May 30, 2013 defense-aerospace.com

(Source: BAE Systems; issued May 29, 2013)

Bradley Industrial Base Shutdown Threatens Skilled Workforce

Jeff Adams of AMZ Manufacturing in York, Pa. is frank about the consequences of the U.S. Army’s current funding plan that calls for the Bradley Industrial Base to shut down for at least three years starting in 2014.

Not only would “a Bradley Industrial Base shutdown leave us without unique-to-industry skillsets,” said Adams, but those skills “take years to train and perfect”.

AMZ Manufacturing’s well-trained and highly skilled workers provide product finishing for parts that go into the Bradley Fighting Vehicle. The company is also one of nearly 600 large, medium and small businesses that comprise the Bradley Industrial Base, a production and supply chain network, which works with the U.S. government to maintain the readiness of four of the five Armored Brigade Combat vehicles used by the U.S. Army. These supplier companies would be hit hard by the shutdown of the Bradley production line and would lose unique industrial capabilities and skilled labor.

“It takes up to three years to train a fully skilled employee,” stated Adams, whose company employs 63 workers. “If we lose those skills now, we will not be able to quickly restore them when needed.”

In February, then Secretary of Defense Panetta expressed concern about the need to protect the industrial base in the U.S. to ensure the nation has the skills needed in case of a national emergency, saying “the last damn thing we need if we face a crisis is to somehow contract out that responsibility to another country.”

Will Donnellan of the First Electronics Corporation in Boston, Mass. reinforced Secretary Panetta’s concerns, saying “A shutdown of the Bradley Industrial Base would severally limit the ability for our company to support expedited programs in the future due to the reduction of our skilled manufacturing force. The accelerated start of the Bradley upgrade work would not only buy the supply base time, it would buy the Army readiness.”

Founded in 1955, the First Electronics Corporation is a family-owned business that employees more than 85 workers in the Boston area and specializes in the production of custom military cable assemblies for the Bradley.

“If the Bradley line was to shut down we would still exist as a business, but on a lesser scale,” said Donnellan. “We would most likely lose our ability to support Bradley production in the future, without a significant amount of time to reacquire the specialized skills and resources needed.”

As an alternative to a Bradley line shutdown, BAE Systems and the supplier base companies urge that Congress direct the Army to accelerate the start of required upgrades to 93 Bradleys currently scheduled for fiscal year 2015 and 2016. Using funding approved for these conversions will enable the Army to more quickly meet its needs for fully modernized vehicles while supporting the combat vehicle industrial base and ensuring the readiness of the U.S. armed forces.

May 29, 2013 ASDNews Source : US Army

The Army's fiscal year 2014 Equipment Modernization Plan, now working its way through Congress, prioritizes equipping warfighters in Afghanistan while simultaneously preparing for an uncertain future.

Programs in the modernization strategy are grouped within ten "portfolios," but some of those programs the Army has called out as being priorities for the service.

Several programs that make up the Army network have been included as priorities in the plan. Among those are the Warfighter Information Network-Tactical, at $1.3 billion; the Family of Networked Tactical Radios, at $402.1 million; the Joint Battle Command-Platform, at $110.6 million; the Distributed Common Ground System-Army, at $295 million; and the Nett Warrior system, at $122.6 million.

Among combat vehicles, the Army has prioritized the Ground Combat Vehicle program, at $592 million; the Armored Multi-Purpose Vehicle, at $116 million; and the Paladin Integrated Management system, at $340.8 million.

Additionally, the Joint Light Tactical Vehicle is a priority for the service, at $84.2 million; as is the Kiowa Warrior, at $257.8 million.

A complete breakdown of the Army's equipment modernization plan for fiscal year 2014, including cost and what is being purchased, can be found at www.g8.army.mil.

THREE FOCAL POINTS

In advance of plan development, Chief of Staff of the Army Gen. Ray Odierno laid out three priorities to use as guidelines, said Brig. Gen. John G. Ferrari, director, joint and futures, Army G-8. He is one of the architects responsible for assembling the plan.

First among those priorities was a focus on the Soldier and squad, Ferrari said. Developers of the Army's modernization strategy were told to ensure that as budgets come down, Soldiers will continue to be provided with advances in lethality and protection, then build outward from there.

The second priority, he said, is to enable mission command. He said that means providing viable and robust communications network capacity so Soldiers at the small-unit level can operate with "intent, guidance and mission," he said. With such a network, Soldiers will be able to pull the information they need to innovate and solve the problems and tasks they're given.

The third priority, he said, was to "always remember, we're the U.S. Army and we have to remain prepared for decisive action, to fight and win in a large conflict, because that's what the Army's all about."

THE MODERNIZATION PLAN

Ferrari said having a modernization plan doesn't necessarily mean funding is guaranteed, or that Congress won't make changes.

There's a lot of uncertainty, he said, not only about funding for future equipment, but even with paying for programs the Army is trying to execute today.

Because of the budget control act and sequestration, the Army still doesn't know how much money it has to purchase equipment in fiscal year 2013, much less fiscal year 2014. This creates a ripple effect in purchasing, he said, causing a backlog of things that need to be purchased.

However, he pointed out that Congress is performing its constitutional duty to fund the Army and that process must be respected. He said Army leaders remain in close consultation with lawmakers regarding the process. So how does the Army make its purchasing recommendations?

The Army takes a three-pronged approach to its equipment acquisition strategy, Ferrari said, including consideration of the strategic environment, a staggered procurement approach and smarter investing.

STRATEGIC ENVIRONMENT

First, the strategy takes into account the current and future strategic environment, Ferrari said. That includes equipment needed as troops leave Afghanistan and what becomes of that equipment once they're out.

The strategy also includes the shift to the Pacific and regional alignments. The president's National Security Strategy, the Defense Department, the secretary of the Army and the Army chief of staff, along with the Army's Training and Doctrine Command, provide the blueprint and inform direction.

For the strategy to work, Ferrari said, the Army needs a balanced force composed of armor brigade combat teams, or BCTs, lighter infantry BCTs and medium Stryker BCTs. Included with that, he said, is the equipment that goes with each type of unit.

