11 janvier 2021 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
By: Jackson Schneider
While I'm writing this article, the world is facing the greatest global crisis of our generation. It is worth asking what a globalized world means after the COVID-19 pandemic, and mainly in the context of the defense industry.
Will it feature, as it did until recently, dynamic international trade and financial flows, globally integrated production chains, and an unprecedented flow of people and goods? Or, as many have speculated, will we see more protectionism, with countries protecting their markets and jobs, being more self-absorbed and less integrated? And how will the effects of geopolitical trends, accelerated by the current crisis, unfold in the decision-making of the military segment in a review of strategic plans?
Nonstate actors, unconventional wars, terrorism, nationalism, the connection of organized crime with paramilitary movements, radicalism and rogue states are some of the topics with which we are commonly presented. Entirely unpredictable in nature, these trends have the capacity to cause even more damage, marked by new space and cyber weapons.
Perhaps we will move from open partnerships, shared defense solutions and industrial integration to a more suspicious environment, where countries will develop individual defense responses, only using partnerships that supplement their ability to succeed.
New technologies, communications formats, relationships, economic flows, environmental concerns and geopolitical trends will have significant consequences in our lives. And the repercussions are uncertain.
In this environment, the defense sector will face new threats, such as the even more intensive use of cyber and space technology, autonomous applications, and artificial intelligence to attack, threaten, influence, or defend countries, companies and citizens.
The prospect of cyber conflicts is worrisome. Software overtakes hardware, and the product is an internet of solutions that we can't truly understand.
This is the new world that the defense industry must understand and ultimately act upon. Industry must seek solutions far beyond the conventional, sometimes even distant from our natural comfort zones, either by doctrine or generational conflict.
This challenge also sparks opportunity, as it enables countries to form programs to protect their critical infrastructure and sensitive data by encouraging unique solutions, using complementary and controlled partnerships when necessary. This can foster the digital economy and technology of the future.
To make it happen, however, a fundamental change to the definition of “defense” is necessary. If we consider the defense realm to be exclusive to the military, these advancements will be limited. The most obvious vector of the defense environment is certainly the military, but the requirements of the post-pandemic world are larger.
The public and private sectors must be coordinated. The integrated efforts of various companies are necessary for supporting the implementation of a cyber protection program. Universities and research centers will also be necessary for fostering knowledge and developing critical thinking throughout countries.
Nations usually define their defense investment priorities based on military policies and geopolitical strategies — considering eventual threats or interests. They should defend their convictions, territory and population.
The defense industry must interact with the world in general, either regionally or globally. Even if we imagine a less globalized world following the pandemic, defense challenges are increasingly global.
Outlining regional defense visions and coordinating scientific and technological efforts — involving public and private agents — around the same strategic purpose can ensure the sustainability of our defense industry.
Jackson Schneider is the president and CEO of Embraer's Defense and Security division. This essay was first published for Forte de Copacabana 2020.
2 novembre 2023 | International, Terrestre
Under contracts totaling up to $124 million, L3Harris will provide the Common Fire Control System on both the M142 HIMARS and M270 MLRS vehicles produced by Lockheed Martin.
19 décembre 2018 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
Defence Secretary Gavin Williamson has provided a final update on the Modernising Defence Programme to the House of Commons. In July, I made a statement setting out headline conclusions from six months of work on the Modernising Defence Programme (MDP). Since then, work has continued apace. Firstly, I would like to welcome the extra £1.8 billion of funding for Defence, including the additional £1 billion that was in last month's Budget. Today, I want to provide an update on the MDP, and set out the work that will be ongoing. I have placed a full report on the MDP in the library of the House. First, I should put the MDP into context. The 2015 Strategic Defence and Security Review was the right plan for Defence at that time. The Government put the Defence budget on a firmer footing, increasing throughout the life of the Parliament. Defence is much stronger as a result of that. NATO is growing in strength and the UK is a leader. More allies are meeting the 2 per cent spending guideline, or have developed plans to do so. We are the second largest defence spender in NATO, one of only a small number of allies to spend 2 per cent of our GDP on defence, and invest 20 per cent of that in upgrading equipment. We can be proud of what we have achieved since 2015. But we have to also be vigilant. National security challenges have become more complex, intertwined and dangerous since 2015 and these threats are moving much faster than anticipated. Persistent, aggressive state competition now characterises the international security context. In response to the growing threats the MDP was launched in January. And, in the last year, our Armed Forces have demonstrated their growing capability, engaged globally, and supported the prosperity of the UK. The Royal Navy has increased its mass and points of presence around the world. We have taken steps to forward base the Army, enhancing our global posture. The Royal Air Force has continued to innovate, and has celebrated a proud past its RAF100 years since its creation. Progress has also made in cyber and space, as the changing character of warfare makes both domains increasingly important. We have reinforced the UK's position as a leading voice in NATO and on European security. And, our Armed Forces have led the way for Global Britain, tackling our adversaries abroad to protect our security at home and nurturing enduring relationships with our allies and partners. Through the work over the past year the MDP has identified three broad priorities, supported