28 novembre 2018 | International, Naval

Panel: Navy May Have to Choose Between New Ballistic Missile Subs or 355 Ship Fleet

The Navy could be forced to make hard choices sooner rather than later when it comes to finding the money to replace its aging ballistic missile submarines or reach its goal of having a fleet of 355 warships, a panel of security and budgetary experts said this week.

When asked by USNI News what the future holds for fleet size and ballistic missile submarines now that the Democrats control the House, Frank Rose, a senior fellow at the Brookings Institution and former assistant secretary of state for arms control, he said: “There is not enough money” for both, and “priorities need to be taken.”

Rose and Jim Miller, a former undersecretary of Defense for policy, came down firmly on the side of building the Columbia-class ballistic missile submarines, the replacements for the current Ohio-class, in setting priorities for Navy spending.

For the U.S., the ballistic missile submarines “secures the second strike” in event of a nuclear attack. “It really is the backbone of our nuclear force now and for the next 70 to 80 years,” Rose said.

The Navy shouldn't be allowed to say, “sorry, we ran out of money” when it comes to paying for the ballistic missile submarine because the shipbuilding account was used for other kinds of warships. “The Navy needs to step up to that bill,” Miller said.

That line of thought is not confined to think-tanks.

Rep. Adam Smith, (D-Wash.), who is expected to become chairman of the House Armed Services Committee when the new Congress convenes in January, has long expressed skepticism over the Navy's shipbuilding plan leading to a fleet of 355 warships. He has several times at recent public events referred to it as “simply a number thrown out there.”

A sense of how the Republican-controlled Senate Armed Services Committee will line up on fleet size and modernizing the nuclear triad could come Tuesday when the full panel looks at the recommendations of the commission on the National Defense Strategy and that afternoon its sea power subcommittee looks at current and future shipbuilding plans.

In his presentation, Miller said a fleet of 355 ships, meaning a growth of about 70 from the current size “are numbers that should be challenged” as should those increasing Army end strength from about 450,000 soldiers to 510,000. If all the services force structure numbers were challenged there would be funds for readiness and modernization, including the nuclear triad.

“Will this administration put its money where its strategy [of deterring new-peer competitors — Russia and China] is?” he asked rhetorically.

There is some concern that the Trump administration will pull back from long-term, continually rising Pentagon budgets. The Defense Department was planning for a request for Fiscal Year 2020 of $733 billion, but it has now been told by the Office of Management and Budget to work with a $700 billion top line.

The question for all the services is: “can they get by with current force structure” if missions are also re-examined to free money for readiness, modernization and investment in the future like cyber resilience and space, especially sensors for missile defense.

Michael O'Hanlon, who moderated the session at Brookings in Washington, D.C., added in answer to the USNI News question that for the Navy it means looking at the missions its accepts critically. For example, does the lack of an aircraft carrier strike group presence in the Persian Gulf upset security in the region. Or is it a way to free money for other things. He pointed out that when there was no carrier present there for months Iran did not act more aggressively.

“The Middle East was a mess before; the Middle East was a mess after. [The Navy] can be more flexible [and that] could be with a smaller fleet,” he said.

Miller said during the presentation and later with USNI there was a tradeoff that needed to be understood between “quantity and quality.”

Following the presentation, Miller said the Navy “is in a bind” when it has to choose between large capital surface ships, like carriers, “and places where it has an advantage, like submarines — boomers and attack and unmanned undersea vessels. He added modernizing the amphibious fleet remained a priority to meet the need for rapid response of Marines and special forces.

Overhanging all this discussion of where the Pentagon should spend its money is the old bugaboo — sequestration, the automatic across-the-board cuts in defense and domestic spending if deficits are not offset, as required by existing law.

Maya MacGuiness, president of the Committee for a Responsible Budget, said unless Congress reaches a spending agreement Pentagon spending would automatically fall back to $576 billion because the Budget Control Act of 2011 remains in place. As it has in the past, Congress has reached an agreement to lift the caps, but is no longer trying to offset those hikes in spending with comparable cuts in other programs.

With a trillion dollar deficit and national debt “the highest it has been since World War II,” she said the United States “faces incredible fiscal challenges,” but administrations and Congress aren't making the choices in where to cut, where to spend, how to find revenue to pay for programs, cover entitlements — in and out of the military, and meet the interest payments on the debt.

Instead, there has been “a doubling down” on spending and cutting taxes. The reality has become “I won't pay for mine; you won't pay for yours.”

MacGuiness said, “We have to stop the notion we can have it all” in federal spending on guns and butter. She did not predict whether the new Congress would make those decisions.