Other "enablers," he said, include intelligence, military police, engineers, and medical support.

STAGGERED PROCUREMENT

As the Army's manpower and budget shrink, it has to be more selective on what to purchase. That might include buying some things in smaller quantities and staggering those purchases out over the years as old equipment is retired, Ferrari said.

The fiscal year 20114 Equipment Modernization Plan does in fact provide a 15-year timeline for equipment purchases so lawmakers can see the rationale behind the Army's decision on how much to spend and what quantities of each item should be purchased for a given year.

Replacing all old, unserviceable or less capable equipment all at once wouldn't make sense and the dollars are not there to do it anyway, he said.

Ferrari provided an example of staggered procurement, using the early Vietnam-era M113 armored personnel carrier to illustrate.

The chassis of an M113 "is basically an aluminum box," he said. "During Vietnam, Soldiers put sandbags on the floor and sides because even then they didn't provide much protection. Yet we still have them 50 years later."

Besides lacking robust armor, the M113 is also not configured for adding network gear, he said. Also, advanced medical equipment can't be loaded on it because the engine doesn't have enough power to move it around.

In other words, he said, "you really don't want your son or daughter to go to war in that thing."

But the Army still has thousands of them and not enough money to replace them all.

A study was conducted, as is done on every piece of gear, to see what is feasible, Ferrari said. The study indicated that those M113s serving on the front lines should be removed as soon as possible and replaced by the Armored Multi-Purpose Vehicle, a much more lethal, versatile and protected vehicle.

However, the remaining M113s could still be used in the rear and mostly out of harm's way, to move Soldiers around, he said.

Another example is the Abrams tank, said Ferrari, who's a tanker by trade. A tank, or for that matter, any vehicle or helicopter, can be divided into three big blocks.

First there's the "platform." Ferrari said that is the steel chassis that might be 30 or 40 years old on an Abrams. The chassis might be "perfectly good" and probably doesn't need to be replaced.

Then there's systems and components like engines, transmissions, guns and sights. Those need to be changed out about once a decade or they become obsolete, he said.

Finally there are the applications that go into them, like the communications and network systems. Those need to be spun out about every five years, he said.

The challenge, he said, is how to synchronize the platform, the components and applications. If too much communications equipment is loaded onto a vehicle, such as a tank, the power draw and weight might stress the engine.

Each of the enhancements must go into an equipment funding request for the appropriate year.

Ferrari said the Abrams tank is still the "best tank in the world" and has a good 10 or 15 years before replacement is necessary. But it still needs funding for such things as new electronics, improved sights and fuel efficiency.

"If you do nothing, over time you won't even be able to buy the circuit cards needed to make it work," he said.

SMARTER INVESTING

Ferrari said the Army needs to slow down spending on development of technologies that are similar to what is already available in the private sector.

The civilian sector already is investing massive amounts of research and development dollars into its hardware, software and other electronic devices, so investing Army dollars in those same endeavors might be foolhardy, he said.

"As technology moves forward we can get the latest technology off the shelf and run with it," he said.

On the other hand, there are certain technologies the Army would be wise to invest in, he said.

Missiles, armor and rotorcraft are a few examples that the Army needs to continue focusing on, he said.

When the Army first went about looking for a replacement for the Vietnam-era OH-58 Kiowa, he said he was "surprised" that there had not been an improved platform developed since Vietnam.

"There's not a huge market for rotorcraft in the civilian world so the military needed to invest its R&D dollars on engines and blades to push technology forward," he said.

All the integrators, systems engineers and mechanical engineers who build those rotorcraft and all of the other new equipment are themselves an investment the Army needs to continue making to retain their skills, he added. No one else understands how all this stuff goes together and works.

Another example of how old and new technology might meet and save money is the Bradley Fighting Vehicle, in service for more than three decades now.

The Bradley is slated for replacement by the Ground Combat Vehicle. In the interim, however, the Bradley has a perfectly usable platform that might escape the scrap heap.

"We're going to industry and saying we want to replace the M113s and, by the way, we have around 2,000 Bradleys," he said. "We can provide you the (Bradley) hulls and you can use them to make a vehicle with more power to keep up with Abrams tanks and enough space to put a mortar or ambulance and comms, at an affordable cost and something that would offer better protection than the M113s," he said, describing ongoing discussions.

"We don't want to be so prescriptive with industry," he said. "Rather, we want to partner with them to come up with cost effective solutions."

SOLDIER-DRIVEN FOCUS

An important step in the equipment funding request is saving money through user testing, Ferrari said.

Over the last several years the Army has conducted a number of Network Integration Evaluation, or NIE, exercises on training ranges in Texas and New Mexico. These exercises are known for testing network gear, as the name implies, but they're also being used to test other equipment.

Ferrari said last year, Soldiers got to put infantry fighting vehicles from around the world through their paces.

"What better place to test it than with Soldiers in a brigade?" he said, adding, "Any time you get equipment in Soldiers' hands and let them train with it, you'll wind up with a better piece of gear."

The NIE success story has its roots in the wars in Iraq and Afghanistan, where equipment was fielded on the battlefield within weeks.

"That's been the real success story of the war," he said. "We got Soldiers equipment that would have taken years under the normal process. We put it in their hands. Did every piece of equipment work? No. But a lot of it did."

Ferrari said there will be failures along the way, but from the kind of testing that goes on at NIE, the Army can better learn and observe how equipment will be used in the war fight.

It's a "win-win" for Soldiers and the private sector, he explained, since the Soldiers themselves are doing the market research.

"They'll tell you right away, 'there's a button is in the wrong place,' 'I don't understand the dials,' 'it takes me 14 clicks to get in there to do it, so give me something simpler,' 'I can't read this when it's dark out there,' 'this flashlight has a red filter and you wrote on it in red and I can't see it,'" Ferrari said.

"So when you get that early in the developmental process, it's much easier to fix and change than buy it and then change it," he said. "It also familiarizes us with what's in industry as well, so we know when you go to war what's out there."

