Nouvelles

Huntsville, Ala. – July 8, 2020 – Northrop Grumman Corporation's (NYSE: NOC) Forward Area Air Defense Command and Control (FAAD C2) system has been selected by the U.S. Department of Defense (DOD) as the interim command and control system for future Counter-Small Unmanned Aerial System (C-sUAS) procurements. The decision follows the findings of a service board established by the DOD's Joint Counter-Small Unmanned Aerial Systems (C-sUAS) Office to evaluate and provide an order-of-merit list for “best-of-breed” systems to counter small drones. The down-select board was comprised of representatives from the U.S. Army, Navy, Marine Corps, Air Force and Special Operations Command, and senior representatives from the acquisition, technical, operational and other communities. FAAD C2 will serve as the current joint common C-sUAS C2 platform while an enduring solution is developed. “Our FAAD C2 has been saving lives at Forward Operating Bases and locations around the world since 2005,” said Kenn Todorov, vice president and general manager, combat systems and mission readiness, Northrop Grumman. “FAAD C2 continuously evolves to defend against new threats like small unmanned aerial systems and will continue to be the gold standard for protection of our troops whether stationed at bases or on the move.” FAAD C2 is a battle-proven C2 system, deployed in several theaters of operation for the C-UAS and C-RAM (Counter-Rocket, Artillery and Mortar) missions for its proven performance and flexibility that enables easy integration with available sensors, effectors and warning systems to launch rapid, real-time defense against short range and maneuvering threats. It also has been selected as the C2 system for the Army's Initial Maneuver Short Range Air Defense (IM-SHORAD) platforms. FAAD-C2 is built on the open architecture common to the Northrop Grumman all-domain C4I solution ecosystem and will ultimately converge into the US Army's Integrated Air and Missile Defense Battle Command System (IBCS). Northrop Grumman solves the toughest problems in space, aeronautics, defense and cyberspace to meet the ever evolving needs of our customers worldwide. Our 90,000 employees define possible every day using science, technology and engineering to create and deliver advanced systems, products and services. Media Contact Bridget Slayen 703-556-2224 Bridget.Slayen@ngc.com View source version on Northrop Grumman: https://news.northropgrumman.com/news/releases/northrop-grumman-short-range-air-defense-system-selected-as-command-and-control-for-us-forces-to-counter-aerial-threats

Mark Pomerleau At air bases across Europe, networks are under attack. Malicious hackers have gained access to sensitive systems, information, controls and critical infrastructure. But cyber operators from U.S. Cyber Command, in concert with Five Eyes partners, have been called in to thwart these attempts in real time. This was the main scenario for this year's capstone cyber training exercise put on by Cyber Command, Cyber Flag 20-2. The exercise, which took place June 15-26 and was exclusively defensive in nature, saw more than 500 participants and 17 teams participating from five countries across nine time zones, and it included America's National Guard, the U.S. Energy Department and the Five Eyes alliance — Australia, Britain, Canada, New Zealand and the U.S. Australia, however, did not participate during this iteration. Officials told reporters this week that the purpose of Cyber Flag 20-2 was to continue building the community of defensive cyber operations and to improve the overall capability of the Five Eyes countries to defend against cyber aggressors. The drill involved teams defending IT and operational security networks against a live, opposing force trying to disrupt, deny and degrade the air bases' operations. The networks under attack were industrial control systems simulated to generate network traffic for an aviation fuel farm, power grid, air traffic control radars and electronic access control systems. The attacks came in the form of malware that targeted devices responsible for fuel and power. But the unique aspect of this year's exercise, as C4ISRNET previously reported, was the use of a new remote cyber training tool called the Persistent Cyber Training Environment. PCTE is an online client that allows Cyber Command's cyber warriors, as well as partner nations, to log on from anywhere in the world to conduct individual or collective cyber training as well as mission rehearsal, which to date had not existed for the cyber force as it does for physical troops. The program is run by the Army on behalf of the joint cyber force. The platform not only allowed the exercise to continue as planned amid the coronavirus pandemic, but it enabled collaboration and simultaneous training across the world. A new way to train Officials say PCTE is providing Cyber Command with an entirely new way to train cyber forces, which previously was difficult given a lack of infrastructure and the time needed to set up ranges and scenarios. It also allows Cyber Command and military units to conduct more frequent training. Cyber