Nouvelles

By: Joe Gould WASHINGTON ― Senate Republicans' proposed $1 trillion coronavirus relief package includes at least $7 billion for weapons programs, part of $29 billion for defense overall. The 177-page draft appropriations legislation unveiled Monday would include funding for military helicopters, aircraft, ships and missile defense systems. The bill also includes $11 billion to reimburse defense contractors for coronavirus-related expenses, as authorized by Section 3610 of the CARES Act. Defense firms and trade associations have lobbied for the funding, fearing the Pentagon would otherwise have to tap modernization and readiness accounts. The legislation's release marks the end of weeks of wrangling between the White House and congressional Republicans, who are still divided over its price tag. It also kicks off the start of formal negotiations with Democrats. “The American people need more help. They need it to be comprehensive. And they need it to be carefully tailored to this crossroads,” Senate Majority Leader Mitch McConnell, R-Ky., said on the Senate floor Monday. The inclusion of defense spending, which Republicans have reportedly touted as essential for the economy and national defense, was just one aspect criticized by Senate Appropriations Committee Vice Chairman Patrick Leahy, D-Vt., who said the overall package was inadequate to protect Americans “If all of this were not bad enough, the bill contains billions of dollars for programs unrelated to the coronavirus, including over $8 billion for what appears to be a wish-list from the Department of Defense for manufacturing of planes, ships, and other weapons systems,” Leahy said in a statement. The pandemic has created weapons program slowdowns, temporary factory closures and cash flow problems, particularly for smaller firms. The Pentagon was been working in close communication to respond to the problems, largely by making billions of dollars in advance payments to contractors. Congress previously sent the Defense Department $10.5 billion under the CARES Act. Defense primes Boeing and Lockheed Martin appear to be the major beneficiaries of procurement dollars in the proposed bill. The bill includes more than $1 billion for Boeing P-8A Poseidon maritime patrol planes for the Navy. The Air Force would receive $686 million for additional Lockheed F–35A jets, $720 million for Lockheed C–130Js and $650 million for A–10 wing replacements―which Boeing is contracted to perform. Shipbuilding funds include $1.45 billion for four expeditionary medical ships, $260 million for one expeditionary fast transport ship, with $250 million for for amphibious shipbuilding and $250 for the surface combatant supplier base program. The Army would receive $375 million more to upgrade the Double V-Hull Strykers and $283 million for new AH–64 Apache Block IIIB helicopters. The bill would boost missile defense accounts, with more than $300 million for the the Lockheed Martin-made Terminal High Altitude Area Defense (THAAD) program and its Raytheon-made AN/TPY-2 radar. Another $200 million would be to extend the life of the Ground-Based Midcourse Defense (GMD) system, for which Boeing is the prime contractor. https://www.defensenews.com/congress/2020/07/27/gop-coronavirus-bill-includes-at-least-7-billion-for-weapons-programs/

Thales annonce l'entrée en production à Limours (Essonne) du premier radar Ground Fire destiné notamment à être intégré au système Sol-Air de Moyenne Portée Terrestre de Nouvelle Génération (SAMP/T NG) de l'Armée de l'air française. « Ce radar multifonctions entièrement numérique et muni de capacités anti-aériennes et anti-missiles de pointe, est capable de contrer un large spectre de menaces dont les missiles balistiques », explique le groupe d'électronique de défense. BFM Bourse du 28 juillet 2020

ARMY Vectrus Systems Corp., Colorado Springs, Colorado, was awarded a $529,058,476 modification (P00202) to contract W52P1J-10-C-0062 for Kuwait base operations and security support services. Work will be performed in Camp Arifjan, Kuwait, with an estimated completion date of Sept. 28, 2021. Fiscal 2020 operations and maintenance (Army) funds in the amount of $248,000,000 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity. Leidos Inc., Reston, Virginia, was awarded a $58,487,824 firm-fixed-price contract to ensure suitable time and ceiling are available to meet the requirements of the Automated Installation Entry system. Bids were solicited via the internet with one received. Work locations and funding will be determined with each order, with an estimated completion date of July 27, 2022. U.S. Army Contracting Command, Aberdeen Proving Ground, Maryland, is the contracting activity (W911QY-15-D-0047). SCD.USA Infrared LLC, Melbourne, Florida, was awarded a $17,425,550 firm-fixed-price contract for sustainment support services for the AN/VSQ-6B Vehicle Optics Sensor system. Bids were solicited via the internet with one received. Work locations and funding will be determined with each order, with an estimated completion date of July 27, 2030. U.S. Army Contracting Command, Aberdeen Proving Ground, Maryland, is the contracting activity (W56JSR-20-D-0016). Carahsoft Technology Corp., Reston, Virginia, was awarded a $16,043,475 firm-fixed-price contract for contractor staff augmentation services to migrate the Army Enterprise Systems Integration Program components and Global Combat Support System-Army system. Bids were solicited via the internet with three received. Work will be performed at Fort Belvoir, Virginia, with an estimated completion date of July 26, 2021. Fiscal 2020 operations and maintenance (Army) funds in the amount of $16,043,475 were obligated at the time of the award. U.S. Army Contracting Command, Rock Island Arsenal, Illinois, is the contracting activity (W52P1J-20-F-0432). Owyhee Group Co.,* Boise, Idaho, was awarded a $9,209,263 firm-fixed-price contract