Elbit to Equip Multinational MRTT Fleet with J-MUSIC DIRCM S

Sur le même sujet

• 

  1 mars 2019 | International, Aérospatial

  Australia changes how it will buy drones for shipborne operations. How is industry reacting?

  By: Mike Yeo MELBOURNE, Australia — Australia's search for a new unmanned aircraft system to operate from its naval vessels has taken a new twist, as the service announced tweaks to its procurement program to streamline the process and put it in a position to take advantage of future technological advances. Speaking at a media event during an unmanned aircraft conference during the ongoing Avalon Airshow, officers from the Royal Australian Navy, or RAN, confirmed that it was rolling its two-stage procurement program into one. The program, Project Sea 129 Phase 5 Maritime Tactical Unmanned Aerial Systems, will look for a single prime contractor to offer a system to operate from all of the RAN's major fleet units, primarily its upcoming 12 offshore patrol vessels and nine future frigates. Sea 129 Phase 5 had previously been split into two stages, with the first seeking a system to operate from the OPVs and the second to equip the frigates. According to RAN Capt. Adrian Capner, Sea 129 Phase 5 will seek a platform systems integrator, or PSI, to be put in charge of the entire program, with the ability to meet capability requirements taking precedence over platform. “We will tell you what we want the system to do; you are going to come forward and show us how you expect to achieve that,” Capner told the audience. These requirements include being able to operate from the flight deck of a German-designed Lurssen OPV 80-class ships selected by Australia, which are the smallest ships slated to use the selected UAS. The aircraft must be able to perform surveillance and maritime domain awareness missions in Antarctic conditions, and participate in humanitarian assistance and disaster relief. Capner said the RAN is open to using multiple platforms to achieve the program's capability goals, adding that the PSI will also be responsible for constant upgrades to the UAS, as the service needs the system to stay relevant over the next few decades. The program is currently at the request for information stage, with Capner confirming that a request for tender is expected in the first half of 2020 and an initial operating capability planned for the mid-2020s. This change in procurement strategy appears to reduce the burden of risk on the RAN and lessen concerns about operating outdated technology by the time the platform enters service. Rather, these burdens shift to the winning PSI, who will be responsible to managing the program and adjusting for technological changes when the system is in service. The reaction to these changes from potential bidders has been mixed. James Lawless, business development manager at Saab Australia, called it an “intelligent way to approach [the program],” noting that it mirrors Saab's strategy in partnering with UMS Skeldar and Airflite to offer the UMS Skeldar V-200 UAV. Meanwhile, Melissa Pina of Northrop Grumman told Defense News that the company will continue looking for its offering based on the latest development. Northrop Grumman previously offered its MQ-8C Fire Scout drone for Sea 129 Phase 5 Stage 2 for the RAN's future frigates. The Fire Scout is slated to be the platform of choice to go onboard U.S. Navy ships, . The RAN is currently conducting trials on the use of UAS under a “navy minor project,” operating Schiebel's Camcopter S-100, the ScanEagle by Insitu (a subsidiary of Boeing), and other UAS from land bases and onboard its ships. https://www.defensenews.com/digital-show-dailies/avalon/2019/02/27/australia-changes-how-it-will-buy-drones-for-shipborne-operations-how-is-industry-reacting/

