India, France and the Rafale: Closing In on a Deal

04/10/2015

2015-04-10 By Air Marshal Jimmy Bhatia (Retd.) and Guishan Luthra

New Delhi. The Indian Air Force (IAF) will acquire 36 Rafale combat aircraft in flyaway condition from France, double the originally stipulated number of 18 in the 2007 tender for a total of 126 Medium Multi Role Combat Aircraft (MMRCA).

Prime Minister Narendra Modi disclosed in Paris on April 10 that he had asked the Ministry of Defence to negotiate the acquistion of the 36 aircraft at the earliest through the government to government route.

He was addressing a joint press conference after a summit meeting with host President Francois Hollande on the first day of his three-day visit to the beautiful European country.

It wasn’t immediately clear as to what would happen to the rest of the 90 aircraft.

There had been strong indications in both New Delhi and Paris that India would scrap the tender and go in for 63 Rafales produced by Dassault in France.

According to the tender, or Request for Proposals (RfP), Dassault was to supply only 18 aircraft, or one squadron, and the remaining 108 were to be made in India by HAL.

Unconfirmed French reports indicated that the 36 aircraft could be in addition to the 126 being negotiated.

This option seems unlikely though as it will also involve additional costs, and funding is difficult for the cash strapped Government.

As of now, there is no clarity no how the deal is being progressed, and in due course, the Goverment is likely to disclose the details.

There have been serious differences over responsibility for the quality of aircraft to be made by HAL and the overall pricing. Dassault, which produces the Rafale, had said it would do the Transfer of Technology and invest 50 per cent in India as part of the Offsets clause stipulated in the tender but would not be responsible for what comes out of the HAL production lines.

Although Dassault had won the tender on the basis of technical evaluation and its “lowest” bid, the costing after accounting for periodic escalations during the life of the program was also touching USD 24 billion.

The Rafale operating in Chad. Credit: French Ministry of Defense
The Rafale operating in Chad. Credit: French Ministry of Defense 

This made the Ministry of Defence (MoD) uncomfortable; negotiations with Dassault were not leading anywhere, and Defence Minister Manohar Parrikar himself observed that the deal could not go through if Dassault continued to ask for way too much. MoD sources also said it had “bitter experience” with DCNS in the past over pricing while negotiating the Scorpene submarine deal and a decision was becoming difficult.

Diplomatic sources told India Strategic that the direct acquisition of 36 aircraft seemed to be only possible way out.

“Otherwise the deal would not have happened.” It appears that there were frantic discussions between the MoD and IAF, which has been keen for the induction of new aircraft on ASAP (As Soon As Possible) basis. MoD then put up some options before the Defence Minister, for a political decision, and the option to buy 63 aircraft through the Government-to-Government route was found the most acceptable.

The financial outgo, including for the offsets, should be around one-third now, and the hard-pressed Ministry of Finance, which has to provide the funding, will literally breathe a sigh of relief. The Government will have more money at hand now for various long-pending defense acquisitions as well as for the One Rank One Pension (OROP) scheme for retired personnel from the Army, Navy and Air Force.

As per the terms of the tender, the Government has the authority to cancel the MMRCA acquisition process without assigning any reason. Nonetheless, the Government has gone for the same aircraft, Rafale, which IAF selected after due technical evaluation.

Indications are that the Rafale deal will be part of a composite agreement that includes space and nuclear cooperation, some technology sharing in security, and more bilateral investments.

France has been providing assistance to the Indian Space Research Organisation (ISRO) for about 60 years now, and most of its heavy satellites have been launched by the French Space Agency, now integrated with Airbus Defence and Space. The composite agreement provides for ISRO to launch some of smaller French satellites.

Mr. Modi will be visiting the Airbus aircraft and space facilities in Toulouse before proceeding to Germany and Canada on this three-nation tour.

India had purchased about 50 Mirage 2000 from Dassault in 1985 (and a few more later), and although they were not under any Government to Government deal, that acquisition would be a model to follow. The aircraft are now under upgrades by Dassault and Thales – the Electronic Warfare and other systems provider – and HAL.

The Rafale and the A400M participating in joint experimentation for tactical forces insertion. Credit Photo: French Air Force
The Rafale and the A400M participating in joint experimentation for tactical forces insertion. Credit Photo: French Air Force 

Defence analyst Amity Cow shish, a former top MoD officer directly responsible for military acquisitions, observed that if the decision to go in for a direct purchase of 63 aircraft has indeed been taken, “then this shows great out of the box thinking” on the part of the Ministry.

“It should make everyone happy, particularly the IAF which needs the aircraft urgently, and Dassault and its associates for the way out,” adding that it also opens more options for IAF to catch up with its requirements.

It may be recalled that the tender (Request for Proposals, or RfP) for the 126 MMRCA was floated in 2007, and Rafale was declared the winner in 2012. Others in the competition were European Eurofighter Typhoon, Swedish Saab Gripen, US Boeing’s F/A-18 Super Hornet and Lockheed Martin F-16 and, the Russian MiG-35.

Notably, the Government-to-Government route has been found to be the best while buying aircraft and systems from the US under the latter’s well-established Foreign Military Sales (FMS) route but for the French, while political leaders and diplomats help in military equipment sales, any deals are done directly with the manufacturers.

India also has an unfortunate negative culture of dubious elements raising allegations over any and every thing. Also, deviating from the established process of selection through technical evaluation and commercial tenders would have a political cost for the leaders in power.

In a Government-to-Government deal, the impact of political challenges would be minimal, if any. This route was described as the most acceptable even by the previous Defence Minister, Mr. AK Antony, who had to postpone crucial decisions occasionally due to periodic allegations played up in the media; it didn’t matter most of them were blatantly wrong and inspired by vested interests.

Officers of the Civil Services, who manage the Government and ministries, are generally keen NOT to take any decisions lest they are held responsible, thanks to the curse that former Prime Minister VP Singh cast on the system by prosecuting top officers for acquiring the Bofors gun from Sweden in the 1980s. He had alleged that the gun was of “poor quality” and that there was bribe in the deal. Modernization of defense forces and security agencies has suffered ever since.

Under the acquisition procedures, deals over Rs 1,000 crore (USD 160 million at the current exchange rate), have to be cleared by the Cabinet Committee on Security (CCS). But they have to be first approved by the Defence Minister and Finance Minister, both of whom are obliged to ‘see and sign them’ before forwarding any proposal to the CCS, headed by the Prime Minister.

Notably, most of the existing IAF combat squadrons have Soviet-vintage MiG-21 and MiG-27 aircraft.

Their specified ‘Total Technical Life’ is either over or is nearing that, and IAF has reduced their flying to maintain them till new aircraft are inducted.

The Indian HAL-made Light Combat Aircraft (LCA) program has also been delayed considerably, and induction of French-made Rafales is now keenly awaited.

Notably, the number of IAF combat squadrons is much less than the sanctioned 42, hovering around 32 or 34. Mirage 2000, and MiG-29s, both acquired in the 1980s, are under upgrades to extend their lives by another 10 to 15 years.

Dassault is mandated by the French Government to keep its Rafale assembly lines open by producing at least 11 aircraft per year.

But the French air force (Armee de l’air Francaise) is buying only a limited number; so foreign sales are required to keep the company going.

