NASA Seeks Lunar Gateway Resupply Proposals

Sur le même sujet

• 

  14 janvier 2020 | International, C4ISR

  Four Nations To Be Protected With Lockheed Martin's Next Generation Radar

  MOORESTOWN, N.J., January 14, 2020 – Through partnerships with the U.S. Government, Spain, Japan, and Canada, Lockheed Martin's (NYSE: LMT) solid state radar (SSR) technology will provide front-line defense to nations around the world with cutting-edge air and missile defense capabilities. These nations are part of a growing SSR family of 24 platforms, ushering in the next generation of maritime and ground-based advanced radar technology. The basis of SSR is the Long Range Discrimination Radar (LRDR), which the Missile Defense Agency (MDA) selected Lockheed Martin to develop in 2015 with an on-track delivery set for 2020. In 2019 Lockheed Martin's SSR for Aegis Ashore Japan was designated by the United States Government as AN/SPY-7(V)1. What is SSR Technology? SPY-7's core technology is derived from the LRDR program, which has been declared Technical Readiness Level 7 by the U.S. Government. The technology consists of a scalable and modular gallium nitride (GaN) based “subarray” radar building block, providing advanced performance and increased efficiency and reliability to pace ever-evolving threats. As part of its investment into the advancement of SSR, Lockheed Martin built a Solid State Radar Integration Site to conduct detailed testing to prove the maturity of the system and reduce fielding risk. Scaled versions of the LRDR site will be utilized for future radar programs including Aegis Ashore Japan, Canadian Surface Combatant and MDA's Homeland Defense Radar in Hawaii. Solid state offers powerful capabilities to detect, track and engage sophisticated air and missile threats, including the very complicated task of discriminating – or picking out – and countering lethal objects present in enemy ballistic missiles. The Lockheed Martin SSR uses state-of-the art hardware and an innovative software-defined radar architecture to meet current requirements while providing extensibility features to pace evolving threats for decades to come. Its unique maintain-while-operate capability provides very high operational availability and enables continuous 24-hour/7-day week operation. Solid state radar is a multi-mission system providing a wide range of capabilities, from passive situational awareness to integrated air and missile defense solutions. The combined capability and mission flexibility of Lockheed Martin's SSR has gained the attention of new and current users of the Aegis Weapon System, the world's premier air and missile defense combat suite. Meeting the World's Most Demanding Missions While LRDR is the first program to utilize Lockheed Martin's new SSR building blocks, over the past three years Lockheed Martin has consistently been selected in open competitions to equip an additional 24 platforms in four nations. SPY-7 provides several times the performance of traditional SPY-1 radars and the ability to engage multiple targets simultaneously with the latest proven interceptors. Spain's Ministry of Defense stated its preference for Lockheed Martin's technology for its five F-110 class frigates in 2017 and awarded the ship construction order to Navantia in 2019. These ships will host the first-ever S-band variants of the SPY-7 radar for the Spanish Navy. Production will be a collaboration between Lockheed Martin and Spanish company, Indra. When the frigates deploy in 2026 our SPY-7 variant will be integrated as part of the Aegis Weapon System. The frigates will also incorporate the International Aegis Fire Control Loop (IAFCL) integrated with SCOMBA, the national combat system developed by Navantia. Canada's Department of National Defence also selected Lockheed Martin as the naval radar provider for its 15 Canadian Surface Combatant (CSC) ships. Lockheed Martin's IAFCL is integrated with Canada's combat management system, CMS 330, developed by Lockheed Martin Canada for the Royal Canadian Navy's HALIFAX Class ships. The program will make Canada the owner of the world's second largest Aegis fleet, and our SPY-7 radar variant will enable CSC to conduct highly advanced maritime missions for decades to come. Mature, Cost-Effective Systems Ready Now Including LRDR, the 24 Lockheed Martin SSR platforms selected to date represent a total of 91 antennas of varying sizes, collectively composed of over 15,000 subarrays. On LRDR alone, Lockheed Martin has produced an equivalent of eight Aegis shipsets to-date. The U.S. Government's LRDR has a planned service life for decades to come and will be supported and maintained throughout that period. This ensures the U.S. and its allies will have a large and stable base of cost-effective logistics and support for many years in the future. 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. https://news.lockheedmartin.com/2020-01-14-Four-Nations-to-Be-Protected-with-Lockheed-Martins-Next-Generation-Radar

• 

  27 juillet 2020 | International, Aérospatial

  Dassault Aviation : le bénéfice net s’écroule de 87% sous l’effet de la crise sanitaire

