Nouvelles

Posted on July 9, 2020 by Laurent Heyligen Top Aces has acquired 25 former Belgian Air Force Dassault-Breguet/Dornier Alpha Jets, according to information from Belgian Press Agency Belga on July 8. The Montreal-based adversary air provider delivers combat training services to Canadian, American, German and Australian forces, among others, with a mixed fleet of Alpha Jet, Douglas A4 Skyhawk and Learjet 35A aircraft. The company also intends to add the Lockheed Martin F-16A fighter jet to its fleet, which offers superior speed, acceleration and manoeuvrability, all of which will benefit its aggressor air program. If finalized, the Belgian aircraft acquisition would more than double the size of Top Aces' current Alpha Jet fleet. The company operates about 20 of the Dornier jets, which were formerly owned by the German Air Force. The sale was led by the Belgian Directorate General of Material Resources (DG-MR) of the Defense Staff. No further information was provided on the contract award or cost. The Belgian Ministry of Defence announced the potential sale of 25 Alpha Jets in December 2018. The package included spares, ground equipment, additional engines and a simulator. The simulator was reportedly sold to an Austrian aerospace company, AMST, which specializes in training fighter pilots. The Alpha Jets were officially withdrawn from Belgian service during a small ceremony at Cazaux in France on Oct. 11, 2018, though they remained in service with the French Armée de l'Air until the end of 2019. The aircraft were operated by the joint Belgo-French AJeTS (Advanced Jet Training School) at Cazaux and had been gradually removed from service and stored over the past several years. One of the pioneers of what is often called aggressor or “red” air training, Top Aces in October 2019 was awarded part of US$6.4 billion contract for adversary air services to the United States Air Force (USAF). It was one of seven firms selected to participate in the Combat Air Force Contracted Air Support contract, a collective, indefinite-delivery/indefinite-quantity contract that will solicit individual tenders for advanced adversary air capabilities at 12 USAF bases. Top Aces has been simulating hostile threats for fighter pilots, naval crews and land forces for the Canadian Armed Forces since the mid-2000s. In October 2017, it was awarded the permanent domestic Contracted Airborne Training Services (CATS) program under a 10-year deal worth about $480 million, including options to extend the service to 2031 and the value to as much as $1.4 billion. The company has secured a similar training support contract with the German Armed Forces in 2014 and, more recently, a two-year trial with the Australian Defence Force. It is also bidding on U.S. Navy aggressor air programs and partnering with Leonardo and Inzpire on the U.K.'s Air Support to Defence Operational Training (ASDOT) program. To date, the company has accumulated over 81,000 accident-free flight hours. https://www.skiesmag.com/news/top-aces-acquires-belgian-alpha-jets

Leverages Navy investments to bring significant leap in training capabilities to the Air Force sooner Provides a digital foundation for secure cross-service air combat training and joint Live, Virtual, and Constructive-enabled capabilities CEDAR RAPIDS, Iowa (July 7, 2020) – The U.S. Air Force has joined the U.S. Navy's Tactical Combat Training System Increment II (TCTS Inc. II) program, making it a collaborative effort to field a next-generation air combat training solution. Developed and built by Collins Aerospace Systems, TCTS Inc. II is a scalable and flexible Multiple Independent Levels of Security (MILS)-based open architecture system that enables highly-secure air combat training between US and international aircraft, including advanced 5th generation platforms. Collins Aerospace is a unit of Raytheon Technologies Corp. (NYSE: RTX). By making it a collaborative effort, the Air Force leverages investments already made by the Navy to deliver a significant leap in training capabilities sooner and at less cost. The Air Force will call this the P6 Combat Training System (P6CTS), which will significantly improve training realism in simulated, highly-contested combat environments and allow pilots to ‘train as they fight'. “This capability can't be overstated. The TCTS Inc. II and P6CTS programs will enable joint tactics, techniques and procedures in a secure environment against a peer adversary threat, unlike anything the services have been able to do in the past. We're excited about the potential," said Heather Robertson, vice president and general manager, Integrated Solutions for Collins Aerospace. P6CTS fills gaps from currently fielded air combat training equipment such as encrypted time, space, position information (TSPI), multi-level security, and mesh networking waveform enabling services to move faster toward next-gen capabilities that will increase mission readiness. This collaboration lays the digital foundation for bringing secure, cross-service air combat and joint