Recently, the French Government negotiated an agreement with Egypt to supply 24 Rafales, and with the Indian order coming in; the French aerospace factories would be celebrating with champagne all over.

The Indian order will benefit Dassault, which integrates the aircraft, Thales which makes avionics and warfare systems, Safran which provides the engines and several onboard systems, and MBDA, which will supply its latest Meteor (Beyond Visual Range) and other missiles.

Some of the systems will be common to those being fitted now on 1980s-vintage Mirage 2000 aircraft, which are being upgraded now by HAL.

Rafale is also being considered by the UAE air force, which at present has Mirage 2000-9 and F 16 Desert Falcon aircraft.

Reprinted with permission of our strategic partner, India Strategic.

http://www.indiastrategic.in/topstories3725_India_likely_to_buy_63_Rafale_aircraft_direct_from_Dassault.htm

 

 

 

Caspian “Trilaterals” Impart New Regional Dynamism

04/08/2015

2015-04-04 By Richard Weitz

The Russia-Ukraine war has highlighted the security dilemmas of Eurasian countries that find themselves outside of any regional military alliance.

Although recent attention has focused on Ukraine, the Caspian littoral countries have, for several years, considered themselves vulnerable to renewed Russian assertiveness and have complained about declining U.S. and European engagement in their region.

In response to these challenges, as well as in pursuit of new opportunities for regional energy cooperation, Azerbaijan and Turkey have partnered with Georgia, Iran, or Turkmenistan in recent years to pursue targeted trilateral economic, energy, and security collaboration.

The trilateral format, most often seen in meetings of the three countries’ foreign ministers, supplements bilateral and other multilateral mechanisms and helps the participants advance their national security, economic development, and geopolitical independence.

The Caspian triangles also enable these states to achieve diplomatic compartmentalization and manage antagonistic relationships by aligning with different combinations of partners in pursuit of mutually beneficial goals.

Azerbaijan, Turkey, and Georgia

The most developed of the Caspian trilateral partnerships is that among Azerbaijan, Turkey, and Georgia.

These three states have enjoyed good relations since the breakup of the Soviet Union, but they only formalized their trilateral cooperation following the 2006 opening of the Baku-Tbilisi-Ceyhan oil pipeline and the August 2008 Russian-Georgian War, which challenged their mutual economic and security interests.

Since then, the three countries have built additional energy pipelines, a trans-Caucasus railway, and undertaken joint military exercises.

Azerbaijan, Turkey, and Iran

Azerbaijan, Turkey, and Iran represent a more complex Caspian triangle.

The three countries’ foreign ministers have discussed various regional energy, investment, transportation, and security projects since their first meeting in April 2011.

Mutual distrust, regional rivalries, international sanctions and other obstacles have impeded realization of most initiatives.

As a result, the parties have concentrated on making incremental progress now, while hoping to expand their partnership should more favorable conditions arise, such as following a nuclear deal that ended most international sanctions.

Given Iran’s poor relations with Azerbaijan and Turkey, this trilateral construct has also aimed to manage their differences in a conflict-prone region.

Past tensions have centered on Ankara’s and Tehran’s backing of opposing local actors in Iraq, Syria, and Yemen, and Iranian concerns about Azerbaijan’s secular and Western orientation.

 Azerbaijan, Turkey and Turkmenistan

The foreign ministers of Azerbaijan, Turkey and Turkmenistan only began meeting last year.

This triangle has focused on promoting economic cooperation, but energy and security collaboration may follow.

In particular, Turkey would like Turkmenistan to send gas westward through the Trans-Anatolian Pipeline.

However, the unresolved territorial dispute between Azerbaijan and Turkmenistan over several energy deposits in the Caspian Sea, as well as other constraints on Ashgabat’s foreign policy flexibility, limit this triangle from realizing its potential.

The Lynchpins

Turkey and Azerbaijan form the linchpin of the three triangles.

Turkey needs more energy sources and wants to become a bridge between Europe and Asia, while Azerbaijan seeks to expand its regional energy and security connections.

The two countries share cultural, religious, and ethnic ties – Azeris are a Turkic people.

The official discourse of both countries highlights their special relationship, which is ascribed to historical, ethnic, cultural and other ties, by referring to them as “one nation” living in two states.

The defense ministers of Azerbaijan, Georgia, and Turkey met in August 2014 and agreed to work on "tripartite exercises to enhance the combat capability of the armed forces of the three countries and the achievement of mutual understanding during joint military operations, including the organization of joint seminars and conferences, cooperation in military education, development of military technology, the exercises for the protection of oil and gas pipelines," according to Azerbaijani Defense Minister Zakir Hasanov. http://www.eurasianet.org/node/69646
The defense ministers of Azerbaijan, Georgia, and Turkey met in August 2014 and agreed to work on “tripartite exercises to enhance the combat capability of the armed forces of the three countries and the achievement of mutual understanding during joint military operations, including the organization of joint seminars and conferences, cooperation in military education, development of military technology, the exercises for the protection of oil and gas pipelines,” according to Azerbaijani Defense Minister Zakir Hasanov. http://www.eurasianet.org/node/69646

In a regional context, ties with Turkey strengthen Azerbaijan’s position in negotiations on Caspian energy and transit projects.

Without Turkey’s participation in the triangles, Azerbaijan has much less to offer Georgia, Iran, and Turkmenistan.

The Caspian triangles stand out as one of the few successful Turkish foreign policy initiatives in recent years.

Through its economic and political cooperation with Azerbaijan, Georgia, and Turkmenistan, Turkey amplifies its regional economic and security influence in the South Caucuses and the Caspian Basin.

Ankara also establishes itself as an important transit corridor and energy hub between the Caspian countries and Europe, which has become even more important with the Ukraine crisis.

Although Ankara’s ties with Tehran remain troubled, the triangle reduces the prospects of a military confrontation between Iran and Azerbaijan that could easily drag in Turkey and other countries, like Russia.

The remaining Caspian triangle countries are excluded from the Washington-led NATO alliance, the Moscow-led Collective Security Treaty Organization, and other regional security structures. Although Ankara remains in NATO, Turkish policy makers fret about their limited influence on the European Union’s security policies.

Turkey’s efforts to develop alternative ties with the Shanghai Cooperation Organization (SCO) have been stymied due to Russian-Turkish differences over Syria and other tensions.

Although Iran has observer status in the SCO, Beijing and Moscow have made clear that Tehran’s prospects for full membership depend on a resolution of its nuclear dispute. Whereas Azerbaijan and Georgia are most interested in bolstering their Euro-Atlantic orientation, Iran and Turkmenistan are also eager to strengthen ties with China.

While none of these governments characterize their Caspian triangles as being directed against any country, the partnerships increase their independence from Russia without their aligning with other great powers, like China and the United States.

The trilateral framework facilitates cooperation without compromising diplomat flexibility.

Pursuing trilateral partnerships offers an advantage over bilateral alliances since participants can cooperate with neighboring states without having to negotiate formal alliances that could compromise their members’ independence, national identity, or other strategic relationships.

The triangles are easy to create but also to dissolve as the goals of each partner naturally evolves.

Nonetheless, the unresolved dispute over maritime boundaries and usage rights in the Caspian Sea remains a major constraint on realizing the Caspian triangles’ energy potential.

