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2015-06-06 According to a piece published on the South Korean Ministry of Defence website on May 28, 2015, the South Korean navy working with allies is shaping more effective defense capabilities by maritime forces.
Our Navy has improved combined operation capability during the pass exercise with a multi-national Navy.
The Navy developed the exercise with the U.S., French and Turkish Navies in the northeast sea around Jeju from May 22 to 25.
Republic of Korea navy Ulsan-class frigate Busan (FF959) conducts maneuvering exercises with French navy Floreal-class light-surveillance frigate Prairial (F731) (not pictured) and Arleigh Burke-class guided-missile destroyer USS Wayne E. Meyer (DDG 108) (not pictured) and this picture was shot during a 2014 exercise off of South Korea. 5/31/14 and credited to Commander, 7th Fleet Public Affairs.
For the exercise, the Korean Navy’s Aegis destroyer (DDG), Seoae Ryu Seong-ryong Ham, 4,400-ton class destroyer (DDH-II) Gang Gam Chan Ham, the U.S. Navy’s Aegis, the Lassen, French Navy’s frigate, the Aconit, and Turkish Navys frigate, the Gediz, were deployed. A Lynx and two helicopters (MH-60R), Seahawk, were engaged in the exercise as well.
The exercise proceeded with a focus on improving teamwork as well as interoperability for security cooperation and humanitarian relief. According to this, the multi-national Navy developed communication exercises, tactical maneuvers, combined maneuver security, antiair warfare, tactical discussion for combined war, helicopter taking-off and landing training, etc.
America, France and Turkey are our allied nations that dispatched combat forces to Korea during the 6·25 war and shed blood to protect the freedom of Korea. France sent an infantry battalion and a naval destroyer, conducting land and sea operations, while Turkey supported around 15,000 fighting forces, which was the fourth largest troop-sending country among 16 others.
Meanwhile, the Gediz is to put in at Busan base of operation on May 26, having a variety of events such as worship for the UN Memorial Cemetery, fleet opening, exploration of culture, exchange activities and others.
The continuous sorties of F-35Bs aboard on the USS Wasp on May 26, 2015 witnessed by visitors from the foreign and the U.S. press was almost numbing.
There are six planes aboard the ship, 4 from the Green Knights squadron at Yuma and 2 from the Warlords at Beaufort. We saw several sorties of F-35Bs aboard the ship conducted by pilots from both squadrons.
Although the planes was a clear focus of attention, the role of many key organizations culminated in what we saw that day.
As Lt. General Davis, Deputy Commandant of Aviation for the USMC, stated in response to a question about the date for the initial operating capability of the aircraft:
It will be this summer.
We are clearly focused on July.
But it is in the hands of the professionals and they are making it happen.
The professionals he had in mind were both aboard the ship and linked to their home bases or organizations.
We saw aboard the ship maintainers from three squadrons, the Green Knights (Yuma), the Warlords (Beaufort) and VMX-22 (New River), the squadron that prepared the Osprey for its IOC in 2007 and is continuing its work with F-35B integration.
F-35 take off from USS Wasp. Credit: USN
In addition to the USMC squadrons, the USN has worked hard on modifying the ship to operate the new USMC aviation assets.
The XO of the ship, Captain Andrew “Mongo” Smith, highlighted that the ability of a 25 year old ship to become part of “fifth generation warfare” and its ability to operate the F-35 showed the flexibility of the ship and the USN-USMC team.
And as one of the USMC pilots involved with the ship integration-testing put with regard to what the plane brought to the ship:
No one in the world has ever sent an airplane off of an amphibious ship with this level of situational awareness and fusion between aircraft to aircraft and aircraft to ship.
The fusion of the data aboard the airplanes and your ability to see what other planes are seeing a number of miles away from you as well as what the ship is seeing and then to be able to communicate with them without using the radio is a tactical and strategic advantage that can not really be over stated.
Together, the USN-USMC team is transforming a Gator Navy, which historically has operated amphibious ships for assault by helos, amphibious vehicles, and infantry to one capable of amphibious assault at great distance.
