15 mai 2024 | International, Naval
Navy buys BAE Systems’ Dual Band Decoy to protect Super Hornet jets
The towed devices lure enemy missiles away from F/A-18E-F Super Hornets.
3 décembre 2019 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
SASC chairman: We must build the national security innovation base our defense strategy requires
By: Sen. Jim Inhofe
Since World War II, the American people have believed our military has had the best of everything, but the technological superiority that kept us 20 years ahead of our competitors has rapidly diminished. In some cases, we're already behind. By 2030, unless we pursue “urgent change at significant scale,” as former Defense Secretary Gen. James Mattis put it, it's likely the U.S. will face an enemy with superior weapons, superior equipment and superior capabilities.
Nowhere is this better illustrated than in our strategic competition with China. China used to just steal our technology. Now, through heavy investment, they are improving it. The result? China is outpacing the U.S. in key areas like hypersonic weapons, artificial intelligence and biotechnologies — not to mention conventional capabilities.
China isn't the only one. Technological development is accelerating across the globe, expanding to more actors and changing the very nature of war.
We can't afford to let our advantage erode further. It is up to the Department of Defense and Congress to make sure that the defense-industrial base becomes, as the National Defense Strategy demands, an “unmatched 21st century National Security Innovation Base.” If we want to “sustain security and solvency,” we need to consider wholesale change to industry culture and its interface with the Department of Defense, shed outdated management processes, and reimagine a resilient supply chain that mitigates 21st century risks.
This begins with software, which is foundational to military capability. The DoD and its traditional hardware-dominant industry partners have been behind on software in almost every way — talent, tools, development and delivery processes. Software innovation has failed in countless DoD programs, including the Ford-class carrier, the F-35′s Autonomic Logistics Information System and the GPS next-generation operational control system. Instead of taking the Pentagon for granted as an endless source of cash flow, partners must refocus their attention on delivering secure capability that actually works.
Next, the Department of Defense needs to continue to expand capacity — prioritizing speed of delivery and adapting its systems to maximize value and output. For too long we have been slow to expand our stockpiles of fifth-generation weapons required to fight peer adversaries. The second production line for JASSM-ER cruise missiles is a good start toward building the capacity needed to retain advantages that will make any enemy think twice before attacking. We must do the same for other fifth-generation weapons, including air-to-air missiles.
Shipbuilding, including aircraft carriers, surface ships, submarines and our logistics fleet, is another area where our capacity is severely limited. The Chinese People's Liberation Army Navy, which recently surpassed ours in size, is on track to reach 400 ships in 2025 and is nearly self-sufficient for all components.
Size of the fleet isn't a sole consideration. We've focused on ensuring the capability of our fleet remains unmatched and bolstering suppliers of critical components, but we must also improve the construction performance of lead ships in new classes to maintain and build upon our capability advantage. The last thing we want is a fair fight. Innovation is best done at the subsystem level through a rigorous engineering-based process centered on building knowledge through full-scale prototypes, which can then inform ship design. We are eager to work with the Navy to identify and fund more of these prototypes, which will serve as the building blocks of the future fleet.
We also must accelerate innovation. Recent defense authorization legislation encourages the DoD to streamline acquisition, take a business-minded approach to contracting, and tap into nontraditional suppliers and public-private partnerships. This must continue. Dilapidated testing infrastructure is holding us back from catching up to our enemies. Just look at hypersonic weapons: Beijing is parading around dozens of its newest weapons, and we have yet to build one. The DoD has looked to Silicon Valley, but we are competing with Chinese influence there as well, and the Pentagon has often proven an impossible customer due to its antiquated bureaucracy.
Any technological improvements will be meaningless if vulnerable to being infiltrated or stolen. Recent legislation continues support for the DoD as it assesses and mitigates risks to its supply chains posed by adversaries. Both the government and contractors need to cooperate on and use modern verification tools to identify trusted suppliers and manufacturers, as well as fix vulnerabilities. To make these tools useful, the DoD must first establish a working digital model of its suppliers.
Lastly, while we must continue to invest in the domestic, organic industrial base, it's important to remember that we can't take on China and Russia alone — which is why the National Defense Strategy emphasizes our network of allies and partners. We must remove unnecessary barriers to industrial cooperation that degrade our collective competitive edge.
We do not have to make a false choice between investing domestically and in our allies — we can do both. Under our National Technology and Industrial Base partnership with Canada, Australia and the United Kingdom, we can develop a more diverse, resilient industrial base, secure our supply chains, and become a “five eyes for defense procurement.” It's in our best interest to ensure our allies can leverage our technological advantages and we can leverage theirs.
Without a strong national security innovation base, the Pentagon cannot implement the National Defense Strategy. Congress' job is to put the appropriate, tailored policy in place and provide sufficient, predictable resources to help the industrial base meet these challenges. Together, we can harness the power of American innovation to ensure that we are able to win the wars of the future.
Sen. Jim Inhofe, R-Okla., is the chairman of the Senate Armed Services Committee.
