22 juillet 2020 | International, C4ISR

The Army’s new directorate eyes multidomain integration

WASHINGTON — The Army has created a new entity within is operations and plans directorate, G-3/5/7, to focus on non-physical capabilities and better ready the service for multidomain operations.

The new directorate, Department of the Army's Management Office-Strategic Operations (DAMO-SO), was created about six months ago and replaces DAMO-CY, which focused primarily on cyberspace operations. The organization now encompasses cyber, electronic warfare, information operations, space, enterprise IT networks, tactical communications networks, data architectures and artificial intelligence.

“We're an organization that pulls together a lot of the multidomain operating capabilities. Things like cyber, electronic warfare, information operations, space,” Brig. Gen. Martin Klein, director of DAMO-SO, told C4ISRNET in a July 20 interview. “We're also bringing into the directorate the capabilities of really underwriting the Army's ability to digitally transform into this new era ... Part of what we've been asked to do is underwrite multidomain operations and then to digitally enable our warfighting systems.”

The office will serve as the Army point of contact for joint initiatives with the other services, namely Joint All-Domain Command and Control (JADC2).

Klein said his organization is the Army's lead entity for the JADC2 cross functional team. The team will also work with the Air Force in experimenting with its Advanced Battle Management System, which is considered an early possibility for the JADC2 program.

“One of the tenets of multidomain operations is the recognition that we fight and win as a joint force,” he said. “A lot of what I do, frankly, is develop capabilities with the Army but coordinate those capabilities throughout our sister services to make sure that we can fight and win certainly in the competition space ... in conflict if it should arise.”

Additionally, the team will work to standardize data and data architectures within the Army and joint force to ensure interoperability.

But a key distinction between the predecessor organization and the newly formed office was the importance of space, Klein said.

“As the Army looked at the Multidomain Task Force and, in particular, how to win in multidomain contested operations, we came to the realization of how interdependent our space-based capabilities are,” he explained.

One of the key premises to the office was the notion of better posturing the Army in the competition phase against near peer adversaries that are seeking to exploit the so-called gray zone below the threshold of armed conflict.

The new office works as an integrator across the Army – especially within the G-3/5/7 – of how offices can better organize, restructure or resource these non-kinetic capabilities. Along with Army Futures Command, it also looks at emerging capabilities and, with the various program executive offices, examines what capabilities are needed now.

“What we primarily do is we address this capability through a policy lens, but we also go forward and do resourcing ... we work with a strategy team here in the Army G-3/5/7 to make sure that competition and conflict strategies are deconflicted and we certainly work without operational folks ... to make sure when we go through a plan and when we mobilize ... that we have the right organizations within our cyber, electronic warfare and our information operations space,” Klein said.

Klein said he was tasked to keep his finger on the pulse of the emerging multidomain concept as others across the Army look at how the Army will fight in 2028 and beyond. In doing so, his outfit will make recommendations regarding force structure changes or capabilities that could be endorsed by the Army.

“End to end, we're developing a desired capability that our chief and that our secretary of defense need in order to fight and win against a near peer adversary,” he said.

DAMO-SO will participate in upcoming exercises and advise on combat training center rotations to ensure units are defending against these non-kinetic tools that can cripple communications. One exercise includes the forthcoming Project Convergence, a data sharing test and experiment to take place in the fall.

“It's really bringing long range precision fires, weapon systems and some of our modernization efforts together under the rubric of a data enabled cloud orchestrated system to be able to do the experimentation necessary,” he said.

Ultimately, Klein said he hopes the office will provide a great benefit.

“As that lead integrator, we can bring multiple perspectives from multiple different vantage points all the way form strategic down to the tactical to make sure that 0 as we're developing these capabilities, as we're exercising and as we're coming up with new things of use in the existing systems - we get back best practices,” he said.

https://www.c4isrnet.com/smr/information-warfare/2020/07/21/the-armys-new-directorate-eyes-multidomain-integration/

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11 mai 2020 | International, C4ISR

