Enhancing NATO Coalition Airpower: The JAPCC and Thinking Through Ways Ahead

04/30/2015

2015-04-30

At the Copenhagen Airpower Symposium hosted by the Centre for Military Studies and the Williams Foundation on April 17, 2015, Col. Bernard “Jeep” Willi, Combat Air Branch Head of the NATO Joint Air Power Competency Centre (JAPCC), provided an overview of the role and current work of the JAPCC.

The JAPCC is a NATO center of excellence for the study of airpower with the aim of enhancing the capability of the coalition to work together effectively.

http://www.japcc.org/

According to the JAPCC publication Fast Facts:

The Joint Air Power Competence Centre (JAPCC) was formed on 1 January 2005 to provide a strategic level proponent for Joint Air and Space (A&S) Power that was missing in NATO.

Soon thereafter JAPCC was accredited as NATO’s first Centre of Excellence (CoE) and, as such, is charged with the development of innovative concepts and solutions required for the transformation of A&S Power within the Alliance and the Nations.

JAPCC_Fast_Facts_Nov-2014

The Director of the Centre is General Frank Gorenc, Commander, U.S. Air Forces in Europe; Commander, U.S. Air Forces Africa; and Commander Allied Air Command.

Col. "Jeep" Willi addressing the Copenhagen Airpower Symposium. Credit Photo: SLD
Col. “Jeep” Willi addressing the Copenhagen Airpower Symposium. Credit Photo: SLD

Col. Willi highlighted the various activities of the JPAC and focus research areas.

Among current studies are examining the challenges for remotely piloted aircraft systems for operating in contested environments and how the shift from operating in Afghanistan to a more robust combat environment will affect their viability and usability.

JAPCC-RPAS-Operations-in-Contested-Environments

The center is also looking at challenges such as disinformation campaigns against the use of NATO airpower, a study that recognizes the information war aspect of 21st century operations.

The impact of new systems, like the A400M, the F-35 and the tanker will also have their impact on coalition capabilities and operations are will be undoubtedly a key focus of attention for evolving studies by the JAPCC.

At the previous Airpower symposium hosted by the Centre for Military Studies in November 2014, Lt. Gen. “Freek” Muelman of the Royal Netherlands Air Force discussed the JAPCC’s largest project to date, the Future Vector Project: Air and Space Power in NATO.

The project examined the “paradox” that political leaders in NATO have been increasingly willing to call upon airpower to achieve their objectives but have been unwilling to invest in replacing old and increasingly obsolete airpower platforms and systems, and, indeed, have seen reducing the size, scope, and sophistication of their air forces as a means to pay the bills for operations in Afghanistan within their defense budgets and to soften the impact of the 2008 financial crisis on their social welfare systems in general.

Highlighting these sorts of problems and giving them the imprimatur of NATO is among the JAPCC’s unstated functions.

In short, the JAPCC is a resource that smaller and larger air forces can use to help sort out ways to enhance the congruence of operational capabilities.

The Fifth Generation Experience: Getting on With Combat Transformation

04/29/2015

2015-04-30 Lt. Col. “Chip” Berke first met John Blackburn as a guest at the Williams Foundation Seminar in March 2014 on airpower.

When Blackburn was putting together a follow-on event with the Centre for Military Studies in Denmark, he requested early on that Berke provide his insights into what the fifth generation experience is really all about.

There is virtually no one better qualified to do so — which the audience attending the Copenhagen airpower symposium soon learned.

His background is unique in that he has moved from more than 2,000 hours in the Hornet to the F-22 and then the F-35. He then became the first F-35 squadron commander in the USMC. He also had time as a ground air controller with both the Marines and the US Army as well.

For Berke, the F-35 represents a rupture in airpower, not a steady state evolution.

It is not a replacement aircraft, and is no more a chronological replacement for the Hornet or the Super Hornet than is the Osprey a replacement for the CH-46.

It is very different type of airplane and rooted in doing things very differently, and that difference is crucial to mission success dealing with 21st century strategic challenges.

Lt. Col. Berke focuses on why fifth generation is not a chronological transition at the Copenhagen Airpower Symposium. Credit Photo: Second Line of Defense
Lt. Col. Berke focuses on why fifth generation is not a chronological transition at the Copenhagen Airpower Symposium. Credit Photo: Second Line of Defense

It is more about rupture than continuity and is a key part of the air combat revolution underway.

Berke described the challenge he faced going from being a very successful pilot in 4th generation aircraft to confronting the disruptive change associated with fifth generation.

He faced a situation where pilots with much, much, much less experience than he had were able to excel against him as he brought fourth generation mindsets to the F-22.

I showed up with guys about half my experience, who were just annihilating me in the airplane.

They just understood things way better than I did.

It was a very difficult transition for me.

So much of what you knew as a pilot didn’t apply.

It was very frustrating to make fourth generation decisions – my Hornet brain – inside an F-22.

A lot of those times, if not most of the times, those decisions proved to be wrong.

One might note, given the high cost of pilot training and the key role of the combat pilots in the air combat force that learning to fly yesterday’s airplanes creates a mind set that actually can undercut the capabilities to use 5th generation aircraft such as the F-35 effectively.

It is not just about wasting time, effort and resources; it is about undercutting the speed with which the F-35 can have an impact upon the combat force.

When he was able to grasp how to think differently as a combat pilot in the F-22, he recovered his ability to perform combat dominance.

You have so much more to offer the three-dimensional world than you did prior to really figuring it out.

When you realize that your contribution to air warfare is about that, and you’re doing it much better than you can in any other platform, you start to recognize your contribution on war fighting as a Fifth Gen aviator.

And what made the F-22 different suggests how the F-35 is different.

The F-22 is a very fast and maneuverable aircraft, but that is not where it excels.

It is an information dominant aircraft, a characteristic that the F-35 takes to another level.

“The F-22 is the fastest, the most powerful fighter ever built.

