Nouvelles

by Gareth Jennings Lockheed Martin has been awarded USD15 billion to support all remaining C-130J Hercules work through to 16 July 2030. The indefinite delivery/indefinite quantity (IDIQ) contract, which was announced by the US Department of Defense (DoD) on 17 July, covers domestic and Foreign Military Sales (FMS) work related to the four-engined airlifter built at the company's Marietta facility in Georgia. “This contract provides flexibility to accommodate the broad enterprise of activities associated with the C-130J programme,” the DoD said, noting that it specifically covers development, integration, retrofit, and production activities for all C-130J variants. The DoD added that fiscal year (FY) 2018 and 2019 aircraft procurement funds in the amount of USD3.3 million were being obligated at the time of award. This award follows a similar IDIQ agreement for USD10 billion signed with Lockheed Martin in August 2016. At that time, the DoD said the contract covered the production of an estimated 100 C-130Js for the United States and FMS customers. It would appear from the overlap in scope and timelines between the two awards that this latest contract is an extension and an expansion of the earlier one. https://www.janes.com/defence-news/news-detail/lockheed-martin-awarded-usd15-billion-for-future-c-130j-work

By: Joe Gould WASHINGTON ― Epirus, a venture-backed startup offering a counter-drone capability, launched quietly enough two years ago, but it's making noise by bringing together key veterans of Microsoft, Northrop Grumman and Raytheon ― and by landing its first deal with a name-brand defense prime contractor. Epirus chief executive Leigh Madden was general manager for Microsoft's national security business before he joined the Hawthorne, Calif.,-based firm two months ago, and its chief financial officer, Ken Bedingfield, is a former chief financial officer at Northrop. The former chairman of Epirus is Joe Lonsdale, co-founder of the Silicon Valley data-analytics company Palantir Technologies. Epirus, this week, is expected to announce a previously undisclosed strategic supplier agreement with Northrop to provide exclusive access to Epirus' software-defined electromagnetic pulse system, called Leonidas. The dollar value of the deal isn't being disclosed. Northrop said Leonidas would augment its own kinetic and non-kinetic solutions to counter small drones. The Army recently selected Northrop's Forward Area Air Defense Command and Control software, or FAAD-C2, as the interim C2 system to counter small drones. (DoD's FY21 budget request included $18.7 million for counter-drone enhancements for the system.) “UAS threats are proliferating across the modern battlespace,” said Kenn Todorov, vice president and general manager of Northrop Grumman's Combat Systems and Mission Readiness division. “By integrating the Epirus EMP weapon system into our C-UAS portfolio, we continue maturing our robust, integrated, layered approach to addressing and defeating these evolving threats.” Many companies have jumped into the $2 billion counter-UAS market, anticipating a boom as commercial drones have grown cheaper and more commonplace, posing an asymmetric threat on the battlefield as well as a threat to airports, sports stadiums, government buildings and urban areas. So many companies are in the field the Pentagon has been working to streamline the number of systems available across the department. Epirus executives said the company's technology is unique because its use of solid-state commercial semiconductor technology makes it lighter and smaller ― and because it can have narrow effects or be “adjusted to sanitize a volume of terrain or sky, creating a forcefield effect.” The company's systems involve a combination of high-power microwave technology and, for enhanced targeting, artificial intelligence. Epirus Co-founder and Chief Technology Officer Bo Marr was a radio frequency engineer and technical lead on Raytheon's next-generation jammer program, under development by the U.S. Navy. Madden, a former U.S. Navy SEAL who spent eight years at Microsoft, and Bedingfield, who spent five years as Northrop's CFO, both said they joined Epirus because they were impressed by the technology and its potential. “Northrop and Microsoft are both multibillion-dollar defense businesses, and I think we bring a knowledge of how to operate around some of the larger opportunities and to make outsized impacts in the market,” Madden said. “We're taking that experience to a smaller, innovative company. I think that will allow us to really accelerate the pace of growth and have a more rapid and greater impact for our customers.” The Pentagon has attempted to shift toward working with smaller, more innovative companies to supplement its work with larger firms, which continue to dominate the marketplace. Flexible, non-traditional contact vehicles called “other transaction authorities” have grown more popular as the Pentagon has turned to Silicon Valley for cutting edge technologies. “One