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  11 décembre 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Contract Awards by US Department of Defense - December 10, 2020

  NAVY BAE Systems Land and Armaments L.P., Sterling Heights, Michigan, is awarded an $184,444,865 fixed-price-incentive (firm target) modification to previously awarded contract M67854-16-0006 for amphibious combat vehicles (ACV). This modification provides for the procurement of 36 full rate production ACVs and other associated production costs for the Marine Corps. Work will be performed in York, Pennsylvania (60%); Aiken, South Carolina (15%); San Jose, California (15%); Sterling Heights, Michigan (5%); and Stafford, Virginia (5%). Work is expected to be completed in November 2022. Fiscal 2021 procurement (Marine Corps) funds in the amount of $184,444,865 are being obligated at the time of award, none of which will expire at the end of the current fiscal year. The Marine Corps Systems Command, Quantico, Virginia, is the contracting activity (M67854-16-C-0006). Raytheon Space and Airborne Systems, Marlborough, Massachusetts, is awarded a $91,296,293 modification to a previously awarded Navy multiband terminals (NMT) firm-fixed-price contract to increase the ceiling and extend the engineering support services contract line item numbers to address obsolescence issues and other in-scope engineering service efforts over a three-year period. NMT is a multiband capable satellite communications terminal that provides protected and wideband communications. Work will be performed in Largo, Florida (54%); South Deerfield, Massachusetts (25%); Stow, Massachusetts (13%); Marlborough, Massachusetts (8%), and is expected to be completed by December 2023. No funds were obligated at the issuance of this contract modification. This sole-source contract was not competitively procured in accordance with 10 U.S. Code 2304(c)(1). The Naval Information Warfare Systems Command, San Diego, California, is the contracting activity (N00039-16-C-0050). Raytheon Missiles and Defense, Marlborough, Massachusetts, is awarded a $38,786,218 firm-fixed-price and cost-plus-fixed-fee modification to previously awarded contract N00024-19-C-5112 for the production of two Fire Control System MK 99 ship sets and the associated technical engineering services in support of the Aegis Combat System on DDG-51 class ships. Work will be performed in Andover, Massachusetts (81%); Marlborough, Massachusetts (10%); Chesapeake, Virginia (3%); Portsmouth, Rhode Island (3%); San Diego, California (2%); and Burlington, Massachusetts (1%), and is expected to be completed by August 2024. Fiscal 2020 shipbuilding and conversion (Navy) funds in the amount of $38,786,218 will be obligated at the time of award and will not expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington, D.C., is the contracting activity. Pacific Architects and Engineers Applied Technologies LLC, Fort Worth, Texas, is awarded a $30,969,685 cost-plus-fixed-fee, cost reimbursable contract. This contract provides for the procurement of various types of support including system operations, laboratory and field testing, marine operations and target support services, engineering, range sustainability, maintenance, data reduction and analysis. Work will be performed in Patuxent River, Maryland, and is expected to be completed in April 2021. Fiscal 2021 research, development, test and evaluation (Navy) funds in the amount of $9,957,500; and fiscal 2021 working capital (Navy) funds in the amount of $501,000 will be obligated at time of award, $501,000 of which will expire at the end of the current fiscal year. This contract was not competitively procured pursuant to 10 U.S. Code 2304(c)(1). The Naval Air Warfare Center Aircraft Division, Patuxent River, Maryland, is the contracting activity (N00421-21-C-0011). DCS Corp., Alexandria, Virginia, is awarded a $27,750,407 cost-plus-fixed-fee, cost-reimbursable, indefinite-delivery/indefinite-quantity contract. This contract provides for design, development, integration, test, evaluation, installation, maintenance, configuration management and logistics in support of the Air Traffic Control and Landing Systems Division systems and equipment. Work will be performed in Saint Inigoes, Maryland (80%); and Lexington Park, Maryland (20%), and is expected to be completed in December 2025. No funds will be obligated at the time of award. Funds will be obligated on individual orders as they are issued. This contract was competitively procured via an electronic request for proposal; one offer was received. The Naval Air Warfare Command Aircraft Division, Patuxent River, Maryland, is the contracting activity (N00421-21-D-0011). Fincantieri Marine Systems North America Inc., Chesapeake, Virginia, is awarded a $13,343,620 modification to exercise Option Year Four of previously awarded firm-fixed price, indefinite-delivery/indefinite-quantity contract N55236-17-D-0009 to provide maintenance support for the Mine