The least impressive thing about the Raptor is how fast it is, and it is really fast.

The least impressive thing about the Raptor is its speed and maneuverability.

It is its ability to master the battlespace is where it is most impressive.”

Rather than focus on speed is life and more is better, the Raptor has started the rupture in air combat whereby information dominance in the battlespace is the key discriminator.

Berke believes that the replacement mentality really gets in the way of understanding the air combat revolution that fifth generation capabilities have introduced and that will accelerate with the F-35 global fleet.

He argues for the need really to accelerate the leap into fifth generation-enabled combat forces for the US and its allies.

“When you look back a decade from now, what will the F-16 be in 2025? Or the F-18 in 2025?

Lt. Col. Berke responds to a question from the audience at the Copenhagen Airpower Symposium. Berke is flanked by Group Captain Paul, Godfrey, RAF, and John Blackburn, Williams Foundation. Credit Photo: Second Line of Defense
Lt. Col. Berke responds to a question from the audience at the Copenhagen Airpower Symposium. Berke is flanked by Group Captain Paul, Godfrey, RAF, and John Blackburn, Williams Foundation. Credit Photo: Second Line of Defense

The disparity which is already significant now will be even greater a decade out with comparison to the F-35.”

It is about the plane in an important sense.

We don’t want to find ourselves freaking out in 10 years that we wasted the last 10 years wondering, “Should we?” We should have spent all that time asking ourselves, “How do we?”

The “should we” question is yesterday’s news.

If you’re asking if we should fly Fifth Generation airplanes – if you’re asking if a Fifth Gen fleet is necessary, you are old.

You are behind.

You are late.

And you’re going to lose.

In another sense it is really about the synergy between the plane and the emerging fleet and the fifth-generation enabled combat ecosystem.

Berke used the iPhone analogy to describe the dynamics of change.

When Steve Jobs introduced the iPhone he said it was revolutionary for it combined a computer, with a music player with a phone.

And he repeated this several times in the roll out presentation.

I doubt that anyone in the audience today would describe their iPhone that way.

The ecosystem, which grew up around the phone and with which the phone itself has matured, is what is revolutionary, not simply the phone.

The same is true of the F-35; it is revolutionary; but the ecosystem which will change and which will inform the further development of the aircraft is even more so.

When we fast forward to 2025, what will be the threats with which we will be dealing?

Berke underscored that we could debate that point from the perspective of 2015 but it would be a debate.

Come 2025, and the threats will be much clearer and need to be dealt with.

We need a platform which can be responsive to those threats and evolve over time.

That is precisely what the F-35 is all about.

The F-35 is designed to evolve…..

Plasticity is about the idea that is inherent in the design, inherent in the DNA of the equipment you buy, is the ability to substitute for other elements as needed.

I understand that the F-35 is built as a tactical aircraft; I get that. The fact that it’s designed as well to be flexible to other mission sets and live in other regimes that you’d never ask a tactical platform to do is what give is it that inherent flexibility, that inherent plasticity.

Do we have a platform that’s flexible enough to adapt to that changing environment? Fourth generation airplanes simply can’t do that.

And in a theme that he introduced in the Canberra conference last year, Berke underscored that the notion of a tactical fighter was undergoing change as the pilot’s ability to operate in the battlespace with information capabilities, expands as well.

The burden that the F-35 places on a pilot is much greater, and I understand the information processing is better.

I understand that the pilot interface with the aircraft is a lot better, but the skill set is much broader now because that pilot and that aircraft interact on a much broader capability, and it’s much more operational, much more strategic, than any tactical platform that’s ever been built because it’s resident in the design of the airplane because of the things that it can do.

I can provide information to a general officer sitting in a CAOC.

At the exact same time, I can send information to an aircraft flying ten miles away from me.

That information is relevant to both at the same exact time in two totally different ways.

No other airplane has ever been asked to do that before, let alone have it be natural in its DNA or expect to be able to do that by design.

And to highlight the significant difference between the 4th and 5th generation, one simply can compare what was asked of each when they were launched into operation.

What makes a sensor-collaborator-shooter platform relevant?

That is not the question we asked about a fighter 10 years ago, 25 years ago.

That was not the question we asked in 1975 when we wanted to buy the F-16.

That’s not the question that was asked 10 years ago with the Typhoon.

Information development, access sharing, and the ability to integrate security – that’s how you measure the F-35.

That’s how you measure the fifth generation fleet.

How well does it do that?

You can build and design an airplane, and we have a designed and built airplane, to be able to answer those questions, to be relevant as a shooter, to be relevant as a collaborator.

You have this information.

I have this information.

Let’s view that information together, provide each other a much more enhanced picture to make a more intelligent decision while, at the same time, funnel information to other users that can parse out the data that’s valuable and relevant to them.

And it is the ability to operate throughout the combat spectrum that is essential as well, and is a core competence of the F-35.

Air warfare is about spectrum dominance.

It’s not just enough to say, “My radar is better than your radar,” or “My sensor is better than your sensor,” or “My capability in this spectrum is better than yours.”

I have to be able to move back and forth between spectrums.

I need to figure out where within the spectrum the fight’s going to take place, and then layer on top of it as much depth.

That’s what Sensor Fusion is by the way….

It isn’t just enough for that one airplane to get that information, it’s the data link and the multi-functioning capability that all these different airplanes are fusing information together behind the scenes, and handing it to you, so you can now make decisions based on information that another airplane 10 miles or 100 miles away have given you, that you didn’t even realize because you don’t even have to ask him for information because it’s just there.

And then Berke addressed the question of stealth and focused on its important contribution to the plane and its ability to operate and not providing a mystical capability.

Stealth facilitates access.

It doesn’t make you invisible; you don’t fly around with impunity.

It just allows you to operate in an environment that you could be restricted from or excluded from without it.

You take that with all the other capabilities of the platform, aggregate them together, and you now have a survivable platform that can operate in certain environments that no other platform can.

