12 février 2024 | International, Naval

Rebellion to supply software for Navy’s secretive Project Overmatch

Project Overmatch is the Navy’s clandestine contribution to Combined Joint All-Domain Command and Control, or CJADC2.

https://www.defensenews.com/industry/2024/02/12/rebellion-to-supply-software-for-navys-secretive-project-overmatch/

Sur le même sujet

  • Are meetings with industry actually accelerating military acquisitions?

    20 septembre 2019 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Are meetings with industry actually accelerating military acquisitions?

    By: Adam Stone Military leaders say they are determined to find faster ways to buy cutting-edge technologies. “We can't afford to spend seven years thinking about a requirement,” Army Undersecretary Ryan D. McCarthy said during a 2018 visit to Fort Belvoir, Virginia. “If it is going to take that long, you are probably not going to get it. So, we need to get these capabilities sooner.” To that end, the Department of Defense has increased the number of engagements with industry, launched alternative contracting vehicles, and taken other steps to streamline innovation more effectively. Industry officials are often clamoring for that interaction, but some say the Pentagon's efforts are beginning to bear fruit. ‘Big change' One area where those changes are most visible has been in the Army's modernization of its battlefield network. David Huisenga, president and chief executive at Klas Telecom Government, said he has noticed a marked difference in the quality and quantity of engagements between industry and the Department of Defense. After more than two decades in the business, “I have seen a really big change in the past two years with how the Army is adopting technology,” he said. “They are really focused on rapid-insert capabilities. I had heard that talked about a lot in the past, but it's only recently that we have really seen that put into action.” The Army's establishment of cross-functional teams has helped to focus energy around priority areas within the C4ISR realm. Those areas include the Synthetic Training Environment Team (STE); the Network, Command, Control, Communications and Intelligence Team (NET); and the Assured Positioning, Navigation and Timing Team (APNT). “They have really clarified their priorities within that here are the top five or 10 things they want to do and they have released actual timelines for implementation of those priorities,” Huisenga said. Klas has taken advantage of the technical exchange meetings, supported by the cross-functional teams and Program Executive Office Command Control Tactical, where both industry and military leaders together work through all of the practical details of emerging requirements. “Now you have the CFT with the charter to identify and rapidly field the technology, and you have the program executive office that procures and sustains that equipment, working together with industry, all at the same time,” Huisenga said. For Klas, those engagements helped lead to a recent contract supporting Army's Security Force Assistance Brigade with an initial trial deployment of advanced networking equipment components. Those are slated for service officials to quickly test and refine those components before a final acquisition. Army leaders have said they plan to upgrade the network with new capabilities approximately every two years. “The PEO made these purchases rapidly, probably the fastest acquisition I have ever seen, and now we will be getting real feed-back on that product,” Huisenga said. “We, as industry, know that they will refresh every two years, so we can really focus our engineering on those requirements.” ‘One-stop' model Rosemary Johnston, senior vice president of operations at Savi, a maker of geospatial-enabled logistics solutions, likewise gives the military high marks for its efforts to accelerate tech buys. “The services are doing a phenomenal job of trying to hasten the acquisition process,” she said. She pointed to the Air Force's emerging “one-stop” model as an example. “They encourage vendors to come to a pitch day and if they like what they are hearing they can go ahead and execute a contract right away.” Another helpful tool for Savi is the Pentagon's blanket contract for logistics solutions, under which vendors can be pre-vetted for price and suitability, thus allowing end users in the military to effectively buy direct and bypass the usual prolonged procurement process. Savi recently took advantage of its place on that list to help secure a contract with the Defense Logistics Agency, under which the company will supply 23,000 sophisticated tracking devices to help DLA manage vast inventories of vehicles and equipment stored at multiple distribution sites. That opportunity arose in 2018, with just two months to go before the close of the fiscal year, when there was pressure on the agency to get a deal done before the clock ran out on the 2018 money. Thanks to the rapid acquisition process, “they were able to place the order with us, obligate those 2018 funds, and take delivery before the end of calendar year 2018,” Johnston said. Tools and tactics Officials from both PEO C3T and the network cross-functional team told C4ISRNET these are exactly the type of outcomes that the military is looking for. While it is difficult to gauge the specific outcomes of these early efforts, and many acquisitions departmentwide still drag, officials point to early metrics that suggest industry is responding well. Take, for instance, those technology exchange meetings. “We are averaging 400 people per meeting representing more than 120 companies, from large defense contractors to small businesses and startups,” said Maj. Brian Wong, chief of market research for the network cross-functional team at Army Futures Command. “I don't think we could have seen something like this in the past.” Another tool that officials say has proven useful is the Middle Tier Acquisition authority: Granted by Congress in the 2016 National Defense Authorization Act, it gives the military the ability to make small purchases for rapid prototyping. “If we see innovation coming out of industry, whether it's server infrastructure or radio waveforms, we can use rapid prototyping and see how that fits in our network design in order to make better decisions,” said Paul Mehney, who helps manage the office's industry affairs. Rapid Innovation Funds offer another means to keep the department ahead of the technology curve. With projects worth as much as $3 million per project, Mehney said, these dollars have been used to explore ways that soldiers can communicate when their first line of communications fail. The funds have also supported advances in dismounted blue force tracking. Rather than require soldiers to access vehicle-mounted equipment for identifying their status in the field, the Army is testing prototypes of handheld variants that could make soldiers jobs easier. On the contracting side, the increasingly popular OTA — or Other Transaction Authority — has freed military planners to buy small quantities of emerging tech solutions for prototyping and testing. The military also is deepening its market research “We are taking a wider look — beyond the traditional defense contracting space — to include startups and smaller companies,” Wong said. “We have discussions with incubators and with the venture capital community to see what may be in their portfolios that could be of interest to government.” The close ties between the CFTs and PEOs help ensure that streamlined buys are targeted to actual military need. PEO C3T leaders point to the fact that they've held four technology exchange meetings with the network team and other program offices. For the vendor community, the fast-track environment presents new opportunities but also new challenges. Klas, for instance, outsources production of its core product. In order to meet new demand for accelerated deployments, Huisenga said, the company must keep up through more frequent and more specific communications with its manufacturer. Johnston said her firm's biggest challenge lies in ensuring that military procurement professionals understand the emerging rules of the road. “We still get requests from contracting officers who aren't familiar with these contracts,” she said. “They'll ask for a quote, they'll send a statement of the work, and we have to let them know that a lot of this has already been negotiated. We need to explain to them the process we have already gone through to get to this point.” Military officials, meanwhile, say their challenge lies in ensuring industry is up to speed on the emerging requirements. Especially in the rapidly evolving C4ISR environment, the military can only meet its accelerated objectives if industry is already up to speed on emerging needs. “It's up to us to make sure industry is informed about what our network design looks like currently, what we anticipate our network design goals to shape up like for future capability sets, and to ensure that industry knows what our architecture looks like so they know how to plug into it,” Mehney said. “We aren't totally there yet. We still owe industry a better lay-down on those three critical components.” https://www.c4isrnet.com/industry/2019/09/19/are-meetings-with-industry-actually-accelerating-military-acquisitions

