28 juillet 2020 | International, Aérospatial

In a future USAF bomber force, old and ugly beats new and snazzy

WHITEMAN AIR FORCE BASE, Mo. — In the topsy-turvy world of U.S. strategic bombers, older and uglier sometimes beats newer and snazzier.

As the Air Force charts a bomber future in line with the Pentagon's new focus on potential war with China or Russia, the youngest and flashiest — the stealthy B-2, costing a hair-raising $2 billion each — is to be retired first. The oldest and stodgiest — the Vietnam-era B-52 — will go last. It could still be flying when it is 100 years old.

This might seem to defy logic, but the elite group of men and women who have flown the bat-winged B-2 Spirit accept the reasons for phasing it out when a next-generation bomber comes on line.

“In my mind, it actually does make sense to have the B-2 as an eventual retirement candidate,” says John Avery, who flew the B-2 for 14 years from Whiteman Air Force Base in western Missouri. He and his wife, Jennifer, were the first married couple to serve as B-2 pilots; she was the first woman to fly it in combat.

The Air Force sees it as a matter of money, numbers and strategy.

The Air Force expects to spend at least $55 billion to field an all-new, nuclear-capable bomber for the future, the B-21 Raider, at the same time the Pentagon will be spending hundreds of billions of dollars to replace all of the other major elements of the nation's nuclear weapons arsenal. The Air Force also is spending heavily on new fighters and refueling aircraft, and like the rest of the military it foresees tighter defense budgets ahead.

The B-2′s viability suffers from the fact that only 21 were built, of which 20 remain. That leaves little slack in the supply chain for unique spare parts. It is thus comparatively expensive to maintain and to fly. It also is seen as increasingly vulnerable against air defenses of emerging war threats like China.

Then there is the fact that the B-52, which entered service in the mid-1950s and is known to crews as the Big Ugly Fat Fellow, keeps finding ways to stay relevant. It is equipped to drop or launch the widest array of weapons in the entire Air Force inventory. The plane is so valuable that the Air Force twice in recent years has brought a B-52 back from the grave — taking long-retired planes from a desert “boneyard” in Arizona and restoring them to active service.

Strategic bombers have a storied place in U.S. military history, from the early days of the former Strategic Air Command when the only way America and the former Soviet Union could launch nuclear weapons at each other was by air, to the B-52′s carpet bombing missions in Vietnam.

Developed in secrecy in the 1980s, the B-2 was rolled out as a revolutionary weapon — the first long-range bomber built with stealth, or radar-evading, technology designed to defeat the best Soviet air defenses.

By the time the first B-2 was delivered to the Air Force in 1993, however, the Soviet Union had disintegrated and the Cold War had ended. The plane made its combat debut in the 1999 Kosovo war. It flew a limited number of combat sorties over Iraq and Afghanistan and has launched only five combat sorties since 2011, all in Libya.

The last was a 2017 strike notable for the fact that it pitted the world's most expensive and exotic bomber against a flimsy camp of Islamic State group militants.

“It has proved its worth in the fight, over time,” says Col. Jeffrey Schreiner, who has flown the B-2 for 19 years and is commander of the 509th Bomb Wing at Whiteman, which flies and maintains the full fleet.

But after two decades of fighting small wars and insurgencies, the Pentagon is shifting its main focus to what it calls “great power competition” with a rising China and a resurgent Russia, in an era of stiffer air defenses that expose B-2 vulnerabilities.

Thus the Pentagon's commitment to the bomber of the future — the B-21 Raider. The Air Force has committed to buying at least 100 of them. The plane is being developed in secrecy to be a do-it-all strategic bomber. A prototype is being built now, but the first flight is not considered likely before 2022.

Bombers are legend, but their results are sometimes regretted. A B-2 bomber scarred U.S.-China relations in 1999 when it bombed Beijing's embassy in the Serbian capital of Belgrade, killing three people. China denounced the attack as a “barbaric act,” while the U.S. insisted it was a grievous error.