Countermeasure-1 Class main propulsion diesel engine and ship service diesel generator. The overall total contract value ceiling remains unchanged at $86,268,629. Work will be performed in the homeports of Sasebo, Japan; and Manama, Bahrain, and ports-of-call as required according to individual task orders, and is scheduled to be completed by January 2022. No funding is being obligated at time of award. The Southwest Regional Maintenance Center, San Diego, California, is the contracting activity. U.S. SPECIAL OPERATIONS COMMAND Raytheon Technologies, McKinney, Texas (H92408-21-D-0001), was awarded a $99,000,000 cost-plus-fixed-fee, firm-fixed-price, time and materials, cost reimbursement, no-fee contract for the procurement of Next-Generation Special Mission Processors (NextGen SMP) in support of U.S. Special Operations Command (USSOCOM) requirements. NextGen SMP enable Special Operations Forces tactical mission systems to integrate with AC/MC-130J aircraft controls and provide future software capabilities. Fiscal 2021 research, development, test and evaluation funds in the amount of $1,692,070; and procurement funds in the amount of $8,245,404 are being obligated at time of award. The work is expected to be completed by December 2027. This action is a follow-on production contract in accordance with 10 U.S. Code § 2371b (f) authorized or required by statue. USSOCOM, Tampa, Florida, is the contracting activity. AIR FORCE Northrop Grumman Systems Corp., Hill Air Force Base, Utah, has been awarded a $73,194,742 firm-fixed-price delivery order under the Ground Subsystems Sustainment contract FA8214-15-D-0001 for Remote Visual Assessment II production and deployment for the Minutemen III. This delivery order provides for modification to the Remote Visual Assessment program by adding six capabilities to procure, produce, remove, install, audit, test and document the equipment. Work will be performed at Malmstrom Air Force Base, Montana; Minot AFB, North Dakota; and F.E. Warren AFB, Wyoming, and is expected to be completed July 31, 2023. This award is the result of a sole-source acquisition. Fiscal 2020 missile procurement funds in the amount of $1,140,137 are being obligated at the time of award. The Air Force Nuclear Weapons Center, Hill AFB, Utah, is the contracting activity (FA8214-21-F-0078). DEFENSE LOGISTICS AGENCY Ortho-Clinical Diagnostics Inc., Raritan, New Jersey, has been awarded a maximum $49,500,000 fixed-price with economic-price-adjustment, indefinite-delivery/indefinite-quantity contract for laboratory supplies and wares. This was a competitive acquisition with one response received. This is a five-year contract with no option periods. Location of performance is New Jersey, with a Dec. 9, 2025, ordering period end date. Using customers are Army, Navy, Air Force, Marine Corps and federal civilian agencies. Type of appropriation is fiscal 2021 through 2026 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE2DE-21-D-0007). ARMY ORBCOMM Inc., Rochelle Park, New Jersey, was awarded a $45,611,528 firm-fixed-price contract for next-generation transponders. Bids were solicited via the internet with five received. Work locations and funding will be determined with each order, with an estimated completion date of Dec. 9, 2024. The U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity (W52P1J-21-D-0007). RiverRestoration LLC,* Carbondale, Colorado, was awarded a $40,000,000 firm-fixed-price contract for civil works and hydrology and hydraulics services. Bids were solicited via the internet with 15 received. Work locations and funding will be determined with each order, with an estimated completion date of Dec. 10, 2025. The U.S. Army Corps of Engineers, Albuquerque, New Mexico, is the contracting activity (W912PP-21-D-0002). Direct Steel and Construction,* Crystal Lake, Illinois, was awarded a $16,880,228 firm-fixed-price contract for construction of the 69th ADA Supply Support Activity warehouse at Fort Hood. Bids were solicited via the internet with three received. Work will be performed at Fort Hood, Texas, with an estimated completion date of June 15, 2022. Fiscal 2018 military construction (Army) funds in the amount of $16,880,228 were obligated at the time of the award. The U.S. Army Corps of Engineers, Fort Worth, Texas, is the contracting activity (W9126G-21-C-0003). The Boeing Co., Mesa, Arizona, was awarded a $13,900,000 modification (P00066) to contract W58RGZ-16-C-0023 for software upgrades to the flight management computer for the AH-64E. Work will be performed in Mesa, Arizona, with an estimated completion date of Dec. 31, 2024. Fiscal 2020 aircraft procurement (Army) funds in the amount of $2,780,000 were obligated at the time of the award. The U.S. Army Contracting Command, Redstone Arsenal, Alabama, is the contracting activity. General Dynamics Information Technology Inc., Falls Church, Virginia, was awarded a $12,432,932 modification (P00017) to contract W81K04-18-C-0001 for specialty medical training, equipment/site maintenance