31 décembre 2018 | International, C4ISR

The Army’s ‘triad of opportunity’

Lt. Gen. Bruce Crawford is quick to remind his audience that the United States Army is one of the largest organizations in the world.

Crawford understands the scope because, as the service's top uniformed IT official, any way the Army wants to take advantage of the revolution taking place in information technology must go through his office.

Crawford became the service's chief information officer in August 2017 and since then has focused on the move to the cloud, hiring staff and protecting data.

“A lot of things that we're looking at are aspirational, but what I will tell you is institutionally we are fundamentally in a different place than we were just 12 months ago,” he said.

Crawford spoke recently with C4ISRNET Editor Mike Gruss.

C4ISRNET: Talk about the Army's enterprise network and the major muscle movements taking place.

LT. GEN. BRUCE CRAWFORD: For about the last 18 months, the Army's been focused on the tactical network. We really needed to take a step back from 17 years of continuous combat and say, “Have we properly networked the soldier?” Of course, the answer was “No.”

In terms of the enterprise, there are about three big pieces to it. One has to do with our data. It's not just about storing our data. How do we better protect our data? If you pay attention to a lot of the research, 90 percent of the data that exists in the world today has been generated just in the last 24 months. You combine that with investments in cloud. So today it's about $200 billion. By 2020-2021 it's supposed to go to about $500 billion.

One of the big focus areas has to be shifting from defending our networks to how do we protect our data.

C4ISRNET: What else?

CRAWFORD: I call it a triad of opportunity: you have got cloud, identity and access management and credentialing.

Once we put our data in a secure, accessible, elastic environment, then how are we going to make sure that we can authenticate who you are, but you can actually access that data? So, taking on the issue of identity, credentialing and access management is the second leg in that stool.

Last, but certainly not least, is the power of artificial intelligence and machine learning. The real value of that data is your ability to analyze that data, to predict what some of the challenges may be.

C4ISRNET: Do you expect to see two-factor authentication or biometrics being used on the battlefield?

CRAWFORD: That technology is here today. The vast majority of our Guard and Reserve forces don't get a government-issued Blackberry. When they come to work, they bring their device. So why shouldn't they be able to leverage their personal device and get access to information that has been put behind a two-party authentication firewall?

One of the efforts that we have ongoing is to do exactly that. We're looking at the next six months before we have that capability, at least able to test it and put it in the hands of soldiers.

C4ISRNET: Some of those technologies will rely on the cloud. How does the cloud help the Army make decisions faster?

CRAWFORD: Right now, the Army has 1,112 data centers. Our goal is to have about 296 centers by 2022. So, you've got to ask yourself, with cloud technology available, do we even need data centers?

Being able to aggregate that data, allowing the deployed soldiers to not have to take servers to the battlefield with them. Giving them the ability to be lighter and more mobile and being able to access that data from anywhere they are on the battlefield. It's pretty powerful in terms of increasing their mobility and the survivability of their data.

C4ISRNET: How does cybersecurity fit into the Army's modernization process?

CRAWFORD: You've heard about this concept of multidomain operations. It's not moving from this domain to this domain to this domain; it's organizing ourselves as an Army and posturing ourselves as an institution to be lethal in all these environments at once if we had to. So this idea of cybersecurity is critical to that. It has to be a part of our DNA as we move forward.

The vast majority of the intrusions and vulnerabilities are human error. Cybersecurity has to be a part of who we are. The position now is that every domain that you're operating in is a contested environment. That requires a culture change to remain lethal.

C4ISRNET: We hear a lot about Agile and Waterfall development. What's needed across the Army to make sure that it happens?

CRAWFORD: A shared understanding of the problem.

We recognized software optimization was a problem. The Army's expending a considerable amount of resources just on software sustainment over the [Future Year Defense Program]. Recognizing that it's an issue and then pulling together key stakeholders, not just the services, but organizations like the [National Security Agency] or organizations like FBI and CIA, which can innovate at a pace much faster than we can.

My No. 1 concern when it comes to software optimization has to do with the resiliency of the applications developed by industry. A lot of the applications, they work great in the lab. But when you put them on a network, especially our tactical network, and then you have to try and extend that to the disadvantaged user at the tip of the spear? A lot of the applications don't perform as well as they would in a sterile environment. Applications have got to be more resilient.

C4ISRNET: The storage of data is a challenge, but also the integration between networks or databases. What are the steps you're taking to make sure that soldiers can get all the information they need?

