2 avril 2024 | International, Aérospatial

U.S. Army Awards Lockheed Martin $483M JAGM, HELLFIRE Follow-On Production Contract

This contract will provide JAGM and HELLFIRE procurement and production support for the U.S. Army, U.S. Navy and international customers

https://www.epicos.com/article/794740/us-army-awards-lockheed-martin-483m-jagm-hellfire-follow-production-contract

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  • Fincantieri CEO on winning the US Navy’s frigate competition

    5 mai 2020 | International, Naval

    Fincantieri CEO on winning the US Navy’s frigate competition

    By: Tom Kington ROME — As CEO of Italy's state-controlled Fincantieri since 2002, Giuseppe Bono, has built cruise, merchant and naval vessels, including the FREMM frigate, for the Italian navy. Last week the type was picked by the U.S. sea service for its newest frigate, the FFG(X), in a deal worth $5.58 billion if options for nine vessels are exercised after the first ship. The FFG(X) will be produced at Wisconsin's Marinette Marine shipyard, which Fincantieri bought in 2008 and where it already builds Freedom-class Littoral Combat Ships for the U.S. Navy and Saudi Arabia with Lockheed Martin. In an interview with Defense News, Bono explained why FREMM beat off the competition, why shipyards should always be prime contractors, and why building cruise ships makes you punctual. What are the reasons you won this competition? In the U.S., more than elsewhere, the quality-price ratio was crucial. And our vessel fit the requirement. The U.S. wanted a ship with anti-submarine capability and this ship is unique in its class because it has that capability. The other competitors offered ships derived from other designs. The customer also wanted a ship which was already at sea. In a way we were lucky. On paper, the other offerings might have been great, but we are operational. Our proposal was also more complete because the design is extremely flexible thanks to the possibility of fitting different defense systems. We had also studied an AEGIS version of the FREMM with Lockheed Martin and knew it would not need large, structural work. What was your reaction when you heard you had won? My colleagues were more emotional about than me. I pursue objectives and strategy. You teamed with Lockheed Martin on the LCS program but here you went alone. We never considered a U.S. partner. This bid was different to the past, with a new approach. In this case the shipbuilders were candidates to be prime contractors. And with a track record with 16 LCS orders for the U.S. and four for Saudi Arabia we are an American shipyard, this time with an Italian design. We have worked very well with Lockheed Martin, but as prime contractor on the Littoral Combat Ship it was the point of contact with the customer, meaning the yard was a step back and that sometimes led to a short circuit. When the shipyard is speaking to the customer as prime, it facilitates the relationships and leads to a better product and lower prices because certain decisions can be made faster. You will, however, work with U.S. firm Gibbs and Cox on the FFG(X). Gibbs and Cox frequently works with the U.S. Navy and knows its needs perfectly. We have a long and positive experience working with them on the LCS and we teamed with them to adapt the FREMM for the U.S. Navy. As work gets underway at Marinette will you need to hire new workers and make further infrastructure improvements? A lot of the work we needed to do at Marinette has already been done. When we first took over, in a springtime, we were shocked to find that the forecourts were muddy due to snowmelt. Now we have paved them over and increased efficiencies in terms of the yard's layout. We will need to find extra space because the FFG(X) will overlap with LCS construction, but we have shown we can build two FFG(X) vessels simultaneously as well as LCS vessels at Marinette. That said, depending on future programs, if the opportunity arose to buy a new yard, we will consider it. We would not be against the possibility, but it is not an issue now. There have been some legislative provisions requiring Buy American for certain FFG(X) components. How will this affect you going forward on this ship? On the LCS there are a number of Italian components, albeit a very limited number. The vessel also has Rolls Royce gas turbines, not GE, showing that price and quality always win out. On the LCS, the four diesel sets for power generation were built by our subsidiary Isotta Fraschini Motori. They are also on the Italian FREMMS. Now we will see if they can be used on the U.S. vessels. The Freedom LCS class experienced delays at the outset. How are you going to try and avoid that for FFG(X), understanding that there are always challenges with a first-of-class ship? There is a difference between a ship and other platforms like an aircraft or an helicopter. A ship does not have a prototype, only the first in class. The prototype of a ship becomes operational. This means the first vessel needs more time than the successive ships. On the LCS program the construction time sped up and prices fell as it accelerated. Is this the biggest ever win for an Italian firm in the U.S. defense market? Yes, I think so. It the result of working well and showing you are serious, of delivering on time and on budget. All these aspects are strongly taken into account by the customer and they give you an advantage. This is fundamental and one of our characteristics, derived in part from our work on cruise ships, which are built on a turnkey basis. The discipline there is unique. You need to deliver on a specific day which is established years earlier, otherwise the penalties never stop. Being punctual is in our DNA. Add to that we are always prime contractor, and a cruise ship is no less complex than a naval ship. In the military sector, delivering on time happens rarely. There are many examples of delays in some countries which can be almost infinite. Turning to Europe, there is ongoing consolidation in the German shipbuilding sector. How does that affect your plans to launch a type of European naval Airbus with French yard Naval Group? With Germany we have a consolidated and long-standing partnership related to the submarine sector. Consolidation must happen in Europe if it wants to count for something in the world, for this reason our goal must be a common defence. There are four of five major yards in the U.S. We cannot think of having more than that in Europe. We must consolidate. https://www.defensenews.com/global/europe/2020/05/04/interview-fincantieri-ceo-bono-on-winning-the-us-navys-frigate-competition/