ARLINGTON, Va., May 24 (UPI)

BAE Systems has received a two-year contract extension from the U.S. Army Space and Missile Defense Command to support its Future Warfare Center.

The extension of the Concepts and Operations for Space and Missile Defense Integration Capabilities contract is worth $85 million, the company said.

Under the extension, BAE Systems will continue to provide research, engineering and technical services for the development and understanding of missile defense methods and technologies.

"This award continues a long-standing relationship with the Space and Missile Defense Command,'' said Tom White, senior director of Mission Support Solutions at BAE Systems.

"The support we provide to the Future Warfare Center helps accelerate the development and fielding of Space and Missile Defense capabilities and forces."

BAE has work under the contract awarded in 2006 has included development and integration of electronic systems for surveillance and reconnaissance missions.

BAE said its work under the program is performed at company facilities in Alabama and Colorado.

15/05/2013 Michel Cabirol – LaTribune.fr

Le leader mondial de la conception et de la fabrication de batteries de haute technologie pour l'industrie a remporté le contrat avec Lockheed Martin pour la fourniture de systèmes de batteries Li‐ion e6T pour le programme Joint Light Tactical Vehicle (JLTV).

Saft a réussi un très joli coup aux Etats-Unis. Il pourrait être à terme un coup de maître si son partenaire Lockheed Martin remporte le contrat final. Pour l'heure, le leader mondial de la conception et de la fabrication de batteries de haute technologie pour l'industrie a remporté le contrat avec le leader mondial dans le domaine de la défense, Lockheed Martin, pour la fourniture de systèmes de batteries Li‐ion e6T pour la phase d'industrialisation et de fabrication des pré‐séries du programme Joint Light Tactical Vehicle (JLTV). Outre Lockheed Martin, le fabricant des célèbres Hummer et Humvee, AM General, et Oshkosh Defense représentent les deux équipes de développement concurrentes. Si Lockheed Martin est sélectionnée, Saft pourrait fabriquer des batteries e6T pour la production du programme JLTV au cours des huit prochaines années.

L'armée américaine prévoit d'acquérir environ 49.000 JLTV et les Marines 5.500 exemplaires, qui devront être livrés à partir de 2015. Le coût  de ce véhicule est d'environ 250,000 dollars (194.000 euros). Ce programme produira toute une gamme de véhicules capable d'assurer de multiples fonctions lors d'une mission. Ces véhicules seront conçus pour fournir une protection, un soutien et une mobilité en réseau. Les objectifs de ce programme sont de fournir une protection et une performance supérieures à la flotte existante, de minimiser le coût d'exploitation en optimisant les synergies, l'efficacité énergétique, la fiabilité afin d'assurer une performance compétitive durant le cycle de vie complet.

59 batteries livrées à Lockheed Martin

Le système de batteries Li‐ion e6T de Saft est conçu avec des matériaux légers et offre les dimensions d'une batterie au plomb classique, ce qui permet une intégration optimale dans le véhicule. Par ailleurs, le système fournit l'énergie pour le démarrage, l'éclairage et l'allumage, ainsi que pour les missions de

surveillance silencieuse, tout en offrant la puissance nécessaire à la recharge d'appareils électroniques tels que les viseurs de nuit et les systèmes GPS. La batterie 25.5V dispose d'une technologie de communication CANBus qui relaie des informations indispensables telles que l'état de charge de la batterie, la tension et la température des éléments ainsi que les diagnostics de la batterie.

Saft livrera au total 59 batteries à Lockheed Martin pour équiper les 22 véhicules prototypes durant les 33 mois de la phase d'industrialisation. Cette phase sera suivie d'une sélection finale qui se conclura par la signature d'un contrat de production en 2015. La phase d'industrialisation et de fabrication des pré‐séries du contrat prévoit une livraison des systèmes batteries par Saft en 2013. Le programme JLTV permet à Saft de confirmer les capacités de fonctionnement de son système batterie e6T sans maintenance pour les véhicules militaires terrestres déjà démontrées dans le programme IBS (Système Batterie Amélioré) du Corps des Marines. « Travailler sur le programme JLTV avec Lockheed Martin nous offre une opportunité unique de continuer à fournir les solutions les plus puissantes à l'armée américaine » a estimé le directeur général de la division Specialty Battery Group de Saft, Thomas Alcide.

May 14, 2013: Strategy Page

In April the latest version of the Kiowa Warrior scout helicopter (the OH-58F) made its first flight. The army had wanted to buy a new scout helicopter design, using an existing civilian model. But years of evaluations led the army to conclude that the fifty year old Bell 206 model, used as the basis for the OH-58A, was still the best available. None of the new candidates were sufficiently superior to outweigh the fact that the basic Bell 206 design, as upgraded and modified since the 1960s as the OH-58, had more than kept pace with potential new rivals. So the army upgraded the OH-58D with much improved electronics (Internet Internet-like capabilities and the ability to control nearby UAVs) and pilot protection. A lot existing components were replaced with new versions that were stronger and/or more powerful. About 60 percent of the components in the F model are new. Production begins in two years and the first of over 300 OH-58Fs (upgrades or new aircraft) will enter service in 2016.

This move is made necessary because the current U.S. Army fleet of 230 OH-58Ds is wearing out. Ten years of war have hit the OH-58Ds hard. Those used in Iraq were in the air 72 hours a month while those in Afghanistan were airborne 80 hours a month. In peacetime, these choppers spend about 24 hours a month in the air. Moreover, combat use puts more stress on the aircraft. Plus there's battle damage, which included twenty destroyed in combat. The current solution is to spend several billion dollars to refurbish and upgrade the current fleet to the OH-58F standard and thus keep the OH-58 in service for another 10-12 years. It is believed that a replacement will be found and built before then, or the OH-58 will go through another round of upgrades. This has worked for other military systems (the Sidewinder air-to-air missile, the B-52 bomber and C-130 transport) so this is not a particularly daring choice. It just works.

