12 septembre 2019 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

Contract Awards by US Department of Defense - September 11, 2019

NAVY

The Boeing Co., St. Louis, Missouri, is awarded a $45,803,988 firm-fixed-price delivery order (N61340-19-F-0135) against a previously issued basic ordering agreement (N00019-19-G-0002) to procure P-8A aircrew training system production concurrency upgrades for the Navy and the government of Australia. Work will be performed in St. Louis, Missouri (45%); Jacksonville, Florida (40%); Adelaide, Australia (12%); Whidbey Island, Washington (2%); and Orlando, Florida (1%), and is expected to be completed in December 2022. Fiscal 2017 aircraft procurement (Navy) funds in the amount of $37,000,969; and cooperative engagement agreement funds in the amount of $8,803,019 are being obligated on this award, $37,000,969 of which will expire at the end of the current fiscal year. The Naval Air Warfare Center Training Systems Division, Orlando, Florida, is the contracting activity.

CM Construction Services Inc.,* Visalia, California, is awarded a $20,000,000 indefinite-delivery/indefinite-quantity contract for other specialty trade contractors construction alterations, renovations and repair projects at Naval Support Activity Monterey. Projects will be primarily design-bid-build (fully designed) task orders or task orders with minimal design effort (e.g. shop drawings). Projects may include, but are not limited to, alterations, repairs, and construction of electrical; mechanical; painting; engineering/design; paving (asphaltic and concrete); flooring (tile work/carpeting); roofing; structural repair; fencing; heating, ventilation and air conditioning; and fire suppression/protection system installation projects. Work will be performed in Monterey, California. The term of the contract is not to exceed 60 months, and is expected to be completed September 2024. Fiscal 2019 operation and maintenance, (Navy) (O&M, N) contract funds in the amount of $5,000 are obligated on this award and will expire at the end of the current fiscal year. Future task orders will be primarily funded by O&M, N. This contract was competitively procured via the Navy Electronic Commerce Online website with 18 proposals received. The Naval Facilities Engineering Command Southwest, San Diego, California, is the contracting activity (N62473-19-D-2608).

Veterans Northwest Construction LLC,* Seattle, Washington, is awarded a $12,277,000 firm-fixed-price task order N44255-19-F-4417 under a multiple award construction contract (N44255-17-D-4015) for a special project (repair railroad tracks), Naval Base Kitsap, Bremerton, Washington. The work to be performed includes repair to three railroad bridges and track modifications. Work will be performed in Shelton and Bremerton, Washington, and is expected to be completed by June 2021. Fiscal 2019 operations and maintenance, (Navy) contract funds for $12,277,000 are obligated on this award and expire at the end of the current fiscal year. Two proposals were received for this task order. The Naval Facilities Engineering Command, Northwest, Silverdale, Washington, is the contracting activity (N44255-17-D-4015).

ARMY

Eastman Aggregate Enterprises LLC,* Lake Worth, Florida, was awarded a $15,949,855 firm-fixed-price contract for nourish critically eroded shoreline along Miami-Dade Beach. Bids were solicited via the internet with seven received. Work will be performed in Miami, Florida, with an estimated completion date of July 17, 2020. Fiscal 2019 civil construction funds in the amount of $15,949,855 were obligated at the time of the award. U.S. Army Corps of Engineers, Jacksonville, Florida, is the contracting activity (W912EP-19-C-0025).

Golden Wolf Ewing Cole JV, Huntington, Maryland (W912DY-19-D-0020); HKS WSP JV, Dallas, Texas (W912DY-19-D-0021); and Rogers, Lovelock & Fritz Inc., Orlando, Florida (W912DY-19-D-0022), will compete for each order of the $9,900,000 firm-fixed-price contract for the procurement of specialized medical facilities architect-engineering services. Bids were solicited via the internet with 17 received. Work locations and funding will be determined with each order, with an estimated completion date of Sept. 10, 2021. U.S. Army Corps of Engineers, Huntsville, Alabama, is the contracting activity.

