 2020 7:00 am Updated July 13, 2020 11:32 am Those who follow developments in the Indo-Pacific often claim that Australia has a far more robust security posture there than Canada because of geographic necessity. The argument is that Australia must be especially vigilant because China is closer to it than Canada is to China. That perception may partially explain why Australia spends nearly twice as much per capita on defence as Canada does with little public discussion Down Under, let alone complaint. But here's the thing. It depends where you start measuring from, of course, but the idea that Australia is physically closer to China is hokum. By the most obvious measure, Vancouver is 435 kilometres closer to Beijing (actual distance 8,508 km) than Beijing is to Sydney (8,943 km). By another measure, Sydney is only 1,000 km closer to Shanghai than Vancouver is. Mind you, it must also be said that Australia is far more reliant than Canada on trade moving through the South China Sea and the Strait of Malacca. Canada has many more shipping lanes to choose from. Despite their similarly resource-oriented export economies, extreme climates and thin populations, there are startling differences in how Canada and Australia have tackled the security challenges of this century. The standard line from Ottawa these days is that the Canadian government cannot possibly consider any other issue at the moment because the government's entire focus is on coronavirus. Yet faced with the same lethal disease and the horrendous economic fallout and deficits that it's triggered, Australia has found time to address alarming security concerns in the western Pacific. Pushing the COVID-19 calamity aside for a moment, Australian Prime Minister Scott Morrison declared last week that because it was “a more dangerous world,” his country intended to increase defence spending by as much as 40 per cent, or a whopping $255 billion over the next decade. The money will pay for submarines, greatly improved cyber capabilities, and the establishment of military partnerships with smaller nations in the western Pacific, which are constantly bullied by China. The Canadian government has often seemed paralyzed by the COVID-19 crisis and China's kidnappings of the Two Michaels and has been slow to react to the rapidly changing security environment. This includes not yet banning Huawei's G5 cellular network, as Australia has done. Nor has Ottawa indicated anything about the future of defence spending in an era when Canada's national debt has now ballooned to more than $1 trillion. Faced with similar public health and economic challenges as Canada, Australian diplomats, generals and admirals have recently increased military and trade ties with India and are completing a Status of Forces Agreement (SOFA) with Japan that affords troops from the two countries legal protections and presupposes that they will collaborate more closely with each other in the future. Canberra also inked a deal with Tokyo last week to collaborate on war-fighting in the space domain and closer military ties. Despite complaints of “gross interference” in China's internal affairs by Beijing's foreign ministry, Australia has also agreed to let about 14,000 visitors from Hong Kong extend their visas by five years and will offer an accelerated path for Chinese students to obtain Australian citizenship. Perhaps most alarming from Beijing's point-of-view, the Quad intelligence group, which includes Australia, Japan, India and the U.S., could be about to add a military dimension. Navies from all four countries are expected to take part in joint naval exercises soon in the Indian Ocean. Even before announcing a huge increase, defence spending was already at 1.9 per cent of Australia's GDP. The defence budget in Canada has remained static near 1 per cent for years, despite a pledge to NATO six years ago by former Canadian prime minister Stephen Harper, and repeated several times since by current Prime Minister Justin Trudeau, that defence spending would soar to 2 per cent. As it is, the Australian Defence Force spends about $15 billion a year more on defence than Canada does. That money buys a lot of kit and capability. The ADF has two new fleets of frontline fighter jets, the Super Hornet and the F-35, has attack helicopters and new maritime surveillance aircraft, is building a dozen French-designed attack submarines, and already has two huge, new assault ships and other new warships. The Canadian Armed Forces are a very poor second to Australia with 40-year old CF-18 fighter jets and surveillance aircraft, 30-year old submarines that seldom put to sea and no assault ships or attack helicopters. Aside from the red herring of geographic proximity, there are other factors that account for the stark differences in how Australia and Canada regard defence spending and the threat posed by an ascendant China. Many Canadians believe that the U.S. will protect them so do not see why should they pay more for their own defence. Australia also has a longstanding all-party consensus that national security is a top priority. The two main political parties in Canada regard procurement as football to be kicked around. Neither of them has a declared foreign policy. A cultural contrast is that Canadians have bought into a peacekeeping myth that has never really been true and is certainly not true today, while largely ignoring the wars its troops fought with great distinction in. Australians remain far more focused on recalling what their troops did in the Boer War, the two World Wars and Korea. As well as finally working on some joint defence procurement projects, Canada and Australia should collaborate with each other and other western nations to prevent China from playing them off against each other in trade. For example, Canadian farmers recently grabbed Australia's share of the barley market after China banned Australian barley in response to Canberra's demand for an independent investigation into what Beijing knew and when about COVID-19. The Australians did the same in reverse when Canadian canola was banned by China. Australia has moved to protect what it regards as its national interests by calling out China on human rights and spending much more on defence with little apparent fear as to how China might retaliate. Ottawa has not yet articulated what its interests are and acts as if it is scared at how China might respond if it takes a tougher stance. What must be acknowledged in Ottawa is that the coronavirus has not caused China to abandon or even pause for a moment in pursuit of its goal of shaping a new world order not only in the western Pacific but wherever it can. Australia is seriously upping its game in response. Canada remains silent. Matthew Fisher is an international affairs columnist and foreign correspondent who has worked abroad for 35 years. You can follow him on Twitter at @mfisheroverseas https://globalnews.ca/news/7161890/commentary-canada-should-follow-australias-example-in-defence-foreign-policy/

AIR FORCE The Boeing Co., St. Louis, Missouri, has been awarded a $22,890,000,000 indefinite-delivery/indefinite-quantity contract (FA8634-20-D-2704). The first delivery order has been awarded as an undefinitized contract action with a total not-to-exceed value, including options, of $1,192,215,413. It is a cost-plus-fixed-fee, cost-plus-incentive-fee, fixed-price-incentive-fee, firm-fixed-price effort for the F-15EX system. This delivery order (FA8634-20-F-0022) provides for design, development, integration, manufacturing, test, verification, certification, delivery, sustainment and modification of F-15EX aircraft, as well as spares, support equipment, training materials, technical data and technical support. Work will be performed in St. Louis, Missouri; and at Eglin Air Force Base, Florida, and is expected to be completed Dec. 31, 2023. This award is the result of a sole-source acquisition. Fiscal 2020 research, development, test and evaluation funds in the amount of $248,224,746; and fiscal 2020 aircraft procurement funds in the amount of $53,000,000 are being obligated at the time of award. Air Force Life Cycle Management Center, Wright-Patterson AFB, Ohio, is the contracting activity. Filius Corp., Centreville, Virginia, has been awarded a $70,617,597 indefinite-delivery/indefinite-quantity, firm-fixed-price contract for the AN/TYQ-23A (V)1 Tactical Air Operations Module weapons system logistics support. The contractor will provide all labor, tools, equipment, technical data/manuals, materials, supplies, parts, original equipment manufacturer (OEM) service bulletins and services necessary to perform contractor logistics support on TYQ-23A (V)1 in accordance with OEM standards (commercial standards if third party is performing service/repair), including software/firmware upgrades. This support will also include emergency and preventative maintenance for any future technologies designed to be implemented in the TYQ-23A. Work will be performed in Centreville, Virginia, and is expected to be completed July 2025. This award is the result of a competitive acquisition with five offers received. Fiscal 2020 operations and maintenance funds in the amount of $2,300,000 are being obligated at the time of award. Air Force Life Cycle Management Center, Hill Air Force Base, Utah, is the contracting activity (FA8217-20-D-0005). Renco Corp., Manchester, Massachusetts, has been awarded a not-to-exceed $22,400,000 undefinitized contract action for capacity expansion of Nitrile beutadine rubber (NBR) gloves production for the Department of Health and Human Services in care of the Joint Acquisition Task Force. This contract provides for the procurement of raw NBR materials, dipping lines, storage tanks, storage equipment, roofing repairs, lighting, loading docks, water treatment, solar roofs and a remote facility to be determined at a later date in the south central part of the U.S. in order to bring an industrial base and to replenish the strategic national stockpile of Nitrile produced rubber gloves back to the U.S. Work will be performed in Colebrook, New Hampshire, and is expected to be completed July 14, 2021. This award is the result of a sole-source acquisition. Fiscal 2020 other procurement funds in the amount of $22,400,000 are being obligated at the time of award. Air Force Life Cycle Management Center, Robins Air Force Base, Georgia, is the contracting activity (FA8527-20-C-0005). NAVY Blue Rock Structures Inc.,* Pollocksville, North Carolina (N40085-16-D-6300); Daniels & Daniels Construction Co. Inc.,* Goldsboro, North Carolina (N40085-16-D-6301); Joyce & Associates Construction Inc.,* Newport, North Carolina (N40085-16-D-6302); Military & Federal Construction Co. Inc.,* Jacksonville, North Carolina (N40085-16-D-6303); Quadrant Construction Inc.,* Jacksonville, North Carolina (N40085-16-D-6304); and TE Davis Construction Co.,* Jacksonville, North Carolina (N40085-16-D-6305), are awarded a $90,000,000 firm-fixed-price modification to increase the maximum dollar value of indefinite-delivery/indefinite-quantity, multiple award construction contracts for general construction services within the Marine Corps Installations East area of responsibility. After award of this modification, the total maximum dollar value for all six contracts combined will be $339,000,000. Work will be performed at Navy and Marine Corps installations at various locations including, but not limited to, North Carolina (90%); Georgia (3%); South Carolina (3%); Virginia (3%); and other areas of the U.S. (1%). The work to be performed provides for general construction services including, but not limited to, new construction, demolition, repair, alteration and renovation (total/partial/interior/exterior) of buildings, systems and infrastructure, which may include civil, structural, mechanical, electrical and communication systems; installation of new or extensions to existing high voltage electrical distribution systems; extensions to the existing high pressure steam distribution systems, potable water distribution systems and sanitary sewer systems; additional storm water control systems; painting; removal of asbestos materials and lead paint; and incidental related work. Work is expected to be completed by December 2020. No funds will be obligated at the time of award; funds will be obligated on individual task orders as they are issued. Future task orders will be