Live, Virtual, and Constructive training to the U.S. and its allies in 2022. With an open systems architecture that is conformant with the Future Airborne Capability Environment (FACE™) standard, TCTS Inc. II ensures interoperability between platforms, reducing test time and ultimately increasing rapid, affordable deployment of the solution. Collins Aerospace recently announced the completion of the first pre-production TCTS Inc. II training pod, a key component of the solution that provides connectivity to and from the aircraft for data and weapons activity during training exercises. This pre-production maturity will enable early Air Force fielding of P6CTS to all 55 training ranges. About Collins Aerospace Collins Aerospace Systems is a leader in technologically advanced and intelligent solutions for the global aerospace and defense industry. Collins Aerospace has the capabilities, comprehensive portfolio and expertise to solve customers' toughest challenges and to meet the demands of a rapidly evolving global market. With 2019 net sales of approximately $26 billion, the business has 78,000 employees across more than 300 locations globally. It is one of the four businesses that form Raytheon Technologies. About Raytheon Technologies Raytheon Technologies Corporation is an aerospace and defense company that provides advanced systems and services for commercial, military and government customers worldwide. With 195,000 employees and four industry-leading businesses ― Collins Aerospace Systems, Pratt & Whitney, Raytheon Intelligence & Space and Raytheon Missiles & Defense ― the company delivers solutions that push the boundaries in avionics, cybersecurity, directed energy, electric propulsion, hypersonics, and quantum physics. The company, formed in 2020 through the combination of Raytheon Company and the United Technologies Corporation aerospace businesses, is headquartered in Waltham, Massachusetts. https://www.collinsaerospace.com/newsroom/News/2020/07/US-Air-Force-joins-Navy-TCTS-II-program-field-next-gen-air-combat-training-Collins

By: Valerie Insinna WASHINGTON — U.S. Air Force F-35 pilots at Nellis Air Force Base, Nevada, will now be able to step into a simulator and train alongside virtual F-16s, F-15s and other aircraft, a Lockheed Martin executive said Wednesday. Air Combat Command formally accepted Lockheed's Distributed Mission Training system on June 22 after a final test on June 18. During that test, four F-35 simulators at Nellis carried out a virtual mission with pilots in F-22, F-16 and E-3 AWACs simulators at other bases, said Chauncey McIntosh, Lockheed's vice president for F-35 training and logistics. “We did originally intend to deliver this in the April time frame, but Nellis Air Force Base did shut down some operations due to the COVID crisis,” he told reporters in a July 1 briefing. “We worked very hard with both the [F-35 Joint Program Office] and the United States Air Force to ensure as soon as the facilities were re-stood up and open, that we were there to deliver this capability.” Although F-35 pilots in a simulator could previously train with up to three other F-35 sims at the same site, the DTS system allows for those pilots to fly digitally with a large number of varying types of aircraft, as long as the simulators can operate on the same network. Lockheed previously connected F-35 simulators to other aircraft sims in its test lab, but the June 18 test was the first time F-35 simulators linked to a mass of other simulators for a virtual mission in a highly contested environment, Lockheed said in a news release. F-15s will also be able to connect into the DMT system. The next step, McIntosh said, will be installing the DMT capability at Naval Air Station Lemoore this fall and to Marine Corps Air Station Miramar in spring 2021. Both bases are in California. However, some limitations will still exist, even as new DMT locations are spun up. The capability is “very scalable to other platforms,” McIntosh said, but currently only F-35, F-22, F-16, F-15 and E-3 simulators are supported by DMT. McIntosh also previously told Defense News that the U.S. Air Force, Navy and Marine Corps as well as the United Kingdom, which also plans to acquire the DMT system, won't be able to train together because they use different networks. https://www.defensenews.com/air/2020/07/01/f-35-simulators-can-now-team-up-with-other-fighter-sims-for-virtual-combat