*Small Business

https://www.defense.gov/Newsroom/Contracts/Contract/Article/1957779/source/GovDelivery/

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  • Cubic Awarded Contract to Support the U.S. Air Forces Development of Advanced Battle Management System

    10 juillet 2020 | International, Aérospatial, C4ISR

    Cubic Awarded Contract to Support the U.S. Air Forces Development of Advanced Battle Management System

    San Diego – July 7, 2020 – Cubic Corporation (NYSE:CUB) today announced its Cubic Mission Solutions (CMS) business division was awarded a $950 million ceiling indefinite-delivery/indefinite-quantity (ID/IQ) contract for the U.S. Air Force's Advanced Battle Management System (ABMS). The Air Force will use the contract for the maturation, demonstration and proliferation of capability across platforms and domains, leveraging open systems design, modern software and algorithm development in order to enable Joint All Domain Command and Control (JADC2). This contract is part of a multiple award, multi-level security effort to provide development and operation of systems as a unified force across all domains (air, land, sea, space, cyber, and electromagnetic spectrum) in an open architecture family of systems that enables capabilities via multiple integrated platforms. “Cubic provides our military forces with the information advantage in the most demanding, disaggregated Joint All-Domain Operations,” said Mike Twyman, president of Cubic Mission Solutions. “ABMS gives us a strategic avenue to continue delivering our comprehensive C4ISR solutions to our key customers and will help the Air Force achieve its vision for Joint All-Domain Operations over the next decade.” Cubic offers a full range of innovative Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) capabilities, including advanced, wideband tactical communications and protected waveforms, edge computing solutions and scalable digital intelligence solutions. View source version on Cubic Corporation: https://www.cubic.com/news-events/news/cubic-awarded-contract-support-us-air-forces-development-advanced-battle

  • Moving further into the information age with Joint All-Domain Command and Control

    10 juillet 2020 | International, C4ISR

    Moving further into the information age with Joint All-Domain Command and Control

