Australia commits to Triton in $5 billion deal

Sur le même sujet

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  15 octobre 2019 | International, Aérospatial

  Army-developed multimission launcher ‘off the table’

  By: Jen Judson WASHINGTON — The Army spent years internally developing its own multimission launcher for the Indirect Fires Protection Capability program — designed to counter threats like rockets, artillery and mortars as well as cruise missiles and unmanned aircraft systems. But that grand plan is now officially off the table. The service has purchased two Rafael-made Iron Dome systems as an interim solution to get after the cruise missile defense capability gap, but it's taken a step back to rethink its enduring IFPC program strategy. While much is up in the air, it's certain that the launcher that will ultimately be part of the IFPC program won't be the MML. “It'll be something different that we will develop,” Brig. Gen. Brian Gibson, who is in charge of the Army's air-and-missile defense modernization, told Defense News at the Association of the U.S. Army's annual conference. As of 2016, the Army had spent $119 million to build MML prototypes, which included owning the technical data rights. The cost of developing the system outside of the Army would have been about three times as much according to the service at the time. Over the course of its development, the launcher was able to defeat a cruise missile target and an unmanned aircraft system using an AIM-9X missile at White Sands Missile Range, New Mexico, and fired the Miniature Hit-to-Kill (MHTK) and Tamir missiles as well. The U.S. Army had awarded three $2.6 million contracts in the summer of 2018 for the first phase of a program to find a second interceptor — the Expanded Mission Area Missile (EMAM) — for the MML. Also already selected was the first interceptor for the launcher, the Sidewinder. Lockheed Martin's MHTK missile and two missiles from Raytheon were chosen to be qualified for the launcher: Sky Hunter, the U.S. version of the Iron Dome missile Tamir; and the Accelerated Improved Interceptor Initiative missile. The effort to qualify the MHTK has been paused, Scott Arnold, Lockheed Martin's vice president and deputy of integrated air-and-missile defense with the company's Missiles and Fire Control business, said at AUSA. The company did not have an intercept test, but was able to move the MHTK missile through some testing prior to the Army's decision to pause the program. The Army may take technologies developed as part of the MML effort and spiral them into a future launcher, “but there were a lot of things, with all the right reasons, that launcher turned out the way it did,” Gibson said. An assessment of the launcher determined it was not sufficient for an enduring capability, he added. “All the variables of when you define a new piece of hardware matter and, for air defense, it really comes down to angles you launch things at, whether it's vertical or whether it's horizontal, and the applicability of how many different interceptors potentially you can put in,” Gibson said. “Those are all lessons learned from MML and it matters on the threat set.” The one-star added that he is confident the Army is capable of developing something appropriate on the right timeline when it comes to a launcher for the enduring IFPC plan. And while the service doesn't want to buy beyond the two batteries of Iron Dome already purchased, the Army is considering the feasibility of taking its launcher and missiles for the future IFPC program. The Army has until the end of 2023 to field an initial enduring capability or, by law, will have to buy more interim Iron Dome systems. https://www.defensenews.com/digital-show-dailies/ausa/2019/10/15/army-developed-multimission-launcher-off-the-table

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  24 septembre 2018 | International, Aérospatial

  France wants to buy Airbus tankers sooner

  By: Pierre Tran PARIS — France renewed a pledge to speed up by two years delivery of 12 Airbus A330 multirole transport tanker jets for the French Air Force by 2023. “At the ministerial investment committee, the Direction Générale de l'Armement received the mission to accelerate the delivery of the A330 MRTT Phénix,” the armed forces ministry said in a Sept. 20 statement. A 12-strong fleet of the A330 MRTT by 2023 brings forward delivery of the air tankers by two years, the ministry said. A further three units will be ordered to bring the total fleet to 15 in the following years, the ministry added. No dates were given for a contract for the A330 MRTT or the value of the planned order. No date was set for a further batch of three more units. That boost for inflight refuelling was among the equipment modernization measures included in the 2019-2025 military budget law, formally signed by French president Emmanuel Macron just before an official garden party on July 13. The French Air Force has long lobbied for renewing the aerial capability, as the present aging tanker fleet is a key element in the airborne nuclear deterrent. French air operations in allied operations in the sub-Saharan Sahel region and the Middle East rely heavily on U.S. air tankers. The A330 MRTT will replace a mixed fleet of C-135FR and KC-135R tankers — some of which are close to 60 years old — and A310 and A340 strategic troop and transport aircraft. The A330 MRTT is a military conversion of the Airbus A330 airliner. https://www.defensenews.com/global/europe/2018/09/21/france-wants-to-buy-airbus-tankers-sooner

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  24 avril 2020 | International, Aérospatial