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It is turning what was a Greyhound Bus role to shaping an entirely new strike capability appropriate for 21st century operations.
It began with the introduction of the Osprey and is being empowered by the integration of the F-35B with the Marine Corps force.
The nature of this change has already been presaged in a Marine Corps exercise involving San Clemente Island, which was conducted in the first part of 2014.
For the Marines, airpower is part of the Marine Air-Ground Task Force (MAGTF), or put in simple terms, a key force allowing force insertion – built around the ground combat element – to occur in a diversity of settings and situations.
The Marines, operating from the training base in Twentynine Palms and landing on San Clemente Island off of California, approximately 100 students from the Infantry Officer Course in Quantico flew aboard Ospreys the simulated test area to eliminate cruise missile threats and take back an airfield from enemy forces.
The Infantry Officer Course at Quantico paired with VMX-22 conducted the exercise and the Ospreys were accompanied by specially configured Ospreys with an airborne communication gateway with a Wi-Fi network that linked the tables carried by the squads riding in the Ospreys.
The Cat Bird, the F-35 surrogate sensor aircraft, which operated its sensor sent real time information about the objective area to the Marines in route to the objective area.
The information shared was maps and images as well as text messaging among the ground force element aboard the Ospreys.
In effect, the F-35s went in and provided the capability to eliminate the ground missile threats and allowed a distributed company to be inserted to do their job.
In other words, the Osprey carried the force; the F-35 surrogate providing the cover which could insert the force more effectively.
This is how the Marines are looking at a key aspect of the F-35 approach to providing close air support for a 21st century ground insertion force.
Thus, it was not surprising to find VMX-22 aboard the USS Wasp for the operational tests.
The CO of VMX-22, Col. “Horse” Rauenhorst highlighted that their work as a squadron was focusing on the integration of the Osprey, the F-35 and the new CH53K as key elements enabling a more lethal and survivable MAGTF.
The infantry Marines will be inserted at greater distance, with greater flexibility to enhance their effectiveness and survivability.
That is the whole point of the innovation being tested aboard the USS WASP.
An F-35B Lightning II awaits refueling before a night operations exercise during F-35B Operational Testing (OT-1) aboard USS Wasp (LHD-1) May 20, 2015. Over the course of about two weeks, U.S. Marines, U.K. military and industry partners will evaluate the full spectrum of F-35B measures of suitability and effectiveness, as well as assessing the integration of the aircraft into the spectrum of amphibious-based flight operations. (Marine Corps photo by Cpl. Anne K. Henry/RELEASED)
A very evident aspect of the effort for ship integration of the F-35B aboard the ship was maintenance at sea for the F-35B.
Maintainers from the three squadrons – the Green Knights from Yuma, the Warlords from Beaufort, and those from VMX-22 – came together for the first time to work the maintenance effort aboard the ship. And according to the maintainers their approach worked very well.
But this would not have happened if the USMC had not established what they call organic maintenance of the aircraft, meaning that the Marines did their own maintenance, and shaped their own way ahead.
Often forgotten is that the new generation of maintainers is creating the policies and procedures whereby those who follow will learn how to maintain the plane.
Or put simply, standing up the plane at sea is a first, and the maintainers see their role as pioneers in process of innovation for 21st century capabilities.
And the report from the team aboard the ship was straightforward: “we could maintain the plane on ship very well and saw no loss of capability compared to maintaining the plane ashore.”
The Brits were aboard the ship as well and are training with the Marines at Beaufort, South Carolina, the base where all foreign F-35B pilots will be trained and of course maintainers as well.
The Italians will be coming next, and both the Italian Navy and Air Force will operate F-35Bs. In an interview with the Italian Chief of Staff of the Air Force, Lt. General Preziosa put it with regard to the B:
“We studied the issue carefully (of the decision for the IAF to buy F-35Bs) and for the kind of missions we face we needed the flexibility which the B can add to the fleet.
We need to go to the mission — not the airfield. We will operate in many areas where there are only short runways; the B allows us to operate in those conditions.