    Lt. Gen. David Deptula (ret.) The United States' comparative military advantage has eroded significantly as the technologies that helped sustain its primacy since the Cold War have proliferated to great power and regional competitors such as China, Russia, North Korea, and Iran. They have evolved their capabilities and operational approaches to negate and otherwise avoid traditional American warfighting strengths. The United States is highly unlikely to regain its competitive advantage through like-for-like replacements of its legacy platforms with incremental improvements while remaining beholden to industrial age notions of warfare focused on individual weapon systems focused on inflicting attrition. Instead, future success demands that the U.S. military embrace a new approach. Advancements in computing and information technology hold the potential to radically transform how military forces attain desired effects, where success depends foremost on the speed and integration of information. By harnessing information technologies to promote the rapid and seamless exchange of information across platforms, domains, services, and even coalition partners, commanders can make faster decisions and better integrate actions across domains. In such a manner, we can enable friendly forces to operate inside the adversary's decision-making cycle and impose multiple, simultaneous dilemmas that collectively confound and paralyze an adversary's ability to respond. To put it simply — it comes down to understanding the battlespace to know when and where to position forces to maximize their effectiveness, while minimizing vulnerabilities. Realizing this future vision of combat, however, faces challenges given legacy command and control (C2) systems and processes currently in use that were not designed for the speed and complexity that information age all-domain operations demand. Overcoming these constraints will require not just material changes involving technology, but also a shift in how the role of networks and information systems are perceived relative to weapons and platforms. Recognizing this, military leaders are pursuing joint all-domain command and control (JADC2) as the guiding construct to address these challenges. Undeniably an ambitious undertaking, the success of JADC2 will ultimately depend upon having a champion at the top of the Department of Defense that will guide the modernization of related policy, acquisition, and concepts of operations toward a common goal that all relevant stakeholders can understand and accept as the desired way forward. Progress to date Although U.S. forces can presently conduct multi-domain operations, current practices are far from what will be required when facing advanced adversaries. Each service branch and coalition partner organize, train, and equip their own forces, which joint force commanders then stitch together in a federated “joint and combined” employment construct. This ensures that military personnel and their communications and weapon systems can work together in a synchronized fashion. In other words, the services tend to develop their capabilities in a stand-alone manner focused around their primary operating domain without an overarching construct to ensure joint or allied partner interoperability. This often leads to strategies focused on deconfliction versus collaborative partnership or the interdependence required to achieve force multiplying effects with available resources. As a result, the employment of these capabilities is at best additive, rather than complementary where each one enhances the effectiveness of the whole, while compensating for the vulnerabilities of other assets, optimizing the force's overall capacity for dynamic exploitation of opportunities. The good news is the services agree that data is the principal currency of future warfare and that leveraging data through a network that connects forces across both domains and services to seamlessly collect, process, and share data will provide an asymmetric advantage in future conflicts. The bad news is that the services are pursuing a number of individual, stove-piped efforts aligned with their own distinct requirements. The development of concepts such as Multi-Domain Operations, Multi-Domain Command and Control, Distributed Maritime Operations, and Expeditionary Advanced Base Operations, as well as their associated capabilities such as the Cooperative Engagement Capability and the Integrated Air and Missile Defense Battle Command System, have been sporadic and uncoordinated, consisting of dozens of programs being developed independently and lacking a coherent vision to align mission requirements and reconcile gaps or redundancies. To better streamline and synchronize these efforts under the JADC2 banner, the joint staff and the Office of the Secretary of Defense created a joint cross-functional team including representatives from the offices of the DOD Chief Information Officer, the Under Secretary of Defense for Research & Engineering, and the Under Secretary of Defense for Acquisition & Sustainment. This body is charged with bringing the services together to develop the JADC2 construct by identifying gaps and requirements, enhancing experimentation collaboration, and recommending resource allocation for both materiel and non-materiel C2 capability improvements, while also being mindful of the distinct capabilities inherent in each service and government security organization. At the same time, the Secretary of Defense has tasked the joint staff to deliver a warfighting concept that outlines how the U.S. military plans to fight in the future — a much needed update to existing joint concepts that are becoming increasingly outdated. By describing the capabilities and attributes necessary to fight effectively in the future operating environment—including for JADC2 — this concept will inform the requirements that are produced by the joint requirements oversight council and pushed out to the services. This top-down guidance is critical to help inform bottom-up technological development and experimentation. Although each of the services has been active developing related technologies, the Air Force has taken the rare step of volunteering to lead JADC2′s development as a joint function. Currently, these efforts center on the Advanced Battle Management System — essentially a “combat cloud” to connect any sensor with any shooter across all domains—that the Air Force is using as its technical engine for enabling JADC2. To help field new capabilities as fast as possible and cultivate broader buy-in, the Air Force is partnering with the other services to conduct small-scale field demonstrations scheduled for every four months. The first experiment was completed in December 2019, which connected Air Force aircraft, Space Force sensors, Navy surface vessels and aircraft, Army air defense and fire units, and a Special Operations Team with incompatible data and communications systems to defeat a simulated cruise missile. These efforts are intended to develop both the architecture and the technologies required to implement JADC2. As currently envisioned, ABMS includes six key “product