  What To Watch For As A&D Companies Plan Future With COVID-19

  Michael Bruno Companies have good quarters and bad quarters, but rarely does a whole industry sound like it just got sucker-punched. That's what the next few weeks will be like in the aerospace and defense sector, and for sure there will be headlines describing industrial carnage as the industry gasps for air and works to recover after COVID-19. The truth is the aerospace and defense (A&D) supply chain suddenly is far too large for what is needed, maybe by a quarter or a third of excess capacity. As a result, quick or methodical cutbacks in manufacturing and services are expected throughout the syndicates that make airliners, business jets and other aircraft. As public companies report their latest quarterly financial results in late April and May, they will have to address the year ahead and offer insight into their response plans. Unfortunately, business as usual prior to COVID-19 is not expected until 2022 or later, according to numerous analysts and advisors. And that is just too long to carry extra financial costs, which means all levels will feel pain. “The COVID-19 decline is a serious risk for commercial OEM plays—Boeing, Spirit AeroSystems, Allegheny Technologies, Hexcel, Howmet Aerospace, Triumph Group and Carpenter Technology,” Cowen analysts say. “Aftermarket ‘relative safe havens' Honeywell International, Heico and TransDigm Group also face stiff near-term headwinds, with more serious risks at General Electric.” If OEMs and their Tier 1 and 2 suppliers are already cutting their workforces, slashing executive salaries and suspending shareholder returns—as dozens have announced since the novel coronavirus began sweeping through the U.S. in March—then it is easy to imagine that much lower tiers with their even thinner margins could face existential reckonings. “People who didn't plan for it were unreasonably naive,” asserts Avitas consultant Adam Pilarski, a longtime expert who espoused a bearish view on commercial aviation long before the Boeing 737 MAX crisis started gumming up business models. “There is no magic potion here. You will have less production.” While Pilarski's comment may come across as harsh, it accurately describes the depth of the coming paradigm shift for commercial aviation. Yes, perhaps it was too much to have asked OEMs and suppliers to model for a 95% collapse in passenger air traffic and two-thirds of large commercial aircraft fleets getting parked—including brand-new deliveries. But practically no one seemed to imagine simultaneous cuts to new orders, standing backlogs and aftermarket revenue streams. Indeed, Pilarski was one of the few who envisioned an environment with much less than the traditional 5% annual growth in air traffic. That is now changing: Airbus has revealed narrowbody and widebody production rate cuts of about a third, and Boeing is expected to follow suit any day. According to Credit Suisse analysts, such sudden rate changes will have a materially negative impact on the supply chain because the effect is exponential. “[The supply chain] will need to cut production by much more as Airbus consumes its inventories—for instance, potentially going to rate 20 on the A320 for some months and ramping up again to 40,” the Credit Suisse analysts say. Boeing's inventory—including roughly 800 MAXs that are backed up with its customers and supplier Spirit AeroSystems and are waiting to join its own fleets—is worse. Still, it is not that simple to look at customers such as Airbus and Boeing and draw a direct line to suppliers to guess their fate. While the vast majority of publicly traded A&D companies have shelved the 2020 forecasts they offered just weeks before, almost no one has outlined new plans. For one thing, few suppliers had even received change orders as of early April, Ken Herbert of Canaccord Genuity says. Here are three factors to watch for in earnings reports to discern how the supply chains will change. First, how much U.S. government aid will companies receive? This is a significant variable, and as of mid-April, we still did not know how much even sector leader Boeing will receive (presuming it does). “Most suppliers we have spoken with are still waiting for more clarity on the exact terms available under the CARES Act,” says Herbert, who has deep ties in the A&D supply chain. Meanwhile, many public companies have been able to tap short-term financing or debt markets to boost liquidity—a testament to their prior investment grades. Second, the supply chain has experienced robust vetting and stress-testing over the past decade. Did it work? Record growth, record mergers and acquisitions, and record private equity involvement have dramatically consolidated industry (for better or worse). Yes, it meant elimination of countless companies, and some smaller survivors remain stressed by technology investments and meager working capital accounts. But top-tier companies have been working to eliminate chokepoints and shore up weak links in their supply chains for the last few years, ironically as they sought to raise rates. Finally, many companies became less susceptible one way or another, especially through revenue diversification (see chart). Take the new Raytheon Technologies, the first supplier to rival its OEM customers in annual sales. Manufacturers elbowed into the aftermarket; commercial providers and defense suppliers tapped into each other's markets; and venture capitalists and billionaire competitors entered into and prodded new technology advances that legacy industry had resisted funding, among other trends. Will this lead to resilience? Some think so. “In many ways, the supply chain is now more mature, diversified and well-positioned to handle this economic downturn versus in 2001 and 2008,” says Alex Krutz, managing director at Patriot Industrial Partners, an advisory firm focused on operations and supply chain. “A large number of suppliers over this last decade have taken significant steps to ensure their long-term success.” There are sure to be industrial casualties as A&D faces its greatest business falloff in history. We should mourn the loss of skilled workers and devoted people who are forced to exit the sector, but there are still new aircraft to build. And there will be supply chains to do it. https://aviationweek.com/aerospace/manufacturing-supply-chain/what-watch-ad-companies-plan-future-covid-19