25 septembre 2024 | International, Terrestre
Through the NUWC Engineering and Modernization Operations program, CACI will develop, deliver, and train sailors in the areas of integration support, logistics, project management, cyber capabilities, and analysis.
3 mars 2021 | International, Aérospatial
Boeing Airpower Teaming System is set to revolutionize how the Royal Australian Air Force fights and the drone's export potential continues to grow.
28 août 2018 | International, Aérospatial, Naval, Terrestre, C4ISR
By: Jill Aitoro LONDON — In spring 2016, Crown Prince of Saudi Arabia Mohammed bin Salman unveiled a plan to reduce the country's dependence on oil and to diversify the economy. The goal of Saudi Vision 2030, as that plan is known, is to make Saudi Arabia “the heart of the Arab and Islamic worlds, the investment powerhouse, and the hub connecting three continents.” Among the sectors central to that vision is military. Taking cues from other countries in the region, Saudi Arabia stood up a single umbrella organization to lead its efforts in defense development and expertise: the Saudi Arabian Military Industries. Defense News spoke to CEO Andreas Schwer in an exclusive interview about the goals of SAMI, and what it could mean for global defense partnership and cooperation. You lead the Saudi Arabian Military Industries. I would love for you to talk a bit about how SAMI, as it's known, was stood up and the goals of that organization. When the Vision 2030 program was established and defined by his royal highness, it became apparent right from the beginning that the defense industry would play a major role to achieve these global targets. So the defense industry, set up, is one of the major tasks of the Vision 2030 program. They established a team to define how this kind of defense industry should be set up. They were looking to comparable countries who are undergoing this kind of process — countries like Turkey, South Korea, South Africa or some Western countries. They have tried to learn the lessons out of that process. It was obvious that there are two choices: either to go for a [new company], or to use existing assets and to build up on those assets. They decided to go [new] in order to enhance the opportunity to implement best Western practices from the beginning. That was the key decision to go ahead, and they decided to build a nucleus which is covering any kind of [military] activities, starting from space, ground or naval activities under one big umbrella company to set up a kind of sustainable business instead of having different companies of smaller size. Are they operating relatively independently, or is it really one management structure? SAMI itself is acting as a kind of active holding company. We will operate through four business divisions. Each of the business divisions will be composed of a set of business units. A business unit is a joint venture with a foreign partner, but it would also integrate the existing assets in the kingdom into this umbrella environment; assets which are already joint ventures today but also nationally owned assets, which will be allocated to the various business divisions. I know you have an extensive career with defense companies. You were with Rheinmetall, and you spent time at Airbus. What interested you about this opportunity? It's quite unique overall in the world that to set up a new company which covers, again, all the product portfolio you can imagine. Space, aviation, land systems, hydraulic simulation, ammunition, shipbuilding, everything. I don't think there's any job in the world which offers you this kind of broad portfolio of activities. So it's unique. It's a once-in-a-lifetime chance. And the second argument is it's fantastic to set up a company. You can apply all your ideas, all the activity to form and shape something which otherwise you will never be able to do, versus ending up in an organization where almost all elements are predefined and it's hard to implement any kind of significant change. You have said that the goal for SAMI is to become one of the largest 25 defense companies in the world by 2030. How do you intend to make that happen? Saudi Arabia has the third-biggest defense budget in the world. It's around $70 billion throughout the year. On top of that, we have to look to all the budgets for the other customers on the domestic scene. It's the National Guard, the Royal Guard, Ministry of Interior, homeland security. There are lots of national customers [for] security-related equipment. Most of that will end up at SAMI's desk. So just by the volume and the size of the procurement, it's achievable, [also with] export potential of 30 percent. With that, you can easily achieve the target to become among the top 25 companies in the world. The Pentagon started working with Saudi Arabia on some very sizable foreign military sales from the United States, with the Trump administration very vocal about supporting that. How does that fit into the picture? There are lots of partnership opportunities. Those [foreign military sales] will be subject to our new scenario. We will apply for each and any of those contracts with the 50 percent localization rule, to be