The Air Force had planned to keep its B-2s flying until 2058 but will instead retire them as the B-21 Raider arrives in this decade. Also retiring early will be the B-1B Lancer, which is the only one of the three bomber types that is no longer nuclear-capable. The Air Force proposes to eliminate 17 of its 62 Lancers in the coming year.

The B-52, however, will fly on. It is so old that it made a mark on American pop culture more than half a century ago. It lent its name to a 1960s beehive hairstyle that resembled the plane's nosecone, and the plane featured prominently in Stanley Kubrick's 1964 black comedy, “Dr. Strangelove.”

More than once, the B-52 seemed destined to go out of style.

“We're talking about a plane that ceased production in 1962 based on a design that was formulated in the late 1940s,” says Loren Thompson, a defense analyst at the Lexington Institute, a Washington think-tank.

Rather than retire it, the Air Force is planning to equip the Boeing behemoth with new engines, new radar technology and other upgrades to keep it flying into the 2050s. It will be a “stand off” platform from which to launch cruise missiles and other weapons from beyond the reach of hostile air defenses.

In Thompson's view, the Air Force is making a simple calculation: The B-52 costs far less to operate and maintain than the newer but finickier B-2.

“They decided the B-52 was good enough,” he says.

https://www.airforcetimes.com/news/your-air-force/2020/07/26/in-a-future-usaf-bomber-force-old-and-ugly-beats-new-and-snazzy/

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  • Two Men & A Bot: Can AI Help Command A Tank?

    27 juillet 2020 | International, Terrestre

    Two Men & A Bot: Can AI Help Command A Tank?

    Instead of a traditional three-man crew, Brig. Gen. Coffman told Breaking Defense, “you have two humans with a virtual crew member, [sharing] the functions of gunning, driving, and commanding.” By SYDNEY J. FREEDBERG JR.on July 27, 2020 at 7:00 AM WASHINGTON: Field tests and computer models have convinced the Army that future armored vehicles can fight with just two human crew, assisted by automation, instead of the traditional three or more, the service's armor modernization chief told me. That confidence drove the Army, in its draft Request For Proposals released on the 17th, to require a two-soldier crew for its future Optionally Manned Fighting Vehicle. The OMFV is scheduled to enter service in 2028 to replace the Reagan-era M2 Bradley, which has the traditional trio of commander, gunner, and driver. (Both vehicles can also carry infantry as passengers, and the Army envisions the OMFV being operated by remote control in some situations). The Army has already field-tested Bradleys modified to operate with a two-soldier crew instead of the usual three, said Brig. Gen. Richard Ross Coffman, the director of Army Futures Command's Cross Functional Team for Next Generation Combat Vehicles. “As we speak,” he told me in an interview last week, “we've got those Mission-Enabling Technology Demonstrators, or MET-D, actually maneuvering at Fort Carson, Colorado, as part of the Robotic Combat Vehicle test.” With the benefit of modern automation, Coffman said, those two-soldier crews have proven able to maneuver around obstacles, look out for threats, and engage targets — without being overwhelmed by too many simultaneous demands. “They're doing that both in simulation and real world at Carson right now,” Coffman told me. “You have two humans with a virtual crewmember that will remove cognitive load from the humans and allow the functions of gunning, and driving, and commanding the vehicle to be shared between humans and machines,” Coffman said. “We think that the technology has matured to the point where ...this third virtual crewmember will provide the situational awareness to allow our soldiers to fight effectively.” The defense contractors who would have to build the vehicle – even if a government team designs it – aren't so sure. “A two-man crew will be overwhelmed with decision making, no matter how much AI is added,” one industry source told me. A Persistent Dilemma For at least eight decades, combat vehicle designers have faced a dilemma. A smaller crew allows a smaller vehicle, one that's cheaper, lighter, and harder to hit – and if it is hit, puts fewer lives at risk. But battlefield experience since 1940 has shown that smaller crews are easily overwhelmed by the chaos of combat. Historically, an effective fighting vehicle required a driver solely focused on the path ahead, a gunner solely focused on hitting the current target, and a commander looking in all directions for the next target to attack, threat to avoid, or path to take. (Many vehicles added a dedicated ammunition handler and/or radio operator as well). A “virtual crewmember” could solve this dilemma — but will the technology truly be ready by the late 2020s? The Army actually tackled this question just last year and came to the opposite conclusion. You see, the draft Request For Proposals released last week is the Army's second attempt to launch the OMFV program. In March 2019, the Army issued its original RFP for an Optionally Manned Fighting Vehicle. In most respects, the 2019 RFP was much more demanding than last week's draft: It wanted the vehicle in service two years earlier, in 2026 instead of 2028, and it had such stringent requirements for weight and amor protection that no company managed to meet them, leading the Army to start over. But for all its ambition in other aspects, the 2019 RFP did not mandate a two-person crew; that's a new addition for the 2020 version. It's worth noting that just one company managed to deliver a prototype by the Army's original deadline in 2019: General Dynamics. They built their vehicle to operate with a crew of three – but with the option to go down to two as automation improved. At the same time, the Army started experimenting with Robotic Combat Vehicles that had no human crew aboard at all. The long-term goal is to have a single soldier oversee a whole wolfpack of RCVs, but the current proto-prototypes are operated by remote control, with a crew of two: a gunner/sensor operator and a driver. The Army has been impressed by how well these teleoperated RCVs have performed in field trials. If two soldiers can effectively operate a vehicle they're not even in, might two be enough to operate a manned vehicle as well? The other piece of the experimental RCV unit is the mothership, an M2 Bradley with its passenger cabin converted to hold the teleoperators and their workstations. These modified M2s, called MET-Ds, also operate with just two crewmembers, a gunner and a driver – without a separate commander – and, says Coffman, they've done so successfully in combat scenarios. The Army is not just adding automation to individual vehicles. It's seeking to create combined units of manned and unmanned war machines that share data on threats and targets over a battlefield network, allowing them to work together as a seamless tactical unit that's far more than the sum of its parts. “This [vehicle] will not fight alone, but as part of a platoon, a company, a battalion,” Coffman said. “The shared situational awareness across that formation will transform the way we fight.”

