Pentagon’s counter-drone office to demo swarm destruction in 2024

Sur le même sujet

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  15 février 2021 | International, Aérospatial

  La force aérienne allemande redonne du potentiel à ses avions Tornado pour les garder au moins jusqu’en 2030

  PAR LAURENT LAGNEAU · 13 FÉVRIER 2021 Sur les 247 chasseurs-bombardiers PANAVIA Tornado qu'elle a reçus à la fin des années 1970, la Luftwaffe [force aérienne allemande] n'en aligne plus que 85. Ces appareils lui permettent de participer aux plans nucléaires de l'Otan [avec la capacité d'emporter la bombe tactique B61] ainsi que de mener des missions de frappes, de reconnaissance et de guerre électronique. Étant donné leur 'ge, les Tornado allemands arriveront au bout de leur potentiel en 2025. D'où le projet de Berlin de se procurer 30 F/A-18 Super Hornet et 15 E/A-18 Growler auprès de Boeing, afin que la Luftwaffe puisse continuer à mener ses missions nucléaires et de guerre électronique visant à supprimer les défenses aériennes ennemies [SEAD] pour le compte de l'Otan. Seulement, annoncé en 2020, ce choix mettra du temps à se concrétiser. En effet, la chambre basse du Parlement allemand [Bundestag] aura son mot à dire... mais pas avant 2022. Ce qui fait cet achat de F/A-18 et de E/A-18G dépendra des résultats des prochaines élections fédérales de septembre prochain et du gouvernement qui en sera issu. En un mot, il n'est pas encore acquis. Et quand bien même il le sera, il faudra du temps pour négocier le contrat, livrer les appareils et former les pilotes ainsi que les techniciens de la Luftwaffe. D'où la décision de cette dernière de redonner du potentiel à ses Tornado pour les maintenir en service jusqu'en 2030 au moins. Ce qui est loin d'être simple étant donné que les pièces détachées sont désormais rares, voire introuvables pour certaines étant donné qu'elles ne sont plus fabriquées. Quoi qu'il en soit, en partenariat avec Airbus Defence & Space [ADS], un premier Tornado du Luftwaffengeschwader 33 a vu son potentiel prolongé de 2.000 heures de vol supplémentaires après une lourde opération de maintenance effectué dans les installations d'Airbus à Manching. Pour cela, il a donc fallu démonter entièrement l'appareil et vérifier chacun de ses composants. Une t'che dont s'est acquittée la société d'ingénierie et d'analyse Industrieanlagen-Betriebsgesellschaft [IABG] à Ottorbrunn. Au total, il a donc fallu de nouveau fabriquer 400 pièces structurelles qui n'étaient plus disponible sur le marché. « Afin de pouvoir assembler à nouveau les parties centrale et avant [du Tornado], tous les trous des anciennes pièces ont dû être reproduits sur les nouvelles avec une précision de 0,001 millimètre », explique la Bundeswehr. « Nous travaillons ici comme des horlogers », a commenté un sous-officier mécanicien de la Luftwaffe. http://www.opex360.com/2021/02/13/la-force-aerienne-allemande-redonne-du-potentiel-a-ses-avions-tornado-pour-les-garder-au-moins-jusquen-2030/

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  21 mai 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  As Manufacturing Reshapes After COVID-19, Size Will Matter

  Michael Bruno May 20, 2020 If you like the cadre of big aerospace and defense companies now, you are going to love them later. Among the major trends the novel coronavirus is expected to catalyze within aerospace and defense (A&D) manufacturing is that the big will get bigger by gobbling up others or taking back more work. In the next few years, vertical integration should pick up momentum, according to several executives and consultants. After decades of OEMs, primes and top-tier companies outsourcing major work on their programs, many see the pendulum swinging back to bringing more of it in-house. “We've already seen signs of more vertical integration coming through the industry and potentially where some of that could be accelerated as we work through the crisis,” says one advisor. Boeing started this a few years ago as it insourced avionics and other niche segments. Major consolidation picked up last year with the mergers of Raytheon and United Technologies Corp. and L3 Technologies and Harris Corp. Now, whether it be protecting profits or securing supply, the reasons to own more of the work are burgeoning as industry is refashioned in the COVID-19 crisis. For starters, aerospace suppliers are facing diminished economies of scale but a greater share of fixed-cost in production, with a likely loss in profitability and competitiveness, say Roland Berger advisors Robert Thomson and Manfred Hader. So-called organic top-line increases, through insourcing and acquisition of additional work packages, are possible but only to a limited degree. A fixed-cost reduction likewise is only feasible up to a certain level due to equipment and overhead structures. So consolidation is an important lever to consider. Part and parcel to that will be the financial distress into which suppliers in Tier 2 and below fall—and the opportunity to roll them up. Top CEOs are watching. Speaking May 13 to an investor conference, Honeywell International Chairman, CEO and President Darius Adamczyk cited an inflection point. “For a couple of years now, I've been talking about how it is a seller's market, not a buyer's market,” he told Goldman Sachs. “But that calculus may change in the second half of the year, and I think it could become a bit more of a buyer's market, and the valuations may be better and different. That's something that we want to partake in.” Feeding the phenomenon could be a desire to bring supply closer to home, both for reliability and geopolitical reasons. Suppliers overseas once were revered for their low-cost footprint, but suddenly they are seen as vulnerable to pandemics, economic stress and global trade wars. In turn, consultants expect industry leaders to take another look at favoring local regions. Even in the defense realm, which for now is considered safer during this downturn, there is talk of larger firms becoming even more powerful. “Large pure-plays should come through the pandemic relatively unscathed but may be looking at lower spending growth outlooks,” Capital Alpha Partners Managing Director Byron Callan noted May 13. “Mergers and acquisitions may thus be more important in delivering growth—even though it's not organic growth—in 2021-25.” So where to look for vertical integration and consolidation from the top? Clues are already emerging, according to advisor presentations. First, look at niches where top suppliers already are prevalent—environmental and flight-control systems, landing gear, electrical power and interiors—and others where they are not there yet, including maintenance, repair and overhaul, logistics, aerostructures and engines. Next, look at the supply base from the perspective of a top supplier. Who is distressed or drawing down credit lines? What revenue mix do certain potential targets have—e.g., commercial vs. defense, products vs. services or aging vs. next-generation platforms? Finally, consider where the new nucleus of consolidation will be. Will more “super Tier 1s” such as Raytheon Technologies emerge, or will conglomeration occur among Tier 2 and 3 providers? The first would allow rationalization of capacity for detailed part production from Tier 1 to 3, for instance, with the super Tier 1s able to secure through-value-chain control and prevent subtier supplier failure, according to Roland Berger. The latter likely would be opportunistically driven rather than following any overarching industry logic. For smaller suppliers, the questions are more concise, as one consultant says. Do you want to be a buyer, a seller or risk it as is? A simpler question, for sure, but no less difficult to answer. https://aviationweek.com/aerospace/manufacturing-supply-chain/manufacturing-reshapes-after-covid-19-size-will-matter

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  30 janvier 2024 | International, Aérospatial, C4ISR

  The Czech Republic Joins the F-35 Lightning II Global Team

  Through the U.S. government Foreign Military Sale, the Czech Air Force will receive its first aircraft in 2031, which will be in the latest advanced Block 4 configuration.