and administration support services. Work will be performed in Dublin, California; Fort Gordon, Georgia; and Fort McCoy, Wisconsin, with an estimated completion date of Dec. 31, 2021. Fiscal 2021 and 2022 operation and maintenance (Army Reserve) funds in the amount of $12,432,932 were obligated at the time of the award. The U.S. Army Health Contracting Activity, San Antonio, Texas, is the contracting activity. Lockheed Martin Corp., Orlando, Florida, was awarded a $10,395,412 modification (P00044) to contract W31P4Q-19-C-0071 for engineering services in support of the Hellfire Missile and Joint-Air-to-Ground Missile. Work will be performed in Orlando, Florida, with an estimated completion date of May 9, 2022. Fiscal 2020 and 2021 missile procurement (Army); 2021 research, development, test and evaluation (Navy); and 2020 missile procurement (Air Force) funds in the amount of $10,395,412 were obligated at the time of the award. The U.S. Army Contracting Command, Redstone Arsenal, Alabama, is the contracting activity. WASHINGTON HEADQUARTERS SERVICES Millennium Enterprises, doing business as Millennium Health and Fitness Inc., Scottsdale, Arizona (HQ0034-21-D-0005), is awarded an indefinite-delivery/indefinitely-quantify contract with a maximum amount of $25,000,000. The Defense Civilian Personnel Advisory Service (DCPAS) has a requirement to procure wellness and health promotion support services. The principal objective is for the contractor to provide the necessary staff to operate and manage Department of Defense wellness fitness centers, as well as agency specific programs and services to meet customer needs. The contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision and other items and non-personal services necessary to perform wellness and health promotion services in support of DCPAS. Work performance will take place in the Northern Capital Region, including Arlington, Virginia; Crystal City, Virginia; and Washington, D.C. No funds will be obligated at time of the award. Appropriate fiscal operations and maintenance funds will be obligated on all subsequent task orders. The expected completion date is Dec. 9, 2025. Washington Headquarters Services, Arlington, Virginia, is the contracting activity. DEFENSE FINANCE AND ACCOUNTING SERVICE Kearney and Company PC, Alexandria, Virginia, is being awarded a labor-hour contract option with a maximum value of $10,160,250 for audit services of the Defense Health Program (DHP). Work will be performed in various locations including the DHP headquarters, Falls Church, Virginia, as well as other federal locations in Texas, Ohio, Indianapolis, Maryland, Colorado, New York and Maine, with an expected completion date of Dec. 31, 2021. This contract is the result of a competitive acquisition in which two bids were received. This award brings the total cumulative value of the contract to $46,758,510. Fiscal 2021 operation and maintenance (Defense-wide) funds in the amount of $10,160,250 are being obligated at the time of this option award. The Defense Finance and Accounting Service, Contract Services Directorate, Columbus, Ohio, is the contracting activity (HQ0423-17-F-0096). DEFENSE ADVANCED RESEARCH PROJECTS AGENCY Battelle Memorial Institute, Columbus, Ohio, has been awarded a $9,472,919 cost-plus-fixed-fee contract for Defense Advanced Research Projects Agency's Rational Integrated Design of Energetics (RIDE) program. In Phase One, Battelle Memorial Institute proposes to develop a semi-automated system in order to provide an energetics formulation platform that addresses both powder-pressed and cast-cured formulations for explosives and propellants in support of the RIDE program. Work will be in Columbus, Ohio (25%); West Jefferson, Ohio (55%); and Centerbrook, Connecticut (20%), with an estimated completion date of March 2022. Fiscal 2020 and 2021 research, development, test and evaluation funds in the amount of $5,658,142 are being obligated at time of award. The Defense Advanced Research Projects Agency, Arlington, Virginia, is the contracting activity (HR0011-21-C-0027). *Small business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2443378/source/GovDelivery/

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  8 mai 2019 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité, Autre défense

  European Union tees up new military-cooperation proposals