The OH-58D has a top speed of 226 kilometers per hour, and a range of 241 kilometers. It has a mast-mounted sight, which carries a powerful FLIR (heat sensing camera) and a laser designator. The OH-58F will move the sensors to the body of the aircraft, right in front of the pilots. The OH-58D is lightly armed, and usually only carries four Hellfire (anti-vehicle) or Stinger (anti-aircraft) missiles, or 14 70mm unguided (or guided) rockets. The upgrades don’t change the weapons load, and OH-58D users are still arguing for a new engine. Over the decades, the new equipment and weight has been added, without an increase in engine power. For a scout helicopter, the OH-58 was getting more sluggish as it got older. This was not good, even though the OH-58F is five percent lighter than the OH-58D, which helps a bit.

To help ease the workload on the OH-58Ds, the army is reorganizing its light aviation battalions, by removing some OH-58 helicopters, and adding RQ-7 Shadow UAVs. The new battalions have 29 aircraft, eight of them UAVs. All this is the result of years of experience with the RQ-7, and some tests, using UAVs as scouts for helicopter gunships, or in cooperation with scout helicopters, rather than the traditional scout helicopter (like the OH-58) operating exclusively. The tests were successful, and the army is updating its tactics as well.

In the last decade, scout helicopters have been doing a lot less scouting, having been replaced by MQ-1C, RQ-7 and Raven UAVs. The scout helicopter pilots are relieved at having UAVs take over some of the more dangerous missions. In particular, the scout helicopter pilots are glad to lose the job of going in to "draw enemy fire" (and thus reveal where the enemy is). This sort of thing has gotten a lot of scout helicopter pilots killed. But there are still situations where the superior situational awareness (two pilots with four eyes, four ears and two noses) of humans is preferable. There are some even more basic considerations. The RQ-7 can stay in the air for up to eight hours per sortie, about three times longer than the OH-58 while the new MQ-1C can do four times better than that.

The army is also equipping some of its AH-64 helicopter gunships with digital communications that enables them to see what the UAVs are seeing. The OH-58s often scout for the AH-64s, finding targets. Now the RQ-7s can do it better, by letting the AH-64 pilots see what the RQ-7 has detected. There are also systems that allow the AH-64, or OH-58 pilots to take control of UAVs. The OH-58F will have both of these capabilities. Meanwhile, it's expected that the army aviation battalions will gain more UAVs, and lose helicopters.

14 May 2013 army-technology.com

Honeywell Technology Solutions (HTSI) has been awarded a contract to supply mission-capable heavy tactical vehicles to the US Army as part of a military vehicle programme.

Representing the continuation of the company's ongoing support to the programme, the $72.4m contract covers provision of vehicles, along with required training to the army personnel for safe operation and maintenance of heavy tactical vehicles fleet over the next three years.

Under the contract, the company's certified mechanics will repair, overhaul and deliver fully mission-capable vehicles for worldwide use by the US Army, Army Reserve and National Guard soldiers.

The instructor staff will also provide real time training to on-the-ground units prior to delivery, to ensure sufficient knowledge is provided to personnel on how to troubleshoot, order parts and repair equipment.

The comprehensive training will also enable operators to know all characteristics, capabilities and functions of the vehicles, before their actual deployment in combat operations.

Honeywell Technology Solutions president Carey Smith said: "Our teams have fielded and trained thousands of soldiers all over the world, and they understand the importance of ensuring that our soldiers are equipped to operate and maintain these trucks in any situation and in any region."

The heavy tactical wheeled vehicles programme comes under the TACOM Transportation Systems Program Executive Office.

Integral to the army's global logistical footprint, the 10t heavy tactical vehicles are primarily operated for personnel, supplies and equipment transport missions.

Trucks that include the heavy expanded mobility tactical truck (HEMTT), heavy equipment transporter, and the palletised load system have regularly been upgraded with latest technology and capabilities, while some others have received full armour packages.

07 May 2013 by Oscar Nkala - defenceWeb

The United States Army's Transportation Command (US-TRANSCOM) is looking for private flight contractors to transport commandos from the Joint Special Taskforce Trans-Sahara as they conduct 'high risk activities' in 31 African countries.

The pre-solicitation notice, issued by the US-TRANSCOM on 1 April, says the contractor will need to conduct air drops, fly commandos in and out of hostile territory and carry out short notice medical evacuation between 12 August 2013 and 27 June 2017. A 10.5 month base period will start in August this year to be followed by three one-year option periods.

The acquisition is part of the command's Trans-Sahara Short Take-Off and Landing Airlift Support initiative which seeks to provide transport and other logistical support services to special forces carrying out risky missions under the auspices of the US military’s Africa Command, under which the Joint Special Operations Task Force – Trans Sahara (JSOTF-TF) falls.

TRANSCOM is looking for aircraft able to carry at least six passengers and 2 500 pounds of cargo. From the US intelligence hub located in a military airfield in Ouagadougou, Burkina Faso, the contractors should also be able to conduct air drops of equipment bundles, provide 'static-line, personnel air drops' and clock up to 1 000 flight hours for a period of up to four years.

Once airborne, the flight contractors should be able to conduct operations from various “Forward Operating Locations”. Flight contractors should "be airborne with an hour of notification" and will fly US special forces missions in nearly all countries in East, West, Central and North Africa.

"Services shall be based at Ouagadougou, Burkina Faso, with services provided to, but not limited to, the recognized political boundaries of Algeria, Burkina Faso, Cameroon, Central African Republic, Chad, Democratic Republic of the Congo, Ethiopia, Kenya, Libya, Mali, Mauritania, Morocco, Niger, Nigeria, Senegal, Sudan, South Sudan, Tunisia, and Uganda, as dictated by operational requirements. It is anticipated the most likely additional locations for missions from the above list would be to: Algeria, Burkina Faso, Cameroon, Chad, Libya, Mali, Mauritania, Morocco, Niger, Nigeria, Senegal, and Tunisia," the Transcom work statement reads.