Not only have the littoral states failed to resolve their overlapping territorial claims, but Russia and Iran have vetoed trans-Caspian energy pipelines by insisting that all five littoral states must approve their construction.

The lukewarm U.S. and European support for trans-Caspian projects has also limited the triangles’ impact.

The West has strained relations with all five governments directly involved in the triangles, as well as with many other Eurasian states. Western governments and NGOs have criticized the Caspian countries’ restrictions on political pluralism and free market principles. For their part, the five governments participating in the Caspian triangles have complained about insufficient Western respect and support for their interests and values.

Western governments need to look past these differences and recognize that these trilateral partnerships can enhance Eurasian-European energy collaboration, discourage Iranian and Russian predatory behavior, and stabilize a region primed for problems.

Mega-deals and Mega-problems: Brazil In Its Own World

04/06/2015

2015-04-06 By Kenneth Maxwell

It remains a very odd phenomenon.

Brazil seems wedded to a very bad habit of navel gazing.

It is as if the rest of the world did not matter much.

It is as if all of Brazil’s problems were self-created or at the very least that they are the exclusive concern of Brazilians alone.

And as if they were all simply domestic political failings.

But this flies in the face of the reality of 21st century global dynamics.

It is true that President Dilma Rousseff apparently prefers to visit La Paz rather than Davos.

And clearly she enjoys hobnobbing with her fellow BRICS, rather than joining the international leaders who marched against the terrorist killings in Paris.

But Brazil is much more part of the world, whether or not Brazilian’s wish to notice.

To take one example which has raised a question about Secretary Kerry’s wife’s legacy company Heinz.

7heinzkerry070713-8108 2

Global deal making hit US$811 Billion over the first three months of this year, a 21% increase over the same period last year.

The biggest deal so far this year was the takeover of the US consumer food group Kraft by Heinz’s Brazilian owners, 3G Capital, to create a company worth $100 Billion including debt.

The deal did not involve relying on the services of a global bank, but did involve Warren Buffet.

It is a very good example of the ruthless cost cutting, managerial skill, and clever exploitation of international partnerships, that has marked the activity of 3G Capital from the beginning.

According to US News and World Report:

Kraft Foods will merge with Heinz to create the third largest food and beverage company in the U.S., and the fifth largest business of its kind in the world, which will have an annual revenue of $28 billion.

The companies announced the deal on Wednesday, explaining that the merger will be orchestrated by 3G Capital and Warren Buffett’s Berkshire Hathaway Inc., which worked together in 2013 to acquire Heinz. Berkshire Hathaway will also invest $10 billion in the new business.

The combined firm will be named The Kraft Heinz Company, and will have headquarters in both Chicago and Pittsburgh, and will control brands like Maxwell House coffee, Planters peanuts, Jell-O, Oscar Mayer, and Heinz condiments like ketchup. A merger of this scale may lead to more consolidation in the food and beverage industry.

We are told that Theresa Heinz Kerry won’t make money on this merger because she already sold her stock to those who did the merger.

Heinz Kerry, heir to the Heinz fortune (and wife of Secretary of State John Kerry), won’t personally profit from the merger, according to a Heinz spokesman and analysts who spoke with Boston.com. Heinz Kerry cashed out her company stock when Warren Buffett’s Berkshire Hathaway and 3G Capital acquired Heinz in 2013, Heinz said.

At the time of the sale, Heinz Kerry reportedly held less than a 1 percent stake in the company, an even smaller figure than the 4 percent reported by the Heinz company during John Kerry’s 2004 presidential campaign.

Following the Buffett deal, various outlets attempted to estimate the Heinz Kerry profit, resulting in figures of $671,520 (Business Insider) and closer to $1 million (AP).

Heinz Kerry’s net worth has been estimated at anywhere from $900 million to $2.3 billion. Opensecrets.org estimated John Kerry’s net worth in 2013 at just over $100 million.

Such international dynamics do not appear in the Brazilian mind set but are there nonetheless.

But if Brazilians can make mega-deals, Brazil’s problems are mega-problems, and they are also international in scope.

The Bank of England has begun a assessment of the global risks to test whether British banks were in a position to confront them.  Looking ahead over the next five years the BoE will explore six scenarios.

Four of them directly or indirectly involve Brazil. 

According to The Financial Times, the six scenarios include a slow down in Chinese growth from 7% to 1.7%; a rise of market volatility; a drop in the price of oil to $38 a barrel; a depreciation of emerging market currency against the US dollar; and specifically an examination of the results of Brazil’s decline.

One of the questions will be “how these shocks particularly effect emerging market companies that have dollar denominated debt and are not fully hedged, or do not match their liabilities with dollar assets or revenues.”

Of course some Brazilian companies, especially farmers, are benefitting from the depreciation of the Brazilian currency, the real, since they are paid in dollars, but their costs are paid in reals, and they have increased exports accordingly.

But Petrobras is caught up in an ominous cycle where it’s senior executives, past and present, are subject to charges of having violated US and Brazilian corporate law, and securities law, civil code, and securities and exchange regulations, in a revised complaint filed in Federal Court in Manhattan, where the Judge has combined the suits for securities fraud filed by investors who bought Petrobras American Depository Receipts.

It will be a field day for the lawyers.

As the English poet John Donne (1572-1631) wrote: “No man is an island.”

Certainly Brazil is not even if many Brazilians act like it is.

Editor’s Note: It seems there is a lot of parallel universe experiences going on.

For a look at how Russia and Iran live in different universes see:

http://www.sldforum.com/2015/04/living-in-parallel-universes-putin-plays-the-nuclear-card-in-the-midst-of-the-iranian-nuclear-agreement-flurry/

Also see the article by Madison Marriage and Joe Leahy in The Financial Times published on April 5, 2015 about problems at Petrobras:

Problems for Petrobras, the Brazilian oil company embroiled in what is believed to be the biggest corruption scandal in the country’s history, show no sign of abating.

In the past two weeks it has emerged that several large institutional investors, including Dimensional Fund Advisors, the US fund house, and six New York City pension funds, are independently suing Petrobras for losses suffered as a result of corporate embezzlement alleged to have taken place at the company since 2004.

 

 

 

 

 

The Evolving Challenges for Coalition Airpower: Secretary Wynne Looks at the Way Ahead

04/05/2015

2015-03-25 By Robbin Laird and Ed Timperlake

Late March 2015, we interviewed Secretary Wynne with regard to the evolution of coalition airpower over the period ahead.

Earlier, Wynne laid out a wide-ranging perspective on the evolution of airpower in his article entitled: “Airpower in the Next Two Decades of the 21st Century: Secretary Wynne Looks Ahead.”

That article addressed in Wynne’s words the following:

Globalization may have brought the world closer together in terms of collaboration, but the United States remains a singular continent that can now be reached by the forces of military globalization, missiles and nuclear weapons.

Without air superiority, we can neither defend our land nor project power abroad.

If we rest our assumptions of superiority on an aging stock of proud yet outdated airplanes, we can never hope to prevail in the face of rising and adventurist powers like China and other modern adversaries.

I would like to examine a way forward in understanding how we can recapture air superiority and the enthusiasm necessary to build and sustain it. 

Quite clearly, coalition capabilities are evolving as well, and a key challenge is how best to mesh U.S. and coalition developments to shape forces appropriate to the 21st century missions facing the democracies.