While expecting House Democrats to exercise more executive branch oversight, Elaine Kamerck, of Brookings, said didn't see their approach come the New Year as an all-out assault on Pentagon spending. The party's leadership is concerned about keeping its majority having taken seats in more conservative suburban areas after 2020. A more interesting question come January will be “how does the Republican leadership in Congress take the lessons from the elections” that saw “them decimated in the suburbs” and their winning margins cut in rural areas, she said, and apply them to the budget.

https://news.usni.org/2018/11/23/panel-navy-may-choose-new-ballistic-missile-subs-355-ship-fleet

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21 octobre 2018 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

CEO Q&A: L3’s Chris Kubasik and Harris’s Bill Brown
BY MARCUS WEISGERBER Soon after the companies announced plans to form the world's 7th-largest defense firm, the CEOs rang up for a joint interview. On Sunday, just after L3 Technologies and Harris Corp. announced their planned merger next year, I chatted with CEOs Chris Kubasik and Bill Brown about their plans to form L3 Harris Technologies, which would be the world's 7th-largest defense firm. Here are some excerpts. Q. How did this come together? Brown: Chris and I have known each other for a number of years here, and a lot of it started more socially, not from a business perspective. We work in the same space as complimentary businesses, complementary portfolios. Same [main] customer. You know we realized, given where we stack up in the defence hierarchy, this would be a great potential combination. We've been discussing it through the balance of this calendar year. [It] really picked up steam in the summer and were able to bring it forward here towards middle October. Q. Why a merger rather than an acquisition by one partner? Kubasik: Both companies are quite strong, and we're both on an upswing, and we looked at all the different stakeholders from the customers, the shareholders and the employees. And in our relative size and market value, a merger vehicle seems to be the absolute right way to go here. True partnership, as you've probably seen. 50/50 board. Bill and I have our leadership laid out clearly. It's absolutely the right way to do this. We're quite proud that we're able to pull it off. And I think it's the best way to serve all the stakeholders. Q. Bill is going to be CEO until a transition to Chris in a couple of years. How will that work? And what happens to L3's New York office if the headquarters moves to Florida? Brown: The combination in bringing these two great companies together is going to take a lot of work. So Chris and I will partner on this, in leading the company [and] clearly doing a lot of the integration. We're going to chair the integration committee together. I'll have responsibility for the enterprise functions, and Chris will keep an eye on the ball in what we do operationally in the business segments making sure that through to the integration we don't miss a beat in our growth agenda, meeting expectations of customers, delivering on programs. It's going to be a shared partnership in bringing the companies together. Kubasik: On a combined basis, we have several thousand employees in the state of New York, a lot in Rochester, of course Long Island and the surrounding areas. We got to do to what we believe is best for the business. When you look at the Space Coast of Florida, the 7,000 or so employees and infrastructure in the Melbourne area, it's an easy decision. We'll be transitioning from the headquarters from New York and taking the best of the best and moving to Florida. At some point the Manhattan office will either be significantly scaled down or ultimately closed. Q. Will the combined company divest or combine overlapping sectors? Bill Brown: Very high and complimentary portfolios. So we see very, very, very little overlap. Q. L3 has been on an acquisition spree in recent years. Should we expect more, perhaps in the maritime sphere? Kubasik: Job one is going to be the integration for the first couple years, so there will be very, very few, if any, acquisitions the first couple of years. They would have to be a once-in-a-lifetime opportunity. We're going to focus first and foremost on integrating this company. Once we get this integrated, which is a three-year program, we'll update and modify the strategy as appropriate. Correction: An earlier version of this article misstated the proposed merged company's rank by revenue among global defense firms. This Q&A is part of the weekly Global Business Brief newsletter by Marcus Weisgerber. Find the rest of this week's issue here,and subscribe to get it in your inbox, here. https://www.defenseone.com/business/2018/10/q-ceos-chris-kubasik-and-bill-brown-l3-technologies-and-harris-corps/152135
3 août 2020 | International, C4ISR