The expansion of US commando operations is focused on confronting the threat posed by Sahelian and sub-Saharan terror groups which include Al Qaeda in the Islamic Maghreb (AQIM), Ansar al Dine and the Movement for Oneness and Jihad in West Africa (MUJAO), which operate in nearly all north and north-west African countries. The operations are also aimed at confronting Al Qaeda inspired Nigerian Islamist militant groups Boko Haram and its more radical splinter movement Jamā atu Anṣāril Muslimīna fī Bilādis Sūdān (Vanguard for the Protection of Muslims in Black Africa), better known as Ansaru.

In East and Central Africa, the US special forces operations will target renegade rebel groups such as the Lord's Resistance Army (LRA) and its leader Joseph Kony, Al Shabaab in Somalia, Islamic militant sleeper cells in the coastal areas of Kenya and Tanzania and various regional rebel groups operating in the eastern Democratic Republic of Congo. In yet another sign of intensifying US military and security interest in Africa, the US Defence Logistics Agency on April 12 issued a request for bids to provide the US Air Force with 547,500 gallons of No. 2 diesel fuel “for ongoing deliveries to Niamey Airport, Niger, (Africa)."

The fuel is intended for a fleet of unarmed US Predator drones which are presently flying intelligence and surveillance missions from a military airport in Niamey into Mali, Niger, Nigeria, Mauritania, Algeria and other suspected terrorist locations in the Sahel.

Since 2009, private flight contractors engaged by US special operations forces have been operating Pilatus PC-12s on intelligence gathering and image collection missions over Uganda, Sudan, South Sudan, Central Africa Republic and other Central African states from a small airport located near the Ugandan city of Entebbe. The intelligence operation is part of the US Army effort to help African armies drawn from Uganda, South Sudan, Democratic Republic of Congo, Rwanda and Burundi in searching for fugitive LRA leader Joseph Kony who is wanted by the International Criminal Court for war crimes and crimes against humanity.

01.05.2013 F de St V / Mars Attaque

Le département de la Défense (DoD) pourrait dépenser jusqu’à 436 millions de $ (environ 330 millions €) sur les 2 prochaines années fiscales pour acheter de nouveaux chars lourds Abrams (à 7,5 millions de $ l’unité). Des chars que l’US Army ne veut pas.

« Si nous avions eu le choix, nous aurions utilisé cet argent différemment » a plusieurs fois déclaré le chef d’état-major de l’armée de Terre, le général Ray Odierno, au Congrès et dans la presse. Rien n’y a fait, les chars seront commandés et reçus. Comme en 2012, où 255 millions de $ avaient été dépensés pour 42 chars. Dingue, non ?

Du complexe militaro-industriel au complexe politico-industriel ?

Le 17 janvier 1961, à trois jours de la fin de son second mandat, le président des États-Unis Dwight David Eisenhower prononce un discours devenu depuis célèbre. Il y met en garde ses compatriotes contre « l’acquisition d’une influence injustifiée, qu’elle soit recherchée ou non, par le complexe militaro-industriel ».

Le futur retraité rappelle néanmoins l’absolue nécessité du développement de cet attelage militaro-industriel pour que « la sécurité et la liberté puissent prospérer ensemble ». Un demi-siècle plus tard, le 15 décembre 2011, le sénateur John Mc Cain note au Congrès que le conseil de l’ancien président n’a pas été suivi et que le monstre froid a depuis bien évolué. L’ancien pilote de l’US Navy durant la guerre du Vietnam, actuel élu de l’Arizona, indique que ce système serait devenu un « military-industrial-congressional complex » relevant par cette formule la connexion de cet ensemble avec la branche législative du pouvoir politique américain. Une harmonie entre les trois branches du triangle Défense – Industrie – État pas toujours garantie.

Suite à l’absence d’accord au Congrès, les coupes automatiques (sequestration) affectent depuis le 1^er mars le budget fédéral américain pour tenter de réduire le déficit public. Le DoD doit trouver 42 milliards de $ d’économies d’ici la fin du mois de septembre, en plus des 487 milliards de $ à économiser sur 10 ans, suite au Budget Control Act voté en août 2011. Le budget de la Défense américain part de si haut, me direz-vous… Et pourtant, à très court terme, le niveau opérationnel des unités non-déployés sur les théâtres prioritaires (Corée du Sud et Afghanistan) devrait être affecté par une baisse des crédits d’entraînement. De nombreux contractuels, ayant pour certains un rôle vital dans le soutien (maintenance, administration, renseignement, etc.) des opérations, devraient être mis au chômage partiel (« furlough »). Le lancement de programmes jugés indispensables devrait être rétardé, tandis que d’autres, jugés pourtant non prioritaires, seront lancés…

Fiscalement, le Congrès fait la pluie et le beau temps

L’achat d’Abrams non désiré n’est, pour une fois, pas de la faute des militaires, qui ont généralement tendance à demander toujours plus. Cette fois-ci, ils veulent dépenser autant de précieux dollars des contribuables américains, mais autrement. Or le Congrès est en embuscade et ne voit pas la chose de la même façon.

Via les 2 phases (plus ou moins distinctes) de l’autorisation d’un programme et de l’appropriation des fonds nécessaires, le Congrès a la haute main sur le budget fédéral (cf. cette étude de Maya Kandel / IRSEM). Par un truchement plus ou moins habile, il peut décider d’accorder des sommes à certains programmes et obliger à les lancer, bien qu’ils n’aient pas été proposés dans le budget prévisionnel d’un département ou d’une agence. Le pouvoir de contrainte est de facto largement supérieur à celui d’acceptation ou de refus d’une loi de finances annuel ou triennal soumise aux votes du Parlement français. Aux États-Unis, un programme, après avoir été débattu lors d’auditions au sein d’une commission (dans ce cas, celle des forces armées), est validé en session plénière, perdu au milieu d’un nombre important d’autres programmes dont l’immense majorité n’a pas retenu l’intérêt des votants.