In this interview, we discussed with Secretary Wynne his thoughts on the nature of the challenge and ways to shape an effective way ahead.

F-35 BF-17 from the F-35 Integrated Test Force in Formation with RAF Typhoons, Edwards AFB, CA April 4, 2014 F-35 test pilot LtCol Jon "Miles" Ohman performs interoperability testing. Credit: USAF
F-35 BF-17 from the F-35 Integrated Test Force in Formation with RAF Typhoons, Edwards AFB, CA April 4, 2014 F-35 test pilot LtCol Jon “Miles” Ohman performs interoperability testing. Credit: USAF 

Question: How important is the coalition aspect of operations going to be for the United States?

Secretary Wynne: I think it will be the norm, whether you are following a concept of leading from the front or from behind.

The emphasis on coalition warfare will be the norm and driven by two factors.

The first is the relative equality of the technology across the coalition, as well as the role of bases provided by coalition partners.

The second is the lack of sufficient investment by any of the coalition partners to shape an overall dominant national force structure.

The U.S. and its allies will need to reach out to other nations to have a completely capable dominant force structure.

Question: In other words, the U.S. and allies achieve mass only by connectivity and convergence of capabilities?

Secretary Wynne: That is a good way to put it.

A challenge, which we face, is the perceptions, which core competitors have of the United States.

Namely, the Russians and the Chinese clearly perceive US forces to be exhausted and stretched thin.

Our peer competitors see an advantages in increasing their leveraging power and capabilities to pressure those U.S. and coalition forces as well.

Question: The Russians are pushing hard on the Baltics and the Nordics. 

How can their reactions help shape a response to provide a deterrent strategy?

Secretary Wynne:  The recent threat articulated by the Russian Ambassador to Denmark clearly is an Article Five issue for NATO.

But solid defense modernization and regional cooperation of the Baltic republics with the Nordics is crucial for shaping any effective credible deterrent strategy, as the Russians would see it.

And with the coming of the F-35 to the region, the coalition partners can shape new capabilities to deter the Russians with which we can interact and work with effectively as well.

In fact, the coming of the global F-35 fleet will enhance overall coalition capabilities and provide the U.S. with an opportunity to provide some key enablers for enhanced coalition effectiveness as well.

Each member of the coalition will now bring a specific set of expertise.

And in that bringing of expertise, we’re finding ways to integrate older technology into the newer systems.

And what we bring really, although we are very good at increasing the technology level of our weapon systems, we are really good at increasing the command and control technologies.

Our coalition partners are going to require that aspect of our own improvements and so I would say we will be drawn in first by our command and control expertise.

And I think then by our weapons systems and then by the commonality that we have, should there be a need, augment the coalition force.

I see us as offering to support and essentially provide command and control throughout wherever the theater develops.

Question: You have several points in your briefing about the opportunity to leverage legacy forces and make the point that 80% of what the coalition will have in 2030 already exists. In highlighting command and control going forward how do you view the challenge of re-shaping the force?

Secretary Wynne:  You have new forces coming in the airpower arena, which allow you to redesign a lethal C-2 extended force.

The new systems enable transformation but the older platforms need to be reworked to ensure that they can actually play the role of an effective operational reserve.

And in shaping a lethal C-2 extended force, the role of exercises with the allies is a crucial element of force modernization and concepts of operations innovations.

Question: We focused in earlier work on the role of the 12th Air Force in working with the Dominican Republic to provide the C2 and ISR which enhanced the effectiveness and lethality of the Super Tucano force against the drug lords operating in their airspace. 

C2 can be a tool as well working with allies and how does this affect you sense of the coalition approach going ahead?

Secretary Wynne: The current ACC Commander, Hawk Carlisle, put it well: as allies bring capabilities to the forces; the goal is to fit it into a coalition operation and capability as appropriate to the agreed upon coalition mission.

A Russian bomber photographed from a Royal Air Force plane off the coast of Britain in October 2014. Credit: Sac Robyn Stewart/British Ministry of Defence, via European Pressphoto Agency
A Russian bomber photographed from a Royal Air Force plane off the coast of Britain in October 2014. Credit: Sac Robyn Stewart/British Ministry of Defence, via European Pressphoto Agency

Question: The Russians are stepping up their engagement in the Baltic region and beyond.  Do you see what there doing as part of what we have called tron warfare, namely probing Western defenses to see how they respond electronically?

Secretary Wynne:  I would say it this way.

We are being probed, and in those probes the Russian are seeking to gain domain knowledge.

We should assume that the Russians bombers are accepting the trons being pinged at them and retrainsmitting them to analysis station, rather than carrying bombs.

Why carry bombs?

That’s dangerous.

Why not carry electronic equipment so the Russians can learn with regard to how sophisticated the West has become?

That’s far more useful information than simply being escorted out of allied territory by Typhoons.

Question: And speaking more generally, clearly the Russians are engaged in probing operations across the board and pushing the political-diplomatic-military envelope to achieve objectives where effective resistance is not operational.

If you take the probing warfare point coupled with the perceived exhaustion of US forces, don’t you end up with an effort by the Russians to essential seek to open gaps in NATO and other bilateral relationships to seek to expand Russian power?

Secretary Wynne:  You do.

And we are not far from a tipping point which could parallel the Pueblo incident.

USS Pueblo was an American electronic intelligence (ELINT) and signals intelligence (SIGINT) ship attached to Navy intelligence, which was attacked and captured by North Korean forces on 23 January, 1968. The seizure of the ship and its 83 crew members, one of whom was killed in the attack, came just a week before the start of the "Tet Offensive" in South Vietnam during the Vietnam War. Credit: Wikipedia
USS Pueblo was an American electronic intelligence (ELINT) and signals intelligence (SIGINT) ship attached to Navy intelligence, which was attacked and captured by North Korean forces on 23 January, 1968. The seizure of the ship and its 83 crew members, one of whom was killed in the attack, came just a week before the start of the “Tet Offensive” in South Vietnam during the Vietnam War. Credit: Wikipedia

There we pulled back from seizing the Pueblo to avoid a major confrontation with North Korea.

But what would happen if a Russian bomber or escort fighter crashes or is shot down over Western territory.

What would the Russians do then? When the probability of warfare increases from the captivity of a foreign force, what happens then?

We were restrained this time, but ‘Remember the Maine.’

Question: A major challenge facing the democracies in dealing with probing warfare is the timeline whereby democracies make decisions.  Another is how non-democracies play into democratic ideals and use them against us.

How do you view this challenge?

Secretary Wynne: We clearly in a period of lawfare whereby our adversaries use our own concepts of law against us.

The ISIS declared themselves a state in order to be subject to international law with regard to prisoners of war.

They have no intention themselves to abide or be limited by international law, but know that the West will self deter.

And more generally, our non-democratic adversaries are leveraging the forms of legality as tools in their warfare kit.

Putin did not seize territory in Ukraine; rather plebiscites of concerned Ukrainian citizens voted themselves out of Ukraine.

Our own self-deterrence is a key challenge facing the US and its coalition partners in meeting the challenges of the period ahead.

 

 

 

 

Shaping Effective Solution Sets for Logistics Management: Edge Software and Distributed Decision Making

04/04/2015

2015-03-22 By Robbin Laird

UID and RFID technologies have been important enablers of change in the world of logistics.

