Nouvelles

Valerie Insinna WASHINGTON — As the U.S. Air Force embarks on a new effort to field a replacement for the MQ-9 Reaper drone, multiple defense companies are stepping up with new, long-range, stealthy design concepts for the emerging MQ-Next competition. On Sept. 11, Northrop Grumman and Lockheed Martin released renderings of their respective offerings for the Air Force's MQ-Next program. Northrop made public its swarming SG-2 concept, and Lockheed announced its flying-wing design. General Atomics put out a concept drawing of a next-generation uncrewed aerial system on Sept. 14 to correspond with the first day of the Air Force Association's Air, Space and Cyber Conference. For the past two decades, the Air Force has relied on the MQ-1 Predator and then the MQ-9 Reaper — both made by General Atomics — as its workhorse drones for surveillance and strike missions in the Middle East. But as more commercial drone makers enter the fray, it may become more economical and effective to operate a family of UAVs, with some built for high-end penetrating strike and reconnaissance missions, and others for low-end surveillance from commercial off-the-shelf manufacturers, said Will Roper, the Air Force's top acquisition official. “You might make the case that the Department [of the Air Force] needs both,” he said during a Sept. 15 roundtable with reporters. “But I wanted to give our team time to discuss with industry options that exist on both sides of that divide. We've got a lot of interesting responses, and I'm in discussions right now with the operational side of the Air Force about what they think the requirement is going to be.” The Air Force issued a request for information to industry on June 3, seeking market research on available technologies as well as conceptual designs. Boeing and Kratos each confirmed they responded to the request for information but have not released concept art for their potential offerings. General Atomics, Lockheed and Northrop have begun to shed light on their respective designs. Northrop's flying-wing design bears a close resemblance to the X-47B the company designed for the Navy, including using the same Distributed Autonomy/Responsive Control flight management system, which allows for operators to task multiple drones to fly autonomously according to parameters set by the user. However, the aircraft in the rendering is just one potential concept that Northrop could develop for the MQ-Next family of systems, said Richard Sullivan, the company's vice president of program management. “The customer didn't really give us strict requirements. We know that the [National Defense Strategy] scenario calls out environments with a pretty significant threat scenario. And so, what would we do to mitigate those?” he said. “We looked at those things, and we came up with a family of concepts ... trying to solve the problem across the landscape in terms of the ranges, the threats and the costs.” The General Atomics concept features a stealthy, long-winged, jet-powered air vehicle — a departure from the turboprop-powered MQ-9 Reaper. Dave Alexander, president of General Atomics Aeronautical Systems, told Defense News that the aircraft's survivability and endurance, which is “significantly longer” than the Reaper, will be defining characteristics for the company's offering. Alexander also pointed to internal investments made by the company's aeronautics division and its Electromagnetic Systems Group on advanced propulsion systems, though he declined to say more about potential engine advancements. Keeping costs down will also be an important factor, he said. “Some platforms that get up to super high costs, even though they're unmanned — you can't afford to lose them. So they're not attrition-tolerant, and we want to hang on to that piece of it.” Lockheed Martin's operational analysis has found that an optimal-force mix of drones will require high-end aircraft and low-cost, expendable systems that can operate in swarms, according to Jacob Johnson, the company's unmanned aerial systems program manager. The company's next-generation UAS concept art features a tailless, stealthy, flying-wing design geared toward the high-end fight, although Johnson said Lockheed may put forward less exquisite systems depending on the Air Force's final requirements. “Over the last few years, with a lot of the [drone] shootdowns across the globe, one of the trends that I think is hard to ignore is what used to be considered permissive airspace. [It] is becoming increasingly contested,” he said. “Survivability is really the key to almost any mission, and I think that trend is going to continue into the future.” However, survivability alone will not be enough, Johnson said. The Air Force has made clear that any future air system must plug into the service's Advanced Battle Management System and export data across that system. Lockheed also plans to develop the drone using digital engineering to lower the total cost. https://www.defensenews.com/digital-show-dailies/air-force-association/2020/09/17/defense-companies-are-lining-up-to-build-a-replace

