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

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

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

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

By: Jeffrey A. Stacey After the successful 2011 Libya operation, it appeared the U.S. and European allies were on the cusp of a new era of working together on international crises, only to stall out thanks to economic austerity and populist elections. Now that the refugee crisis in Europe is subsiding and allied troops and equipment have deployed to Poland and the Baltics, the window of opportunity has once again opened for deepening relations between the European Union and NATO. By setting up an EU-NATO informal track, regularizing operational transitions and embarking on expanded coordination in out-of-area operations — all of which are more crucial, given a potential Brexit and the 2020 U.S. election — these two crucial, overlapping alliances can step into a new era. There are two logical diplomatic tracks to be pursued: a formal track centered on implementation of EU and NATO ministerials/summits, as well as an informal track centered on working through difficult issues and preparing them for decision-makers. Senior officials from both organizations have commented recently that the informal track would be particularly useful for the kind of deep-dive, “peer around the corner” strategizing that busy officials are rarely afforded an opportunity to engage in. The EU is a global leader in what it calls “crisis management,” and what NATO refers to as “stabilization and reconstruction.” Joint planning ahead of such operations, aligning civil/military planning in advance, will allow for improved outcomes in theater. In general, NATO would gain a new capability to act in the immediate aftermath of its military operations when a crisis occurs, and the EU would gain the opportunity to spearhead joint Western crisis management as a matter of course. Taking a cue from the so-called changing of berets in the 2004 NATO mission in Bosnia — when European soldiers involved in the terminating NATO mission simply changed their uniforms out for EU uniforms and remained in place to take part in the EU follow-on mission — there is a strong likelihood that a similar arrangement can be made for deployed civilians. The EU and NATO have ample reasons to agree to regularize operational leadership transitions in moving from the military phase of a conflict to the post-conflict stabilization phase. Here's how it could work: The EU would be designated to spearhead the stabilization phase, having jointly planned this phase of the operation with NATO civilian planners at Supreme Headquarters Allied Powers Europe. NATO would commit to always selecting a European as the head of the NATO temporary civilian operation, and would call up a modest number of civilian experts from the nations, who would deploy to theater and engage in a delimited number of core stabilization tasks with the plan for a larger EU-led civilian deployment to absorb the NATO operation. NATO civilian operators would focus on a discrete set of core stabilization tasks awaiting the follow-on EU mission to become more comprehensive. Once a decision to deploy a civilian mission occurs in Brussels, the NATO stabilization mission would devolve to the EU. Most of the civilian experts will already be from EU countries, with the mission head also European. The rest of the NATO civilians can be seconded to the civilian operation mission via framework agreements such as the extant one between the U.S. and the EU that already has seconded Americans to EU missions in Africa. This operational compromise would prevent either alliance from playing second fiddle, ushering in a new era of co-planning and cooperating for both. Why can't both sides “just do it,” i.e., simply enact a leadership transition in theater whenever the need arises? Pragmatism can work in the moment, but it doesn't set precedents, as proven by the fact this is not already happening; past “impromptu” experiences of working together on the ground have not led to any pattern or even expectation of repeat or improved cooperating since. This proposal is firmly in the EU's interests, as it will put it fully in the driver's seat of crisis management and bring the EU the recognition it deserves for its existing capabilities and substantial operational experience. This proposal is also firmly in NATO's interests, for the alliance that almost split over its ongoing Afghanistan operation has no interest in further prolonged field deployments. There is also an additional strategic opportunity for both, as closer EU-NATO cooperation would be an important means for keeping the U.K. connected with its EU partners in the security and defense field following Brexit. But with crises around the world proliferating, in more pressing terms these two critical overlapping alliances among Western allies need to jointly become more operationally ready. Despite the political challenges in numerous Western countries, an agreement to overcome the EU-NATO operational impasse is on the cards. Prior to the negative impact of U.S. President Donald Trump's arrival, NATO-EU relations had been at their pinnacle. With an EU-NATO informal track and a means for overcoming the operational hurdle in hand, substantial progress can still be made prior to the next U.S. administration. https://www.defensenews.com/opinion/commentary/2019/12/03/how-to-take-eu-nato-relations-from-words-to-action/