  • Canada set to help bankroll massive ammunition shipments to Ukraine: sources | CBC News

    21 février 2024 | International, Aérospatial, Sécurité

    Canada set to help bankroll massive ammunition shipments to Ukraine: sources | CBC News

    Canada has signalled it’s prepared to get behind a Czech Republic initiative to ship tens of thousands of artillery shells from different countries to Ukraine on an urgent basis.

  • Army to conduct thorough review of aviation fleet in FY23

    15 octobre 2020 | International, Aérospatial

    Army to conduct thorough review of aviation fleet in FY23

    Jen Judson WASHINGTON — As the Army looks to bring on two future helicopters by 2030, the service is planning to review its entire aviation fleet in fiscal 2023, Lt. Gen. James Pasquarette, the Army G-8, told Defense News in an Oct. 8 interview. Over the past several years, the Army has said it is at “an inflection point” when it comes to prioritizing modernization in order to ensure soldiers can fight in a multidomain environment against near-peer adversaries. Part of that is ensuring the Army is balanced properly when it comes to making sure the current fleet is ready while funding the ambitious development of two new aircraft along with a number of other enablers like a digital backbone, air-launched effects and a new engine, to name a few. In FY20, the Army took controversial steps to shift funding from the current fleet to the future one when it decided it would not buy Block II CH-47F Chinook cargo helicopters for the active force, opting to procure the variant just for special operations. Congress has pushed back on that decision in both its FY20 and FY21 defense bills, injecting funding into the program to keep the pump primed to build Block II Chinooks for the active component against the Army's wishes. So far the Army isn't planning on backing down on its decision to scale down and only buy the Block II variant for special operations. “The Army's position has not changed. I mean, our position is we don't have to make a decision,” Pasquarette said. “It's based on the age of the fleet and other factors,” Pasquarette said. “Our concern is that if Congress decides that we need to move down the Block II path here ... that starts to push out dollars against our modernization priorities that we're very concerned about.” The Army “must develop” both the Future Armed Reconnaissance Aircraft (FARA) and the Future Long-Range Assault Aircraft (FLRAA), he stressed. Army Secretary Ryan McCarthy also signaled during an Oct. 8 interview with Defense News that tough decisions on the aviation fleet would have to be made as the FLRAA and FARA aircraft begin to fly. The prototype aircraft for FARA are expected to start flying in the fourth quarter of FY22 and the engineering and manufacturing development phase is expected to begin in FY24. FLRAA prototypes will be delivered in roughly the summer of 2026. The last time the Army restructured its fleet was in 2013 to deal with impending budget cuts and reductions that would have been made through sequestration. The effort was a way to take control of what was cut rather than let every program across the board take salami-slice chops. As a result, the service decided to retire its OH-58D Kiowa Warrior helicopters and use AH-64E Apache attack helicopters paired with Shadow unmanned aircraft systems to fill the armed scout role until future aircraft could come online. https://www.defensenews.com/digital-show-dailies/ausa/2020/10/14/army-to-conduct-thorough-review-of-aviation-fleet-in-fy23/

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