categories” and 28 specific “product lines” the Air Force intends to develop over time. Underpinning all these efforts is digital engineering, open architecture, and data standards that allow all the disparate elements to ‘snap' together. Obstacles remain Despite encouraging progress and widespread agreement of the necessity for JADC2 across the services and other relevant defense agencies in the DOD, significant obstacles remain before its full potential can be realized. Foremost among these challenges, current organizational structures and service cultures do not align well with JADC2′s emphasis on employing assets in service- and domain-agnostic ways that entail dynamically connecting sensors and shooters across domains and enabling multiple, rapid shifts in supporting/supported relationships. Specifically, JADC2 raises difficult questions regarding who has decision authority and risk acceptance. Although joint force commanders exercise operational control over joint forces and are tasked to maintain conditions for joint force success, the subordinate command structure tends to exacerbate military service and domain stovepipes that are resistant to ceding control over their assets. Similar frictions are likely to extend beyond a single combatant command, particularly in terms of integrating space and cyberspace capabilities, which have their own functional combatant commands. Of course, this assumes U.S. forces eventually reach a level of integration that makes resolving such relevant operational authorities necessary. The current service-based model for systems development and acquisition is not optimal for achieving the level of interdependency that JADC2 envisions. Given the complexity and number of programs likely to be affected by ABMS, the Air Force created the position of chief architect to ensure it acquires the right mix of capabilities in a coherent manner. However, the authority of that position does not extend to the other services, which are likely to focus on their own specific operating requirements as they fund and develop their components of JADC2′s technical architecture. Furthermore, ABMS technical demonstrations focused on connectivity have thus far outpaced development of the operational concepts it is intended to support. Consequently, JADC2 risks over-emphasizing communications and ubiquitous connectivity at the expense of effective battle management. This could have several deleterious implications for future operations. First, it could exacerbate the tendency of senior commanders to centralize control, usurping tactical level decisions. Second, the desire to push as much information as possible forward to the tactical edge could overwhelm warfighters, resulting in operational paralysis or chaos. Third, it could result in unrealistic communications demands, particularly in a conflict with China or Russia or their proxies where the United States' exploitation of the electromagnetic spectrum will be fiercely contested. Lastly, given the enormous financial investment JADC2 entails, maintaining stable funding will present a continual challenge due to both the likely downward pressure on the defense budget resulting from the COVID-19 epidemic and because it is challenging to cultivate a constituency on Capitol Hill for ethereal “connections” and “data” compared to more tangible platforms, some of which the Air Force defunded in its latest budget proposal in part to fund further development of ABMS. Furthermore, JADC2 is likely to face ongoing scrutiny because the nature of the program does not lend itself to traditional methods of evaluation, as evidenced by the Government Accountability Office's recent report that was highly critical of ABMS. The path forward Navigating these challenges requires the highest level of direction from the Office of the Secretary of Defense, and centralized, OSD-level management along the lines of the recently formed joint cross-functional team to champion overall JADC2 development. Using a DOTMILPF-P (doctrine, organization, training, materiel, interoperability, logistics, personnel, facilities, & policy) approach, the primary goal of this group should be to define a “template” to guide modernization policy, acquisition, and concepts of operation. The United States requires the distinct capabilities inherent in its separate military services and other defense agencies. However, they must be bound by a common vision for employing joint and combined forces, as well as an overarching strategy to realize the JADC2 concept. The United States cannot risk boutique solutions that do not integrate in a seamless, mutually reinforcing fashion. To achieve this, the OSD-level group must pursue four critical lines of effort: 1) establish standards and continuity so individual programs integrate within the greater JADC2 enterprise and secure desired outcomes in a timely fashion; 2) support effective programs and help them to maintain momentum and protection from competing bureaucratic interests; 3) engage across the military services and DOD agencies to respond to combatant command warfighting requirements, while also holding participating entities accountable; and 4) ensure industry is fully integrated into appropriate JADC2 development. If properly executed, JADC2 promises to provide commanders with “decision advantage” by allowing them to gather, process, exploit, and share information at the speed and scale required to defeat potential adversaries. At the same time, allowing joint and combined forces to distribute access to relevant information more widely, JADC2 must also enable new, more flexible command and control techniques that empower subordinate elements to effectively act when they become isolated. The ability to leverage capabilities across a network through the seamless and ubiquitous sharing of information could also ease requirements for systems that are currently expected to operate independently. The complexity inherent to this approach of overloading requirements on a given program drives lengthy development cycles, time and cost overruns, and delays in capability. Instead, by leveraging numerous redundant function options through a combat cloud, individual systems could focus on narrower requirements where their capability can be maximized while also minimizing cost and technical risk. Change will not come easy, particularly given how successful the United States has been using the traditional combined arms approach. However, such complacency could be disastrous, given that critical information technology advances are often measured in days, potentially enabling competitors with less dominant industrial combat means to leapfrog past legacy military concepts by investing in newer information technologies and capabilities. The United States' efforts to harness information are not being pursued in a vacuum—America's adversaries are pursuing similar concepts. JADC2 may be ambitious, but it is also imperative to gain a competitive advantage to deter and, if necessary, defeat those potential adversaries. https://www.c4isrnet.com/opinion/2020/07/09/moving-further-into-the-information-age-with-joint-all-domain-command-and-control/