  By: Martin Banks The European Union will launch a call for a new batch of proposals as part of Europe's new Permanent Structured Cooperation (PESCO) initiative this week. At the same time, officials said that the 34 existing PESCO projects are still considered to be at a very initial “incubation phase,” meaning they have yet to come to fruition. The PESCO defense pact – a show of unity and a tangible step in EU integration – was set up in December 2017 between EU governments and involved two phases of joint initiatives, each consisting of 17 projects. The third and latest phase, to be launched this week, is for an unspecified number of new projects. The founding PESCO members, including France, Germany and Italy, have been asked to table proposals by the summer with a view to these being approved by the end of 2019. The new batch of projects is likely to be smaller than the previous two, the second of which was launched last November, and is expected to be more “mature” when it comes to the projects' setup, including support by member states, one official said. EU members are responsible for developing and implementing PESCO projects. An EU defence source said, “They are still at an initial stage, or incubation phase.” Twelve of the existing 34 schemes are expected to reach initial operational capability by 2022, with four of these due to be implemented later this year, according to the source. The 34 schemes include a harbor and maritime surveillance and protection (HARMSPRO) project, designed to deliver a new maritime capability with the ability to conduct surveillance and protection of specified maritime areas, from harbors up to littoral waters. Another is the Training Mission Competence Centre which aims to improve the availability and professionalism of personnel for EU training missions. The list also includes a European armoured infantry vehicle and cyber rapid response teams. Other projects involve developing new equipment, such as infantry fighting vehicles, amphibious assault vehicles, light armored vehicles, indirect fire support, strategic command-and-control systems for EU defense missions, minesweeping drones, upgrading maritime surveillance and developing a joint secure software defined radio. Long blocked by London, PESCO, is one of the most tangible steps in EU integration since Britons voted to leave the bloc, as militaries begin to plan, spend and deploy together. The eventual aim of PESCO is to develop and deploy forces together, backed by a multi-billion-euro fund for defense research and development. The idea aims to bring together European countries with a military capacity and political desire to collaborate on planning, carry out joint analyses of emerging crises and to react to them quickly. Speaking recently in the European parliament in Brussels, Finnish Prime Minister Juha Sipilä welcomed the establishment of PESCO as a “step in the right direction” but said PESCO members “should now concentrate on implementation and reaching results.” The EU source said, “Some might find it surprising that the 34 projects are still at the ideation phase but you have to remember that the PESCO project was launched only recently so the record is not bad. We are not talking about a ‘project factory' but a commitment on the part of participating members to work more closely in the area of security and defence.” EU defence expert Paul Taylor wrote, “It is worth noting that the PESCO effort is still at a relatively early stage of development.” Jamie Shea, a senior fellow at Friends of Europe, a leading Brussels think tank, commented, “It is welcome news that the number of PESCO projects is likely soon to grow still further beyond the current 34. But to sustain political and public interest in this initiative it is important that we see soon the first deliverables to show that the good intentions are being followed with real and new European military capabilities.” Shea added, “Moreover the key test for the success of PESCO will not just be to generate more multinational efforts but also to produce capabilities that plug the current shortfalls in the EU's most urgent requirements and move it towards its goal of strategic autonomy.” https://www.defensenews.com/global/europe/2019/05/06/european-union-tees-up-new-military-cooperation-proposals/

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  18 septembre 2018 | International, Aérospatial

  Newly retired head of Air Force Materiel Command talks about the org’s future challenges

  By: Valerie Insinna WASHINGTON — Over the course of her 40-year career with the U.S. Air Force, Gen. Ellen Pawlikowski has worn many hats, going from the manager of the service's airborne laser program to its chief buyer of space technology to — finally — the head of Air Force Materiel Command. Through it all she was a proud and self-described nerd: an avid science and technology proponent happy to talk about anything from trends in military satellites to how the Air Force was tackling the problem of hypoxia. Pawlikowski officially retired from the Air Force in early September and is now transitioning to a career in the private sector, having already accepted a place on Raytheon's board of directors. She spoke with Defense News on Sept. 10 about some of AFMC's biggest prospective challenges. As you look at Air Force Materiel Command now, what advice would you give your successor? The first thing is to just remember — and I know everybody says this — but there are just amazing airmen at AFMC, and you have to really trust them to get the job done. They care so much about what we do that that makes the job easy. But I think my advice