for the Army cold weather combat boot. Bids were solicited via the internet with five received. Work will be performed in Boise, Idaho, with an estimated completion date of July 30, 2021. Fiscal 2020 operations and maintenance (Army) funds in the amount of $9,209,263 were obligated at the time of the award. U.S. Army Contracting Command, Aberdeen Proving Ground, Maryland, is the contracting activity (W911QY-20-F-0360). DEFENSE LOGISTICS AGENCY Dynalec Corp. Inc., Sodus, New York, has been awarded an estimated $17,685,523 firm-fixed-price, indefinite-quantity contract for electronic and communication components. This was a sole-source acquisition using justification 10 U.S. Code 2304 (c)(1), as stated in Federal Acquisition Regulation 6.302-1. This is a five-year base contract with three one-year option periods. Location of performance is New York, with a July 24, 2025, performance completion date. Using military service is Navy. Type of appropriation is fiscal 2020 through 2025 defense working capital funds. The contracting activity is the Defense Logistics Agency Land and Maritime, Columbus, Ohio (SPE7LX20D016). (Awarded July 24, 2020) NAVY CBGG JV LLC,* Silver Spring, Maryland, is awarded a $12,982,363 firm-fixed-price contract for trailer procurement Phase II at Marine Corps Base (MCB) Camp Lejeune and Marine Corps Air Station (MCAS) Cherry Point, North Carolina. Work will be performed in Jacksonville and Havelock, North Carolina. The work to be performed provides for the procurement, delivery and set-up of 75 interim relocatable facilities, with 62 to be located at MCB Camp Lejeune and 13 to be located at MCAS Cherry Point. The new facilities will include administrative, classroom trailers, post office, medical aid station, computer lab, chapel and fire station. Work is expected to be completed by November 2020. Fiscal 2020 procurement (Marine Corps) contract funds in the amount of $12,982,363 are obligated on this award, of which $11,200,000 will expire at the end of the current fiscal year. This contract was competitively procured via the beta.SAM.gov website and 13 proposals were received. The Naval Facilities Engineering Command Atlantic, Norfolk, Virginia, is the contracting activity (N62470-20-C-0008). *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2289819/source/GovDelivery/

Tommy Sowers This month, thousands of units across all branches of the U.S. military will execute a change of command. New commanders will seek to set priorities for their command and leave their mark. However, commanders are asked to do something new: innovate. From the National Defense Strategy to the Army Operating Concept that states innovation “is critical” and defined as “the result of critical and creative thinking and the conversion of new ideas into valued outcomes,” why the military must innovate is doctrine. Yet, there is no playbook for how to innovate. Until now. For the past two years, an Air Force wing built an innovation playbook — leadership, buy-in, experimentation and speed. Leadership In July 2018, Col. Donn Yates took command of the 4th Fighter Wing. An intellectual and warrior, he wanted, and was directed, to be more innovative. He knew that the challenges he and the Air Force would face in the future — from fighting when satellite communications capabilities were down, to using data to predict parts failure, to using social media to communicate during a hurricane — were new, with no available checklist and playbook. He set out to develop one and make innovation a priority. A few weeks after taking command, he hosted me to discuss innovation. As the southeast regional director for the Defense Department's National Security Innovation Network, I helped lead the department's innovation efforts across the region. NSIN's mission is to help commanders innovate by tapping into new networks of innovators in the venture technology and academic space to deliver solutions. As a former Green Beret, venture-backed startup CEO and professor at Duke University, I speak the languages of these three different communities. Buy-in He immediately requested one of our programs — a Design Bootcamp — bringing professors from University of California, Berkley to train his innovation team in design thinking. The concepts are different than military thinking — talk with end users to understand their problems; create minimal viable products, or MVP, to solve their problems; test those MVPs and collect data; and use that data to develop better solutions quickly. Col. Yates had the teams work a problem that bedevils commanders across Air Force bases — the long wait times at the pharmacy. The trainers broke the 28 trainees into four-person teams, who camped out at the pharmacy interviewing pharmacists, staff, airmen and retirees. At the end of the week, the teams proposed solutions, from self-serve kiosks to mobile clinics to text notifications. Six months later, pharmacy wait times were down more than 50 percent and those trained teams could apply the same thinking to other problems. Experimentation with new problem solvers New ways of thinking are just the start. Moving from idea to an actual product that the military can use is difficult. While our military hardware remains the best in the world, the software running our military is woefully inadequate. As the chair of the Defense Innovation Board and former Google CEO Eric Schmidt stated: “The DoD violates pretty much every rule in modern product development.” And with virtually no positions for app developers and data scientists within any Department of Defense operational unit, getting solutions means tapping into new communities of problem solvers. Seymour Johnson Air Force Base sits 35 miles from the Research Triangle, one of the leading startup centers in the nation and host to 50,000 students. Could we tap into these problem solvers for a limited tour of duty to build solutions and serve their