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  6 juillet 2018 | International, C4ISR

  NATO advances in its new operational domain: cyberspace

  By: Sorin Ducaru As NATO prepares for its annual summit, to be held July 11-12 in Brussels, media attention has been focused on whether member states will boost their defense spending and readiness across the traditional operational domains of land, air and sea. This reflects a needed focus on important, but frankly longstanding alliance priorities. What many NATO-watchers are missing, however, is NATO's full embrace of its newest operational domain: cyberspace. Just two years ago, at the Warsaw Summit, allied nations recognized cyberspace as a new “operational domain in which NATO must defend itself as effectively as it does in the air, on land and at sea.” Since the Warsaw Summit, NATO has developed an ambitious roadmap to implement the cyber operational domain approach, with profound implications along lines of effort, such as: training, capability development, organizational construct, operational planning, training, exercises and strategic communications. Work in these areas is conducted with the aim to augment the cyber resilience and achieve mission success, in a cyber environment that is increasingly contested by adversaries. This is in line with the alliance's cyber pledge to prioritize investment in cyber skills and capabilities. Furthermore, the recognition of cyberspace as an operational domain opens the way for the integration of voluntary sovereign national cyber contributions into NATO operations and missions. Keeping in line with the other operational domains, NATO itself will not acquire offensive capabilities, but will rely on the contributions of its member nations. Already, the United Kingdom has led the efforts. In a Chatham House address last year, Sir Michael Fallon, former U.K. defense secretary, announced publicly that “the United Kingdom is ready to become one of the first NATO members to publicly offer such support to NATO operations as and when required.” At the NATO defense ministers' meeting last November, allies agreed on a framework of political and legal principles to guide the integration of voluntary cyber contributions from member nations. The framework ensures that any allied engagement in cyberspace will abide by NATO's defensive mandate, political oversight and compliance with international law. This is also in line with allies' support for the development of norms and confidence building measures, for security and stability in cyberspace. This year, allies' defense ministers agreed to establish a Cyber Operations Centre as part of the new NATO command structure, the first cyber-dedicated entity within NATO's command structure. This is the first step toward integrating cyber capabilities into NATO planning and operations, but specific considerations should be kept in mind. In the physical domains of land, air and sea, operational planning refers to of the physical forces or capabilities provided. In the cyber domain, integration will focus on the effects generated by the voluntary national cyber contributions, rather than the capabilities themselves, given that most cyber tools are unique and discrete. Within NATO, there has been a growing emphasis on developing the “digital IQ” of the allied military. In Portugal, a NATO Cyber and Communication-Information Systems Academy is being set-up, while cyber resilience is now featured in coordinated training curricula in every NATO member state. Cyber has been also streamlined across all NATO exercises. The NATO Cyber Center of Excellence in Estonia organizes two annual cyber-dedicated exercises. The first, “Cyber Coalition,” is testing the alliances readiness and response procedures and policies in situations of wide-reaching, persistent cyberattacks. The second exercise, under the Locked Shields banner, tests the skills of cyber experts in red-team/blue-team war games scenarios. This year, NATO's blue team won the exercises, signaling the growing interest of member nations to strengthen NATO's new operational domain. “All crises today have a cyber dimension,” noted Secretary General Jens Stoltenberg earlier this month. Soon after in London, Stoltenberg hinted that the July NATO summit will “take decisions on integrating national cyber capabilities into NATO operations.” This reflects a game-changing approach in terms of mainstreaming cyber across strategy and tactics, training and exercises, as well as military planning in all operational domains. This is consistent with the recent U.S. Department of Defense strategy, which aims to “invest in cyber defense, resilience and the continued integration of cyber capabilities into the full spectrum of military operations.” It is no secret that, in cyberspace, we are under attack as we speak. As the threat landscape expands, so does NATO's commitment to the new cyber operational domain. Ambassador Sorin Ducaru is a senior fellow at the Hudson Institute. Between September 2013 and November 2017, he was NATO assistant secretary general and chair of NATO's Cyber Defense Committee and Cyber Defense Management Board, having a leading role in NATO's cyber policy development and implementation. He is also a special advisor of the Global Commission on the Stability of Cyberspace. https://www.fifthdomain.com/opinion/2018/07/05/nato-advances-in-its-new-operational-domain-cyberspace