And clearly, the F-35 is designed to work with core assets throughout the battlespace.

With regard to other aircraft, the F-35 makes other aircraft more lethal and more survivable–and legacy airplanes provide ordinance and battlespace presence which complements the F-35 as well.

“Don’t just think that the presence of a fifth gen platform is good to the legacy airplanes.

It’s a two-way street, and it’s very functional for everybody.”

And he warned that if you do not make the jump into the F-35 world, you will have a core challenge of working with everyone else who has.

If you’re on the outside saying, “I have this asset that I’d like to contribute to your fight,” you put the onus on the recipient and go, “Well, we can use that on this side. Maybe it will fit here.

Can we communicate?

Can we make this work?

Can we make this relevant?

Let me see how you fit in.

For the USMC, the F-35 delivers essential capabilities to enhance the survivability and lethality of the MAGTF.

At the same time, it also allows the Marine Corps to link up more effectively with other forces as well.

Be brilliant for the Marines on the ground, keep Marines alive, support Marines in contact, and support Marine Corp objectives. We can operate any time, any place, anywhere, for any reason, with any other user.

Now you have a force that is relevant well beyond what its mission statement looks like on paper.

That’s what the F-35 provides for everybody.

It’s a great question to ask, what is it like to be part of that larger ecosystem?

In the Q and A, one audience member asked about the A-10 discussion in the US and Berke had a straightforward response:

As a JTAC the key requirement is that the airplane show up.

The A-10 pilots are amazing; the plane will not always able to show up in the environment in which we operate; the F-35 will.

That is the difference for a Marine on the ground.

In a meeting September 4, 2013 at Eglin AFB, Lt. Col. Berke—then the F-35B squadron commander at Eglin—and Secretary Wynne discussed fifth generation aircraft.

Wynne saw getting the services to understand the nature of 5th gen as crucial to the effort to change the culture.

He therefore worked with COS Mosley to create a billet in the USAF for a USMC F-22 pilot.

That pilot was Lt. Col. Berke. Berke.

Until this meeting at Eglin AFB on September 4, 2013, they had never met

Creating the 5th Generation Force: Secretary Wynne and Lt. Col. Berke Meet and Discuss from SldInfo.com on Vimeo.

 

 

 

The Fujitsu Global Defense Initiative: Breaking Down Logistical Stovepipes and Shaping Global Solutions

04/28/2015

2015-04-22 By Robbin Laird

During my recent visit to the United Kingdom to visit the new large deck carrier, the HMS Queen Elizabeth, I met with Tim Gibson and Eric Bownes of Fujitsu defense, both based in the United Kingdom, and discussed the evolving approach.

In the interview with Tim Gibson, the Vice President of Defense and National Security in Fujitsu UK, described the evolving approach of Fujitsu in addressing shape global solutions for logistics for a number of key militaries in allied states.

As Gibson highlighted the opportunity and the challenge:

The change in Japan with regard to defense highlights the opportunity to take our work and merge it more generally with the company in shaping a global business.  Fujitsu in Japan has built up a large defense business, and we’ve now seen synergies between all our different elements of our business. In the 26 countries Fujitsu operates in, there are either developed, in three of them our core defense business.

But these businesses have been built as silos; the challenge is cross operate and to shape global integrated solutions.

Everyone’s defense budgets are under pressure. Everybody’s looking at standardizing, and we’re suddenly seeing a market, we think, where the interoperability between countries on common platforms means they will want sort of common support models and common infrastructures and on a global basis.

For us that’s a convenient piece of timing about where we were thinking about how we would try to build a more globalized defense business and take best of breed solutions, whether that’s from Japan, or Australia, or the US or the UK, and apply those business solutions in a consistent way across all the countries we operate in.

In this interview with Eric Bownes, the longtime logistician, focused on a number of the key ways to make more global solutions in logistics a reality.

Currently, Bownes is working the Global Defense Initiative for Fujitsu and his formal title is Director, Solutions and Strategy, Fujitsu Global Defence, Defence and National Security, Fujitsu, UK.

As one might guess, although based in the UK, he is a frequent visitor throughout Europe, Asia, Australia and North America.

His background as a military logistician was with the South African Air Force, where he worked for 22 years in various capacities in military logistics operations.  After leaving service in the South African Air Force, he joined IBM in the UK and worked on the implementation of the implementation of the RAF’s logistic information system, a system still used today by the RAF.  Seven years ago he joined Fujitsu and has been part of the growing logistics business.

“When Tim took leadership of the business four years ago, we started looking at the globalization of our portfolio solutions to go into more global market, based on what we were doing between the UK.

The UK was already semi-global because we had some of our solutions going into Europe, notably into the Netherlands and Portugal.

We were already operating multi-nationally in terms of not only selling to UK MOD but also into Europe.

We’ve also done significant collaboration with Australia, as Australia is part of what is called the Five Eyes community.

They took our networking concept developed in the UK and implemented that in the Australian defense force.

And as Japan, in 2011, started signing up to the F-35 Program, they realized that we needed to form what we call today a “Global Defense Initiative” in order to bring together the best of breed out of the three nations, (Japan, UK and Australia) and how we can take that collectively to a global market.

Also we needed to address the American markets, for we had no presence at all in terms of selling to either MODs or DODs, in those regions, across the Americas and also with the major defense primes there as well.”

Tim Gibson with Eric Bownes talking with Duncan Tait (then CEO of Fujitsu UK&I, now EVP and Head of all of the four EMEA Regions) the GlobeRanger capabilities which were showcased at DSEI 2013.
Tim Gibson with Eric Bownes talking with Duncan Tait (then CEO of Fujitsu UK&I, now EVP and Head of all of the four EMEA Regions) the GlobeRanger capabilities which were showcased at DSEI 2013.

Question: The GDI was born in part by the Japanese decision to join the F-35 global enterprise and the reality that being a supplier to the F-35 meant that you were a global, not simply a national supplier.