By: Valerie Insinna WASHINGTON —The House Appropriations Committee is aiming to resuscitate the MQ-9 Reaper program, which the Air Force wants to curtail in fiscal 2021. The committee's version of the FY21 spending bill, which its defense subcommittee will deliberate Wednesday in a closed hearing, would allocate $344 million for 16 MQ-9 Reaper drones. The language is a good sign for the aircraft's manufacturer, General Atomics, which stood to lose hundreds of millions of dollars in sales if the Air Force stopped buying the aircraft. The service in FY20 had planned to buy nine MQ-9s in FY21, 17 in FY22, two in FY23 and three in FY24, but zeroed out all plans to buy additional Reaper drones as part of its FY21 budget request. However, the Reaper isn't home free just yet. The Senate Appropriations Committee has yet to unveil its own version of the legislation, leaving it unclear whether the Senate will concur with the House committee's spending bill. The MQ-9 wasn't the only aircraft program to get a boost from House appropriators. The committee added 12 more F-35s to the budget, for a total of 91 jets and $9.3 billion. The lawmakers are also planning to authorize $965 million for 11 C-130J aircraft — an increase of two planes — and they boosted the number of V-22 Ospreys tilt-rotor aircraft from nine to 11. The bill also beefs up the investment for the UH-60 Black Hawk with an additional $141 million, funding a total of 42 helicopters. The legislation funds three P-8A Poseidon submarine-hunting planes for the Navy Reserve force. Those aircraft were not originally included in the budget. The Navy would get an additional E-2D Advanced Hawkeye, for a total of five planes costing $791 million. The committee also approved $1 billion for nine CH-53K helicopters, two more than the request. Additionally, the legislation would allow U.S. Special Operations Command to begin its Armed Overwatch Program, but the bill summary did not state how much funding would be allotted in FY21. The House committee fully funded most other major military aircraft programs, including money for 50 AH-64 Apache attack helicopters, five CH-47 Chinook Block II cargo helicopters and long-lead funding for additional Chinooks for the Army. The Air Force would get 12 F-15EX fighters, 15 KC-46 tankers and 19 HH-60W combat rescue helicopters. Meanwhile, the Navy's request of 24 F/A-18E/F Super Hornets was also fully funded by the committee. https://www.defensenews.com/air/2020/07/08/house-defense-spending-bill-would-give-the-mq-9-reaper-drone-a-second-life/

By: JihFen Lei If you're reading this over the internet, you're using technology developed by the Department of Defense science and technology enterprise. For decades, the DoD has cultivated a wide-ranging ecosystem of technical professionals, research infrastructure and partnerships that has made vast contributions to U.S. national security and economic strength. From microchips to the GPS satellites that enabled a revolution in precision warfare, the department's S&T enterprise has been central to creating the security and prosperity our nation enjoys today. Although technology dominance has long been central to the American way of war, U.S. military superiority is increasingly under threat. American adversaries are making rapid technological advancements and incorporating them into newly modernized forces. In response, the department has been working to aggressively position its S&T enterprise to meet the security needs of the 21st century. Long-term success will require concentration in three fundamental areas: First, we must invest for the future while focusing on the present. This requires investing in foundational research that will create the next generation of military superiority. Second, we must cultivate a workforce of scientists and engineers ready to solve the DoD's hardest problems. Finally, we must create and maintain world-class defense laboratories and research facilities, enabling us to work with academic and industrial partners to quickly transition technology into capabilities. Each of these elements are critical to nurturing an innovation ecosystem optimized for the department's needs. The road to the next great scientific or technological advance starts with basic science and research. Basic research is central to the DoD's long-term competitive strategy to create and maintain military superiority for the nation. The DoD has a long history of conducting and sponsoring basic research, focusing on understanding how and why things work at a fundamental scientific level. Although basic research is often performed without obvious or immediate benefit and requires long timelines to realize its impact, the importance of continued investment cannot be overlooked. Without the department's basic research investments — made years ago — in the new areas of autonomy, quantum science, artificial intelligence and machine learning, or biotechnology, the DoD would not possess the innovative and advanced capabilities it does today. Basic research enables the U.S. to create strategic surprise for its adversaries and insulates the nation from technological shocks driven by the advancements of others. Stable and healthy investment in basic research is not only good to have, it is a vital component of the nation's strategy to maintain a competitive advantage. The DoD must use all of the tools at its disposal to develop a skilled, diverse workforce of technical professionals who are knowledgeable about the DoD's missions and capable of advising DoD leaders on technology decisions. This includes the scientists and engineers who will conduct research in DoD laboratories and engineering centers, our