of the things that attracted me to come to Epirus is the ability to work in an agile enterprise that is trying to take some of the approaches of Silicon Valley and apply them to the defense world―to iterate quicker and to field faster, and to be able to respond to the urgent needs of the customer,” Bedingfield said. Bedingfield said the company is growing fast and generating revenue from working with customers on studies and technology demonstrations, but it's as yet unclear when it will begin to deliver products. The coronavirus pandemic has slowed its hiring, but the firm is looking to double in the next year, adding more than 50 employees in Hawthorne, and a planned office in Northern Virgina. Formed in 2018 and named after the magical bow of the Greek hero Theseus, Epirus was raising $17.8 million in new funding last November, according to its public filings. With Lonsdale and Marr, its co-founders include its previous CEO; current Vice Chairman John Tenet, from venture capitol firm 8VC; Chief Operating Officer Max Mednik, a Google veteran; UnitedHealthcare Chief Digital Officer Grant Verstandig is the current chairman. Palantir, which Lonsdale founded with billionaire Peter Thiel in 2005, appeared as an upstart when the Defense Department hadn't opened its arms as wide to Silicon Valley. Last year, Palantir beat Raytheon in a head-to-head competition to provide the Army a new version of its intelligence analysis system ― after a years long saga in which the Army rejected Palantir's offering and Palantir sued. In September, Epirus won a Small Business Innovation Research contract from the U.S. Air Force's Space and Missile Systems Center as part of its AFWERX technology accelerator. The contract was for the company's novel architecture for using commercial off-the-shelf field programmable gate arrays, which are semiconductor devices commonly used in electronic circuits, as ultra-wideband radio frequency transceivers. While traditional systems use large vacuum tubes, Madden said Leonidas is based in microchips and software. “We believe there is no other solution on the market that allows for fully software defined precision targeting at digital speeds, enabling both precision targeting as well as large-area, counter-swarm targeting of many drones at the same time,” he said. Northrop and Epirus are expected to announce their partnership this week. “We're not just solving today's swarm threat, we're also looking to the future to understand how asymmetric threats will evolve,” Marr said in a statement. “Epirus is an agile startup, Northrop Grumman has defense prime contractor resources, and through this partnership we intend to deliver the best technology to the warfighter as fast as possible.” https://www.defensenews.com/2020/07/20/epirus-venture-backed-startup-inks-deal-with-northrop-for-counter-drone-tech

by Ashley Roque Industry is concerned about a potential US Army plan to bid on, judge, and select its own M2 Bradley Fighting Vehicle replacement, and is likening such a measure to a metaphorical self-licking ice cream cone. During the past few weeks, defence companies have been eagerly awaiting the release of a draft request for proposal (RFP) for the army's latest attempt to design and field an Optionally Manned Fighting Vehicle (OMFV). Although they were interested in learning more about what the army is seeking this time around, they were also keen to see if a provision was included that enabled the service's Ground Vehicle Systems Center (GVSC) to also compete as a prime contractor. As several sources suspected, the draft RFP publicly released on 17 July included such provision. “Potential offerors are notified that a US government entity may submit a proposal as a prime offeror,” the army wrote. Ashley John, the public affairs director for the army's Program Executive Office for Ground Combat Systems, confirmed to Janes on 19 July that the service is exploring options to “leverage its core competencies and compete with industry in the design of a future combat vehicle”. More specifically, she said that the service wanted to use its science and technology community and engineers to “potentially develop” a Bradley replacement vehicle. As a result, interested vendors now have a flurry of questions over the ethics and legality of such a measure. One industry source that closely collaborates with the service and GVSC told Janes https://www.janes.com/defence-news/news-detail/us-army-seeks-to-compete-as-omfv-prime-industry-unnerved