primarily funded by operations and maintenance (Marine Corps); and military construction funds (Marine Corps). The Naval Facilities Engineering Command Mid-Atlantic, Norfolk, Virginia, is the contracting activity. Huntington Ingalls Inc., Newport News, Virginia, is awarded a $35,346,618 cost-plus-fixed-fee, firm-fixed-price modification to a previously awarded contract (N00024-16-C-4316) to continue performance of the repair, maintenance, upgrades and modernization efforts on the USS Helena (SSN 725) dry-docking selected restricted availability (DSRA). Work will be performed in Newport News, Virginia. The contracted requirements include advance and new work efforts necessary to repair, and maintain full unrestricted operation of the submarine, as well as upgrades and modernization efforts required to ensure the submarine is operating at full technical capacity as defined in the availability work package during the Chief of Naval Operations scheduled availability. Work is expected to be completed by October 2020. Fiscal 2020 operations and maintenance (Navy) funding in the amount of $35,346,618 will be obligated at time of award and will expire at the end of the current fiscal year. In accordance with 10 U.S. Code 2304(c)(1), this contract was not competitively procure; only one responsible source and no other supplies or services will satisfy agency requirement. The Supervisor of Shipbuilding, Conversion and Repair, USN, Newport News, Virginia, is the contracting activity. L3 Technologies Inc., Camden, New Jersey, is awarded a $34,999,948 fixed-price-incentive-firm-target contract for the detail design and fabrication of a prototype Medium Unmanned Surface Vehicle (MUSV). This contract includes options for up to eight additional MUSVs, logistics packages, engineering support, technical data, and other direct costs, which, if exercised, will bring the cumulative value of this contract to $281,435,446. Work will be performed in Morgan City, Louisiana (72.7%); Arlington, Virginia (9.8%); Jeanerette, Louisiana (8.1%); New Orleans, Louisiana (6.6%); Worthington, Ohio (1.7%); Lafayette, Louisiana (0.9 %); and Gautier, Mississippi (0.2%), and is expected to be completed by December 2022. If all options are exercised, work will continue through June 2027. Fiscal 2019 and 2020 research, development, test and evaluation funding in the amount of $34,999,948 will be obligated at the time of award, and $29,779,038 will expire at the end of the current fiscal year. This contract was competitively procured via Federal Business Opportunities (now beta.SAM.gov), and five offers were received. The Naval Sea Systems Command, Washington, D.C., is the contracting activity (N00024-20-C-6312). Northrop Grumman Systems Corp., Linthicum, Maryland, is awarded an $11,300,000 not-to-exceed, cost-plus fixed-fee contract for the procurement of transitional development and sustaining engineering services for the Ground/Air Task-Oriented Radar (G/ATOR), to include software support activity transition, low/slow/small capability development and ground weapons locating radar improvements. The G/ATOR program is managed within the portfolio of Program Executive Officer Land Systems, Quantico, Virginia. Work will be performed in Linthicum, Maryland, and is expected to be completed by July 2021. Fiscal 2020 research, development, test and evaluation (Marine Corps) funds in the amount of $2,217,296; and fiscal 2020 operations and maintenance (Marine Corps) funds in the amount of $3,000,000 will be obligated at the time of award. Funds will not expire at the end of the current fiscal year. This contract was not competitively procured and was prepared in accordance with Federal Acquisition Regulation 6.302-1 and 10 U.S. Code 2304(c)(1). The Marine Corps Systems Command, Quantico, Virginia, is the contracting activity. General Dynamics Electric Boat, Groton, Connecticut, is awarded an $8,127,069 modification under previously awarded contract N00024-16-C-2111 to perform alterations during the USS South Dakota (SSN 790) post-delivery work period. Work will be performed in Groton, Connecticut. General Dynamics Electric Boat will perform planning and execution efforts on SSN 790, USS South Dakota. Work is expected to be completed by December 2020. No funding will be obligated at time of award. The Supervisor of Shipbuilding Conversion and Repair, Groton, Connecticut, is the contracting activity. General Dynamics Electric Boat, Groton, Connecticut, is awarded a $7,829,633 modification under previously awarded contract N00024-16-C-2111 to perform alterations during the USS South Dakota (SSN 790) post-delivery work period. Work will be performed in Groton, Connecticut. General Dynamics Electric Boat will perform planning and execution efforts on SSN 790, USS South Dakota. Work is expected to be completed by December 2020. No funding will be obligated at time of award. The Supervisor of Shipbuilding Conversion and Repair, Groton, Connecticut, is the contracting activity. General Dynamics Electric Boat Corp., Groton, Connecticut, is awarded a $7,765,664 cost-plus-fixed-fee modification to a previously awarded contract (N00024-09-C-2104) for planning and execution of USS Delaware (SSN 791) post delivery work period (PDWP). Work will be performed in Groton, Connecticut. Electric Boat Corp. will perform planning and execution efforts, including long lead time material procurement, in preparation to accomplish the maintenance, repair, alterations, testing, and other work on USS Delaware (SSN 791) during its scheduled PDWP. Work is expected to be completed by October 2020. Fiscal 2020 shipbuilding and conversion (Navy) funding in the amount of $7,765,664 will be obligated at the time of award and will not expire at the end of the current fiscal year. The Supervisor of Shipbuilding Conversion and Repair, Groton, Connecticut, is the contracting activity. DEFENSE LOGISTICS AGENCY Hikma Pharmaceuticals USA Inc., Eatontown, New Jersey, has been awarded a maximum $42,907,336 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 New Jersey, with a July 12, 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-0006). ARMY Mathy Construction Co., Onalaska, Wisconsin, was awarded an $8,870,763 modification (P00002) to contract W911SA-19-D-2018 for asphalt paving at Fort McCoy. Work will be performed at Fort McCoy, Wisconsin, with an estimated completion date of July 14, 2022. Bids were solicited via the internet with one received. The U.S. Army 419th Contracting Support Brigade, Fort McCoy, Wisconsin, is the contracting activity. Northrop Grumman Systems Corp., Herndon, Virginia, was awarded a $7,845,596 hybrid (cost-no-fee, firm-fixed-price) contract to provide U.S. Forces Korea with information technology, architecture and engineering, command and control networks and associated systems support services. Bids were solicited via the internet with five received. Work will be performed in Pyongtaek, South Korea, with an estimated completion date of July 31, 2025. The 411th Contracting Support Brigade, Camp Red Cloud, South Korea, is the contracting activity (W91QVN-20-F-0440). *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2272447/source/GovDelivery/

To ensure that the women and men of the Canadian Armed Forces have the capabilities required for Canada to be Strong at home, Secure in North America and Engaged in the world, this policy commits to significant long-term investment. This includes $33.8 billion for 52 critical new capital projects. In addition, the policy provides $74.2 billion for existing assets and previously planned equipment, infrastructure and information technology projects. As part of Strong, Secure, Engaged, these projects underwent a thorough costing review, which resulted in the provision of an additional $5.9 billion over 20 years on top of what had previously been budgeted for these projects, to better reflect their true costs. In total, this new vision for defence provides $108 billion for the development and acquisition of capital equipment over the next 20 years. All of these projects have been costed and the costing methodologies used were independently verified by five external accounting firms. Throughout the process, Defence also worked with costing experts from Deloitte who brought expertise gained from its involvement in recent defence reviews of close Canadian allies. This rigorous and unprecedented process ensures that the vision laid out in this policy is credible and realistic. Table 1 reflects the planned use of the accrual budget over the 20-year horizon of this policy. It is important to note that this table does not represent the total cost of all planned equipment acquisitions. For example, the first new Canadian Surface Combatant is not scheduled to be delivered until 2026, followed by the remaining 14 ships. As these ships have an expected service life of 30 years, much of the accrual costs will be incurred outside the 20 years reflected in the table. Furthermore, as these are 20-year estimates, there needs to be flexibility to adjust the accrual budget to reflect changes in major capital projects. The process to adjust or re-profile these estimates over time is through the investment planning process. Defence will publish the next Defence Investment Plan in 2018. The Defence Investment Plan will include all approved capital projects under the policy and will be updated every three years. This will help ensure that Parliament and Canadians can clearly understand future changes to the budget, and deliver on the Government's commitment to transparency, results, and accountability. Table 1: 20-year accrual and cash view of planned projects and new investments ($ billions) 20-year - Accrual basis 20-Year - Cash basis Capability Investments to fully fund and complete planned projects table 1 note1 New investment Strong, Secure, Engaged table 1 note2 Total planned projects and new investments Total planned projects and new investments Royal Canadian Navy 14.6 2.9 17.5 53.5 Canadian Army 10.1 8.8 18.9 23.2 Royal Canadian Air Force 26.4 20.1 46.4 64.4 Special Operations Forces 1.2 0.4 1.5 1.2 Joint/Emerging Domains 3.4 1.2 4.6 9.7 Infrastructure 4.5 0.4 4.9 12.0 Total Capabilities 60.1 33.8 93.9 164.0 Accrual Expenditure for Existing Equipment and Infrastructure table 1 note3 14.1 - 14.1 - 20 Year Total table 1 note4 74.2 33.8 108.0 164.0 Table 1 Note 1 Strong, Secure, Engaged commits $74.2 billion over 20 years to fully fund 281 projects that were planned, but for which Defence had insufficient funding to acquire. Adequate funding has now been allocated to deliver these core equipment projects. Return to table 1 note1referrer Table 1 Note 2 Strong, Secure, Engaged commits $33.8 billion over the next 20 years to 52 new equipment, infrastructure, and information technology projects for the Canadian Armed Forces. Return to table 1 note2referrer Table 1 Note 3 This amount ($14.1 billion), on an accrual basis, represents previously acquired equipment and infrastructure. As they are already in service, there is no future cash requirement to purchase these assets. Return to table 1 note3referrer Table 1 Note 4 Totals may not add up due to rounding. Return to table 1 note4referrer Below is an overview of capital funding commitments in Strong, Secure, Engaged, described in terms of investments in the Royal Canadian Navy, Canadian Army, Royal Canadian Air Force, Special Operations Forces, Joint Capabilities and Infrastructure. Investment in the Royal Canadian Navy The Government will provide $17.5 billion to fund equipment projects for the Royal Canadian Navy over the next 20 years. This includes: $2.9 billion over the next 20 years for two new equipment investments in the Royal Canadian Navy to replace obsolete components of current systems and improve the Royal Canadian Navy's ability to meet evolving underwater threats. $14.6 billion over the next 20 years to fully fund planned equipment projects. For example, this policy includes sufficient funding to acquire the full complement of 15 Canadian Surface Combatants. It is important to note that Table 1 only captures a 20-year view of the equipment investments committed to in this policy. As the first ship is not scheduled to be delivered until 2026 and the fleet is expected to be in service for 30 years, there will be significant expenditures outside this timeframe. Investment in the Canadian Army The Government will provide $18.9 