L'Usine Nouvelle consacre un article détaillé aux bouleversements induits par l'intelligence artificielle (IA) dans le secteur de la défense. Le magazine rappelle que le ministère des Armées a publié fin 2019 un rapport dédié à l'intelligence artificielle, et qu'il a fait de l'IA une de ses priorités, avec un investissement de 100 millions d'euros par an durant la période 2019-2025. « L'IA doit permettre le combat collaboratif », souligne L'Usine Nouvelle, qui relève que Dassault Aviation et Thales « préparent les évolutions du cockpit du Rafale : l'avion de chasse pourra communiquer avec les drones pour adopter des stratégies innovantes de pénétration des défenses antiaériennes, fondées notamment sur des trajectoires d'évitement intelligentes et réactives ». Dans les domaines naval et terrestre, Naval Group et Nexter développent également leurs capacités gr'ce à l'IA. Marko Erman, directeur scientifique de Thales, souligne : « l'un des défis est d'avoir des algorithmes explicables en temps réel et dans des termes compréhensibles par le soldat en mission ». L'Usine Nouvelle du 17 septembre

Jeudi 17 septembre, Florence Parly, ministre des Armées, et Annegret Kramp-Karrenbauer, ministre allemande de la Défense, ont posé la première pierre du futur escadron de transport tactique franco-allemand sur la base aérienne d'Evreux, avant de se rendre à Manching, en Bavière, pour visiter le site d'Airbus Defence and Space. A l'occasion de cette visite, les deux ministres ont exprimé le soutien de leurs nations aux principaux programmes de défense européens, tels que le développement d'un drone européen, l'Euro MALE, et le système de combat aérien du futur (SCAF). «La visite des ministres française et allemande de la défense à Manching est un signal clair de l'importance d'une industrie de défense forte et compétente pour l'Europe», a déclaré Guillaume Faury, CEO d'Airbus, «Manching est le centre de compétence et le champion national pour toutes les plates-formes militaires allemandes à voilure fixe et revêt donc une importance stratégique pour notre client local. Ici, nous façonnons également l'avenir de l'aviation militaire avec des programmes multinationaux tels que l'EuroDrone et le SCAF, et nous sommes très reconnaissants d'avoir pu présenter cela aujourd'hui aux décideurs».Ensemble de la presse du 18 septembre

Steve Trimble Lockheed Martin's Skunk Works division said on Sept. 16 that it is developing and will fly a new unmanned aircraft system (UAS) called Speed Racer to validate that an internal digital engineering process called StarDrive can produce sophisticated flight vehicles faster and cheaper across the full range of the company's product portfolio. The announcement comes against the backdrop of the Air, Space and Cyber conference, where U.S. Air Force leaders unveiled the “e-series” designation for digital engineering models of weapon systems, which is aimed at dramatically shortening the development cycle and cost of new aircraft and missiles. The Skunk Works concept for the Speed Racer follows the spirit of the e-series approach. The UAS will seek to demonstrate Lockheed's readiness to participate in the Air Force's favored new approach to weapons development, Skunk Works officials say. They declined to provide additional details about the configuration and schedule for Speed Racer, except to note that it may be incorrect to interpret the concept's name as suggesting a high-speed or even supersonic jet. “I'll tease that Speed Racer is an acronym. I can't share [the acronym] right now, but it does not necessarily imply fast in Mach [number],” said Joe Pokora, Lockheed's Speed Racer project manager. Another interpretation of the acronym's meaning is the speed of development, which is historically a Skunk Works signature. The original, small team of Lockheed engineers assembled by Skunk Works founder Clarence “Kelly” Johnson in 1943 delivered the first prototype of the jet-powered XP-80 fighter—also known as “Lulu-Belle”—to testing only 143 days after the Army Air Corps signed the contract. Likewise, the first flight of the U-2 in August 1955 came less than nine months after the CIA launched the program. But aircraft development has grown more complex, with requirements for extreme levels of stealth, advanced power and thermal management systems, modern electronics and software-enabled applications. Thus, the company developed the StarDrive process, seeking to adapt commercial-based digital engineering practices to the defense industry. To be sure, Lockheed has used digital engineering practices in many cases before. The F-35 program even merged databases of engineering models and enterprise resource planning software to help manage the production system and supply chain, said John Clark, a Skunk Works vice president. In classified projects, the Skunk Works has also applied end-to-end digital engineering practices successfully, but those models stayed within those specific classified programs, Clark said. By introducing the StarDrive, the Skunk Works hopes to expand such practices to new and existing products that require digital engineering across the company, he said. https://aviationweek.com/shows-events/afa-air-space-cyber-conference/lockheed-unveils-speed-racer-uas-prove-digital

