Boeing Awarded $1.5B Contract for 28 Kuwait Super Hornets

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  20 mars 2020 | International, Terrestre, C4ISR

  DIU Seeks Prototype Sat Terminal For Army All-Domain Ops

  The mobile TITAN satellite ground station is a critical node in Army plans for all-domain operations. By THERESA HITCHENS WASHINGTON: The Defense Innovation Unit (DIU) wants commercial vendors to submit prototypes for the Army's planned mobile ground station that can fuse sensor data from multiple ISR satellites — including both national security and commercial — into a common operational picture for battlefield commanders. While this solicitation, released late yesterday, focuses on space-based sensors, ultimately the Tactical Intelligence Targeting Access Node (TITAN) is envisioned as a “unified” ground station that can take data not just from satellites, but also from high-altitude, aerial and terrestrial ISR sensors to provide targeting data directly to Army Long-Range Precision Fires (LRPF) networks. The Army describes TITAN as a “scalable and expeditionary intelligence ground station.” It is envisioned as a critical enabler of Army all-domain operations command and control. The satellite terminal is the first step in what will be a modular development of the TITAN terminal's capabilities over time — with a goal to deploy and initial operating capability early in fiscal 2022, as Brig. Gen. Rob Collins, Army program executive officer for intelligence, electronic warfare and sensors, explained at the giant Association of the United States Army (AUSA) show in October, DIU's Space Portfolio Director Steve Butow explained in an email that the prototype ground stations should be “capable of rapidly and semi-autonomously tasking, receiving, processing, exploiting, fusing, and disseminating space based sensor data to provide networked situational awareness and direct tactical support to Army commanders at echelon.” One of the key goals is “to reduce sensor to shooter latency.” Latency is the term of art to describe the time it takes to send information from the satellite to the user on the ground. The prototype ground stations — which as with all DIU projects are envisioned to be rapidly fielded — must be capable of “rapid deployment to diverse operational environments via strategic lift and once deployed, be capable of rapid setup, tear down, movement, and assembly to meet operational commander's needs.” They also must be able to function “for a reasonable period of time” through “any loss of non-local communications or networks.” American contractors have until April 3 to put forward a proposal. Proposed prototypes “should include everything required to operate during a designated exercise(s) and demonstration(s) as well during real world operations, including the vehicle/trailers, power generation/conditioning, antennae, communications/network hardware/software (to include line of sight and beyond line of sight), processing hardware/software, and analytical hardware/software,” the solicitation states. Further, prototypes should be able to store and process data from multiple commercial providers. This means that the “access node should be a modular, open systems architecture, making it easy to upgrade software/firmware, analytics/algorithms, and ingest additional data streams as commercial vendors and national data become available.” This includes being able to store and process both classified and unclassified data. The project will run for 24 to 30 months, and will include the delivery of at least two and as many as six working prototypes. They must be ready for immediate testing and evaluation in a theater exercise. DUI is looking at two phases. Phase 1 includes the “development, integration, testing, accreditation and delivery” of two prototypes by January 2022. Phase 2 “includes the testing, assessment, and refinement of the prototype systems based upon participation in and feedback from several exercises and evaluations,” both in the US and theaters abroad. Phase 2 also includes the option of delivering up to four additional prototype systems. DIU generally uses Other Transaction Authorities as a contracting vehicle, as will this program. The solicitation notes that DoD is “also pursuing a separate parallel effort for the objective TITAN ground station design to accommodate Aerial and Terrestrial sensors as well.” Thus, the contractor(s) chosen will need to work ensure designs for the satellite terminal can be integrated with, and that all the software is transportable to, that design via agreements with the other companies involved. The Army issued a Request for Information on Dec. 4 about technologies to enable the “objective” TITAN terminal that can integrate all types of ISR sensors. That RFI was updated on Dec. 18. The RFI explains that TITAN eventually will replace the Army's current Tactical-Intelligence Ground Station, Operational-Intelligence Ground Station, Advanced Miniaturized Data Acquisition System Dissemination Vehicle and Remote Ground Terminal. It also must be “to operate at Brigade, Division, Corps, and Field Army echelons, in vehicles and shelters organic to the formation,” the solicitation said. According to a Q&A transcript of the Army's Dec. 4 industry day on TITAN, the service currently sees potential deployment platforms: a larger version for integration with on one variant of the Family of Medium Tactical Vehicles (FMTV) with a shelter; and a smaller one to be integrated on “a four-seater tactical vehicle — either a Joint Light Tactical Vehicle (JLTV) or a Humvee. What is unclear is how this DIU effort relates to the earlier sole-source award to Peraton for the Satellite Ground Terminal (SGT) Prototype, that on the face of it is being designed to do exactly the same thing. Under that Nov. 19 award, which supports the Army's Tactical Exploitation of National Capabilities (TENCAP) program, Peraton was to develop a fully-tested prototype to the Army within 20 months. SGT is expected to transfer up to 1,000 times more satellite data to operators than currently possible, according to Peraton. Queries to the Army, DIU and Peraton about this were not answered at press time. https://breakingdefense.com/2020/03/diu-seeks-prototype-sat-terminal-for-army-all-domain-ops