billion for Canadian Army equipment projects over the next 20 years. This includes: $8.8 billion over the next 20 years for 20 new equipment projects. As examples, this investment will replace existing light and heavy trucks for use in domestic and expeditionary operations. We will also improve the Canadian Army's ability to operate in Canada's North with a new family of Arctic-capable land vehicles, as well as close critical capability gaps such as the Canadian Army's lack of ground-based air defence equipment, which will allow it to defeat threats posed by airborne weapons such as remotely piloted vehicles and aircraft used by potential adversaries. $10.1 billion over the next 20 years to fully fund planned equipment projects. For example, the upgrade of the Light Armoured Vehicle fleet will improve mobility and survivability. Investment in the Royal Canadian Air Force The Government will provide $46.4 billion to fund equipment projects for the Royal Canadian Air Force over the next 20 years. This includes: $20.1 billion over the next 20 years for 17 new equipment projects for the Royal Canadian Air Force. For example, this will deliver a Canadian Multi-Mission Aircraft to replace the CP-140 Aurora Long Range Patrol Aircraft, allowing us to maintain our technological advantage over potential adversaries. Under the Royal Canadian Air Force's responsibility for space capabilities, portions of new investment will expand the Canadian Armed Forces' ability to use space-based assets in support of operations. This includes projects for enhanced communications in the North. $26.4 billion to fully fund planned equipment projects. The new fighter program has been enhanced to ensure the Royal Canadian Air Force can acquire 88 new advanced fighters, which will allow us to deliver on NORAD and NATO commitments without compromise. Investment in Special Operations Forces The Government will provide $1.5 billion to fund equipment projects for Canada's Special Operations Forces over the next 20 years. This includes: $366 million over the next 20 years for four new projects. For example, integrated soldier system equipment will be modernized to enhance interoperability and maintain technological advantage against potential adversaries. $1.2 billion over the next 20 years to fully fund planned equipment projects. As an example, we will acquire an airborne intelligence surveillance and reconnaissance platform that will enhance the ability of our Special Operations Forces to improve their understanding of the operational environment. Investment in joint capabilities The Government will provide $4.6 billion for joint capability projects in domains such as cyber, intelligence as well as joint command and control over the next 20 years. This includes: $1.2 billion over the next 20 years for five new equipment projects and one information technology project. For example, the Combined Joint Intelligence Modernization project will provide a modern deployable intelligence centre for land-based operations, building on the lessons learned in recent operations. Additionally, the Secure Radio Modernization project will upgrade encryption capability of radios to maintain security and interoperability with our Five-Eyes partners. $3.4 billion over the next 20 years to fully fund planned equipment projects. For example, we will improve the capabilities of the Joint Deployable Headquarters and Signals Regiment. This will include the acquisition of portable structures to house the deployed headquarters and the equipment employed by its staff for command, control and communications. Investment in infrastructure The Government will provide $4.9 billion over the next 20 years to infrastructure projects across Canada in order to maintain the necessary portfolio of real property holdings. This includes: $446 million over the next 20 years for three new infrastructure projects. For example, this funding will enable the construction of new buildings to house the expanded and enhanced Canadian Armed Forces Joint Incident Response Unit. This will ensure that the unit is able to provide chemical, biological, radiological, and nuclear defence support to the Canadian Special Operations Forces Command. $4.5 billion to fully fund planned projects over the next 20 years. https://www.canada.ca/en/department-national-defence/corporate/reports-publications/canada-defence-policy/annex-b.html

Canadian Armed Forces core missions At any given time, the Government of Canada can call upon the Canadian Armed Forces to undertake missions for the protection of Canada and Canadians and the maintenance of international peace and stability. This policy ensures the Canadian Armed Forces will be prepared to: Detect, deter and defend against threats to or attacks on Canada; Detect, deter and defend against threats to or attacks on North America in partnership with the United States, including through NORAD; Lead and/or contribute forces to NATO and coalition efforts to deter and defeat adversaries, including terrorists, to support global stability; Lead and/or contribute to international peace operations and stabilization missions with the United Nations, NATO and other multilateral partners; Engage in capacity building to support the security of other nations and their ability to contribute to security abroad; Provide assistance to civil authorities and law enforcement, including counter-terrorism, in support of national security and the security of Canadians abroad; Provide assistance to civil authorities and non-governmental partners in responding to international and domestic disasters or major emergencies; and Conduct search and rescue operations. Concurrent operations This policy ensures the Canadian Armed Forces will be prepared to simultaneously: Defend Canada, including responding concurrently to multiple domestic emergencies in support of civilian authorities; Meet its NORAD obligations, with new capacity in some areas; Meet commitments to NATO Allies under Article 5 of the North Atlantic Treaty; and Contribute to international peace and stability through: Two sustained deployments of ~500-1500 personnel, including one as a lead nation; One time-limited deployment of ~500-1500 personnel (6-9 months duration); Two sustained deployments of ~100-500 personnel and; Two time-limited deployments (6-9 months) of ~100-500 personnel; One Disaster Assistance Response Team (DART) deployment, with scaleable additional support; and One Non-Combatant Evacuation Operation, with scaleable additional support. Well-supported, diverse, resilient people and families Recruitment, graining and retention To ensure the effective recruitment, training and retention of the future work force, the Defence team will: Reduce significantly the time to enroll in the Canadian Armed Forces by reforming all aspects of military recruiting. Implement a recruitment campaign to promote the unique full- and part-time career opportunities offered by the Canadian Armed Forces, as well as to support key recruitment priorities, including hiring more women, increasing diversity, addressing priority occupations and the requirements of the Reserve Force. Restore the Collège militaire royal in St-Jean as a full degree-granting institution to help prepare the next generation of Canadian Armed Forces leaders. Increase the capacity of the Canadian Armed Forces Leadership and Recruit School, and its supporting organizations, to accommodate the increased number of recruits associated with a larger force size. Develop and implement a comprehensive Canadian Armed Forces Retention Strategy to keep our talented people in uniform with a welcoming and healthy work environment. Undertake a comprehensive review of conditions of service and career paths to allow much more personalized career choices and flexibility. Modernize the Canadian Armed Forces Honours and Awards system to ensure military members' service to Canada is recognized in a more timely and appropriate manner. Implement the first-ever, integrated strategy for human resources to balance the optimal assignment of tasks between the military, defence civilians and the private sector. Provide tax relief for all Canadian Armed Forces members deployed on all named international operations, up to the maximum rate of pay applied to a Lieutenant-Colonel. This would not impact hardship and risk pay or operational allowances regulated by the Military Foreign Service Instructions (MFSI) which will continue. This initiative is retroactive to January 2017. Leveraging Canada's diversity To fully leverage Canada's diversity, the Defence team will: Promote diversity and inclusion as a core institutional value across the Defence team. Appoint a Diversity Champion who will oversee the implementation of all aspects of the Diversity Strategy and Action plan including instituting mandatory diversity training across all phases of professional development. Integrate Gender-Based Analysis – Plus (GBA+) in all defence activities across the Canadian Armed Forces and the Department of National Defence, from the design and implementation of programs and services that support our personnel, to equipment procurement and operational planning. Place a new focus on recruiting and retaining under-represented populations within the Canadian Armed Forces, including but not limited to, women, Indigenous peoples, and members of visible minorities. Aspire to be a leader in gender balance in the military by increasing the representation of women by 1 percent annually over the next 10 years to reach 25 percent of the overall force. Supporting health and resilience To improve the resilience and health of its members, the Canadian Armed Forces will: Augment the Canadian Armed Forces Health System to ensure it meets the unique needs of our personnel with efficient and effective care, anywhere they serve in Canada or abroad. This includes growing the Medical Services Branch by 200 personnel. Implement a joint National Defence and Veterans' Affairs Suicide Prevention Strategy that hires additional mental health professionals and implements a joint framework focused on preventing suicide across the entire military and Veteran community. Remove barriers to care, including creating an environment free from stigma where military members are encouraged to raise health concerns of any nature and seek appropriate help when they need it. Promoting a culture of leadership, respect and honour To eliminate harmful behaviours and ensure a work environment free from harassment and discrimination, the Defence team will: Complete the full implementation of the 10 recommendations of the Deschamps Report through Operation HONOUR. Provide a full range of victim and survivor support services to Canadian Armed Forces members. Deal with harassment complaints in a clear and timely manner by simplifying formal harassment complaint procedures. Be open and transparent with Canadians and members of the Canadian Armed Forces in communicating progress on this important issue. Supporting military families To improve support and services offered for military family members, the Defence team will: Implement teams at Wings and Bases across Canada, in partnership with Military Family Resource Centres, to prevent and respond to gender-based violence. Improve access to psychological services through social workers and referrals to community programs and services. Develop a Comprehensive Military Family Plan to help stabilize family life for Canadian Armed Forces Members and their families who frequently have to relocate. This includes: providing an additional $6 million per year to modernize Military Family Support Programs, such as Military Family Resource Centres, to provide better support to families when members are deploying or during periods of absence; establishing relocation expertise to help military families find and access the services they need in a new community; and working with federal, provincial and private sector partners to improve the coordination of services across provinces to ease the burden of moving. Reinventing transition To better meet the needs of all retiring personnel, including the ill and injured, the Defence team will: Establish a personnel Administration Branch of experts in military human resources and personnel administration to focus and improve military human resource services to all Canadian Armed Forces members. Allocate some of the growth in the