BAE Systems delivers new M-code GPS receivers to Germany under first non-US sale

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  11 mai 2020 | International, Naval, Terrestre

  Pandemic Delays Industry Day for Marine Corps Light Armored Vehicle Replacement

  8 May 2020 Military.com | By Matthew Cox The novel coronavirus pandemic has forced the Marine Corps to postpone the industry day it had scheduled this month for its new reconnaissance vehicle effort. But the service still plans to invite industry to submit ideas for vehicle prototypes next spring. The Corps announced plans in April 2019 to begin replacing its legacy Light Armored Vehicle with the Armored Reconnaissance Vehicle, or ARV, in the late 2020s. Since then, officials managing the Light Armored Vehicles program have been talking with the defense industry to see which firms are capable of building the new vehicle, which will feature enhanced vision technologies for increased situational awareness and advanced target tracking and weapon systems. The COVID-19 pandemic forced the postponement of the industry day, at which officials had planned to answer questions about the request for information the Corps released last year. "We still want to hold an industry day, so we can have an open discussion with industry, provide more clarification and answer any questions from our industry partners," Maryann Lawson, Marine Corp Systems Command's project lead for the ARV effort, said in a recent announcement. The event is now scheduled for the fourth quarter of this fiscal year. The Marine Corps also plans to release a draft request for prototypes for the ARV base variant before the end of this fiscal year, according to the release. The Corps wants feedback from defense firms to help shape the requirement for the final prototypes request, which is scheduled for publication in spring 2021. The Army is also working on its Next Generation Combat Vehicle, an effort to replace the Cold War-era Bradley fighting vehicle. Part of the effort will be to field an Optionally Manned Fighting Vehicle, or OMFV. In late January, Army officials announced that the service would restart the high-priority OMFV effort after receiving only one valid bid for the $45 billion program. Marine ARV program officials are coordinating with Army OMFV officials, recognizing the commonalities that exist between the two programs, the release states. In 2019, the Office of Naval Research selected two defense companies to design, build and test full-scale technology-demonstration vehicles, an ARV science and technology effort which is part of the Navy's Future Naval Capabilities program, according to a September release. General Dynamics Land Systems is building a vehicle that will incorporate advanced technologies available today for the "base vehicle" approach, the release states. The Virginia-based IT company SAIC is building an "at-the-edge" vehicle designed around technologies that currently may not be fully mature but could be incorporated into the ARV as new capabilities, when threats and missions evolve, the release adds. Both vehicles are expected to be ready for evaluation in the fourth quarter of this fiscal year, Marine Corps Systems Command officials said. Last year, the Corps conducted a capability-based assessment that focused on armored reconnaissance, according to the release, which described how the assessment pitted Light Armored Reconnaissance Battalions against a peer threat, and identified shortfalls and gaps in capability. Marine Corps Combat Development Command, Combat Development and Integration produced an initial capabilities document -- which was validated by the Joint Requirements Oversight Council in 2019. "As the core-manned, next-generation system, ARV must possess transformational capabilities to enable LAR Battalions to gain contact with and collect on peer-threat forces," Marine Corps Systems Command officials said. "It must accomplish this goal without becoming decisively engaged, while also successfully waging the counter-reconnaissance fight." As the effort evolves, the Marine Corps has begun to view the ARV as more than just a replacement for the LAV, the release states. "Over time, officials began to view the ARV as a vehicle platform equipped with a suite of advanced reconnaissance capabilities, with an open-system architecture that can sense, shoot, move, communicate and remain transportable as part of the Naval Expeditionary Force," it adds. https://www.military.com/daily-news/2020/05/08/pandemic-delays-marine-corps-plans-replace-light-armored-vehicles.html

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  9 juillet 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  DoD must modernize infrastructure to support cutting-edge technology research