But one can be forgiven for confusing the technology with the outcome.

The new technologies can provide sensor data on things in motion; the challenge is to turn that data into information, which can govern events to be managed by clear business rules in order to shape a more effective logistics management effort.

But it is also important to realize that wireless sensors are really just at the beginning of their impact on transforming operations, including those which are associated with logistics.

In an important book looking at the potential impact of wireless sensor networks on a variety of activities, the authors Feng Zhao and Leonidas Guibas underscored how they saw the transformational impact of wireless sensing:

Advances in wireless networking, micro-fabrication and integration (for example, sensors and actuators manufactured using micro-electromechanical system technology, or MEMS), and embedded microprocessors have enabled a new generation of massive-scale sensor networks suitable for a range of commercial and military applications. The technology promises to revolutionize the way we live, work, and interact with the physical environment. 

In the not-too-distant future, tiny, dirt-cheap sensors may be literally sprayed onto roads, walls, or machines, creating a digital skin that senses a variety of physical phenomena of interest : monitor pedestrian or vehicular traffic in human- aware environments and intelligent transportation grids, report wildlife habitat conditions for environmental conservation , detect forest fires to aid rapid emergency response, and track job flows and supply chains in smart factories. 

Unlike current information services such as those on the Internet where information can easily get stale or be useless because it is too generic, sensor networks promise to couple end users directly to sensor measurements and provide information that is precisely localized in time and/ or space, according to the user’s needs or demands.[ref] Zhao, Feng; Guibas, Leonidas (2004-07-21). Wireless Sensor Networks: An Information Processing Approach (The Morgan Kaufmann Series in Networking) (Kindle Locations 281-290). Elsevier Science. Kindle Edition.[/ref]

And in a recent article published March 20, 2015 on how wireless sensors can be used in the health care industry, the ability to harvest information from such sensors in tracking the movement of health care professionals has been highlighted:

Wouldn’t it be cool track in detail how staph moves from person to person in the real world?

Some French researchers tested a way to do it. They outfitted 261 health care workers and all 329 patients in a long-term care hospital with wireless sensors that recorded their interactions with one another every 30 seconds.

The researchers also took weekly bacterial samples from the people’s noses and used genetic tests to fingerprint the staph. That way the scientists could trace the movement of bacteria from person to person.

The scheme worked.

Over four months of tracking and testing, the researchers mapped the hops that bacteria made from one person to another to another. They documented 173 transmissions of staph between people in the study. About a third of patients who had been free of staph when admitted were colonized within a month.

The findings were published Thursday by PLOS Computational Biology.

“Bottom line is, monitoring contact networks is easy,” Thomas Obadia, lead author of the research paper, tells Shots in an email. “Recorded signals are indeed correlated with transmission, so such data should be used to design targeted control measures, in hospital or [a long-term care facility]. While this is more of a methodological paper, we’re now trying to use the same data in a more applied way, but again this part is still a work in progress.”

The ability to leverage information generated by wireless networks is a key element of shaping the factory of the future, and managing supply chains much more effectively.

But to do so is not just about leveraging RFID systems; it is a broader effort which requires new approaches and systems.

At the time of GlobeRanger’s purchase by Fujitsu, one Dallas Business Journal writer described the acquisition this way:

GlobeRanger has been operating since 1999 and has grown to employ about 20 people who have helped contribute to the development and promotion of its iMotion Edgeware platform, which works to simplify the development, deployment and management of RFID, mobile and sensor-based solutions.

The focus of this writer was upon GlobeRanger’s proprietary “secret sauce,” namely the iMotion Edgeware platform and correlated solution sets.

The company has created a proprietary software engine –iMotion – which has underpinned a family of enabling solution sets which the company has grown from one to several enabling solution sets.

Those enabling solution sets have then been applied to different product areas and a diversity of industry experience has been generated which then in turn allows a cross fertilization to other industrial experiences.

For example, this means that the defense solution sets have benefited from the commercial experience of GlobeRanger and vice versa.

What can be missed is that the shift in logistics management enabled by the new technologies is really a cultural shift.

Rather than having supply chain of segments dependent on local reporting sent back to the core, what can evolve is domain knowledge of the supply chain itself with appropriate levels of decision making to the relevant domain knowledge base.

It is also about enhanced safety and security in terms of creating more capable supply chain custody control, which with regard to defense and security items is not just nice to have but indispensable to the performance of the entire enterprise.

The chart below provides a snapshot explaining this process of development and interaction involved with the GlobeRanger approach.

Graph 1.1

According to GlobeRanger, the key foundational element by which they have generated innovative logistical solutions is built around iMotion inside various solution sets.

GlobeRanger Corporation pioneered the creation of an information processing software infrastructure at the edge of the enterprise.

This enables companies to harness data generated outside traditional IT environments to improve their business processes and move closer to being real-time organizations.

The advent of low-cost RFID tags and reader technology is creating a tidal wave of real-time, item level and sensor information.

In order to harness the value of this exponentially growing edge data, companies must have the ability to collect information from a variety of devices, apply business context to generate meaningful information and integrate with existing systems to determine appropriate action.

iMotion™ is built for production scale implementations of RFID/mobile/sensor technologies and provides the comprehensive infrastructure to control devices, manage networks and transform data to optimize business processes.

https://sldinfo.com/whitepapers/the-imotion-edgeware-platformreshaping-the-logistics-enterprise/

One of the core engines for logistical management underpinned by iMotion software has been GR-AWARE which is an asset tracking and reporting engine.

This software platform and core engines then are applied to a variety of industries and situations to lead to change in ways to manage logistics and reshape work processes to more effectively master the logistical and supply chains.

It is about using the flow of data from sensors to provide for automated solutions, which help reshape logistical management, rather than simply collecting data and storing it in a static manner.

It is about mastering the management of things in motion with a management system, which is agile, flexible and capable of mastering the chaos of movement.

In a second interview with George Brody, we discussed the iMotion platform and its relationship with GR-AWARE and the solution sets generated by the product, the process and the approach.

George Brody, CEO, and the GlobeRanger team in Richardson, Texas. Credit Photo; GlobeRanger
George Brody, CEO, and the GlobeRanger team in Richardson, Texas. Credit Photo; GlobeRanger

Brody: “Out of the box the iMotion platform provides for device connectivity. When we went to clients, most of those clients were looking for a 90% completed solution, rather than just leveraging the iMotion platform themselves. They were then looking to configure for multiple applications.

For example, with regard to the development of GR-LIVE we created a solution layer on top of iMotion which provides for various solution accelerators which then allows for dynamic inventory control. Logistic processes have a number of repeatable functions like shipping and receiving and the solution accelerators built into GR-LIVE allows the process to become more transparent, localized and effective.

In other words, with a system like GR-AWARE we have leveraged a number of solution accelerators and built a 90% complete solution that a client can configure and apply to his work flow for efficiency and effectiveness. It gives the customer solutions, not simply collecting data for his supply chain management and chain of custody.”

A key outcome of the GR-AWARE system is enhanced visibility of the supply chain and authentication of processes and data flowing through the supply chain.

With regard to GR-AWARE based Theater Deployment and Planning, Brody discussed its application to disaster relief.

“When you deploy to a theater or go to aide in a crisis, you would like to know what supplies are available locally to support your operations, notably things like fuel and water.