Medical Services Branch to support transition care. Create a new Canadian Armed Forces Transition Group that provides support to all members to seamlessly transition to post-military life. This Group, commanded by a General Officer and staffed from experts in human resources and personnel administration, will be approximately 1,200 personnel strong and include specialized staff and holding positions for ill and injured who are preparing to return to duty or transition out of the Canadian Armed Forces. The Group will provide a fully engaged, personalized, guided support to transition all Canadian Armed Forces members, with special care and attention being provided to those who are ill or injured, including those with psychological or critical stress injuries. Ensure that all benefits will be in place before a member transitions to post-military life. Long-Term Investments to Enhance the Canadian Armed Forces' Capabilities and Capacity Investments in the Royal Canadian Navy Long-term investments to enhance the Canadian Armed Forces' capabilities and capacity Investments in the Royal Canadian Navy Recapitalize the surface fleet through the investments in 15 Canadian Surface Combatants and two Joint Support Ships. Acquire five to six Arctic Offshore Patrol Ships. Operate and modernize the four Victoria-class submarines. Acquire new or enhanced naval intelligence, surveillance, and reconnaissance systems, upgraded armament, and additional systems for current and future platforms allowing for more effective offensive and defensive naval capabilities. Upgrade lightweight torpedoes carried by surface ships, maritime helicopters and maritime patrol aircraft. Investments in the Canadian Army Acquire ground-based air defence systems and associated munitions capable of protecting all land-based force elements from enemy airborne weapons. Modernize weapons effects simulation to better prepare soldiers for combat operations. Replace the family of armoured combat support vehicles, which includes command vehicles, ambulances and mobile repair teams. Modernize the fleet of Improvised Explosive Device Detection and Defeat capabilities. Acquire communications, sustainment, and survivability equipment for the Army light forces, including improved light weight radios and soldier equipment. Upgrade the light armoured vehicle fleet to improve mobility and survivability. Modernize logistics vehicles, heavy engineer equipment and light utility vehicles. Improve the Army's ability to operate in remote regions by investing in modernized communications, shelters, power generation, advanced water purification systems, and equipment for austere environments. Modernize land-based command and control, intelligence, surveillance and reconnaissance systems. Acquire all-terrain vehicles, snowmobiles and larger tracked semi-amphibious utility vehicles optimized for use in the Arctic environment. Investments in the Royal Canadian Air Force Replace the CF-18 fleet with 88 advanced fighter aircraft to improve Canadian Armed Forces air control and air attack capability. Acquire space capabilities meant to improve situational awareness and targeting, including: replacement of the current RADARSAT system to improve the identification and tracking of threats and improve situational awareness of routine traffic in and through Canadian territory; sensors capable of identifying and tracking debris in space that threatens Canadian and allied space-based systems (surveillance of space); and, space-based systems that will enhance and improve tactical narrow- and wide-band communications globally, including throughout Canada's Arctic region. Acquire new Tactical Integrated Command, Control, and Communications, radio cryptography, and other necessary communications systems. Recapitalize next generation strategic air-to-air tanker-transport capability (CC-150 Polaris replacement). Replace utility transport aircraft (CC-138 Twin Otter replacement). Acquire next generation multi-mission aircraft (CP-140 Aurora maritime patrol aircraft replacement). Invest in medium altitude remotely piloted systems. Modernize short-range air-to-air missiles (fighter aircraft armament). Upgrade air navigation, management, and control systems. Acquire aircrew training systems. Recapitalize or life-extend existing capabilities in advance of the arrival of next generation platforms. Sustain domestic search and rescue capability, to include life extension of existing systems, acquisition of new platforms, and greater integration with internal and external partners. Operationalize the newly acquired Fixed-Wing Search and Rescue aircraft fleet. Investments in Special Operations Forces Acquire airborne ISR platforms. Recapitalize existing commercial pattern, SUV-type armoured vehicles. Modernize and enhance Special Operations Forces Command, Control and Communications information systems, and computer defence networks. Enhance next generation Special Operations Forces integrated soldier system equipment, land mobility, and maritime mobility platforms and fighting vehicle platforms. Increase Special Operations Forces by 605 personnel. Investments in Joint Capabilities Acquire joint command and control systems and equipment, specifically for integrated information technology and communications. Acquire joint signals intelligence capabilities that improve the military's ability to collect and exploit electronic signals intelligence on expeditionary operations. Improve the capabilities of the Joint Deployable Headquarters and Signals Regiment, including the portable structures that house the headquarters when deployed and the equipment employed by that headquarters for command, control and communications. Improve cryptographic capabilities, information operations capabilities, and cyber capabilities to include: cyber security and situational awareness projects, cyber threat identification and response, and the development of military-specific information operations and offensive cyber operations capabilities able to target, exploit, influence and attack in support of military operations. Improve Chemical, Biological, Radiological, Nuclear, and Explosive detection and response capabilities. Anticipate Prioritizing joint intelligence, surveillance, and reconnaissance To enhance its Joint Intelligence, Surveillance and Reconnaissance capabilities, the Defence team will: Invest in Joint Intelligence, Surveillance and Reconnaissance platforms, including next generation surveillance aircraft, remotely piloted systems, and space-based surveillance assets (see pages 38-40). Integrate existing and future assets into a networked, joint system-of-systems that will enable the flow of information among multiple, interconnected platforms and operational headquarters. Prioritize Arctic Joint Intelligence, Surveillance and Reconnaissance as a defence research and development priority to produce innovative solutions to surveillance challenges in the North. Enhancing defence intelligence In order to address the demand for defence intelligence internally, across the Government of Canada, and among our allies, the Defence team will: Establish up to 120 new military intelligence positions, some of which will be filled by Reservists, and add up to 180 new civilian intelligence personnel. Build CFINTCOM's capacity to provide more advanced intelligence support to operations, including through an enhanced ability to forecast flashpoints and emerging threats, and better support next generation platforms, and understand rapid developments in space, cyber and other emerging domains. Establish a Canadian Armed Forces targeting capability to better leverage intelligence capabilities to support military operations. Bolstering academic outreach To enhance its relationship with and derive greater benefit from Canada's rich academic and analytic community, the Defence team will: Increase investment in academic outreach to $4.5 million per year in a revamped and expanded defence engagement program, including: Collaborative networks of experts; A new scholarship program for Masters and Post-Doctoral fellows; and Expansion of the existing expert briefing series and engagement grant program. Adapt A new vision for the Reserve Force To enhance the role and capabilities of the Reserve Force, the Canadian Armed Forces will: Increase the size of the Primary Reserve Force to 30,000 (an increase of 1,500) and dramatically reduce the initial recruitment process from a number of months to a matter of weeks. Assign Reserve Force units and formations new roles that provide full-time capability to the Canadian Armed Forces through part-time service, including: Light Urban Search and Rescue; Chemical, Biological, Radiological and Nuclear Defence; Combat capabilities such as direct fire, mortar and pioneer platoons; Cyber Operators; Intelligence Operators; Naval Security Teams; and Linguists. Enhance existing roles assigned to Reserve Force units and formations, including: Information Operations (including Influence Activities); Combat Support and Combat Service Support; and Air Operations Support Technicians. Employ the Reserve Force to deliver select expeditionary missions in a primary role such as Canadian Armed Forces capacity building. Create an agile service model that supports transition between full- and part-time service and provides the flexibility to cater to differing Reserve career paths. Align Primary Reserve Force remuneration and benefits with those of the Regular Force where the demands of service are similar. Revise annuitant employment regulations to attract and retain more former Regular Force personnel to the Reserves. Offer full-time summer employment to Reservists in their first four years with the Reserves commencing in 2018. Work with partners in the federal government to align Federal Acts governing job professionalization legislation. Subsequently, we will work with provinces and territories to harmonize job protection for Reservists at that level. Space capabilities To adapt to evolving challenges and opportunities in the space domain, the Defence team will: Defend and protect military space capabilities, including by working closely with allies and partners to ensure a coordinated approach to assuring continuous access to the space domain and space assets. Work with partners to promote Canada's national interests on space issues, promote the peaceful use of space and provide leadership in shaping international norms for responsible behavior in space. Invest in and employ a range of space capabilities, including space situational awareness, space-based earth observation and maritime domain awareness, and satellite communications that achieve global coverage, including in the Arctic. (For more detail on Defence investments in space capabilities, please see pages 38-39). Conduct cutting-edge research and development on new space technologies in close collaboration with allies, industry and academia to enhance the resilience of space capabilities and support the Canadian Armed Forces' space capability requirements and missions. Cyber capabilities To better leverage cyber capabilities in support of military operations, the Defence team will: Protect critical military networks and equipment from cyber attack by establishing a new Cyber Mission Assurance Program that will incorporate cyber security requirements into the procurement process. Develop active cyber capabilities and employ them against potential adversaries in support of government-authorized military missions. Grow and enhance the cyber force by creating a new Canadian Armed Forces Cyber Operator occupation to attract Canada's best and brightest talent and significantly increasing the number of military personnel dedicated to cyber functions. Use Reservists with specialized skill-sets to fill elements of the Canadian Armed Forces cyber force. Remotely piloted systems To better leverage the unique benefits associated with remotely piloted systems, the Defence team will: Invest in a range of remotely piloted systems, including an armed aerial system capable of conducting surveillance and precision strikes (For more details on planned investments in remotely piloted systems, please see pages 38-39). Conduct research and development of remotely piloted land, sea and aerial capabilities, in close collaboration with industry and academia. Promote the development of international norms for the appropriate