29 juillet 2022 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité, Autre défense

Nearly 9% boost for defense spending next year under new Senate plan

Sur le même sujet

  • Bombers, fighters and tankers unite: Will the Air Force rebuild composite wings to fight near-peer foes?

    19 septembre 2018 | International, Aérospatial

    Bombers, fighters and tankers unite: Will the Air Force rebuild composite wings to fight near-peer foes?

    By: Kyle Rempfer The Air Force has spent the past few years gearing up for a near-peer fight against adversaries with high-end air forces that match their own. While new doctrines and technologies occupy much of the planning for such a shift, another type of preparation is needed: reorganizing wings and squadrons. One possibility on the table is a return to composite wings. In the early 1990s, the Air Force organized the 366th Fighter Wing out of Mountain Home Air Force Base, Idaho, into the service's premier “air intervention” composite wing. For roughly a decade, the wing flew fighters, bombers and tankers with the goal of meeting the challenges of a post-Cold War world order — where conflict could arrive anywhere, anytime. “They were ready to pack up and go fight as a unified team,” Lt. Gen. Mark Kelly, commander of 12th Air Force, told a crowd of Air Force leaders Monday at the 2018 Air, Space and Cyber Conference in Washington, D.C. “But that was disbanded, and part of it came down to money," Kelly said. "The cost per flying hour of trying to sustain the small-fleet dynamics there didn't look great on spreadsheets.” But Kelly argues that financial assessment was faulty. The quality of the training airmen were getting was being compared to the day-to-day operations at other bases around the Air Force. In reality, it was more comparable to the day-to-day training at Red Flag — a two-week, advanced air combat training exercise still held several times a year in Nevada and Alaska. “Frankly, the training they were getting compared more to Red Flag daily ops," Kelly said. “And that would be a good problem to have and a good construct to be able to build.” The Air Force is rethinking how it constructs wings and squadrons, as well as how it deploys airmen, as it shifts to better align with the 2018 National Defense Strategy, according to Kelly. As it stands, “airmen only come together to fight at the line of scrimmage," Kelly said. For instance, before airmen arrive at a forward base to fight against insurgents in Afghanistan, they may have a unified command at the squadron level, but a unified command at the wing level is severely lacking. Additionally, airmen preparing to deploy today benefit from a surplus of “spin-up" time. They know when their unit is scheduled to deploy and have the luxury of training to meet that challenge well in advance. “That's a luxury that we cannot rely on in great power competition,” Kelly said. Organizing some aircraft and airmen into composite wings could provide the training and deployment structure necessary for fights against modern militaries, Kelly said. The composite wing concept was heavily pushed in 1991 by then Air Force Chief of Staff Gen. Merrill McPeak, according to his biography on the Defense Department's website. McPeak wanted to organize wings by their mission-set, not aircraft type. According to his “air intervention” doctrine, a wing deploying for a near-peer fight should have all the aircraft and airmen it needs to accomplish its mission with limited, or possibly no, outside support. This meant one wing could potentially operate electronic warfare aircraft for the suppression of enemy air defenses, bombers to lay waste to enemy fortifications, fighters to engage in air-to-air combat, and tankers to refuel them all. After the Sept. 11, 2001 terrorist attacks, however, the old composite squadron idea was mostly discarded. The 366th Fighter Wing was restored to fly F-16Js, and the consolidation of the Air Force's KC-135 and B-1 forces led to the reallocation of the wing's bombers and tankers to McConnell AFB, Kansas, and Ellsworth AFB, South Dakota, according to Mountain Home's website. But composite wings, and the idea of sustainable fights with more or less autonomous Air Force commanders, is back in vogue. Funding was one of the biggest challenges to composite wings back in the day, but the reasons for that unit structure are better appreciated now as concerns about China and Russia preoccupy defense planners. To fuel a restructuring, steady funding will be key, according to Kelly. He projected the Air Force's shift to great power competition will continue to be a focus of the defense budget into 2021 and 2022. But regardless of the funds Congress ultimately appropriates for the Air Force in the coming years, restructuring for a near-peer fight needs to happen, Kelly said. “This has to happen regardless of if we have the force we have today with only one more airman, or the force we need with tens of thousands more airmen," he added. https://www.airforcetimes.com/news/your-air-force/2018/09/18/bombers-fighters-and-tankers-unite-will-the-air-force-rebuild-composite-wings-to-fight-near-peer-foes

  • Contract Awards by US Department of Defense - January 29, 2020

    30 janvier 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Contract Awards by US Department of Defense - January 29, 2020