industry partners, and the academic research community with whom the department closely collaborates. There is nothing more critical to the American military's ability to innovate than its people. For these reasons, the department relies on authorities provided by Congress to conduct flexible, direct hiring of technical professionals to work in DoD research institutions. The department looks for the best technical professionals to join its ranks as researchers, engineers and trusted advisers to the DOD's senior leaders. When the department attempts to incorporate new knowledge from academia or new technologies from industry, the DoD's S&T workforce must be capable of making smart buying decisions based on sound technical judgment and an understanding of the DoD's unique mission needs. At a time when other nations are prioritizing the recruitment of technology professionals to bolster their military strength, the department must view its S&T workforce as a strategic resource that is fundamental to long-term technological superiority. Many capabilities found at DoD labs are unique national treasures and cannot be found elsewhere. On average, these laboratories, which span 63 locations across 22 states and the District of Columbia, are over 45 years old. As part of its strategy to recruit and retain a world-class S&T workforce, the department must modernize its technical infrastructure, laboratories and engineering centers. The DoD should invest wisely to modernize these outdated facilities and their equipment to support the modern, cutting-edge research that our national defense demands. As the nation once again prepares to engage in long-term strategic competition, the DoD's S&T enterprise is the key to success. Sufficiently resourcing long-term research and technology development activities will ensure America avoids technology surprise while creating a disproportionate advantage for the war fighter. The department must make the investments necessary to educate, attract and retain the world's best talent. As the DoD's National Defense Strategy makes clear, advanced technologies will be central to America's ability to fight and win future wars. https://www.defensenews.com/opinion/commentary/2020/07/08/dod-must-modernize-infrastructure-to-support-cutting-edge-technology-research/

Nathan Strout The National-Geospatial-Intelligence Agency issued a new Broad Agency Announcement July 6, giving researchers and academics a new pathway to present intelligence solutions to the agency. NGA is responsible for delivering geospatial-intelligence to war fighters, policy makers and the intelligence community. Under this announcement, the agency is looking for solutions from industry and academia to help them accomplish that mission. “The release of this BAA will help accelerate our research endeavors and provide NGA with the ability to expand and diversify its research performer base, while giving us better flexibility and agility in research contracting efforts,” said Cindy Daniell, director of research and NGA, in a statement. The BAA is seeking research and development concepts that address one or more of the following topics: Foundational GEOINT; advanced phenomenologies, and analytic technologies. Foundational GEOINT - The creation of always accurate, high-resolution, continually updated representations of the earth's properties, available on demand. Advanced Phenomenologies - The use of novel methods and efficient strategies to deliver spatially, spectrally and temporally resolved data from a growing number of traditional and non-traditional sources. Analytic Technologies - The ability to leverage new data sources and new analytics techniques to add geospatial intelligence to multi-intelligence analytics in an effort to address emerging threats and mission domains. More details on each technical domain can be found in the BAA. According to the announcement, NGA plans to make multiple awards, which may take the form of procurement contracts, grants, cooperative agreements or other transactions for prototypes and follow-on production. The agency will be issuing response dates for individual topic areas within the three stated technical domains periodically. A COVID-19 rapid response topic will be one of the first items posted under the BAA according to NGA. https://www.c4isrnet.com/intel-geoint/2020/07/07/nga-looking-to-academia-and-industry-to-boost-research-efforts/