responsible and lawful use of remotely piloted systems, in support of Global Affairs Canada. Improving defence procurement To streamline defence procurement, better meet the needs of the military, and deliver projects in a more timely manner, the Defence team will: Reduce project development and approval time in the Department of National Defence by at least 50 percent for low-risk and low-complexity projects through improved internal coordination, increased delegation, and strengthened approval processes. Work with partners to increase the Department of National Defence's contracting authorities for goods up to $5 million by 2018, allowing over 80 percent of defence procurement contracts to be managed by Defence. Use procurement to incentivize Canadian research and development in important and emerging technological areas. Increase the transparency and timeliness of communication with defence industry associations, including instituting meetings between the Department of National Defence and Canadian industry through the Defence Industry Advisory Group and other fora. Grow and professionalize the defence procurement workforce in order to strengthen the capacity to manage the acquisition and support of today's complex military capabilities. This includes the addition of new procurement specialists and enhanced training and professional accreditation for defence procurement personnel. Provide Canadians with regular updates on major project and programs to increase transparency, communicate challenges and measure performance. Ensure that Canadian environmental standards are adhered to in all procurement projects. Greening defence To ensure it supports the low-carbon government targets outlined in the Federal Sustainable Development Strategy, the Defence team will: Reduce greenhouse gas emissions by 40 percent from the 2005 levels by 2030, including through the following measures: Investing $225 million by 2020 in a wide range of infrastructure projects across Canada to reduce our carbon footprint. Transitioning 20 percent of non-military vehicle fleets to hybrid and electric by 2020. Requiring new construction and major recapitalization projects to meet industry-recognized standards for high performing buildings such as the Silver Leadership in Energy and Environmental Design (LEED) standard or equivalent. Expanding the use of Energy Performance Contracts to implement energy efficiencies on bases and wings across Canada. Installing electric charging stations at new or retrofitted buildings for personnel to use with defence fleets and/or personal vehicles. Examine alternative energy options and their potential use for operations. Repairing and rebuilding defence infrastructure To modernize the management of the real property portfolio to better serve defence and free up personnel to perform military tasks, the Defence team will: Dispose of underutilized or obsolete buildings. This will improve the efficiency of the infrastructure portfolio, while at the same time help us accelerate the reduction of greenhouse gas emissions. Improve infrastructure on bases and wings, including housing for Canadian Armed Forces personnel. In doing so, we will explore ways to partner with the private sector and will consult with public sector unions. Innovation for Defence Excellence and Security (IDEaS) To transform defence innovation in Canada, the Defence team will: Invest $1.6 billion over the next 20 years to implement the new Innovation for Defence Excellence and Security (IDEaS) program, including : Creating clusters of defence innovators (academics, industry and other partners) to conduct leading-edge research and development in areas critical to future defence needs. Holding competitions that invite innovators to present viable solutions to specific defence and security challenges. Implementing flexible new procurement mechanisms that allow Defence to develop and test ideas and the ability to follow through on the most promising ones with procurement. Enhancing Arctic capability To enhance the Canadian Armed Forces' ability to operate in the Arctic and adapt to a changed security environment, the Defence team will: Enhance the mobility, reach and footprint of the Canadian Armed Forces in Canada's North to support operations, exercises, and the Canadian Armed Forces' ability to project force into the region. Align the Canadian Air Defence Identification Zone (CADIZ) with our sovereign airspace. Enhance and expand the training and effectiveness of the Canadian Rangers to improve their functional capabilities within the Canadian Armed Forces. Collaborate with the United States on the development of new technologies to improve Arctic surveillance and control, including the renewal of the North Warning System. Conduct joint exercises with Arctic allies and partners and support the strengthening of situational awareness and information sharing in the Arctic, including with NATO. Global defence engagement To ensure the continued security of North America, Defence will: Modernize NORAD to meet existing challenges and evolving threats to North America, taking into account the full range of threats. https://www.canada.ca/en/department-national-defence/corporate/reports-publications/canada-defence-policy/annex-d.html

Par Vauban* | 13/07/2020, 8:00 | 3730 mots L'industrie d'armement française, telle qu'elle est actuellement, est en péril : aussi bien dans son organisation nationale, que dans la volonté politique de lancer des coopérations européennes tous azimuts (programmes, alliances industrielles) en passant par les nombreuses entraves dans le domaine des exportations. (*) Par Vauban, un groupe d'une vingtaine de spécialistes des questions de défense. L'industrie d'armement n'échappe pas aux confusions conceptuelles dont les deux premières tribunes se sont déjà faites l'écho : cette dernière tribune souhaite rétablir des faits minorés ou ignorés, souvent de mauvaise foi, sur la place fondamentale de l'industrie d'armement pour la France. Il s'agit moins de rappeler son poids industriel et technologique comme le retour sur investissement qu'il crée dans l'économie, que de lui redonner sa vraie place politique en France, en Europe et dans le monde. En France, l'édification d'arsenaux et de manufactures sous l'Ancien Régime visait déjà à doter l'armée française de ses propres armes afin, d'une part d'éviter la dépendance étrangère et, de l'autre, de disposer des équipements spécifiques dont elle avait besoin : fusil du modèle 1777, pistolet de celui de 1763/66, frégate de 74, systèmes d'artillerie Gribeauval et Vallée. Le besoin actuel demeure identique et est même exacerbé par une armée expéditionnaire, conséquence des choix diplomatiques. Cet axiome de bon sens est cependant souvent perdu de vue : on ne fait bien la guerre qu'avec des équipements qu'on a soit même spécifiés. Le Rafale avec ses équipements et armements est là pour le démontrer. Cette vérité, souvent oubliée dans la folie des coopérations européennes (on y reviendra) ou la frénésie des achats américains, est cruciale, surtout en des temps où les chevaux de Troie modernes peuvent paralyser un système de défense. Indépendance militaire ? Cette vérité est aussi fondatrice : elle a engendré un modèle d'armée indépendant, polyvalent et performant qui est le choix encore assumé de la France ; pour le b'tir, un triptyque bien connu, aux équilibres délicats, a été mis en place depuis 1961 : des armées, qui connaissent leurs besoins, une DGA (direction générale de l'armement), qui traduit ce besoin et l'exprime à une industrie nationale, qui y répond, organisée en champions nationaux : systémiers de la dissuasion (Naval Group et Dassault Aviation) du terrestre (Nexter), des systèmes de missiles (MBDA). Schéma de bon sens, mais qui n'est actuellement suivi, hors club des grandes puissances, que par les nations qui veulent leur indépendance militaire : Israël, la Corée du Sud et la Turquie principalement, les autres nations se contentant d'acheter sur étagères - même avec une part de production locale sous licence - ce que d'autres pays ont conçu. Ce système est actuellement triplement en péril. Structurellement d'abord, parce que la DGA, loin d'être renforcée dans son rôle de conduite des programmes et d'expert technologique - voire de programmes civils tant les ministères civils sont dans l'impéritie totale -, est actuellement croquée pas à pas : on lui a retiré le secrétariat des CIEEMG, puis l'innovation et désormais la stratégie : or, sans ce corps technique compétent d'État, l'armement national a vécu. L'avenir le démontrera. Capitalistiquement ensuite, car l'on voit bien les incohérences d'un État qui multiplie les interférences et les conflits d'intérêt dans la vie de l'industrie d''armement alors qu'aux Etats-Unis, il gouverne par la loi et les commandes publiques et non le capital, ce qui est beaucoup plus efficace. Instituer une concurrence entre Thales, missilier résiduel et MBDA, missilier érigé en champion national sur le domaine sol-air est aussi néfaste que de ne pas trancher enfin le nœud gordien de la participation de Thales dans Naval group, où l'actionnaire est en même temps (toujours ce "en même temps" !) équipementier de son systémier et son concurrent par le truchement de sa filiale néerlandaise...L'État entretient ainsi les rivalités du village gaulois. Conjoncturellement enfin, car la crise actuelle nécessite un plan de relance spécifique à la défense. Puisque la crise est jugée plus sévère que celle de 2008 (qui n'était que financière et non globale), comment expliquer que le plan de relance actuel (833 millions d'euros) est très inférieur à celui de 2009 (2,4 milliards d'euros) ? Plan essentiellement "Airbus", l'ébauche annoncée n'est pas dimensionné aux enjeux : l'amortisseur d'activités que constituent les commandes de défense doit pourtant jouer à plein afin que les sociétés duales touchés par la crise du civil compensent un tant soit peu par la défense les parts de marché perdues, et que les sociétés purement défense trouvent aussi dans la commande d'Etat une activité que l'export atone leur a fait perdre. C'est l'idée du plan de 2009 ; c'est aussi celui du ministère allemand de la défense, qu'on ne peut décemment pas prendre pourtant comme un exemple dans la planification de défense... Il faut donc un plan de relance ambitieux dont les idées-forces politiques sont : l'avancée des hausses budgétaires prévues entre 2023 et 2025 dès la rentrée de septembre et jusqu'en 2022 au moins ; la traduction rapide dans les sociétés : la recapitalisation peu coûteuse des moyens de l'Outre-mer, qui s'offre comme un domaine privilégié et nécessaire compte tenu des menaces qui pèse sur notre souveraineté ultra-marine : allongement de la série de patrouilleurs Outre-mer (6 patrouilleurs ne coûtent que 223,9 millions d'euros) avec production sous licence dans les chantiers nationaux (CMN, Piriou, etc), Falcon Albatros, etc... ; le réarmement en munitions complexes dont les stocks sont notoirement insuffisants. Une coopération européenne élargie ou un cadre bilatéral clair ? L'Europe, ensuite. Pas à pas, l'industrie nationale est entrée dans le "système Goulard", c'est-à-dire une dépendance mutuelle qui aboutit "à privilégier des consortiums dans lesquels les Français ne sont pas toujours leaders" (déclaration de l'éphémère ministre de la défense le 8 juin 2017). Cette doctrine fédéraliste acte la fin du leadership français en Europe sur la seule industrie, qui ne soit pas encore démantelée par l'impéritie de l'État. La feuille de route du 13 juillet 2017 comme l'alliance navale italienne en sont les fruits : à des acteurs mineurs européens dans la Défense sur les plans technologiques et industriels, on donne les clés de secteurs entiers sans qu'une quelconque convergence de doctrine diplomatique et opérationnelle n'ait été réalisée avec les pays en question et sans que la méthode de conduite des programmes n'ait été enfin gommée des défauts structurels de tout programme européen et, sans enfin et surtout, que la parité exigée par nos partenaires soit méritée autrement que par l'habilité des négociateurs politiques. La taille des ensembles industriels sert de mantra aux promoteurs de ce grand bradage ; le problème est que nulle part ailleurs en Europe, on trouve trace de ce raisonnement : Damen, Saab, BAE Systems, Lürssen, GNY-K, Rheinmetall, etc... jouent leurs propres cartes ou la carte de la consolidation