by Carlo Munoz US defence company Raytheon has completed integration of its mobile gunshot detection technology into the Pentagon's main mobile battlefield network software, which handles all combat management operations for the US armed forces. Programme officials within the company's intelligence and space directorate fused the Boomerang Warrior-X Dismounted Soldier Gunshot Detection System with the Android Team Awareness Kit (ATAK), providing tactical operations centres (TOCs), for the first time, the ability to track and pinpoint incoming small arms enemy fire in real time. “We are entering an era where Boomerang sensors cannot only assist in providing a bubble of protection to individual users but can also transmit the precise location of enemy shooters to all friendly forces on the network, Raytheon BBN Technologies President Brad Tousley said in a 15 July statement. The Boomerang Warrior-X system is the man-portable variant of Raytheon's Boomerang III gunshot detection system, fielded to US armed forces units beginning in 2011. The Boomerang III system is built around a cluster of vehicle-mounted audio sensors that can detect the direction of enemy small arms fire, as well as measure muzzle blast and bullet velocity. As the sound of the projectile is picked up by the various sensors at different intervals, the Boomerang III calculates the projectile's speed, trajectory, and flight path ultimately directing soldiers to the origin of the gunfire. The system is designed to detect and track incoming small arms fire within 30 meters of the intended target, according to a company fact sheet. https://www.janes.com/defence-news/news-detail/us-army-boomerang-shot-detection-system-integrated-into-mobile-networks

By: Mike Yeo MELBOURNE, Australia — Indonesia has expressed interest in acquiring Austria's fleet of Eurofighter Typhoon fighter jets, in yet another surprise defense procurement plan from the southeast Asian country. Indonesia's defense minister, Prabowo Subianto, wrote a letter to his Austrian counterpart, Klaudia Tanner, seeking to initiate negotiations to buy all 15 Typhoons belonging to the Austrian Air Force. In his letter, which was published by Indonesian news outlets, Prabowo said the potential purchase will assist in his aims to continue modernizing the Indonesian Air Force. He added that he understood the “sensitivity” of his proposal, which was likely to be a reference to the continued controversy surrounding Austria's 2002 acquisition of the Typhoon. That purchase has been dogged by questions about cost and the effectiveness of the aircraft. More recently, there have been allegations of corruption related to the original contract award. These culminated in Austria's 2017 decision to retire the aircraft from service this year in favor of a “more effective and cost-effective” solution for the central European country's air defense needs. Indonesia's interest in the fleet comes two weeks after the surprise announcement that the U.S. State Department cleared the country to buy the Bell-Boeing MV-22 tilt-rotor aircraft. Indonesia has been seeking a fighter aircraft to serve alongside its fleet of 23 refurbished early-block Lockheed Martin F-16C/D Fighting Falcon jets. These are all former aircraft operated by the U.S. Air National Guard, and were delivered from 2014 onward. The decision to seek the Austrian Typhoons, which are all Tranche 1 aircraft configured primarily for air defense missions, is a blow to Russian aspirations to sell the Sukhoi Su-35 Flanker interceptor to Indonesia. Indonesia had selected the Su-35 as its next fighter to provide continuity with its existing fleet of Su-27 and Su-30s Flankers acquired in the early part of the last decade. Negotiations for the Russian jets ended in 2018, but Indonesia had been reticent to sign the $1.14 billion contract, reportedly over fears that it may be subject to American sanctions. The sanctions would come from a U.S. law, Countering America's Adversaries Through Sanctions Act, that targets Iran, North Korea and Russia. CAATSA was passed by Congress in 2017 and is meant to discourage governments or entities from acquiring weapons or military hardware and parts from U.S. adversaries. https://www.defensenews.com/global/asia-pacific/2020/07/20/indonesia-says-it-wants-to-buy-austrias-entire-typhoon-fighter-fleet/

By: David B. Larter WASHINGTON — The U.S. Navy has taken delivery of the first AN/SPY-6 radar array for the Flight III Arleigh Burke-class destroyer Jack Lucas, which was designed and built specifically to accommodate the upgraded air and missile defense radar. The Raytheon-built system is about 30 times more sensitive than the SPY-1 arrays on the Navy's cruisers and destroyers, but it requires much more power. That led to a significant redesign of the Flight IIA DDG. Jack Lucas, being built at Ingalls Shipbuilding in Pascagoula, Mississippi, is the first of the new builds. The ship is scheduled to be delivered in 2024, according to Navy budget documents. The delivery of the first SPY-6 marks a significant step for the radar, which looks poised to rapidly become the fleet standard. The Navy plans to install a scaled-down version of the radar on the older Arleigh Burke-class destroyers to keep them relevant, as well as on the future frigate, FFG(X), being built by Fincantieri. Wes Kremer, president of the Raytheon Missiles & Defense business, said in a July 15 interview with Defense News that the radar is designed to simultaneously handle multiple missions without losing fidelity on any individual