Approvisionnement en matière de défense - Air

Sur le même sujet

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  30 juillet 2019 | Information, Aérospatial, C4ISR

  Drones R&D Portfolio and Opportunity Analysis Report 2019 - ResearchAndMarkets.com

  DUBLIN--(BUSINESS WIRE)--The "Drones: R&D Portfolio and Opportunity Analysis" report has been added to ResearchAndMarkets.com's offering. Drones are unmanned aerial vehicles that are finding application opportunities in various industries and have the potential to transform military as well as consumer applications. Drones essentially combine various sensing and communication technologies along with remote control or autonomous capabilities. Drones were initially developed for military purposes, which is still the most prominent application of this technology. However, with substantial decrease in the cost of individual components, drones are poised to impact multiple industries in various capacities. Drones for commercial applications represent a market that is entering the growth phase. Military drones have been around for some time, but commercial drones enable diverse applications to benefit because various stakeholders will experience high growth in the near term. Drone technology is an example of convergence of various technologies such as sensors, artificial intelligence, analytics and so on, that enables greater connectivity by acting as a carrier for the Internet. Key Questions Answered in the Technology and Innovation Report 1. What is the significance of drones? 2. What are the technology trends and key enabling technologies? 3. What are the factors that influence technology development and adoption? 4. Who are the key innovators driving developments? 5. What are the opportunities based on patent and funding trends? 6. What are the future prospects of the technology? 7. What sort of strategies do OEMs need to embrace to gain entry and sustain in the competitive marketplace? Key Topics Covered: 1. Executive Summary 1.1 Scope of the Technology and Innovation Research 1.2 Research Methodology 1.3 Research Methodology Explained 1.4 Summary of Key Findings 2. Drone - Technology Significance and Trends 2.1 Technology Significance and Classification of Drones 2.2 Drone Types, Benefits and Applications 2.3 Current Trends Boosting the Drone Market 2.4 Drone Technology - Industry Value Chain Analysis 3. Factors Influencing Technology and Market Potential 3.1 Market Drivers: Growing Trend Toward Fully Autonomous Drones and IoT 3.2 Demand for Fully Autonomous Drones and Big Data Analytics Expected to Increase in the Future 3.3 Market Challenges: Stringent Regulatory Environment and Lack of Business Models Restrict Wider Adoption of Drones 3.4 Stringent Regulatory Environment and High Investment Cost are Key Challenges 3.5 Market Potential and Market Attractiveness of Drones 4. Application Assessment - Key Trending Applications 4.1 Key Trending Applications of Drones 4.2 Key Applications - Military & Defense, Emergency Response & Disaster Management and Urban Planning 4.3 Key Applications - Healthcare, Agriculture, Waste Management 4.4 Key Applications - Mining, Telecommunication, and Media 4.5 Drone Application Significance and Advantages 5. Global Patent Landscape, Funding, and Regional Adoption Assessment 5.1 Drone - Global Patent Trend Analysis 5.2 Funding Trends Shows High Interest from Government for Healthcare and Homeland Security Applications 5.3 Funding Boosts Growth Opportunities in the Unmanned Aerial Vehicle Sector 5.4 Drone Adoption Assessment in North America 5.5 Drone Adoption Assessment in Europe 5.6 Drone Adoption Analysis in APAC 6. Key Innovations, Technology Developments and Megatrend Impacts 6.1 Innovations in Drone Flight Technologies 6.2 Developments in Drone Features and Applications 6.3 Advancements in Technologies Enabling Fully Autonomous Drones 6.4 Key Stakeholder Initiatives and Developments 6.5 University-based Innovations Enabling Drone Applications 6.6 Megatrends that Influence the Drone Industry 7. Growth Opportunities, Future Trends and Strategic Imperatives 7.1 Drone Technology Development Trends 7.2 Policy Regulations and Economic Factors Influencing Drone Industry - PESTLE Analysis 7.3 Growth Opportunities - Fully Automated Drone Delivery and Monitoring Systems 7.4 Strategic Imperative Analysis 7.5 Key Questions for Strategic Planning 8. Synopsis of Key Patents in the Drone Sector 8.1 Key Patents - Drone Collision Avoidance and Delivery Systems 8.2 Key Patents - Swarm Drones and Networked Drones 8.3 Key Patents - Drone Network Delivery System and Detection 8.4 Key Patents - Optical Recognition System and Printed Can Lid 9. Key Industry Contacts For more information about this report visit https://www.researchandmarkets.com/r/p8i79h https://www.businesswire.com/news/home/20190729005465/en

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  17 septembre 2020 | Information, Autre défense

  Coronavirus has kept us close to home. It’s a helpful lesson for strengthening national defense.