CRAWFORD: One of the efforts that excites me the most has to do with this idea of a common operating environment. You're going to take 19 disparate battle command systems and collapse them onto three specific environments — a handheld environment, a mounted environment and a command post environment — and each is going to have the same look and feel. Now think about the infrastructure. If you can collapse these systems — all with their own server farms, all with their own standards, all developed by different people, all from different organizations — if you can collapse those all onto a common operating environment, think of the things that you can divest of, but also think of the complexity.

We really need to remove the burden of integration from the backs of soldiers. There is a lot of value in that, to include increased mobility for the soldier.

C4ISRNET: What are some of the technologies that get you excited?

CRAWFORD: The U.S. Army is the third-largest organization of any kind in the world. You've got to ask yourself, “Do we have total asset visibility? Do we have the ability to know what's on our network?” Enterprise license agreements and the things of that nature.

Imagine the power of that, if you had 100-percent visibility — not just of your network from a cybersecurity perspective, but when it comes to a term that I am calling information technology accountability, or investment accountability. If you had 100-percent investment accountability, meaning you knew every time an IT dollar was spent, who spent it and was that done against one of your modernization priorities.

C4ISRNET: Those are a lot of the same problems that we see in the business world. You're not starting from scratch. You can use commercial products.

CRAWFORD: Absolutely. So, there are several things that we are looking to partner more closely with industry. It's the technologies that give us total asset visibility and reduce the number of tools, reduce the number of enterprise license agreements, help us with better visibility of cybersecurity.

Then there's another that I'm really interested in: it's talent. Do we have the talent, right now on board, to deliver the technologies that the Army's going to need in 2028 and the answer is no.

We're in a race for talent. We've got an effort called “Workforce 2028” that is looking at the 13,600 IT professionals ... We've looked and asked, “OK, what skill sets are really required, based on what we know now, in the next 5 to 10 years?” That's a tough one.

C4ISRNET: What do you hope to accomplish in the next 12 months?

CRAWFORD: I talked about a race for talent. That's really important that we posture ourselves to get the right people on the team.

C4ISRNET: How do you measure that, though?

CRAWFORD: Well, you've got to measure it in terms of knowing what skill sets you need, so there's some work that has to be done upfront and we're doing that work now. And you either began — you created a process to allow you to iterate and field the skill sets — or you didn't. It won't be that difficult to measure, but it's got to be an institutional approach. It's not just in the Pentagon. I want to be able to tell you a year from now that we have created a process or leveraged an existing process, because we've actually been granted some authorities by Congress and others over the last couple of years to better posture ourselves.

The other thing has to do with protecting our data. Over the next four years, I want to put 25 percent of 8,000 existing applications in a cloud hosting environment. And I've created a process that allows us to do that. It's in support of and synchronized with where the DoD, Mr. [Dana] Deasy is going with the JEDI effort. We live in times now where status quo can no longer be the norm.

https://www.c4isrnet.com/it-networks/2018/12/28/the-armys-triad-of-opportunity

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9 octobre 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité, Autre défense