mission. “SPY-6 is an evolutionary step forward in radar capability, but it was, most importantly, designed with incredibly long range and sensitivity to support all the missions that Navy destroyers do: ballistic missile defense, surface warfare and anti-air missions simultaneously,” Kremer said. “And what's sometimes lost in the noise is that it can do [its job] in the presence of electronic attack or jamming. That's really the magic of that radar.” Kremer is confident the radar has been put through its paces in the acquisition process and that the next major hurdle for the program will be Jack Lucas' sea trials. “These radars are being delivered under the low-rate initial production run,” he said. “For about three years now we've had a test radar in Hawaii and proving out the radar. We've also delivered an array to Navy's [Combat Systems Engineering Development Site] in Moorsetown, New Jersey. This isn't just a radar — it's part of Flight III, which is not just the radar, it's Lockheed Martin's Aegis Baseline 10, and we are fully integrated. So we've already gone through all that, so really the next step is sea trials.” The Navy wants to start backfitting the scaled-down version of SPY-6 in 2021, Capt. Jason Hall, who is the above-water sensors program manager at Program Executive Office Integrated Warfare Systems, said in January. But beyond that, Kremer said Raytheon is looking to Japan and South Korea as potential customers for SPY-6. The Navy's investment in SPY-6 is not without some controversy. Bryan Clark, a senior fellow at the Hudson Institute, said while the Navy needs a radar like SPY-6 for ballistic missile defense, the service still must figure out how to perform passive detection to avoid giving away its location to adversaries that will be able to electronically sniff out a big, powerful radar. Kremer said he wasn't comfortable discussing concepts of operations surrounding the issue of keeping electronically quiet with SPY-6. But he reiterated that during active electronic attack, the radar would perform. “You have to be able [to] operate around electronic attack, and on the active side we have a lot of capability to do that,” he said. “But when you get into that other stuff, you're really starting to talk about concepts of operations, and I don't think it's appropriate for a contractor to talk about CONOPS.” The Navy is also planning to scale back construction of the Flight III destroyer. In its most recent budget submission, the Navy cut four of the planned 12 Flight IIIs over the next five years as the service tries to juggle the enormous bill for the Columbia-class ballistic missile submarine. https://www.defensenews.com/naval/2020/07/20/us-navy-takes-delivery-of-new-more-powerful-radar/

Mark Pomerleau The Air Force is realigning the cyber mission force teams it provides to U.S. Cyber Command as a way to have intelligence personnel work more closely with cyber operators. In the past, Air Forces Cyber was made up of cyber and intelligence personnel from 24th Air Force and 25th Air Force, respectively. However, the arrangement created difficulties with command relationships and oversight of teams since the intelligence operators served beneath a separate Air Force command with a separate commander. But in October, the Air Force decided to merge 24th and 25th Air Force into 16th Air Force/Air Forces Cyber, placing cyber, intelligence, surveillance and reconnaissance, electronic warfare and weather capabilities under one commander, and creating the Air Force's first information warfare entity. The new organization also serves as the Air Force's component to Cyber Command. The new organization of teams moves intelligence forces from the 70th Intelligence, Surveillance and Reconnaissance Wing to the 67th Cyber Operations Wing. “We looked at the intelligence squadron and focused on the position descriptions that really were supporting the cyber mission force ... so that we can merge those intelligence professionals into the cyber operations squadron in order to build the mission elements that supported the combatant command requirements,” Col. Lauren Courchaine, commander of the 67th Cyberspace Operations Group, told C4ISRNET in an interview. Specifically, these teams are combat mission teams – the teams that conduct cyber operations on behalf of combatant commands mostly in the offensive sphere – and cyber support teams, which provide intelligence, mission planning and other necessary support work for combat mission team. Officials at the creation of 16th Air Force said the integration would allow the service to provide more robust teams to Cyber Command. This new structure - with cyber operators, developers and intelligence forces in the same room and read in on the same missions - provides a tighter mission thread, Courchaine said. In the past, she said, when cyber operators needed intelligence support, they'd have to ask their intelligence teammates who weren't always privy to the mission or technical context, which created gaps. “Now when you