Valerie Insinna WASHINGTON — The Air Force is ramping up its efforts to test and field a suite of new hardware and software that will become the military's command and control backbone. Since February, the Air Force has published three separate broad area announcements seeking technologies that could be funneled inside the Advanced Battle Management System, the service's effort to seamlessly connect all of the Department of Defense's equipment and pool together its data to form a complete picture of the battlespace. Then, in May and July, it awarded the first two mega-batches of ABMS contracts, with 46 companies in total winning $1000 and a chance to compete for more money down the road. “We want a wide variety of companies, and we definitely want fresh blood in the ABMS competition,” Will Roper, the Air Force's acquisition executive, told reporters on May 14. “There is a lot that can be contributed from companies that are commercially focused, that know a lot about data, that know a lot about machine learning and AI and know a lot about analytics. Those are going to be the most important parts of the Advanced Battle Management System.” ABMS is the Air Force's piece of the military's fledgling Joint All Domain Command and Control concept. The vision involves networking every shooter and sensor to a cloud computing environment and using artificial intelligence to ensure that relevant information is immediately sent to whichever platform needs it. In practice, that could look like compiling data from a Global Hawk drone and a naval destroyer to help cue a fighter jet to lock its missile on a nearby target. While the Air Force has some big picture ideas of the products that will comprise ABMS — such as cloud computing tools, machine learning technologies and apps — it hasn't set firm requirements or laid out exactly what products it needs to build out the system. Through the BAAs, the government plans on bringing in companies using different styles of contracts and agreements, which Roper said will allow startups, commercial tech firms and other nontraditional players to “find their fit with this mission.” Those companies will then bring their products and technologies for week-long field tests, held three times a year. The next phase of experiments is planned to start on Aug. 31. While the service had already performed one experiment with technologies that could become part of ABMS and had put several dozen companies on contract prior to May, the Air Force sees the broad area announcements as vehicles to capture a wider array of technology firms that may not already do business with the government, Roper said. Each BAA has multiple rolling deadlines, with the Air Force hoping to award contracts anywhere from four to six weeks after a company submits a proposal. The first announcement seeks out proposals for traditional indefinite delivery/indefinite quantity contracts. The second solicits ideas and technologies through a two-step process, where industry would submit information about the concept before being invited to submit a formal proposal, which the service says will allow participation from contractors “who are unsure about how they want to proceed but want to share their idea.” The third announcement invites companies with existing products to join ongoing ABMS technology demonstrations — at no cost to the government — through cooperative research and development agreements. The service also held a series of industry days, starting May 13, to help answer questions about the effort, especially from businesses that don't usually work with the Defense Department. “We had over a hundred companies just in the first day, and we are expecting more than 300 before the end of this first event,” Roper said. “Three hundred companies for the first industry day ... is a good start. That's certainly broader than the number of defense primes that we have or even the major suppliers.” Each of the announcements specify seven broad areas where the service is seeking new technologies or ideas: Digital architecture, standards and concepts: The Air Force is looking for digital modeling and simulation technologies, trade studies and other standards development tools and processes that it can use to map out the entire ABMS architecture virtually and test how it would work in practice. Sensor integration: In essence, the service wants any hardware or software that will allow different equipment to share data. “A key interest of ABMS is the compatibility and interoperability capabilities through the use of open interfaces to enable improved control of systems and the processing of their data,” the service said in the BAA. Data: The Air Force is also interested in “cloud-based data repositories” that could pass information across domains to the different services. These libraries of data points will be “meta tagged,” analyzed and then fused using AI algorithms to help inform military decision makers. Secure processing: The service needs technologies that will be able to move the appropriate data across technologies with different security levels, ensuring that classified information stays protected while sharing what is feasible. It also includes deployment, training and support services for all devices and processing environments. Connectivity: These tools include line-of-sight and beyond line-of-sight communications networks, as well as technologies that can turn a platform into a data node, reduce latency, provide improved anti-jamming capabilities or other functions that improve the speed and breadth of communications gear. Applications: iPhone analogies have become Defense Department clichés at this point, but the Air