Il n’est donc pas rare que des programmes désignés comme des « pets projects » (« projet de compagnie » ou programmes soutenus par un membre d’une commission car intéressant sa circonscription) passent discrètement. Manque de chance, celui des chars Abrams fait du bruit, et cela depuis plus de 2 ans.

Puisque l’US Army vous dit qu’elle n’en a pas besoin

La première variable prise en compte dans le lancement d’un programme est l’intérêt opérationnel. Le char Abrams (dans ses différentes versions) doté d’un canon de 120 mm est l’arme de la réassurance en cas de conflit majeur. Utilisé récemment en Irak lors des deux dernières guerres du Golfe et à quelques unités dans le sud de l’Afghanistan (par l’USMC), il est déployé notamment en Corée du Sud, fer de lance de 70 tonnes d’une dissuasion conventionnelle face à une possible agression de la Corée du Nord. Les 22 derniers chars américains de ce type ont quitté le continent européen le 18 mars 2013, laissant cet espace vide de chars américains pour la première fois depuis 69 ans.

Consommateur en carburant (alors que le prix du baril a explosé) et relativement peu engagés, l’US Army en conserve en nombre (plus de 8.000) mais en garde une majorité sous cocon (plus de 3.000 dans le désert en Californie), prêts à resservir. Aujourd’hui, avec le nombre et le type de brigades (d’infanterie, lourde ou Stryker) visés, l’US Army se satisfait de son parc de chars lourds en activité (de 3 ans de moyenne d’âge) et de sa composition (2/3 des 2.400 chars au standard M1A2SEPv2, le dernier). Elle conserve un certain nombre de chars d’une version ancienne (M1A1 : tableaux de bord non colorisés, électronique moins performantes, communications moins fiables, moindre protection, etc.), plus simples à utiliser pour des unités de la Garde nationale et de la Réserve, qui bénéficient de moins de jours d’entrainement. Sans oublier les quelques 400 chars (principalement au standard M1A1) du Corps des Marines.

Des intérêts supérieurs et/ou particuliers variables

Une autre variable est prise en compte dans la délivrance de crédits publics, avec encore plus d’acuité ces derniers temps : une certaine préférence nationale économique pour garantir un niveau d’emploi suffisant aux citoyens américains. En effet, la réduction des budgets de la Défense de 42 milliards de $ d’ici septembre 2013 pourrait conduire, selon des études commanditées par les acteurs industriels concernés, à la suppression d’un million d’emplois dans le secteur américain de la Défense. Ainsi, les élus du Congrès n’hésitent pas à défendre avec force les emplois de leurs circonscriptions qui pourraient être menacés si des industriels américains ne recevaient pas des fonds publics ou si des industriels non américains remportaient des contrats face à des acteurs américains. En effet, plus de 360 districts sur les 435 que compte le découpage électoral américain hébergent des industries de l’armement ou des sous-traitants directs de ces quelques géants de l’armement.

C’est l’axe majeur de la défense, et du lobbying à 11 millions de $ en 2012, sans compter les dons aux membres influents du Congrès, du maitre d’œuvre industriel concerné, General Dynamics. Ce consortium émarge à la 4^ème ou 5^ème place (selon les années) parmi les plus importantes entreprises du secteur de la défense américaine. Détenue par le gouvernement mais opérée par General Dynmacis (GOCO : governement owned, contractor operated), la chaine d’assemblage de Lima (« Lima Army Tank Plant » dans l’Ohio, dernière chaine de chars lours aux USA) de la filiale Land Systems est le 5^ème employeur de la ville avec quelques 700 employés (contre 1.100, il y a encore 2 ans). Une fermeture de la chaine aurait des conséquences directes sur ces emplois, et indirectes sur la chaine de sous-traitants (environ 560, employant 18.000 personnes en 2011). C’est le cas, par exemple de Verhoff Machine and Welding (aussi dans l’Ohio) qui réalise notamment les sièges de ces chars, et dont les commandes sont déjà passées de 20 millions de $ en 2011 à 7 millions de $ en 2012. 25 employés ont du être licenciés.

Ainsi, les représentants (Républicains et Démocrates) des districts concernés, qu’ils soient ou non des adeptes de la réduction des dépenses publiques (« deficit hawks »), montent au créneau. C’est le cas principalement des républicains Jim Jordan et Rob Portman représentant le 4^ème district de l’Ohio et du sénateur démocrate Sherrod Brown du 13^ème district. Les 40 sous-traitants présents en Pennsylvanie ont aussi trouvés leur défenseur en la personne du sénateur Robert Casey, par exemple. En avril 2012, une lettre signée par 173 membres du Congrès avait été envoyée au secrétaire à la Défense d’alors, Leon Panetta. Le débat dépasse bien le bipartisme, tous unis pour défendre l’emploi américain.

Investissements publics et maintien des compétences

Troisième facteur, ces quelques 300 millions € doivent permettre pour General Dynamics de maintenir encore deux années des compétences industrielles. Pas tant celles des bureaux d’études (les plus critiques du fait de la haute valeur ajoutée d’ingénieurs aux compétences rares à retrouver), mais celles de l’outil de production (ouvriers qualifiés, qui, au chômage, n’hésiteront pas à aller voir ailleurs). Or, des crédits de R&D sont déjà alloués aux bureaux d’études de GD pour la réalisation de la nouvelle version du char Abrams qui doit être livrée à partir de 2017 et que l’US Army attend. Ces crédits d’études pourraient même être augmentés si ces 300 millions ne sevraient pas acheter des chars neufs.

Malgré les contrats à l’exportation encore à honorer (pour compléter les parcs en Égypte (1.000 chars, produits et assemblés en partie sur place), en Irak (140), au Koweit (218), en Arabie Saoudite (370), voir peut-être demain en Grèce), les chaines d’assemblage de Lima devront fermées sans de nouvelles commandes. En effet, le nombre de chars à produire ne permettra pas une rentabilité à court terme. Outils de « la diplomatie du char lourd made in USA » pour influencer les équilibres de puissance dans certaines régions du monde, les contrats de vente à l’export de ces Abrams ne suffisent pas à garantir une cadence minimale. Commandés, les 4 à 5 chars par mois destinés à l’US Army viendraient aider à remplir les chaines d’assemblage, en plus des 5 par mois pour l’Arabie Saoudite et des 4 pour Égypte. La production serait néanmoins bien loin du seuil maximal estimé à 70 unités par mois.