  • Raytheon Technologies CEO On Riding Out The COVID-19 Crisis

    13 juillet 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Raytheon Technologies CEO On Riding Out The COVID-19 Crisis

    Joe Anselmo Michael Bruno July 10, 2020 When he was United Technologies Corp. chairman and CEO, Greg Hayes took a lot of heat for merging his company with Raytheon to create aerospace powerhouse Raytheon Technologies. But the critics have been silenced as defense has cushioned the company from the battering the commercial downturn has inflicted on its Collins Aerospace and Pratt & Whitney operations. Hayes spoke via videoconference with AW&ST Editor-in-Chief Joe Anselmo and Senior Business Editor Michael Bruno. AW&ST: How long will it take the commercial aviation industry to recover from the COVID-19 crisis? Initially, we thought this was going to be like the severe acute respiratory syndrome (SARS) in 2002-03. We thought it was going to be relatively short-lived, where air traffic would go down for a little while but then gradually recover. I don't think any of us envisioned the morbidity or the scope of this pandemic and its impact on travel. I would say we're looking now at getting back to 2019 in 2023, maybe 2024. It is going to be a slow recovery. Raytheon chief looks ahead Commercial aviation recovery will take years Investing in hypersonics Game-changing technologies for a next-generation narrowbody The good news is we've got plenty of liquidity. We'll see our way through this, but it is going to be a tough road. We are hunkering down for a protracted recession on the commercial aero side. Our aftermarket orders are down 50%-plus at both Collins Aerospace and Pratt & Whitney. That's where a lot of the profits come from. The reason we can spend $2.5 billion a year on R&D for the commercial businesses is because we have this spares business that generates strong cash. When that goes away, it's tough. And as a result, we're going to cut R&D this year by $500 million on the commercial side. Unfortunately, the airlines are not in a position to weather this storm for probably more than another 12 months without government assistance. That's really going to be the key. Do governments in the U.S., Europe, South America and across Asia step up to support what is a critical industry in aerospace? Is the industry underplaying the severity of the COVID-19 downturn? A vaccine is the key, and it has to be widely available. The World Health Organization is working on that, but we're going to have hotspots with this pandemic for the next year or two. So even if the U.S. and Europe are completely vaccinated, what does that mean for travel to Africa, Asia, to the fast-growing markets? I'd almost bifurcate the aerospace industry between a narrowbody recovery and widebody recovery. The narrowbody is primarily domestic, whether it's Europe, the U.S. or even China. That will recover more quickly as people become confident-—there's either a vaccine or they've found new treatment options. But on the international side, we can't fly today into Europe, and we don't want the Europeans to fly to the U.S. We can't go to South America or China. Those routes are going to take much, much longer to recover. The fact is there are so many excess aircraft out there right now that we believe you're going to see more parting out of existing fleets before we see a resurgence. And that's why even when passenger traffic starts to come back, there's probably a full 6-12 months before we're going to see a return to normalcy in our aftermarket organization. Pratt supplies the PW1000G engine option for the Airbus A320neo. How much downside risk is there for -deliveries? We're planning for about a 40% reduction in A320 deliveries this year and next year compared with February 2020 production rates. Airbus would love to build more, but it's not clear to us that customers are going to be around to take more than that. The good news is our market share went from about 42% [of A320neo engines] to north of 50% in the last year. Customers are starting to believe in the geared turbofan because of the fuel efficiency. Do you see the market share between Airbus and Boeing shifting? The order book for the A320 is much stronger today, with all the cancellations that we've seen on the 737 MAX because of delays. We still think the 737 will get back in the air this year, and we continue to work with Boeing on software updates. We firmly believe it's a great aircraft. Keep in mind we have about $2.5 million of content per shipset on the 737. It's going to be a tough couple of years, but we ultimately have faith in the airframe and the certification process. Where are you focusing your future efforts