country? One of NSIN's programs is a university course called Hacking for Defense, or H4D. Delivered at Duke and universities across the nation, H4D teaches teams of students to build a startup to solve a DoD problem. Col. Yates' wing sponsored multiple H4D problems — from using data to predict F-15 part failure to developing new procedures to allow distributed forces to communicate in a SATCOM-denied environment, to an app for optimizing Reserve drill weekends. Working with new problem solvers takes tolerance and openness to new ideas. These teams, beginning with little knowledge of the military, ask first-principle questions. Yet, after 100-plus end-user interviews and working through multiple prototypes, these students become world experts on the specific problems and the likely solutions. Many go on to join the DoD. NSIN is now putting problems in H4D, tech fellowships called X-Force and courses at universities around the nation. These programs use product teams to craft better social media strategies, data dashboards and apps to fill critical needs. (If you are military and need solutions now, you can submit your problem here.) Speed The most important attribute in a venture-backed startup is speed. So, too, for the modern military. In testimony, a former undersecretary of defense stated: “Innovation will remain important always, but speed becomes the differentiating factor.” Two years of command can fly by. Unless new commanders make innovation not only a priority but also commit to do something now, the deployments, requirements and taskings of running any military unit will subsume any desire to innovate. A month after our first meet, Col. Yates brought 30 airmen to Duke to hear from entrepreneurs and academics. The next month, he sent a half-dozen leaders to learn how to work with university teams and carved out the training time for the Design Bootcamp. The following year, he sponsored two H4D teams and an X-Force fellow. This year, we've seen four H4D teams, more X-Force product teams and another boot camp. None were perfect. All could have been delayed. But the 4th Fighter Wing prioritized speed and innovation. The innovation playbook The military knows why it must innovate. The next conflicts will require not only the best hardware, but also a force that rapidly converts new thinking to outcomes; a force that can tap into the wealth of talent in America that will never wear a uniform but want to apply their entrepreneurial and technical skills to solve national security problems. The how — the things new commanders must do to innovate — has been opaque. Now, with the leadership, buy-in, experimentation and speed of the 4th Fighter Wing as an example, there is an innovation playbook. https://www.c4isrnet.com/opinion/commentary/2020/07/27/we-know-why-innovation-is-important-heres-how-to-do-it/

By: Jen Judson WASHINGTON — The U.S. Army plans to conduct a few fly-offs to test possible long-range precision munitions for its fleet of future helicopters, according to the chief of operations in charge of the service's Future Vertical Lift modernization efforts. While the Army has picked Israeli company Rafael's Spike Non-Line-of-Sight missile as an interim solution to deliver long-range lethality from its current and future helicopter fleets, it is also in the market for other options. “The Army has not committed yet to a form factor of long-range precision munitions. If it's Spike, or something else, we have time to work with that. We have time to do one fly-off or more” over the next few years to inform requirements, Col. Matthew Isaacson told reporters during a July 24 briefing. The service is molding a future fleet for the early 2030s, acquiring two manned helicopters, a tactical unmanned aircraft system, air-launched effects, and long-range precision munitions that will be networked together on the battlefield using a common digital, modular, open-system architecture. The Army extensively demonstrated Spike on both foreign and American AH-64 Apache attack helicopters, which led to the decision to buy some to tie the service over until it can assess other capabilities and better refine requirements before developing a permanent solution. The service fired the Spike NLOS missile from AH-64s in Israel and at Yuma Proving Ground, Arizona, last year. Defense News was present for one of six multidomain operations-relevant shots fired from an “E” model Apache at Yuma in August 2019. Isaacson says there are a number of vendors with capabilities that could meet the future need. The Army will need to finalize a preliminary design review across the board for assets within its future fleet in the 2023 time frame, so Isaacson said the Army has roughly three years to work with industry to settle on a capability and ensure it is interoperable with platforms “that are still somewhat on the drawing table,” something he said will be challenging. “We are looking at getting outside of the range of our pacing threats,” he said. The Army is “pleased” with Spike's beyond 30-kilometer range, he added, “so any competitor in any future fly-off will have to demonstrate that they can do very similar and get at a long range in a timely manner after our pacing threats.” Isaacson indicated the Army will likely work through cooperative research and development agreements among other means to demonstrate long-range precision munition capabilities at small venues. Then the munitions would be put to the test with soldiers at the brigade level, followed by higher-level demonstrations at venues like the Joint Warfighting Assessment, to inform requirements, he added. https://www.defensenews.com/land/2020/07/24/army-plans-for-airborne-long-range-missile-fly-offs-for-future-helicopters/

