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  9 janvier 2018 | Information, Naval

  Gestion de la propriété intellectuelle en approvisionnement maritime et de défense

  L'industrie et le gouvernement collaborent sur les principes de gestion de la propriété intellectuelle en approvisionnement maritime et de défense En 2017, Services publics et Approvisionnement Canada, le ministère de la Défense nationale, Innovation, Sciences et Développement économique Canada et la Garde côtière canadienne ont travaillé avec des représentants de l'industrie canadienne de la défense comme l'Association des industries canadiennes de défense et de sécurité (AICDS) et l'Association des industries aérospatiales du Canada (AIAC), par l'intermédiaire du Groupe consultatif de l'industrie de la défense, afin d'élaborer les principes de gestion de la PI en approvisionnement maritime et de défense. Les Principes de gestion de la PI en approvisionnement maritime et de défense (Principes) fournissent une base stratégique générale pour la gestion de la PI en approvisionnement maritime et de défense par le gouvernement du Canada. Les Principes : reflètent les intérêts nationaux du gouvernement et les besoins stratégiques en matière de capacités maritimes et de défense reflètent les intérêts de l'industrie de la défense dans la protection de la PI établie à titre privé en tant qu'actifs commerciaux et économiques précieux et en tant que facteur de création et de maintien d'une industrie maritime et de défense canadienne innovatrice reconnaissent que l'élaboration, la protection et la commercialisation de la PI font partie des priorités liées à la mise en œuvre de l'ensemble du programme socioéconomique du Canada, comme la croissance économique et les emplois reconnaissent que la gestion de la PI entre le gouvernement et l'industrie de la défense intervient dans des secteurs stratégiques et dynamiques sujets à des avancées technologiques importantes, et soulevant des enjeux militaires émergents aux plans des capacités et des vulnérabilités servent de cadre à des approches adaptables, souples, fondées sur des principes et axées sur les résultats qui mettent en œuvre des stratégies de gestion de la PI qui aident le gouvernement à se procurer les capacités nécessaires et à optimiser les ressources tout en renforçant l'innovation et la durabilité servent d'encadrement à l'identification des exigences en matière de PI, à la rédaction des marchés ainsi qu'à la conception et l'évaluation des soumissions depuis les premiers stades d'approvisionnement, tout comme servent d'encadrement de gestion de la PI tout au long du cycle de vie des actifs maritimes et de défense Les Principes cadrent avec la Politique sur les marchés du gouvernement du Canada et la Politique sur le titre de propriété intellectuelle découlant des marchés d'acquisition de l'État, qui prescrivent des approches pangouvernementales de la gestion de la PI notamment pour qualifier la titularité de la PI issue des marchés publics. Principes de gestion de la propriété intellectuelle en approvisionnement maritime et de défense Les Principes reflètent les principaux points d'accord entre le gouvernement et l'industrie de la défense du Canada s'agissant de l'approche que devrait suivre en matière de gestion de la PI pendant la durée de cycle de vie des actifs maritimes et de défense. Les Principes définissent l'encadrement du gouvernement et de l'industrie dans l'élaboration des exigences, la conception des processus d'évaluation des offres et d'adjudication et dans la rédaction de contrats. Ils guident aussi la gestion de la PI pendant la durée de cycle de vie des actifs en réconciliant les intérêts nationaux du gouvernement et les intérêts de l'industrie à optimiser les bénéfices pour le Canada. Les Principes reconnaissent que l'élaboration, la protection et la commercialisation de la PI sont critiques parmi un ensemble de priorités qui encadrent de manière plus générale l'essor socio-économique du Canada, notamment la prospérité et les emplois. Les principes reconnaissent que la gestion de la PI entre le gouvernement et l'industrie intervient dans des secteurs stratégiques qui sont l'objet d'évolutions technologiques rapides mais également de capacités et de vulnérabilités émergentes. En conséquence, les gouvernements sont exposés à des cycles d'approvisionnement plus courts qui peuvent leur imposer de se retourner plus rapidement vers les marchés pour bénéficier des évolutions technologiques et pour optimiser les ressources. D'autre part, l'industrie propose des avancées technologiques et de nouveaux produits et services tout au long du cycle de vie des actifs qui peuvent modifier le rendement ou le coût des approvisionnements. Les principes reconnaissent que tirer parti d'un marché aussi dynamique requiert de discuter de la PI très tôt dans le processus d'approvisionnement mais également de considérer la PI en fonction du cycle de vie des actifs ou des services. Dans ce contexte, des stratégies de gestion de la PI adaptée, souple et fondée sur des principes et des objectifs peut contribuer au renforcement des capacités gouvernementales, à l'optimisation des ressources mais également à l'essor technologique et économique. http://www.tpsgc-pwgsc.gc.ca/app-acq/amd-dp/propriete-intellec-property-fra.html