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  29 avril 2020 | International, Naval

  Navy Acquisition Boosts Ship Contract Awards Under COVID-19

  “I think there are ways we can come out of this much more resilient, but you know it's hard to change bureaucracy and institutional ways of doing business [to] make sure that this disruption doesn't go to waste,” says Navy acquisition chief James Geurts. By PAUL MCLEARY WASHINGTON: Navy leaders and defense industry execs are worried about the effect the COVID-19 pandemic is having on their supply chains, potentially interrupting critical repair and refit availabilities that could have knock-on effects on deployment schedules. The Navy's acquisition chief James Geurts told reporters recently that so far, industry is “holding pretty good on near-term milestones,” but he's worried about long-term effects on ship repair and the industry's ability to keep pace. However, the pandemic seems to be having some beneficial effects. “Part of my goal for our team is not to recover necessarily to where we were,” before COVID-19, but to change some fundamentals of how the Navy's business gets done, he said. With most of the Navy acquisition force teleworking, “we're basically 32 percent ahead on contract awards,” of where they planned to be at this point in the year. “And so, that means there are processes that are working much more efficiently now than they were before, so I want to capture those,” he said. The Navy and shipbuilders are trying to do the same thing in the shipyards where “maybe different techniques will allow us to gain some efficiency while also creating some resiliency,” that will help weather any future disruptions and setbacks. The big shipbuilders like Huntington Ingalls and Bath Iron Works are staggering shifts and allowing liberal leave and teleworking without suffering much disruption so far, company officials have said. Geurts said the lessons they're learning could lead to the conclusion that, “we cannot operate the way we used to operate, which had a lot of fragility and brittleness as we're seeing right now. It's got to drive to the way we need to operate in the future, which has to have resiliency for whatever disruption that might come up. That's what we're really trying to watch closely and think two or three phases ahead, and not just get caught up in managing today's crisis.” Even before COVID-19 tore through the global economy, the Navy was looking at ways to save money on repairing ships. Last month the service backtracked on plans for a classwide service-life extension project for its Arleigh Burke-class destroyers that would have added a decade to their 35-year service lives. Not keeping the Burkes longer, and saving on their life-extension upgrades, would free up money for the Navy to buy more unmanned systems and other smaller ships to fit into plans Defense Secretary Mark Esper is making with Navy leadership for a smaller, faster, more stealthy fleet. To that end, the service has been working on changing how it awards ship maintenance contracts, and is working to “bundle” multiple ship repair contracts together to give industry a more predictable work schedule, allowing them to plan long-term. “Ultimately, getting them bundles is the key to us being successful delivering these [ships] on time,” the commander of Naval Sea Systems Vice Adm. Thomas Moore said last month at the annual McAleese and Associates Defense Programs Conference. Awarding several ship contracts at once will allow the shipbuilder to stockpile parts and arrange work schedules in a more efficient and rational manner, as opposed to the one-off, last-minute contracts the Navy has traditionally awarded for ship repair. “Industry is rational. That's what I tell everybody — you may not like every decision they make, but the decisions most always are very, very rational,” Moore said. In the end, “we've got to manage our way through delay and disruption, but really focus on steepening the recovery and reinvention phase to get into the place we need to be,” Geurts said. “I think there are ways we can come out of this much more resilient, but you know it's hard to change bureaucracy and institutional ways of doing business [to] make sure that this disruption doesn't go to waste.” https://breakingdefense.com/2020/04/navy-acquisition-boosts-ship-contract-awards-under-covid-19

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  25 juillet 2024 | International, Terrestre

  Embraer announces sale of six A-29 Super Tucano at Farnborough

  Farnborough Airshow, July 23, 2024 – Embraer announced today during the Farnborough International Airshow, the most important aerospace industry event of the year, the sale of six A-29 Super Tucano...