Fix coming for F-35 engine problem that froze fighters’ deliveries

Sur le même sujet

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  18 août 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Number of Foreign Companies Within Defense Supply Chain Grew Over Past Decade, Report Says

  Reliance on foreign suppliers in the defense industrial base rose—notably in packaged software and IT services—even as calls for reshoring increase, according to a new report. Reshoring the defense supply chain may reduce national security risks, but a new report detailing a heavy dependency on goods and services from foreign countries like China shows reshoring may be easier said than done. Researchers at Govini, a decision science company supporting the defense industry, analyzed data from over 1,000 Defense Department vendors across 100 industries to show how supply chain reliance on products from foreign countries has increased over the past decade. According to the survey, the number of Chinese suppliers in DOD's base increased by a total of 420% since 2010. For cyber and information technology, two statistics stick out. The share of companies based in foreign nations in the supply chain grew the most in the packaged software and IT services between 2010 and 2019. Companies based in foreign countries made up 3% of the packaged software supplier base in 2010. That number rose to 7% in 2019. The numbers are similar for IT services: Companies based in foreign countries made up 3% of the IT services supplier base in 2010 and 7% in 2019. Tara Murphy Dougherty, CEO of Govini, told Nextgov increasing adoption of IT infrastructure is critical for the Defense Department, particularly as COVID-19 forced the agency's workforce into mass telework. But that means it is imperative DOD addresses supply chain concerns for information and communications technology. Murphy Dougherty said these two investment areas are only going to continue to grow, which means the department needs to act to clearly define its stance on IT supply chain security. “What are you doing, other than responding to some of the legislation that we've seen come out of the Hill mandating investigation of this?” she said. “It would be great to see more options.” A key mandate from Congress related to supply chain was supposed to take effect on an interim basis Thursday. Section 889 (a)(1)(b) of the 2019 National Defense Authorization Act bans agencies from contracting with companies that do business with five Chinese firms, including Huawei and ZTE. But according to a Defense News report, the Pentagon received a temporary waiver from the Director of National Intelligence pushing back the compliance date until September 30. Defense Undersecretary for Acquisitions and Sustainment Ellen Lord said at a Professional Services Council webinar Thursday she needs feedback from industry on what's working and what's not when it comes to implementing the rule. “I know we're all aligned in that we do not want adversaries in our supply chain. We don't want further theft of intellectual property. We don't want these nefarious actions going on,” Lord said. “But how do we get the language into the contracts, how do we practice the behaviors of ensuring we understand what we have in our supply chains for telecommunications equipment? What we need to do is continue to hear from you.” It's not yet clear how the brief deadline extension will affect the implementation process. Regardless, visibility down the supply chain remains a key concern. Murphy Dougherty said there needs to be more transparency in supply chains if the industry is going to address security risks. The Govini report focuses on firms in the mid-tier of the supply chain, with less visibility than a large company like Boeing. For companies further down the supply chain, U.S.-based companies make up less than half of the supplier base, according to the report. Chinese companies make up anywhere from 5% to 9% of the supplier base in the middle to lower ranges of the supply chain. Murphy Dougherty said it's going to take time to see changes in the data. How to address the industrial base at a structural level remains an unanswered question, she said, and collaboration between DOD and industry will be critical in coming up with a new system to ensure supply chain security. “It begs the question of do we have the right models in place today and the right framework for the department to get all of the goodness and partnership it possibly can out of the American commercial economy,” Murphy Dougherty said. https://www.defenseone.com/threats/2020/08/number-foreign-companies-within-defense-supply-chain-grew-over-past-decade-report-says/167767/

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  8 février 2021 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Opinion: Why The Future Will Not Be Virtual