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13 février 2020 | International, Terrestre
DARPA wants commanding robots to work like a video game
By: Kelsey D. Atherton In a fake city in Mississippi, DARPA is training robots for war. In December 2019, at a camp southeast of Hattiesburg, hundreds of robots gathered to scout an urban environment, and then convert that scouting data into useful information for humans. Conducted at Camp Shelby Joint Forces Training Center, the exercise was the third test of DARPA's OFFensive Swarm-Enable Tactics (OFFSET) program. OFFSET is explicitly about robots assisting humans in fighting in urban areas, with many robots working together at the behents of a small group of infantry to provide greater situational awareness than a human team could achieve on its own. The real-time nature of the information is vital to the vision of OFFSET. It is one thing to operate from existing maps, and another entirely to operate from recently mapped space, with continuing situational awareness of possible threats and other movement through the space. Dating back to at least 2017, OFFSET is in part an iterative process, with contractors competing for and receiving awards for various ‘sprints,' or narrower short-turnaround developments in coding capabilities. Many of these capabilities involve translating innovations from real-time strategy video games into real life, like dragging-and-dropping groups units to give them commands. For the exercise at Camp Shelby, the swarms involved both ground and flying robots. These machines were tasked with finding specific items of interest located in buildings at Camp Shelby's Combined Arms Collective training Facility. To assist the robots in the field experiment, organized seeded the environment with AprilTags. These tags, which are similar to QR codes but trade complexity of data stored for simplicity and robustness in being read at difference, were used to mark the sites of interest, as well as hazards to avoid. In practical use, hazards seldom if ever arrive with barcodes explicitly labeling themselves as hazards, but for training the AprilTags provide a useful scaffolding while the robots coordinate in other ways. “As the swarm relayed information acquired from the tags,” wrote DAPRA, “human swarm tacticians adaptively employed various swarm tactics their teams had developed to isolate and secure the building(s) containing the identified items.” That information is relayed in various ways, from updated live maps on computer screens to floating maps displayed in real time in augmented reality headsets. As foreshadowed by countless works of cyberpunk fiction, these “human swarm tacticians” interfaced with both the real world and a virtual representation of that world at once. Commanding robots to move in real space by manipulating objects in a virtual environment, itself generated by robots exploring and scouting the real space, blurs the distinction between artificial and real environments. That these moves were guided by gesture and haptic feedback only further underscores how deeply linked commanding robots can be to augmented reality. The gesture and haptic feedback command systems were built through sprinter contracts by Charles River Analytics, Inc., Case Western University, and Northwestern University, with an emphasis on novel interaction for human-swarm teaming. Another development, which would be as at home in the real-time strategy game series Starcraft as it is in a DARPA OFFSET exercise, is the operational management of swarm tactics from Carnegie Mellon University and Soar Technology. Their developments allowed the swarm to search and map a building on its own, and to automate resource allocation in the process of accomplishing tasks. For now, the heart of the swarm is as a scouting organism built to provide information to human operators. https://www.c4isrnet.com/unmanned/2020/02/11/darpa-wants-commanding-robots-to-work-like-a-video-game
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13 juillet 2020 | International, Terrestre
As Defender 2020 drill winds down, US Army plans for 2021 edition
By: Aaron Mehta WASHINGTON — As the last portions of the altered Defender 2020 exercise kick into gear, the U.S. Army is beginning to plan its 2021 edition, a top general said Thursday. Speaking at a Defense News virtual panel on trans-Atlantic alliances Brig. Gen. Sean Bernabe, deputy commander of U.S. Army Europe, expressed confidence that Defender 2021 will be able to happen despite the ongoing coronavirus pandemic. “We've been continuing to look forward now that we've gained some confidence that we can train large-scale, collective [military exercises] in this environment,” Bernabe said. “We've been looking further and further forward. As we speak, we're planning exercise Defender Europe 2021, to take place in the late spring, early summer of 2021, focused in the Black Sea and Balkans.” Planning “is underway, again informed by our experiences between March and June. Having validated that we can do it, we're confident that we'll figure it out in partnership with our allies,” he added. “I feel confident that we will [be able to] maintain readiness and interoperability across Europe, despite COVID, regardless of how long it may be a part of our operating environment.” Bernabe predicted the 2021 exercise will likely be smaller than 2020′s planned version, which should be no surprise. Defender 2020 was billed as the third-largest military exercise in Europe since the end of the Cold War, a major test of the United States' ability to move stateside forces to locations across Europe, including Poland, the Baltics, some Nordic nations and Germany. A total of 20,000 soldiers were expected to participate. However, the COVID-19 outbreak forced the Army to hit pause on the exercise in March just as it was starting. Several smaller, related drills were canceled outright, and U.S. forces were sent back home. A smaller associated exercise picked up again in June. Bernabe's comments came just hours before the Army announced that a combined arms battalion would deploy to Europe between July 14 and Aug. 22 as part of the “final phase” of the modified Defender 2020 exercise. The deployment will involve 550 soldiers from the 2nd Battalion, 12th Cavalry Regiment, 1st Armored Brigade Combat Team, 1st Cavalry Division out of Fort Hood, Texas, with the 1st Cavalry Division Headquarters in Poznan, Poland, serving as mission command. Approximately 55 Abrams tanks and Bradley Infantry Fighting Vehicles will take part. The tanks will be equipped with the Trophy active protection system so the Army can “assess and experience the dynamics of moving and installing the system in a field environment.” At the end of June, the European Union put citizens of the United States on a list of countries barred from traveling to EU member states due to the continued spread of COVID-19. However, military movements are exempt from that rule, and Bernabe believes the Army has a good plan in place for the intake of forces into Europe. “To be good neighbors, we are using some very, I'd say, aggressive approaches to make sure that we are screening and testing for COVID as personnel arrive,” he said. “Make sure that we're putting in the mandatory 14 days' [quarantine], making sure that we continue screening, we wear masks, we practice physical distancing to make sure that we're not bringing infection into Europe while we focus on maintaining the military readiness. “So thankfully we've worked with our host nations to continue to flow personnel into and out of Europe.” https://www.defensenews.com/news/your-army/2020/07/10/as-defender-2020-winds-down-army-planning-for-2021-underway/