14 novembre 2019 | Information, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

The real obstacle for reforming military spending isn’t in the defence ministry. It’s the Treasury Board

KEN HANSEN

Ken Hansen is an independent defence and security analyst and owner of Hansen Maritime Horizons. Retired from the Royal Canadian Navy in 2009 in the rank of commander, he is also a contributor to the security affairs committee for the Royal United Services Institute of Nova Scotia.

For people inside the Department of National Defence, a minority Parliament – coupled with election promises for increased social spending and tax cuts – represents an uneasy calculus.

Defence spending is always on the chopping block because it represents the largest pool of discretionary spending in the federal budget, and every party spent the recent federal election campaign being vague about military policy – offering some kind of oversight-body reform or scrutiny over the billions of dollars that have been earmarked, even as they lent their support to ensuring the military has the equipment it needs.

In particular, the single largest program in Canadian defence history – the Canadian Combat Ship plan for 15 warships – will be a tantalizing target for politicians looking to get rid of perceived fat. Such cuts to shipbuilding programs have even already become normalized: The order for Halifax-class frigates were trimmed to 12 from 18 in 1983 and the Iroquois-class destroyers to four from six in 1964, to name just two.

The political leaders weren't wrong when they said the military procurement system is broken. But regardless of which party had won this past election, and no matter what tweaks at the edges that the Liberal minority government and its potential supporters pursue, the reality is that the core issue remains unaddressed: Treasury Board's bulk approach to purchasing the country's military kit.

Treasury Board policy states that bulk buys are how military procurement should be done, to ensure the lowest per-unit cost. But this forces tough decisions about what to buy, since the larger the order, the longer it will take to produce them all – not to mention the problems involved with trying to predict the future of warfare.

Information systems become outdated in five years; weapons and sensors in 10. With a planned operating life of 25 years, any ships ordered today will be out-of-date by the time the first are delivered, and fully obsolete by the time the last one arrives. Block purchasing leads to block obsolescence.

Traditionally, when technological change threatens to render military systems obsolete, the best way to hedge was to order in batches of the smallest number acceptable. In the years before the world wars, for instance, countries working to build competent naval forces put less emphasis on fleet numbers and more on technology and industrial capacity until the last moments before conflict. Technological competence was as important as numbers for fleet commanders.

Another outcome of bulk buys is that the volume means that they happen only every two to three decades (or longer, in the worst cases). With such lengthy dry spells between purchases, it is impossible to retain corporate knowledge in either the defence or civilian branches of government.

More frequent purchasing keeps the process alive in both practice and concept, with lessons learned that can be implemented by the same people who made the mistakes in the first place.

Such irregularly timed purchases have created desperation among defence planners whose vision of the future consists of short golden days of competence and pride, followed by long years of rust-out and irrelevance. Unwittingly, the dark decades were in large part of the military's own making because of its desperate desire to acquire the absolute best model available – a practice known as “gold-plating” – instead of working steadily to build capacity and skill that would address long-range fleet needs.

This is a collision of interests. The Treasury Board looks only at capital-acquisition decisions from the perspective of the buyer. It's left to the military to worry about how long they may have to operate obsolescent or obsolete equipment and systems, and to do the necessary mid-life upgrading, which is partly why costs balloon spectacularly. Life-cycle cost data is actually far more important that the initial sticker shock of the newest and shiniest model advocated by the military's leadership. The mindset needs to change.

Politicians who implement bureaucratic change will probably see some improvements in decision-making. But the biggest obstacle to defence procurement is that bulk purchasing is our lone approach, and that it happens only every few decades. Regular, planned capital acquisition is the best path forward, but all paths to the future must first run through the Treasury Board. No amount of political policy adjustment can change that.

https://www.theglobeandmail.com/opinion/article-the-real-obstacle-for-reforming-military-spending-isnt-in-the-defence/

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    10 juin 2019 | Information, C4ISR

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  • Technologies That Will Shape The Future