  Justin P. Oberman Despite being warned, with impressive precision, about the dangers of so-called black swan events, America tends to ignore or downplay them because they seem remote, or the perceived financial, societal and political costs are too great. In the aftermath of 9/11, of Hurricane Katrina and other major domestic tragedies, we too often learn that our relevant capabilities have atrophied. Now, following perhaps the most devastating such event — the COVID-19 pandemic — the defense industrial base is actively seeking billions of dollars to prop it up without necessarily committing to making step-function leaps forward in a highly complex threat environment. And while keeping the thousands of small companies that support the defense primes alive is important, the Pentagon — flush with cash and a mandate to act quickly to react to the pandemic — should use this opportunity to refine its technology acquisition approach, in part by doing more to engage nontraditional defense firms. The reasons for bringing in new ideas for defense are clear. Just last week, the Department of Defense released its annual report to Congress on China, which states that “China has already achieved parity with — or even exceeded — the United States in several military modernization areas.” Even more concerning, DoD analysts describe China's military-civil fusion development strategy as “a nationwide endeavor that seeks to ‘fuse' its economic and social development strategies with its security strategies to build an integrated national strategic system and capabilities in support of China's national rejuvenation goals.” The United States doesn't need and shouldn't pursue a “fusion” strategy; rather, we need a better approach to strengthening the defense industrial base and engaging with innovators. The United States is at risk of losing its ability to manufacture critical national security technology thanks to a combination of byzantine domestic procurement processes, offshoring and overseas competitors. To counter these and other negative trends, the DoD needs a sustainable, continuous innovation model. In Silicon Valley, everyone from the biggest players to the youngest startups view working against or around slow, tired establishment organizations as almost a prerequisite to success (Uber vs. taxis, Tesla vs. legacy automakers, Amazon vs. everybody). Despite the Pentagon's attractive budget and important missions, many innovators are repelled by restrictive requirements, lengthy sales cycles, high costs of bidding and a deck often stacked in favor of large prime contractors. The DoD must throw open its doors to innovators and free itself to make bets; if it does, it will get more world-class tools for its mission owners. The department should: Make requirements less prescriptive, easier to understand and run two ways. Develop an outreach program for innovators that uses channels they're already occupying, in language they understand, with requirements that are compelling. Encourage two-way communication that surfaces non-obvious solutions to critical defense missions. At the Transportation Security Administration, we worked with an In-Q-Tel-backed company that was founded in Las Vegas to catch casino cheats; the Pentagon should look for similar outside-the-box opportunities. Engage substantively with private sector innovation experts. The best investors and executives back successful entrepreneurs, mentor them as they refine their offerings and support world-changing scale. The DoD needs these skill sets and should set up (unpaid) innovation mentoring boards. Insert flexibility into contracting and financing. To remove barriers to entry without sacrificing quality, the DoD should: Create “off-campus” labs to mitigate procurement and security clearance delays. Build on the work of Dr. Will Roper, the assistant secretary of the Air Force for acquisition, technology and logistics. to ensure innovators don't run out of funding. In what would be a great advancement and threshold change, work with Congress to arrange for private sector investment in key technologies to bolster programs of record. Lift government price and margin controls. Cost, often controlled through the anti-innovation technique of lowest-price, technically acceptable contracts, is not the key metric, particularly in emerging, dynamic technologies. What matters are outcomes and value. Restricting profit to a bureaucrat-calculated rate of 15 percent will drive innovative and nimble companies away from the DoD. Cost does not effectively incorporate other important metrics, including risk, prior investment and return on investment. Order quantities and frequency are also critical in determining reasonable costs, as these factors underpin business cases. It's not a coincidence that the world's largest, most innovative economy belongs to the same country that has the world's largest, most lethal military and is the world's most attractive target for emerging threats. The threat environment (intensified by the pandemic) makes clear that we need to change our approach; the state of our economy means that we need to start now. https://www.defensenews.com/opinion/commentary/2020/09/16/coronavirus-has-kept-us-close-to-home-its-a-helpful-lesson-for-strengthening-national-defense/

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  10 juillet 2023 | Information, Aérospatial

  Canada's Multi-Mission Aircraft Team

  Bombardier Defense & General Dynamics Mission Systems–Canada Join Forces to Deliver a Made-in-Canada Solution To deliver the next-generation of multi-mission and anti-submarine warfare aircraft that is the right solution for the Canadian Multi-Mission Aircraft (CMMA) program, Bombardier Defense is partnering with General Dynamics Mission Systems–Canada. Leveraging their combined extensive expertise, these Canadian-based companies are joining forces as Canada’s Multi-Mission Aircraft Team. DISCOVER WHY CMMA MATTERS The solution offered is based on the Global 6500 aircraft, the right-sized jet for the CMMA with next-generation engines, long-range, high endurance, and coupled with proven reliability and superior fuel efficiency as documented in the jet’s recently published Environmental Product Declaration. The aircraft will play home to General Dynamics’ best-in-class integrated mission systems, drawing directly from experience developing and delivering the newly modernized CP140 Block IV and CH-148 Cyclone.   A truly innovative and flexible Canadian solution, that understands the reality of Canada, is the right choice for CMMA.