    NAVY Geocent LLC, Metairie, Louisiana (N66001-20-D-3417); M.C. Dean Inc., Tysons, Virginia (N66001-20-D-3418); McKean Defense Group LLC, Philadelphia, Pennsylvania (N66001-20-D-3419); Parsons Government Services Inc., Pasadena, California (N66001-20-D-3420); Science Applications International Corp., Reston, Virginia (N66001-20-D-3421); Serco Inc., Herndon, Virginia (N66001-20-D-3422); Systems Technology Forum Ltd., Fredericksburg, Virginia (N66001-20-D-3423); Valkyrie Enterprises Inc., Virginia Beach, Virginia (N66001-20-D-3424); and VT Milcom Inc., Virginia Beach, Virginia (N66001-20-D-3425), are each awarded a $56,339,692 indefinite-delivery/indefinite-quantity, multiple-award contract with cost-plus-fixed-fee, firm-fixed-price and cost (no fee) pricing. Support includes project management, administration, drafting, technical integration, testing, maintenance, engineering, logistics, facilities and security for software and hardware of new and existing command, control, communications, computers, intelligence, surveillance and reconnaissance systems and networks. All awardees will have the opportunity to compete for task orders during the ordering period. This two-year contract includes two three-year option periods, which, if exercised, would bring the overall potential value of this contract to an estimated $249,033,405. Work will be performed primarily in the Indo-Asia-Pacific Region and Navy Region Southwest including Hawaii, Guam, Japan, California, Nevada, Washington state, Oklahoma, South Korea, Singapore, Philippines and Australia; and outside this region in Bahrain, Djibouti and Italy. Work will be performed outside the continental U.S. (50%); and inside the continental U.S. (50%) on a full-time basis. The period of performance of the base award is from Jan. 29, 2020, through Jan. 28, 2022. If all options were exercised, the period of performance would extend through Jan. 28, 2028. No funds will be obligated at the time of award. Funds will be obligated as task orders are issued using operations and maintenance (Navy); and other funding, which may include working capital funds (DoD); Department of Homeland Security funds; and research, development, test and evaluation (Navy) funds. This contract was competitively procured via a request for proposal (N66001-19-R-0001) which was published on the Federal Business Opportunities website and the Naval Information Warfare Command e-Commerce Central website. Eighteen offers were received and nine were selected for award. The Naval Information Warfare Center, Pacific, San Diego, California, is the contracting activity. Northrup Grumman Systems Corp., Linthicum Heights, Maryland, is awarded a $15,752,580 cost-plus-fixed-fee modification to exercise options to previously-awarded contract N00024-15-C-5319 for level of effort engineering services and associated travel to provide continuous support of two AN/SLQ-32(V)Y Surface Electronic Warfare Improvement Program (SEWIP) Block 3 System low rate initial production units. This option exercise is for the continued level of effort engineering services in support of SEWIP Block 3 low-rate initial-production units. SEWIP is an evolutionary acquisition and incremental development program to upgrade the existing AN/SLQ-32(V) electronic warfare system. SEWIP Block 3 will provide select Navy surface ships a scalable electronic warfare enterprise suite with improved electronic attack capabilities. Work will be performed in Linthicum, Maryland, and is expected to be completed by December 2020. Fiscal 2018 other procurement (Navy) funding in the amount of $60,000 will be obligated at time of award and will expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington Navy Yard, Washington, District of Columbia, is the contracting activity. Rockwell Collins Inc., Cedar Rapids, Iowa, is awarded an $11,301,660 fixed-price, indefinite-delivery/indefinite-quantity contract. This contract procures Joint Precision Approach and Landing Systems Airborne Radio Communication ARC-210 Generation 5 radio units for the Navy. Work will be performed in Cedar Rapids, Iowa, and is expected to be completed in March 2021. Fiscal 2020 shipbuilding and conversion (Navy) funds for $403,110; and other procurement (Navy) funds for $3,627,990 will be obligated at time of award, none of which will expire at the end of the current fiscal year. This contract was not competitively procured pursuant to Federal Acquisition Regulation 6.302-1. The Naval Air Warfare Center, Aircraft Division, Lakehurst, New Jersey, is the contracting activity (N68335-20-D-0006). BAE Systems Technology Solutions & Services, Rockville, Maryland, is awarded a $10,536,004 modification (P00002) to a previously-awarded cost-plus-fixed-fee contract (N00421-20-C-0003). This modification exercises an option to provide engineering and technical services for integrated communications and information systems radio communications for Navy ships, in support of the Naval Air Warfare Center, Webster Outlying Field, to support the integrated communications and information systems radio communications. Work will be performed in St. Inigoes, Maryland (60%); California, Maryland (30%); Bath, Maine (5%); and Pascagoula, Mississippi (5%), and is expected to be completed in July 2025. Fiscal 2020 shipbuilding and conversion (Navy) funds for $4,000,000 will be obligated at time of award, none of which will expire at the end of the current fiscal