Contract Awards by US Department of Defense - February 03, 2021

Sur le même sujet

• 

  6 juillet 2021 | International, Naval

  Turkey to make its own maritime missile-launching system after sanctions interrupt Lockheed plans

  Turkish defense company Roketsan is to develop a vertical launching system for the country’s first locally made frigate, after American sanctions disrupted original procurement plans, said naval platforms acquisition official Alper Kose.

• 

  15 juin 2020 | International, Terrestre

  From laundry to cleaning, military willing to pay for creative solutions to pandemic problems

  'We know that there is some innovation out there that can help us do those things better and sometimes faster' David Burke · CBC News · Posted: Jun 14, 2020 6:00 AM AT | Last Updated: June 14 The Department of National Defence is reaching out to Canadians for innovative solutions to problems it's facing due to COVID-19. The department is willing to pay $15 million for that assistance. The effort is being funded through DND's Innovation for Defence Excellence and Security program, which pays for research by outside organizations, typically businesses and universities. In this case, DND has three specific goals. The military wants to be able to rapidly sanitize workplaces and vehicles containing sensitive equipment like computers. It wants to be able to quickly clean uniforms and COVID-19 protective gear so it can be reused. It's also looking for ways to gather data to support the early detection and monitoring of contagious disease outbreaks. "We're reaching out to Canadian innovators because we know that there is some creativity out there, we know that there is some innovation out there that can help us do those things better and sometimes faster," said Eric Fournier, director general of innovation for DND. He said DND is working with the Centre for Security Science Program, the National Research Council of Canada, the Public Health Agency of Canada and Health Canada to hunt for solutions that will benefit the whole country. If a solution to any of the problems is found, it will be passed along to federal, provincial and municipal agencies. "Although the program doing this is a national defence program," said Fournier, "we are doing this for public safety across Canada. So it's for the first responders, it's also for national defence, it's for everybody and those solutions will be made available to all those government entities." Rapid, thorough cleaning is DND's goal. Fournier said it can take a lot of time to sanitize by hand. During a crisis, that time can be in short supply, he said. He said if a military aircraft is used to transport a COVID-19 patient, the entire vehicle, along with the uniforms and the personal protective equipment worn by the crew, would have to be cleaned. "We want to make sure that the people are ready to respond, again and again and again and again," said Fournier. "In a pandemic like this, we see that people have to work constantly." While dropping uniforms and flight suits into the washing machine might be an option, the military wants something faster. "So we want to make sure you can do it quickly," Fournier said. "In some cases just putting it in the laundry might work, but we might not have the time to do it that way. We might need something to clean it up faster for reuse in a few hours, for example." It's the same thing with cleaning vehicles by hand. It works, but getting it done fast is hard to do. Finding a way to sanitize aircraft, ambulances, offices and other spaces without damaging computers or other electronics is essential, Fournier said. He said it's also important to find ways to collect data on how the virus is moving through the population and to locate hot spots. DND will choose several winners in each of the three categories. The winners will be given up to $200,000 and up to six months to deliver on their solution. If the solution works, DND could provide them with more funding for fine-tuning or to adapt it for more widespread use. Anyone looking to apply for the program can go to the Innovation for Defence Excellence and Security website. There have only been a handful of applications, but Fournier said that number usually jumps up in the final days before the deadline. Applications for the program are due June 23. https://www.cbc.ca/news/canada/nova-scotia/military-dnd-covid-19-research-solutions-1.5607535