  • General Electric wins $517 million contract to build engines for Army’s next generation helicopters

    4 février 2019 | International, Aérospatial

    General Electric wins $517 million contract to build engines for Army’s next generation helicopters

    By: Valerie Insinna WASHINGTON — General Electric Aviation beat the Advanced Turbine Engine Company — a Honeywell and Pratt & Whitney team — to win the $517 million award for the engineering, manufacturing and development phase of the Improved Turbine Engine Program, or ITEP. “We are honored to be chosen by the Army to continue powering their Black Hawks and Apaches for decades to come,” said Tony Mathis, president and CEO of GE Aviation's military business. “We've invested the resources and infrastructure to execute immediately, and our team is ready to get to work on delivering the improved capabilities of the T901 to the warfighter.” The fierce competition started more than a decade ago, and its outcome will influence Army rotorcraft for decades to come. GE's T901 engine is now set to replace the T700 used by the Army's legacy utility and attack helicopters, but could also potentially outfit the Army's next generation reconnaissance helicopter in the Future Vertical Lift family of systems. “The requirements documents for the [Future Attack Reconnaissance Aircraft] specifiesTHE ITEP engine. It has got the FVL stamp of approval,” Jim Thomson, Jr., acting deputy director for the Army's future vertical lift cross functional team, told Defense News in a recent interview. ITEP answers a number of problems that emerged as the Army operated Apaches and Black Hawks during combat in Afghanistan and Iraq. The AH-64 and UH-60 became heavier as the service added armor and other upgrades during wartime, and they flew in hotter conditions and higher altitudes than would normally be optimal. “The helicopters were originally designed to work at 4,000 feet on a 95-degree day, and they were flying them much higher than that,” Mike Sousa, GE's business development leader for advanced turboshaft engines, told Defense News in December 2018. “When you do that, you just don't have as much power from the engine.” The Army's requirements for ITEP were clear throughout the process: Design a 3,000 shaft horsepower engine that reduces fuel consumption by 25 percent and increases its service life by 20 percent compared to the T700, a 2,000 shaft horsepower engine. Both companies were awarded risk reduction contracts in August 2016, with ATEC getting $154 million and GE Aviation getting $102 million to further refine their designs. Both companies had already spent years conceptualizing new engines and developing novel tech. GE, the incumbent manufacturer of the T700, offered a single spool engine. Sousa said that configuration would help the company meet weight requirements while removing cost and complexity from the design. “Our fundamental approach there was how do we keep this engine as affordable as possible and as low weight as possible,” he told Defense News in 2018. “Helicopters are unique in that they fly into very dirty environments, very austere environments, unprepared landing strips, unprepared surfaces,” added Ron Hutter, GE's executive director of the T901 program. “They generate a lot of dust. You really want to look at the simplicity of the architecture in terms of maintainability. That's another aspect that drove us to stick with the single-spool configuration.” GE estimates that it's spent $9 billion in testing technologies relevant to the T901. ATEC had proposed a double spool engine it dubbed the T900. “We were disappointed to learn that the U.S. Army did not select our offering,” said Craig Madden, president of ATEC. “We believe that we offered the most advanced, capable and lowest risk engine for ITEP for the Army to improve the overall performance of its Apache and Black Hawk fleets.” https://www.defensenews.com/air/2019/02/02/general-electric-wins-517-million-contract-to-build-engines-for-armys-next-generation-helicopters

  • Contracts for March 1, 2021

    3 mars 2021 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Contracts for March 1, 2021

    Today

Toutes les nouvelles