nationale ou des partenariats par programme, jamais celle de la fusion européenne. La taille, en outre, ne résout pas les problèmes essentiels de toute industrie : l'innovation technologique, l'agilité du mode de production, la gamme de produits, la compétitivité et l'exportation soutenue par l'Etat. Le nombre d'acteurs, aussi agité comme obligation majeure des consolidations européennes, est un faux argument : les industriels européens croient en la commande publique et en l'exportation et non à un raisonnement malthusien qui voudrait que moins d'acteurs amènent moins de concurrence et donc la survie de la production ; ce raisonnement qui est congénitalement contraire aux lois du marché, même ceux spéciales de la Défense. Tout l'avenir des sociétés réside uniquement dans le soutien de l'Etat par la R&D, la commande publique et le soutien à l'exportation : la Turquie et la Corée du sud en donnent une éclatante démonstration. La faille de ce raisonnement est enfin d'éluder que la coopération européenne n'a jamais fait la démonstration de son utilité et de sa performance. Ce n'est pas l'idée de coopération qui est remise en cause ici, mais la méthode de coopération : pas de contrat de réduction des risques, pas de maître d'œuvre expérimenté, pas de sélection des équipementiers par le systémier, mais un juste retour destructeur qui conduit à des sous-performances, des retards et des surcoûts. Ce qui valait hier pour l'A400M, vaut aujourd'hui pour le futur avion de patrouille maritime... Même Airbus, pourtant promoteur et exemple hier de cette consolidation, vitupère aujourd'hui contre la décision du gouvernement espagnol de sélectionner Indra sistemas, simple équipementier de second rang, comme maître de file des industriels espagnols du SCAF aux dépens d'Airbus, qui, même espagnol, est trop franco-allemand au goût de Madrid... La même politique appliquée au spatial conduit à des dispersions de compétences et des gaspillages industriels et financiers : OHB qui ne savait rien faire, est d'ores et déjà devenu un concurrent d'Airbus et de Thales, parce que Berlin a choisi de le protéger bec et ongles. Il n'y a au fond qu'en France que l'altruisme sert de boussole à la politique industrielle : partout ailleurs, c'est bel et bien le nationalisme industriel qui est lui à l'œuvre : la Suède veut développer seule son avion de combat futur (2020) après avoir fait de même sur les sous-marins (2014) ; l'Italie réfléchit à une alternative nationale ou bilatérale au MGCS, etc ; s'agissant de défense nationale, il n'y a là rien de surprenant ; s'agissant d'industrie, rien de choquant à voir un gouvernement préférer son industrie à celle des autres, mais il est surprenant que les beaux esprits parisiens ne le sachent pas ou feignent, pour le besoin de leurs discours, de l'ignorer. La consolidation européenne est jugée nécessaire enfin face à la concurrence extra-européenne ; là aussi, le raisonnement ignore ou feint d'ignorer que cette concurrence russe, chinoise, turque, sud-coréenne, sud-africaine ou israélienne use d'autres armes que celle de la taille industrielle ou du prix. Cette concurrence organisée bénéficie d'abord du plein soutien de son État en ordre de bataille : déplacements, renseignements et financements sont coordonnés par une volonté ferme de l'Etat. Elle utilise ensuite des armes que la France refuse d'utiliser : désinformation (voir la campagne en Australie contre le contrat français de sous-marin, qui vaut celles, très violentes, contre le Rafale en Inde où le parti du Congrès a été instrumentalisé par un avionneur concurrent) et corruption (qui ose croire que certains contrats récents de concurrents européens aient pu se faire sans cette douceur-là ?). Elle casse enfin les prix car les contrats domestiques sont rentables et réguliers. Face à cette concurrence-là, quelles armes la naïve consolidation européenne lui opposera-t-elle ? Celle du prix ? Aucun programme européen n'est déjà compétitif pour les armées nationales clientes... Aucun des trois arguments des promoteurs du démantèlement de l'industrie nationale au profit d'ensembles européens fédérés et intégrés ne saurait amener les gouvernements à privilégier une quelconque "préférence européenne" à leur souveraineté de choix. La préférence européenne ne se décrète pas : elle se mérite. Or, on l'a vu, les ratés de la coopération européenne n'ont jamais servi de leçon à leurs initiateurs. Pourtant, des expériences négatives du passé, au moins trois s'en dégagent : une convergence des besoins et des spécifications (ce qui sous-entend que les Etats partagent la même vision de la politique de défense), un cadre bilatéral - opérationnel et industriel - favorisant la coopération du maître d'œuvre et de son éco-système, (évitant ainsi la dispersion et les digressions de tiers imposant leurs vues ou leurs industriels) et un financement pluriannuel, lui aussi bilatéral. Aux grands programmes, toujours décevants, les nations sages préfèrent un cadre bilatéral clair, de la conception à la commercialisation. C'est le cas des programmes de missiles franco-britanniques, des programmes navals germano-norvégiens, belgo-néerlandais ; c'est le tort des programmes bilatéraux que de vouloir s'élargir à tout prix au plus vite : SCAF avec l'Espagne, MGCS avec les nations Leopard. C'est enfin le défaut majeur de tous ces projets européens que de ne jamais prévoir un financement garanti donc pluriannuel. Est-il admissible pour la France que le futur de son aviation d'armes soit dans les mains d'une poignée de députés de la commission du budget du Bundestag ? La défense de la France ne se fait pas plus au Bundestag que la politique de la France à la corbeille de la bourse. Exportation, l'un des grands défis pour la souveraineté française close volume_off L'exportation, enfin. Troisième pilier de l'industrie, après la R&D et la commande publique, elle doit être replacée dans son contexte politique puisque l'acte d'exporter depuis 1939 est un acte souverain. Sur le plan doctrinal, l'exportation est l'incarnation de la liberté souveraine que la France entend exercer en commerçant ou non avec tel ou tel pays. Elle envoie ainsi un message politique clair tant au pays à qui elle vend qu'à celui auquel elle ne vend pas ; ce faisant, elle contribue à organiser le marché par divers instruments - traités d'interdiction de tel ou tel système, traité de non-prolifération, embargo - ou bloquer toute régulation contraire à ses intérêts (ou de s'en affranchir). A cet égard, la liberté de commerce de la France dans le domaine des ventes d'armes ne saurait être entravée par l'imposition de règles étrangères : l'imposition des règles américaines - que l'Administration sait contourner et faire contourner à ses industriels, comme la règlementation anti-corruption, les normes technologiques, les embargos - est ainsi un des grands défis posés à la souveraineté de la France, l'une des rares nations occidentales à être le vrai concurrent des Etats-Unis : la rivalité sans merci dans le domaine des avions d'armes et des missiles en est l'illustration complète. Œuvre de pharisiens préoccupés d'affirmer leur vertu tout en cherchant surtout à écraser leurs concurrents, cette normalisation du marché des armes appelle au contraire à un regain de souveraineté. Cette liberté est également à défendre bec et ongles dans le domaine des coopérations que la France entend mener. Il lui faut donc négocier ces coopérations avec des partenaires qui respectent sa souveraineté, en lui laissant une totale liberté d'emploi pour ses propres opérations, et en se laissant la liberté d'exporter les matériels co-développés. En ce sens, la coopération européenne n'est pas la prolongation d'un modèle national d'indépendance mais bel et bien - et c'est là le but recherché par ses auteurs allemands et bruxellois - une dépendance mutuelle qui est à rebours de la conception nationale défendue ici. Cette liberté se niche aussi dans la conception morale du commerce des armes : du moment que les décisions nationales sont prises selon ses règles d'éthique, qui sont celles d'ailleurs que chacun proclame de son côté, il n'y a pas lieu de laisser contester ces décisions au motif qu'elles contreviendraient à l'interprétation publique de circonstance de ces mêmes règles par ses concurrents. Sur le plan opérationnel, cette liberté d'exporter permet ensuite de graduer l'intensité des relations que la France décide d'entretenir avec tel ou tel pays. La géopolitique française - c'est-à-dire sa capacité à profiter de sa géographie, de son Histoire et de ses atouts pour assurer son influence - s'exprime par le type de matériel qu'elle est prête à vendre à un tel pays. La vente d'avions d'armes, de sous-marins conventionnels, de satellites d'observation, de systèmes de radars ou de missiles ou de services sensibles (R&D) inscrit en effet la relation bilatérale dans une longue durée : elle détermine ainsi un ancrage qui vaut au moins pour la durée de vie d'un système (en moyenne 30 ans pour un avion d'armes ; 35 ans pour un sous-marin ; 15 ans pour un système de missile). Cet ancrage durable permet le partage : de doctrine, de formation, de renseignements, d'équipements pour des exercices ou des opérations. La France a ainsi équipé presque intégralement jusqu'à une époque récente des pays-clés pour sa diplomatie comme les Emirats Arabes Unis (EAU) et le Qatar ; elle a été, ou est encore selon, la double source en Arabie Saoudite (pour la défense sol-air, la Marine, la Garde Nationale), à Oman (pour la Garde Royale), en Inde, aux EAU, au Qatar, en Egypte, au Brésil, en Malaisie, etc. La coopération navale avec la Grèce pave la voie à des contrats d'acquisition ou de modernisation face au danger turc. Elle continue à faire partie des rares pays appelés pour des appels d'offres sur des systèmes majeurs (sous-marins en Pologne, Pays-Bas, Indonésie ; avions d'armes et défense sol-air en Suisse, etc), preuve qu'elle pèse encore de manière significative tant sur les plans diplomatique qu'industriel. Sur le plan industriel, l'exportation d'armement est une valeur ajoutée, qui démultiplie la souveraineté. D'abord en France où les flux financiers tirés de l'exportation permettent non seulement à l'Etat de consolider sa planification de défense, d'en retirer des revenus (formation), mais aussi aux industriels de conforter des investissements sur fonds propres pour développer des versions utiles ultérieurement aux armées françaises. Les conséquences sur l'emploi qualifié et non délocalisable sont connues (entre 40 et 50.000 emplois vivant directement de l'exportation, soit 25% environ des emplois du secteur). Elle projette ensuite sur le pays partenaire un modèle français de souveraineté où l'indépendance nationale du pays acheteur est non seulement respectée mais consolidée par un pays vendeur - la France - qui n'émet pas de restrictions d'utilisation dans la mesure où la relation est cadrée par un accord d'Etat à Etat fondé sur le respect de la souveraineté. Le pays n'est plus un client, mais un partenaire qui entre dans la sphère d'influence française lié par un contrat intergouvernemental produisant et permettant des échanges féconds de renseignements et d'expériences. La vente d'avions d'armes en Inde comme celle de sous-marins au Brésil, à l'Inde et à la Malaisie l'illustre. De cette vente d'armes découle bien souvent une relation politique, qui débouche sur de nouvelles opportunités souvent éloignées du secteur de la défense : en ce sens, la fiabilité de la France comme fournisseur de systèmes d'armes trace la voie à d'autres ventes et dans d'autres secteurs stratégiques (énergie, nucléaire, etc). Ce modèle souverain dans la conception, la production et l'exportation d'armement a fait ses preuves. La Turquie et la Corée du Sud et dans une moindre mesure l'Indonésie et l'Inde, suivent en cela l'exemple français : fort taux de R&D, développement de champions nationaux en monopole, structuration de l'offre, promotion organisée sur les marchés de l'armement et accompagnement diplomatique complet des offres de d'armement. L'exportation n'échappe cependant pas à l'ordre naturel des choses : tout bouge et se transforme sans cesse. La position de la France est ainsi forte mais s'érode. Il y a les explications diplomatiques : un alignement des positions nationales sur les positions de ses concurrents (américains), un moralisme aussi inutile que destructeur, absence de déplacements (qui égale les voyages de