19 avril 2021 | International, Terrestre

Nexter prepares the future of battle tank armament

This breakthrough weapon represents a major contribution by the French industry to achieve at the end of a cooperative development: a new common solution for France and Germany enhancing the...

https://www.epicos.com/article/692047/nexter-prepares-future-battle-tank-armament

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  • US Air Force tests exoskeleton to give cargo-loading porters a boost

    18 octobre 2022 | International, Aérospatial

    US Air Force tests exoskeleton to give cargo-loading porters a boost

    They might not be as elaborate as the exosuit Sigourney Weaver used in '€œAliens,'€ but the idea of using tech to bolster human muscles is not far off.

  • Contract Awards by US Department of Defense - October 03, 2019

    4 octobre 2019 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Contract Awards by US Department of Defense - October 03, 2019

    DEFENSE HEALTH AGENCY CORRECTION: Shoreland Inc., Milwaukee, Wisconsin, was awarded a firm-fixed-price contract with a maximum value of $21,650,000. HT0038-19-C-0002 provides for the renewal of the commercial-off-the shelf enterprise publications licenses in support of the Military Health System. Licenses allow continuing access to a multinational collaborative database that provides up-to-date international unclassified medical intelligence data supporting patient movement, preventative medicine, and clinical contingencies planning for military medical and deployment planners and providers. This effort has a one-year base period of performance, and three one-year option periods. The estimated completion date is Sept. 30, 2023. Work will occur in Milwaukee, Wisconsin. The base task order will be funded by fiscal 2020 operation and maintenance funds. The award is the result of a non-competitive solicitation in accordance with FAR 6.302-1. The contracting activity is the Defense Health Agency. NAVY BAE Systems Technology Solutions and Services, Rockville, Maryland, is awarded an $18,351,068 cost-plus-fixed-fee contract to provide engineering and technical services for integrated communications and information systems radio communications on various Navy ships in support of the Ship and Air Integration Warfare Division, Naval Air Warfare Center Aircraft Division, Webster Outlying Field. 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 June 2029. Fiscal 2020 shipbuilding and conversion (Navy) funds in the amount of $18,351,068 will be obligated at time of award, none of which will expire at the end of the current fiscal year. This contract was competitively procured via an electronic request for proposal; one offer was received. The Naval Air Warfare Center Aircraft Division, Patuxent River, Maryland, is the contracting activity (N00019-20-C-0003). General Atomics, San Diego, California, is awarded a $12,255,842 modification (P00019) to a cost-plus-fixed-fee delivery order (0001) against a previously issued basic ordering agreement (N00019-16-G-0006). This modification increases the level of effort for repair of repairables (ROR) and technical assistance. ROR includes efforts and materials required to inspect and repair or remanufacture unserviceable repairable components that are provided to the contractor as government furnished property and return the electromagnetic aircraft launch systems (EMALS) and advanced arresting gear (AAG) repairable items to a fully operational status. Technical assistance includes the necessary services to provide "on-call/on-site" emergency repairs. Repair services and technical assistance will also be provided for EMALS and AAG shipboard systems. Work will be performed in Tupelo, Mississippi (55%); San Diego, California (35%); Norfolk, Virginia (6%); Waltham, Massachusetts (2%); Philadelphia, Pennsylvania (1%); and San Leandro, California (1%), and is expected to be completed in September 2020. Fiscal 2019 shipbuilding and conversion (Navy) funds in the amount of $12,255,842 will be obligated at time of award, none of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity. AIR FORCE Mississippi Department of Rehabilitation Services, Madison, Mississippi, has been awarded a $7,706,151 modification (P00012) to exercise an option on previously awarded contract FA3010-18-C-0007 for full food services. The location of performance is Keesler Air Force Base, Mississippi, and the work is expected to be complete by Sept. 30, 2020. Fiscal 2020 operations and maintenance funds in the amount of $7,706,151 will be obligated when they become available. The 81st Contracting Squadron, Keesler Air Force Base, Mississippi, is the contracting activity. ARMY KBRwyle Technology Solutions LLC, Columbia, Maryland, was awarded a $7,142,371 modification (0001 49) to contract W52P1J-12-G-0061 for logistics support services, maintenance, supply and care of supplies in storage. Work will be performed in Waegwan, South Korea, with an estimated completion date of May 28, 2020. Fiscal 2020 operation and maintenance funds in the amount of $600,000 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity. https://www.defense.gov/Newsroom/Contracts/Contract/Article/1979758/source/GovDelivery/

  • Does the Pentagon need a chief management officer?