Lt. Cdr. Kitchen during the panel discussion aboard the USS WASP. Credit: SLD
I have now had a chance to visit all three new large deck ships where the F-35 will play a key role: the HMS Queen Elizabeth on March 31, 2015 in Scotland earlier aboard the USS America, and the CVN-78 (Gerald Ford).
The British carrier is an F-35B enabled strike carrier and the engagement of the UK Royal Navy and Royal Air Force with the USMC and the USN is very significant, and personnel onboard clearly were looking for lessons learned aboard the ship to integrate with the standing up of the new class of the UK’s very innovative carriers which the United Kingdom is building.
During a panel discussion with team members aboard the ship with reporters, there were two members of the Royal Navy who participated. Lt. Cdr. Neil Mathieson and Lt. Cdr. Beth Kitchen, represented different roles within the process. Mathieson was visiting the ship and returning to the UK with lessons learned; Kitchen was based at Beaufort and is an integral part of the USMC team, notably with regard to rolling out the maintenance process and effort.
Lt. Cdr. Kitchen put it nicely in resonating with the theme which Lt. General Davis was later to tell reporters: “it is in the hands of the professionals.” Kitchen underscored:
The F-35 can be surrounded by myth and legend.
But it is a real testimony to the capabilities of the maintainers of the Royal Navy, the Royal Air Force and the USMC to adapt to the new technological challenges.
Their knowledge of aircraft systems is now being applied to a new air system and taking steps forward into the unknown.
It is a testament to the professionalism of these maintainers that they are just getting on with the job of making this aircraft work.
Every single person involved in this detachment are passionate about this aircraft and not just because it is a sexy looking aircraft but want to see it working in every operational environment.
A version of this piece originally appeared on Breaking Defense:
Recently, the Norwegian Defence Minister opened an F-35 partners meeting held in Norway by this comment with regard to the arrival of the F-35 for the US and the partners: “We’re turning the future into the present.”
This report looks at the services and the allies as they prepare to introduce the F-35 into service and look to transform their airpower capabilities appropriate to deal with 21st century threats.
The report is based on dozens of interviews with the services and partners, ranging from Italy, to the UK, to Australia and from Eglin, to Yuma, to Fallon.
21st century warfare technologies concepts of operations, technology, tactics and training are in evolution and revolution.
However, there is always the reactive enemy who gets a vote in combat.
Consequently the roll out of new approaches to execute a successful combat campaign being shaped by the impact of the F-35 is critical to understand.
The F-35 is at the heart of change for a very simple reason – it is a revolutionary platform, and when considered in terms of its fleet impact even more so. The F-35, Lightning II, has a revolutionary sensor fusion cockpit that makes it effective in AA, AG and EW. Allied and U.S. combat pilots will evolve and share new tactics and training, and over time this will drive changes that leaders must make for effective command and control to fight future battles.
An issue has been that the F-35 has been labeled a “fifth generation” aircraft, a sensible demarcation when the F-22 was being introduced. But the evolution of the combat systems on the aircraft, the role of the fusion engine, and the impact of a fleet of integrated F-35s operating as a foundational element will make the current term “5th Gen” obsolete.
The global fleet of F-35s will be the first generation for building a foundation for a fundamental change in the way air power operates in overall combat concepts of operations. It is not in and of itself a single aircraft platform; it is about what an integrated fleet of F-35s can deliver to TRANSFORM everything. The decade ahead will be very innovative if what the fleet brings to the fight is learned and applied. Combat warriors, at all ranks, can leverage what they learn and then apply those lessons to reshaping the force over and over.
And because of the capability of the Osprey to operate virtually anywhere, this means that multi-mission can be provided via ship or land bases, or at virtually any point of attack.
The V-22 can perform in the heart of the flight envelopes of both conventional helicopters and fixed wing turboprop aircraft, providing the flexibility of both capabilities in one aircraft.
The Osprey has redefined assault forces, and has led to the creation of new approaches to amphibious assault.
Now with multi-mission capabilities becoming available, the range of capabilities available to the assault force is broadened.
This is particularly significant as the amphibious strike force is redefined and able to carry organic capabilities hitherto only available to a large deck carrier.