Arnaud Danjean, spécialiste des questions de défense et de sécurité, député européen, accorde un entretien à L'Opinion. Il déplore : «Au niveau de l'Union européenne (UE), la défense devait être à la fois une nouveauté et une priorité. La nouveauté subsiste dans le projet de budget, approuvé le 21 juillet par le Conseil européen, mais on ne peut plus parler de priorité». Concernant le Fonds Européen de Défense (FED), M. Danjean souligne : «C'est d'abord un outil pour l'industrie et la recherche» or «il devait être pourvu à hauteur de 13 milliards et le sera de 7 milliards». De plus «la mise en œuvre du FED n'est pas finalisée et fera l'objet de règlements. Plutôt que de se concentrer sur deux ou trois projets structurants, on risque d'être dans une logique de saupoudrage et de redistribution», avertit le député. L'Opinion du 28 juillet

DEFENSE LOGISTICS AGENCY General Electric Aviation, Cincinnati, Ohio, has been awarded an estimated $259,403,817 modification (P00051) exercising the three-year option period of an eight-year base contract (SPE4AX-15-D-9412) with one three-year option period for supplies related to airplane engine platform support. This modification brings the total cumulative face value of the contract to $892,596,638 from $633,192,821. This is a firm-fixed-price, requirements-type contract. Location of performance is Ohio, with a May 31, 2023, performance completion date. Using customers are Air Force, Navy and Foreign Military Sales partner countries. Type of appropriation is fiscal 2020 through 2023 defense working capital funds and Foreign Military Sales funds. The contracting activity is the Defense Logistics Agency Aviation, Richmond, Virginia (SPE4AX-15-D-9412). EFW Inc., Fort Worth, Texas, has been awarded a maximum $11,999,844 firm-fixed-price contract for Bradley Fighting Vehicle controller grip assemblies. This was a sole-source acquisition using justification 10 U.S. Code 2304 (c)(1), as stated in Federal Acquisition Regulation 6.302-1. This is a three-year contract with no option periods. Location of performance is Texas, with a July 31, 2023, performance completion date. Using military service is Army. Type of appropriation is fiscal 2020 through 2023 defense working capital funds. The contracting activity is the Defense Logistics Agency Land and Maritime, Warren, Michigan (SPRDL1-20-D-0020). Curtiss-Wright Defense Systems, Santa Clarita, California, has been awarded a maximum $7,532,963 firm-fixed-price contract for an advanced mission management system in support of the MQ4-C Triton aircraft program. This was a sole-source acquisition using Justification 10 U.S. Code 2304 (c)(1), as stated in Federal Acquisition Regulation 6.302-1. This is a 19-month contract with no option periods. Location of performance is California, with a Feb. 28, 2022, performance completion date. Using military service is Navy. Type of appropriation is fiscal 2020 Navy operations, maintenance and procurement funds. The contracting activity is the Defense Logistics Agency Aviation, Philadelphia, Pennsylvania (SPRPA1-20-C-K019). NAVY RQ-DPR JV, Carlsbad, California, is awarded a $143,587,704 firm-fixed-price contract for the construction of Hurricane Florence Recovery Package 2, Headquarters, located at Marine Corps Base Camp Lejeune, North Carolina. The contract also contains 45 unexercised planned modifications and 19 unexercised options, which if exercised will increase the cumulative contract value to $178,308,510. Work will be performed in Camp Lejeune, North Carolina. This contract provides replacements for buildings damaged during Hurricane Florence. The construction is divided into eight separate projects encompassing the following areas: Combat Logistics Battalion Headquarters Facilities; 2nd Marine Division Tank Battalion and Company Headquarters and Armory; Regimental Headquarters, 2nd Marine Division; 1/8 Battalion Headquarters; 24th and 26th Marine Expeditionary Unit Headquarters; 2nd Marine Division Transportation Support Battalion Headquarters; Environmental Management Division; and Marine Corps Advisor Battalion Headquarters. Work is expected to be completed by March 2025. Fiscal 2019 military construction (Marine Corps) contract funds in the amount of $120,616,899; and fiscal 2020 military construction (Marine Corps) contract funds in the amount of $22,970,805 are obligated on this award and will not expire at the end of the current fiscal year. This contract was competitively procured via the beta.SAM.gov website, and 13 proposals were received. The Naval Facilities Engineering Command Mid-Atlantic, Norfolk, Virginia, is the contracting activity (N40085-20-C-0044). Archer Western Construction, Tampa, Florida, is awarded an $117,995,000 firm-fixed-price contract for the construction of Hurricane Florence Recovery Package 4, Bridges, located in Marine Corps Base Camp Lejeune, North Carolina. Work will be performed in Camp Lejeune, North Carolina. This contract provides replacements for bridges damaged during Hurricane Florence. The construction is divided into two separate projects encompassing a moveable bridge across the Intracoastal Waterway, the White Oak River and Queens Creek Trestles. Work is expected to be completed by March 2025. Fiscal 2019 military construction (Marine Corps) contract funds in the amount of $117,995,000 are obligated on this award and will not expire at the end of the current fiscal year. This contract was competitively procured via the beta.SAM.gov website, and six proposals were received. The Naval Facilities Engineering Command Mid-Atlantic, Norfolk, Virginia, is the contracting activity (N40085-20-C-8505). American Petroleum Tankers LLC, Blue Bell, Pennsylvania, is awarded a $26,462,500 firm-fixed-price contract with reimbursable elements for the U.S. Flagged, West Coast, Jones Act tanker vessel M/T Empire State. This contract includes one 12-month firm period, three one-year options and one 11-month option period, which if exercised will bring the cumulative value of this contract to $190,364,159. Work will be performed worldwide, and is expected to be completed