Aux difficultés présentés par l’industriel de réouvrir une chaine de production après 2017 suite aux pertes de compétences jugées irrémédiables, le général Odierno rétorque que 2,8 milliards de $ pourraient être économisés (ou en partie réattribués) sans commandes d’ici là de nouveaux chars lourds. En effet, la fermeture des chaines d’assemblage est estimée à seulement 600 millions de $ environ. Les fermer n’est pas sans conséquence notamment si de futurs clients, en nombre suffisant, se font connaître d’ici là et permettent de remplir le plan charge de l’industriel qui tiendrait jusqu’en 2017 via les contrats à l’exportation. Encore faut-il que ces contrats soient remportés. D’où l’agressivité actuellement de General Dynamics, et des industriels américains en général, sur les appels d’offres internationaux.

En guise de conclusion

Pour le secrétaire à la Défense Chuck Hagel, il est donc nécessaire de se battre pied à pied sur chacun des programmes jugés non indispensables ou trop couteux par les armées. Alors même que le DoD est à la recherche d’économies pour financer d’autres agrégats (pour reprendre un terme français) : Infrastructures, Petits équipements, Carburants, Activités opérationnelles, etc. En somme, tout ce qui permet, hors Programmes à effets majeurs ou PEM (les grands programmes), de s’entraîner et de disposer de forces opérationnelles, en plus d’être équipées. De garantir la cohérence et l’efficacité d’un système finalement.

7 May 2013 army-technology.comGDC4S

General Dynamics C4 Systems () has been awarded a contract modification for the development of a next-generation radar system as part of the US Army's range radar replacement programme (RRRP).

Valued at $16m, the contract covers engineering, development and initial manufacture of a new high/medium power close-in radar system, designed to provide enhanced fidelity during tracking of munitions and other targets at a range of 37m or more.

General Dynamics C4 Systems president Chris Marzilli said: "The close-in radar system is the second in a new generation of range instrumentation radars that deliver cost-effective, digital technologies and systems needed to meet the army's goal of modernising test ranges in Alabama, Arizona, New Mexico and Maryland."

Capable of acquiring information about the launch and early stages of flight for munitions and other low-flying objects, the radar joins the fly-out radar, the first system ordered by the army from the company under the $385m RRRP contract in June 2012.

The close-in radar systems are also expected to reduce the cost and downtime associated with the maintenance and relocation of old and obsolete radar systems that are currently installed at army test ranges across the US.

Capable of tracking up to 40 test objects over a range of 60 miles, the fly-out radar system recently completed the requirements phase of development.

Based on STAR Dynamics' XSTAR family of instrumentation radar, GDC4S's RRRP solution is scheduled to replace obsolete tracking radars at White Sands Test Center in New Mexico, Yuma Test Center in Arizona, Aberdeen Test Center in Maryland, as well as at Redstone Test Center in Alabama, US.

Led by GDC4S, the RRRP team includes STAR Dynamics, Georgia Tech Research Institute, and EO Imaging.

The delivery schedule has not been disclosed.

April 26th, 2013 By Army News Service - defencetalk.com

The Army says a round of base realignment and closure for fiscal year 2015 is necessary to save tax dollars, consolidate resources and adapt to force reductions.

With a smaller total force over the next years — from a high of 570,000 in 2010 to 490,000 in 2017 — the Army’s need for facilities will also decrease, said Katherine Hammack, the Army’s assistant secretary for Installations, Energy and Environment.

“The resulting force structure reduction will create excess capacity at several installations,” she testified to the Senate Armed Services Committee, subcommittee on readiness and management support, April 24, 2013.

“With a reduced end-strength and force structure in the United States, now is the time to assess and right-size the supporting infrastructure,” she said.

Hammack said the Army is already downsizing its infrastructure in Europe, and that it is working closely with the Office of the Secretary of Defense to examine whether there are additional cost-saving opportunities in Europe through joint or multi-service consolidation.

Infrastructure changes in Europe, while important, are not part of base realignment and closure, known as BRAC. The BRAC process — including past rounds of BRAC and any future rounds of BRAC — applies only to installations in the United States.

With a 45 percent reduction in force structure, Hammack said the Army is implementing a 51 percent reduction in infrastructure, a 58 percent reduction in civilian staffing, and a 57 percent reduction in base operating costs.

“A future round of base realignment and closure in the United States is essential to identify excess Army infrastructure and prudently align civilian staffing with reduced uniform force structure, just like we are doing in Europe,” she said.

For fiscal year 2014, the Army requests $2.4 billion for military construction, Army family housing and the Army’s share of the Department of Defense base closure account, said Hammack. She said the request represents a 34 percent decrease from the fiscal year 2013 request.

Hammack said BRAC property conveyance, from prior rounds of BRAC, remains an Army priority.

“Putting excess property back into productive reuse can facilitate job creation, help communities building the local tax base and generate revenue,” she said. “In total, the Army has conveyed almost 78 percent of the total prior BRAC acreage.”

Hammack said the Army also requests $15.2 billion for installation energy and environmental programs, facility sustainment restoration and modernization and base operating support.

“With the fiscal challenges we are facing, the Army has closely reviewed the facility investments to determine the level of resources needed to support the force,” Hammack said. “Supporting the force requires appropriate facilities, training ranges, maintenance and operations. And that’s where we have focused.”

Hammack said the most important aspect of the Army is its human element.

“The Army’s strength is our Soldiers, families and Army civilians who support them,” she said. “They are and will continue to be the centerpiece for the Army.”

John Conger, the acting deputy undersecretary of defense for Installations and Environment, testified that a BRAC round is needed for fiscal year 2015, but it must be executed in a careful manner that does not affect the warfighter.