If you had set up pre-existing working relationships with suppliers in the region, and had awareness of what they had and where they had it, then you could focus on what you needed to bring into the region, and what you could obtain locally if only you had the knowledge.

And it is not just about an abstract knowledge; it is knowing exactly where things are and how they can be moved to where they are needed. In effect, these are logistical tools which can have tactical and strategic impact for forces operating in a local region for humanitarian assistance and disaster relief.”

Question: So instead of carrying your Walmart to the crisis area, you can shape a strategy to be able to tap into the Walmarts with closest proximity to the region?

Brody: That is exactly right.

And that is what an approach based on GR-AWARE can achieve.

An example of how GR-AWARE works can be seen with regard to its application to the work of a police force. In a GlobeRanger piece on how GR-AWARE has been applied to asset management for police departments, the approach, which has been put in place for police departments, is described as follows:

It is more crucial than ever that police departments keep an eye on their inventory. Any item in the wrong hands can spell disaster, even an officer’s uniform.

Other items need inspection or maintenance, or simply have an expiration period, like personal protection vests.

Old methods of keeping track of these items are just not sufficient anymore. Whether it be a spreadsheet system or separate electronic systems, knowing who has which items and what the current status of those items are is vital to providing for public safety, thwarting police impersonation, and keeping the officers’ equipment in good condition.

GR-AWARE for Police Departments is the RFID and barcode-enabled asset management solution that provides a view of police department assets by assigned person, location and other attributes, but also the ability to tie into the HR system for an integrated system.

It also automates the processes of enforcing issued quantities, alerts for expired items, and more. It provides all-time visibility of not only who has what, but also what those people are supposed to have.

The system makes checking equipment in and out to police officers quick and easy, and reduces time for in-car inventory for shift changes, allowing the officers to spend their time protecting their citizens.

Graph 2.2

A key technology which has been developed by GlobeRanger allows the Department of Defense and companies to more effectively manage their work processes is an ability a to understand the impact of changes which can be introduced BEFORE they are actually introduced.

This capability is built around what GlobeRanger calls the Visual Device Emulator.

According to Brody, with the Visual Device Emulator, “I can have a global team of Fujitsu developers right now sitting around the world, or another partner with team around the world collaborating and working on the solution at their desktop without utilizing a single physical piece of hardware.

Then we can have the application running in a server somewhere on their shared network.

The team can then collaborate and test against it to determine the best configuration against the application set.

It’s also a really repeatable test environment. We can drive all these devices to produce thousands and thousands of transactions and you can test out the application for the testing quality of service.

For example, with the MRO application, using the emulator, you can drive a virtual plane into the hangar and determine the best hardware configuration in terms of sensors to deliver the data most effective to your work process.

Graphic 3.1

And obviously, this helps shape effectively the requirements process as well for the emulator can allow the sales and product management teams to confirm the requirements with a customer in a visual emulated environment.

The application cannot distinguish the emulated devices from the real world deployment of sensors.

And the customer can see how the application’s going to work in real life, before they go out there and deploy it.”

In later interviews, I will deal with core case studies of most interest to the defense side of the equation remembering that the GlobeRanger solution set operates from a commercial base and is being applied to a number of commercial solutions as well.

https://sldinfo.com/whitepapers/the-visual-device-emulator-and-shaping-logistics-solutions/

For the first two articles in this series see the following:

https://sldinfo.com/shaping-effective-solution-sets-for-logistics-management-taking-edge-software-to-the-edge/

https://sldinfo.com/managing-defense-supply-chains-shaping-a-21st-century-way-ahead/

 

The Dutch Chief of Staff on the Evolving Threat Environment: The 2015 Future Force Conference in the Netherlands

2015-04-04

Recently, the second Future Force Conference was held in the Netherlands.

From March 23-25 2015, the Future Force Conference was held to look at the challenge and opportunities offered by technologies to allied or enemy forces.

http://www.ffc2015.com/

Dutch Chief of Staff General Middendorp. Credit: Dutch MdD
Dutch Chief of Staff General Middendorp. Credit: Dutch MdD

In the video above, the Dutch Chief of Staff, General Middendorp, provides his view of the way ahead.

“Together, we must go in search of the answers for meeting the challenges of tomorrow.”

That was the Chief of Defence General Tom Middendorp’s rallying cry at the conclusion of the Future Force Conference on 25 March.

“We must work at our credibility, build networks, anticipate new developments and continue to innovate.”

He highlighted a number of challenges and argued that “inaction is not an option.”

He focused on what he sees fundamental global challenges shaping significantly different threats.

“Europe is surrounded by a ring of fire,” is a rather dramatic way to put it, but that is how he put it.

“We are increasingly vulnerable to global shocks,” which he identified as rather wide ranging in terms of the shocks to which our systems must respond.

The growing nature of  “hybrid threats” would be challenging enough but given their cross-global interactivity they are even more challenging.

In this hard hitting, and in many ways grim, assessment of the way ahead, the Dutch head of the Dutch forces provides a sober corrective to those who would reduce military transformation in the face of economic difficulties.

“We are all part of the evolving defense and security eco system which is continuously evolving.”

The force we need is one capable “of being networked and networking” within the overall defense and security eco system.

“We need to turn the ring of fire into a ring of firefighters.”

 

 

 

 

The US Navy in the Pacific: An Interview with Admiral Harry Harris Jr. During His Visit to India

2015-04-04 By Gulshan Luthra

According to Admiral Harry Harris Jr., Commander of the US Pacific Fleet (PACFLT), the US Navy has a Congressional mandate to keep 11 aircraft carriers, and six of these should be in the two oceans along with some 200 ships by 2020.

The first of the three new generation Gerald R Ford class aircraft carriers, will also be deployed by then although it will be stationed around the US coast.

The US Navy plans to have a total of 300 ships worldwide by 2020.

Notably, the four-star Admiral is due to be elevated shortly as Commander in Chief of the Pacific Command (PACOM).

The Commander, Pacific Fleet US Navy, Admiral Harry Harris Jr.calling on the Chief of Naval Staff, Admiral R.K. Dhowan, in New Delhi on March 03, 2015. Credit: India Strategic
The Commander, Pacific Fleet US Navy, Admiral Harry Harris Jr.calling on the Chief of Naval Staff, Admiral R.K. Dhowan, in New Delhi on March 03, 2015. Credit: India Strategic

Admiral Harris, who was in New Delhi to discuss Indo-US naval cooperation with Naval Chief Admiral Dhowan, observed that cooperation between India, US and other major powers like Japan and Australia was imperative for peace and stability in the Asia Pacific.

The US was looking forward to a pivotal role by India, he reminded by reiterating what former US Defense Secretary Leon Panetta had said in New Delhi in 2012 while elaborating the US Rebalancing strategy.

India, he had stressed then – while addressing the capital’s strategic community at the Institute for Defence Studies and Analyses (IDSA) – would have to play a key role in Indian Ocean’s stability.

Admiral Harris said that the US had no problem with Chinese ships visiting the Indian Ocean or elsewhere but China should not block ships from other countries visiting the free waters of South China Sea. Chinese actions like reclaiming land in the area were not acceptable.

Significantly, ASEAN countries, particularly maritime neighbors of China, have already condemned Chinese claims and assertions in this regard, although India has observed that border disputes should be mutually resolved between neighbors concerned.