Where the next iteration of the Army’s network capabilities is heading
Andrew Eversden The Army is finishing up a list of requirements for technologies it needs for the next round of its network modernization capabilities, known as Capability Set 23, one of the service's network leaders said May 6. The Army wants to have research and development contracts for prototypes signed no later than July, according to Maj. Gen. Peter Gallagher, director of the network cross-functional team for Army Futures Command. He added that the ongoing coronavirus pandemic has slowed the timeline. Capability set 23 is a follow-on effort to capability set 21, which is addressing current capability gaps in the Army's network with technology currently available, such as improved network transport capabilities. The service plans to deploy new network tools every two years starting in 2021 as part of a continuous network modernization plan. “We realized we weren't going to be multi-domain dominant with what we fielded in Cap Set '21,” said Gallagher, speaking May 6 at the C4ISRNET conference. For Capability Set '23, the service plans to take advantage of emerging technology, with developments from either commercial industry or internal researchers that are part of the Command, Control, Communications, Commuters, Cyber, Intelligence, Surveillance and Reconnaissance Center at Aberdeen Proving Ground. “The next steps for Cap Set '23 — it's about enhanced capacity in our network backbone,” said Gallagher. “High capacity, low latency communications that are not readily available today, but they're emerging in technology." The key piece for is medium-Earth and low-Earth orbit satellite constellations, which will provide the Army with significantly more bandwidth and reduced latency. “In some cases, it's kind of like having a fiber optic cable through a space-based satellite link,” Gallagher said. Gallagher added that Army plans to prototype the technology over the next year and added that around spring next year the Army plans to be working on the preliminary design review for Capability Set '23. Capability Set '23 will also expand on tools from Capability Set '21 to increase the resiliency of the Army's network. Gallagher said that the service is looking at advanced networking waveforms that can be effective in a contested environment. For Capability Set '23, the Army reviewed more than 140 white papers on capabilities and narrowed its selection to 12 papers that they thought would be ready for the second capability set iteration and will help “prototype and make some network design choices," Gallagher said. The Army then held a “shark tank” style event in March and is now “actively in discussions with vendors,” said Justine Ruggio, director of communications for the Network Cross Functional Team at Army Futures Command. Meanwhile, the Army is collecting feedback from soldiers on Capability Set '21 pilots and will procure those technologies this year. Initial delivery of the new capabilities to units is scheduled for second quarter of fiscal 2021, Gallagher said. https://www.c4isrnet.com/battlefield-tech/c2-comms/2020/05/07/where-the-next-iteration-of-the-armys-network-capabilities-is-heading/
13 février 2020 | International, Aérospatial

Pentagon seeks to cut F-35s, other equipment to pay for Trump’s border wall
By: Aaron Mehta , Valerie Insinna , David B. Larter , and Joe Gould WASHINGTON — The Pentagon is seeking to divert $3.8 billion, largely from its fiscal 2020 weapons procurement budget, in order to fund President Donald Trump's border wall, according to a reprogramming request to congress obtained by Defense News. Among the victims of the cuts: a mass of aircraft purchases including F-35 joint strike fighters, C-130J cargo aircraft, MQ-9 Reaper drones and P-8 maritime surveillance planes, as well as ground vehicles and naval priorities. Overall, the plan would shift $2.202 billion in FY20 defense appropriations and $1.629 billion in FY20 Overseas Contingency Operations funding towards the wall, a key priority from president Donald Trump ahead of the November presidential elections. Air Force and Navy aviation spending takes the brunt of the cuts proposed by the Pentagon, with aircraft procurement going down by $558 million for Navy and Marine Corps and $861 million for the Air Force. Importantly, all of the funding decreases target items that were specifically added by Congress during the budgeting process, which could incur rancor from lawmakers. For the Navy, the Pentagon would cut two of the six F-35B short takeoff and landing aircraft added to the FY20 budget by Congress and two MV-22 Ospreys, stating that “current funding is more than sufficient to keep the production line open.” It also seeks to eliminate funding for one of the nine P-8A Poseidon surveillance aircraft funded in FY20, stating that the additional aircraft is “[in] excess to the 117 aircraft required.” In the Air Force's budget, the Pentagon slashed funding for the four of the eight C-130Js added by Congress for the reserve and Air National Guard. The department stated that funding for those planes can be rescheduled to fiscal year 2021, when the period of performance for the associated contract starts. The request would eliminate eight MQ-9 Reaper drones, culling most of the funding added by Congress for an increase of 12 MQ-9s. “The program is currently undergoing a strategic review,” the department stated in written justification, referring to an ongoing debate within the Air Force about how many Reapers to buy and retain over the next decade. “Procurement, if necessary, can be rescheduled to a later fiscal year.” Combatant commanders have consistently said they need more surveillance assets around the globe. It also strips $156 million for advanced procurement for the F-35A and removes $180 million for light attack aircraft for the Air Force, which the service has decided against procuring but has been widely supported by lawmakers as a low-cost alternative for the counter-terrorism fight. The Army would stand to lose $100 million in funding for national guard Humvee modernization and $194.5 million in Heavy Expanded Mobility Tactical Truck funding. 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The ship was deemed “excess to current programmatic need,” the reprogramming document says. “The procurement exceeds the program-of-record requirement,” the document reads. “This is a congressional special interest item.” In addition, the national guard and reserves would lose about $1.3 billion in what the reprograming request describes as unnecessary funding, given historic underexecution of prior year funds. A spokesman for the Pentagon declined to comment. Last year, the defense department had budgets, largely for military construction projects, diverted into funding a stretch of the wall project. Those projects cut included the rebuilding of several DoD schools both in the U.S. and abroad, special operations training centers in Europe and Hurricane Maria relief for Puerto Rico National Guard facilities. Overall, more than 100 projects had funding delayed. Asked on Tuesday about a potential reprograming of defense funds to pay for the wall, Secretary of Defense Mark Esper said “We did receive the request from DHS, that's all I'll say right now. We're working our way through the process, we're doing all those things we need to do. So when we're ready to make an announcement, we'll make an announcement.” Word that the Pentagon may once again be raided to pay for the wall came in mid-January, and at the time seemed to catch Republican supporters in Congress off-guard. “I wish they wouldn't take [wall funding] out of defense. I want to build the wall, I supported direct appropriations for it and fought for it — but we have to evaluate what this does to the military, what it affects, where and how,” said Senate Appropriations Committee Richard Shelby, R-Ala, at the time. But he added that nobody should be surprised the administration repeated the tactic, after it worked last year. https://www.defensenews.com/breaking-news/2020/02/13/pentagon-seeks-to-cut-f-35s-other-equipment-to-pay-for-trumps-border-wall
16 mars 2020 | International, Aérospatial