  By: JihFen Lei If you're reading this over the internet, you're using technology developed by the Department of Defense science and technology enterprise. For decades, the DoD has cultivated a wide-ranging ecosystem of technical professionals, research infrastructure and partnerships that has made vast contributions to U.S. national security and economic strength. From microchips to the GPS satellites that enabled a revolution in precision warfare, the department's S&T enterprise has been central to creating the security and prosperity our nation enjoys today. Although technology dominance has long been central to the American way of war, U.S. military superiority is increasingly under threat. American adversaries are making rapid technological advancements and incorporating them into newly modernized forces. In response, the department has been working to aggressively position its S&T enterprise to meet the security needs of the 21st century. Long-term success will require concentration in three fundamental areas: First, we must invest for the future while focusing on the present. This requires investing in foundational research that will create the next generation of military superiority. Second, we must cultivate a workforce of scientists and engineers ready to solve the DoD's hardest problems. Finally, we must create and maintain world-class defense laboratories and research facilities, enabling us to work with academic and industrial partners to quickly transition technology into capabilities. Each of these elements are critical to nurturing an innovation ecosystem optimized for the department's needs. The road to the next great scientific or technological advance starts with basic science and research. Basic research is central to the DoD's long-term competitive strategy to create and maintain military superiority for the nation. The DoD has a long history of conducting and sponsoring basic research, focusing on understanding how and why things work at a fundamental scientific level. Although basic research is often performed without obvious or immediate benefit and requires long timelines to realize its impact, the importance of continued investment cannot be overlooked. Without the department's basic research investments — made years ago — in the new areas of autonomy, quantum science, artificial intelligence and machine learning, or biotechnology, the DoD would not possess the innovative and advanced capabilities it does today. Basic research enables the U.S. to create strategic surprise for its adversaries and insulates the nation from technological shocks driven by the advancements of others. Stable and healthy investment in basic research is not only good to have, it is a vital component of the nation's strategy to maintain a competitive advantage. The DoD must use all of the tools at its disposal to develop a skilled, diverse workforce of technical professionals who are knowledgeable about the DoD's missions and capable of advising DoD leaders on technology decisions. This includes the scientists and engineers who will conduct research in DoD laboratories and engineering centers, our industry partners, and the academic research community with whom the department closely collaborates. There is nothing more critical to the American military's ability to innovate than its people. For these reasons, the department relies on authorities provided by Congress to conduct flexible, direct hiring of technical professionals to work in DoD research institutions. The department looks for the best technical professionals to join its ranks as researchers, engineers and trusted advisers to the DOD's senior leaders. When the department attempts to incorporate new knowledge from academia or new technologies from industry, the DoD's S&T workforce must be capable of making smart buying decisions based on sound technical judgment and an understanding of the DoD's unique mission needs. At a time when other nations are prioritizing the recruitment of technology professionals to bolster their military strength, the department must view its S&T workforce as a strategic resource that is fundamental to long-term technological superiority. Many capabilities found at DoD labs are unique national treasures and cannot be found elsewhere. On average, these laboratories, which span 63 locations across 22 states and the District of Columbia, are over 45 years old. As part of its strategy to recruit and retain a world-class S&T workforce, the department must modernize its technical infrastructure, laboratories and engineering centers. The DoD should invest wisely to modernize these outdated facilities and their equipment to support the modern, cutting-edge research that our national defense demands. As the nation once again prepares to engage in long-term strategic competition, the DoD's S&T enterprise is the key to success. Sufficiently resourcing long-term research and technology development activities will ensure America avoids technology surprise while creating a disproportionate advantage for the war fighter. The department must make the investments necessary to educate, attract and retain the world's best talent. As the DoD's National Defense Strategy makes clear, advanced technologies will be central to America's ability to fight and win future wars. https://www.defensenews.com/opinion/commentary/2020/07/08/dod-must-modernize-infrastructure-to-support-cutting-edge-technology-research/

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  25 octobre 2018 | International, Aérospatial

  AIR2030: A la rencontre du consortium Eurofighter et du Typhoon (3/5)