with Boeing and Airbus? We were optimistically cautious about the [proposed Boeing] new mid-market airplane (NMA), but there is a lot of excess capacity now, and it's not clear another evolutionary design is going to be the answer. So our focus right now is the next-generation single--aisle. And we think that's probably been pushed out a couple of years, to maybe 2033 or 2035. They're talking about a 30% efficiency gain from the current single-aisle. Two-thirds of that gain has to come from engine design. At the Paris Air Show last year, we talked about a hybrid electric design [Project 804]. We're going to continue on that path. We're trying to figure out how you can have enough power at takeoff while having a much lower fuel consumption at cruise. And that's where hybrid electric comes in. It's going to take us at least a decade to prove that out. I don't know if hybrid electric is the answer. There are other things that we're working on. But obviously it's got to be something completely different than what we've been building in the past. Governments around the world are taking on huge debt to alleviate the coronavirus crisis. Are you worried that will put pressure on military spending over the long term? You would have to have your head in the sand to not understand what's going to happen to defense budgets over time. When [Raytheon CEO] Tom Kennedy and I first talked about this merger, it was, “What can we do together that we can't do separately?” And it really was bringing the technologies of the two companies together to solve customer problems in new and innovative ways. Defense budgets will go down, but I think the real question is where Defense Department spending is going. I remember talking two years ago with [then-Defense Secretary] Gen. [James] Mattis, and he said, “Bring us innovative solutions, not to fight the last war but to fight the next war.” And the next war, he said, is going to be fought in cyberspace and outer space. The capabilities of the legacy Raytheon business are second to none in space and are outstanding on the cyber side. You marry that up with the manufacturing and material science that Pratt & Whitney brings, with the communication systems that Rockwell Collins brings, and this is going to be a great play. The U.S. Air Force wants more software-driven capabilities, delivered in weeks or even days. How does that square with your businesses, which often involve long-term hardware evolutions? It's making sure that we're continuing to evolve our products. The missiles we're delivering today, such as the SM-3 [interceptor] or the SM-6 [anti-air/anti-surface/-ballistic missile defense] are state of the art, and we continue to find new uses for them. A lot of things will change over time in terms of how the weapons are deployed. Think about the Storm-Breaker missile that we just demonstrated, which has the tri-mode seeker. It can do things the last generation of missiles could never do in terms of going through smoke, fog, dust and sand. The LRSO [Long-Range Standoff nuclear cruise missile] is another example. And the Tomahawk is an established product that we will evolve as the needs of the battlefield change to meet new requirements. That's really what we want to focus on: How do we continue software-driven solutions but also find ways to redeploy and reinvigorate the product line and bring new capabilities to the warfighter? Are you making long-term investments in hypersonics? Hypersonics are a destabilizing technology. There's only so much we can talk about, but we know we're behind the Chinese and probably behind the Russians. I think in 3-5 years we'll be on a level playing field. Our focus has been on defensive systems, using space-based assets to track hypersonics. It's nothing that a ground radar could ever do because they move too fast. And then countermeasures that we could use to defend against hypersonics is the bigger market. We're obviously investing. We've got a program, the HAWC [Hypersonic Air-breathing Weapon Concept], which is an air-breathing hypersonic missile that we're working on. I think we'll flight-test that later this year. Also think about the materials science that Pratt brings. The key to hypersonics is how to keep the electronics from getting fried when you're operating at something like 5,000F. We're investing in cooling materials—that will be one of the big bets that we're going to have to make. Tom Kennedy saw the need to make these investments, and we're going to do that. The other piece is on the space side. There's not a lot that we can say, other than that we think space will be the frontier that will differentiate us—that is, the defense of space assets, as well as using space