Mila Jasper The Defense Innovation Board convened for its fall public meeting Tuesday and approved resolutions for two key federal technology issues in addition to broadening its work on space. The board, which is comprised of national security technology innovators, formed a new space subcommittee to support the Space Force and heard from Michael Kratsios, acting undersecretary of defense for research and engineering, and U.S. chief technology officer. But the need for better testing protocols for artificial intelligence systems and strategies the Defense Department could adopt in order to attract digital talent took center stage at the meeting. The board adopted resolutions after robust discussions for both issues. Challenges in AI Testing No proven methods for testing and evaluating nondeterministic AI systems—meaning less predictable, more adaptable AI systems—exist. Daniela Rus, a roboticist with the Massachusetts Institute of Technology, said it is critical to have strong procedures for testing, evaluation, verification, and validation, or TEV/V, of artificial intelligence in order to create enough confidence in the technology to deploy it. “The department has been articulating the importance of accelerating the deployment of these systems,” Rus said, citing DOD's adoption of the board's AI ethics principles. “We have seen a lot of efforts in developing AI accelerator programs that will take the latest and greatest advancements in AI from research organizations and map them into processes and procedures for the department. We hope to have these in place, but in order to get there we need to have rigorous, robust procedures for testing.” The main reason testing for these types of autonomous systems is so challenging is uncertainty. Board member Danny Hillis, a pioneer in parallel computing, said uncertainty comes in three directions: from the function, the inputs and the outputs. Hillis suggested the board should use these three areas of uncertainty to guide its thinking when it comes to providing recommendations for TEV/V. The resolution adopted by the board argues DOD must develop its own TEV/V solutions as soon as possible, rather than wait for external solutions, in order to be ready to deploy AI systems in the short term. The board's science and technology subcommittee hopes to have two reports—one for a backgrounder and another for recommendations—on TEV/V for AI by December of this year. “Without a strong push for education and training on this topic and a diverse range of testing programs at the developmental and operational levels, DoD will have difficulty assessing its current TEV/V processes and determining next steps to improve its AI TEV/V capability,” the resolution reads. Competing for Digital Talent Later in the meeting, the DIB turned its attention to workforce issues. Jennifer Pahlka, a founder of the U.S. Digital Service and Code For America, led the group's discussion on competing for digital talent. Pahlka said the coronavirus pandemic and remote work trends could help the department attract talent if it develops new strategies to help it compete with the private sector. “As private sector remote work trends are changing how employers compete for digital talent, DOD has the opportunity to take advantage of these trends and be more competitive for civilian talent in this new environment,” Pahlka said. DOD and the federal government in general struggles to fill talent gaps for several reasons, including long hiring timelines. A recent report by the Partnership for Public Service found the average hiring timeline for the federal workforce is 98 days, or more than twice the private sector average. The paper DIB released to accompany the discussion detailed five recommendations for what to do to attract digital talent. Overall, DOD should develop strategies to maintain a remote and distributed workforce even beyond the pandemic. Pahlka added that though the recommendations focus on attracting digital talent, she hopes the same principles outlined can be expanded across the workforce. In the past, common wisdom said the Pentagon couldn't do mass telework. Since the onset of the coronavirus pandemic, DOD had to adapt, and fast. Lisa Hershman, the chief management officer for the Defense Department, said in July the pandemic “shattered the myth” DOD couldn't support remote work. According to the DIB's report, DOD should now focus on expanding its IT infrastructure and make sure it has the tools it needs to maintain remote work as well as expand the agency's capabilities to do classified work remotely. The report also recommends DOD work on improvements to the remote hiring process, prioritize changing the agency's culture around remote work and “consider dedicated remote work pilot programs to recruit and fill critical civilian technical talent gaps at priority organizations.” “The subcommittee believes the DOD is really at an inflection point for talent management,” Pahlka said. Pahlka and three other members of the DIB including former Google CEO Eric Schmidt ended their terms on the board. Member terms last four years. https://www.nextgov.com/emerging-tech/2020/09/defense-innovation-board-adopts-ai-testing-digital-workforce-recruitment-resolutions