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  17 septembre 2020 | Information, Autre défense

  Defense Innovation Board Adopts AI Testing, Digital Workforce Recruitment Resolutions

  Mila Jasper The Defense Innovation Board convened for its fall public meeting Tuesday and approved resolutions for two key federal technology issues in addition to broadening its work on space. The board, which is comprised of national security technology innovators, formed a new space subcommittee to support the Space Force and heard from Michael Kratsios, acting undersecretary of defense for research and engineering, and U.S. chief technology officer. But the need for better testing protocols for artificial intelligence systems and strategies the Defense Department could adopt in order to attract digital talent took center stage at the meeting. The board adopted resolutions after robust discussions for both issues. Challenges in AI Testing No proven methods for testing and evaluating nondeterministic AI systems—meaning less predictable, more adaptable AI systems—exist. Daniela Rus, a roboticist with the Massachusetts Institute of Technology, said it is critical to have strong procedures for testing, evaluation, verification, and validation, or TEV/V, of artificial intelligence in order to create enough confidence in the technology to deploy it. “The department has been articulating the importance of accelerating the deployment of these systems,” Rus said, citing DOD's adoption of the board's AI ethics principles. “We have seen a lot of efforts in developing AI accelerator programs that will take the latest and greatest advancements in AI from research organizations and map them into processes and procedures for the department. We hope to have these in place, but in order to get there we need to have rigorous, robust procedures for testing.” The main reason testing for these types of autonomous systems is so challenging is uncertainty. Board member Danny Hillis, a pioneer in parallel computing, said uncertainty comes in three directions: from the function, the inputs and the outputs. Hillis suggested the board should use these three areas of uncertainty to guide its thinking when it comes to providing recommendations for TEV/V. The resolution adopted by the board argues DOD must develop its own TEV/V solutions as soon as possible, rather than wait for external solutions, in order to be ready to deploy AI systems in the short term. The board's science and technology subcommittee hopes to have two reports—one for a backgrounder and another for recommendations—on TEV/V for AI by December of this year. “Without a strong push for education and training on this topic and a diverse range of testing programs at the developmental and operational levels, DoD will have difficulty assessing its current TEV/V processes and determining next steps to improve its AI TEV/V capability,” the resolution reads. Competing for Digital Talent Later in the meeting, the DIB turned its attention to workforce issues. Jennifer Pahlka, a founder of the U.S. Digital Service and Code For America, led the group's discussion on competing for digital talent. Pahlka said the coronavirus pandemic and remote work trends could help the department attract talent if it develops new strategies to help it compete with the private sector. “As private sector remote work trends are changing how employers compete for digital talent, DOD has the opportunity to take advantage of these trends and be more competitive for civilian talent in this new environment,” Pahlka said. DOD and the federal government in general struggles to fill talent gaps for several reasons, including long hiring timelines. A recent report by the Partnership for Public Service found the average hiring timeline for the federal workforce is 98 days, or more than twice the private sector average. The paper DIB released to accompany the discussion detailed five recommendations for what to do to attract digital talent. Overall, DOD should develop strategies to maintain a remote and distributed workforce even beyond the pandemic. Pahlka added that though the recommendations focus on attracting digital talent, she hopes the same principles outlined can be expanded across the workforce. In the past, common wisdom said the Pentagon couldn't do mass telework. Since the onset of the coronavirus pandemic, DOD had to adapt, and fast. Lisa Hershman, the chief management officer for the Defense Department, said in July the pandemic “shattered the myth” DOD couldn't support remote work. According to the DIB's report, DOD should now focus on expanding its IT infrastructure and make sure it has the tools it needs to maintain remote work as well as expand the agency's capabilities to do classified work remotely. The report also recommends DOD work on improvements to the remote hiring process, prioritize changing the agency's culture around remote work and “consider dedicated remote work pilot programs to recruit and fill critical civilian technical talent gaps at priority organizations.” “The subcommittee believes the DOD is really at an inflection point for talent management,” Pahlka said. Pahlka and three other members of the DIB including former Google CEO Eric Schmidt ended their terms on the board. Member terms last four years. https://www.nextgov.com/emerging-tech/2020/09/defense-innovation-board-adopts-ai-testing-digital-workforce-recruitment-resolutions