    8 août 2019 | Information, Aérospatial

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Space access vehicles could use a powerplant such as Reaction Engines' SABRE, which operates in both air-breathing and rocket modes. Inside the atmosphere, incoming air is precooled by a heat exchanger and burned with liquid hydrogen in the rocket. Outside the atmosphere, SABRE operates as a conventional rocket. Reaction Engines plans a full-scale ground demo in 2020. In-Space Propulsion As deep space beckons human exploration, the limitations of chemical propulsion are pushing other technologies to the fore. One of these is solar electric propulsion (SEP), long seen as key to taking humans to Mars. Because of the long flight times, Mars exploration strategies involve prepositioning infrastructure on the planet's surface for use by astronauts when they arrive. SEP-powered vehicles would slowly but efficiently accelerate large payloads into Martian orbit for eventual landing. 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The military, and potentially the suborbital and reusable launch industry, will lead in developing the technology, but it will take decades. Electric Dreams Still in its infancy, electric propulsion attracts interest and skepticism in equal amounts. All-electric power is already feasible for light aircraft, with today's lithium-ion batteries, but anything larger will likely have hybrid propulsion—ranging from using diesel engines or small turbines as range extenders to turboelectric generators driving distributed fans via cryogenically cooled superconducting systems. All-electric two-seater trainers are on the market. Hybrid-electric four seaters are on the horizon. NASA sees the next step, by the early 2020s, as a nine-passenger “thin-haul” commuter aircraft to restore air service to small communities. Researchers in both Europe and the U.S. believe a hybrid-electric airliner smaller than 100 seats is possible by 2030. But significant improvements in energy storage will be required. While electric power provides a path to zero emissions using renewable energy sources, it also enables novel aircraft configurations in which distributed propulsion synergistically couples with aerodynamics. These range from multirotor, vertical-takeoff-and-landing air taxis to large transports in which embedded electric propulsors ingest the boundary layer and reenergize the aircraft's wake to reduce drag. Altitude Advantage Anticipated improvements in platform and payload capabilities will enable small unmanned aircraft to enter many of the emerging low-altitude markets, from infrastructure inspection to package delivery, but commercial requirements for larger, more capable platforms are expected to materialize. One of these is for high-altitude, long-endurance aircraft able to stay aloft in the stratosphere for days or weeks to provide internet access in remote regions, restore communications and navigation after disasters or perform remote sensing more affordably and responsively than satellites. Facebook and Google are developing solar-powered stratospheric UAS, and Europe is pursuing two approaches to such high-altitude“pseudo-satellites”: Airbus Defense and Space's Zephyr S UAV is able to stay aloft for more than two weeks, and Thales Alenia Space's StratoBus autonomous airship for a year. Zephyr will enter service in 2017, and the heavier-payload StratoBus could follow by 2020. https://aviationweek.com/technology-milestones/technologies-will-shape-future?NL=AW-05&Issue=AW-05_20190808_AW-05_755&sfvc4enews=42&cl=article_5#slide-0-field_images-1491461

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    9 janvier 2018 | Information, Naval

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Les Principes : reflètent les intérêts nationaux du gouvernement et les besoins stratégiques en matière de capacités maritimes et de défense reflètent les intérêts de l'industrie de la défense dans la protection de la PI établie à titre privé en tant qu'actifs commerciaux et économiques précieux et en tant que facteur de création et de maintien d'une industrie maritime et de défense canadienne innovatrice reconnaissent que l'élaboration, la protection et la commercialisation de la PI font partie des priorités liées à la mise en œuvre de l'ensemble du programme socioéconomique du Canada, comme la croissance économique et les emplois reconnaissent que la gestion de la PI entre le gouvernement et l'industrie de la défense intervient dans des secteurs stratégiques et dynamiques sujets à des avancées technologiques importantes, et soulevant des enjeux militaires émergents aux plans des capacités et des vulnérabilités servent de cadre à des approches adaptables, souples, fondées sur des principes et axées sur les résultats qui mettent en œuvre des stratégies de gestion de la PI qui aident le gouvernement à se procurer les capacités nécessaires et à optimiser les ressources tout en renforçant l'innovation et la durabilité servent d'encadrement à l'identification des exigences en matière de PI, à la rédaction des marchés ainsi qu'à la conception et l'évaluation des soumissions depuis les premiers stades d'approvisionnement, tout comme servent d'encadrement de gestion de la PI tout au long du cycle de vie des actifs maritimes et de défense Les Principes cadrent avec la Politique sur les marchés du gouvernement du Canada et la Politique sur le titre de propriété intellectuelle découlant des marchés d'acquisition de l'État, qui prescrivent des approches pangouvernementales de la gestion de la PI notamment pour qualifier la titularité de la PI issue des marchés publics. Principes de gestion de la propriété intellectuelle en approvisionnement maritime et de défense Les Principes reflètent les principaux points d'accord entre le gouvernement et l'industrie de la défense du Canada s'agissant de l'approche que devrait suivre en matière de gestion de la PI pendant la durée de cycle de vie des actifs maritimes et de défense. Les Principes définissent l'encadrement du gouvernement et de l'industrie dans l'élaboration des exigences, la conception des processus d'évaluation des offres et d'adjudication et dans la rédaction de contrats. Ils guident aussi la gestion de la PI pendant la durée de cycle de vie des actifs en réconciliant les intérêts nationaux du gouvernement et les intérêts de l'industrie à optimiser les bénéfices pour le Canada. Les Principes reconnaissent que l'élaboration, la protection et la commercialisation de la PI sont critiques parmi un ensemble de priorités qui encadrent de manière plus générale l'essor socio-économique du Canada, notamment la prospérité et les emplois. Les principes reconnaissent que la gestion de la PI entre le gouvernement et l'industrie intervient dans des secteurs stratégiques qui sont l'objet d'évolutions technologiques rapides mais également de capacités et de vulnérabilités émergentes. En conséquence, les gouvernements sont exposés à des cycles d'approvisionnement plus courts qui peuvent leur imposer de se retourner plus rapidement vers les marchés pour bénéficier des évolutions technologiques et pour optimiser les ressources. D'autre part, l'industrie propose des avancées technologiques et de nouveaux produits et services tout au long du cycle de vie des actifs qui peuvent modifier le rendement ou le coût des approvisionnements. Les principes reconnaissent que tirer parti d'un marché aussi dynamique requiert de discuter de la PI très tôt dans le processus d'approvisionnement mais également de considérer la PI en fonction du cycle de vie des actifs ou des services. Dans ce contexte, des stratégies de gestion de la PI adaptée, souple et fondée sur des principes et des objectifs peut contribuer au renforcement des capacités gouvernementales, à l'optimisation des ressources mais également à l'essor technologique et économique. http://www.tpsgc-pwgsc.gc.ca/app-acq/amd-dp/propriete-intellec-property-fra.html

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