Could you elaborate on that aspect of the standup of GDI?

Bownes: The initiative was born out of Japan’s thinking. When the government decided to join the F-35 program, this meant involvement in the global supply chain.  This in turn meant opening up other global supply chain opportunities as well.

Of course the UK and Australia signed up to be partners for a long time before Japan signed up to the F-35 Program. The Japanese leadership of Fujitsu realized they needed the input from us, and we are working with them to shape the GDI.

I think they also realized that we’re talking about other multinational programs, such as the A400M or the C-17s, means that one needs to have an organization with global defense presence in the relevant regions around the world.

Question: And I assume that in your work in the UK you were coming to terms with the impact of multi-national programs as well relevant to the shift in Japanese thinking?

Bownes: I was.  When I was with IBM in my previous role, one of the functions I did have was as trusted client advisor. I was actually part of the team that was working with the then Joint Combat Aircraft Team advising them on how do they bring in systems like ALIS and looking at the potential for leadership within that program.

I was working within the DOD, providing them advice on terms of future programs around A400M and the F-35 and the Eurofighter Program, in terms of how do you bring in systems that can help the customer shape interfaces with the suppliers and the original equipment manufacturers to deliver more effective logistical solutions?

Question: And presumably you were working software interfaces with security built in rather than focusing on hardware solutions, which really make integration difficult?

Bownes: That was and is our approach.

It is not necessary to rip up the investments made in separate systems in order to achieve integration; you can do this by building software translators, rather than proprietary and costly hardware systems.

What you’re looking for is the ability to build smart networks and applications that actually fuse data coming from separate systems into information.

The task is to shape smart networks that will bring information to the front so that you can translate all that data into meaningful information to decision makers right at the edge at the working level and push only that information needed at the senior level as appropriate.

Tim Gibson and Eric Bowles talking with Admiral Graham Howard, thenUK MoD Assistant Chief of Staff for Logistics Operations at the DSEI Show in 2013. Credit: Fujitsu
Tim Gibson and Eric Bowles talking with Admiral Graham Howard, thenUK MoD Assistant Chief of Staff for Logistics Operations at the DSEI Show in 2013. Credit: Fujitsu 

Question: In effect, with smart networks you are looking at translators among subsystems to shape manageable decision-making systems or IT enablers that are really decision making rules and systems that is one of the key focus of your efforts?

Bownes: That is essentially correct. We are focused on shaping a network with the right type of fusion and integration technology and then coming up with smart user interfaces that present information to the users in decision-making format.

When we look at something like the ALIS system for the F-35, it is easy to misunderstand what it is and isn’t intended to do.

What it is intended to do is to provide the information for platform sustainment and through live management and to do so by transparency in the parts supply and life performance system.

It is not designed to replace an MoD’s entire logistical systems.

One can use smart networking technologies and integration technologies to integrate ALIS with any other system, be it to national ammunition or explosive ordnance systems or to HR systems.

Each country will be unique without having to go and redevelop or try and embed too much of their technology in ALIS.

What needs to be avoided are relying on hardware interfaces for that will just drive up the cost of the whole sustainment program, which is what you don’t wan. And through life costs which are still going to be 90% of the total platform cost of F-35s (as with other systems) over the next 30 to 50 years.

Fujitsu provides IT support to the Australian Armed Forces. Credit Photo: iT News for Australian Business
Fujitsu provides IT support to the Australian Armed Forces. Credit Photo: iT News for Australian Business 

Question: So a way to look at ALIS as somewhat like a global spiderweb which intersects with a country’s own IT networks to sustain other aspects, or operate other aspects of the force.

By building smart networks you are intersecting the ALIS global spider web with the country’s own defense logistics networks.

You’re not asking ALIS to replace everything or everybody to be ALIS-ized, is that correct?

Bownes: Absolutely.  I think what you don’t want nations to do is to start doing hard interfaces to their backend warehouse systems because in the true performance-based logistic context of ALIS, those items will be delivered by the primes,

Lockheed Martin and Pratt & Whitney, directly to the bases or the carriers where they can operate.

Why does it have to go into warehouse systems? If you do so then you lose the total key measurements around the performance-based logistics system whereby you can measure performance and deliver effectiveness to deployed forces.

Question: So you see the F-35 sustainment approach as an input to logistics transformation?

Eric: Absolutely. And we see cloud computing, where Fujitsu is a world leader in secure cloud computing, as a key part of the global solution.

We see cloud as being part of the solution.

I think what still has to be agreed by the relevant end-user customers, your DODs and MODs around the world, and the prime contractors is whether it’s going to be a private Cloud for certain systems.

When you take a look at the F-35 environment, one of the big issues that’s going to come into play is the whole potential about parts counterfeiting, given you’ve got nine partner countries all having work shares and making parts.

How do you control the total supply chain and reduce the threat from counterfeit parts?

We could use a collaborative cloud, but it could be a secure collaborative cloud just for that community in terms of managing the full supply and support chain, in terms of moving assets around and knowing that there are not counterfeit assets within that supply chain.

Question: What is the impact and advantage of Cloud computing for this kind of global IT approach to logistics support?

Bownes: If we take the case of Europe, we can look beyond the classic warehousing and stockpiling systems. You can shape regional solutions that historically were done through national stockpiling solution approaches.

The regional system can provide parts and the complete history of those parts to the nation needing that particular part.

And the information can be embedded in the part not just the global system, so that when that system is down or disrupted, there is still asset visibility available to the customer.

Question: In effect, what is envisaged is delivering the level of integration seen operationally but now within logistics, which has been largely stovepiped?

Bownes: Integration has been seen at higher levels of defense establishments than down to the level of logistics. Stove piping remains the order of the day despite modern IT technologies.

You’ll find is systems have evolved in silos around the people’s different mastery, so logisticians have systems for logisticians; there are systems for engineers and then systems for operating the forces.