During the visit to the Boeing V-22 Osprey plant at Boeing’s Philadelphia site, the Boeing team explained the range of possibilities for the Osprey adding multi-mission roll-on-roll off capabilities.
In the slide below the core capabilities being worked are highlighted.
Indeed, an example of the flexible uses of the V-22 were illustrated during the USS WASP-F-35B integration tests
The F-35B engine is modular, and the Osprey brought the largest module directly onboard solving any question of supplying engines for the F-35B underway on a large deck amphib or carrier for that matter.
The Power Module for the F-35 engine was carried onbaord the USS Wasp by an Osprey. Credit Photo: USMC
What is being worked in the near term is the aerial refueling piece.
The USMC clearly wishes to add aerial refueling to its Ospreys to work with the F-35Bs and Harriers aboard their large deck amphibious ships.
Obviously, this adds organic capability, which expands the initial insertion options for the USN-USMC team. It also opens up possibilities of change for the large deck carrier community as well, both US and worldwide.
The capability is important, but equally interesting is the approach Bell-Boeing has developed to prepare for the possible introduction of air refueling.
During the visit to the factory, a visit to the multi-mission lab and a discussion with Ted Bayruns, Associate Technical Fellow and V-22 Modernization Lead Engineer, highlighted the very innovative approach being taken.
Basically, through the use of a 3-D Virtual Reality simulation facility in which human operators are inserted during requirements definition, the process of shaping an onboard aerial refueling system is crafted whereby adjustments can be made early to the system to optimize it in terms of potential operator use.
This means that validated requirements can feed to the preliminary and detailed design phases.
Continuous use of the lab throughout the remaining engineering development tasks supports “in-process” evaluation of prototypes which are incorporated as requiredto the baseline. Instead of taking years, months are required to get an initial design right.
During the visit, Douglas Fischer, Boeing V-22 Lead Human Factors Engineer, described how Boeing is using virtual reality to reduce the engineering cycle time, reduce program cost, and improve system integration.:
Boeing Philadelphia has used virtual reality for years to support a variety of projects and programs, but primarily for concept development and design reviews.
We are now developing tools and capabilities with the VARS program to use virtual reality technology within the systems design engineering model.
The traditional systems engineering model completes processes such as requirements development, design definition, design reviews, testing and verification in a sequential manner.
Using a virtual reality rapid prototyping model allows us to simultaneously conduct the systems engineering processes.
This means we are able to support concept development, requirements verification, design reviews, and testing processes at the same time.
And then we can not only develop a workspace that’s suitable for the operators, but we can also start developing installation procedures and maintenance tasking.
The modification to our systems engineering supports rapid decision making and eliminates integration errors, reduces program costs, and enables us to support accelerated schedules for the USMC.
Murielle Delaporte visiting the 3-D virtual reality simulation facility at Boeing. Credit Photo: Boeing
And Fischer underscored that working with real world operators was a key part of an effective process.
We work directly with aircrew members to fully develop a design that satisfies operational requirements.
Use of the virtual reality capabilities and 3D modeling adds a new dimension to our design process and greatly enhances our discussions with our operators and customers.
The aircrew members are able to look at the designs in this virtual environment, and thoroughly understand how we are integrating our design concepts.
With their participation are able to assess operator functions such as line of sight, physical reach, and maneuverability within the cabin with this virtual structure in place.
We’re able to make changes based on their operational description and their movements within the cabin, and how they’re going to use the system.
And then we’re able to make real-time changes with the operators so that the design best fits their needs.
He then discussed the approach to where to place the control panel for the refueling process and through the approach taken, they ended up moving the control panel significantly within the simulated cabin to improve operator performance.
And all of this is being done prior to building the actual system.
And another benefit is the ability to look at the impact, which any modification might have on the aircraft for the overall performance of the aircraft itself.
Fischer added:
Clearly, modifications have an impact to wiring, structure, payloads, and other engineering teams.
What we can do is bring all of the concurrent engineering into this lab and be able to verify that the proposed design changes are not creating a new problem for the aircraft.
Bringing the con-ops into the design process is also an advantage, which can be facilitated by the new approach.