As for the US, Adm Harris was categorical that the US does not recognize Chinese claims in South China Sea.

US ships and aircraft go wherever they have to, and all the time, he pointedly told India Strategic on the sidelines of an interaction at the National Maritime Foundation (NMF), the Indian Navy’s think tank March 3.

“China has a right to operate in the Indian Ocean as much as India has a right to operate in the South China Sea,” he said.

Admiral Harris observed that a strong, prosperous China that follows international norms would be good for the world.

But China’s lack of transparency in general and assertiveness create ripples of unacceptable discomfort.

As for Indo-US naval exercises, he said that the Defence Technology Transfer Initiative (DTTI) and other arrangements offered ample scope to grow.

The Malabar series of exercises had yielded positive results for both the US and Indian Navies, and it was time to expand and increase their levels by involving Japan and Australia.

There were still some unresolved issues like Logistics Support Agreement (LSA) and Communications Interoperability and Security Memorandum of Agreement (CISMOA) but given the increasing diplomatic proximity at the highest levels, military interaction between India and the US is bound to grow, the Admiral said.

The two countries also hold Army and Air Force exercises periodically.

Notably, according to a US Navy statement, it has had its presence in the two oceans for a century and a half.

The Admiral’s statement made it clear that an assertive and a non-transparent China is not going to make the US Navy shy away, notwithstanding the rapidly growing Chinese naval presence in both the Pacific and Indian Oceans.

According to some estimates, China could have about 70 nuclear and diesel attack submarines in the Asia Pacific over the next few years, and some 20 or 30 more supplied by it to friendly countries like Pakistan under cooperative or proxy arrangements.

The Admiral declined to answer a question on the importance of China’s presence in Pakistan’s Gwadar port near the strategic Strait of Hormuz.

Notably, the Admiral had told the US Congress in a recent briefing over his new appointment that an assertive China will be a major threat in the Asia-Pacific region.

“China’s rise as a regional military and global economic power, and in particular, its rapid military modernization and assertive behavior toward regional neighbors present opportunities and challenges that must be managed effectively. This is our most enduring challenge.”

In a light-hearted remark, the Admiral told newsmen that his area of responsibility to maintain peace and stability extended from waters off Hollywood US West Coast) to Bollywood (India’s west Coast).

It is worth recalling here the official position of the US Government on global maritime presence as stated by Secretary Navy in the Pentagon, Mr Ray Mabus:

America’s Sea Services – the U.S. Navy, Marine Corps, and Coast Guard – uniquely provide presence around the globe. During peacetime and times of conflict, across the full spectrum – from supporting an ally with humanitarian assistance or disaster relief to deterring or defeating an adversary in kinetic action….

This (necessarily) has affirmed our focus on providing presence around the world in order to ensure stability, build on our relationships with allies and partners, prevent wars, and provide our Nation’s leaders with options in times of crisis. It has confirmed our continued commitment to maintain the combat power necessary to deter potential adversaries and to fight and win when required.”

Republished with permission of our partner India Strategic:

http://www.indiastrategic.in/topstories3719_US_to_Deploy_6_Aircraft_Carriers_and_200_Ships_in_Asia_Pacific.htm

 

 

The Weapons Enterprise in Airpower Transition: The Royal Air Force Case

04/03/2015

2015-03-19 By Robbin Laird

The RAF is undergoing two fighter aircraft transitions at the same time.

On the one hand, the Tornado is being retired and the Typhoon is subsuming its missions. On the other hand, the F-35B is coming to the fleet and will be working with Typhoon for the period ahead.

These are three very different aircraft built in different periods of aviation history.

The venerable Tornado has seen a significant evolution over its time; from its initial use as an ultra low-level nuclear and unguided weapons bomber to an ISR-enabled precision strike and close support aircraft.

The Typhoon entered the RAF more than a decade ago as a classic air superiority fighter, but is now being asked to expand its effects and to subsume the Tornado missions.

The F-35B is entering the fleet as the Typhoon is making this transition.

This will mean that the RAF will be managing a double transition – Typhoon becoming multi-role and the F-35B operating off of land or ships to provide the fifth generation capability to the evolving RAF strike force.

The Complex Weapons Enterprise

A key enabler of the double transition is the weapons carried by the aircraft which allow for synergy of effects.

The UK Ministry of Defence (MoD) set in motion in the past decade an approach to shaping a weapons enterprise which is now bearing fruit and proving to be a key enabler of the double transition.

While the platform is clearly important, the MoD has acknowledged that there is no point in placing an aircraft in jeopardy if it can’t deliver the effects desired. As such, complex weapons have become a key part of UK integrated air power.

“Team Complex Weapons” has been described as follows on the MBDA website:

Team CW defines an approach to delivering the UK’s Complex Weapons requirements in an affordable manner that also ensures a viable industrial capacity with MOD being the architects of the sector strategy.

The first implementation of this approach is through the MOD–MBDA Portfolio Management Agreement, which has been independently evaluated as offering £1.2Bn of benefit to MOD over the course of the next 10 years.

This Agreement aims to transform the way in which CW business is conducted by MOD with its main supplier. At the heart of this is a joint approach to the delivery of the required capability based on an open exchange of information and flexibility in the means of delivery. It is therefore anticipated that the Agreement will be consistent with the future direction of acquisition reform within MOD and is well positioned to respond positively to the conclusions of the SDSR.

http://www.mbda-systems.com/innovation/team-complex-weapons/

F-35 BF-17 from the F-35 Integrated Test Force in Formation with RAF Typhoons, Edwards AFB, CA April 4, 2014 F-35 test pilot LtCol Jon "Miles" Ohman performs interoperability testing. Credit: USAF
F-35 BF-17 from the F-35 Integrated Test Force in Formation with RAF Typhoons, Edwards AFB, CA April 4, 2014 F-35 test pilot LtCol Jon “Miles” Ohman performs interoperability testing. Credit: USAF

At the Farnbourgh Air Show in 2010, I attended a media briefing held by MBDA which provided a good overview on the Team CW approach.

The business model is of interest, not only for shaping a key ally’s approach to shaping future capability but in terms of being a potential harbinger for how MOD will handle efforts to maintain capabilities in the face of fiscal stringencies.

Lord Drayson in his formulation of the defense industrial strategy forged a number of initiatives, one of which was Team CW.  The idea was to bring MOD into closer partnership with its weapons providers and supply chain to shape evolving capabilities in the industry with an eye to enhanced efficiencies but at the same time ensuring UK operational sovereignty in this key area of future military capability.

The baseline agreement was signed in June 2006 between MBDA, QinetiQ, Roxel and Thales UK as well as other members of the weapons supply chain to work with MOD in shaping development of future weapons.  The idea has been to share risk, guide investment and clarify early for MOD what procurement choices are optimal for its point of view.

At the heart of the concept is to try to bridge the gap between industry and MOD in reducing risk and enhancing effective procurement.  Obviously there are a number of challenges ranging for Intellectual Property ownership, investment sharing between government and diversity of private sector competitors to the question of the relationship between Team CW, MOD and the companies, such as Raytheon who are outside of the arrangement.

https://sldinfo.com/the-team-complex-weapons-business-model/

In other words, a key element of this double transition is enabled by the UK complex weapons enterprise. The UK MoD has created a close working relationship with industry to provide for the complex weapons necessary to enable the strike force.