  • Joint Artificial Intelligence Center Keeps Branching Out

    4 novembre 2020 | International, C4ISR

    Joint Artificial Intelligence Center Keeps Branching Out

    By Yasmin Tadjdeh When the Pentagon's Joint Artificial Intelligence Center was stood up in 2018, it was established to bring together the Defense Department's various AI programs and projects. Two years later, JAIC is pivoting to new mission sets, expanding its portfolio and more closely working with industry. The organization is currently working on 30 different projects across six different areas including joint warfighting operations, warfighter health, business process transformation, threat reduction and protection, joint logistics and joint information warfare. The center is built “around getting a spark going or getting a prototype or making a market in some way, and then handing it off for transition and scaling right to a customer,” said Nand Mulchandani, JAIC chief technology officer. “We're now starting to demonstrate great and exciting success across those products.” The joint warfighting mission initiative is the organization's flagship product and is looking at means to transform the way the United States will go to war, Mulchandani said during an exclusive interview with National Defense on his first day back as chief technology officer after serving as the acting head of JAIC. In late September, Marine Corps Maj. Gen. Michael Groen was confirmed by the Senate to serve as its director. “Our early products ... were really focused on kind of starter AI projects when it came to things like predictive maintenance and humanitarian assistance and disaster relief,” Mulchandani said. “The algorithms were not that hard. ... [However,] joint warfighting is the hardest problem at the DoD for us to take on.” The center is starting with technology such as human-machine teaming and decision support, Mulchandani said. “There are different ways of displaying information, about communicating information, about absorbing information,” he said. “We're spending time with our commanders, with training and education, etc., on how to absorb AI-enabled systems. And we want to do that in a very systematic, deliberate way where we start out with human-machine teaming, decision support, etc., and then work our way toward things like autonomy and others.” Joint warfighting will contribute to many Pentagon efforts such as joint all-domain command-and-control and the Air Force's Advanced Battle Management System program, he said. In May, the center awarded the joint warfighting operations initiative's prime contract to Booz Allen Hamilton. The contract has an $806 million ceiling. However, the center would likely not spend all of the funding because the entire budget of the JAIC over a couple of years is around $800 million, Mulchandani said during a recent briefing with reporters. Despite the center being gung-ho about the initiative, a continuing resolution for fiscal year 2021 — which began Oct. 1 — could have an outsized effect on joint warfighting programs, he noted. “What this really impacts ... is new starts, our ability to start a bigger new project that we have been potentially forecasting for starting with new FY ‘21 money,” he said. That will require some programs to be delayed. However, JAIC “will be receiving some money as part of the CR that will allow us to kick-start some of these new projects and things along the way, and then scale them ... when we get out of the CR mode” after a full-year appropriations bill is passed by Congress, he added. JAIC had been planning for a continuing resolution for some time, Mulchandani noted. “Many of our projects and products ... have actually been pre-funded through much of the money that we got in FY ‘20,” he said. “We have contracts and vendors and other things working months and months out into the new fiscal year. ... We're not in a crisis mode at all.” Meanwhile, JAIC's relationship with industry has continued to improve over the past two years, Mulchandani said. When it was first stood up, much attention was put on what some perceived to be a reluctance from Silicon Valley to work with the Pentagon. “A lot of people ask us [about] the whole thing with Google and Project Maven and whether that's still” a strained relationship, he said, referring to a 2018 incident where thousands of Google employees signed a letter objecting to the company's work with the Defense Department's Project Maven, a pathfinder AI effort to better analyze drone footage. Google subsequently backed out of the program. However, JAIC collaborates closely with the tech giant now, he said. “We're working with Google on a number of projects directly ... whether it be health or other types ... of products there,” he said. “We have contracts with Google that we're working on, but all the other bigger vendors as well.” Mulchandani said JAIC is working with all of the largest technology companies in Silicon Valley. “Name an AI vendor and we either have work going on with them, or they're involved in some way in some of the newer projects that we're doing,” he said. As the organization continues to work with industry, it is setting up initiatives to better take advantage of rapid acquisition, Mulchandani said. It currently has partnerships with a number of contracting vehicle organizations such as the General Services Administration, the Defense Innovation Unit and the Defense Information Systems Agency. Additionally, legislation is currently in front of Congress that could grant JAIC direct acquisition authority. “We obviously are very excited about that, [but] it's not done yet,” he said. “When the final