Fischer concluded:
We weren’t really sure how they were going to use this tanking equipment, so we brought out our operators and air cabin and aircrews, and we developed the CONOPS with them.
We’ve never done that in a design review or technical meeting before.
We’re actually able to come here, immerse the operators in the virtual environment, and go step-by-step through the procedures, and identify, add, delete, the procedures based on their inputs on how they’re actually going to use the equipment.
This approach provides a unique and informative understanding of whether the proposed concepts are usable and allows the operators to complete their jobs.
We don’t define our customer’s requirements and conops…we invest to mature potential capabilities.
In other words, the Osprey is entering the next phase of its development, a multi-mission phase.
And with that evolution come new tools to shorten the development time to introduce the new capabilities.
This is the third piece in our Osprey series.
For the first two pieces of a six part series see the following:
The visit to the Boeing facility was done by Robbin Laird and Murielle Delaporte, with Delaporte’s pieces to appear in the French press later this summer.
When I first encountered maintainers of the Osprey several years ago at New River, North Carolina, those pioneers referred to themselves as members of the Osprey nation.
As the Osprey became a reality for the USMC, and many Ospreys joined those early few, the term would now encompass not only Marines but Air Force operators. In fact, the pilots are all trained together by the USMC for their initial training.
As the US Navy is about to add the Osprey to its carrier fleet, and the Japanese have made their first buy of aircraft, others are clearly interested in joining in the Osprey Nation.
But there is a challenge to global growth, namely, the current sustainment process.
The USAF and USMC users of the aircraft are high demand assets and are already challenging the current sustainment system managed by the US Navy working with Bell-Boeing.
And it is clear from discussions with Marine Corps members of the Osprey nation that there is concern that as users are added, if the current approach is not modified, that parts will be in scarcer supply for their own use.
This is an important subject and I will return to ways to reshape the current system in a separate piece.
But in this piece, I want to highlight our discussions with Boeing during the visit to Boeing’s Philadelphia site.
A baseline briefing presented during the visit highlighted the demand side in terms of numbers of aircraft.
There are currently 295 field aircraft with 14 USMC and 3 AFSOC operational squadrons.
There are now USMC and AFSOC aircraft deployed abroad, in the UK and Japan.
There are now more than 260,000 flight hours on the fleet which provides a realistic picture of the performance of parts and of the supply chain.
The program of record will produce around 500 aircraft with international sales to come on top of the basic 500 aircraft.
And there is capacity to support additional domestic or international sales in terms of the manufacturing process.
But there have clearly been shortfalls on the supply side.
And those shortfalls have been driven by many factors, which I will discuss in the next article, but shortfalls there are and getting a better process in place to ensure that they do not happen, as there is a wave of international sales is crucial moving forward.
Currently, there is a performance based logistics contract in place but for only some of the parts.
The Bell-Boeing team has a PBL with NAVAIR currently for five years with a three year extension and they are currently working for another two-year extension.
Bell-Boeing and the government have a readiness team which has collected the baseline data on parts performance, operations and supply.
The USAF participates through AFSOC as well as NAVAIR. The readiness team is supported by an advanced IT system, built through a team effort by government and Bell-Boeing, to collect and process the data.
Data is becoming more available, given the length of the program, the number of flight hours, and the global operations of the fleet, to provide a solid baseline for reworking the sustainment system and approach.
In a briefing provided during the visit, the Boeing Logisticians highlighted that the IT system, called CAMEO, has matured enough to allow for the government and industry to sort through alternative methods for dealing with sustainment challenges.
At the heart of the challenge is that the government buys on a 12 month cycle, and parts demand may well not respect a 12 month forecasted cycle.
As one Logistician put it: “a challenge is to get out of the 12-month mode into a more rapid action decision making process with the ability to leverage the data generated by operational realities.”
The industry team has field representatives deployed with the force to provide for ground embedded support by CAMEO Support Representatives or CSRs whose tasking is to ensure that the field deployed data collection systems are working to maximum effectiveness.