is you have to recognize just how massive the responsibility is. There's really nothing that goes on in the Air Force that Air Force Materiel Command isn't involved with in some way. And I know I did not have an appreciation for that when I first took command. I was obviously very much aware of the technology side of things and the acquisition side of things, but everything from the Civil Engineering Center that's responsible for all of the milcon projects in the Air Force to the services agency which runs things like all of the dining facilities. It's a huge job with a wide breadth of impact. All of us come into these jobs with our background in one particular area, and that's our area where you have a tendency to migrate to, but you have to recognize that AFMC has such vast responsibilities that you have to really make sure that you don't get yourself involved in one area that you don't have the time to really take on and cover everything that needs to be done. When I look at where the Air Force is and the future of the Air Force, there's just tremendous opportunities for AFMC to be helping the Air Force, and in many cases leading the Air Force in these transformations that we're trying to do. The whole focus on multidomain for Air Force, for example: AFMC has to play a critical role in that as we cut across all of the different aspects of what the Air Force does. The drive to promote and encourage more innovation and what I consider creativity among our airmen — that is something that AFMC has got to help to facilitate. Because there is such opportunities to make sure that we're successful in doing that, but also doing no harm. What role do you see AFMC having in multidomain? I think the place that really hits the most is in the Life Cycle Management Center. The Life Cycle Management Center is really structured to be aligned under the program executive officers, and the program executive officers are all aligned by platforms. We've got fighter, bomber, mobility, tanker. So within the Life Cycle Management Center, those things don't come together until you're above the PEO. So the challenge and opportunity for the Life Cycle Management Center is to be able to still deliver on all those individual products, but [also] to be able to provide the connectivity between those different programs so that we get the interoperability, the connectiveness between the different platforms while they are in development, not after it happens and then we try to figure out how we're going to put them together. But we have neither really thought about and structured ourselves to do it that way. We've always been structured as the platform as the center of attention. So I think there is a huge opportunity for the Life Cycle Management Center to be the key facilitator for establishing that connectivity, but that's going to take a lot of work, and to a degree some cultural change — and maybe even some change in the way the Air Force programs and budgets [its] dollars. What specifically could the Life Cycle Management Center do to become that connective tissue between programs? They're going to have to be the ones that — using, maybe some oldspeak — establish the standards, establish the interfaces, establish the architecture, establish the data structure that is going to enable us to connect things. They have to, to a degree, be the Microsoft and the Apple when it comes to things being able to just connect and work. The Air Force recently started doing some of the depot maintenance work on its legacy E-8C JSTARS fleet after a couple of problems with the Northrop Grumman depot, which has been struggling with quality control issues. How is the work currently divided? Right now we're in the crawl phase when it comes to the organic side of things. We have inducted, as you know, one airplane down at Warner Robins [Air Force Base]. That happened just before I left. My last day on active duty was the 9th of August, so I haven't had an update on the progress ... but what we're trying to do is to make sure that we have other options other than just the one facility to be able to maintain these aircraft. Based on the latest defense authorization for 2019, there's a requirement in there that we keep these, so we need to be able to have the capacity to bring them in. And what we've found through the work with Northrop was that, as hard they were trying, we just couldn't seem to get over the hump of being able to consistently deliver them in a timely manner. And we just needed to have some other options. So what we've done at Robins is to bring in one that doesn't require a lot of the major work, but is something we believe that the Robins workforce can do. We were kind of pleasantly surprised when we first started to look at this, in the fact that — we kind of looked across the workforce to see how much experience we have on JSTARS, and not an insignificant number of our civilian workforce down there whose part-time job is the Air National Guard on the other side of the runway. So