Seapower Staff PASCAGOULA, Miss. — Huntington Ingalls Industries' Ingalls Shipbuilding division announced today the successful completion of builder's sea trials for the U.S. Coast Guard's newest national security cutter (NSC), Stone (WMSL 758), the company said in a Sept. 14 release. The ship spent three days in the Gulf of Mexico testing propulsion and auxiliary equipment, as well as various shipboard systems. “Every successful sea trial is a major accomplishment for our shipbuilders, but this set proved to be a particularly substantial undertaking,” said Jay Boyd, Ingalls' NSC program manager. “Since the year began, our team has persevered through every challenge. Learning through each obstacle presented by the COVID-19 pandemic, the NSC team has worked tirelessly to ensure the Coast Guard receives another high-performance cutter to help protect our nation.” In the weeks preceding NSC 9 builder's trials, safety precautions were put in place to minimize the potential risk of COVID-19 to participants while at sea. The number of shipboard riders was reduced by one-third to allow for adequate social distancing. Those allowed onboard were tested for COVID-19 one week prior to sail, and were screened the morning of departure. Masks were required at all times, food services were staggered, and in addition to the cutter's regular cleaning regimen, each individual received their own personal supplies to clean their way in and out of spaces onboard the ship. Ingalls has delivered eight Legend-class NSCs with two more under construction, and one additional under contract. Stone (WMSL 758), the ninth NSC, is scheduled for delivery later this year. NSC 9 was named to honor Coast Guard officer Commander Elmer “Archie” Fowler Stone, Coast Guard aviator number one, who made history in 1919 for being one of two Coast Guard pilots in the four-man air crew who completed the first transatlantic flight in a Navy seaplane. The Legend-class NSC is the largest, most technologically advanced ship in the Coast Guard's fleet, which enables it to meet the high demands required for maritime and homeland security, law enforcement, marine safety, environmental protection and national defense missions. NSCs are 418 feet long with a top speed of 28 knots, a range of 12,000 miles, an endurance of 60 days and a crew of 120. https://seapowermagazine.org/ingalls-shipbuilding-successfully-completes-builders-trials-for-stone/

MARCUS WEISGERBER Officials are mum, so here's a roundup of clues. Among the big questions surrounding the secret U.S. Air Force fighter-jet demonstrator revealed this week is: who built it? Will Roper, the head of Air Force acquisition, declined to say much about the new plane, other than it has actually flown, that some of the plane's systems have been flight-tested, and that it was designed and built using digital engineering. So let's look at some clues, starting with a likely predecessor to the Next Generation Air Dominance project that produced the new demonstrator. In January 2015, Frank Kendall, then defense undersecretary for acquisition, technology and logistics, told the House Armed Services Committee about a DARPA-led project that was developing new planes and engine technology for the Air Force and Navy. “The intent is to develop prototypes for the next generation of air-dominance platforms — X-plane programs, if you will," Kendall said. Dubbed the Aerospace Innovation Initiative, the project aimed to “develop the technologies and address the risks associated with the air dominance platforms that will follow the F-35, as well as other advanced aeronautical challenges.” Roper wouldn't say whether the NGAD and AII projects are linked, but they sound quite similar. He instead said that he disclosed the plane's existence, in part, to encourage companies to invest more in digital engineering. "The obvious candidates for the NGAD prototype are Boeing, Lockheed Martin and Northrop Grumman, though General Atomics might be a possible designer—but that's a long-shot," Byron Callan, an analyst with Capital Alpha Partners, wrote in a Tuesday note to clients. "Textron's Scorpion program had recently proven that in one year's time, it could take a new clean sheet design to flight, but we doubt it's been able to elevate this skill to combat aircraft." The plane's engine, Callan wrote, was built by either GE or Raytheon Technologies' Pratt & Whitney. Here's the case for why each of the following companies could have built the new NGAD fighter. Boeing The Chicago-based aerospace giant already knows a lot about digital engineering, having partnered with Sweden's Saab to design and build their T-7A training jet in less than a year, near-lightspeed by U.S. military standards. Air Force officials have gushed about the T-7A, which beat out two other planes, the Lockheed Martin T-50 and Leonardo T-100, that were already being used by foreign air forces. The Boeing plane has a mission computer that can run third-party software and apps, allowing for easy updates. It is also designed for quick assembly: it takes just 15 minutes to assemble the forward and aft fuselages, compared with some 24 hours to assemble a F/A-18 Super Hornet fuselage, according to Leanne Caret, the CEO of Boeing Defense. Northrop