by July 2025. Transportation Working Capital Funds in the amount of $26,462,500 are obligated for fiscal 2020 and fiscal 2021, and will expire at the end of the fiscal 2021. This contract was competitively procured with proposals solicited via the Federal Business Opportunities website, and two offers were received. The U.S. Navy's Military Sealift Command, Norfolk, Virginia, is the contracting activity (N32205-20-C-4105). Analysis, Computing & Engineering Solutions Inc., Columbia, Maryland, is awarded a $19,062,904 cost-plus-fixed-fee contract for Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) Systems design and development. This contract includes options which, if exercised, will bring the cumulative value of this contract to $100,273,144. Work will be performed in Washington, D.C. The services to be acquired consist of continuing advanced research and development for scientific, technical and engineering efforts associated with the development and integration of C4ISR systems. Work is expected to be completed by July 2025. Fiscal 2020 Working Capital Funds (Navy) in the amount of $2,395,802; and fiscal 2020 research, development, test and evaluation (Navy) in the amount of $150,000 will be obligated at time of award and will not expire at the end of the current fiscal year. This contract was competitively procured and three offers were received via Federal Business Opportunities (FedBizOpps). This contract was a negotiated acquisition under the authority of Title 10 U.S. Code 2304(b)(2), as stated in Federal Acquisition Regulation 6.203. The U.S. Naval Research Laboratory, Washington, D.C., is the contracting activity (N00173-20-C-6002). Deloitte Consulting, Arlington, Virginia, is awarded a $13,296,822 cost-plus-fixed-fee contract for complete engineering changes to the Order to Payment System (OTPS), also known as NEST. The objective of this contract is to enable effective management of the current Next Generation Enterprise Network contracts, as well as to obtain the full range of systems engineering, software engineering, project management, integration and application sustainment services to assist and support the Navy's Program Executive Office Digital and Enterprise Services to complete OPTS/NEST engineering changes. The three option periods, if exercised, will bring the cumulative value of this contract to an estimated $49,158,628. Work will be performed in Arlington, Virginia, and is expected to be completed by January 2024 if all options are exercised. $3,486,500 in fiscal 2020 operation and maintenance (Navy); and $5,456,500 in fiscal 2020 research, development, test and evaluation (Navy) funding will be applied to this contract after contract award. $3,486,500 of the obligated funds would have expired at the end of the current fiscal year if this award had not been made. This contract was not competitively procured because it is a sole source acquisition pursuant to the authority of 10 U.S. Code 2304(c)(1). There is only one responsible source under the Federal Acquisition Regulation subpart 6.302-1. The Naval Information Warfare Systems Command, San Diego, California, is the contracting activity (N00039-20-C-0011). Oceanetics Inc., doing business as Truston Technologies,* Annapolis, Maryland, is awarded a $11,811,782 firm-fixed-price contract for the detailed design, fabrication and installation of a waterside security barrier (WSB) system at three commercial shipyards located in San Diego Bay: General Dynamics (National Steel and Shipbuilding Co.), BAE Systems Inc. and Huntington-Ingalls Industries. The effort will also include the training of personnel on the maintenance and operation of the WSB system and an initial suite of spares and repair parts. Work will be performed in Welch, West Virginia (75%); San Diego, California, (20%); and Annapolis, Maryland (5%). The new WSB will meet force protection requirements and allow for the cessation of manned security patrols. Work is expected to be completed by February 2022. Fiscal 2018 other procurement (Navy) funding in the amount of $11,811,782 will be obligated at time of award and will expire at the end of the current fiscal year. This contract was competitively procured via the Federal Business Opportunities website, and three offers were received. The Naval Sea Systems Command, Washington, D.C., is the contracting activity (N00024-20-C-6303). DRS Laurel Technologies, Johnstown, Pennsylvania, is awarded a $10,048,979 firm-fixed-price modification to previously awarded contract N00024-15-C-5228 to exercise options for the production of Cooperative Engagement Capability (CEC) AN/USG-3B equipment sets and installation and checkout replacement components. Work will be performed in Largo, Florida (60%); Johnstown, Pennsylvania (30%); and Menlo Park, California (10%). The CEC is a sensor netting system that significantly improves battle force capability by extracting and distributing sensor-derived information, such as the superset of data that is available to all participating CEC units. The CEC also improves overall situational awareness by enabling longer range, cooperative, multiple, or layered engagement strategies. Work is expected to be completed by January 2022. Fiscal 2020 aircraft procurement (Navy); fiscal 2020 other procurement (Navy); fiscal 2019 procurement Marine Corps; and fiscal 2018 shipbuilding and conversion (Navy) funding in the amount of $10,048,979 will be obligated at the time of award, and will not expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington, D.C., is the contracting activity. Vigor Marine LLC, Portland, Oregon, is awarded a $10,000,000 modification to previously awarded contract N00024-19-C-4447 to support USS Chosin (CG 65) extended dry-docking selected restricted availability. Work will be performed in Seattle, Washington. This modification will provide docking and pier-side services to USS Chosin (CG 65) during the