Jean-Yves Le Drian ?) pour faire du client un partenaire ; il y a les raisons financières : myopie de Bercy, peur des encours trop nombreux sur des pays fragiles (Brésil, Égypte), frilosité des banques sur des pays (Arabie, Indonésie) ou des domaines (drones armés) sensibles ; il y a enfin - et actuellement surtout -, des explications juridiques sous couvert d'une morale douteuse : alors que la France, à la différence de nombreux pays occidentaux, a un système rigoureux de contrôle des exportations, elle se voit accusée de vendre n'importe quoi à n'importe qui et, surtout, de le faire au moyen de la corruption. Le grand combat perdu de l'industrie d'armement (et de l'industrie tout court) aura été celui de la lutte contre la corruption. Face à Transparency International, elle a perdu en effet le combat principal en 2000 avec l'imposition de la convention OCDE qui bannit les "frais commerciaux extérieurs", les criminalise rétroactivement et la pénalise alors que les principaux corrupteurs avaient déjà trouvé la parade (Etats-Unis avec le FCPA de 1977) ou refusaient de signer un texte aussi suicidaire (Afrique du Sud, Israël, Chine, Russie, etc). Depuis 2000, l'industrie subit de plein fouet les effets pervers de procédures stériles, qui sont la ruine de son commerce et la fortune des avocats et consultants spécialisés. Elle subit les procédures inquisitoriales sur ses contacts, consultants, contrats. Elle subit le détournement de ses échanges électroniques vers des serveurs situés à l'étranger. A force d'être pure, elle est épurée ; à force d'être morale, elle perd le moral ; à force de laver plus blanc que ses concurrents, elle sort lessivée. Et ce n'est pas tout : jugée coupable au tribunal de la morale à géométrie variable d'ONG manipulées ou naïves, elle est régulièrement traînée dans la boue dans les media et désormais devant les tribunaux avec l'État. Si l'on doit à la ministre une belle défense des exportations nationales d'armement, on sent que le ver est partout dans le système et détruit des réseaux commerciaux entiers et donc des ventes futures. Alors que l'État parle d'abord de redistribuer une richesse inexistante, l'industrie d'armement démontre qu'il faut d'abord savoir la créer. Donc exporter. Montesquieu ne disait pas autre chose dans l'Esprit des Lois que "Le commerce est la chose du monde la plus utile à l'État". L'armement ne fait pas exception : il faut oser le dire. https://www.latribune.fr/opinions/les-veritables-menaces-qui-pesent-sur-l-industrie-d-armement-francaise-3-3-852610.html

Aero Montreal said it fully supports the arguments presented by the Canadian aerospace industry to the federal government and shares its concerns about the lack of support for the sector in Finance Minister Bill Morneau's recent economic update. This new snapshot makes no reference whatsoever to measures that would allow the industry to emerge from the crisis. That is why Aero Montreal is reiterating the importance of implementing a Canada-wide aerospace strategy, with specific measures dedicated to our sector, as soon as possible. By putting the aerospace industry at the heart of economic policies for more than 80 years, both in Quebec and in Canada, governments have succeeded in making aerospace an industry that contributes more than $25 billion to the country's GDP. Amidst the COVID-19 crisis, when other jurisdictions around the world are redoubling their efforts to support their aerospace industry, Quebec is supporting its “champion.” But the Canadian government is still waiting and Canada continues to fall behind on international markets. Aero Montreal is sounding the alarm on behalf of the Québec aerospace industry, which represents 49 per cent of the Canadian aerospace sector's workforce and 57 per cent of its sales. In Canada, research and development is at the heart of the aerospace industry, with an investment of $1.4 billion per year, more than 70 per cent of which is carried out in Quebec. In times of economic recovery, innovation is critical. For example, France is banking on an innovative recovery with a carbon-neutral aircraft. The United States has repeatedly demonstrated its support for the defence sector, allowing for the development of leading edge technologies that can be transferred to commercial aircraft. Canada must, without further delay, continue to invest in this strategic sector to position itself in this race for innovation. In order to succeed, our industry must be able to retain its highly-skilled workforce and prevent the ecosystem from being eroded. “The unprecedented mobilization of all players in the aerospace industry illustrates the intensity of the crisis we are experiencing. Through a collective approach, we are advocating the urgent need for a specific strategy dedicated to our sector that will accelerate the recovery, while emphasizing that this cannot be achieved without the help of the federal government,” said Suzanne M. Benoît, president of Aero Montreal. https://www.skiesmag.com/press-releases/aero-montreal-supports-appeal-to-the-federal-government/

By: Aaron Mehta WASHINGTON — As the last portions of the altered Defender 2020 exercise kick into gear, the U.S. Army is beginning to plan its 2021 edition, a top general said Thursday. Speaking at a Defense News virtual panel on trans-Atlantic alliances Brig. Gen. Sean Bernabe, deputy commander of U.S. Army Europe, expressed confidence that Defender 2021 will be able to happen despite the ongoing coronavirus pandemic. “We've been continuing to look forward now that we've gained some confidence that we can train large-scale, collective [military exercises] in this environment,” Bernabe said. “We've been looking further and further forward. As we speak, we're planning exercise Defender Europe 2021, to take place in the late spring, early summer of 2021, focused in the Black Sea and Balkans.” Planning “is underway, again informed by our experiences between March and June. Having validated that we can do it, we're confident that we'll figure it out in partnership with our allies,” he added. “I feel confident that we will [be able to] maintain readiness and interoperability across Europe, despite COVID, regardless of how long it may be a part of our operating environment.” Bernabe predicted the 2021 exercise will likely be smaller than 2020′s planned version, which should be no surprise. Defender 2020 was billed as the third-largest military exercise in Europe since the end of the Cold War, a major test of the United States' ability to move stateside forces to locations across Europe, including Poland, the Baltics, some Nordic nations and Germany. A total of 20,000 soldiers were expected to participate. However, the COVID-19 outbreak forced the Army to hit pause on the exercise in March just as it was starting. Several smaller, related drills were canceled outright, and U.S. forces were sent back home. A smaller associated exercise picked up again in June. Bernabe's comments came just hours before the Army announced that a combined arms battalion would deploy to Europe between July 14 and Aug. 22 as part of the “final phase” of the modified Defender 2020 exercise. The deployment will involve 550 soldiers from the 2nd Battalion, 12th Cavalry Regiment, 1st Armored Brigade Combat Team, 1st Cavalry Division out of Fort Hood, Texas, with the 1st Cavalry Division Headquarters in Poznan, Poland, serving as mission command. Approximately 55 Abrams tanks and Bradley Infantry Fighting Vehicles will take part. The tanks will be equipped with the Trophy active protection system so the Army can “assess and experience the dynamics of moving and installing the system in a field environment.” At the end of June, the European Union put citizens of the United States on a list of countries barred from traveling to EU member states due to the continued spread of COVID-19. However, military movements are exempt from that rule, and Bernabe believes the Army has a good plan in place for the intake of forces into Europe. “To be good neighbors, we are using some very, I'd say, aggressive approaches to make sure that we are screening and testing for COVID as personnel arrive,” he said. “Make sure that we're putting in the mandatory 14 days' [quarantine], making sure that we continue screening, we wear masks, we practice physical distancing to make sure that we're not bringing infection into Europe while we focus on maintaining the military readiness. “So thankfully we've worked with our host nations to continue to flow personnel into and out of Europe.” https://www.defensenews.com/news/your-army/2020/07/10/as-defender-2020-winds-down-army-planning-for-2021-underway/

MISSILE DEFENSE AGENCY The Boeing Co., Huntsville, Alabama, was awarded a $150,000,000 undefinitized contract modification (P00057) to previously awarded HQ0147-12-C-0004/-19-C0004 on the Ground-based Midcourse Defense development and sustainment contract (DSC). The scope of work under the current DSC includes development, fielding, test, systems engineering, integration and configuration management, equipment manufacturing and refurbishment, training and operations and sustainment for the Ground-based Midcourse Defense weapon system and associated support facilities. Under this undefinitized modification, the Missile Defense Agency executes the procurement of four additional Configuration 2 Ground Based Interceptor boost vehicles to maintain the fleet and flight test programs. The value of this contract, including options, is increased from $11,337,396,890 to $11,487,396,890. The work will be performed in Chandler, Arizona, and the period of performance is from July 10, 2020, to July 30, 2023. This acquisition was executed on a sole-source basis. Fiscal 2020 procurement funds in the amount of in the amount of $72,000,000 have been obligated at the time of award. The Missile Defense Agency, Huntsville, Alabama, is the contracting activity. NAVY ASMD LLC, Honolulu, Hawaii, is awarded a $100,000,000 maximum amount, indefinite-delivery/indefinite-quantity, architect-engineer contract for design and engineering services for various projects funded by the government of Japan (GOJ) direct cash contributions (or otherwise referred to as the Mamizu funds) and U.S. funds for the development of infrastructure and facilities covered by the Defense Policy Review Initiative under the cognizance of Naval Facilities Engineering Command (NAVFAC) Pacific. 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, Hawaii and Guam, and may include work in the Commonwealth of the Northern Marianas Islands. The work to be performed provides for design and engineering services for the execution and delivery of plans and specifications, including design-build request for proposal contract documents and design-bid-build contract documents; technical surveys and reports including engineering investigation, site investigation, topographical survey, geotechnical investigation and munitions of explosive concern investigation; functional analysis concept development/design charrettes; construction cost estimates; and post construction award services. Work is expected to be completed by July 2025. Contract funds in the amount of $20,000 are obligated on this award and will not expire at the end of the current fiscal year. Contract funds are GOJ direct cash contributions. Future task orders will be primarily funded by GOJ direct cash contributions. This contract was competitively procured via the Navy Electronic Commerce Online website with two proposals received. The Naval Facilities Engineering Command Pacific, Joint Base Pearl Harbor-Hickam, Hawaii, is the contracting activity (N62742-20-D-0001). Lockheed Martin Corp., Lockheed Martin Aeronautics Co., Fort Worth, Texas, is awarded an $87,498,287 cost-plus-fixed-fee, indefinite-delivery/indefinite-quantity contract. This contract provides non-recurring engineering for the development and maturation of the Autonomic Logistics Information System (ALIS) in support of data migration and transition to the newly developed F-35 Operational Integrated Data Network (ODIN). ALIS and ODIN provide maintenance capabilities to support worldwide F-35 operations. Additionally, this contract provides software and hardware engineering in support of F-35 ODIN development, delivery and associated data management activities for the Navy, Marine Corps, Air Force and non-Department of Defense participants. Work will be performed