year. The Naval Air Warfare Center Aircraft Division, Patuxent River, Maryland, is the contracting activity. ARMY Continental Heavy Civil Corp., Miami, Florida, was awarded a $23,778,240 firm-fixed-price contract for the NASA Wallops Beach Renourishment Project in Accomack County, Virginia. Bids were solicited via the internet with five received. Work will be performed in Wallops Island, Virginia, with an estimated completion date of March 12, 2021. Fiscal 2019 civil construction, Corps of Engineers funds in the amount of $23,778,240 were obligated at the time of the award. U.S. Army Corps of Engineers, Norfolk, Virginia, is the contracting activity (W91236-20-C-0002). AECOM Management Services Inc., Germantown, Maryland, was awarded a $17,000,000 modification (000260) to contract W52P1J-12-G-0028 for Army Prepositioned Stock (APS-2) logistics support services in support of maintenance, supply and transportation at Mannheim and Dulmen, Germany. Work will be performed in Mannheim and Dulmen, Germany, with an estimated completion date of Nov. 20, 2020. Fiscal 2020 operations and maintenance, Army funds in the amount of $17,000,000 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity. Vision Point Systems Inc.,* Fairfax, Virginia, was awarded a $13,500,000 firm-fixed-price contract to provide corrosion engineering and logistics technical, analytical, programmatic, research and development, technical assistance, testing, training, and technical writing support for the U.S. Army Combat Capabilities Development Command (CCDC) Ground Vehicle Systems Center (GVCS) and Tank-automotive and Armaments Command (TACOM) Life Cycle Management Center (LCMC). Bids were solicited via the internet with four received. Work locations and funding will be determined with each order, with an estimated completion date of Jan. 28, 2025. U.S. Army Contracting Command, Detroit Arsenal, Michigan, is the contracting activity (W56HZV-20-D-0012). Dawn/Higley JV LLC,* Warren, Ohio, was awarded an $11,458,223 firm-fixed-price contract to repair and renovate interior and exterior of an aircraft maintenance hangar. Bids were solicited via the internet with five received. Work will be performed in Mansfield, Ohio, with an estimated completion date of Aug. 31, 2021. Fiscal 2020 Air Guard sustainment, repair, maintenance in the amount of $11,458,223 were obligated at the time of the award. U.S. Property and Fiscal Office for Ohio 179th Mission Support Contracting, Mansfield, Ohio, is the contracting activity (W50S8R-20-C-0002). AIR FORCE Technica Corp., Sterling, Virginia, has been awarded a $13,591,345 cost-plus-fixed-fee modification to exercise the first option period, Feb. 15, 2020, through Feb. 14, 2021. The contract provides weapon system engineering and maintenance services to include incremental software version development and installation, security patch installations, preventative maintenance, trouble shooting and responsive Tier 1, 2 and 3 support for the Cyberspace Vulnerability Assessment/Hunter (CVA/H) weapon system. Work will be performed in Sterling, Virginia, and is expected to be complete by Aug. 14, 2025. This award is the result of a competitive acquisition. Offerors were solicited under the Network-Centric Solutions (NETCENTS) Network Operations and Infrastructure Small Business contract holders and seven offers were received. Fiscal 2020 research, development, test and evaluation; operations and maintenance; and procurement funds in the amount of $13,591,345 are being obligated at the time of modification to exercise the first option period. The Air Force Life Cycle Management Center, Cryptologic and Cyber Systems Division, Joint-Base San Antonio-Lackland, San Antonio, Texas, is the contracting activity (FA8732-14-D-0015, task order FA8307-19-F-0098). Starwin Industries LLC, Dayton, Ohio, has been awarded a $9,554,000 firm-fixed price indefinite-delivery/indefinite-quantity contract for F-16 Bugeye radomes. This contract provides for the supply of both left and right Bugeye radomes for the F-16 aircraft. Work will be performed in Dayton, Ohio, and is expected to be complete by Jan. 28, 2026. This award is the result of a competitive acquisition, two solicitations mailed and two offers received. Fiscal 2019 research and development funds (not multiyear) in the amount of $35,872 are being obligated at the time of award. The Air Force Life Cycle Management Center, F-16 Division, Hill Air Force Base, Utah, is the contracting activity (FA8232-20-D-0006). DEFENSE LOGISTICS AGENCY Lions Services Inc.,** Charlotte, North Carolina, has been awarded a maximum $10,468,000 firm-fixed-price, indefinite-delivery/indefinite-quantity contract for advanced combat helmet chinstraps. This is a one-year base contract with two one-year options periods. Location of performance is North Carolina, with a Jan. 28, 2021, performance completion date. Using military service is Army. Type of appropriation is fiscal 2020 through 2021 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE1C1-20-D-B082). * Small business ** Mandatory source https://www.defense.gov/Newsroom/Contracts/Contract/Article/2069174/source/GovDelivery/

  • UK: Modernising Defence Programme - Update

    19 décembre 2018 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    UK: Modernising Defence Programme - Update

    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

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