By: Sen. Jim Inhofe Since World War II, the American people have believed our military has had the best of everything, but the technological superiority that kept us 20 years ahead of our competitors has rapidly diminished. In some cases, we're already behind. By 2030, unless we pursue “urgent change at significant scale,” as former Defense Secretary Gen. James Mattis put it, it's likely the U.S. will face an enemy with superior weapons, superior equipment and superior capabilities. Nowhere is this better illustrated than in our strategic competition with China. China used to just steal our technology. Now, through heavy investment, they are improving it. The result? China is outpacing the U.S. in key areas like hypersonic weapons, artificial intelligence and biotechnologies — not to mention conventional capabilities. China isn't the only one. Technological development is accelerating across the globe, expanding to more actors and changing the very nature of war. We can't afford to let our advantage erode further. It is up to the Department of Defense and Congress to make sure that the defense-industrial base becomes, as the National Defense Strategy demands, an “unmatched 21st century National Security Innovation Base.” If we want to “sustain security and solvency,” we need to consider wholesale change to industry culture and its interface with the Department of Defense, shed outdated management processes, and reimagine a resilient supply chain that mitigates 21st century risks. This begins with software, which is foundational to military capability. The DoD and its traditional hardware-dominant industry partners have been behind on software in almost every way — talent, tools, development and delivery processes. Software innovation has failed in countless DoD programs, including the Ford-class carrier, the F-35′s Autonomic Logistics Information System and the GPS next-generation operational control system. Instead of taking the Pentagon for granted as an endless source of cash flow, partners must refocus their attention on delivering secure capability that actually works. Next, the Department of Defense needs to continue to expand capacity — prioritizing speed of delivery and adapting its systems to maximize value and output. For too long we have been slow to expand our stockpiles of fifth-generation weapons required to fight peer adversaries. The second production line for JASSM-ER cruise missiles is a good start toward building the capacity needed to retain advantages that will make any enemy think twice before attacking. We must do the same for other fifth-generation weapons, including air-to-air missiles. Shipbuilding, including aircraft carriers, surface ships, submarines and our logistics fleet, is another area where our capacity is severely limited. The Chinese People's Liberation Army Navy, which recently surpassed ours in size, is on track to reach 400 ships in 2025 and is nearly self-sufficient for all components. Size of the fleet isn't a sole consideration. We've focused on ensuring the capability of our fleet remains unmatched and bolstering suppliers of critical components, but we must also improve the construction performance of lead ships in new classes to maintain and build upon our capability advantage. The last thing we want is a fair fight. Innovation is best done at the subsystem level through a rigorous engineering-based process centered on building knowledge through full-scale prototypes, which can then inform ship design. We are eager to work with the Navy to identify and fund more of these prototypes, which will serve as the building blocks of the future fleet. We also must accelerate innovation. Recent defense authorization legislation encourages the DoD to streamline acquisition, take a business-minded approach to contracting, and tap into nontraditional suppliers and public-private partnerships. This must continue. Dilapidated testing infrastructure is holding us back from catching up to our enemies. Just look at hypersonic weapons: Beijing is parading around dozens of its newest weapons, and we have yet to build one. The DoD has looked to Silicon Valley, but we are competing with Chinese influence there as well, and the Pentagon has often proven an impossible customer due to its antiquated bureaucracy. Any technological improvements will be meaningless if vulnerable to being infiltrated or stolen. Recent legislation continues support for the DoD as it assesses and mitigates risks to its supply chains posed by adversaries. Both the government and contractors need to cooperate on and use modern verification tools to identify trusted suppliers and manufacturers, as well as fix vulnerabilities. To make these tools useful, the DoD must first establish a working digital model of its suppliers. Lastly, while we must continue to invest in the domestic, organic industrial base, it's important to remember that we can't take on China and Russia alone — which is why the National Defense Strategy emphasizes our network of allies and partners. We must remove unnecessary barriers to industrial cooperation that degrade our collective competitive edge. We do not have to make a false choice between investing domestically and in our allies — we can do both. Under our National Technology and Industrial Base partnership with Canada, Australia and the United Kingdom, we can develop a more diverse, resilient industrial base, secure our supply chains, and become a “five eyes for defense procurement.” It's in our best interest to ensure our allies can leverage our technological advantages and we can leverage theirs. Without a strong national security innovation base, the Pentagon cannot implement the National Defense Strategy. Congress' job is to put the appropriate, tailored policy in place and provide sufficient, predictable resources to help the industrial base meet these challenges. Together, we can harness the power of American innovation to ensure that we are able to win the wars of the future. Sen. Jim Inhofe, R-Okla., is the chairman of the Senate Armed Services Committee. https://www.defensenews.com/outlook/2019/12/02/sasc-chairman-we-must-build-the-national-security-innovation-base-our-defense-strategy-requires/