• 

  26 juin 2018 | International, Aérospatial

  B-21 Bomber Critical Design Review by End of Year

  JOHN A. TIRPAK The secret B-21 bomber will progress to a major milestone—critical design review—by the end of this year, Air Force Rapid Capabilities Office director Randall Walden said Monday. Walden also revealed that the B-21 is merely one of 28 programs being managed by the RCO, which he noted is funded at about $30 billion over the five-year future year defense plan. Walden, speaking at an AFA Mitchell Institute event in Arlington, Va., said the B-21 has already passed its preliminary design review, and noted that the release of drawings for the bomber is progressing well. As for critical design review, "we haven't done it, but we're on our way," and he predicted it would happen by the end of December. Major design work on the bomber is taking place at Northrop Grumman's Melbourne, Fla., facility. He acknowledged that subscale models of the aircraft have been tested in wind tunnels, but said no full-size version has yet been fabricated. "Component testing" is moving along at an "appropriate" speed, he said. "We're looking forward to ... an 'on-time' start of production," Walden said. Walden has spoken publicly about the RCO in a number of venues, but was more forthcoming than usual about the organization and its products at the Mitchell event. Of the 28 projects in the RCO's portfolio, 13 are "ACAT 1," he noted, meaning they are major defense acquisition programs, which usually means a major platform, like an aircraft, missile, or command and control system. While Walden would only identify the B-21 and X-37 orbital vehicle among those that the RCO is working on, he said the majority of the rest could best be characterized as "family of systems" projects. Interestingly, Walden said the RCO has not been called on to undertake any hypersonics programs. The Air Force is pursuing hypersonics projects with the Defense Advanced Research Projects Agency (DARPA), and the other services are conducting independent research in the field. Walden said the RCO has about 220 people, who are headquartered at JB Anacostia-Bolling, in Washington, D.C. Among them are experts from the line Air Force who are "embedded" with programs to offer operator advice on design and development. Four bomber pilots are attached to the RCO to advise on the B-21's development, he noted. The B-21 program manager—who Walden did not name—has had experience with management of the F-22 and F-35 programs, he said. The B-21 program has long been scheduled to produce a "usable asset" in the 2024 timeframe, according to comments offered by Air Force officials for the last three years. Rep. Rob Wittman (R-Va.), chair of the House Armed Services Seapower and Projection Forces panel, revealed in March that problems had arisen with airflow to the B-21's engines, and Walden said Monday that these had been resolved. "Complex weapon systems, especially engine integrations, ... you've got to get throat sizes done right, prior to anything being built" he said, referring to the serpentine tunnels by which air reaches the B-21's engines, which are buried in the fuselage. The RCO obtained "insight from actual lab testing" and found the optimal solution, he said. The RCO has been asked to help with the set-up of a dedicated "Space RCO" at the Space and Missile Systems Center at Los Angeles AFB, Calif., and Walden said he has recommended veterans of his own shop to run it, especially those who have worked on space systems, and they have been hired, he said. Walden resisted allowing his own people to be hired away for the new organization, he said. Walden was asked whether the RCO is working on a successor platform to the X-37, and although he did not reply directly, he did say that it is "no different from any other system, ... it starts to get old," and there begin to emerge problems with vanishing vendors and parts obsolescence. However, he forecast no "big change" in that program in the near future. The X-37 tends to fly two-year missions, and various agencies that use the data collected from it are very happy with its activities, he said. Walden told Air Force Magazine he is not experiencing trouble obtaining the workforce he requires, but he said he's aware that major vendors are experiencing difficulties hiring all the engineering and especially software talent needed to execute the Air Force's array of high-tech projects. He also reported that the RCO's experience with protests—wherein a contractor not selected for a program complains that the judging was not fair—is no worse, and probably somewhat better, than that experienced by the Air Force in its "white world," or non-secret programs. Commenting on the "culture" of the RCO, Walden said it is largely based on the Lockheed "Skunk Works" model of small teams with tightly defined objectives and a vastly shortened reporting chain. Where the RCO saves time and money is usually in the area of "deciding to do" something and not going into endless coordination efforts. The RCO can save two to three years on a project simply by having the authority to make decisions, Walden said, avoiding "the tyranny of consensus." It reports to an executive committee comprised of the Secretary and Chief of Staff of the Air Force, the service's acquisition executive, and the Pentagon's acquisition chief. It's not possible to rush the development of, say, an aircraft, he said, noting that basic design must be gotten right or problems are inevitable later on. It takes about three years at a minimum to develop a design, he said. Asked whether the RCO can provide a model to the overall acquisition system, Walden said it can be applied to a degree, but there is the risk that the organization could get too big. "There is a knee in the curve. I can't tell you" what it is, he said, but at a certain size, an RCO-like acquisition agency would no longer be able to do things rapidly. The value of something of constrained size, like the RCO, is to "make a decision, get on contract," Walden said. The mainstream acquisition system takes "an inordinate amount of time" on those two steps. An analysis of alternatives can take up to three years and "sometimes no one makes a decision," Walden said. Walden insisted the RCO is fully observant of the 5000-series of acquisition regulations, but makes a careful review of them on all its efforts and works to "avoid" the ones that don't really affect its programs. He also said the organization turns away many people who want to be involved in overseeing or getting briefed on RCO activities unless they are required under regulations. Even so, he said the RCO has a good relationship with Congress because it tries to be transparent with members, and even when it runs into problems, people on Capitol Hill "want to help." He added that the Pentagon's "risk-averse" acquisition process took many years to get that way and reversing that mindset to one of risk-taking and experimentation will not happen quickly. http://www.airforcemag.com/Features/Pages/2018/June%202018/B-21-Bomber-Critical-Design-Review-by-End-of-Year.aspx