Contract Awards by US Department of Defense – October 08, 2020
Navy Gulf Warehousing Co., Doha, Qatar (N68171-21-D-0016); Marine Agency Co. Ltd, Pusan, Republic of Korea (N68171-21-D-0019); and Seaway Agencies Pty Ltd, Brisbane, Queensland, Australia (N68171-21-D-0030), are awarded an estimated $1,061,000,000 under the previously awarded request for proposals (N68171-20-R-0001) multiple award of firm-fixed-price, indefinite-delivery/indefinite-quantity contracts to provide husbanding, management and integration services consisting of general charter and hire, utilities, force protection, communications and land transportation services to support maritime forces of the Department of Defense, other U.S. government agencies and nations, including Navy ships, Marine Corps, Military Sealift Command (MSC), Air Force, Army, Coast Guard, NATO and other foreign vessels participating in U.S. military or NATO exercises and missions. The contracts will run concurrently and will include a five-year base ordering period with one five-year option, with individual requirements performed under task orders when specific dates and locations are identified. If the option period is exercised, the total estimated value of the contracts combined will have a ceiling value of $2,122,000,000. The ordering period of the contract is expected to be completed by October 2025; if all options are exercised, the ordering period will be completed by October 2030. Work will be performed in 30 geographic regions: United Arab Emirates (14%); Philippines (10%); Djibouti (7%); eastern U.S. and U.S. territories (6%); Southeastern Asia 2 (5%); Indian Ocean (5%); Republic of Korea (5%); South America (5%); Singapore (4%); western California (4%); Southeastern Asia 1 (3%); Bahrain (3%); Oman (3%); Oceania (2%); China and Russia (2%); United Kingdom/Western Europe (North Sea) (2%); Italy (2%); Eastern Europe/Black Sea (2%); Western Europe (Mediterranean) (2%); Northern Atlantic (2%); Panama (2%); North America (2%); Japan (1%); Greece (1%); Africa (1%); Middle East (1%); Central America (1%); Caribbean and Bermuda (1%); eastern U.S. territories (1%); and western U.S. territories (1%). Due to the fact that the specific requirements for husbanding support cannot be predicted at this time, more specific information about where the work will be performed cannot be currently provided. Fiscal 2021 operations and maintenance (Navy) funds in the amount of $9,000 will be obligated ($3,000 on each of the three contracts to fund the contracts' minimum amounts), and funds will expire at the end of the current fiscal year. Additional funds will be obligated at the task order level with the appropriate fiscal year funding as issued by the main type commanders for each area of responsibility. Typical funding issued by each of the customers include operations and maintenance (Navy) funds from U.S. Fleet Forces Command; and working capital funds (Navy) from MSC. The requirement was competitively procured for the award of multiple contracts with the solicitation posted on beta.SAM.gov; Navy Electronic Commerce Online (NECO); and Euro NECO with 36 offers received. The Naval Supply Systems Command, Fleet Logistics Center, Sigonella, Naples Detachment, Italy, is the contracting activity. (Southeastern Asia 1 is aligned to the Pacific Islands [Palau, Fiji, French Polynesia, Kiribati, Marshall Islands, Micronesia, Nauru, New Caledonia-France, Papua New Guinea, Solomon Islands, Tonga, Tuvalu, Vanuatu and Western Samoa]. Southeastern Asia 2 is aligned to Southeastern Asian mainland countries [Brunei, Cambodia, Indonesia, Malaysia, Thailand and Vietnam]. Arete Associates, Northridge, California, is awarded a $17,976,258 firm-fixed-price modification to exercise Option Three of previously awarded contract N61331-18-D-0012 to provide Coastal Battlefield Reconnaissance and Analysis Block I systems. This option is for additional Coastal Battlefield Reconnaissance and Analysis (COBRA) Block 1 production systems. Work will be performed in Tucson, Arizona (35%); Destin, Florida (35%); and Santa Rosa, California (30%), and is expected to be completed by September 2021. No funding will be obligated at time of award and will be obligated at the time a delivery order is issued. The Naval Surface Warfare Center, Panama City Division, Panama City, Florida, is the contracting activity. McKean Defense Group LLC, Philadelphia, Pennsylvania, is awarded a $12,228,590 indefinite-delivery/indefinite-quantity contract with cost-plus-fixed-fee and cost-no-fee pricing to provide engineering support for Consolidated Afloat Networks and Enterprise Services to include technical and programmatic services for networking, communications and computer systems and associated certification and information assurance for new developments, current operations and planned upgrades. This one-year contract includes four one-year option periods which, if exercised, would bring the overall potential value of this contract to an estimated $69,793,839. Work will be performed in the continental U.S.: San Diego, California (76%); Norfolk, Virginia (4%); Hawaii (4%); Washington, D.C. (3%); Charleston, South Carolina (3%); and outside continental U.S.: Japan (4%); Guam (2%); Bahrain (2%); and Italy (2%). The period of performance of the base award is from Oct. 8, 2020, through Oct. 7, 2021. If all options are exercised, the period of performance would extend through Oct.7, 2025. No funds will be obligated at the time of award. Fiscal 2021 funds will be obligated as task orders are issued using other procurement (Navy); operations and maintenance (Navy); research, development, test and evaluation (Navy); shipbuilding construction (Navy); and other funding, which may include Foreign Military Sales; Program Directive Air; and Navy working capital fund. This contract was competitively procured via Request for Proposal N66001-19-R-0036, which was published on the beta.SAM.gov website. Two offers were received and one selected for award. The Naval Information Warfare Center, Pacific, San Diego, California, is the contracting activity (N66001-21-D-0008). ARMY Ibis Tek Inc.,* Butler, Pennsylvania, was awarded a $229,062,184 firm-fixed-price contract for the Family of Heavy Tactical Vehicles protection kit. Bids were solicited via the internet with four received. Work locations and funding will be determined with each order, with an estimated completion date of April 7, 2027. U.S. Army Contracting Command, Detroit Arsenal, Michigan, is the contracting activity (W56HZV-21-D-0095). DEFENSE LOGISTICS AGENCY Dairy Brands Fluid LLC,* doing business as Pet Dairy, Charlotte, North Carolina, has been awarded a maximum $22,800,000 fixed-price with economic-price-adjustment, indefinite-delivery/indefinite-quantity contract for fresh milk and dairy. This was a competitive acquisition with one response received. This is a three-year contract with no option periods. Locations of performance are North Carolina and South Carolina, with an Oct. 7, 2023, ordering period end date. Using customers are Army, Navy, Air Force, Marine Corps and National Oceanic and Atmosphere Administration. Type of appropriation is fiscal 2021 through 2024 defense working capital funds. The contracting agency is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE300-21-D-V381). Aeronix Inc.,* Melbourne, Florida, has been awarded a maximum $8,516,838 fixed-price, indefinite-delivery/indefinite-quantity contract for data interface units. This was a sole-source acquisition using justification 10 U.S. Code 2304 (c)(1), as stated in Federal Acquisition Regulation 6.302-1. This is a two-year base contract with three one-year option periods. Location of performance is Florida, with an Oct. 7, 2022, ordering period end date. Using military service is Air Force. Type of appropriation is fiscal 2021 through 2023 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania (SPE8ES-21-D-0005). * Small business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2377069/source/GovDelivery/
15 janvier 2021 | International, Aérospatial

