How 2 Space Norway satellites will help the Air Force in the Arctic

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  21 avril 2021 | International, Aérospatial

  Sustainment Becoming Most Profitable Part of F-35 for Lockheed Martin - Air Force Magazine

  Lockheed Martin’s Chief Financial Officer said sustainment is soon to be the most profitable part of the F-35 program.

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  30 janvier 2019 | International, Terrestre

  Raytheon/Lockheed Martin Javelin Joint Venture Awarded Contract For 2,100 F-Model Missiles, Marking Initial Full-Rate Production

  ORLANDO, Fla., Jan. 30, 2019 /PRNewswire/ -- The Javelin Joint Venture was awarded a production contract for 2,100 F-Model (FGM-148F) missiles, following a successful and rigorous system qualification test program that included 21 successful flight tests. The contract launches the initial full-rate production agreement for the Javelin F-Model missile, replacing the Javelin FGM-148E (Block I). The Javelin FGM-148F missile features an advanced multipurpose warhead (MPWH) as part of the man portable, fire-and-forget Javelin missile system. The MPWH incorporates the latest generation shaped charged technology to defeat present and future advanced armored threats while adding a fragmenting steel warhead case to significantly improve lethality against soft targets and light armored vehicles. The Javelin F-Model round deliveries are planned for early 2020 and will be available for international allies, with U.S. government permission. There are also funded efforts underway to develop a higher performance Lightweight Command Launch Unit (CLU) and FGM-148G Model missile that will dramatically improve system performance while reducing weight and lowering system cost. First deployed in 1996, Javelin is the world's most versatile and lethal one-man-portable and platform-employed anti-tank and multi-target precision weapon system. To date, more than 45,000 missiles and 12,000 CLUs have been produced. The Javelin weapon system has experienced numerous technology insertions since its initial fielding to stay ahead of advancing threats. Javelin, which is produced by a joint venture between Raytheon and Lockheed Martin, has been used extensively and to great advantage in combat operations in both Afghanistan and Iraq. Over 5,000 engagements have been successfully conducted by U.S. and coalition forces. Current U.S. allies that have Javelin in inventory include France, Taiwan, Jordan, Qatar, Turkey, Lithuania, Czech Republic, Indonesia, Ireland, New Zealand, Norway, Oman, Ukraine, Georgia, Australia, Estonia, UAE and the United Kingdom. The Javelin Joint Venture is an award-winning enterprise recognized in 2015 by the Office of the Secretary of Defense for its outstanding achievements in providing operational support to warfighters with the highest level of mission success and tactical operational readiness. About Lockheed Martin Headquartered in Bethesda, Maryland, Lockheed Martin is a global security and aerospace company that employs approximately 105,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services. SOURCE Lockheed Martin https://news.lockheedmartin.com/2019-01-30-Raytheon-Lockheed-Martin-Javelin-Joint-Venture-Awarded-Contract-for-2-100-F-Model-Missiles-Marking-Initial-Full-Rate-Production

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  19 mai 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Our nation’s defense supply chain imperative

  By: Bill Brown, L3Harris Technologies The Department of Defense and defense industry have a long history of responding quickly and forcefully to crisis, and the COVID-19 pandemic is no exception. Today, hundreds of thousands of dedicated defense workers remain at their posts – delivering mission-critical products and services to support our troops around the world, while also providing personal protective equipment and other supplies to first responders and health care workers here at home. However, this most recent crisis has re-exposed weaknesses in our defense industrial base – highlighting the need to significantly bolster the nation's vital supply chain. This serves as a call to action to develop a strategic, long-term approach across government and industry. We witnessed the fallout from the 2008-09 financial crisis. Thousands of suppliers shuttered or permanently shifted precious capacity to other verticals when defense budgets were indiscriminately cut following the Budget Control Act of 2011 and sequester of 2013. When budgets began to recover several years later, the damage was clear – longer lead times that in some cases doubled or more, and increased reliance on single-source and international suppliers for critical components, such as microelectronics. In 2017, President Trump signed an executive order and established a multi-agency task force to study supply chain resiliency. The task force identified five macro forces that create risk to the supply chain and national security preparedness including sequestration and the uncertainty of government spending, the overall decline of U.S. manufacturing capabilities and capacity, harmful government business and procurement practices, industrial policies of competitor nations, and diminishing U.S. STEM and trade skills. Task force members proposed a comprehensive set of risk-reduction actions – ranging from establishing sustained and predictable multi-year budgets and developing an adaptive acquisition framework, to directing investment to small businesses and diversifying the supplier base. Over the past two years, the government has made initial strides on a number of these fronts, including working to reduce U.S. reliance on foreign sources for critical rare earth minerals and decreasing the country's dependence on China and other international suppliers for semiconductors and related components. Unfortunately, the COVID-19 pandemic emerged before these and other task force initiatives gained serious traction and forced the DoD to refocus its near-term priorities. And the urgency escalated when we began to see the brutal impact the pandemic was causing in the commercial aerospace sector, an important vertical market for many defense suppliers. The department quickly designated defense suppliers as essential and increased progress payments, spurring larger defense contractors to accelerate payments to thousands of small business suppliers. These actions helped companies to continue operating, maintain their employment and hiring goals, and sustain critical spending on internal research and development (IRAD) to keep the innovation engine humming. At L3Harris, for example, we recommitted to investing nearly 4 percent of revenues in IRAD, hiring 6,000 new employees and maintaining our apprenticeship and internship programs to provide opportunities for the workforce of the future. The combined DoD and industry efforts demonstrate the power of a focused, collaborative approach to mitigate and address the damaging effects of the pandemic and to support the broader defense industrial base. Today, we are at a critical juncture. We have an opportunity to make the necessary strategic investments that could significantly strengthen our supply base for generations to come, including: · Ensure sustained/predictable budgets – stable, long-term funding helps companies better plan and encourages them to invest in staffing, technology and facilities needed for the country to maintain its technical superiority. Now is not the time to pull back the reins on defense spending. · Accelerate contract awards – shorter decision and acquisition cycles enable suppliers to invest in and deliver technologies faster than with traditional methods, and in the near term could help offset the impact of the commercial aerospace downturn. · Expand domestic supplier base – increasing domestic capabilities reduces vulnerabilities and increases access to critical components, such as rare earths and microelectronics, and over time can help reduce the proportion of sole/single-source supply. · Increase workforce investment – providing advanced STEM education opportunities drives innovation and productivity by enhancing critical skillsets for existing employees, while attracting, training and growing the workforce of the future. · Institutionalize process improvements – the COVID-19 pandemic forced government and industry to find new and more efficient ways to work. The challenge now – to make these advances permanent. These are not quick fixes. However, they provide a strong platform for a more resilient national defense supplier base, which is vital at a time when near-peer adversaries continue to invest heavily in new technologies that threaten our nation's security. The imperative is clear – and the opportunity is now. Bill Brown is chairman and CEO at L3Harris Technologies. https://www.defensenews.com/opinion/commentary/2020/05/18/our-nations-defense-supply-chain-imperative/