Flag typically was Cyber Command's largest and only holistic tactical training event, held annually during June. For units, aside from Cyber Flag, there were no other ways to stay sharp on their skills unless they built their own environments. Now, Cyber Command plans to hold more exercises, with Cyber Flag 20-3 occurring in the fall. “The delivery of the Persistent Cyber Training Environment absolutely allows us to increase the frequency and the complexity of exercises that are conducted by the command itself,” Coast Guard Rear Adm. John Mauger, director of exercises and training at Cyber Command, told reporters. “Going forward, I would expect you to see a series of exercises throughout the year where we are reaching out to the different teams to test their capabilities or to focus on specific issues that are of concern or interest to us. “Going forward, we're going to get the benefits of both those distributed exercises along with increasingly complex exercises as PCTE is instantiated across both the secret network and the top-secret network.” Scenarios and environments can be stored, saved, reused and modified if needed in the system for later exercises. Smaller units will also be able to leverage these scenarios to practice whenever needed. The PCTE virtual environment for this year's exercise included 25 interconnected ranges of more than 3,000 virtual machines — a high-fidelity network that simulated and emulated open internet traffic with more than 4,000 static websites that store and share data. The simulated air base networks created in PCTE had fully configured Windows active directory domains with over 100 nodes running more than 10 types of major operating systems, along with 35 simulated user control workstations actively surfing the internet and using Microsoft Office products to access, create and transfer files. Moreover, officials also explained PCTE can be integrated into larger, multi-combatant command-type exercises to simulate the cyber effects, such as Global Lightning and its companion Cyber Lightning. Global Lightning is an annual global exercise run by Strategic Command to test integration across several geographic and functional combatant commands. Cyber Lightning is Cyber Command's portion to the exercise. “We think that is the next evolution of the Persistent Cyber Training Environment and how we take to the tier 1 exercises, incorporate cyber effects. They're no longer white-carded,” Col. Tanya Trout, Cyber Command's PCTE director and acting director of the Joint Cyber Training Enterprise, told reporters. White carding involves telling exercise participants that a certain action has occurred. This was typical of cyber effects, given it was difficult to realistically simulate them, which diminished the training value in exercises because participants didn't experience the full breadth of these actions. Now, these activities can play a real role in exercises increasing the overall fidelity of training across the joint force and continuity of all operations of warfare. The system will also be able to be used for mission rehearsals. A Cyber Command official said the force can input prior operations, such as those used against the Islamic State group, to train against. Additionally, they'll be able to upload to the platform malware discovered in operations. The PCTE program office, which is in the prototyping phase despite delivering the first portion to Cyber Command in February 2020, also learned valuable lessons in Cyber Flag. Officials said the two-week exercise provided the program office with six months' worth of data it can use to make significant improvements. Prior to the February delivery, the program office leveraged several smaller-scale training events at the unit level to incrementally increase capabilities and scalability as well as help geographically dispersed teams prepare for tier 1 exercises like Cyber Flag. Overall, officials are happy with how the system performed in its first tier 1 exercise, pointing to little to no latency issues, though there were periodic improvement tickets. “What we found through the rapid development and use of the Persistent Cyber Training Environment is that we really have a unique capability to move forward with,” Mauger said. https://www.c4isrnet.com/dod/cybercom/2020/06/25/this-training-tool-could-be-the-answer-to-stop-mass-cyberattacks