  Avec la crise économique du coronavirus et l'effondrement du trafic aérien, les commandes d'avions ont chuté pour le constructeur français. Dassault Aviation a annoncé jeudi avoir enregistré un bénéfice net en chute de 87%, à 32 millions d'euros, sous l'effet de la crise provoquée par l'épidémie de Covid-19. "Nos clients, pour certains, ont décalé la date des avions à livrer" et "les commandes ne sont pas au rendez-vous", a expliqué le PDG Eric Trappier lors d'une conférence de presse. Moins de livraisons Les conséquences économiques de la crise sont "sévères" et "impactent de plein fouet" le marché de l'aviation d'affaires, estime Dassault Aviation. Au premier semestre, l'avionneur a livré 7 avions de combat Rafale à l'Inde et au Qatar et 16 avions d'affaires Falcon. Le chiffre d'affaires ajusté, en baisse de 13,6%, s'est établi à 2,6 milliards d'euros, réalisés aux neuf-dixièmes à l'export. Il sera "en retrait" en 2020, prévoit l'avionneur. En raison des conséquences économiques de l'épidémie et de l'effondrement du trafic aérien, Dassault Aviation prévoit dorénavant de livrer 30 Falcon en 2020, soit un quart de moins que précédemment. Les livraisons prévues de Rafale sont inchangées (13). "Nous verrons comment adapter nos effectifs" Les prises de commandes se sont elles effondrées de 66%, à 984 millions d'euros, avec 5 Falcon et aucune pour le Rafale. Eric Trappier a évoqué une note d'espoir avec une "remontée forte de l'activité aérienne" observée dans l'aviation d'affaires ces dernières semaines, notamment aux États-Unis et "beaucoup de transactions" sur le marché de l'occasion. "En fonction du retour de la commande Falcon, nous verrons comment adapter nos effectifs", a-t-il indiqué, précisant que le groupe aurait recours au dispositif d'activité partielle de longue durée https://www.sudouest.fr/2020/07/23/dassault-aviation-le-benefice-net-s-ecroule-de-87-sous-l-effet-de-la-crise-sanitaire-7686090-705.php

• 

  28 janvier 2019 | International, Autre défense

  What the Pentagon could learn from unicorns

  By: Jill Aitoro WESTLAKE VILLAGE, Calif. — The promise of Silicon Valley is built on unicorns — startup companies valued at more than $1 billion. They're rare. Hence the name. But the payoff is big enough that venture capitalists are willing to funnel a lot of money by way of multiple rounds of funding toward unproven technologies, to accept significant risk, in hopes they'll be in on the ground floor of the next great discovery. Compare that to Washington, where in the words of Defense Innovation Board Executive Director Josh Marcuse: “We put forward a defense program full of things that we know aren't going to work, but no one is willing to say so.” For more than three years the Pentagon has attempted to draw upon the Silicon Valley culture of innovation, to buy instead of build, to take advantage of commercial technology. But success has been spotty at best — with SpaceX and Palantir rather exclusively held up as the two “unicorns” catering to the military. But while many procurement reformists will point to burdensome regulations as the problem, innovation leaders from both the Department of Defense and Silicon Valley companies agreed during a November roundtable hosted by Defense News that no laws currently in place prevent smart buying by the government. Instead, those same innovation leader say that what causes the greatest minds in the tech community to walk away from the largest buyer in the world is a slow, arduous process combined with a serious lack of understanding within the Pentagon for how software is designed. “We basically created an innovation program where you have to have Howard Hughes-style entrepreneurship to do anything that matters,” said Trae Stephens, partner at San Francisco-based venture capital firm Founders Fund and co-founder of Silicon Vally tech firm Anduril. To buy or to build Since the 1990s, defense acquisition regulations have clearly stated that commercial preference should be given in every contracting decision. Reinforcing that point, the Office of the Secretary of Defense for Acquisition, Technology, and Logistics released a guidebook for acquiring commercial items in January 2018, stating: “The time and cost to develop and field new capabilities, the technological advances made by near peer competitors and the rapid pace of innovation by private industry have demonstrated the need to access the best technology — now.” And yet, such earnest support of commercial tech does not regularly filter to the acquisition community. Agencies over-specify requirements, “so now if the company wants to do business with [the Pentagon], they have to modify their product,” Stephens said. “All you have to do is say, ‘Yes, we have validated that there is no commercial product that meets our requirements,' and that's it.” The Pentagon does not, however, do the opposite — adapt requirements for a particular product. “There are a lot of things that we just have to build. We're going to build aircraft carriers, we're going to build fighter planes,” Stephens added. “And then there's the thing that we're going to buy — the products. These should be entirely separate conversations.” That over-specification runs counter to the “agile” development method typically favored by the tech community, which is built on a premise of short sprints that factor into evolving requirements. Agile can't exist without a degree of flexibility, ensuring, too, that if you fail, you fail fast. Contrast that with the traditional waterfall approach that predefines the various phases of development to ensure, in theory, a predictable outcome. Full article: https://www.defensenews.com/smr/cultural-clash/2019/01/28/what-the-pentagon-could-learn-from-unicorns