By: Florence Parly Robot vs. human: This is the new battle in vogue. Ask Col. Gene Lee, a former fighter pilot and U.S. Air Force pilot trainer, defeated in 2016 by artificial intelligence in an air combat simulation. This specific AI program, even deprived of certain controls, is able to react 250 times faster than a human being. It is one story among many others of how AI technologies play and will play a leading role in operational superiority over the next decades. I personally choose not to oppose the human to the robot. There is no discussion of replacing human intelligence by artificial intelligence, but it will be essential in increasing our capabilities manyfold. AI is not a goal, per se; it must contribute to better-informed and faster decision-making for the benefit of our soldiers. AI means unprecedented intelligence capabilities. Crossing thousands of satellite images with data provided by the dark web in order to extract interesting links: This is what big-data analysis will make possible. AI also means better protection for our troops. To evacuate wounded personnel from the battlefield, to clear an itinerary or a mined terrain — as many perilous tasks that we will soon be able to delegate to robots. Lastly, AI means a stronger cyber defense. Cyber soldiers will be capable of countering at very high speed the increasingly stealthy, numerous and automated attacks that are threatening our systems and our economies. We have everything to win in embracing the opportunities offered by artificial intelligence. This is why the French Ministry of Armed Forces has decided to invest massively in this area. However, we are not naïve, and we do not ignore the risks associated with the development of emerging technologies such as AI. Hence, we chose to develop defense artificial intelligence according to three major principles: abiding by international law, maintaining sufficient human control and ensuring the permanent responsibility of the chain of command. To ensure daily compliance with these principles over the long term and to feed our ethical thought, as new uses of AI appear every day, I decided to create a ministerial ethics committee focused on defense issues. This committee will take office at the very end of this year and will come as an aid to decision-making and anticipation. Its main role will be to address questions raised by emerging technologies and their potential use in the defense field. At the heart of these questions stands an issue that is of interest but also of concern, both within the AI community and within civil society. It comes down to the lethal autonomous weapon systems that some call “killer robots” — weapon systems that would be able to operate without any form of human supervision, that would be able to alter the framework of the mission they are allocated or even assign new missions to themselves. It is important to know that such systems do not exist yet in today's theaters of operation. However, debating about them is legitimate. In fact, France did introduce this issue in 2013 to the United Nations in the framework of the Convention on Certain Conventional Weapons. We do wish these discussions to continue in this multilateral framework, the only one that can eventually bring about a regulation of military autonomous systems, as it is the only one that is altogether universal, credible and efficient. We cannot rule out the risk of such weapons being developed one day by irresponsible states, or falling into the hands of nonstate actors. The need to federate with all other nations in the world is even more imperative. France defends its values, respects its international commitments and remains faithful to them. Our position is unambiguous and has been expressed in the clearest terms by President Emmanuel Macron: France refuses to entrust the decision of life or death to a machine that would act fully autonomously and escape any form of human control. Such systems are fundamentally contrary to all our principles. They have no operational interest for a state whose armed forces abide by international law, and we will not deploy any. Terminator will never march down the Champs-Elysées on Bastille Day. Florence Parly is the armed forces minister in France. https://www.defensenews.com/outlook/2019/12/02/frances-armed-forces-minister-how-ai-figures-into-operational-superiority/