performance of the extended availability at Vigor Shipyard, Seattle, Washington. The contract will include all necessary docking and pier-side services, labor, material and equipment deemed necessary to support the performance of depot level repairs. Work is expected to be completed by October 2021. Fiscal 2020 other procurement (Navy) funding in the amount of $5,454,170 will be obligated at the time of award and will not expire at the end of the current fiscal year. Fiscal 2020 operations and maintenance (Navy) funding in the amount of $4,545,830 will be obligated at the time of award and will expire at the end of the current fiscal year. The Puget Sound Naval Shipyard and Intermediate Maintenance Facility, Bremerton, Washington, is the contracting activity. ARMY Airfield Contracting,* Columbus, Ohio, was awarded a $21,456,750 firm-fixed-price contract to repair airfield drainage at Laughlin Air Force Base. Bids were solicited via the internet with three received. Work will be performed in at Laughlin Air Force Base, Texas, with an estimated completion date of March 26, 2021. Fiscal 2020 operations and maintenance (Air Force) funds in the amount of $21,456,750 were obligated at the time of the award. U.S. Army Corps of Engineers, Fort Worth, Texas, is the contracting activity (W9126G-20-C-0026). Government Marketing and Procurement LLC,* Wimberley, Texas, was awarded an $18,000,000 modification (P00005) to contract W912DY-18-D-0024 for Vocera wireless hands-free communications systems and supporting hardware/software infrastructure. Work will be performed in Wimberley, Texas, with an estimated completion date of Aug. 1, 2023. Fiscal 2020 Defense Health Program funds in the amount of $18,000,000 were obligated at the time of the award. U.S. Army Corps of Engineers, Huntsville, Alabama, is the contracting activity. AIR FORCE Kearney & Company P.C., Alexandria, Virginia, has been awarded an $11,119,320 firm-fixed-price modification (P00011) to contract FA7014-18-F-1022 for advisory and assistance support. This modification exercises Option Year Two that continues support for Total Force analysis to include capability and capacity analysis of Air Force mission areas; linking results to the strategy, planning, and programming process; performing planning, programming, and budgeting study excursions; analytically supporting Total Force initiatives, strategy review and assessment, and planning support. Work will be performed in Washington, D.C., and if all options are exercised, work is expected to be completed July 31, 2023. This award is the result of a competitive acquisition with one offer received. Fiscal 2020 operations and maintenance funds in the amount of $5,399,055 are being obligated at the time of award. The Air Force District of Washington Contracting Directorate, Joint Base Andrews, Maryland, is the contracting activity. *Small Business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2287902/source/GovDelivery/

Industry sources say the Army shouldn't enter its own in-house design team in the race to replace the M2 Bradley. Top Army officials told us why it would work. By SYDNEY J. FREEDBERG JR.on July 24, 2020 at 7:00 AM WASHINGTON: Is fourth time the charm? After three failed attempts to replace the Reagan-era M2 Bradley troop carrier with better tech for modern warfare, the Army has a bold new strategy – one that could include a government design team competing head-to-head against contractors. The draft Request For Proposals (RFP), released Friday, raised some eyebrows in industry. But in an exclusive interview with Breaking Defense, Army officials told me a government team should stimulate, not stifle, much-needed innovation and competition. “We recognize that this does generate some concerns about potential organizational conflicts of interest,” said James Schirmer, the Deputy Program Executive Officer for Ground Combat Systems. “We certainly take those seriously.” The potential government team is now developing a formal “Organizational Conflict of Interest Mitigation Plan,” creating organizational firewalls so the Army team can't influence the requirements or selection process, Schirmer told me. If that plan doesn't pass muster with Army lawyers, he said bluntly, “then we would be prohibited from awarding a contract to the government team.” “To my knowledge, there's not a direct example of something similar occurring,” Schirmer agreed. But armored combat vehicles are a uniquely military design problem with few equivalents in the commercial world. “If you look at small arms, while we do have expertise in-house, there's a commercial industry that is very, very similar to the small arms that we're procuring for the military,” Schirmer told me. “If you look at aviation, while there's obviously some very important differences with military aircraft versus civilian ones, there's an awful lot of similarities.” “On the combat vehicle side, they're aren't as many similarities,” he said. “The engines that we use in commercial trucking can't survive under armor without cooling.... Our suspension systems are not unlike some commercial construction equipment, but we drive our vehicles at much higher speeds and are generally much heavier.” Meanwhile, Army scientists and engineers have spent decades studying everything from engines to armaments, from automated targeting systems to complete concepts for new vehicles. “We've got government folks that are really experts on combat vehicles and have good ideas,” Schirmer told me. “This phase primarily is generating ideas... potentially some innovation from inside our own halls.” That said, Schirmer didn't rule out the possibility that a government team might compete in later phases of the program – not just in developing “preliminary digital designs,” the subject of the draft RFP, but potentially in building a physical prototype vehicle as well. Actual mass production, however, would definitely