Force is hoping to commission the design and development of apps to process, fuse and help present data to different audiences across domains. Effects integration: These involve networked weapons that can be integrated with existing platforms for a greater combined effect. “This includes, but is not limited to smart munitions and low-cost autonomous platforms” that can carry out functions such as data relay. The Air Force is slated to spend $300 million on the Advanced Battle Management System through fiscal year 2021, according to the Government Accountability Office, which has also warned that the nontraditional structure of the program could put it “at greater risk for schedule delays, cost growth, and integration issues.” Preston Dunlap, the Air Force's chief architect charged with overseeing the ABMS effort, said the the price of technologies will undeniably be an important criteria, and the service will try to reduce costs by using affordable and readily available commercial products whenever possible. “That's one of the core principles that we have to manage costs,” he said during a May 7 event hosted by the Mitchell Institute for Aerospace Studies. “We're able to take advantage of the commercial pressures and marketplace to keep the costs down. That's different. Normally it's flipped. If we're the primary customer here, we've got to be very concerned about cost growth associated with that. Right now, in some sense, we're the small buyer.” While the Air Force will better be able estimate the total cost of ABMS as experiments go on, the current focus of the effort is figuring out how to inject innovative commercial tech into the military system as quickly as it becomes available, Dunlap said. “I'm less worried at the moment about some of those cost issues because if we're in that cycle we're probably not doing it right,” he said. https://www.c4isrnet.com/battlefield-tech/c2-comms/2020/07/08/us-air-force-ready-to-test-tech-for-new-battle-management-system/

By: Andrew Hunter and Rhys McCormick It is rare when technological innovation delivers change that fundamentally reshapes military operations. Helicopters made one of these rare breakthroughs after World War II. The ability to support land operations with vertical lift aircraft fundamentally changed how militaries moved on the battlefield. However, the shape of military operations supported by today's helicopters reflect their capabilities and limitations in terms of speed, range and lift capacity. The Army's Future Vertical Lift efforts are designed to reshape military operations by surpassing the limits imposed by today's systems. It is less commonly appreciated, however, that future vertical lift, or FVL, aircraft may do just as much to reshape the vertical lift industry as they do military operations. To deliver the capabilities FVL requires affordably — in development, production and sustainment — industry will have to leverage new design and production techniques that deliver critical components with high quality and moderate cost. Key parts such as rotor blades and rotor heads are big cost drivers. Designing these parts for FVL means redesigning the supply chains and manufacturing processes that produce them. For the smaller companies that make up the lower tiers of the supply chain, this will require them to fundamentally change how their production process works. We recently completed a study that looked at the implications of the Army's Future Vertical Lift project for the industrial base. What became clear in this review is that there are both opportunities and risks in making the transition to FVL. Substantial investment is required by both the Army and industry, and not everyone in industry will make it. However, this transition also offers significant opportunities to leverage emerging technologies such as additive manufacturing, robotics, artificial intelligence, digital twins and data analytics to achieve the Army's objectives. The Army's management will be key in ensuring that industry is able to get the most out of new design and production methods, reconfigured supply chains, and a reshaped workforce. The Army's key tools for managing the transition include its ability to provide an addressable market for the industrial base that attracts the necessary FVL investment, and its ability to align industry incentives with the Army's core goals. The addressable market for industry is not just the Army's future programs, but also the sustainment of legacy platforms. For much of the supply chain, the sustainment market is a huge part of their bottom line. The Army's total vertical lift-addressable market for industry is roughly $8-10 billion annually over the next decade. Although there are some concerns whether that level of spending is feasible while procuring two vertical lift programs simultaneously, previous research by the Center for Strategic and International Studies found that future attack reconnaissance aircraft and future long-range assault aircraft can be accommodated at historical Army modernization