Pentagon CIO says the department’s cloud efforts are more than just JEDI
Andrew Eversden WASHINGTON — The Pentagon's top IT official provided an update July 30 on a wide range of ongoing initiatives underway at the department as it continues to grapple with a remote workforce amid the coronavirus pandemic. Chief Information Officer Dana Deasy highlighted several ongoing projects related to artificial intelligence, big data and cloud computing, while also discussing the department's Commercial Virtual Remote Environment that's allowed nearly 1 million Department of Defense employees to collaborate while working from home Here's a roundup of what Deasy told reporters: Cloud developments The Defense Department has struggled for more than a year to procure its enterprisewide cloud, known as the Joint Enterprise Defense Infrastructure, a platform DoD leadership has continuously said will break down data silos and enhance artificial intelligence capabilities. But, as Deasy has stated repeatedly, JEDI is not going to be the DoD's only cloud. “Cloud has always been much more than JEDI,” Deasy said. Work on the JEDI cloud, which was awarded to Microsoft in October last year and subsequently protested by Amazon Web Services, is on hold after a federal judge issued an injunction earlier this year upon determining it was likely the DoD erred in its evaluations of the two tech companies' proposals. The DoD is taking corrective action on the award, with Deasy saying the department intends to re-announce the winner “probably sometimes towards the very end of August, barring any last minute, unforeseen additional issues that are raised.” In the meantime, the DoD has stamped the Air Force's Platform One cloud offering as an enterprise service, giving DoD components a certified place to go for DevSecOps, Deasy said. “What the big message there was, we actually for the first time had designated a cloud across DoD that could be used for a common way of doing DevSecOps,” he said. AI and JADC2 The Joint Artificial Intelligence Center is pivoting to focus on Joint All-Domain Command and Control, a Pentagon-led effort to connect sensors and shooters. Through its Joint Common Foundation, Deasy said, the JAIC has tools and capabilities to develop AI capabilities at scale. “That has now allowed us as we've matured to say: ‘What we've always known we really need to ... get JAIC focused on is the joint all-domain space,‘ ” Deasy said, adding that the center is looking at joint fires, the electromagnetic spectrum and strategic mobility. The JAIC, he said, is working on a cognitive assistant to deliver commanders relevant data from the hoards of information that come from the battlefield to quicken decision-making. But he added that the JAIC will expand into other areas of joint all-domain operations. “JADC2 is made up of a bunch of different areas ... including electromagnetic spectrum, how do we move forces, how do we target,” Deasy said. “But right now it's all about how do you take streams of information and allow the machine and human to interact together to make better decisions.” The new chief data officer In June, the DoD announced that former Special Operations Command chief data officer Dave Spirk would become the DoD's new CDO. Deasy told reporters July 30 that Spirk will focus on “strengthening data governance, interoperability, and data protection across the department,” which he went on to describe as a “major effort.” “The chief data officer is on a directed, 90-day listening tour where he is talking to senior leaders in the Pentagon, war fighters and at the combatant commands, industry and academia to assess the overall department's progress,” Deasy said. “At the conclusion of the 90-day tour, Dave will provide a written assessment with a plan of action.” Deasy added that a DoD data strategy will be released “in the coming months.” https://www.c4isrnet.com/battlefield-tech/it-networks/2020/07/31/pentagon-cio-provides-updates-on-several-it-initiatives/
27 juin 2019 | International, Naval

QinetiQ signs new contract with the Royal Navy to optimise gunnery training
QinetiQ has signed a new 5 year contract with the Royal Navy that will see the introduction of a dedicated training variant of QinetiQ's Pointer system to optimise the effectiveness of Anti-Surface Warfare training on a wide range of weapon systems. Developed in partnership with the MOD's Defence Science and Technology Laboratory (DSTL), the Pointer data analytics and measurement system provides an effective link between the Command and Control function and weapon operators to counter threats from Fast In-shore Attack Craft (FIAC). The adoption of Pointer T in Flag Officer Sea Training (FOST) exercises for the Royal Navy will improve situational awareness and performance evaluation on a range of platforms, while also providing immediate and objective training assurance for all non-firing FP serials. Featuring a weapon-mounted Laser Range Finder, Pointer T uses encoders to establish the precise position and attitude of weapon systems as well as the location of GPS-tracked threats and determines the nature and impact of ‘hits'. This data is recorded and displayed in real-time on a portable situational awareness tool, providing trainers with accurate and measurable performance data to maximise the effectiveness of training exercises. “The introduction of Pointer T will provide invaluable feedback and data analytics for FOST trainers while also helping to engage and motivate gunnery teams,” says QinetiQ's Stuart Hider, Maritime Programmes Director. “Countering the current and emerging threats of piracy, terrorist attack and threats from more capable nations, is vital for all platforms, and this advanced training solution will not only improve situational awareness but also help to determine the most effective tactics to employ for any given threat.” “We're delighted to be working with QinetiQ to ensure our FIAC training benefits from the most advanced data analytics and measurement technologies,” says Lt Cdr Richard Dobson, Royal Navy Surface Warfare trainer. “Pointer T will provide us with a highly responsive and cost-effective system to optimise our training capabilities and performance in FP training against small boats and SWARM (coordinated multi FIAC) serials.” https://www.qinetiq.com/News/2019/06/QinetiQ-signs-new-contract-with-the-Royal-Navy-to-optimise-gunnery-training

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