Mark Pomerleau U.S. Cyber Command's new training platform is slated to deliver the second iteration this fall providing additional capabilities and user capacity, program officials said. The Persistent Cyber Training Environment (PCTE) is an online client that allows Cyber Command's warriors to log on from anywhere in the world to conduct individual or collective cyber training as well as mission rehearsal. The program is being run by the Army on behalf of the joint cyber force and Cyber Command. Officials delivered the first version of the program to Cyber Command in February and the environment was used for the first time in Cyber Command's premier annual tier 1 exercise Cyber Flag in June. The second version is expected to include additional capabilities, including allowing more users to conduct team or individual training. “Things like to be able to schedule, have a calendar to be able to auto-schedule things, to be able to allocate resources because right now it's you can get in and you can do it but how do you deconflict? If you're running a team based event across x number of services how does somebody else come in and do an individual training,” Amit Kapadia, chief engineer for the program, told C4ISRNET in an interview. “Do you have the right infrastructure underneath?” Kapadia added that during the COVID-19 pandemic, there was a surge in platform use due to the remote working, thus, by the end of this year, the program seeks to push additional compute and network capabilities. Leaders are targeting final testing in September and then a roll out in late fall for version 2.0. The program has also sought to deliver incremental capability along the way through what it calls cyber innovation challenges. These are competitions to awards and layer new technologies onto the platform. There was a notice informing industry of the fourth such innovation challenge released recently. Officials told C4ISRNET they expect to release a formal solicitation around August, with plans to award contracts by the end of the year or early next year. The officials noted that just like with the previous innovation challenges, there could be multiple vendors awarded and specifically non-traditional defense vendors. Moreover, they also anticipate to continue these challenges for the foreseeable future even when a vendor is selected to be the integrator for PCTE through what's known as the Cyber Training, Readiness, Integration, Delivery and Enterprise Technology (TRIDENT), a contract vehicle to offer a more streamlined approach for procuring the military's cyber training capabilities. The contract is valued at up to $957 million. This approach, officials said, prevents vendor lock and ensures the program is at the tip of the technological spear. The fourth cyber innovation challenge seeks to ask industry for assistance in traffic generation – which means emulating fake internet traffic on the platform – and assessment, which was a key requirement directly from Cyber Command. “I would say what we've been driven towards right now are high priorities coming down from [Cyber Command commander] Gen. [Paul] Nakasone and Cyber Command for things like CMF assessment,” Kapadia said. “They want to be able now ... all these reps and sets that are happening within PCTE, how am I assessing the performance of the individuals in my teams.” An integrated and agile approach Since the platform was delivered to Cyber Command in February, command leaders have officially taken the burden of running training exercises from the program office, freeing it up to focus on pursuing new technologies and fixes as well as the overall acquisition. In the past, the program office worked with specific units to conduct training events in order to stress the platform and gain valuable feedback. Now, Cyber Command has created what is called the Joint Cyber Training Enterprise, which is the non-material companion to the PCTE platform and seeks to operate and synchronize training hosted by PCTE for the joint force. “The JCTE is a lot like the combat training center ops group where they are managing the platform, they are running the platform, they are running the training,” Lt. Col. Thomas Monaghan, product manager of cyber resiliency and training at Program Executive Office Simulation, Training and Instrumentation, told C4ISRNET. “So we delivered the platform to them and they're using it I would probably say on a weekly basis. They're doing cyber training events that we don't manage that anymore. We don't stand them up. The platform is being used, we're able to concentrate on specific capability, platform enhancements.” JCTE has formalized the cyber training and use of the environment while also coordinating which cyber mission force units need to conduct which types of training, something the program office wasn't equipped to do. Monaghan said his office is in almost hourly, or at least daily, contact with JCTE to better understand what users like, don't like or needs to be fixed. “We've got the program office, we've got the user community, we've got the operational arm of the user community, which is JCTE, we've got the Army capability manager codifying the requirements all working together. We literally talk to each other at least daily,” Monaghan said. “That direct feedback loop is one continuous circle of information. That's the only way a program this robust can be successful.” Program officials said they gained valuable insights from the recently concluded Cyber Flag, which created roughly six months worth of data. They explained that while not every element worked exactly as planned, the nature of the program allows for incremental and ongoing adjustments to be made. By leveraging specific flexible acquisition tools, the program is not as rigid as other typical military platforms, such as tanks. “It's a perfect one for PCTE because it created that box basically saying in laymen's terms we have no idea what this specifically looks like but we have some eye level things that it should do,” Liz Bledsoe, deputy product manager, told C4SIRNET, regarding the types of acquisition mechanisms PCTE is being run under. Monaghan added: “That's the way the platform and the program were structured when the requirements were written, some of them were listed as evolving or threat based or capability ... They're ever evolving, ever enhancing based off the needs of the cyber mission force.” https://www.c4isrnet.com/cyber/2020/07/07/cyber-command-will-get-a-new-version-of-its-training-platform-this-fall/