by the additional £1.8 billion invested in Defence. Firstly, we will mobilise, making more of what we already have to make our current force more lethal and better able to protect our security. The UK already has a world-leading array of capabilities. We will make the most effective use of them. We will improve the readiness and availability of a range of key Defence platforms: major warships, attack submarines, helicopters and a range of ISTAR platforms. We are adjusting our overseas training and deployments to increase our global points of presence, better to support allies and influence adversaries. To improve the combat effectiveness of our Force, we will re-prioritise the current Defence programme to increase weapon stockpiles. And we are accelerating work to assure the resilience of our Defence systems and capabilities. We can mobilise a full spectrum of military, economic and soft power capabilities. And, where necessary and appropriate we will make sure we are able to act independently. We will also enhance efforts with our allies and partners, aligning our plans more closely with them, acting as part of combined formations, developing combined capabilities, and burden-sharing. And we continue to invest in, and grow, our global network of Defence personnel and the education and training we offer in the UK and overseas. Secondly, we will modernise, embracing new technologies to assure our competitive edge Our adversaries and competitors are accelerating the development of new capabilities and strategies. We must keep pace, and conceive of our joint force as consisting of five domains, air, land, sea, cyber and space, rather than the traditional three. We must modernise, targeting priority areas. A major new step will involve improved Joint Forces Command that will be in a better position so that defence can play a major role in preventing conflict in the future and improve our cyber operations and capabilities across the armed forces but also across government as well. This year Defence's Innovation Fund put £20 million towards projects in areas including unmanned air systems, virtual reality training, and enhanced digital communications for the Future Commando Force. The fund will grow to £50 million next financial year, increasing the scope, ambition and value of the projects it can support. We will launch new ‘Spearhead' innovation programmes that will apply cutting-edge technologies to areas including sub-surface threats to our submarines, our intelligence, surveillance and reconnaissance capability, and command and control in the Land Environment as well. And to drive innovation and change through the Department I am launching a Transformation Fund. Next year, I will ring-fence £160 million of MOD's budget to create this fund available for innovative new military capabilities. I will look to make a further £340 million available as part of the Spending Review. This fund will be available for new innovative military capabilities which allows us to stay one step ahead of our adversaries. Together these and other steps will enable the acceleration of our modernisation plans. Thirdly, we will transform, radically changing the way we do business in Defence. We need to improve markedly the way we run Defence. To sustain strategic advantage in a fast-changing world, we must be able and capable of continuous and timely adaptation. We will embrace modern business practices and establish a culture that nurtures transformation and innovation. We also need to create financial headroom for modernisation. Based on our work to date, we expect to achieve over the next decade the very demanding efficiency targets we were set in 2015, including through investment in a programme of digital transformation. We will develop a comprehensive strategy to improve recruitment and retention of talent, better reflecting the expectations of the modern workforce. We will access more effectively the talents of our ‘Whole Force' across all three Services, Regulars, Reserves, Civil Service and industrial partners. Looking ahead, dealing effectively with persistent conflict and competition will increasingly hinge on smarter, better informed long-range strategy. To help achieve these goals we will establish a permanent Net Assessment Unit, as well as a Defence Policy Board of external experts, to bring challenge to Defence policy and to Defence strategy. Our achievements under the MDP have made Defence stronger. The capability investments and policy approaches set out, with the £1.8 billion worth of Defence funding, will help us keep on track to deliver the right UK Defence for the challenging decade ahead. Without a shadow of a doubt, there is more work to be done as we move towards next year's Spending Review. We must sustain this momentum if we are to realise our long-term goals of increasing the lethality, reach and mass of our Armed Forces. I will do everything within my power to make sure that the UK remains a Tier-One military power in the decade ahead, and that we continue to deliver the strong defence and security that has been the hallmark of the government. I commend this statement to the House. The Modernising Defence Programme https://www.gov.uk/government/speeches/modernising-defence-programme-update
22 juillet 2019 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité, Autre défense
3D Systems and the National Center for Manufacturing Sciences (NCMS) have been awarded a US$15 million contract by the Combat Capabilities Development Command Army Research Laboratory (ARL) to create what they say will be the ‘world's largest, fastest, and most precise metal 3D printer'. The machine will be used for long-range munitions, combat vehicles, helicopters, and air and missile defense applications, the company said. According to the US Army, it already uses additive manufacturing (AM) to refurbish worn parts and create custom tools. Plans are to develop large-scale systems for installation in its depots and labs. Subsequently, 3D Systems and its partners also aim to make the new 3D printer technology available to aerospace and defense suppliers. The printer's build envelope is planned to be 1000 mm x 1000 mm x 600 mm, with ability to build minimum wall thickness of 100 µm and layer thickness of 30 µm. This is a significant increase over current large-scale metal 3D printers with a build envelope of 500 mm x 500 mm x 500 mm, 3D Systems said. 'Up until now, powder bed laser 3D printers have been too small, too slow, and too imprecise to produce major ground combat subsystems at scale,' said Dr Joseph South, ARL program manager. 3D Systems also plans to integrate the new technologies and processes into its existing range of 3D printers. https://www.materialstoday.com/additive-manufacturing/news/us-army-commissions-worlds-largest-3d-printer/