20 juin 2024 | International, Aérospatial
U.S. Air Force And Lockheed Martin Complete Flight Test Of Future Intercontinental Ballistic Missile Reentry Vehicle
Test demonstrates vehicle design maturity to support deterrent triad modernization.
21 août 2019 | International, Terrestre
US Army nears decision on who will build new missile defense radar prototypes
By: Jen Judson
WASHINGTON — The Army is nearing a decision on who will build its Lower-Tier Air-and-Missile Defense Sensor, or LTAMDS, which will provide the sensing capability for the future Integrated Air-and-Missile Defense System the service is developing.
The service is planning to award a contract no later than the end of the fiscal year to one of the three vendors that participated in a “sense-off” competition at White Sands Missile Range, New Mexico, over the spring, Daryl Youngman, the deputy director in charge of Army AMD modernization, told Defense News in a recent interview.
According to other sources, that decision is expected next month.
The radar is part of a new AMD system that will replace the Army's Raytheon-made Patriot system. Raytheon, Northrop Grumman and a Lockheed Martin-Elta Systems team all brought radars to the White Sands sense-off and subsequently submitted proposals for the prototype competition in July.
The winner will build six prototypes by the end of FY22 to prove whether the radar can be built and then fielded to a unit for evaluation. A follow-on contract for 16 additional radars is expected if all goes well.
The plan leaves an opening for other radar solutions to get back in the game if the prototyping effort does not pan out.
While the Army has dropped its long-prioritized requirement for a radar capable of detecting threats from 360 degrees, it now seeks a broader baseline requirement to “expand the battle space beyond what the current Patriot radar has,” Youngman said. And the system will ideally have a lot of growth potential baked in, he added.
Replacing the Patriot radar has been a long time coming. The radar was first fielded in the 1980s, and the Army previously attempted to replace the system with Lockheed Martin's Medium Extended Air Defense System through an international co-development effort with Germany and Italy. But that program was canceled in the U.S. after closing out a proof-of-concept phase roughly six years ago.
Since then, the Army has studied and debated how to replace the Patriot radar while Raytheon continues to upgrade its radar to keep pace with current threats. It is acknowledged that there will come a point where radar upgrades will be unable to keep up with future threats.
Taking years to decide, the service moved forward on a competition to replace the radar in 2017 and chose four companies to come up with design concepts for the capability — Raytheon, Lockheed Martin, Northrop Grumman and Technovative Applications.
Toward the end of 2018, Raytheon and Lockheed were chosen to continue technology development under that program.
Defense News first broke the news last fall that the Army was attempting to hit the reset button on the LTAMDS program, deciding to host a “sense-off” to identify available radar capabilities.
While LTAMDS is considered the fourth priority out of four major lines of effort with which the Cross-Functional Team in charge of AMD has defined, it is not because it's the least important, Youngman noted, but more related to schedule — where the system is in the development and fielding timeline.
The AMD CFT's top priority is its command-and-control system — the Integrated Battle Command System — for its future IAMD architecture. Limited user testing will occur next spring with a decision to move into production in the fourth quarter of FY20. Manuever-Short-Range Air Defense — or M-SHORAD — is the second priority as the Army . The service is set to begin development testing of its prototypes this fall.
The Indirect Fire Protection Capability (IFPC) Increment 2 program is ranked third as the Army prepares to take receipt of its interim cruise missile capability — two Iron Dome Systems — soon. The Army is in the midst of coming up with a new strategy for the IFPC system that will ultimately defend against rockets, artillery and mortar as well as cruise missiles and drone threats. The IFPC system will have to tie into the Army's IBCS system as well.