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/

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/

The biggest defense manufacturers in the world warned the Pentagon and OMB of "significant job losses in pivotal states" if Congress doesn't come up with stimulus money to cover unforeseen expenses. By PAUL MCLEARYon July 08, 2020 at 4:16 PM WASHINGTON: A group of CEOs leading the world's top defense firms sent letters to Pentagon acquisition chief Ellen Lord and and Office of Management and Budget director Russell Vought on Wednesday, citing “significant job losses in pivotal states” if the federal government doesn't step in to assist with COVID-related costs. Electoral maps have traditionally acted as a tried and tested tool defense contractors use when making pitches to both the Pentagon and Congress, as a way of showing where the jobs sit in different congressional districts. The letter to Lord was signed by the leaders of Lockheed Martin, General Dynamics, Boeing, Raytheon, and BAE Systems, which represent five of the top seven defense companies in the world. Huntington Ingalls, Textron Inc., and L3Harris Technologies also signed onto the letter, which was obtained by Breaking Defense, requesting the Pentagon's help in pressing for stimulus money in the Senate's next rescue package. The Senate is slated to debate in the coming days. Lord has previously estimated the Pentagon would have to pay more than “lower double digit billions” to offset costs borne by defense manufacturers in lost work hours, buying PPE equipment and propping up smaller suppliers. Speaking to reporters at the Pentagon last month, Lord said she's seeing a “three-month slowdown to all programs due to COVID-19,” after the virus shut down defense manufacturing facilities and production lines across the globe. The vast majority of defense firms have operated at reduced capacity over the past several months, and Lord said the Pentagon continues to see the biggest impacts in the aviation and shipbuilding supply chains. The CEOs write that US-based supply chains “are simply not able to absorb these significant costs. Without additional funding in the next stimulus package, the resolution of [reimbursement] claims will need to be funded from existing DoD budget topline resources for FY20-22.” That would cause “significant reductions” in research and procurement budgets, they said, before pivoting to warning about Defense Secretary Mark Esper's top priority: modernizing weapons systems to keep abreast of China and Russia. Placing the burden on the companies to use their own case to meet unplanned emergency costs risks “thwarting the Department's ability to meet the challenges and threats associated with great power competition” they add. In order to keep the smaller suppliers afloat, companies have pushed contracts forward to give the smaller supplier more work, and in turn, DoD has sped up planned payments to the defense industry, hitting the $2 billion mark in recent weeks. Speaking at a Brookings Institution event this morning, Lord didn't mention the letter, but talked about moving more production of defense equipment to the United States from overseas. Part of that effort stems from President Trump's “American First” push to build up the domestic manufacturing sector, but Chinese influence in electronic supply chains is also a big concern. During a visit to the Fincantieri Marinette Marine shipyard in Wisconsin late last month, Trump said “we'll always live by two simple rules: Buy American and hire American.” Lord phrased the idea differently, saying she prefers to have two sources for equipment, and “we would like one of those, if possible, to be domestic.” That issue has been highlighted in the global pandemic shutdown which wreaked havoc on global supply chains. “We just found that particularly with microelectronics, we have gotten ourselves into a potentially compromised position,” Lord said. “Where we have US intellectual property going offshore for fabrication and packaging leaves us with some vulnerability there. That is unacceptable moving forward.” During his Wisconsin visit, Trump suggested that one of the considerations for awarding a $795 million contract to the US home of the Italian shipbuilder was its location in a competitive state in the 2020 presidential election. “You notice that's not a supply chain going through China and going through other countries,” he said, adding, “I hear the maneuverability is one of the big factors that you were chosen for the contract. The other is your location in Wisconsin, if you want to know the truth.” https://breakingdefense.com/2020/07/top-defense-execs-ask-for-help-in-next-covid-stimulus-package

