Boeing pledges expanded German industry involvement if the nation buys the F-18

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  21 janvier 2021 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Contract Awards by US Department of Defense - January 20, 2021

  AIR FORCE The Boeing Co., Seattle, Washington, has been awarded a $2,124,531,149 modification (P00232) to contract FA8625-11-C-6600 for Lot 7 production KC-46 aircraft, subscriptions and licenses and G081 flat file. The modification provides for the exercise of an option for an additional quantity of 15 KC-46 aircraft, data, subscriptions and licenses, and G081 flat file being produced under the basic contract. Work will be performed in Seattle, Washington, and is expected to be completed May 31, 2024. Fiscal 2021 aircraft procurement funds in the full amount are being obligated at the time of award. The Air Force Life Cycle Management Center, Wright-Patterson Air Force Base, Ohio, is the contracting activity. CORRECTION: The contract announced on Jan. 15, 2021, for Mile Two LLC, Dayton, Ohio, for $14,788,874, was listed with an incorrect contract number. The correct contract number is FA8650-21-C-6271. NAVY Detyens Shipyard Inc., Charleston, South Carolina, is awarded a $19,150,225 firm-fixed-price contract for a 76-calendar day shipyard availability. The work to be performed under this contract provides regular overhaul availability and dry-docking services for the fleet replenishment oiler USNS Laramie (T-AO 203). The contract also contains six unexercised options, which if exercised, would increase cumulative contract value to $19,841,567. Work will be performed in Charleston, South Carolina, and is expected to be completed by June 4, 2021. Fiscal 2021 working capital contract funds (Navy) in the amount of $19,150,225 are obligated on this award and will not expire at the end of the current fiscal year. This contract was competitively procured via the beta.SAM.gov website, with two proposals received. The Military Sealift Command, Norfolk, Virginia, is the contracting activity (N32205-21-C-4001). *Small business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2477500/source/GovDelivery/

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  17 décembre 2020 | International, Aérospatial

  Space Force selects new prototype consortium manager

  Nathan Strout WASHINGTON — The U.S. Space Force has found a new manager for its expanded prototyping organization — the Space Enterprise Consortium — which will oversee $12 billion in awards for space-related projects over the next 10 years. The Space and Missile Systems Center's Space Development Corps selected National Security Technology Accelerator, known as NSTXL, to manage its SpEC Reloaded portfolio to adopt ever-evolving innovations before they're outdated. SMC expects to issue the award on Dec. 31, following a required 30-day congressional notification period. Launched in 2017, SpEC has doled out prototyping awards for everything from new ground systems to a Link 16-enabled space vehicle that shows the location of friendly and enemy forces. SpEC has reduced contract award timelines by 36 percent, grown membership by 55 percent year over year to 441 members, and awarded 80 prototype efforts cumulatively valued at $856 million, according to SMC. “There's no question that SpEC has been an overwhelming success for the government programs that have utilized it to accelerate their prototyping, and for the consortium members to gain a better understanding on the USSF's architectural direction,” said Col. Tim Sejba, program executive officer for SMC's Space Development Corps. Perhaps most importantly, SpEC provides an opening for nontraditional companies to begin working with the Department of Defense on space systems. SpEC helps connect vendors with organizations including the Space Rapid Capabilities Office or even the intelligence community's National Reconnaissance Office using other transaction authorities. OTAs allow “us to get on contract much faster than traditional approaches,” SMC head Lt. Gen. John Thompson said in November. “In addition, the vehicle really lowers the bar for nontraditional contractors to become part of national security space efforts, makes it easier for them to get in the door. In fact, 350 of those 430 members of the consortium are really nontraditional contractors or academic organizations.” The Space Force awarded the initial $100 million SpEC management contract to the Advanced Technology Institute in 2017 to manage the consortium through November 2022. However, the consortium's early success convinced the Space Force to revamp the effort with a significantly larger budget and an increased focus on cybersecurity. “We are honored to contribute to U.S. space advancement,” NSTXL CEO Tim Greeff said. “This has been a very successful program thus far, and we look forward to taking it to next level to unlock more value for the U.S. military by engaging more nontraditional defense companies and bringing great innovation to the nascent Space Force.” NSTXL also supports the U.S. Army's Training and Readiness Accelerator (TReX), the Navy's Strategic & Spectrum Missions Advanced Resilient Trusted Systems (S2MARTS), and the Defense Technical Information Center (DTIC) Energy OTA. https://www.c4isrnet.com/battlefield-tech/space/2020/12/15/space-force-selects-new-prototype-consortium-manager/