be up to the private sector. “The government's got the ability to build prototypes,” he said. “The challenge would be the transition from an EMD [Engineering & Manufacturing Development]-like prototype into a production asset. That's something, typically, the government has not done.” So, he said, “the government team might need some help in that phase.” A government team might need help crafting a sufficiently detailed design that a contractor could actually build a working vehicle from it. Conversely, the manufacture would have to set up their supply chain and production line without the benefit of having done a prototype beforehand. “We'd have to figure out how we do that if the government were to continue as a competitor,” Schirmer said. “But to be honest, we have not thought beyond this phase” in any detail. Remember, the Army's still seeking industry feedback on the draft RFP; it has until next year to revise and finalize it. So at this point, it's not certain that a government team will even enter the current phase of the competition, let alone win a contract to develop the preliminary digital design. “We have room to award up to five contracts,” Schirmer said. “Even if the government team is one of those, there will be four additional contracts for industry.” “There's plenty of room for industry to get in and win,” he said. “I don't think they're going to be at a disadvantage relative to ... the government team.” Industry experts and insiders weren't so sure. Skeptics Speak Out “Let's face some reality first,” said Bill Greenwalt, an acquisition veteran who's worked in both the Pentagon and Congress. “There is no way the Army can effectively mitigate conflict of interest with a government design team, and there is no way that the government team will not have an advantage, through access to information flow within the Army's chain of command not available to the private sector.” After three previous failed attempts to replace the Bradley – FCS, GCV, and the first version of OMFV – the Army rebooted the Optionally Manned Fighting Vehicle program and tried to give industry wide leeway to come up with solutions, instead of prescribing rigid requirements. But with the new mandate for a two-man crew and the proposal for a government design team, Greenwalt lamented, “just when the Army has finally asked industry to come up with a solution rather than dictate it to them, it seems they have signaled what they really want to do is dictate the solution.” “Unfortunately, for decades, the Army has [been] wanting to return to the pre-World War II arsenal system where they controlled everything but were woefully un-innovative,” Greenwalt told me. “Rather than this half measure they should just nationalize the industrial base and get it over with and then see what kind of innovation they come up with.” Two industry sources, who asked to remain anonymous, expressed similar skepticism that the Army's Combat Capabilities Development Center (CCDC) and its subordinate commands, particularly the Ground Vehicle Systems Center (GVSC), can pull this off. “I anticipate the CCDC and its conglomerate of R&D facilities will think they can compete and win,” one industry source told me. “Their design will be exquisite and probably un-manufacturable.” “The CCDC and its R&D teams are under intense pressure from Futures Command to prove their value for the voluminous funding they have received over the last 10 years,” the source continued. “Armaments Center (formerly ARDEC) has the best track record for working with industry on guns, cannons (ERCA) and ammo, but GVSC (formerly TARDEC) has an abysmal record of having any of its technology investment migrating to a fielded platform.” “I'm not in agreement with the Army on the acquisition strategy,” another industry source told me. “They think there are companies that would welcome the government business [to mass-produce a government design]. But I'm always skeptical of a build-to-print proposal when the company doing the production has little invested in the design. The government loses out on innovation and cost in the process, because there is no incentive to improve or advance the product.” Greenwalt put the skeptics' bottom line most bluntly: “Private industry should think long and hard about whether to potentially waste their valuable engineering talent and bid & proposal dollars on such a competition.” Army officials, however, argued that they've set the competition up to let industry participate at minimal risk. “They submit a proposal, and then the government is paying them for their initial design,” said Brig. Gen. Richard Ross Coffman, director of armored vehicle modernization at Army Futures Command. While the final value is still being worked out, each of the up to five contract awards for the next phase should include enough funding for industry to get through Preliminary Design Review (PDR) without having to invest additional money of their own. But what if a company feels it's not competitive without investing its own Independent Research And Development (IRAD), as General Dynamics in particular has already done over the years? “That's a question for industry, [but] that is not the intent of the program,” Coffman told me. “We're trying to reduce risk for industry.” The Army wants a wide range of competitors – definitely from industry, but perhaps in-house as well – to offer the widest possible range of ideas. OMFV could resemble a Bradley rebuilt with the best available 21st century tech, or it could look nothing like a 20th century Infantry Fighting Vehicle at all. “Industry has a choice,” Coffman said. “Industry can use a traditional IFV model... or industry can provide a different manner in which we will transport our infantrymen on the battlefield in the most dangerous places on Earth.” “I think we're going to see a lot of unique solutions to the problem,” he said. The biggest technological innovation the Army's seeking: replacing the three-man crew used in the Bradley – and almost every comparable IFV worldwide – with just two humans assisted by powerful software. Why the Army thinks that's achievable, and why some are skeptical, is the topic for Part II of this story, coming Monday. https://breakingdefense.com/2020/07/should-army-compete-with-industry-on-omfv/