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2 juin 2020 | International, Aérospatial
Aéronautique et spatial : dans un contexte d’incertitude, le militaire s’en sort mieux
Par Hélène Lerivrain Alors que la filière aéronautique et spatiale est fortement impactée par la crise, l'activité militaire semble avoir été moins touchée par une annulation ou un report des commandes. En témoignent plusieurs acteurs régionaux. Des commandes ont d'ailleurs été honorées en plein confinement. Un Rafale, assemblé à Mérignac (Gironde), a été livré aux Indiens en avril. Ce qui fait très mal au secteur aéronautique et spatial aujourd'hui, c'est l'érosion du carnet de commandes. Safran Helicopter Engines, dont le siège est situé à Bordes dans les Pyrénées-Atlantiques, a ainsi dû faire face à la baisse brutale de l'activité de ses clients et de ses fournisseurs, avec plus de 10 % d'annulations de commandes sur l'année 2020. Il s'agit d'un exemple parmi d'autres. De très nombreuses entreprises de la filière sont touchées, même si certaines s'en sortent mieux que d'autres. "Arianegroup est dans une situation difficile mais moins que ses actionnaires Airbus et Safran. Il faut qu'Ariane 6 soit livrée, donc le travail continue, mais notre chance, c'est surtout que 40 % du chiffre d'affaires du groupe dépend de la stratégie militaire, précisément du missile M51 dont l'activité a été maintenue. La direction générale de l'armement (DGA) continue à nous solliciter pour qu'il n'y ait pas de retard dans les livraisons", explique Philippe Géry, délégué syndical central CFE- CGC d'ArianeGroup. Même discours du côté de chez Potez Aéronautique, spécialiste de la fabrication d'éléments d'aérostructures dans les Landes : "Si l'activité composites a été touchée par la crise, nous n'avons pas vécu d'érosion sur la partie militaire qui représente entre 40 et 45 % de notre chiffre d'affaires", précise Antoine Potez, directeur général de Potez Aéronautique qui livre notamment les empennages de l'E-2D, un avion de surveillance aérienne et de commandement aéroporté. En revanche, pas de commentaire sur l'activité réalisée pour Dassault Aviation. Le groupe lui-même ne communique pas à ce stade : "Concernant le plan de charge, il est encore trop tôt", précisait fin mai le groupe implanté à Mérignac où travaillent 1.700 personnes. En attendant, quoiqu'il arrive, la production a repris sur le site de la métropole bordelaise en particulier pour pouvoir livrer les trois Rafales commandés par les Indiens et ainsi éviter toute pénalité de retard. Quinze appareils doivent, en tout, être livrés cette année. La production s'est également poursuivie sur les Falcon 2000, 7X et 8X pour donner de la charge au site de Little Rock dans l'Arkansas aux Etats-Unis, spécialisé dans la finition, la peinture et l'intérieur. +20 % de temps de production https://objectifaquitaine.latribune.fr/business/2020-06-02/aeronautique-et-spatial-dans-un-contexte-d-incertitude-le-militaire-s-en-sort-mieux-848990.html
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19 décembre 2018 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
UK: Modernising Defence Programme - Update
Defence Secretary Gavin Williamson has provided a final update on the Modernising Defence Programme to the House of Commons. In July, I made a statement setting out headline conclusions from six months of work on the Modernising Defence Programme (MDP). Since then, work has continued apace. Firstly, I would like to welcome the extra £1.8 billion of funding for Defence, including the additional £1 billion that was in last month's Budget. Today, I want to provide an update on the MDP, and set out the work that will be ongoing. I have placed a full report on the MDP in the library of the House. First, I should put the MDP into context. The 2015 Strategic Defence and Security Review was the right plan for Defence at that time. The Government put the Defence budget on a firmer footing, increasing throughout the life of the Parliament. Defence is much stronger as a result of that. NATO is growing in strength and the UK is a leader. More allies are meeting the 2 per cent spending guideline, or have developed plans to do so. We are the second largest defence spender in NATO, one of only a small number of allies to spend 2 per cent of our GDP on defence, and invest 20 per cent of that in upgrading equipment. We can be proud of what we have achieved since 2015. But we have to also be vigilant. National security challenges have become more complex, intertwined and dangerous since 2015 and these threats are moving much faster than anticipated. Persistent, aggressive state competition now characterises the international security context. In response to the growing threats the MDP was launched in January. And, in the last year, our Armed Forces have demonstrated their growing capability, engaged globally, and supported the prosperity of the UK. The Royal Navy has increased its mass and points of presence around the world. We have taken steps to forward base the Army, enhancing our global posture. The Royal Air Force has continued to innovate, and has celebrated a proud past its RAF100 years since its creation. Progress has also made in cyber and space, as the changing character of warfare makes both domains increasingly important. We have reinforced the UK's position as a leading voice in NATO and on European security. And, our Armed Forces have led the way for Global Britain, tackling our adversaries