have those conversations with intelligence airmen, operators and developers all in the same forum, sometimes in the same room with the same whiteboard, you come to integrated solutions up front in early vice having to work through a process where that one piece of information, potentially out of context, is levied on the intelligence requirement to somebody that you don't know in another place ... to try to understand truly what the intelligence piece that you're looking for,” Courchaine, said. “When you fuse all of them together, I think the output is significantly better and drives that operationally speed, the agility and flexibility that [16th Air Force commander] Gen. [Timothy] Haugh is looking after.” The final realignment package is still at the Air Staff awaiting final approval with details regarding new units still to be determined, to include a new group activated under the 67th Cyberspace Wing and three new squadrons. Gaining insights from joint operations The team realignment also extends to Air Force cyber teams that serve under commanders of other services under different Joint Force Headquarters-Cybers. The way cyber operations are structured within DoD is individual services do not have their own offensive teams. Instead, these teams work through several organizations, each formally known as Joint Force Headquarters-Cyber that exist beneath Cyber Command, which in turn provide planning, targeting, intelligence and cyber capabilities to the combatant commands to which they're assigned. The heads of the four service cyber components also lead their respective JFHQ-C. These organizations oversee combat mission teams and combat support teams. Courchaine said the Air Force teams, those that conduct operations in Central Command under Joint Force Headquarters-Cyber and operations focused on China under Joint Force Headquarters-Cyber Fleet Cyber, can bring a global perspective a back to the service. These teams conduct operations on behalf of European Command, Strategic Command, Transportation Command and Space Command. In some theaters, with the high tempo of operations, such as Central Command, the approach allows the teams conducting operations to bring back lessons learned to their respective services. “You can see how these three areas will really converge and enable Gen. Haugh from a 16th Air Force perspective to not just be successful in aligning the forces appropriately but driving that return on investment where we're able to converge target sets globally ... to drive operations so that we can influence our adversaries in support of national security objectives,” she said. https://www.c4isrnet.com/cyber/2020/07/19/with-a-new-setup-the-air-force-hopes-to-improve-information-warfare-operations/

Mark Pomerleau Government leaders are telling industry they need help with integration as the Department of Defense and individual services push toward a unifying approach to information warfare. Information warfare combines several types of capabilities, including cyber, intelligence, electronic warfare, information operations, psychological operations and military deception. On a high-tempo battlefield, military leaders expect to face against a near peer or peer adversary. There, one-off solutions, systems that only provide one function, or those that can't feed information to others won't cut it. Systems must be multi-functional and be able to easily communicate with other equipment and do so across services. “A networked force, that's been our problem for years. Having built a lot of military systems, a lot in C4 and mission command, battle command, we build them and buy them in stovepipes. Then we think of integration and connecting after the fact,” Greg Wenzel, executive vice president at Booz Allen, told C4ISRNET. “My whole view ... networking the force really is probably the best thing to achieve overmatch against our adversaries.” Much of this networking revolves around new concepts DoD is experimenting with to be better prepared to fight in the information environment through multi domain operations or through Joint All-Domain Command and Control (JADC2). The former aims to seamlessly integrate the capabilities of each domain of warfare – land, sea, air, space and cyber – at will. It also aims to integrate systems and capabilities across the services under a common framework to rapidly share data. While not an official program, JADC2 is more of a framework for the services to build equipment. “It's more likely a mish-mash of service level agreements, pre-scripted architecting and interoperability mandates that you got to be in keeping with those in order to play in the environment,” Bill Bender, senior vice president of strategic accounts and government relations at Leidos, told C4ISRNET of JADC2. “It's going to take a long journey to get there because, oh by the way, we're a very legacy force and ... a limited amount of technology has the interoperability that is absolutely required for that mission to become a reality.” The “information