in line with Vision 2030. And whether it's a foreign military sale or whether it's a direct commercial sale, those sorts of buys will offer in all the local industries great opportunities for growth. So it's a good opportunity? You would say it's a positive? It's possible. But we have to make the target. We have to grow the local content from the 2 percent to more than 50 percent of the total span, new procurement, and [maintenance, repair and overhaul]. That's the target: 50 percent localization. That brings up an interesting point. Saudi Arabia has long voiced, like many countries in the Middle East, a desire for more indigenous capabilities. You mentioned the 50 percent localization in terms of contract opportunities, but how else can SAMI promote those aspirations? In the past, we've had the classic vendor-buyer relationship. Saudi Arabia was the classic buyer with very, very little local content. There were offset obligations, but most of the times they were never being fulfilled for different reasons. In the new scheme, we change from this kind of supplier-vendor relationship to a partnership model, a partnership model to the extent that we expect the foreign partner — under the terms of their exclusivity access to Saudi Arabia — to bring all their technologies, all the skills and knowledge into the kingdom. That typically is established through a joint venture so we can build up local competence not only by getting licenses for production, but in the engineering and R&D field to be able to develop the next generation of weapons systems, within the joint venture, within the kingdom. And you established a joint venture with Boeing. Can use that as an example? Saudi Arabia has a very long-lasting, strategic relationship with Boeing. It started many years ago, and we already have an established joint venture in the kingdom, where we conduct substantial aircraft MRO activities. Our future collaboration is obviously centered around this activity and will be expanded along the portfolio of Boeing products. Boeing is a showcase. Boeing is one of our most important partners. What does Saudi Arabia bring to the table both in terms of location, and technological capabilities? What is ripe for expansion within the country to support the military industry? As I mentioned before, we're the third-largest defense budget in the world. If you compare this budget with smaller budgets in other countries and if you compare what they have achieved in terms of localization — we have all the ingredients which we need to have in order to make this a success story. We will invest not only in the defense industry, but we also do a big push in the education system in universities, in any kind of area which needs support in order to get this industry up and running, to support the creation of jobs, to fulfill the Vision 2030. SAMI's obligation is to create more than 40,000 direct jobs, more than 100,000 indirect jobs, to achieve the target as defined. Are there things that the United States and other allies can do to better support Saudi Arabia with this military expansion? If there was a wish, we would love to get more access to top-class technologies from all the U.S. partners. There are obviously limitations, which we are suffering from. That's the one element. So be a little bit more open. And second, export in arms and weapons was driven by FMS programs. In our new set up in Saudi Arabia, we will do more and more in direct commercial sales. Why? Because this office has more flexibility, more opportunity for follow-up in the organization in a more time-effective manner. And yes, companies have to be trained, in that they have to change the mindsets and mentality in order to do this kind of normal type of commercial sales activity and to become a commercial partner on an industrial level rather than on a political or governmental level. They'll need to convince the Pentagon to allow them, too, because there's a lot of cases where the Pentagon tends to put in restrictions and wants to be in control of that relationship. You are absolutely right. This is a burden on the U.S. companies, and I wish them all the best in order to overcome the hurdle [so we] will be equally treated as many other companies who are not restricted by their governments. Some western European countries, for example, are offering much more support in that respect. Offering more opportunities for the companies to transfer their ideas, their technologies into the kingdom. Saudi Arabia had a bit of a shakeup in terms of its own military leadership. Where does that stand, if you don't mind my asking, and how does that influence the formation and growth of SAMI? The Vision 2030 program has many elements. So it's a transformation program, not only for society but also for the governmental administration. And as [the armed forces] are part of this administration body, they also have to undergo this transformation process. This is an ongoing process. The first steps have been done. One of the outcomes is the creation and foundation of the new regulatory body, which is the twin to SAMI, to host a centralized procurement agency, which they regulate and control and manage any kind of