Question: Fujitsu bought GlobeRanger clearly to have a US footprint, given the GDI.  But clearly, you were looking for a company that could contribute to the smart networks efforts you see as fundamental to logistics transformation.

How do you see the GlobeRanger acquisition within the broader Fujitsu scheme of things?

Bownes: We were looking for the capability, an underpinning capability, that can take data from sensors, can fuse and bring that data into the information so a single scanning in of the goods in process, be it through a barcode or an RFID, informs all the systems and the people in that relevant enterprise at the operational level what is happening.

Over the last 20 years, DODs and companies have been bar-coding, doing RFID, bringing in these new technologies, but they’re just not integrated with a single system informing the multiple processes.

Globe Ranger and Fujitsu

As people implement SAP or Oracle enterprise systems, they still implement them in silos.

The processes aren’t integrated and they don’t inform other systems. MODs have multiple systems for logistics in terms of inventory management and then MRO, but people aren’t getting the view of what’s happening and where things are in terms which would allow them to make an informed decision.

For example, even when something has arrived at my hangar assigned to aircraft A, it could be that same part could be needed by aircraft in bay C. Just the ordering process with an MRO doesn’t inform the supervisor that he can actually move that spare and gain an aircraft on the flight line immediately because it will go to the bay where it was ordered for.

It’s the way the process has worked, and we can overcome that with bridging technology.

We saw that GlobeRanger had the capability to do that, but the big challenge now that we face having acquired and integrated is to get them and their current customer base and our future customer base to think in terms of visibility providing decision-making capabilities at all levels of the enterprise.

We see GlobeRanger as a stepping stone into the broader Americas market, but again we’ve got to change that market because that market is still very siloed in its logistics approach and we can broaden that and that is a core capability which GlobeRanger with Fujitsu IT solutions can bring to the global customer base.

Note: The Fujitsu Global Defence Initiative Fact Sheet can be downloaded below:

Fujitsu Global Defense Initiative

According to the Fact Sheet:

Fujitsu’s Global Defence Initiative (GDI) has two strands.

Firstly, the GDI aims to harness the capabilities, technologies and products from the global Fujitsu catalogues which are defence related or have defence applications, and take them to market as appropriate for the rest of the world.

Secondly, the GDI has a global remit to lead Fujitsu’s presence as a Global Defence provider of services and capability, in the multi- national Defence domain. GDI will allow Fujitsu to deliver directly and to assist Defence Vendors / Original Equipment Manufacturers to deliver cost effective solutions to their customers.

Fujitsu Global Footprint

Re-Shaping Logistical Support and Decision-Making: The Case of the 21st Century Hanger

2015-04-28 By Robbin Laird

Leveraging commercial technologies for defense purposes and learning from applications of commercial systems to defense needs provides an important learning cycle for cost reduction and enhanced effectiveness for logistics management systems.

The GlobeRanger software systems and decision-making tools are positioned for the sweet spot to provide such an outcome.

A case in point is how the company is evolving a comprehensive approach to hangar management leveraging its various tool sets to deliver logistical management to deliver more effective decision-making.

The approach is being shaped in a partnership with leading businesses in the commercial aviation sector, and this partnership then provides an operational base from which such an approach can be applied to the defense sector, such as management to the new F-35 hangars being built to support the global enterprise.

To understand how hangar management can be reshaped using the GlobeRanger tool sets and decision-making approaches, I interviewed Phil Coop during my visit to GlobeRanger in Richardson, Texas earlier this year.

Phil Coop at his office in Richardson, Texas, February 2015. Credit: Second Line of Defense
Phil Coop at his office in Richardson, Texas, February 2015. Credit: Second Line of Defense

Coop spent 17 years with American airlines as a maintenance technician and then became a maintenance manager and then moved to Boeing.

At Boeing, he was part of shaping the GoldCare support program for the 787 DreamLiner.

With a new 21st century aircraft came a rethinking of the system to support that aircraft and to provide life-cycle support to the fleet as well.

According to Coop:

During the 787-support program development and the development of the maintenance service we discovered RFID technology for use on the aircraft.

And we really developed some unique ways by partnering with airlines with how to use RFID. And RFID quickly became my full-time job for Boeing.

Through the years of working with the airlines, Japan Airlines, American Airlines, etc. we developed a concept for an RFID-enabled aftermarket solution.

And in the ten years that I worked on that project with Boeing and in the ten years that we worked ways to leverage RFID with the airline industry, we I developed a close working relationship with Fujitsu who was at that time my business partner.

So when the commercial aftermarket RFID program was cancelled at Boeing, it made sense for me to join Fujitsu and continue my work on RFID-enabled support to commercial airliners.

Coop is an example of Fujitsu leveraging GlobeRanger technology and vice versa, for now Coop can work a lower cost RFID-enabled solution sets for more effective sustainment solutions for the commercial airline industry.

But rather than pursue case by case airline contracts, Globe Ranger is partnered with other leaders in the industry in shaping a comprehensive support solution set.

According to Coop, “the GlobeRanger solution brings with it a mature technological approach and a very good price point for the industry.”

“Additionally, we are taking bite-sized solutions and building from them into a comprehensive solution set.”

Sensor-based decision making as a key way to shape logistics improvements. Credit: Globe Ranger
Sensor-based decision making as a key way to shape logistics improvements. Credit: Globe Ranger

Coop provided several examples of how sensor-enabled maintenance can improve the process, in terms of both accuracy and the speed of performance.

And by using sensor-enabled information, the maintainers can provide a more effective and cost effective approach to maintenance and sustainment.

One example was with regard to life vests.

Coop explained:

When we take a plane, we all have heard the safety announcement about the life vests below the seats without ever expecting to use them.

But for the airlines and the regulators these life vests need to be inspected, maintained and replaced on a regular basis.

In the legacy way, technicians look under every seat on a periodic cycle to verify the serviceability of the life vests, and the airlines need to keep a stockpile of life vests to replace those which need to be replaced.

