24 juillet 2018 | International, C4ISR
By: Mark Pomerleau
In his first public comments since assuming the head of U.S. Cyber Command, Gen. Paul Nakasone said the Department of Defense is taking a more aggressive approach to protect the nation's data and networks and aims to stay ahead of malicious cyber and information-related activity.
The command's new vision, called “Achieve and Maintain Cyberspace Superiority," published in April, describes the notion of “continuous engagement” and “defending forward” to understand adversary weaknesses and impose “tactical friction and strategic costs.”
“Through persistent action and competing more effectively below the level of armed conflict, we can influence the calculations of our adversaries, deter aggression, and clarify the distinction between acceptable and unacceptable behavior in cyberspace,” the document reads.
Nakasone speaking July 21 at the Aspen Security Forum, said adversaries have long worked below the threshold of war to steal intellectual property, personally identifiable information and undermine societal discourse. While individually, these activities don't appear sensational, taken in aggregate, Nakasone said, they have grave national economic and security implications.
Many academics have criticized the U.S. response to Russian election interference and noted that the United States tends to view conflicts through the binary lens of war or peace while competitors such as Russia see themselves constantly engaged in a state of war.
From the U.S. perspective, many cyber acts are considered beneath the threshold of war, denoting a lesser response. But Nakasone said the philosophy of continuous engagement is more in line with the new National Defense Strategy, one that suggests the return of great power competition with nations such as Russia and China.
In practice, Nakasone articulated a more aggressive approach, one that involves entering an adversary's network to learn what they are doing as a means of improving defenses.
The philosophy is “this idea that we want to have our forces to be able to enable our defensive capabilities and to act forward,” Nakasone said. “Act outside of the boundaries of the United States to understand what our adversaries are doing and be able to engage those adversaries and obviously [be] able to better protect our networks, our data and our weapon systems.
Such action, penetrating a network or sovereign territory, has not typically been an action a military organization has taken outside an engaged hostility with an organization or nation vice a covert action finding.
Nakasone's predecessor told Congress that the command was mulling over cyber operations in nations where the United States is not actively involved in a conflict.
Then Adm. Michael Rogers, explained he is comfortable with his authorities to use offensive cyber tactics in Iraq, Syria and Afghanistan, however, he added that they need more speed and agility in employing these capabilities “outside the designated areas of hostility.”
20 juillet 2023 | International, Aérospatial
French aircraft manufacturer Dassault Aviation said on Thursday its order intake dropped in the first six months of the year, as it did not generate orders for Rafale jets.
24 avril 2020 | International, Aérospatial
Michael Bruno Companies have good quarters and bad quarters, but rarely does a whole industry sound like it just got sucker-punched. That's what the next few weeks will be like in the aerospace and defense sector, and for sure there will be headlines describing industrial carnage as the industry gasps for air and works to recover after COVID-19. The truth is the aerospace and defense (A&D) supply chain suddenly is far too large for what is needed, maybe by a quarter or a third of excess capacity. As a result, quick or methodical cutbacks in manufacturing and services are expected throughout the syndicates that make airliners, business jets and other aircraft. As public companies report their latest quarterly financial results in late April and May, they will have to address the year ahead and offer insight into their response plans. Unfortunately, business as usual prior to COVID-19 is not expected until 2022 or later, according to numerous analysts and advisors. And that is just too long to carry extra financial costs, which means all levels will feel pain. “The COVID-19 decline is a serious risk for commercial OEM plays—Boeing, Spirit AeroSystems, Allegheny Technologies, Hexcel, Howmet Aerospace, Triumph Group and Carpenter Technology,” Cowen analysts say. “Aftermarket ‘relative safe havens' Honeywell International, Heico and TransDigm Group also face stiff near-term headwinds, with more serious risks at General Electric.” If OEMs and their Tier 1 and 2 suppliers are already cutting their workforces, slashing executive salaries and suspending shareholder returns—as dozens have announced since the novel coronavirus began sweeping through the U.S. in March—then it is easy to imagine that much lower tiers with their even thinner margins could face existential reckonings. “People who didn't plan for it were unreasonably naive,” asserts Avitas consultant Adam Pilarski, a longtime expert who espoused a bearish view on commercial aviation long before the Boeing 737 MAX crisis started gumming up business models. “There is no magic potion here. You will have less production.” While Pilarski's comment may come across as harsh, it accurately describes the depth of the coming paradigm shift for commercial aviation. Yes, perhaps it was too much to have asked OEMs and suppliers to model for a 95% collapse in passenger air traffic and two-thirds of large commercial aircraft fleets getting parked—including brand-new deliveries. But practically no one seemed to imagine simultaneous cuts to new orders, standing backlogs and aftermarket revenue streams. Indeed, Pilarski was one of the few who envisioned an environment with much less than the traditional 5% annual growth in air traffic. That is now changing: Airbus has revealed narrowbody and widebody production rate cuts of about a third, and Boeing is expected to follow suit any day. According to Credit Suisse analysts, such sudden rate changes will have a materially negative impact on the supply chain because the effect is