Grumman It often gets overlooked that Northrop owns Scaled Composites — the Burt Rutan-founded, XPrize-winning design shop behind SpaceShipOne, the first aircraft to carry private citizens into space. Like Boeing, Northrop's Scaled built a plane from scratch for the Air Force's pilot training jet contest, but in the end didn't submit a bid. Northrop has seen an uptick in classified Pentagon work in recent years. It's been presumed that a sizable portion of that cash has gone to build B-21 stealth bombers, whose existence has been disclosed but are being built in secret. It's conceivable that some of the classified cash flowing into the company's Aeronautical Systems business is for the NGAD test aircraft. Northrop is also building the Ground Based Strategic Deterrent, the new intercontinental ballistic missiles that will replace the Cold War Minuteman III, using the same digital design technology often touted by Roper. Lockheed Martin The company's Advanced Development Programs division — far better known as the Skunk Works — has long developed super-advanced, super-secret planes for the U.S. military, including the famed U-2 and SR-71 spy planes and the F-117 ground-attack jet. They also built the F-22 Raptor and F-35 Joint Strike Fighter. “ADP seems pretty busy across a number of fronts, but also...looking at the Digital Century Series and also looking at where the services are going to go in terms of sixth-gen and next-gen aircraft,” said Michele Evans, who leads Lockheed Martin Aeronautics and its Skunk Works operation, last week. Evans also touted Stardrive, a Lockheed effort to incorporate more commercial technology and practices into its manufacturing. “Think of model-based systems engineering, think about factory of the future, software development in terms of containerization technologies like Kubernetes, and agile [software] and then even into sustainment in terms of how we use data analytics and AI,” she said. “I think the technologies are just going to provide tremendous opportunities to speed up the development in the delivery of platforms going forward.” Someone else The most intriguing possibility is that the new jet may not be the product of one of the defense giants at all. There is evidence that the digital-design tools that Roper touted are allowing smaller upstarts to enter markets once reserved for only a few established contractors. In July, for example, an Air Force solicitation for proposals for drones to accompany manned jets drew 18 entries. “It shows there's a lot of interest from very large [companies], which you would expect, to very small,” Gen. Arnold Bunch, the head of Air Force Materiel Command, said in a Wednesday videoconference call with reporters. “I actually believe as we do the digital campaign and we look at doing digital engineering, it will actually open the door to more people to be able to participate that may not have before.” https://www.defenseone.com/business/2020/09/who-secretly-building-usafs-new-fighter/168541/

Andrew Eversden WASHINGTON — The U.S. Air Force will soon announce that the service can update an aircraft's software while in flight, the Air Force's chief software officer said Tuesday. Nicolas Chaillan, the service's software czar, hinted at the announcement during a wide-ranging interview on a webcast hosted by C4ISRNET, but he declined to share which aircraft could handle the upgrade before the formal announcement is made. The update is part of a larger push by the Air Force to modernize its software practices. However, Chaillan described the news as a “gamechanger” and offered insight into the challenges associated with updating software during flights. “We need to decouple the flight controls, the [open mission systems], all the air worthiness piece of the software from the rest of the mission [and] capability of [that] software so we can update those more frequently without disrupting or putting lives at risk when it comes to the flying piece of the jet or the system,” Chaillan said. A formal announcement could follow in coming days. The Air Force is embracing agile development and DevSecOps in several of its programs to accelerate development time and deploy tools faster. Critical to this effort has been two Air Force environments — Cloud One and Platform One. Platform One, which was recently deemed an enterprise solution by the Department of Defense, is a software development platform that hosts a broad range of DoD components, including the Joint Artificial Intelligence Center. The JAIC moved to the Air Force platform as it awaits the results of an ongoing court battle between Amazon Web Services and Microsoft over the Joint Enterprise Defense Infrastructure, or JEDI cloud. Chaillan said the F-35 program is also planning to move to Platform One soon. He added that he wants the platform to serve as a “software factory as a service.” In the next 12 to 18 months, Chaillan said that he sees the service continuing to add artificial intelligence and machine learning into its systems at scale. Both Cloud One and Platform One will be critical to the development of those systems. Cloud One, a multi-cloud environment with Microsoft and AWS, will also be looking to add new vendors “down the road,” Chaillan said. The Air Force's decision to go the multi-award route over the single award structure like JEDI made sense because of the advancement of cloud technology taken by the Air Force, Chaillan said. “When JEDI started, it did make sense to have a single award because cloud is very hard and very complex and it did makes sense to start there. Would I do that now? Probably not. I think technology changed,” Chaillan said. https://www.c4isrnet.com/battlefield-tech/it-networks/2020/09/15/updating-software-in-flight-the-air-force-may-be-close/