Instead of a traditional three-man crew, Brig. Gen. Coffman told Breaking Defense, “you have two humans with a virtual crew member, [sharing] the functions of gunning, driving, and commanding.” By SYDNEY J. FREEDBERG JR.on July 27, 2020 at 7:00 AM WASHINGTON: Field tests and computer models have convinced the Army that future armored vehicles can fight with just two human crew, assisted by automation, instead of the traditional three or more, the service's armor modernization chief told me. That confidence drove the Army, in its draft Request For Proposals released on the 17th, to require a two-soldier crew for its future Optionally Manned Fighting Vehicle. The OMFV is scheduled to enter service in 2028 to replace the Reagan-era M2 Bradley, which has the traditional trio of commander, gunner, and driver. (Both vehicles can also carry infantry as passengers, and the Army envisions the OMFV being operated by remote control in some situations). The Army has already field-tested Bradleys modified to operate with a two-soldier crew instead of the usual three, said Brig. Gen. Richard Ross Coffman, the director of Army Futures Command's Cross Functional Team for Next Generation Combat Vehicles. “As we speak,” he told me in an interview last week, “we've got those Mission-Enabling Technology Demonstrators, or MET-D, actually maneuvering at Fort Carson, Colorado, as part of the Robotic Combat Vehicle test.” With the benefit of modern automation, Coffman said, those two-soldier crews have proven able to maneuver around obstacles, look out for threats, and engage targets — without being overwhelmed by too many simultaneous demands. “They're doing that both in simulation and real world at Carson right now,” Coffman told me. “You have two humans with a virtual crewmember that will remove cognitive load from the humans and allow the functions of gunning, and driving, and commanding the vehicle to be shared between humans and machines,” Coffman said. “We think that the technology has matured to the point where ...this third virtual crewmember will provide the situational awareness to allow our soldiers to fight effectively.” The defense contractors who would have to build the vehicle – even if a government team designs it – aren't so sure. “A two-man crew will be overwhelmed with decision making, no matter how much AI is added,” one industry source told me. A Persistent Dilemma For at least eight decades, combat vehicle designers have faced a dilemma. A smaller crew allows a smaller vehicle, one that's cheaper, lighter, and harder to hit – and if it is hit, puts fewer lives at risk. But battlefield experience since 1940 has shown that smaller crews are easily overwhelmed by the chaos of combat. Historically, an effective fighting vehicle required a driver solely focused on the path ahead, a gunner solely focused on hitting the current target, and a commander looking in all directions for the next target to attack, threat to avoid, or path to take. (Many vehicles added a dedicated ammunition handler and/or radio operator as well). A “virtual crewmember” could solve this dilemma — but will the technology truly be ready by the late 2020s? The Army actually tackled this question just last year and came to the opposite conclusion. You see, the draft Request For Proposals released last week is the Army's second attempt to launch the OMFV program. In March 2019, the Army issued its original RFP for an Optionally Manned Fighting Vehicle. In most respects, the 2019 RFP was much more demanding than last week's draft: It wanted the vehicle in service two years earlier, in 2026 instead of 2028, and it had such stringent requirements for weight and amor protection that no company managed to meet them, leading the Army to start over. But for all its ambition in other aspects, the 2019 RFP did not mandate a two-person crew; that's a new addition for the 2020 version. It's worth noting that just one company managed to deliver a prototype by the Army's original deadline in 2019: General Dynamics. They built their vehicle to operate with a crew of three – but with the option to go down to two as automation improved. At the same time, the Army started experimenting with Robotic Combat Vehicles that had no human crew aboard at all. The long-term goal is to have a single soldier oversee a whole wolfpack of RCVs, but the current proto-prototypes are operated by remote control, with a crew of two: a gunner/sensor operator and a driver. The Army has been impressed by how well these teleoperated RCVs have performed in field trials. If two soldiers can effectively operate a vehicle they're not even in, might two be enough to operate a manned vehicle as well? The other piece of the experimental RCV unit is the mothership, an M2 Bradley with its passenger cabin converted to hold the teleoperators and their workstations. These modified M2s, called MET-Ds, also operate with just two crewmembers, a gunner and a driver – without a separate commander – and, says Coffman, they've done so successfully in combat scenarios. The Army is not just adding automation to individual vehicles. It's seeking to create combined units of manned and unmanned war machines that share data on threats and targets over a battlefield network, allowing them to work together as a seamless tactical unit that's far more than the sum of its parts. “This [vehicle] will not fight alone, but as part of a platoon, a company, a battalion,” Coffman said. “The shared situational awareness across that formation will transform the way we fight.”