“Those experts are in the field making sure that the equipment is all working the way it should, that data is being captured and utilized to support the maintenance process,and reporting back any shortfalls.”
Two MV-22B Ospreys from Marine Medium Tiltrotor Squadron 161 (VMM-161) prepare to land onboard the JS Hyuga (DDG-181), during Dawn Blitz 2013 off the coast of Naval Base Coronado, June 14, 2013. Credit: 1st MEB
Data is generated by the aircraft itself and offloaded by maintainers and then that data over time has been forged into a large data base with a suite of analytical tools called the V-22 Readiness Integration Center or RIC.
The challenge is to leverage the data to sort out the best methods to match supply with demand in terms of parts and parts performance.
As another Boeing Logistician put it:
Condition-based maintenance is clearly one way ahead.
Here one leverages the sensors on the aircraft with regard to very accurate, real-time conditions of individual parts to determine realistic maintenance and supply needs.
In addition, applying statistical and predictive modeling tools leverages maintenance activity to better understand emergent demand for supply posture.
It is about seeing the incoming demand spikes before they actually spike, so you can prepare your supply posture appropriately, and understanding the lifecycle of components so you can better plan your maintenance processes.
In other words, the operational experience, the parts performance history with more than 260,000 operational hours, and the maturing CAMEO/RICsystem provide a solid, enabling foundation for reshaping how best to manage the supply chain and to ensure the global reach of supplies to the operational fleet.
Getting this right is crucial not only to sell the plane globally, but support the increasingly global use of the aircraft by the US Air Force and the Marine Corps as well.
And getting global support to global customers coupled with better support to deployed Marines and airmen can only lead to the one helping the other.
It is about a globally deployed supply chain working to optimize operational performance, and not having a taut 12-month order cycle limiting the global opportunities for the program or for the US and its allies.
Editor’s Note: The video above shows Gen. Nakatani, the Japanese Defense Minister, arriving outside the Pentagon and boards an MV-22 Osprey attached to Marine Helicopter Squadron One (HMX-1), Arlington, Virginia, April 29, 2015.
The flight was part of several events promoting a strong working relationship between Japan and the United States Marine Corps.
Credit: Headquarters Marine Corps
4/29/15
This is the fifth piece in our Osprey series.
For the first four pieces of a six part series see the following:
The visit to the Boeing facility was done by Robbin Laird and Murielle Delaporte, with Delaporte’s pieces to appear in the French press later this summer.
During the visit to the Boeing V-22 Osprey factory at Boeing’s Philadelphia site, we had a chance to sit down with the Vice President of Boeing Tiltrotor Programs, Kristin Robertson.
Prior to her current role, she was the Deputy Program Manager of the T-X Program, a part of the Boeing Military Aircraft (BMA) business unit of Boeing Defense, Space & Security.
T-X is a comprehensive training system or Family of Systems (FoS) designed to replace the USAF’s fleet of T-38 Talon training jets.
Previously, Robertson served as Director of Direct Attack Weapons Programs, a division of Boeing Missiles and Unmanned Airborne Systems (MUAS). Programs within her portfolio included the Joint Direct Attack Munition (JDAM), Small Diameter Bomb (SDB), and the Countermine System.
Question: Having visited the plant and watched the evolution of the Osprey in combat over the past few years, it is clear that the plane is maturing.
Could you talk about your sense of where that manufacturing process is at this point in the program?
V-22 seen on Assembly Line during SLD visit. Credit Photo: Boeing
Kristin Robertson: With nearly three hundred aircraft under our belts, we credit process discipline as an enabler to support a stable configuration for the aircraft.
For example, we have implemented a number of lean manufacturing processes that drive repeatability, standardization and standard work, which have enhanced affordability.
And we have implemented innovative ways to achieve seamless and repeatable production.
Using 3-D model based definition, we are able to work on new configurations of the aircraft, which can fit, into the mature production process.
We also see a maturing of the supply chain, which can enable an effective way forward as well.
Question: The V-22 is very dependent upon composites, and you have drawn upon your commercial as well as military work to mature your composite production process.
Could you discuss this aspect of the program?