warfare” nomenclature can feel nebulous and hard to understand for industry officials that provide solutions to the Pentagon. “It's a pretty broad definition. I think it's something that the DoD is struggling with, that's what we're struggling with in industry and it also makes it challenging because no one really buys equipment that way,” Anthony Nigara, vice president for strategy and business development in L3Harris Space & Airborne Systems, said. “No one really buys stuff to an abstract term like information warfare.” Others agreed that the term “information warfare” may be too broad, an issue that's further complicated as each service tackles information warfare in their own way. Most members of industry C4ISRNET talked with on the need to integrate described the key theme of a more networked force as a unifying way to think about the new push to information warfare. “There's a lot of discussions about the Joint All Domain Operations or the multidomain operations. When we look at that and we want to say ‘okay, what is information warfare really mean to everyone?” Steven Allen, director of information operations and spectrum convergence at Lockheed Martin rotary and mission systems, told C4ISRNET. “We look at it as how can we get the right information to warfighters in order to fight or how do we get the right information for them to plan? How do we move all that data across whether it's different levels of security or different levels of the warfighting and the data associated with it.” Others expressed the need for contractors to be flexible with how DoD is describing its needs. “Industry has learned to be flexible in responding to messaging calling for new situational awareness capabilities while other established capabilities were being mandated for use in cyber exercises,” Jay Porter, director of programs at Raytheon Intelligence & Space, said. The push to a more information warfare-centric force under the guise of larger concepts to defeat adversaries is pushing the DoD as a whole to fight in a more joint manner. Paul Welch, vice president and division manager for the Air Force and defense agencies portfolio at Leidos, explained that there's a consistent view by the services and the department that they must integrate operations within the broad umbrella of activities called information warfare just as they're integrating warfighting capabilities between the services and across the domains. This goes beyond merely deconflicting activities or cooperation, but must encompass true integration of combat capabilities. Some members of industry described this idea as one part of convergence. “When I talk about convergence, my observation is there is a convergence in terms of a family of technologies and of a family of challenge problems and how do they come together,” Ravi Ravichandran, chief technology officer of the intelligence and security sector at BAE, told C4ISRNET. Ravichandran provided five specific challenge problems the military may have in which a married suite of technologies can help provide an advantage against adversaries. They include JADC2, overmatch or the notion of assembling technologies in a way better than enemies, joint fires where one service's sensors may be acquiring a target and passing that target off to another service to prosecute it, sensing in the electromagnetic spectrum and strategic mobility to get forces and resources to a particular place at a particular time. Similarly, Welch provided the notional example of an F-35 flying over an area, seeing something on its sensors and sending that information to either an Army unit, a carrier strike group, a Marine Corps unit, or even a coalition partner to seamlessly and rapidly understand the information and act upon it. These sensors must be incorporated into a joint kill chain that can be acted upon, coordinated and closed by any service at any time. Allen noted that when looking at information warfare, his business is examining how to take a variety of information from sensor information to human information to movement information and pull it all together. “There's a lot of discussion on [artificial intelligence] AI and machine learning and it's very, very important, but there's also important aspects of that, which is hey what's the technology to help the AI, what's that data that's going to help them,” he said. “We tend to look very closely with the customers on how do we really shape that in terms of the information you're getting and how much more can you do for the warfighter.” By bringing all these together, ultimately, it's about providing warfighters with the situational awareness, command and control and information they need to make decisions and cause the necessary effects, be it cyber C4ISR, intelligence or electronic warfare, Nigara said. Porter said at Raytheon's Intelligence & Space outfit, they view information warfare as “the unification of offensive and defensive cyber missions, electronic warfare and information operations within the battlespace.” Integrating