Thales UK secures Indian partner for selling its Starstreak air-defense missile
By: Andrew Chuter LONDON – The Northern Ireland arm of Thales UK has struck a partnering arrangement with Bharat Dynamics Ltd (BDL) as part of its effort to secure a deal with the Indian military to purchase the British-developed Starstreak man-portable, air-defense system. In a statement the two companies said the tie-up will see BDL become a “part of the Starstreak global supply chain, providing the opportunity for export of Indian-manufactured components to existing and future Starstreak air defense customers, including the UK armed forces.” The agreement also provides the opportunity for BDL to “offer a ‘Make in India' solution to the Indian government, with a capability that will match the immediate air defence needs of the Indian Army and Air force, and with 60 percent of the system manufactured in India,” said the two companies. The tie-up is the culmination of a four-year effort by Thales and BDL to explore a possible technology-transfer deal following the signing of a memorandum of understanding in 2017. The items in line for building by the Indian state-owned BDL include electronic and mechanical components with sub-system and system assembly, Thales UK officials told Defense News. The industry teaming agreement was signed in a virtual ceremony in Britain and India on Jan. 13 with British defense procurement minister Jeremy Quin and the Indian Army's director general of air defense in attendance. “Today's signing marks the start of the next-generation of missile systems for the Indian Army and reinforces our commitment to work with international partners,” Quin said. The partnership follows the two governments' recent signing of a defense-technology and industrial-cooperation memorandum of understanding. To date Starstreak has not participated in any Indian competition for a man-portable, air-defense weapon. The high-velocity, Mach 3-plus weapon, which can be man-portable or platform-mounted, has been in service with the British Army since 1997 and has been exported to several nations, including Thailand, Malaysia and Indonesia. The weapon is unique in that it employs three laser guided darts as its warhead. https://www.defensenews.com/global/europe/2021/01/14/thales-uk-secures-indian-partner-for-selling-its-starstreak-air-defense-missile
29 novembre 2019 | International, Naval