  Steven Grundman The COVID-19 pandemic has accustomed us to living in the virtual world and hearing speculation about the ways in which our actual lives may never resume as before. Microsoft founder Bill Gates recently said he believes “over 50% of business travel and over 30% of days in the office will go away.” Explaining why the pandemic-induced surge in virtual house calls is likely to endure, Harvard's Dr. Thomas Delbanco concedes: “There are times when doctors, nurses or therapists really need to see you—no question about it. But there are also times when they really don't.” It was against the backdrop of such head-turning New Year's predictions that I spent the holidays reading about the Cold War and forming a nostalgic rebuttal to those prophesies of Zoom. At the start of my professional life, I led a surveillance platoon of the U.S. 1st Armored Division (1st AD), which was deployed to defend the “Frontier of Freedom” in the towns surrounding Nuremberg, West Germany. So it was that after cracking open Fulda Gap: Battlefield of the Cold War Alliances, I quickly thumbed forward to Chapter 7, “A Personal Perspective from Platoon Leader to Army Group” by Gen. (ret.) Crosbie Saint, who had commanded the 1st AD during my service in it. Saint's reflections transported me back to 1984 and the pastoral beauty of the Bavarian Oberpfalz, where we were actively preparing to fight a third world war. Prominent among the preparations Saint recounts was the terrain walk, a compulsory practice of every officer leading a maneuver unit regularly to traverse the ground where his troops would deploy, battle book in hand, mastering the contours of the landscape and envisioning his squads' movements in the General Defense Plan. Saint writes ardently about how “repetitive terrain walks at multiple command levels to analyze and become expert in exploiting the terrain for tactical purposes” gave the U.S. a decisive advantage over the vast armies of the Warsaw Pact. The still-clear memory of then-Lt. Grundman's own terrain walks along the monikered kill zones in my battle book—The Kemnath Bowl, Erbendorf Fire Trap, et al.—prompted me to wonder if the marvels of a virtual reality simulation would leave as indelible a mark. I doubt it. While the adoption of videoconferencing for commodity conversation is no doubt here to stay, the premium work of enterprise leadership must remain incarnate. Just as the experience of looking out from a ridgeline engages all the senses, strategic vision flows from an intuitive integration of time and space that no telemediation can fully activate. Beyond the battlefield lay other terrain walks affirming my conviction. In April 1993, just three weeks on the job as chief executive of an IBM teetering on insolvency, Lou Gerstner launched Operation Bear Hug, which directed each of the company's 250 most senior executives to visit at least five key customers over the following three months to learn why IBM had lost their trust. Years later, Gerstner wrote that Bear Hug made manifest what came to be the motive force of IBM's acclaimed transformation: “[W]e were going to build a company from the outside in and . . . the customer was going to drive everything we did in the company.” Gerstner invested this practice of deep listening to customers with the same strategic importance Saint attributed to a lieutenant's intimacy with the sight lines of his firing positions. Operation Bear Hug was a terrain walk. One of the trade secrets of my career as a business consultant to the aerospace industry is never to pass up an invitation to take a plant tour. No matter how near it is to your next flight's departure, when asked “Wanna see the shop?” the right answer is always “Of course.” When, a decade ago, I toured SpaceX's Hawthorne, California, headquarters and observed Elon Musk sitting at his desk among the busy cubicles of 30-something engineers gutting out their work in T-shirts, I instantly understood how the company's garage-shop culture could revolutionize the staid business of space launch. Years earlier, the clinical attention to workers' safety I saw at the bustling CFM56 jet engine plant in Villaroche, France, told me more about the success of the GE-Safran joint venture than even its impressive financials. So, too, did I need actually to feel the cavernous quietude in an antique defense factory to appreciate the true meaning of the sunk-cost fallacy. The aerospace plant tour is often a terrain walk. To all you leaders who, like me, find the progressively virtual world unsettling (and with apologies to a certain light lager's ad campaign), I say, “Find your terrain walk.” Once we again are free to move about, go physically to the crucible of what creates value for your enterprise and open your senses. Only from that vantage will you see truly into its future. The views expressed are not necessarily those of Aviation Week. https://aviationweek.com/aerospace/manufacturing-supply-chain/opinion-why-future-will-not-be-virtual

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  8 juin 2021 | International, Aérospatial

  US approves location for Singaporean F-16, F-35 training

  Singapore’s fleet of 12 F-16s is expected to begin arriving in 2023, and its first of up to 12 F-35Bs are to follow in 2026.