assets to detect, track and target hypersonic weapons. When the merger of United Technologies and Raytheon was announced, there was a lot of criticism from investors. Now they're happy about how well-positioned the combined company is to weather the COVID-19 storm. There was a lot of pushback from investors, especially from the hedge fund guys. They saw us taking a lower-margin business, and they didn't like the fact that the technology takes 5-10 years to pay off. I was roundly criticized. All I can say is I was an idiot a year ago and now I'm a genius, through no fault of my own. We did this for the long term, and it was completely fortuitous that the merger happened when it did. The commercial businesses won't make any money this year, and they are going to struggle for the next couple of years, but now we've got a rock-solid balance sheet and a lot of cash. And that defense business is going to grow 5-8% this year. We've got a good backlog. I'd like to say it was genius, but it really was just doing what's right for the long term. My goal is to leave this company better than I found it. You have reshaped this company, starting with selling Sikorsky to Lockheed Martin in 2015. Then you acquired Rockwell Collins and moved to break up the UTC conglomerate, and it looked like UTC was going to be a commercial aerospace company. Now comes Raytheon. Are you done, or is there more to come? I'm never done until I'm gone, but we don't need to do anything else big. The driving force [behind the Raytheon merger] was putting two big technology companies together with cyclical balance [between commercial and defense]. Tom Kennedy always felt he was at a disadvantage against the Lockheeds of the world because of the scale of Lockheed versus Raytheon. This gives us the scale to invest and compete head on with the Lockheed Martins and Northrop Grummans, as well as being the largest supplier to both Boeing and Airbus. We have some clout in the marketplace. We've got 700,000 different things that we deliver to customers: missiles, APUs, engines, communications gear. Some we really love; others don't have the returns that we want or require too much investment for a limited market. We hope to have a portfolio review done by the end of the year. And you'll probably see some divestitures, but not big pieces. We also continue to look for technology bolt-ons as we think about what's next in defense and the space and cyber spectrums. Longer term, the big question in my mind is what happens to Rolls-Royce, a great technology company that is facing challenging financial circumstances. We loved the partnership Pratt had with Rolls on International Aero Engines. Could we recreate that someday? Perhaps, but not now. Ian Davis, who's the chairman over there, is a good guy. We always say, “Look, we need to find ways to collaborate so we can take on GE Aviation.” Despite the fact that GE may be on its heels today, they've got over 30,000 engines out there. Their aftermarket will recover, they will get better, and they will be the formidable competitor for both Rolls and Raytheon Technologies for the foreseeable future. We're hearing from Wall Street that you're expected to sell off the Forcepoint business. Forcepoint is a commercial cyber business Tom Kennedy created when he brought a couple of companies together about five years ago. It has some great technology, but it clearly doesn't fit in the portfolio. We'll figure that out in the next six months. How is the integration going? Nothing went according to plan except the merger itself. We sent everybody home the week of March 12 [because of COVID-19], and we were still three weeks away from the merger. So we had to complete the merger and all of the integration remotely. And we had to spin off Carrier and Otis. All of that came to fruition on time and exactly as we had planned while working from home. The resilience and the ingenuity of our folks to figure all this out has probably been the most pleasing. There was some concern that the cultures at Raytheon and the commercial guys at Pratt and Collins would never come together. That is the last thing I worry about. Everything we laid out has gotten done. We're on track for synergies in cost, technology and revenue. The difference is I have yet to have a staff meeting in person. I've got 17 people who work for me, and we do everything on Zoom. Each one of our three board meetings since the merger has been done on Zoom. If you had told me 3-4 months ago that we would be working from home for a good deal of time, I'd have really panicked. But we figured it out. https://aviationweek.com/ad-week/ad-week-video-interviews/raytheon-technologies-ceo-riding-out-covid-19-crisis