abroad to protect our security at home and nurturing enduring relationships with our allies and partners. Through the work over the past year the MDP has identified three broad priorities, supported by the additional £1.8 billion invested in Defence. Firstly, we will mobilise, making more of what we already have to make our current force more lethal and better able to protect our security. The UK already has a world-leading array of capabilities. We will make the most effective use of them. We will improve the readiness and availability of a range of key Defence platforms: major warships, attack submarines, helicopters and a range of ISTAR platforms. We are adjusting our overseas training and deployments to increase our global points of presence, better to support allies and influence adversaries. To improve the combat effectiveness of our Force, we will re-prioritise the current Defence programme to increase weapon stockpiles. And we are accelerating work to assure the resilience of our Defence systems and capabilities. We can mobilise a full spectrum of military, economic and soft power capabilities. And, where necessary and appropriate we will make sure we are able to act independently. We will also enhance efforts with our allies and partners, aligning our plans more closely with them, acting as part of combined formations, developing combined capabilities, and burden-sharing. And we continue to invest in, and grow, our global network of Defence personnel and the education and training we offer in the UK and overseas. Secondly, we will modernise, embracing new technologies to assure our competitive edge Our adversaries and competitors are accelerating the development of new capabilities and strategies. We must keep pace, and conceive of our joint force as consisting of five domains, air, land, sea, cyber and space, rather than the traditional three. We must modernise, targeting priority areas. A major new step will involve improved Joint Forces Command that will be in a better position so that defence can play a major role in preventing conflict in the future and improve our cyber operations and capabilities across the armed forces but also across government as well. This year Defence's Innovation Fund put £20 million towards projects in areas including unmanned air systems, virtual reality training, and enhanced digital communications for the Future Commando Force. The fund will grow to £50 million next financial year, increasing the scope, ambition and value of the projects it can support. We will launch new ‘Spearhead' innovation programmes that will apply cutting-edge technologies to areas including sub-surface threats to our submarines, our intelligence, surveillance and reconnaissance capability, and command and control in the Land Environment as well. And to drive innovation and change through the Department I am launching a Transformation Fund. Next year, I will ring-fence £160 million of MOD's budget to create this fund available for innovative new military capabilities. I will look to make a further £340 million available as part of the Spending Review. This fund will be available for new innovative military capabilities which allows us to stay one step ahead of our adversaries. Together these and other steps will enable the acceleration of our modernisation plans. Thirdly, we will transform, radically changing the way we do business in Defence. We need to improve markedly the way we run Defence. To sustain strategic advantage in a fast-changing world, we must be able and capable of continuous and timely adaptation. We will embrace modern business practices and establish a culture that nurtures transformation and innovation. We also need to create financial headroom for modernisation. Based on our work to date, we expect to achieve over the next decade the very demanding efficiency targets we were set in 2015, including through investment in a programme of digital transformation. We will develop a comprehensive strategy to improve recruitment and retention of talent, better reflecting the expectations of the modern workforce. We will access more effectively the talents of our ‘Whole Force' across all three Services, Regulars, Reserves, Civil Service and industrial partners. Looking ahead, dealing effectively with persistent conflict and competition will increasingly hinge on smarter, better informed long-range strategy. To help achieve these goals we will establish a permanent Net Assessment Unit, as well as a Defence Policy Board of external experts, to bring challenge to Defence policy and to Defence strategy. Our achievements under the MDP have made Defence stronger. The capability investments and policy approaches set out, with the £1.8 billion worth of Defence funding, will help us keep on track to deliver the right UK Defence for the challenging decade ahead. Without a shadow of a doubt, there is more work to be done as we move towards next year's Spending Review. We must sustain this momentum if we are to realise our long-term goals of increasing the lethality, reach and mass of our Armed Forces. I will do everything within my power to make sure that the UK remains a Tier-One military power in the decade ahead, and that we continue to deliver the strong defence and security that has been the hallmark of the government. I commend this statement to the House. The Modernising Defence Programme https://www.gov.uk/government/speeches/modernising-defence-programme-update