By Charlie Pinkerton. Published on Jul 8, 2020 10:32am Half of all late requests for military materials and equipment arrived in Canadian soldiers' hands more than two weeks behind schedule because of a problem-ridden supply chain that often forced the military to incur extra shipment costs, a new report from the Auditor General has found. “We concluded that National Defence often did not deliver on time the materiel the Canadian Armed Forces requested, and that it did not have the right controls in place to determine whether it avoided needless transportation costs,” said the report authored by Auditor General of Canada Karen Hogan, which was released on Wednesday. During the period of the audit, there were approximately 1 million requests for materiel — military materials and equipment — submitted and fulfilled by National Defence. The audit oversaw all materiel covered by the National Defence Act, with the exclusion of ammunition, bombs, missiles and large equipment like aircraft, vessels and vehicles. The Auditor General found that 50 per cent of all late materiel requests were delayed by at least 15 days and 25 per cent were at least 40 days late. Of the highest priority requests — of which there were about 86,000 observed — 60 per cent were late. Fifty per cent of all were at least six days late, and 25 per cent were at least 20 days late. The Auditor General found that 162,000 requests, about 16 per cent of all it tracked during its audit, were more than one year late, having been stalled at some point in the supply chain. The goal of National Defence's supply chain is to “fulfill materiel requirements in the most economical and timely manner possible,” the Auditor General's report says. It attempts to achieve this by keeping equipment nearby where it thinks it will eventually be used. However, most equipment bought by the military is initial delivered to Canadian Armed Forces supply depots in Edmonton and Montreal. They then supply regional warehouses, which supply smaller localized military units. Materiel is transferred at units' requests, which are made in a number of ways, but are defined as being of one of three levels of priority — high priority, essential and routine. “We found that National Defence's systems and processes often did not ensure the timely and efficient delivery of military supplies to the Canadians Armed Forces,” Hogan's report says. Stock shortages caused delays, National Defence poorly managed priorities and costs for transportation were bungled. Per it's report, the Auditor General made three recommendations. It suggested that National Defence review its materiel forecasting to ensure it sufficiently stocks items at the correct locations, that it improve its oversight of high-priority requests so that the categorization is only used when necessary, and that it provide clear guidance on how to select the proper mode of transportation for items to ensure that decisions about shipments are based on fully understanding how much it'll cost. In a statement released shortly after the Auditor General's report, Defence Minister Harjit Sajjan said he “welcome(s)” its findings and accepts all recommendations. Similar concerns were raised a few years ago by the Auditor General's office about National Defence's equipment supply. In the fall of 2016, it raised issues with the military's ability to properly account for its inventory. The same fiscal year, National Defence announced a 10-year inventory management plan to address the Auditor General's concerns. The Trudeau government also released its multi-decade defence policy in the spring of 2017. One of the focal points of Strong, Secure, Engaged was to ensure the military was properly equipped. “Providing (the women and men of the Canadian Armed Forces) the training, equipment and care they deserve is the most important objective of this policy,” reads a line from the opening paragraph of Sajjan's opening message in more than 100-page policy. Upon being re-elected, Sajjan was again reminded of his responsibility to “ensure the Canadian Armed Forces have the capabilities and equipment required to uphold their responsibilities,” in the mandate letter assigned to him by Trudeau. In an emailed statement to iPolitics, Conservative Defence Critic James Bezan said “effective and efficient supply chains are crucial to the operating capability of the Canadian Armed Forces.” “Our military heroes rely on these supply chains to defend Canadians at home and abroad. It is clear that more work needs to be done in order to make these supply chains better for our men and women and uniform,” Bezan said. “The delivery of supplies must be timely so that materiel reaches military members when they need it,” Hogan's recently released report said. Defence Minister Harjit Sajjan said in a statement Wednesday that the Canadian Armed Forces will enhance its data analytics capabilities and “rely on real data to ensure” the military has the right supply chain approach for its ever-evolving requirements and to help better anticipate future needs. “These steps will make sure that we have the right equipment, in the right quantities, at the right places to meet the challenges we ask our members to face now and in the future,” he said. https://ipolitics.ca/2020/07/08/canadian-armed-forces-equipment-delivered-late-half-the-time-auditor-general-finds/