NAVY General Dynamics Electric Boat Corp. (GDEB), Groton, Connecticut, is awarded a $22,209,893,409 fixed-price-incentive, multi-year modification to previously-awarded contract N00024-17-C-2100 for construction of nine Virginia-class submarines, eight with Virginia Payload Module (VPM), from fiscal 2019 to fiscal 2023. The contract modification includes spare material and an option for one additional submarine with VPM. If the option is exercised, the cumulative value of this contract will increase to $24,097,439,556. The awarded amounts include previously-announced material awards (including long-lead-time material and economic ordering quantity material) totaling $3,197,633,908. This contract modification is for the construction of the fifth block of Virginia-class submarines by GDEB and major subcontractor Huntington Ingalls Industries' Newport News Shipbuilding division, inclusive of design support and all efforts necessary to test and deliver each submarine. GDEB will continue to subcontract with Huntington Ingalls Industries' Newport News Shipbuilding division. Work will be performed in Newport News, Virginia (25%); Quonset Point, Rhode Island (21%); Groton, Connecticut (20%); Sunnyvale, California (8%); Norfolk, Virginia (1%); Bethlehem, Pennsylvania (1%); and Annapolis, Maryland (1%), with other efforts performed at various places throughout the U.S. below one percent (22%), and other places outside of U.S. below one percent (1%). Work is expected to be completed by August 2029. If the option is exercised, work is expected to be completed by February 2030. Fiscal 2017 and 2019 shipbuilding and conversion, Navy (SCN) funding in the amount of $3,155,793,018 will be obligated at time of award and will not expire at the end of the current fiscal year - funding: fiscal 2019 SCN (95%); fiscal 2017 SCN (5%). The Naval Sea Systems Command, Washington, District of Columbia, is the contracting activity. Kellogg Brown and Root Services Inc., Houston, Texas, is awarded a $14,070,093 for modification of the second option under an indefinite-delivery/indefinite-quantity contract for base operations support services at Naval Support Activity (NSA) Kingdom of Bahrain. After award of this option, the total cumulative contract value will be $44,363,284. The work to be performed provides for, but is not limited to, all management, supervision, tools, materials, supplies, labor and transportation services necessary to perform security operations, galley services, unaccompanied housing, facility management, emergency service requests, urgent service, routing service, facilities investment, custodial, pest control service, integrated solid waste, grounds maintenance, utility management, wastewater, operate reverse osmosis water treatment system, chiller and transportation at NSA Kingdom of Bahrain. Work will be performed in NSA Kingdom of Bahrain. This option period is from December 2019 to November 2020. No funds will be obligated at time of award. Fiscal 2020 operation and maintenance (Navy) contract funds for $4,159,063 for non-recurring work will be obligated on individual task orders issued during the option period. Naval Facilities Engineering Command Europe Africa Central, Naples, Italy, is the contracting activity (N62470-17-D-4007). L-3 Technologies Inc., Salt Lake City, Utah, is awarded a $9,999,144 firm-fixed-price modification (P00012) to a previously-awarded firm-fixed-price, cost-plus-fixed-fee contract (N00019-18-C-1030) to procure eight Common Data Link Hawklink AN/SRQ-4 systems for the MH-60R aircraft. Work will be performed in Salt Lake City, Utah, and is expected to be completed in December 2022. Fiscal 2020 other procurement (Navy) funds in the amount of $9,999,144 will be obligated at time of award, none of which will expire at the end of the fiscal year. The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity. AIR FORCE Lockheed Martin Missile and Fire Control, Orlando, Florida, has been awarded a $988,832,126 definitization modification (PZ0010) to previously-awarded contract FA8681-18-C-0021 for Air-Launched Rapid Response Weapon critical design review, test and production readiness support. The contract modification will definitize the contract terms, specifications and price. Work will be performed at Orlando, Florida, and is expected to be completed Dec. 31, 2022. The total cumulative face value of the contract is $988,832,126. Fiscal 2020 research, development, test and evaluation funds are being obligated in the amount of $23,000,000 at the time of award. The Air Force Life Cycle Management Center, Eglin Air Force Base, Florida, is the contracting activity. GTA Containers Inc., South Bend, Indiana, has been awarded a $9,404,953 delivery order (FA8534-20-F-0003) against previously-awarded contract FA8533-16-D-0001 for collapsible fuel tank production. Work will be performed at South Bend, Indiana, and is expected to be completed by Jan. 31, 2022. The total cumulative face value of the contract is $24,507,563. Fiscal 2019 other procurement funds in the amount of $9,404,953 are being obligated at the time of award. The Air Force Life Cycle Management Center, Robins Air Force Base, Georgia, is the contracting activity. ARMY Fisher Sand and Gravel Co., Dickinson, North Dakota, was awarded a $399,962,000 firm-fixed-price contract to design-build border infrastructure along the southern perimeter of the Cabeza Prieta National Wildlife Refuge in Yuma County, Arizona. Five bids were solicited with three bids received. Work will be performed in Yuma, Arizona, with an estimated completion date of Dec. 30, 2020. Fiscal 2018 military construction, defense-wide funds in the amount of $268,072,900 were obligated at the time of the award. U.S. Army Corps of Engineers, Portland District, Portland, Oregon, is the contracting activity (W912PL-20-C-0004). InSap Services Inc.,* Marlton, New Jersey, was awarded a $41,636,459 modification (BA02 44) to contract W91QUZ-11-D-0017 to provide personnel with technical experience to sustain the Army's Logistics Modernization Program. Work will be performed at Picatinny Arsenal, New Jersey, with an estimated completion date of Dec. 31, 2020. Fiscal 2020 other procurement, Army funds in the amount of $7,961,225 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island, Illinois, is the contracting activity. DEFENSE INFORMATION SYSTEMS AGENCY Unisys Corp., Reston, Virginia, was