we actually have a fair amount of knowledge of the airplane right down there on the Air Force base. So what I see happening in the future, as the Air Force works through what we're going to do to maintain those planes as we move forward on Air Battle Management, is going to be probably a split between the two. I don't think you're ever going to see the Air Force completely — well, never say never — but I would be surprised if, in the near future, that the Air Force would completely walk away from the Northrop facility because there is tooling and things like that that the Air Force just doesn't have, at least right now, at Robins. You recently said in another interview that the light-attack aircraft program of record could be as small as 20 planes. Could you explain why the Air Force is considering such a small buy? I would see a model there where we would buy 20 or so per year, and then when they got to the point where they were not sustainable anymore — just like your telephone or microwave (who gets a microwave repaired these days?) — we would not invest in a huge organic [maintenance] capability. I don't want to be in the position with light attack that I am with JSTARS. And so what my point was is that we wouldn't buy massive numbers of these in a big chunk. We would buy them on a regular basis and then when they became unsupportable because of their age, we wouldn't try to maintain them. We would either sell them or put them in the boneyard — probably sell them since there will probably be a good market for them. But that was my point. The number of 20, when I was talking about it, had more to do with how many we might buy in a given year as opposed to the total number. The discussion is still out there as to how many light-attack versus high-performance aircraft [you need] because there's only so much money, right? The money we spend on light attack may buy more airplanes, but you have to look at capability and what capability we need. So how many we totally actually buy. I leave that up to folks like [Air Force Chief of Staff] Gen. [Dave] Goldfein and [Air Combat Command head] Gen. [Mike] Holmes, who are the ones who need to make that assessment of what airplanes they need to perform the mission. My point only was that we shouldn't go out and buy 300 of these in one year and then spend 25, 30 years trying to maintain old airplanes. The Air Force recently has been using 3D printing to solve a lot of problems it's been having with spare parts for older airframes, like printing a toilet seat cover for the C-5 Galaxy, which would have taken more than $10,000 to otherwise replicate. But are there still barriers to using 3D printing for certain applications where you think it would be useful? I do believe that you will see more and more 3D printing done, particularly for some of these older airplanes, as we have to figure out how to reverse engineer parts in order to keep them flying. The challenges that we've found as we've gone forward on this is, first of all, we have to make sure that we don't get wrapped up in what I call the hype of 3D printing. 3D printing can be a tremendous tool, but it's not for everything. Certain materials are harder to 3D print than others, and so we're going to need some more science to figure out how to 3D print certain kinds of metals, but what I think we have found and the tremendous work that both the Air Force Research Lab and the Life Cycle Management Center have been doing is, first, the Air Force Research Lab is making sure that we understand the science behind it. Because in 3D printing in some cases you're using these powders that are created from metals. And those powders have certain characteristics. And it's just like when we order a part, we have to make sure we know how to order the materials for 3D printing and, if you will, the specs, the standards for 3D printing that will enable us to consistently get the same thing. So there's a lot of hard work that needs to be done to make 3D printing something that we do on a daily basis. And that's what Air Force Materiel Command has focused on. So what's next for you? I see you've accepted a place on Raytheon's board of directors. My objective is to first and foremost to be able to spend more time with my family, which has been a challenge for me over the years, as these jobs are not easy. As my dad used to say: “You have a 24/7 job.” I don't know if he realized how true that is, especially as you get more senior in rank. I plan to probably get involved in a couple other boards and do some advising and consulting. I still consider myself part of what I call the American Geek Squad. I'm a member of the National Academy of Engineering. So I will hopefully get an opportunity to continue to contribute in different forms where I can advise as opposed to the person that's doing everything. https://www.defensenews.com/digital-show-dailies/air-force-association/2018/09/12/newly-retired-head-of-air-force-materiel-command-talks-about-the-orgs-future-challenges