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  13 novembre 2019 | Information, Aérospatial

  4 reasons why fuel threatens our lethality — and what we can do about it

  By: Roberto Guerrero “As a service that provides global reach, global vigilance, and global power, are we thinking globally?” — Gen. David Goldfein, U.S. Air Force chief of staff, at the 2017 Air Force Association Symposium This is a question that keeps me up at night. Are we prepared to defend the homeland and defeat our enemies at any location around the world? If faced against a near-peer or peer competitor, will we have the necessary infrastructure and logistical supply chain to support the lethality we need on the battlefield? More than ever before, the United States depends on the Air Force to complete the mission. In 2018, the congressionally appointed National Defense Strategy Commission concluded that “regardless of where the next conflict occurs or which adversary it features, the Air Force will be at the forefront.” Every year, the Air Force conducts approximately 800,000 sorties and uses over 2 billion gallons of aviation fuel, making it the largest consumer across the Department of Defense. That's 2,200 sorties per day! The Air Force has made some relatively small investments to modernize how we plan, optimize and deliver fuel for the war fighter, but we must do more to maintain dominance in an ever-changing battlespace. Here are four reasons why. 1. Without fuel, there is no fight. We are strategically and tactically dependent on fuel for nearly all of our missions. From delivering cargo and humanitarian aid to transporting our troops and conducting airstrikes, we can't get much done without fuel. As Gen. George Patton famously proclaimed during World War II: “My men can eat their belts, but my tanks gotta have gas.” While I don't recommend eating your belt, our tanks, ships and aircraft still need a ready supply of energy — anytime, anywhere. 2. Fuel is an inherent security risk for our troops. Thirty percent of the causalities in Iraq and Afghanistan during the height of the war were caused by attacks on fuel and water convoys. Transporting fuel — whether by air, land or sea — is a necessary risk. But the more we use, the more of a risk it becomes. If we face external constraints like oil shortages, adversary attacks or interrupted access, our vulnerabilities become even greater. 3. The future fight requires modern fuel logistics. Our adversaries are developing state-of-the-art innovations and technologies to propel fuel logistics into the future, and we need to do more to stay ahead of the game. No longer can we rely on whiteboards and markers to plan complex aerial-refueling operations. We need to provide airmen with 21st century technology that is agile, adaptive and secure — at the “speed of relevance.” 4. Optimizing fuel usage builds readiness for years to come. When we use our assets more efficiently in peacetime, we build a more energy-aware culture that will better prepare our airmen for tomorrow's fight, if and when it happens. Smarter use of fuel means more funds available to invest in our airmen and weapon systems; and when we employ our assets optimally, we reduce stress on airframes and crews. So how do we address these challenges for a secure tomorrow? First, we must get better at understanding how, when and where we use aviation fuel to detect possible efficiency gaps and logistical challenges. To do this we need operational and maintenance data that is integrated, reliable and transparent. Data allows us to make informed decisions on critical issues like basing, fuel logistics, security, maintenance and technology acquisition. We also need to invest in tools and hardware that optimize our fuel demand, such as new drag-reduction technologies and next-generation efficient engines. My office has identified numerous commercially developed products that would result in increased combat capability if adopted across the Air Force. We can also invest in tools that support more streamlined mission planning. For example, agile software tools that help us efficiently plan the “last mile” of fuel delivery — aerial refueling — will provide combatant commanders with greater flexibility and maximize combat air power. Furthermore, we need to improve our understanding of energy and fuel logistics challenges as part of the modern battlespace. Through modeling and simulation, recent war games have identified a number of joint energy risks, and we now have a deeper understanding of how our energy sources, and the troops transporting them, may be jeopardized in future conflicts. However, further work must be done to increase energy supply chain resiliency and protect fuel storage and distribution networks. Right now we have small examples of fuel efficiency gains. It's time to think bigger. It's time to reach for the big efficiency gains and get big war-fighting rewards. We must move toward a more modern and innovative world to get the most of what we already have. We need to be able to compete against our near-peer adversaries — the advantage will not only be in technological advances in weaponry, but in the best, most efficient use of our technology. It is time that fuel becomes a strategic imperative. Roberto Guerrero is the deputy assistant secretary of the U.S. Air Force for operational energy. https://www.defensenews.com/opinion/commentary/2019/11/11/4-reasons-why-fuel-threatens-our-lethality-and-what-we-can-do-about-it/