The stockpiles are costly, and the examination time consuming.

In the GlobeRanger approach the life vests have sensors to indicate their condition status and by coming onboard the technician can readily determine where he needs to go within the plane to deal with a life vest which needs attention.

This information can be sent to the company’s Enterprise Resource Planning systems to provide information with regard to just in time delivery of supplies, rather than having to stockpile life vests.

And by breaking down the work process of maintenance, the key building blocks of generating information targeted for comprehensive maintenance solutions can be built and by cross linking those information flows a more comprehensive approach to hangar management is possible.

That is the approach of GlobeRanger in building out their new comprehensive solution set based on accurate and timely information generated from the edge of the operation.

And because it is about empowering technicians and maintainers, they have a key stake in the accuracy and effectiveness of the information as well.

It also helps regulators as well to have more effective information as well to ensure accuracy in the process, but without having to do procedural intervention in favor of informed intervention.

The hangar piece of this is a big deal for the maintenance process.

As Coop describes it, when a plane comes in for its major maintenance milestones, the plane is pulled apart and the parts are distributed throughout the hangar, back shops and external vendors, examined, repaired and then sent back to the bay where the plane will be put together again for its next operational cycle.

When an airplane comes in for heavy maintenance and there are two or three days of offload.

The airplane literally is gutted. Engines are removed, flight controls are removed, the entire airplane cabin, the interior is removed until it’s nothing but a structural shell.

The avionics equipment is removed, landing gear, and major components come off the airplane.”

The parts are handled manually, and can be lost and have only paper information about their life cycle.

The moment the parts leave the airplane visibility typically today is lost.

Today, we typically have a maintenance planner or scheduler who for lack of better terms is a conductor trying to orchestrate the offload of systems and parts from the plane and then reload onto the airplane with really limited tools to manage the process.

They’re relying on feedback from the shops who receive the components and say, “Yes, I got it at this time. I expect to be finished with it at this time.”

By building in sensors into the parts, there is asset visibility.

One can have encoded information about their history, their performance, and can be rapidly located throughout the hangar.

Even more importantly, when the plane is put back together again, the hangar manager can schedule which work crews should be on the plane at what time and in what sequence.

The current situation is structured anarchy.

In many ways every airplane is a discovery when it shouldn’t be.

There’s usually several groups of technicians involved in the process of dissembling and assembling a commercial aircraft.

There’s the avionics team that does all of the electrical and navigation communication. They’re responsible for all of the electronic systems. Their job is to remove and then reinstall all of that equipment and functionally test it to make sure everything is performing correctly.

Then there is the propulsion group, the guy’s that work on the engines and the associated systems. Typically, they’re responsible for the fuel cells as well. So they’ve got wing tanks all opened up, they’ve got engines either opened or removed. They have a lot of components out of the airplane as well.

And then there’s the cabin and the structures guys who basically remove all the interior structural pieces and then fix them and then reinstall them.

All of these groups are competing to operate on the same real estate.

A really good example of that is the flight deck.

If we don’t have things sequenced correctly we can have an avionics technician installing navigation equipment and needing to do an operational test on that equipment at the same time that we have the propulsion team installing a component and needing to functionally check that system.

And somebody from the flight control team is doing the same thing.

So everybody is competing for this little piece of real estate on the airplane.

And it becomes a feast and famine process.

There’s really no good way to manage it with the current process.

The conductor or the maintenance planner or the scheduler doesn’t have a lot of great visibility into the process in real time and they don’t have any tools to rely on to say to the avionics technician, okay, it’s your turn., the flight deck is ready for you, we’ve finished other tasks, move in.

In other words, by providing sensor-enabled information, a new work flow can be established based on the true start of affairs rather than simply building one around historical procedures and projections.

In effect, what one can do is shape a 21st century approach to hanger work flows, which for the military will have a clear impact on aircraft availability rates, and in a time of airplane scarcity, it is not hard to see why a new approach is essential.

It is easy to see why an MRO provider would clearly wish to see such a hangar management approach be shaped and implemented, for efficiency, effectiveness and cost savings are all improved. And safety enhanced and made more transparent for regulators as well.

And there is a generational change aspect to such a shift as well.

As Coop put it:

When I was a mechanic getting a cool new Snap-On wrench was as sexy as it got and I loved that.

The kids today they need gadgets, they need applications, they need to network.

And as we transform the maintenance environment from a kind of the prehistoric manner that it’s in today where we’re still maintaining airplanes the same way we have for 30 years we need to catch up with the new generation.

When we start bringing these gadgets into the workplace, the tablets, the RFID readers, the network technology, we are playing to the strengths of the new generation of maintainers.

It is clear why a new aircraft program like the F-35 would like to build such capabilities in from the outset and to deliver capabilities appropriate to the I-pad generation maintainers.

And the commercial side of the house is clearly demonstrating that this is doable as well as cost effective.

This is not about acquisition reform; this is about adopting commercial best practices.

 

 

 

 

 

 

 

 

 

 

 

The Russians, the Arctic and the Baltics: Activism in Support of Strategic Re-Positioning

04/27/2015

2015-04-23 By Robbin Laird

Copenhagen is a lovely city.

The Danes are hearty and friendly folks.

They just don’t seem the kind of folks who need to open their mail and a get a greeting from the Russian Ambassador, who after all is a guest in their country, that reads something like this:

I do not think that the Danes fully understand the consequences of what happens if Denmark joins the US-led missile defense.

If this happens, Danish warships become targets for Russian nuclear missiles.

http://www.dw.de/denmark-could-become-target-of-russian-nuclear-weapons-ambassador-warns/a-18332777

So let us reverse the logic – the Danes tell the Russians that they are imperialists who are interfering in European affairs and seizing the territory of free states, reach agreements with states like China to operate on that territory, or that they should act like a civilized state.