Mark Pomerleau The Army is awarding delivery orders to three vendors to support equipment for three Expeditionary Signal Battalion-Enhanced (ESB-E) units. Specifically, the awards will support fielding of satellite baseband equipment, said Paul Mehney, director of public communications at Program Executive Office Command, Control, Communications-Tactical. Expeditionary signal battalions support units that don't have organic communications capabilities. These groups could include military intelligence battalions, chemical battalions, engineering battalions or air defense artillery branches. The ESB-E aims to be more mobile and require less equipment in order to drop in, support units and move more quickly on the battlefield. Overall, the vendors will be responsible for providing 48 baseband sets of equipment for each ESB-E formation. “Due to aggressive initial fielding timelines, after the first six ESB-E formations are fielded, the program office intends to open baseband capability competition for future ESB-E needs,” Mehney said. PacStar was recently awarded a contract to support the ESB-E program to provide its 400-Series modular platform to enhance tactical expeditionary communications, the company said in a July 7 release. The 400-Series is lightweight allowing these smaller and expeditionary units to maneuver more quickly. It includes 128 GB RAM, virtual routing and the PacStar 463 Radio Gateway. “Network modernization to meet warfighter needs and defense priorities is a core focus for the Army and across the DoD, and we are proud to support these efforts with PacStar 400-Series for ESB-E,” Peggy J. Miller, chief executive of PacStar, said in a statement. “With these solutions, ESB-E [Scalable Network Node] will get the smallest, lightest, modular tactical communications platform in the industry, which is part of our larger initiative to enable increased reliability and innovation for warfighters.” The other vendors include Klas and DTECH, with all three supporting one ESB-E. An additional delivery order for each vendor to a second ESB-E will be issued, meaning in the near future, each vendor will support two units a piece. After that, the Army will open up the contracts to competition. This approach follows how the Army has been experimenting to date by providing similar, yet comparable equipment to several ESB-E's. These companies have provided separate equipment to three units allowing the Army to gain useful feedback from units to see what they liked and disliked about the gear. This has allowed the Army to execute rapid prototyping and experimentation on a tighter timeline for making fielding decisions while providing equipment to soldiers in the interim. The first two ESB-Es fielded include the 57th ESB-E at Fort Hood and the 50th ESB-E at Fort Bragg. https://www.c4isrnet.com/battlefield-tech/2020/07/08/army-to-award-new-contracts-to-support-mobile-comms-units

Dear members, On July 3, 2020, the Government of Canada announced it will review applications for the export of “sensitive military items” or “sensitive goods” destined to Hong Kong with the same considerations as it does for those items destined for the People's Republic of China. Whether or not to approve a permit will now be a case-by-case political decision taken by the Minister of Foreign Affairs. What constitutes “sensitive military items” and “sensitive goods” will be determined by Global Affair Canada (GAC), on a case-by-case basis, from items that are found on any of the seven Export Control Group Lists (ECL). Permits for what are considered "sensitive military items" will not be approved. While Canadian firms have exported very little in the way of ECL Group 2 items to Hong Kong in recent years, these changes appear to create a high level of regulatory risk for companies considering new business opportunities that would require exporting items found on the Export Control Group Lists. You are encouraged to review your business development plans and reconsider accordingly. You can read the details of the: July 3 Statement here. (link: canada.ca/en/global-affairs/news/2020/07/canada-takes-action-following-passage-of-national-security-legislation-for-hong-kong.html) July 7 Notice to Exporters (Serial No. 1003) here. (link: international.gc.ca/trade-commerce/controls-controles/notices-avis/1003.aspx?lang=eng) Canada's Export Control Group Lists (ECL) here. (link: international.gc.ca/controls-controles/about-a_propos/expor/guide-2018.aspx?lang=eng) CADSI is working with GAC to inform impacted companies. If you have any questions, please contact your GAC Permit Officer and let CADSI know of any impacts on your company by emailing Mindy Pearce, Policy Advisor: mindy@defenceandsecurity.ca.