exponential. “[The supply chain] will need to cut production by much more as Airbus consumes its inventories—for instance, potentially going to rate 20 on the A320 for some months and ramping up again to 40,” the Credit Suisse analysts say. Boeing's inventory—including roughly 800 MAXs that are backed up with its customers and supplier Spirit AeroSystems and are waiting to join its own fleets—is worse. Still, it is not that simple to look at customers such as Airbus and Boeing and draw a direct line to suppliers to guess their fate. While the vast majority of publicly traded A&D companies have shelved the 2020 forecasts they offered just weeks before, almost no one has outlined new plans. For one thing, few suppliers had even received change orders as of early April, Ken Herbert of Canaccord Genuity says. Here are three factors to watch for in earnings reports to discern how the supply chains will change. First, how much U.S. government aid will companies receive? This is a significant variable, and as of mid-April, we still did not know how much even sector leader Boeing will receive (presuming it does). “Most suppliers we have spoken with are still waiting for more clarity on the exact terms available under the CARES Act,” says Herbert, who has deep ties in the A&D supply chain. Meanwhile, many public companies have been able to tap short-term financing or debt markets to boost liquidity—a testament to their prior investment grades. Second, the supply chain has experienced robust vetting and stress-testing over the past decade. Did it work? Record growth, record mergers and acquisitions, and record private equity involvement have dramatically consolidated industry (for better or worse). Yes, it meant elimination of countless companies, and some smaller survivors remain stressed by technology investments and meager working capital accounts. But top-tier companies have been working to eliminate chokepoints and shore up weak links in their supply chains for the last few years, ironically as they sought to raise rates. Finally, many companies became less susceptible one way or another, especially through revenue diversification (see chart). Take the new Raytheon Technologies, the first supplier to rival its OEM customers in annual sales. Manufacturers elbowed into the aftermarket; commercial providers and defense suppliers tapped into each other's markets; and venture capitalists and billionaire competitors entered into and prodded new technology advances that legacy industry had resisted funding, among other trends. Will this lead to resilience? Some think so. “In many ways, the supply chain is now more mature, diversified and well-positioned to handle this economic downturn versus in 2001 and 2008,” says Alex Krutz, managing director at Patriot Industrial Partners, an advisory firm focused on operations and supply chain. “A large number of suppliers over this last decade have taken significant steps to ensure their long-term success.” There are sure to be industrial casualties as A&D faces its greatest business falloff in history. We should mourn the loss of skilled workers and devoted people who are forced to exit the sector, but there are still new aircraft to build. And there will be supply chains to do it. https://aviationweek.com/aerospace/manufacturing-supply-chain/what-watch-ad-companies-plan-future-covid-19
12 février 2020 | International, Terrestre
The service is already slowing production of Oshkosh's Joint Light Tactical Vehicle and now wants to find an alternative manufacturer —which could create logistical or legal headaches. Other Oshkosh programs are also ramping down. By SYDNEY J. FREEDBERG JR. PENTAGON: As the Army moves billions into new high-tech weapons, truck-maker Oshkosh is feeling the pinch. The 2021 budget request not only decreases spending on three Oshkosh vehicles, the 10-wheel FHTV, the 6-wheel FMTV, and 4×4 JLTV: It also calls for a new competition the following fiscal year for JLTV, the Joint Light Tactical Vehicle originally meant to replace the Humvee. That's especially worrying for the Wisconsin company, because JLTV is the youngest program of the three and the most important for the company's long-term future. But then-Army Secretary Mark Esper — now Secretary of Defense — has publicly criticized JLTV as overly specialized for the kind of counterinsurgency conflicts the Pentagon is no longer focused on. While the Army insists it will still buy the planned total of 49,099 trucks, eventually, it keeps slowing down the annual rate and extended the deadline to complete production, which now won't end until 2042. (That leaves the Humvee in service, at least with some units, indefinitely). Why recompete? “We do that to drive the price down,” said Deputy Assistant Army Secretary John Daniels this morning, when my colleague Jen Judson asked about the proposal. But any new competition would be two fiscal years from now and Daniels declined to give any details. The only other information about the plan is buried on page 102 of the fifth volume of the Army's newly released procurement request for 2021, which also includes projections for 2022 and beyond. Under JLTV, the “justification book” says that: “Current contract options may be exercised through 30 November 2023 assuming contractual quantity headspace is still available. Current funding indicates headspace quantity of 16,901 may be achieved in FY 2021, with competitive follow on contract award anticipated in FY 2022. A split procurement will occur between the existing Oshkosh contract and the new competitively awarded contract based on the approved acquisition strategy. The Program Office continues to gather insight from industry partners to better understand their position to ensure strong competition for the follow on contract.” In plain English, this means Oshkosh's current contract to build Joint Light Tactical Vehicles runs though fall 2023. Since production will continue for decades, the Army will have to award a new contract to buy more JLTVs for itself, the other services and allies. But when it comes time to award that follow-on contract, the service doesn't want Oshkosh to be its only option: It wants at least one competitor to drive down costs. https://breakingdefense.com/2020/02/army-seeks-new-jltv-competition-in-2022