• 

  11 février 2021 | International, C4ISR

  Urgently needed: Tech-savvy defense leaders

  By: Nate Ashton Defense priorities are shifting toward emerging technologies at an unprecedented pace, but still not fast enough to keep America ahead of potential adversaries. We need to hit the accelerator by drastically increasing the tech savviness of defense leaders. The defense establishment is better at this than it used to be. We've seen a rapid expansion of new authorities and programs to drive tech innovation since Pentagon leaders started talking about the “third offset” in 2014. The 2021 National Defense Authorization Act continues that trend, establishing a national cyber director position, elevating the Joint Artificial Intelligence Center, and calling for open-systems architecture and API usage in some key programs. But we will not keep our current military superiority through these kinds of incremental changes alone. We need a radical shift in how the Department of Defense does business. Any organizational transformation starts with the right leadership. This is doubly true in government, where the bureaucracy is built to maintain the status quo and avoid risk to guarantee continuity of operations and effective stewardship of taxpayer dollars. But understanding where risk and opportunity lies — in areas from cybersecurity to agile procurement — is now much more important than knowing how to manage a major, multibillion-dollar weapons system procurement. The Biden administration and Defense Secretary Lloyd Austin should start by filling key acquisitions and management roles with leaders who have experience in the tech or venture sector, or have a record of disruptive innovation within the DoD itself. These people must bring both an understanding of the current tech landscape and a willingness to back the innovators under them. Without a clear, top-down mandate to disrupt the status quo, nothing will change. The new administration should also make it a priority to heed the advice of defense and technology advisory boards. Oftentimes leaders who have spent their careers in tech, venture, and private research and development may be unsuited for full-time government positions, yet bring invaluable perspective and expertise. The Biden administration should continue and accelerate the work already being done to implement the Defense Innovation Board's recommendations for training and software acquisition and the Cyberspace Solarium Commission's recommendations for security. More than identifying useful, new technologies, defense leaders must transform culture and skills at all levels of the DoD to operationalize tech innovation. The hardest part of driving change in a big organization is not recognizing the end goal nor setting policies to get there, but rather operationalizing it at all levels across the millions of active-duty, civilian and contractor personnel doing the day-to-day work. This will take massive investments in training the existing workforce, strengthening the pathways between defense and the national tech and venture ecosystems, and changing processes to enable and incentivize new ways of doing business. The DoD needs to make aggressive investments in the near term. In the near term, defense leaders should: Train all DoD personnel on emerging technology. The need for these types of knowledge across the DoD simply can't be met by existing resources, which is why Dcode has worked with the Defense Acquisition University, AFWERX and others to equip defense leaders to innovate like a startup, evaluate tech like an investor and understand the emerging tech landscape. Provide advanced training and specialization on commercial tech procurement and software procurement for contracting and information security personnel. Today's purchases are best-value decisions that require true subject matter expertise to scope problem sets, assess the best solutions and bring those solutions in. In contracting, the practice of rating bids based on meeting rigid requirements and competing on price alone simply does not work. In security, moving from compliance-based to risk-based approaches will require a massive influx of technical talent and training. Expand, promote and incentivize industry exchange programs both ways: pulling in private sector talent, and sending the DoD's talent on loan to the tech and venture industry. Fund and empower tech innovation hubs. Some of the biggest successes in recent years have come from newer innovation hubs and centers of excellence that are proliferating across agencies and programs. Efforts like these should be encouraged to both replicate best practices from existing hubs that have seen success, seeded with funding to try new things, and matured into programs of record as their business model proves out. One need only look at the significant measurable outcomes that the Defense Innovation Unit and AFWERX have driven in recent years, with a relatively minimal amount of resources, to see that they are only just beginning to scratch the surface. Driving internal disruption at scale will take an exponential increase in the number of people and amount of funding. The future of defense innovation is bright, and the community of passionate leaders inside and outside of the government working to move things forward is incredibly inspiring. I'm hopeful the Biden administration and new Congress will see 2021 as the year to make ambitious investments for the future. https://www.defensenews.com/opinion/commentary/2021/02/10/urgently-needed-tech-savvy-defense-leaders/

• 

  23 juin 2021 | International, C4ISR, Sécurité

  Unsupervised Machine Learning in the Military Domain

  The STO is a NATO subsidiary body having the same legal status than the NATO itself, and created within the framework of the North Atlantic Treaty signed in Washington in 1949. It has been established with a view to meeting to the best advantage the collective needs of NATO, NATO Nations and partner Nations in the fields of Science and Technology. The STO is operated under the authority of the North Atlantic Council which has delegated the operations of the STO to a Board of Directors (the Science & Technology Board – STB) comprising the NATO Nations S&T managers. The STB is chaired by the NATO Chief Scientist who is a high level recognized S&T leader of a NATO Nation, being permanently assigned to the NATO headquarters in Brussels and also serving as the senior scientific advisor to the NATO leadership.