EW and IO with cyber will allow forces to take advantage of a broader set of data to enable high-confidence decision-making in real time, he added, which is particularly important in the multi-domain information environment to influence or degrade adversary decision making. From a Navy perspective, the ability to share data rapidly across a distributed force within the Navy's distributed maritime operations concept will be critical for ensuring success. “We will certainly have to include the mechanisms with which we share information, data and fuse that data from node to node. When I say node to node, a node may be a ship, a node may be an unmanned vehicle and a node may be a shore based facility,” Kev Hays, director of information warfare programs at Northrop Grumman, who mostly supports the Navy, said regarding areas Northrop is investing. “Linking all those participants into a network ... is critically important. We have quite a bit of technology we're investing in to help communicate point to point and over the horizon and a low probability of intercept and low probability of detection fashion.” Ultimately, the information space is about affecting the adversary's cognitive space, they said. “When it comes to information warfare, it's a lot less tangible ... It's not tank on tank anymore. You're trying to affect people's perception,” James Montgomery, capture strategy lead for information operations and spectrum convergence at Lockheed Martin rotary and mission systems, told C4ISRNET. As a result, he said, it is critical to take the time with the customer to truly understand the concepts and capabilities and how they all fit together in order to best support them. “Really spending time with them [the customer] and understanding what it is that they're attempting to get at. It helps us better shape the requirements but it also helps us better understand what is it they're asking for,” he said. “When you're moving forward and attempting to come together with both a software hardware based solution to something, it takes a lot of talking time and a lot of touch time with that customer to understand where their head's at.” https://www.c4isrnet.com/information-warfare/2020/07/19/whats-industry-role-in-dod-information-warfare-efforts/

By: David B. Larter Update: The headline of this story was changed to more accurately characterize the incident onboard the amphibious assault ship Kearsarge. WASHINGTON — A rapidly extinguished fire aboard the amphibious assault ship Kearsarge prompted the Navy to issue a “stop work order” Friday to General Dynamics NASSCO shipyard in Norfolk, Naval Sea Systems Command told Defense News Saturday. The incident started when a spark from welding landed on nearby material, which was then quickly put out by the fire watch. Fire watch is a sailor or contractor who stands nearby with a fire hose and/or extinguisher to stop a larger blaze in its tracks. In a statement, Naval Sea Systems Command spokesman Rory O'Connor said the “stop work” was to ensure the company followed fire safety protocols. “On July 17, the Navy was informed of a fire aboard USS Kearsarge (LHD 3), currently conducting a Selected Restricted Availability at General Dynamics NASSCO – Norfolk,” O'Connor said. “The fire was quickly extinguished by the fire watch and resulted in minimal damage. In response to this incident, the Navy has issued a stop work order for all ships in maintenance availabilities at GD NASSCO Norfolk to ensure compliance with all established fire protocols and procedures.” In a phone call Saturday, Anthony Paolino, a General Dynamics NASSCO spokesman, said the incident involved an ember landing on plastic, causing it to melt and smoke, but said there was no larger fire. NASSCO was already reviewing its safety protocols prior to the “stop work” order, and that it fully supported the Navy's ongoing safety stand down in the wake of this week's fire aboard Bonhomme Richard, Paolino said. In a phone call Saturday, Anthony Paolino, a General Dynamics NASSCO spokesman, said the incident involved an ember landing on plastic, causing it to melt and smoke, but said there was no larger fire. NASSCO was already reviewing its safety protocols prior to the “stop work” order, and that it fully supported the Navy's ongoing safety stand down in the wake of this week's fire aboard Bonhomme Richard, Paolino said. Once those investigations are finished, Gilday will determine whether a broader examination of the Navy's culture is necessary. “This is a very, very serious incident that I think will force the Navy to stand back and reevaluate itself,” Gilday said. “We've got to follow the facts, we've got to be honest with ourselves and we've got to get after it. My intention, once the investigations are done, is to make this available for the public to debate, including what we need to do to get after any systemic problems that we might have.” https://www.defensenews.com/naval/2020/07/18/us-navy-orders-to-general-dynamics-nassco-to-stop-work-after-fire-on-uss-kearsarge/