Kristin Robertson: A significant portion of the aircraft is composite.
Over time, our engineering and tooling have evolved. Automated, state-of-the-art tooling drives quality and repeatable manufacturing process.
Question: We are a turning point with regard to the aircraft, both in terms of international sales as well as new multi-mission variants.
What is your perspective on this opportunity?
Kristin Robertson: Although we do not define our customers’ concepts of operations, we are positioned to support those efforts as they evolve.
Roll-on and roll-off capability such as aerial refueling is a case in point.
We work with our customers to drive our investments and the technologies, and try to bring those to bear, to ensure that our customer has the capabilities that support that future vision of cooperative operations or changing CONOPs.
We think the architecture of the aircraft, the physical architecture, the computing architecture and how it all operates together is certainly a key enabler to any future capability.
As an industry, we’ve been investing in new architectures and new capabilities to help support a more rapid insertion model.
Question: As you face the possibility of global sales, it is important to get the global supply chain right.
How do you see this challenge?
Kristin Robertson: With global sales, we are currently working through FMS mechanisms and leveraging the current/follow on multiyear program..
Longer-term support agreements provide greater flexibility for industry and government from both a production stability and product perspective.
This approach drives affordability and leverages a stable product line.
This is the fourth piece in our Osprey series.
For the first three pieces of a six part series see the following:
Today, the Commander of the Air Combat Command spoke at an Air Force Association breakfast meeting and discussed the way ahead for the ACC and for airpower more generally.
He argued that today’s fights were seeing demand outstripping the supply of capabilities and clearly this worries him.
And he noted that although there are outside constituencies supporting modernization and force development for USAF assets, the USAF is the main constituency for readiness for USAF airpower and needs to do a better job explaining what this requires.
And readiness of the USAF is a concern in a period of budgetary difficulties with high demand side operational tempos.
The airpower role in the conflict with ISIS was operating within clearly political boundaries but was making an important contribution.
General Carlisle answering questions at the AFA breakfast presentation on June 1, 2105. Credit: SLD
Airpower assets have delivered 4200 strikes and 14,000 weapons to date.
Targets like IED factories (more than 50) and cash cow facilities for ISIS such as oil refineries have been destroyed.
And clearly, airpower has had an impact on the enemy’s ability to mass force and has been able to go after key officials in the hierarchy.
Among significant changes underway was the ability of the USAF and the services to leverage a diversity of sensors from a diversity of platforms to get greater fidelity on targets.
And the USAF had made command changes to more closely integrate “ISR warriors” within the operational community.
The coming of the F-35 was an important element for reshaping USAF air dominance capability and the Marines, the USAF, the USN and the partners are working closely in Fallon, Nellis and Yuma on ways to operate the air craft to enhance operational capabilities.
Next generation weapons are a key part of the modernization matrix, and with regard to directed energy weapons, Carlyle saw these as enhancing survivability of combat assets and then migrating to an offensive capability over time.
With regard to personnel recovery, the USAF is looking at the CV-22 as a possible asset for use in their approach, which would, if acquired, would then mean that the USAF would end up being a mixed rotorcraft and tiltrotar craft fleet for the personnel recovery mission.
And obviously, with a clear interest in NOT having pilots as hostages, the speed and range of an Osprey can be an important asset for the missions.
There were clearly areas like Africa where the speed and range of the Osprey would be extremely important as well.
The F-22s have played an important role in Middle East operations.
They have combined within the fleet strike, ISR, and support capabilities.
He gave an example of one F-22 pilot who within a 12 hour mission during the night, variously conducted strike, ISR, and armed escort missions with several air refuelings during the night mission over Syria and Iraq.
The coalition partners are shaping new approaches and capabilities as well.
Four air forces are tanking using Airbus tankers during operations.
And the GCC plus Jordanian Air Force is are on a rapid learning curve with regard to enhanced operational capabilities.
And in answer to a question about the F-35, Carlyle reinforced the reality seen about the USS WASP:
the ALIS system works and will become a key element for the global supply system.
“For sure, it is a work in progress and will go through a couple of iterations to get where we want to go, but we will get there.”