military and defense-related or security-related procurement action. This will ensure critical mass, synergy effects, volume effects, and allow us to build up a kind of sustainable business. With this kind of transformation, obviously, the roles and the responsibilities of administrative bodies, as well as leaders in the forces, have to change. And in line with that, some people have to be replaced, to be in full support with this new vision and to be completely in line with our targets, and I can tell you we have relationships with all the national stakeholders, and we consider ourselves with them as partners. They are no longer a client, we are no longer vendor to them; we are partners. You mentioned R&D. What areas do you see the greatest potential in terms of investment for development and product development? We will put our focus on software technologies, electronics, microwave, space-based technologies, robotics, laser weapons systems on the midterm and long term, but in in the short term we have to give the short-term needs, which are conventional in nature. So, in the beginning, as all the other companies are doing, are on the classical systems. How do you meld what Saudi Arabia as a nation needs for its own military with the potential for global export? Upmost importance and top priority is the security of the country. That means, yes, our top priority is to serve the needs of our armed forces, and we try in parallel to satisfy also the needs of our strategic partners. In most of the cases those are quite complementary. You see a lot of efforts in the United Arab Emirates to bolster defense. Is there a collaboration between the military organizations that are stood up in a country like UAE and what you're trying to establish in Saudi Arabia? Top leadership of UAE and Saudi Arabia have recently agreed on a strong collaboration on defense, and defense industries, so we are highly encouraged to align our thoughts and to align our strategies with our counterparts in the UAE. This process is ongoing, but we've had very fruitful collaborative talks, and soon we'll hopefully be in a position to announce some great, common achievements. https://www.defensenews.com/interviews/2018/08/27/head-of-saudi-arabias-defense-industry-umbrella-org-talks-vision-2030
10 décembre 2018 | International, Aérospatial
By: Mike Yeo MELBOURNE, Australia — In the west of the sprawling metropolis that is Tokyo lies Yokota Air Base, a major air transportation hub in the U.S. military's Indo-Pacific Command's area of responsibility and a critical waypoint for cargo, passengers and VIPs. Occupying an area of approximately 2.75 square miles that includes a single 11,000-foot runway that runs roughly north to south, the base is also home to U.S. Forces Japan, a joint service headquarters coordinating matters affecting U.S. and Japanese defense relations, and Fifth Air Force, whose mission is to enhance the U.S. deterrent posture and, if necessary, provide fighter and military airlift support for offensive air operations. Other tenant units on base include the 730th Air Mobility Squadron of the 515th Air Mobility Operation Group, which manages air mobility operations throughout the Western Pacific, and the Japanese Air Defense Command, which controls Japan's air defense mission. Air traffic control for the base is integrated with Tokyo's air traffic system, a must given the busy nature of the skies above the Japanese capital with its two international airports and a number of Japanese Self-Defense Force bases in the vicinity. As a logistics hub, Yokota plays host to all kinds of visiting aircraft on a regular basis, with Captain Felicia Ticas, airfield operations flight commander, telling Defense News that the base “accepts around 2,100 transient aircraft annually, which includes U.S. Air Force, Japanese Self Defense Forces, and other allied aircraft.” She added: “Our role as the primary logistics hub means we move 85,000 personnel and 19,000 tons of cargo every year in and around Indo-Asia-Pacific, which is essential to meet the peace and stability objectives of our nation and our allied partners.” The visitors have included secretaries of state and defense Mike Pompeo and James Mattis during their visits to the region, as well as President Donald Trump who landed there during a visit to Japan in November 2017. 374th Airlift Wing The host unit at Yokota is the 374th Airlift Wing. The Wing includes four groups: operations, mission support, maintenance and medical. Each group manages several squadrons in order to carry out the wing's mission, which is to execute rapid global mobility through agile airlift operations across the Indo-Asia-Pacific region and as the primary Western Pacific airlift hub for peacetime and contingency operations, the wing provides airlift for the movement of passengers, cargo and mail to all Department of Defense agencies in the Pacific area of responsibility and provides transport for people and equipment throughout the Kanto Plain and the Tokyo metropolitan area. In addition to the Lockheed-Martin C-130J Super Hercules tactical airlifters of the 36th Airlift Squadron, the other flying squadron at Yokota is the 459th Airlift