funding levels. Of that $8-10 billion annual vertical lift spending, operating and support costs will provide the largest share, while research and development as well as acquisition total a little more than $2 billion annually. Given the size of the addressable market, the biggest challenges and risks in transitioning to a new vertical lift industrial base are not among the big prime contractors, but among the smaller suppliers in the industrial base who can't be sure that investing in FVL today will generate the necessary returns tomorrow. Unlike the bigger prime contractors, these lower-tier suppliers have a much different risk appetite and may struggle with making the upfront investments to build components in new ways. Supporting the supply chain in making this transition is critical to meeting the Army's cost and schedule objectives, which highlights how important incentives are in the Army's approach. The Army's biggest incentive to industry is to provide predictability by keeping FVL program requirements consistent and clear through the development process so that industry can plan and invest. To date, the Army has done this. It should continue to do so. Additionally, the Army can incentivize industry to make upfront investments now that deliver cost savings later. Given that sustainment costs account for 68 percent of rotary-wing costs, these investments are critical. Furthermore, it is in the Army's interest to sustain competition throughout the development process as it moves closer to picking winners. Competition is the strongest incentive for industry. Finally, the Army should be cognizant that incentives will change as FVL moves from development to production, and its management approach will need to evolve. The Army has the key ingredients in place for FVL if it successfully guides the industrial base through this transition. While that is a tall order, our analysis of the Army's FVL plans suggests they begin on solid ground and are well-informed by the technological and affordability realities. One final factor in FVL's success will be sustaining congressional support by being clear and consistent in communicating and executing the Army's plans. https://www.defensenews.com/opinion/commentary/2020/07/07/us-armys-future-vertical-lift-program-will-transform-industry-so-we-must-get-it-right/

ARMY BFBC LLC, Bozeman, Montana, was awarded a $138,335,455 modification (P00005) to contract W912PL-20-C-0002 to modify the existing electrical attributes (closed-circuit TV, linear ground detection system and shelters) on the Barry M. Goldwater Range, Yuma 10/27 design-build border infrastructure project. Work will be performed in Yuma, Arizona, with an estimated completion date of June 29, 2021. Fiscal 2020 military construction (Army) funds in the amount of $138,335,455 were obligated at the time of the award. U.S. Army Corps of Engineers, Albuquerque, New Mexico, is the contracting activity is the contracting activity. Venegas JV Inc.,* Ponce, Puerto Rico, was awarded a $45,000,000 firm-fixed-price contract to support the advanced contract initiative for emergency temporary roof repairs for the eastern region of Puerto Rico. Bids were solicited via the internet with eight received. Work locations and funding will be determined with each order, with an estimated completion date of May 31, 2027. U.S. Army Corps of Engineers, Omaha, Nebraska, is the contracting activity (W9128F-20-D-0032). Power Instrumentation Services,* Vega Baja, Puerto Rico, was awarded a $45,000,000 firm-fixed-price contract to support the advanced contract initiative for emergency temporary roof repairs for the western region of Puerto Rico. Bids were solicited via the internet with eight received. Work locations and funding will be determined with each order, with an estimated completion date of May 31, 2027. U.S. Army Corps of Engineers, Omaha, Nebraska, is the contracting activity (W9128F-20-D-0033). MDJ Contracting Inc.,* Dallas, Texas (W911S7-20-D-0006); Olgoonik Specialty Contractors LLC,* St. Robert, Missouri (W911S7-19-D-0007); Reese Equipment Co. LLC,* Dixon, Missouri (W911S7-19-D-0008); and Vazquez Commercial Contracting LLC,* Kansas City, Missouri (W911S7-19-D-0009), will compete for each order of the $42,000,000 firm-fixed-price contract for construction requirements at Fort Leonard Wood, Missouri. Bids were solicited via the internet with 11 received. Work locations and funding will be determined with each order, with an estimated completion date of July 7, 2023. U.S. Army Field Directorate Office, Fort Eustis, Virginia, is the contracting activity. BAE Systems Land and Armaments L.P., San Jose, California, was awarded a $10,066,599 modification (P00140) to contract W56HZV-15-C-0099 for technical support services for the Bradley Fighting Vehicle family of vehicles, the Multiple Launch Rocket System carrier and the M113 Armored Personnel Carrier family of vehicles. Work will be performed in San Jose, California; Sterling Heights, Michigan; and Phoenix, Arizona, with an estimated completion date of