Not likely to happen in a small country of a group of islands against a giant land mass with multiple time zones and led by Putin the Great.

To be blunt this is a policy of intimidation which we have seen from Russians before, but this time with the Ukrainian occupation coupled with an assertive Arctic policy and a clear design on the Baltics, it is not just about Denmark.

It is about a significant redesign of the map and putting Russia in the middle of it.

And to add a point to all of this, the Russians decided to paratroop into the Arctic and show their ability to paratroop to support their claims and protect their interests.

Only one small problem: they parachuted into the Danish zone of responsibility for search and rescue in the Arctic without bothering to tell any one. Of course, when one is asserting imperial presence, one need not tell the little guys anything of note.

And as the Nordic states look at this unchecked Russian ballet for regional influence, perhaps dominance, they are working together to sort out ways to better protect themselves.

This is hardly a dramatic and unwarranted reaction, notably in a world of uncertain American policies.

Earlier this month, the Nordic states issued a declaration of intent to work more closely together to protect their interests, which of course does not include invading Russia or seizing St. Petersburg, named for Peter the Great, but perhaps will become Putinburg over time.

According to an April 9, 2015 Reuters story:

Writing in a joint declaration, the defense ministers of Sweden, Norway, Finland, Denmark and Iceland said Northern Europe must prepare for possible crises or incidents because of Russia.

“Russia’s leaders have shown that they are prepared to make practical and effective use of military means in order to reach their political goals, even when this involves violating principles of international law,” the ministers wrote in a joint statement in daily Aftenposten.

“There is increasing military and intelligence activity in the Baltics and in our northern areas,” the ministers said. “The Russian military is challenging us along our borders and there have been several border infringements in the Baltics.”

The statement comes amid heightened tensions in Europe since Russia annexed Crimea from Ukraine a year ago. With large Russian minorities living in the Baltics, concerns have grown in the region about the risk of Russian intervention.

Finland, which borders Russia, and Sweden are not members of NATO but have increased cooperation with the trans-Atlantic alliance, and the joint declaration has been among their strongest responses to Russia’s aggression.

“Russia’s actions are the biggest challenge to the European security,” the ministers said. “Russia’s propaganda and political maneuvering are contributing to sowing discord between nations, and inside organizations like NATO and the EU.”

The ministers said that closer cooperation in the Nordics and solidarity with the Baltic would improve security through deterrence as it would lift the threshold for military events

This includes two neutral states, Sweden and Finland, and a clear target for the Russians is making sure that neutrality is interpreted very narrowly and that these two states stay in a clearly defined national territorial defense box, rather than contributing to Baltic and/or Arctic security.

The Russian government completely rejects the legitimacy of such an approach, notably as if the Nordics banded together they have enough capability to make the Russian agenda very difficult to succeed, and even more so as the West modernizes its forces.

Dmitry Rogozin (in white jacket) went to the North Pole late April 18, 2015 after his controversial visit to Svalbard. The man to his right in red jacket is Russia's Minister of Natural Resources and Environment Sergey Donskoy. (Photo: from the Facebook profile of Dmitry Rogozin.)
Dmitry Rogozin (in white jacket) went to the North Pole late April 18, 2015 after his controversial visit to Svalbard. The man to his right in red jacket is Russia’s Minister of Natural Resources and Environment Sergey Donskoy. (Photo: from the Facebook profile of Dmitry Rogozin.)

Reflective of the Russian stance is the position laid out by Artem Kureev in Russia Direct in a piece published on April 15, 2015.

Kureev is identified as an expert from the Moscow-based think tank “Helsinki+” that deals with protecting interests of Russians living in the Baltic countries. Kureev graduated from Saint Petersburg State University’s School of International Relations.

So what needs protecting?

A detailed analysis of the document raises questions as to which parts are declarative in nature and which will actually be implemented. The four areas highlighted pertain to increasing the number of joint exercises, intelligence sharing, military industry, and combating cyber threats.

The mechanisms needed to implement the initiatives in the declaration are lacking at present. Moreover, most of them require permanent cooperation and the establishment of coordination centers in the field of intelligence gathering and cyber security.

Put another way, it is, in fact, a bid to set up a separate entity with its own staff, divisions and, it seems, head office. However, all this requires significant additional outlays and the signing of specific multilateral agreements. Yet such structures already exist within the NATO framework; for instance, Estonia’s cherished Cyber ​​Defense Center.

It is more than likely that within the framework of enhanced cooperation all five Nordic countries will start taking an active part in the operations of these structures. However, it is clear that neither Stockholm nor Helsinki wants to play second fiddle to the Baltic countries and both are intent on creating their own agencies in the field of security in conjunction with the rest of Scandinavia. Hence, another cyber center could crop up on Russia’s borders within a few years.

It is also quite possible that large-scale military exercises simulating a joint response to an attack from the East could be carried out with the Nordic countries.

Next up, time to assert one’s interests against the aggressive Norwegians, for they might launch long boats and end up in Kiev.

So in a story published by ABC news on April 20, 2015, Russia drops in on disputed territory as if it was their own.

Russia on Monday dismissed Norway’s protests over a weekend visit to a Norwegian archipelago by a delegation that included Russia’s deputy prime minister Dmitry Rogozin.

During a visit to the Arctic on Sunday to inaugurate Russia’s new floating research station, the delegation stopped by Norway’s Svalbard islands.

Rogozin, who oversees defense in the government among other things and is known for his nationalist views, has been slapped with sanctions barring him entry to the European Union and non-EU Norway over his position on Russia’s annexation of Crimea.

Norway demanded that Moscow explain why he visited the islands given the sanctions imposed on him.

In response, Russia’s foreign ministry dismissed the accusations as “absurd” and said that the delegation made the stop for “logistical reasons”. The ministry also cited a 1920 treaty granting access to the islands to nationals of all signatory nations including Russia.

The Norwegian response: Norway will now consider reinforced measures regarding entry to Svalbard.