  Alexis Pfefferlé Que produire en Suisse ? Mercredi 17 octobre 2018, 0800, Lausanne. Troisième journée BtoB et troisième introduction du Président du Groupe romand pour le matériel de Défense et de Sécurité (GRPM). « On ne vient pas en Suisse pour produire des choses simples et pas chères, on vient produire en Suisse des biens complexes ou pour dépasser des challenges techniques » C'est direct mais le ton est donné. Pour détendre l'atmosphère, l'introduction est ponctuée par une petite plaisanterie bienvenue car, on le sait bien à Berne, le rire, c'est bon pour la santé. D'European Fighter Aircraft à Typhoon Troisième journée BtoB et dernier avion européen en lice pour le programme AIR2030, l'Eurofighter-Typhoon. Produit d'une coopération unique en Europe et dans le monde, l'Eurofighter –Typhoon est un biréacteur de 4ème génération + né du souhait, au début des années 80, de plusieurs pays de fabriquer en coopération un avion multi-rôles européen dans un contexte de guerre froide. Partenaire au début, la France quitte rapidement le programme en 1985 pour développer son propre chasseur, le Rafale, lequel a fait l'objet de la journée BtoB du 16 octobre dont le compte rendu est disponible ici. Les « Eurofighters » ont tour à tour pris différents noms, d'abord EFA (European Fighter Aircraft) puis Eurofighter, puis Eurofighter 2000 pour enfin prendre le nom d'Eurofighter Typhoon. L'exemple de la coopération européenne et industrielle La présentation du jour se veut ambitieuse. En effet, l'Eurofighter Typhoon est aujourd'hui produit par un consortium industriel composé de quatre entreprises principales rattachées au quatre pays piliers du programme, AIRBUS pour l'Allemagne, BAE SYSTEMS pour le Royaume-Uni, LEONARDO pour l'Italie et EUROJET pour l'Espagne. Les différents pays / industries se partagent la production selon les investissements de leur pays dans le programme. Nous avons donc 33 % pour l'Allemagne, 33 % pour le Royaume-Uni, 21 % pour l'Italie et 13 % pour l'Espagne. Les quatre sociétés vont se succéder sur scène en l'espace d'une petite heure. Nous démarrons avec une introduction par le représentant d'AIRBUS. La force du programme Eurofighter c'est l'expérience industrielle et la coopération maitrisée. Les chiffres sont impressionnants : 623 avions commandés dont près de 500 actuellement en utilisation dans 5 forces aériennes européennes, 9 pays utilisateurs au total, 100'000 places de travail et plus de 400 sociétés impliquées dans 180 lieux de production différents. Toutefois, comme pour le Rafale, l'Eurofighter Typhoon est un programme mature avec peu ou pas de place pour une compensation directe dans le cadre du programme lui-même. Cependant, le consortium a fait ses devoirs avant de venir en Suisse et les exemples de coopération possibles ne vont pas manquer. Les quatre piliers On enchaine donc avec LEONARDO. Le groupe italien a décidé de mettre l'accent sur son expérience en matière d'affaires compensatoires. En chiffres, LEONARDO c'est 40 ans d'expérience dans les affaires compensatoires dans près de 30 pays, 100 projets en cours dans 12 pays différents et près de EUR 3mia à compenser dans les 15 prochaines années. Pour LEONARDO, l'EUROFIGHTER en Suisse c'est prendre part à un grand projet européen et pouvoir s'offrir un accès privilégié au marché international au travers des entreprises qui composent le consortium. C'est au tour du représentant de BAE SYSTEMS d'intervenir. Il insiste sur la taille du groupe, 3ème mondial, plus de 80'000 employés dans 40 pays et 80 pays clients. Pour son représentant, le groupe peut ouvrir à la Suisse les portes de marchés très intéressants comme les Etats-Unis ou le Golfe. BAE SYSTEMS met en avant les domaines du groupe à forte croissance et dans lesquels la Suisse pourra jouer un rôle de premier plan : Le cyber, l'électronique, surtout dans le domaine civil/commercial avec AIRBUS, et l'espace. Avec « la nouvelle philosophie suisse en matière de satellites » (petits satellites utilisés en réseaux) ils viennent chercher chez nous la technologie du futur. Touché, l'assemblée est flattée. Nous passons sans transition à l'espagnole EUROJET. Pour son représentant, la force d'EUROJET c'est sa capacité à travailler en équipe. EUROJET travaille sur l'EUROFIGHTER, l'A400 ou encore l'hélicoptère tigre, ces projets ont apporté au groupe l'expérience de la coopération internationale et de la coordination. Intégrer la Suisse ne sera pas un problème nous dit-on. S'en suit une présentation technique du moteur de l'Eurofighter. Comme mes voisins, je ne comprends pas tout mais je crois comprendre que pour son créateur, c'est un excellent moteur. Après cet interlude technico-ibérique, c'est au tour du représentant d'AIRBUS de conclure. En premier lieu quelques chiffres sur le groupe : EUR 59mia de chiffre d'affaire en 2017, 12'000 sous-traitants qui se partagent EUR 50 mia de commandes et 129'442 employés. Précis, allemand, efficace. Il précise qu'AIRBUS a 7'265 avions en commande dont 1'019 commandés en 2017. Vous cherchez un partenaire solide et pérenne ? Vous l'avez trouvé. En second lieu, comme pour BAE SYSTEMS, le représentant d'AIRBUS confirme que les secteurs qui montent et dans lesquels ils cherchent des partenaires sont le cyber, l'espace, l'urban mobility ou encore les drones. Autant de secteurs qui, très justement, aiguisent depuis quelques années l'appétit de l'industrie suisse et des EPF. Enfin, et c'est le premier constructeur à le soulever, AIRBUS souligne que remplir CHF 6mia en offset c'est une t'che difficile. Les partenaires d'EUROFIGHTER ne veulent pas acheter pour acheter ou simplement faire leur marché. La présentation se conclut en ces termes : Le consortium souhaite une vraie collaboration bilatérale avec la Suisse (!). L'Europe n'aura de cesse de nous surprendre. https://blogs.letemps.ch/alexis-pfefferle/2018/10/22/air2030-a-la-rencontre-du-consortium-eurofighter-et-du-typhoon-3-5/