vote happens and we do get it, we'll be very pleased and happy, and if we don't get it, well, we'll still be obviously continuing business with the partners that we have.” The center is also working on an acquisition effort called Project Tradewind which is a way for JAIC and the Defense Department writ large to better reach out to small companies, he said. Contract vehicles will be created that any organization across the department will be able to use to gain access to “teensy weensy, little companies that normally would hate to work with — or wouldn't know how to work with — the DoD,” Mulchandani said. “They can use Project Tradewind's acquisition frameworks to be able to interact with us in a very low overhead way.” During remarks at the Defense Department's Artificial Intelligence Symposium and Exposition, Secretary of Defense Mark Esper touted the work JAIC has done since its inception. “We have come a long way since establishing the JAIC two years ago,” he said. “Today, more than 200 talented civil service and military professionals work diligently to accelerate AI solutions and deliver these capabilities to the warfighter. From helping the Joint Force organize, fight and win at machine speed, to enhancing wildfire and flood responses through computer vision technology, the JAIC is utilizing every aspect of AI as a transformative instrument at home and abroad.” The center is lowering technical barriers to AI adoption by building a cloud-based platform to allow Defense Department components to test, validate and field capabilities with greater speed and at greater scale, he said. “The goal is to make AI tools and data accessible across the force, which will help synchronize projects and reduce redundancy, among many other benefits,” he said. JAIC is also working on ways to better train the Defense Department's acquisition workforce to buy AI products, Esper noted. The organization, in partnership with the Defense Acquisition University and the Naval Postgraduate School, was slated to launch an intensive six-week pilot course in October to train over 80 defense acquisition professionals of all ranks and grades. The trainees will learn how to apply AI and data science skills to operations, Esper said. The Defense Department plans to request additional funding from Congress for the services to grow the effort over time, he said. Dana Deasy, the Pentagon's chief information officer, noted JAIC's journey is still evolving. Meanwhile, the military is “generating positive momentum from our early days as AI pioneers toward a mature organization of AI practitioners,” he said. The center is now starting to deliver real AI solutions to the warfighter while leading the Defense Department in AI ethics and governance, he noted. Its budget is also growing. It went from $89 million in fiscal year 2019 to $268 million in fiscal year 2020, and the Pentagon plans to spend more than $1.6 billion over the next few years thanks to strong bipartisan support from Congress and Defense Department leadership, Deasy said. The organization is already generating early returns on investment in its mission initiatives, from predictive maintenance to business process transformation, Deasy noted. The center recently delivered an innovative engine health model predictive maintenance capability that is being utilized by Black Hawk helicopter maintainers from the U.S. Army's Special Operations Aviation Regiment, he said. Additionally, JAIC — via its business process transformation initiative — is delivering language-processing AI applications to the Washington Headquarters Service and the Pentagon's administrative and financial management teams, Deasy said. “These capabilities are automating the review of thousands of documents and memos for consistency, accuracy and compliance, thus increasing speed and efficiency while reducing manual, laborious processes,” he said. The center is also laying down the foundations for the Joint Common Foundation, an AI development environment that will broaden opportunities for developers across the Pentagon to build and deliver artificial intelligence capabilities in a secure DevSecOps infrastructure, he said. According to the General Services Administration, DevSecOps promotes a cohesive collaboration between development, security and operations teams as they work toward continuous integration and delivery of products. However, “while we develop and deliver these important near-term projects, we have to be ready for the contingencies of a changing and unpredictable operating environment,” Deasy said. “This is why I believe the true long-term success of the JAIC will depend on how the organization adapts and delivers real-world solutions when the strategic landscape and priorities change.” The organization is already proving it can adapt via its Project Salus effort — which is named after the Roman goddess of health and well-being — that has helped with the federal government's COVID-19 response, he said. “Working alongside a team of private industry partners, the JAIC developed a predictive-logistics AI dashboard platform for the U.S. Northern Command that enabled National Guard teams to assist states and municipalities with mitigating panic buying and managing supply chains,” he said. “That project went from concept to code in a matter of weeks. More importantly, it demonstrated the JAIC's ability to support the emergent needs of a combatant commander and deliver real AI solutions during a national emergency.” https://www.nationaldefensemagazine.org/articles/2020/11/3/joint-artificial-intelligence-center-keeps-branching-out

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