awarded a single award indefinite-delivery/indefinite-quantity firm-fixed-price contract for Unisys Operating System 2200 capacity services. The place of performance will be at current Defense Information Systems Agency data centers. The contract ceiling is $80,457,160. The solicitation was issued as an other-than-full-and-open-competition action pursuant to the authority of 10 U.S. Code §2304(c)(1) and Federal Acquisition Regulation 6.302-1, with only one responsible source and no other supplies or services will satisfy agency requirements. Proposals were solicited via the Federal Business Opportunities website (www.fbo.gov), now known as beta.SAM.gov website (www.beta.sam.gov). Only one proposal was received. The period of performance (PoP) consists of a one-year base period and two one-year options. The PoP for the base year is Dec. 1, 2019, through Nov. 30, 2020, and the option years follow consecutively through Nov. 30, 2022. The Defense Information Technology Contracting Organization, Scott Air Force Base, Illinois, is the contracting activity (HC1084-20-D-0002). (Awarded Dec. 1, 2019) DEFENSE LOGISTICS AGENCY AvKare Inc., Pulaski, Tennessee, has been awarded a maximum $11,727,127 firm-fixed-price requirements contract for potassium chloride tablets. This was a competitive acquisition with one response received. This is a one-year base contract with four one-year option periods. Locations of performance are Tennessee and Minnesota with a Dec. 1, 2020, performance completion date. Using customers are Department of Defense, Department of Veterans Affairs, Indian Health Services and Federal Bureau of Prisons. Type of appropriation is fiscal 2020 through 2021 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE2D2-20-D-0081). UPDATE: ADS Inc.,* Virginia Beach, Virginia (SPE8EH-20-D-0001), has been added as an awardee to the multiple award contract for fire and emergency services equipment, issued against solicitation SPE8EH-16-R-0001, and announced March 21, 2019. *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2030017/source/GovDelivery/

In the face of unpredictable conflict environment, one of the key considerations of armed forces around the world is to improve their ability to rapidly identify and analyze potential threats, in order to transmit coordinates and information to whomever the appropriate response will come from. In this latest report we describe how in the modern threat environment, the average Airborne Intelligence, Surveillance, and Reconnaissance (ISR) aircraft must be able to find and detect new, evolving threats including unmanned aerial vehicles (UAVs), stealth aircraft, cruise missiles (both supersonic and hypersonic) and electronic warfare systems. As technology improves on combat air systems, Airborne ISR platforms are also needed to evolve to be able to detect and help defend or combat these systems. Airborne ISR continues to be an incredibly important capability for militaries. Effective ISR enables kinetic assets the resources they need to be successful on the battlefield. Perhaps more than this, ISR is an exceptionally capable deterrent in its own right and modern-day dissemination technology and techniques allows forces to deal with threats before they can cause harm. Currently the navies of NATO member nations do not have the required number of airborne intelligence, surveillance and reconnaissance (ISR) assets to provide the information naval fleet commanders need in today's oceanic battlefields. The Navies of NATO member states have three major sources of ISR: satellite photos, ISR drones and search operations performed by specialized, manned electronic warfare aircraft and AWACS aircraft. Most of these airborne assets, however, are land-based. This means ships far out at sea or aircraft stationed far away from friendly airfields will have less access to information from MQ-4C Triton drones or P-8 Poseidon aircraft. Meanwhile, China's threat to the US Navy's sea control abilities within the Indo-Pacific region is increasing. The PLA's Rocket Force (PLARF) has developed the ability for mass missile attacks on US ships that it can launch from standoff distance. The Russian Navy too, has developed similar capabilities to deter NATO ships from coming close to Russian coastal waters. Effective airborne ISR will allow the United States and NATO to gain insights along with tactics, techniques and procedures about the air defense systems of their adversaries. It would also provide a non-kinetic way to defeat those air defense systems and passing location data to shooters. As on this date both Russia and China can outpace NATO in a conflict's opening phases. It is hardly surprising then, that as per the latest study – “Global Airborne ISR Platforms & Payloads - Market and Technology Forecast to 2027” carried out by Amsterdam based Market Forecast, the global market for Airborne Intelligence, Surveillance, and Reconnaissance systems is projected to grow at a CAGR of 4.06% between 2019 and 2027. Airborne ISR represents the eyes and ears of modern defense forces, and major U.S. projects such as the Joint Surveillance Target Attack Radar System (JSTARS) have attracted attention from leading aerospace and defense companies all over the world. Now, the rest of the world is following suit. This market study also focusses on 20 of the most sought- after aerospace companies in the ISR industry. The report is valuable for anyone who wants to understand the dynamics of airborne ISR industry and the implementation and adoption of airborne ISR services. http://www.asdnews.com/news/defense/2019/11/28/nato-navies-need-more-airborne-isr