July 26, 2021. Fiscal 2020 research, development, test, and evaluation (Army) funds in the amount of $10,066,599 were obligated at the time of the award. U.S. Army Contracting Command, Detroit Arsenal, Michigan, is the contracting activity. BAE Systems Land and Armaments L.P., San Jose, California, was awarded an $8,488,692 modification (P00138) to contract W56HZV-15-C-0099 for technical support services for the Bradley Fighting Vehicle family of vehicles, the Multiple Launch Rocket System carrier and the M113 Armored Personnel Carrier family of vehicles. Work will be performed in San Jose, California; Sterling Heights, Michigan; Phoenix, Arizona; Temple, Texas; and York, Pennsylvania, with an estimated completion date of July 2, 2021. Fiscal 2018 Army working capital funds; fiscal 2019 operations and maintenance (Army) funds; fiscal 2018 and 2020 weapons and tracked combat vehicle procurement (Army) funds; and fiscal 2020 research, development, test and evaluation (Army) funds in the amount of $8,488,692 were obligated at the time of the award. U.S. Army Contracting Command, Detroit Arsenal, Michigan, is the contracting activity. NAVY MNDPI Pacific JV, Honolulu, Hawaii, is awarded a $99,000,000 maximum amount, indefinite-delivery/indefinite-quantity, architect-engineer contract for architect-engineer services for various structural, waterfront and other projects at locations under the cognizance of Naval Facilities Engineering Command (NAVFAC) Pacific. No task orders are being issued at this time. Work will be performed at various Navy, Marine Corps, Air Force and other government facilities within the NAVFAC Pacific area of responsibility including but not limited to, Guam and the Commonwealth of the Northern Marianas Islands (70%); Australia (10%); Japan (10%); and Hawaii (10%). The work of architect-engineer services include, but are not limited to, the execution and delivery of military construction (MILCON) project documentation (Department of Defense Form 1391); functional analysis and concept development workshops; design charrettes; design-build request for proposal; design-bid-build design contract documents; technical surveys and reports including concept and engineering studies, site engineering investigation, topographic survey, geotechnical investigation, hazardous material survey, munitions of explosive concern survey, hydrographic survey and others; construction cost estimates; collateral equipment buy packages; comprehensive interior design including structural interior design and furniture, fixtures and equipment; and post construction award services. The term of the contract is not to exceed 60 months and work is expected to be completed by July 2025. Fiscal 2018 MILCON (planning and design) contract funds in the amount of $10,000 are obligated on this award and will not expire at the end of the current fiscal year. Future task orders will be primarily funded by MILCON (planning and design). This contract was competitively procured via the Navy Electronic Commerce Online website and two proposals were received. The Naval Facilities Engineering Command Pacific, Joint Base Pearl Harbor-Hickam, Hawaii, is the contracting activity (N62742-20-D-0004). Appleton Marine Inc.,* Appleton, Wisconsin, is awarded a $23,375,696 firm-fixed-price, indefinite-delivery/indefinite-quantity, cost-plus-fixed-fee contract for the replacement of up to 35 Navy slewing arm davits (SLADs), associated test reports and spare parts for each SLAD, and 11,300 hours of engineering support services for the Naval Surface Warfare Center, Philadelphia Division. Work will be performed in Appleton, Wisconsin (80%); and onboard Navy ships in the following locations: Norfolk, Virginia; Philadelphia, Pennsylvania; Mayport, Florida; Everett, Washington; San Diego, California; Williamsburg, Virginia; Pearl Harbor, Hawaii; Yokosuka, Japan; and Rota, Spain (20%), as determined on individual task orders. Work is expected to be completed by July 2025. Fiscal 2020 other procurement (Navy) funding in the total amount of $2,256,000 will be obligated at time of award and will not expire at the end of the current fiscal year. The contract was competitively procured as a small-business set-aside via the beta.SAM.gov website and two offers were received. The Naval Surface Warfare Center, Philadelphia Division, Philadelphia, Pennsylvania, is the contracting activity (N64498-20-D-4018). DEFENSE LOGISTICS AGENCY Valley Apparel LLC, Knoxville, Tennessee, has been awarded a maximum $9,894,000 modification (P00002) exercising the first one-year option period of a one-year base contract (SPE1C1-19-D-1172) with two one-year option periods for working parkas. This is a firm-fixed-price, indefinite-delivery/indefinite-quantity contract. Location of performance is Tennessee, with a July 14, 2021, ordering period end date. Using service is Navy. Type of appropriation is fiscal 2020 through 2021 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania. *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2268131/source/GovDelivery/