Mark Pomerleau WASHINGTON — While the Air Force's new information warfare command has reached its full operational capability less than a year after it was created, leaders still have work to do to fully integrate its combined capabilities in a mature fashion. That assessment comes from Brig. Gen. Bradley Pyburn, deputy commander of 16th Air Force, who on Tuesday laid out a three-pronged criteria — deconfliction, synchronization and integration — for assessing the command's maturity during a virtual event hosted by AFCEA's Alamo chapter. The command combines what was previously known as 24th and 25th Air Force, placing cyber, intelligence, surveillance and reconnaissance, electronic warfare and weather capabilities under a single commander. The first category Pyburn coined is deconfliction, which essentially means “do no harm.” Pyburn described the need to have situational awareness of the battlespace and understand what friendly and enemy forces are where, what authorities exist, what targets forces are looking at and what capabilities they have. The second phase of maturity is synchronization, which involves aligning all the capabilities and actions in the battlespace. Pyburn said if the command adds activity A to activity B and C, it will end up with a greater result, because it can change the timing and tempo of how the effects are delivered for maximum impact. Lastly, Pyburn described integration as the most mature aspect of where 16th Air Force currently is. This involves baking in planning, assessment, command and control, all the desperate effects and operations from the beginning. This is where the command really begins to break down all the stovepipes that previously existed with all these capabilities, a key reason for integrating and creating the new organization. “From a maturity perspective, where do I think 16th Air Force is? We're probably somewhere between deconfliction and synchronization. We've got some examples of where we approach integration but I think it's healthy we understand where we're at today and where we want to go forward in the future,” Pyburn explained. The command has created what Pyburn called a J9 to help with assessing maturity. The J9 would be plugged into real world events and exercises to help with those self assessments. In a generic example, Pyburn outlined what full maturity integration would look like. A mission partner requests support, which could be in the form of air domain awareness, finding particular targets or threats or ISR assistance. 16th Air Force, in turn, would be able to link that request with other needs, either in the same geographic area or in other areas of operations, pioneering what its top officials describe as a “problem-centric approach,” which aims to look at the specific problems the commands they support are looking to solve and starting from there. “[In] our problem centric approach, as we look to generate insights across all of our 16th Air Force capabilities, what we may find is that particular problem set is linked to other problem sets and we're able to focus on the root cause of the problem,” Pyburn said. Based on a raft of authorities from cyberspace to intelligence collection as well as the relationships built through other communities and organizations, 16th Air Force can look at the root cause of a problem and build from there. “We can build a community of interest, we can start to put mission partners together into [an] operational planning team and we can not only generate better insights against that root cause, we can start to look at how we can layer in effects at speed and at scale across all domains of warfare and give the options to the combatant commander and the mission partner as the authorities to go after that adversary,” Pyburn said. Pyburn also offered insight into the command structure of 16th Air Force, which has his deputy commander job along with a vice commander role. That latter job, held by Brig. Gen. David Gaedecke — who previously served as the lead for the Air Force's year long electronic warfare study — does more of the traditional operational, test and evaluation functions. In the deputy commander role, Pyburn said his job is similar to the director of operations. He comes up with the requirements in support of combatant commanders. “Part of it is, I may think I know what I want, but if I don't see what the art of the possible is, it's really hard to know what I want, if that makes sense. It's a little bit of a chicken and egg,” he said. https://www.c4isrnet.com/information-warfare/2020/09/16/the-air-forces-new-information-warfare-command-still-has-work-to-go-to-fully-integrate/