Opinion: How New ‘Predators’ Are Reshaping Aerospace Landscape
By Antoine Gelain Behind the big aerospace and defense (A&D) primes like Boeing and Airbus and the “Super Tier-1s” such as United Technologies (UTC) and GE, a very different type of company is shaping the global A&D industrial landscape in a way that may be even more impactful than high-profile UTC-Raytheon-type mergers. Companies such as Teledyne, TransDigm and Heico are the spearheads of a breed of A&D players dedicated to “components and subsystems,” with explicit and perfectly executed “horizontal” external growth strategies. Their track records are impressive: These three companies—with combined revenues of more than $10 billion—have collectively made close to 200 acquisitions and delivered more than 20% average annual growth rate in either profitability or share value over the last 20 years. Thanks to such returns and skyrocketing market valuations, they are able to outbid most other contenders when going after an acquisition target by leveraging the so-called “accretive effect.” This effect boosts the acquiring company's earnings per share, as long as the price paid for the target as a ratio of the enterprise value (EV) over its earnings before interest, taxes, depreciation and amortization (EBITDA) is lower than that of the acquiring firm. As it happens, the current EV/EBITDA ratio of the three above-mentioned companies stands at more than 18 (see graph). By comparison, most other A&D companies have an EV/EBITDA ratio in the 9-13 range. Such “buying power” is enhanced by operational synergies (for instance, in corporate overheads, sales and marketing), which immediately boost the profitability of the acquired company and can therefore be factored in the offer price. This gives them an additional edge against pure financial investors like private equity (PE) funds, which have historically been strong buyers of such component and subsystem businesses. Two recent deals in Europe (one still ongoing) illustrate this new balance of power. The first concerns Souriau-Sunbank, a $360 million-revenue specialist in interconnection technology for harsh environments. After being owned successively by two PE funds and bought by Esterline (now TransDigm) in 2011, it was again put up for sale last year. While expectations were that a PE fund would grab it, another industrial buyer, Eaton Corp., won the contest, paying the hefty price of $920 million (an EV/EBITDA multiple of 12). The second deal relates to a French company called Photonis, a world leader in night-vision technology for defense and space applications, for which Teledyne is apparently bidding—and offering a price 30% higher than the highest PE bid! These deals highlight the limits of the traditional private equity model (too short-term and too short-sighted) and why the “new predators”—all publicly listed companies—are in a much better position to continue to thrive. In fact, by combining “private equity-like growth in value with liquidity of a public market,” as TransDigm puts it, they are not only beating PE players at their own game, but they are also capturing a significant share of the A&D capital market by offering investors an attractive alternative to the traditional vertically integrated groups such as UTC, Thales or Safran. These groups are typically too busy focusing on large systems and equipment to realize that they would actually benefit from articulating a proper “component and subsystem” strategy. They would benefit not only because their portfolios are still full of such businesses, but also because their long-term competitiveness largely depends on their ability to nurture a strong network of strategic suppliers, in terms of both criticality for their own systems and national sovereignty. As it happens, Photonis seems to be such a strategic supplier, since the current French government just announced it would veto the Teledyne deal, hoping to give other French or European companies or investors time to make a competitive offer for the business. But because PE funds, at least in Europe, are somewhat faint-hearted when it comes to ambitious sector-specific “horizontal” portfolio strategies, and because Europe has no industrial player able to compete with the likes of Teledyne, the outcome of the process is still highly uncertain. In any case, Teledyne, Heico, Transdigm and similar companies are surreptitiously reshaping the A&D industrial landscape by buying technological nuggets and component businesses left and right, on both sides of the Atlantic. In the process, they are boosting their shareholders' returns and changing the balance of power with both traditional private equity investors and large vertically integrated A&D groups. As the saying goes: One man's meat is another man's poison. https://aviationweek.com/aerospace/manufacturing-supply-chain/opinion-how-new-predators-are-reshaping-aerospace-landscape

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