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  17 décembre 2020 | International, C4ISR

  How DoD can improve its technology resilience

  Mark Pomerleau WASHINGTON — The Department of Defense must bolster its resilience in mission platforms in order to stay ahead of threats, a new think tank report says. With the military's shift toward great power competition, or conflict against nation states, its systems and platforms will be under greater stress than technological inferior adversaries battled during the counterterrorism fight of the last decade-plus. Systems and networks are expected to be contested, disrupted and even destroyed, meaning officials need to build redundancy and resilience in from the start to work through such challenges. In fact, top defense officials have been warning for several years that they are engaged in conflict that is taking place below the threshold of armed conflict in which adversaries are probing networks and systems daily for espionage or disruptive purposes. “Resilience is a key challenge for combat mission systems in the defense community as a result of accumulating technical debt, outdated procurement frameworks, and a recurring failure to prioritize learning over compliance. The result is brittle technology systems and organizations strained to the point of compromising basic mission functions in the face of changing technology and evolving threats,” said a new report out today by the Atlantic Council titled “How Do You Fix a Flying Computer? Seeking Resilience in Software-Intensive Mission Systems.” “Mission resilience must be a priority area of work for the defense community. Resilience offers a critical pathway to sustain the long-term utility of software-intensive mission systems, while avoiding organizational brittleness in technology use and resulting national security risks. The United States and its allies face an unprecedented defense landscape in the 2020s and beyond.” This resilience, is built upon three pillars, the authors write: robustness, which is the ability of a system to negate the impact of disruption; responsiveness, which is the ability of a system to provide feedback and incorporate changes on a disruption, and; adaptability, which is the ability to a system to change itself to continue operating despite a disruption. Systems, the report notes, are more than just the sum of its parts — hardware and software — but rather are much broader to include people, organizational processes and technologies. To date, DoD has struggled to manage complexity and develop robust and reliable mission systems, even in a relatively benign environment, the report bluntly asserts, citing problems with the F-35′s Autonomic Logistics Information System (ALIS) as one key example. “A conflict or more contested environment would only exacerbate these issues. The F-35 is not alone in a generation of combat systems so dependent on IT and software that failures in code are as critical as a malfunctioning munition or faulty engine — other examples include Navy ships and military satellites,” the authors write. “To ensure mission systems like the F-35 remain available, capable, and lethal in conflicts to come demands the United States and its allies prioritize the resilience of these systems. Not merely security against compromise, mission resilience is the ability of a mission system to prevent, respond to, and adapt to both anticipated and unanticipated disruptions, to optimize efficacy under uncertainty, and to maximize value over the long term. Adaptability is measured by the capacity to change — not only to modify lines of software code, but to overturn and replace the entire organization and the processes by which it performs the mission, if necessary. Any aspect that an organization cannot or will not change may turn out to be the weakest link, or at least a highly reliable target for an adversary.” The report offers four principles that defense organizations can undertake to me more resilient in future conflicts against sophisticated adversaries: Embrace failure: DoD must be more willing to take risks and embrace failure to stay ahead of the curve. Organizations can adopt concepts such as chaos engineering, experimenting on a system to build confidence in its ability to withstand turbulent conditions in production, and planning for loss of confidentiality in compromised systems. Improve speed: DoD must be faster at adapting and developing, which includes improving its antiquated acquisition policies and adopt agile methodologies of continuous integration and delivery. Of note, DoD has created a software acquisition pathway and is implementing agile methodologies of continuous integration and delivery, though on small scales. Always be learning: Defense organizations operate in a highly contested cyber environment, the report notes, and as the department grows more complex, how it learns and adapts to rapidly evolving threats grows in importance. Thus, it must embrace experimentation and continuous learning at all levels of systems as a tool to drive improvement. Manage trade-offs and complexity: DoD should improve mission system programs' understanding of the trade-offs between near-term functionality and long-term complexity to include their impact on systems' resilience. https://www.c4isrnet.com/cyber/2020/12/14/how-dod-can-improve-its-technology-resilience/