Naval Group shares its industrial vision with the submarine community and broadens strategic partnership at NEDS
28 November 2019 On November 28th 2019, Naval Group participates to the Defence & Security exhibition held at Rotterdam AHOY. During this event, Naval Group shares its vision on the development of the submarine community in the Netherlands. The project will generate a workload of 15 million man/hours and is expected to create over 2000 jobs in the Netherlands. In view of the Walrus capability replacement programme, Naval Group demonstrates their will to commit to a full submarine IP and knowledge-sharing with the Dutch knowledge centers and industry. This will empower the Netherlands submarine community to take part in the future design and build phase, thus reinforcing the existing knowledge and leading to an autonomous maintenance and upgrade of the submarine. Naval Group has successfully adopted this methodology in Australia, which is leading to the development of a game-changing capacity with a Barracuda-family submarine which offers outstanding acoustic superiority as well as expeditionary capabilities. Naval Group's vision of the future submarine project. “What is at stake in this project is not industrial workload for Naval Group in France-as our submarines factories will be quite busy along the next decades-but the European cooperation within the maritime industry of our two countries. Beyond the industrial workload which will be transferred to the Netherlands, Naval Group is totally committed to support the Netherlands in remaining fully autonomous on operational, strategical and technological aspects on the long- term basis.” declared Hervé Guillou during NEDS. With all the complexities and long lead-time involved in a submarine project, it is crucial to determine how strategic knowledge and expertise is shared, used and maintained over a period which exceeds thirty years. Defining all the required technical and operational trade-offs based on a value-mapping process through an in-depth dialogue with the client is key to reach the best possible submarine platform. For this purpose, Naval Group has released its plan for the future submarine design and production ecosystem at NEDS. One of the key features of Naval Group's vision to organize transfer IP rights and design authority to the Netherlands, which effectively will deliver to local industry and knowledge centers an in-depth understanding and mastering of the selected design. The submarine project will see the reinforcement of a submarine community whose contribution and expertise will grow over the years when key upgrades or changes are implemented on the chosen design. In this process, Naval Group has already qualified 30 new companies to be Tier 1 and 2 suppliers for this programme and other international programmes. In February 2019, Naval Group announced the partnership with Royal IHC. The two companies brought their complementary experience and expertise in designing and manufacturing complex maritime and defense systems together in order to offer the best submarine to the Netherlands and fully comply with the Defense Industrial Strategy (DIS). In continuity to this important first step, Naval Group now unveils one of its strategic partnerships: the teaming agreement with Contour, whose team possesses a comprehensive experience in providing simulation and digital training tools for the Netherlands MOD and notably the Royal Netherlands Army. Their expertise will allow modern simulation tools to be deployed to ease the crew's training period before the actual submarine is sent on trials. Using the Dutch world-class maritime ecosystem, Naval Group has identified more than 30 partners in the country partners of excellence which can provide critical systems and components for submarine and surface ships programmes alike. The submarine community will remain a center of excellence where the best Dutch expertise will be sustained.This ambitious industrial cooperation program is expected to generate over 2000 jobs, which represent 15 million man-hours, for the Netherlands economic growth during the design and build phase. Most of this capabilities will then be used for decades for through-life support. “Naval Group deliberately involves local partners in its international activities. The purpose of these agreements is to pool a Dutch submarine community for the Netherlands would Naval Group be selected for the Walrus replacement program. Key to a successful cooperation is a know-why methodology and a true IP and know-how repository to build-up and contribute that unique expertise, which will support in the long-term both the Netherlands' but also international submarine programmes” declared Mark van Rooij, Naval Group Netherlands CEO. A long-term commitment towards the Dutch industry The Dutch ecosystem has long been a partner with Naval Group on several major programmes; since 2013, a volume of 200 million euros contracts has been awarded to Dutch industrial and knowledge partners covering both French and international programmes. At NEDS, Naval Group deepens existing bonds with the Dutch maritime and defense industry, building and expanding existing relationships with more than 70 companies and knowledge institutes. The latest Naval Group surface ship (FDI) benefits from key Dutch technologies. Rubber Design has developed and supplied silencing elastic mounts to help reduce the ship's acoustic signature, whilst MAFO's door systems have been conceived as Radar Cross Signature reduction devices. Naval Group Netherlands, the Dutch subsidiary established in 2018 has played a significant role in the reinforcement of these long-term relationships. Sliedrecht-based company DBR has just been selected to supply key propulsion equipment on Naval Group's latest international ship programme. The company, well-known in the maritime industry, will for the first time enter the naval military market with this contract. For the Belgium-Dutch Mine Counter Measure Vessels program, several Dutch actors are about to be consulted. For instance, Dutch knowledge center Marin has already been selected by Naval Group in 2019 to test and improve its latest hull design, delivering improved hydrodynamic capabilities along with better energy-efficiency. For this program, other domains will be opened to Dutch competitors such as IPMS (Integrated platform management system), IBNS (Integrated Bridge Navigation System), radar, ventilation, firecontrol, speedboats and handling systems. Press contact Klara Nadaradjane Tel. +33 6 45 03 11 92 priya-klara.nadaradjane@naval-group.com View source version on Naval Group : https://www.naval-group.com/en/news/naval-group-shares-its-industrial-vision-with-the-submarine-community-and-broadens-strategic-partnerships-at-neds/

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