And the fruits of this effort can be seen in the ability of weapons generated from this effort to empower the entire suite of fighters – Tornados, Typhoons, and Lightning IIs – to be able to reinforce their interactive capabilities.

The Tornado to Typhoon Transition

In this piece, I want to focus primarily upon the Tornado to Typhoon transition and the nature of that transition.

Adding a fifth generation capability is more than just a weapons issue, but the weapons dynamic is a key part of the overall integrative effort but will be the focus of attention in a later piece.

Group Captain Paul Godfrey, OBE has extensive experience of a range of combat aircraft through Harrier, F-16 and Typhoon. A Harrier weapons instructor, he was the first non-US national to fly the F-16 CJ operationally in the SEAD (Suppression of Enemy Air Defence) role whilst on exchange with the USAF and has spent the last 10 years in the Typhoon program with two flying tours including 4th/5th generation fighter training with the F-22.

After his current tour working on the Initial Operating Capability of the UK F-35B, he will become Station Commander RAF Lossiemouth, where two Typhoon squadrons are now located and a third will stand up in 2015. According to Group Captain Godfrey, a key impact of missile modernization on Typhoon will be to expand the effects of Typhoon operations.

“There is a clear need to expand the effects of Typhoon operations and here the enhancement of its weapons package will be an important improvement.”

The fast-approaching retirement of the Tornado is driving the weapons modernization program for the Typhoon. To enable Typhoon to assume Tornado’s roles, it is being reconfigured to provide an enhanced ground attack capability over and above the platform’s Enhanced Paveway II-only integration that was used by the RAF during the Libyan campaign.

First, Paveway 4 is being integrated followed by MBDA’s Storm Shadow and Dual-Mode Brimstone missiles, which have been deemed as the crucial elements of the Tornado to Typhoon transition. Thereafter the Typhoon’s capability will be supplemented with the turbo-jet powered long-range development of Brimstone, SPEAR 3, which will also be used on the F-35. This will close out the second phase of the RAF’s transition strategy.

Interestingly, the integration of the Storm Shadow on Typhoon is being driven in part by Saudi Arabia which wants its Typhoons to have a cruise missile carrying capability, and when married with its new air tanking capability can enhance the strike range of its Typhoon force.

The Dual-Mode Brimstone is designed to operate against maneuvering surface targets on land or sea.

It is a low collateral, close air support and anti-Fast Inshore Attack Craft weapon that has been combat proven by the RAF off Tornado in Afghanistan, Libya and Iraq.  Clearly, it will greatly enhance the capability of the Typhoon.

Both Videos have been provided by the RAF and the first shows the Brimstone fired by a Tornado against an ISIS command vehicle; and the second video shows the Brimstone taking out a Libyan tank which was part of Qaddafi’s forces.

Importantly, in unison with its expanding air-to-ground capability, Typhoon’s air-to-air capability is also being enhanced with the integration of the new Meteor BVR missile, which allows for a broader range of offensive and defensive operations.  The Meteor is a software upgradeable air-to-air missile with significant range and capability, which is being integrated on several other fourth generation aircraft – including Rafale and Gripen – as well as the fifth generation F-35s.

To gain a further sense of the transitional dynamics, I had a chance to talk with a retired RAF Tornado squadron leader who has been involved as well in the dynamics of Typhoon transition. This material was provided on background so the pilot will not be cited by name, but the key points of the discussion can be highlighted for an operator’s perspective is really central to understanding any significant airpower transition, which this one certainly is.

A key element of the transition, which was emphasized in the discussion, is not only the question of migration of missiles but of pilots.

As the Tornado force shrinks, Tornado pilots that move to the Typhoon are taking with them their mindset of how to support land forces, plus their hard-earned air-to-ground weapon experience honed over some 25 years of continuous combat operations.

“This cross-fertilization of ideas will allow the Typhoon force to do the roles that Tornado has always done. The only reason they can’t go all the way at the moment is because not all the weapons have been integrated onto the platform. Once the Typhoon weapon integration roadmap is complete, the Tornado can be taken out of service with the knowledge that the Typhoon force can accomplish everything Tornado can now and much, much more.”

He also emphasized the cross development of Tornado with Brimstone, which is a key weapon currently in used with great effect in Iraq.

As the Tornado’s precision weapon suite has increased, it has been able to play a more valuable close air support role. This change was first implemented in early Iraq operations, but changes brought about by lessons learned in Kosovo ensured that Tornado came of age.

“Brimstone started off as a fire-and-forget millimetric wave-only missile that was designed to destroy armor within a designated kill box. With the development of Dual-Mode Brimstone, which combines a semi-active laser seeker and a millimetric wave radar into a single missile, we are able to very accurately destroy mobile and fast maneuvering targets, as opposed to dropping multiple dumb bombs from altitude where the chances of hitting such a target are slim. The complex weapons that we’ve now put on Tornado have given that platform a new lease of life.”

Another key aspect of the weapons transition is that the Tornado crews are now able to employ a high load-out of mix-and-match weapons depending upon the operation and the expected target sets.

“The beauty of Tornado and its extensive weapon load-out is you can carry three Paveway 4s and three Dual-Mode Brimstones, or one Paveway 4 and six Dual-Mode Brimstones, or nine Dual-Mode Brimstones.

In Afghanistan and Iraq, our preferred weapon load-out is to carry two Paveway 4s and three Dual-Mode Brimstones.

Typhoon Carrying Meteor Missile. Credit: BAE Systems
Typhoon Carrying Meteor Missile. Credit: BAE Systems 

That way, you are equipped to engage effectively whichever target set presents itself.

While we have the Paveway 4 to take out static targets that require a 500-pound effect, the weapon of choice in Afghanistan and now in Iraq is the Dual-Mode Brimstone because there are so many moving targets and targets with collateral damage concerns that demand a small warhead.

Dual-Mode Brimstone-armed Tornados are therefore in great demand, especially so given that even the Americans are having real problems hitting such targets.

It was the same in Libya, where Tornado was the only platform allowed to go “down town” Misrata and Benghazi, and actually hit targets in the urban environment because of its 98% first shot hit rate.

This means that the Tornado force is not only the backbone of the Royal Air Force, but it delivers a unique capability on coalition operations too.

What the RAF is doing in the Tornado to Typhoon transition is bringing these skillsets and capabilities to the Typhoon now, and then expanding its capabilities further with the addition of Meteor and SPEAR 3. In other words, the Typhoon will possess game-changing capabilities that will guarantee its relevance even when the fifth generation Lightning II joins the UK’s combat air force mix.”

In short, the weapons enterprise is a key part of the Tornado to Typhoon transition which, in turn, will be further enabled by radar and other platform upgrades occurring in the Typhoon modernization program.

And while this transition is unfolding, the F-35 is also coming to the RAF and its closest airpower partner in that transition, the USMC.

Also, see the following:

https://sldinfo.com/what-do-the-eurofighter-and-f-35-have-in-common-the-meteor-missile/

https://sldinfo.com/the-f-35-and-legacy-aircraft-re-norming-airpower-and-the-meteor-example/

https://sldinfo.com/building-a-21st-century-weapon-the-case-of-the-meteor-missile/