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

    Does the Pentagon need a chief management officer?

    By: Jerry McGinn Ms. Lisa Hershman, an accomplished former CEO who has been serving in the Department of Defense for over two years, received Senate confirmation by unanimous consent to become the DoD chief management officer shortly before Christmas. At the same time, however, the 2020 National Defense Authorization Act required two studies from the DoD that openly posit eliminating the CMO function altogether. What gives? The mixed signals coming out of these discordant events underscore the fact that the theory behind the current CMO function (and similar efforts over the past two decades) does not match the reality of the business structure of the DoD. The solution that will ultimately work best for the DoD is one that truly takes a business-based approach to DoD business operations. The CMO function is the latest in a long-running series of efforts since the early 2000s to reform the business of defense. The essential idea has been to bring the best commercial business practices into DoD business operations through organizational and legislative changes. While the rationale for these respective initiatives is unassailable, they have struggled in execution. The CMO and its predecessor organizations, for example, have focused on the acquisition or certification of DoD business systems. These efforts, however, have largely devolved into bureaucratic battles over resources and authorities, pitting the business-focused organization against the formidable military departments and the “fourth estate.” Whatever the outcome, the business-focused organization ends up being seen as weak and ineffective. Why is that? Having worked for years in and around these respective efforts in both government and industry roles, I have come to the conclusion that these well-meaning initiatives are just the wrong type of solution. This is largely because their respective organizations, often despite strong leadership and empowered by various degrees of legislative authority, have not had the bureaucratic throw-weight to succeed in Pentagon battles with the services and the fourth estate. The solution to this challenge, however, is not to further tinker with the CMO's authority or to create a larger or different CMO organization. Part of the solution is to recognize that while the DoD is not a business, it is in many ways a businesslike organization. There are no profit and loss, or P&L, centers in the DoD, but the military departments frankly function in much the same way as a P&L line of business. The services are directly responsible for training and equipping their soldiers, sailors and airmen just as P&L leaders are responsible for delivering products and solutions on time and profitably. Likewise, fourth estate entities such as the defense agencies and the Office of the Secretary of Defense have direct responsibility over their respective functions. Harnessing the power and authority of these organizations through the training and enabling of good business practices is a much more natural fit for the DoD. Devolving responsibility in and of itself is not the answer, however. The other part of the solution is accountability. Commercial businesses do not have a CMO function. Instead, well-run businesses are led by strong executives who are responsible and accountable for delivering results to their employees and shareholders. Those that succeed are rewarded, while those that fail are replaced. The same goes for the DoD. DoD leadership should focus on establishing business-reform objectives for each major DoD organization, and then holding leaders of these respective organizations accountable to the achievement of measurable business goals. This should be driven by the secretary and the deputy, and enabled by a much smaller CMO function. Secretary Mark Esper appears to be headed in that direction in his recent memo on 2020 DoD reform efforts, which focuses the CMO's efforts on the fourth estate and makes the services directly responsible “to establish and execute aggressive reform plans.” That is the right approach. In short, the DoD does not need a management organization to oversee the business of defense; it needs to enable its leaders to utilize business best practices, and then hold these leaders accountable for results. Jerry McGinn is the executive director of the Center for Government Contracting at George Mason University. He previously served as the senior career official in the Office of Manufacturing and Industrial Base Policy at the U.S. Defense Department. https://www.defensenews.com/opinion/commentary/2020/01/15/does-the-pentagon-need-a-chief-management-officer

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