“The department is facing a serious problem created by the tension caused by declining budgets, reductions in force structure, and limited flexibility to adapt our infrastructure accordingly,” he testified.

“Without question, installations are critical components of our ability to fight and win wars,” he said. “However, we need to be cognizant that maintaining more infrastructure than we need taxes other resources that the warfighter needs — from depot maintenance to training to bullets and bombs.”

Apr 26, 2013 ASDNews Source : European Aeronautic Defence and Space Company

    Combined Lakota Fleet Passes 150,000 Flight Hours, Maintains 90% Availability

The U.S. Army has fielded the 250th UH-72A Lakota helicopter delivered to Army and National Guard units by EADS North America since 2006. Every Lakota -- including an additional five produced for the U.S. Naval Test Pilot School -- has been delivered on time and on budget, by an American workforce that is more than 50 percent U.S. military veterans.

The combined Lakota fleet's operations have now exceeded 150,000 flight hours, while maintaining greater than 90 percent availability. The Lakota is the Army's newest helicopter, with the lowest cost to fly, own and operate of any U.S. military helicopter in production.

The Lakota is manufactured at EADS North America's American Eurocopter facility in Columbus, Miss.

"In today's budget environment, the Pentagon needs programs that deliver what's been promised, and we're proud to have worked with the Army to field this capability unfailingly on schedule and on cost," said Sean O'Keefe, EADS North America Chairman and CEO.

Army Lt. Col. David Cheney, the UH-72A Product Manager, stated, "The UH-72A Lakota helicopter program continues on schedule, within budget and is serving the Soldier very well. The success of this aircraft and program is a testament to EADS North America's team's determination to provide the best support for the Army and homeland security missions."

The 250th Army Lakota will be operated out of Oklahoma City by the Oklahoma National Guard. It is the latest of 54 Lakotas delivered with the Security and Support (S&S) Battalion mission equipment package, which expands the Lakota's capabilities for missions ranging from disaster response to border security operations.

The S&S configuration includes a moving map, EO/IR sensor, digital video recording capability, digital and analog downlink, and a searchlight. Army National Guard units across the country currently operate Lakotas equipped with the S&S Battalion MEP, including extensive operations along the U.S. southwest border for border security and drug interdiction.

A combination of full contractor logistics support (CLS) for the active Army and hybrid CLS for the Army National Guard enables the units to operate the Lakota in accordance with their flying hour plan. The Army program office, military units, and the industry team of EADS North America, American Eurocopter and Helicopter Support International has provided tailored program logistics to the Army and Army National Guard since 2006.

The Lakota fleet has averaged an operational availability rate greater than 90 percent for locations with full contractor logistics support, encompassing 21 different military units. Spare parts fill rate under the hybrid CLS concept supporting 33 units has averaged 97 percent.

The UH-72A is a Defense Acquisition Category (ACAT) I major defense acquisition program, and was one of the most rapid introductions of a new aircraft in the U.S. Army's history. Deliveries of the aircraft to National Guard units allow aging OH-58 and UH-1 rotary-wing aircraft to be retired, while UH-72As assigned to the active component of the U.S. Army free up UH-60 Black Hawks for assignment to combat missions.

April 25th, 2013 by Kris Osborn - defensetech.org

U.S. Army officials plan to award up to four design contracts by the end of fiscal year 2013 for vendors to build the Joint Multi-Role (JMR) demonstrator aircraft, a next generation helicopter fleet, Army leaders said Thursday.

Current plans call for two JMR technology demonstrator aircraft to be designed and built for a first flight by sometime in 2017, said Todd Turner, director for the Army’s Research and Technology Air Portfolio.

“This is an S&T [Science and Technology] effort for the development of a new, medium-class platform. The goals are to design, fabricate and demonstrate an advanced vertical lift vehicle with a combat radius of 424 kilometers, that’s an 848 kilometer range, un-refueled, at speeds of up to 230 knots,” Turner said at the National Defense Industrial Association’s 14th Annual Science & Engineering Technology Conference/Defense Tech Exposition, National Harbor, Md.

A key goal for the program is to be affordable, and develop an aircraft that can reach much greater speeds and extend mission possibilities without compromising an ability to hover, Turner said.

Army officials said the S&T effort is designed to lower risk, reduce costs and inform requirements for what will be a Future Vertical Lift formal program of record designed to deliver new aircraft by 2030.

“We’re currently completing what we call configuration trades and analysis portions of this effort which will finish this year. The trades we considered were cost, weight and power requirements, mission equipment packages and life-cycle costs.  All configurations were considered,” Turner said.

The configurations currently being examined include a tilt-rotor possibility, like today’s Marine Corps and Air Force V-22 Osprey as well as various compound configurations such as air vehicles with a rear-thrusting mechanism and co-axial rotorblades, Army officials explained.

The service is evaluating responses to an Army solicitation to industry to build designs. Service officials plan to down select to two design teams by the fourth quarter of fiscal year ’14, Turner said.

The JMR effort also plans to include next-generation mission equipment and avionics along with integrated sensors and weapons systems.

Turner said Army S&T is working on advanced rotor designs, autonomy algorithms and concept analyses wherein they assess air-vehicle design methods.

“We currently have a good handle on how to build systems when we have a database. What we are trying to do is move towards where we can design new systems at a more rapid pace. Get that design closer to what the air vehicle will look like, he said.

The FVL aircraft is slated to be powered by an Improved Turbine Engine Program (ITEP), a more powerful, 3,000-horsepower, more fuel-efficient engine also being informed by an ongoing S&T Program, Advanced Affordable Turbine Engine effort.

“It’s transitioning out of S&T this year to the ITEP program. It’s showing benefits of 25-percent reduced burn rate and a 35-percent reduction in production and maintenance costs,” Turner said.

Army S&T is also in the early phases of developing the Future Affordable Turbine Engine, a 7,000-horsepower heavy class engine for larger rotary platforms such as the CH-47 Chinook.

“We’re developing material and component technologies for the compressor and turbine sub-systems,” he added.