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  6 juillet 2020 | International, Aérospatial, Naval, Terrestre

  Le missilier MBDA appelle l’Europe à construire son autonomie stratégique

  Arrivé à la tête de MBDA, voici un an, Éric Béranger, son PDG, entend réussir la transformation numérique de la société et appelle l'Europe à soutenir la filière défense. « J'appelle à la poursuite de la construction de notre autonomie stratégique, déclare-t-il. Le grand programme fondamental pour la défense de l'Europe contre les missiles balistiques et hypervéloces, c'est Twister ». Son coût total « de plusieurs milliards d'euros » doit être en partie pris en compte par le Fonds européen de défense. Conduit par la France, Twister comporte deux piliers. Le premier porte sur le développement d'un système d'alerte avancée depuis l'espace afin de détecter un décollage de missiles et de le suivre. MBDA y travaille aux côtés d'Airbus Defence and Space, Thales Alenia Space et l'allemand OHB. Le second porte sur le développement d'un intercepteur européen de missiles balistiques ou hypervéloces capable de neutraliser la menace. Le Figaro du 3 juillet 2020

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  19 mai 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Our nation’s defense supply chain imperative

  By: Bill Brown, L3Harris Technologies The Department of Defense and defense industry have a long history of responding quickly and forcefully to crisis, and the COVID-19 pandemic is no exception. Today, hundreds of thousands of dedicated defense workers remain at their posts – delivering mission-critical products and services to support our troops around the world, while also providing personal protective equipment and other supplies to first responders and health care workers here at home. However, this most recent crisis has re-exposed weaknesses in our defense industrial base – highlighting the need to significantly bolster the nation's vital supply chain. This serves as a call to action to develop a strategic, long-term approach across government and industry. We witnessed the fallout from the 2008-09 financial crisis. Thousands of suppliers shuttered or permanently shifted precious capacity to other verticals when defense budgets were indiscriminately cut following the Budget Control Act of 2011 and sequester of 2013. When budgets began to recover several years later, the damage was clear – longer lead times that in some cases doubled or more, and increased reliance on single-source and international suppliers for critical components, such as microelectronics. In 2017, President Trump signed an executive order and established a multi-agency task force to study supply chain resiliency. The task force identified five macro forces that create risk to the supply chain and national security preparedness including sequestration and the uncertainty of government spending, the overall decline of U.S. manufacturing capabilities and capacity, harmful government business and procurement practices, industrial policies of competitor nations, and diminishing U.S. STEM and trade skills. Task force members proposed a comprehensive set of risk-reduction actions – ranging from establishing sustained and predictable multi-year budgets and developing an adaptive acquisition framework, to directing investment to small businesses and diversifying the supplier base. Over the past two years, the government has made initial strides on a number of these fronts, including working to reduce U.S. reliance on foreign sources for critical rare earth minerals and decreasing the country's dependence on China and other international suppliers for semiconductors and related components. Unfortunately, the COVID-19 pandemic emerged before these and other task force initiatives gained serious traction and forced the DoD to refocus its near-term priorities. And the urgency escalated when we began to see the brutal impact the pandemic was causing in the commercial aerospace sector, an important vertical market for many defense suppliers. The department quickly designated defense suppliers as essential and increased progress payments, spurring larger defense contractors to accelerate payments to thousands of small business suppliers. These actions helped companies to continue operating, maintain their employment and hiring goals, and sustain critical spending on internal research and development (IRAD) to keep the innovation engine humming. At L3Harris, for example, we recommitted to investing nearly 4 percent of revenues in IRAD, hiring 6,000 new employees and maintaining our apprenticeship and internship programs to provide opportunities for the workforce of the future. The combined DoD and industry efforts demonstrate the power of a focused, collaborative approach to mitigate and address the damaging effects of the pandemic and to support the broader defense industrial base. Today, we are at a critical juncture. We have an opportunity to make the necessary strategic investments that could significantly strengthen our supply base for generations to come, including: · Ensure sustained/predictable budgets – stable, long-term funding helps companies better plan and encourages them to invest in staffing, technology and facilities needed for the country to maintain its technical superiority. Now is not the time to pull back the reins on defense spending. · Accelerate contract awards – shorter decision and acquisition cycles enable suppliers to invest in and deliver technologies faster than with traditional methods, and in the near term could help offset the impact of the commercial aerospace downturn. · Expand domestic supplier base – increasing domestic capabilities reduces vulnerabilities and increases access to critical components, such as rare earths and microelectronics, and over time can help reduce the proportion of sole/single-source supply. · Increase workforce investment – providing advanced STEM education opportunities drives innovation and productivity by enhancing critical skillsets for existing employees, while attracting, training and growing the workforce of the future. · Institutionalize process improvements – the COVID-19 pandemic forced government and industry to find new and more efficient ways to work. The challenge now – to make these advances permanent. These are not quick fixes. However, they provide a strong platform for a more resilient national defense supplier base, which is vital at a time when near-peer adversaries continue to invest heavily in new technologies that threaten our nation's security. The imperative is clear – and the opportunity is now. Bill Brown is chairman and CEO at L3Harris Technologies. https://www.defensenews.com/opinion/commentary/2020/05/18/our-nations-defense-supply-chain-imperative/