in Orlando, Florida (75%); and Fort Worth, Texas (25%), and is expected to be completed by June 2022. No funds will be obligated at the time of award. Funds will be obligated on individual orders as they are issued. This contract was not competitively procured pursuant to 10 U.S. Code 2304(c)(1). The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity (N00019-20-D-0007). Northrop Grumman Systems Corp., McLean, Virginia, is awarded a $70,337,682 firm-fixed-price, cost-plus-fixed-fee, indefinite-delivery/indefinite-quantity contract. This contract provides for the development and delivery of the PC-based Open-architecture for Reconfigurable Training Systems (PORTS). Work will be performed in Middletown, Rhode Island (60%); Orlando, Florida (13%); San Diego, California (7%); Newport, Rhode Island (5%); Point Loma, California (5%); Norfolk, Virginia (1%); Dam Neck, Virginia (1%); Virginia Beach, Virginia (1%); Mayport, Florida (1%); Everett, Washington (1%); Point Mugu, California (1%); Pearl Harbor, Hawaii (1%); Fort Worth, Texas (1%); Fallon, Nevada (1%); and Yokosuka, Japan (1%). Additionally, this contract provides PORTS life cycle support to include training system modifications, trainer hardware purchases, configuration, installation and disposal, distance simulation software deficiency analysis, engineering distance simulation software, on-site simulation software troubleshooting, Training Equipment Change Request (TECR) corrections, TECR installation and test, spare parts and simulation software product delivery for PORTS-related trainers around the world. Work is expected to be completed by July 2025. No funds will be obligated at the time of award. Funds will be obligated on individual orders as they are issued. This contract was not competitively procured pursuant to 10 U.S. Code 2304(c)(1). The Naval Air Warfare Center Training Systems Division, Orlando, Florida, is the contracting activity (N61340-20-D-0016). Raytheon Co., Tucson, Arizona, is awarded a $17,229,374 cost-plus-fixed-fee, firm-fixed-price order (N00019-20-F-0493) against previously issued basic ordering agreement N00019-15-G-0003. This order provides non-recurring engineering in support of upgrading the existing Tactical Tomahawk Guidance Test Set (TTGTS) product baseline to eliminate obsolescence and production issues. Additionally, this order provides for the development, test and delivery of six new TTGTSs. Work will be performed in Tucson, Arizona (77%); Clearwater, Florida (4%); Glenrothes Fife, United Kingdom (3%); Midland, Ontario (3%); Huntsville, Alabama (2%); Scottsdale, Arizona (2%); North Salt Lake, Utah (1%); various locations within the continental U.S. (7.5%); and various location outside the continental U.S. (0.5%). Work is expected to be completed by December 2022. Fiscal 2020 weapons procurement (Navy) funds in the amount of $17,229,374 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. Raytheon Integrated Defense Systems, Tewksbury, Massachusetts, was awarded a $9,686,463 cost-plus-fixed fee and firm-fixed-price order under basic ordering agreement N00024-18-G-5501 for engineering design and component replacement parts to support the Dual Band Radar systems. Work will be performed in Andover, Massachusetts (25%); Marlborough, Massachusetts (25%); Tewksbury, Massachusetts (25%); and Portsmouth, Rhode Island (25%), and is expected to be completed by November 2022. Fiscal 2018 other procurement (Navy); fiscal 2019 other procurement (Navy); fiscal 2020 other procurement (Navy); and fiscal 2020 operations and maintenance (Navy) funding in the amount of $9,686,463 will be obligated at time of award and funding in the amount of $2,975,360 will expire at the end of the current fiscal year. This order was procured under the statutory authority of 10 U.S. Code 2304(c)(1); one responsible source and no other supplies or services will satisfy agency requirements. The Naval Sea Systems Command, Washington, D.C., is the contracting activity (N00024-20-F-5505). (Awarded July 8, 2020) Lockheed Martin, Rotary and Mission Systems, Moorestown, New Jersey, is awarded a $7,344,470 cost-plus-incentive-fee modification to previously awarded contract N00024-16-C-5102 to exercise an option for AEGIS Platform Systems Engineering Agent efforts for the integration and delivery of AEGIS Baseline 9 capabilities. Work will be performed in Moorestown, New Jersey. The contract provides for the completion of the development and fielding of the AEGIS Baseline 9 AEGIS Weapon System and integrated AEGIS Combat System on the remaining AEGIS Technical Insertion (TI) 12 configured destroyers as well as TI 12 and TI 08 configured cruisers. Work is expected to be completed by July 2021. Fiscal 2013 shipbuilding and conversion (Navy); fiscal 2020 operations and maintenance (Navy); fiscal 2020 other procurement (Navy); and fiscal 2020 research, development, test and evaluation funding in the amount of $7,344,470 will be obligated at time of award and funding in the amount of $1,380,964 will expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington, D.C., is the contracting activity. AIR FORCE TAC Industries, Springfield, Ohio, has been awarded a $69,422,312 requirements contract for the production of cargo nets for the support equipment and vehicles division at Robins Air Force Base, Georgia. The base contract year has a value of $13,469,074; Option One has a value of $13,565,182; Option Two has a value of $13,842,626; Option Three has a value of $14,127,218; and Option Four has a value of $14,418,212. The contract provides for the production of 40,600 low profile side nets and 17,000 top nets under the basic period, and best estimated quantities of 40,600 low profile side nets and 17,000 top nets during each option period thereafter. Work will be performed in Springfield, Ohio, and is expected to be completed by July 10, 2025. This award is the result of a sole-source acquisition. Fiscal 2020 other procurement funds in the amount of $13,469,074 are be obligated at the time of first delivery order award. Air Force Life Cycle Management Center, Robins Air Force Base, Georgia, is the contracting activity (FA8534-20-D-0005). Johns Hopkins University Applied Physics Laboratory LLC, Laurel, Maryland, has been awarded a $29,702,388 cost-plus-fixed-fee modification (P00013) to contract FA9453-18-D-0018, task order FA9453-18-F-0007, to provide technical and programmatic support of Tactical Space and Small Satellite Portfolio's core competencies and mission lifecycle. This includes support of the mission phases from concept through design, implementation, operations and transition of space assets. Work will be performed in Laurel, Maryland, and is expected to be completed Sept. 29, 2023. This modification brings the total cumulative face value of the contract to $53,550,559. Fiscal 2020 research, development, test and evaluation funds in the amount of $1,329,250 are being obligated at time of award. Air Force Research Laboratory, Kirtland Air Force Base, New Mexico, is the contracting activity. Howell Instruments Inc., Fort Worth, Texas, has been awarded an $8,034,280 firm-fixed-price, requirements-type contract, for the production of environmental control test sets. Work will be performed in Fort Worth, Texas, and is expected to be completed July 9, 2025. This award is the result of a sole-source acquisition. No funds are being obligated at the time of award. The Air Force Support Equipment Directorate, Robins Air Force Base, Georgia, is the contracting activity (FA8533-20-D-0006). ARMY Phylway Construction LLC,* Thibodaux, Louisiana, was awarded a $51,702,210 firm-fixed-price contract for construction of hurricane protection features in Plaquemines Parrish, Louisiana. Bids were solicited via the internet with six received. Work will be performed in New Orleans, Louisiana, with an estimated completion date of Aug. 31, 2026. Fiscal 2020 civil construction funds in the amount of $51,702,210 were obligated at the time of the award. U.S. Army Corps of Engineers, Vicksburg, Mississippi, is the contracting activity (W912P8-20-C-0032). Pine Bluff Sand and Gravel Co., Pine Bluff, Arizona, was awarded a $48,002,240 firm-fixed-price contract for flood control on the Mississippi River and tributaries. Bids were solicited via the internet with two received. Work locations and funding will be determined with each order, with an estimated completion date of July 10, 2022. U.S. Army Corps of Engineers, New Orleans, Louisiana, is the contracting activity (W912P8-20-D-0011). Speegle Construction Inc.,* Niceville, Florida, was awarded a $10,373,085 firm-fixed-price contract to construct two new facilities at Eglin Air Force Base. Bids were solicited via the internet with 10 received. Work will be performed at Eglin Air Force Base, Florida, with an estimated completion date of Aug. 30, 2022. Fiscal 2020 research, development, test and evaluation (Air Force) funds in the amount of $10,373,085 were obligated at the time of the award. U.S. Army Corps of Engineers, Mobile, Alabama, is the contracting activity (W91278-20-C-0020). Mike Hooks LLC, Westlake, Louisiana, was awarded a $10,207,400 firm-fixed-price contract for pipeline dredging of the Matagorda Ship Channel. Bids were solicited via the internet with three received. Work will be performed in Bay City, Texas, with an estimated completion date of Jan. 31, 2021. Fiscal 2019 and 2020 civil construction funds in the amount of $10,207,400 were obligated at the time of the award. U.S. Army Corps of Engineers, Galveston, Texas, is the contracting activity (W912HY-20-C-0023). USA Environmental Management,* Philadelphia, Pennsylvania, was awarded a $9,473,200 firm-fixed-price contract for hot cargo hydrant system replacement at Joint Base McGuire-Dix-Lakehurst. Bids were solicited via the internet with five received. Work will be performed at Joint Base McGuire-Dix-Lakehurst, New Jersey, with an estimated completion date of Jan. 30, 2022. Fiscal 2020 military construction, defense-wide funds in the amount of $9,473,200 were obligated at the time of the award. U.S. Army Corps of Engineers, New York, New York, is the contracting activity (W912DS-20-C-0017). Ashford Leebcor Enterprises III,* Williamsburg, Virginia, was awarded an $8,134,009 firm-fixed-price contract to renovate Building 11 at the Defense Logistics Agency. Bids were solicited via the internet with 11 received. Work will be performed in Richmond, Virginia, with an estimated completion date of Sept. 22, 2021. Fiscal 2016 facilities sustainment, restoration and modernization funds in the amount of $8,134,009 were obligated at the time of the award. U.S. Army Corps of Engineers, Norfolk, Virginia, is the contracting activity (W91236-20-C-2021). CORRECTION: The contract announced on July 8, 2020, to BFBC LLC, Bozeman, Montana (W912PL-20-C-0002), for a $138,335,455 modification (P00005) to modify 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, was actually awarded on July 9, 2020. DEFENSE LOGISTICS AGENCY American Water Operations and Maintenance LLC, Camden, New Jersey, has been awarded a $26,919,360 modification (P00163) to a 50-year contract (SP0600-08-C-8257), with no option periods for the ownership, operation and maintenance of water and wastewater utility systems at Fort Polk, Louisiana. This is a fixed‐price with prospective-price redetermination contract. Locations of performance are Louisiana and New Jersey, with a Jan. 31, 2059, performance completion date. Using military service is Army. Type of appropriation is fiscal 2020 through 2059 (Army) operations and maintenance funds. The contracting activity is the Defense Logistics Agency Energy, Fort Belvoir, Virginia. DEFENSE ADVANCED RESEARCH PROJECTS AGENCY Northrop Grumman Systems Corp., Baltimore, Maryland, has been awarded a $19,660,934 cost-plus-fixed fee contract for the base period of a research project for hypersonic boost glide systems. Work will be performed in Baltimore, Maryland, with an estimated completion date of March 2023. Fiscal 2019 research and development funds in the amount of $549,419; and fiscal 2020 research and development funds in the amount of $17,449,429 are being obligated at time of award. This contract is a sole-source award. The Defense Advanced Research Projects Agency, Arlington, Virginia, is the contracting activity (HR0011-20-C0-0054). *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2270757/source/GovDelivery/