Squadron. The unit operates a mixed fleet of Bell UH-1N helicopters and Raytheon C-12J Hurons to fulfil its mission of providing airlift support for distinguished visitors as well as other priority passengers and cargo, along with conducting aeromedical evacuation, search and rescue and priority airlift missions throughout the Pacific. The UH-1N Huey, whose design dates back to the Vietnam War, is used by the 459th AS to provide distinguish visitor and cargo transport throughout the Kanto Plain which encompasses the Greater Tokyo area, according to Major Matthew Sims, assistant director of operations of the 459th AS. In addition, he told Defense News that the type is also used to provide medical transport and search and rescue assistance for the government of Japan, and can be configured with a rescue hoist and litters for medical cases as the mission requirements demand. The twin turboprop-engined C-12J Hurons serving alongside the UH-1Ns at the 459th AS are used primarily for VIP transport. However, they have also become the primary response aircraft for small-scale aeromedical evacuation. An aeromedical evacuation nursing team is now deployed to the base on a rotational basis, with each team there two- to three-week deployment to support the mission. The use of the C-12J, which is based on the Raytheon 1900C regional airliner, has significantly freed up the USAF's primary aeromedical evacuation platform, the KC-135R tanker, to perform its primary role and Major Drew Skovran, 459th AS Assistant Operations Officer called the C-12J “the most cost-effective airlifter for small groups in the PACAF inventory carrying 10-18 passengers or up to 3000 lbs of cargo. With the addition of a converted hospital bed we are one of the premier platforms for aeromedical evacuation for all joint partners in the AOR”. Non-flying elements of the Wing includes the 374th Logistics Readiness Squadron, which directs logistics for Western Pacific airlift hub orchestrates mobilization of wing and tenant units supporting Pacific Command's operations plans, currently stores over 13 million and issues over 36 million gallons of fuel. Part of the unit includes its Combat Mobility Flight, which is responsible for the support of real-world contingencies, INDOPACOM and/or PACAF exercises, and humanitarian assistance/disaster relief mission support. It is also “the only PACAF unit that builds and specializes in coastal humanitarian air drop, allowing for specialized humanitarian relief aid avoiding possible damage to people and buildings” according to Technical Sergeant Ryan Aubert, a Recovery Lead at the 374th Logistics Readiness Squadron's Combat Mobility Flight Air Force Ospreys The sole USAF flying element at Yokota that is not part of the 374th AW are the Bell-Boeing CV-22 Osprey tiltrotor aircraft assigned to the 353rd Special Operations Group. The first five Ospreys arrived at Yokota in April this year, and that number will eventually rise to ten. Four of the unit's Ospreys were subsequently deployed to Iwakuni to take part in search and rescue operations following the collision of a U.S. Marine Corps KC-130J tanker and F/A-18D Hornet fighter jet off Japan in early December, joining the C-130Js of 36th AS along with other U.S. military and Japanese Self-Defense Force aircraft. The 353rd SOG is based out of Kadena Airbase in Okinawa operating the MC-130H Combat Talon II and MC-130J Commando II special missions aircraft modified from the C-130 Hercules, and according to 1st Lieutenant Renee Douglas, a spokesperson from the unit, the CV-22Bs are based at Yokota because the base “was the location that provided the most effective operations, training and maintenance environment for the CV-22.” Due to training and operational requirements, Defense News was unable to speak to the Osprey detachment at Yokota to learn more about their mission, but 1Lt Douglas added in an emailed response to questions from Defense News that “having CV-22s at Yokota Air Base will help our forces develop expertise, build long-term relationships with the host nation to ensure stability, and contribute to special operations capabilities with our allies and security partners.” The continuing security challenges in the region and the presence of forward deployed elements of the U.S. military means that Yokota's status of a regional logistics hub is here to stay and even increase in the future. Asked to sum up the importance of the base and the wing's mission, Colonel Otis Jones, commander of the 374th AW, told Defense News that “because of our proximity to Tokyo, along with the unique airlift capabilities we contribute to the region, Yokota, and specifically the 374th Airlift Wing, provides an advantageous hub for cargo and personnel moving into and out of the Pacific area of responsibility.” The wing also executes rapid global mobility through agile airlift operations across the Indo-Asia-Pacific region and engages in regular bilateral engagements with the Japanese Self Defense Force, surrounding communities and the local Japanese government. https://www.defensenews.com/digital-show-dailies/japan-aerospace/2018/12/07/on-the-ground-at-yokota-air-base-the-air-force-transport-hub-of-the-pacific/