  • Defense Innovation Unit issues contract for unmanned orbital outpost

    17 juillet 2020 | International, Aérospatial

    Defense Innovation Unit issues contract for unmanned orbital outpost

    Nathan Strout The Defense Innovation Unit has awarded Sierra Nevada Corporation a contract to build an orbital laboratory that would serve as a kind of unmanned space station, the company announced July 14. The unmanned orbital outpost will be placed in low Earth orbit to be used for experiments and demonstrations. The autonomous, free flying vehicle will be able to host payloads and support space assembly and manufacturing, microgravity experimentation, logistics, training, testing and evaluations. Under the contract, Sierra Nevada Corporation will repurpose their Shooting Star transport vehicle into a scalable, autonomous space station that can be used for experiments and demonstrations. The Shooting Star vehicle is a 16-foot attachment to the company's Dream Chaser space plane that was developed for NASA Commercial Resupply Services 2 missions. The vehicle was initially designed to provide extra payload storage and cargo disposal upon re-entry. “We're excited by the multi-mission nature of Shooting Star,” Fatih Ozmen, SNC's chief executive, said in a statement. “It was originally developed for NASA resupply missions to the International Space Station, and since then we keep identifying new capabilities and solutions it offers to a wide variety of customers.” The company's press release notes that while the initial orbital outpost will operate in LEO, future orbits could be placed in other orbits, including cislunar. “The current Shooting Star is already designed with significant capabilities for an orbital outpost and by adding only a few components we are able to meet Department of Defense needs.” added Steve Lindsey, senior vice president of strategy for SNC's space systems. “We are proud to offer our transport vehicle to DoD as a free-flying destination for experimentation and testing, expanding beyond its current payload service capabilities for Dream Chaser cargo missions.” According to the original DIU solicitation released June 2019, orbital outposts will need to be established in low Earth orbit within 24 months of the award. A DIU spokesperson told C4ISRNET at the time that the “the prototype will explore the military utility of exclusive DoD access to an unmanned orbital platform in order to perform experiments with no risk to human crew or other non-DOD payloads.” https://www.c4isrnet.com/battlefield-tech/space/2020/07/16/defense-innovation-unit-issues-contract-for-unmanned-orbital-outpost/

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