“From the Norwegian side we will consider reinforced measures concerning entry, also including Svalbard,” Frode Andersen says to BarentsObserver.

First Deputy Chairman of the Russian State Duma Committee on International Affairs Leonid Kalashnikov questioned Norway’s right to have Svalbard.

The islands are “not fully under Norwegian sovereignty,” he said.

Last year Rogozin become the person who is responsible for Arctic matters. He has been in charge of plans to reopen Russian military bases in the area.

Russia's Deputy Prime Minister Dmitry Rogozin posted this photo of himself on April 18, 2015. The photo is taken just outside the terminal building at Longyearbyen airport. (Photo: from Rogozin's tweet.)
Russia’s Deputy Prime Minister Dmitry Rogozin posted this photo of himself on April 18, 2015. The photo is taken just outside the terminal building at Longyearbyen airport. (Photo: from Rogozin’s tweet.)

Russia’s new focus on the Arctic can be compared with the annexation of Crimea, says Rogozin in a video that was published April 20th.”

And Americans out there, Rogozin thinks the loss of Alaska is not acceptable either.

According to this piece in the Alaska Dispatch News published on March 27, 2015:

Lurking in the Russian plan for its Far East is a sinister figure who believes that Alaska is a legitimate part of Russian manifest destiny – Deputy Prime Minister Dmitry Rogozin.  

It was betrayal, Rogozin believes, that led to the sale of what is rightfully Russia’s to the United States. In the forward to Ivan Mironov’s book, “Alaska Betrayed and Sold,” Rogozin equates the sale of Alaska to another betrayal: Mikhail Gorbochev’s and Boris Yeltsin’s breaking up the former Soviet Union. 

Rogozin is not a crackpot. He’s the equivalent of the U.S. Secretary of Defense, and one of President Putin’s right-hand men.

He’s on the U.S. State Department list of individuals responsible for destabilizing the Ukraine among other nefarious accomplishments intended to reunite the former Soviet Union into the Russian Federation.

And, he’s the newly appointed head of Arctic policy for Russia, likely forming a new government entity designed to carry out Putin’s militarization and development policy in the Arctic.  

If I lived in the Baltics, I would be a bit more than nervous, for as Secretary Kerry has warned us these guys live in the 19th century, and we remember what that century eventually delivered to the world in the 20th.

“You just don’t in the 21st century behave in 19th century fashion by invading another country on completely trumped up pre-text,” Kerry told the CBS program “Face the Nation.”

http://www.reuters.com/article/2014/03/02/us-ukraine-crisis-usa-kerry-idUSBREA210DG20140302

Well unless you do.

In a follow up piece, I am going to address a way ahead in Baltic defense, which will lay possible ways to make any repeat of Ukraine in the Baltics a deadly one for the Russians.

In this story published on April 15, 2015, published by Business Insider, the Russian paratrooping event was highlighted:

More than 50 Russian soldiers parachuted onto drifting Arctic ice near the North Pole last week in a first-ever training exercise, Russia Beyond The Headlines reports.

The Russian paratroopers parachuted along with airdropped supplies from an Ilyushin-76 military transport aircraft at 89 degrees North latitude Tuesday, April 8. In collaboration with the Expedition Center of the Russian Geographic Society, the paratroopers will build a camp and train in the rescue of polar expeditions.

Airborne Forces spokesman Lt. Col. Yevgney Meshkov said the drop proceeded without accidents and that soldiers are equipped with knives and hunting guns to guard against wild animals.

And earlier, the Russians made history by partrooping onto a floating iceberg.

The Growing Presence of the Islamic State in North Africa

2015-04-27 By Risk Intelligence

Risk Intelligence

The Maghreb region has long been a rich breeding ground for Islamic extremism and this is true of the security problems in Egypt, Mali and Libya.

These problems, coupled with a growing social divide within the populace, rising food and fuel prices, and an increase in youth unemployment in many countries, have made social unrest a major problem for regional governments.

The recent emergence of the Islamic State (IS) in both Iraq and Syria and its sudden growth in popularity among Muslim youth has surprised many in the Western world, although within the Maghreb countries signs of discontent and re-assertions of sub-group rather than nationalist identities were already being seen (including the Arab spring movements). For North African youth, there are social factors fuelling their discontent, but also pull factors that make joining Islamic extremist and terrorist organizations such as Ansar al-Sharia, al-Qaeda and IS as an attractive option.

This article identifies the strength of support for IS in North Africa and provides an assessment on the potential risks for maritime interests and terrorist activity related to potential IS operations.

The Rise of IS

The growth of IS in North Africa has been rapid, and IS has already established strong links with other militant jihadist groups across North Africa. These groups have embraced the ideologies of IS and some have pledged allegiance or support. There is not widespread public support for IS at present, and most in regional countries are as shocked and upset by the violent scenes that the media portrays of the group’s activities as are international audiences. De- spite this, there has been a steady stream of volunteers who have now travelled to Iraq and Syria to fight on the behalf of IS, with Algeria and Tunisia reportedly providing the largest number of regional volunteers and fighters for the group.

IS, under various names, emerged in Iraq and Syria as part of the Tawhid Wa al-Jihad in the immediate aftermath of 9/11 and the US-led coalition invasion of Afghanistan and was established under the leadership of the Jordanian Islamist Abu Musab al-Zarqawi. Initially, Zarqawi pledged his allegiance to Osama bin Laden and established the group al-Qaeda in Iraq (AQI). AQI became a major force in the insurgency movement after the coalition forces invaded Iraq in 2003.

After Zarqawi’s death in 2006, AQI created an umbrella organization, the Islamic State in Iraq (ISI). However, ISI’s activities were gradually being weakened by the US military surge operation and also by the creation of the ‘Sah- wa councils’ led by Sunni Arab tribesmen, who did not embrace the brutal tactics practiced by ISI. By 2010, Ibrahim Awad Ibrahim Ali al-Badri al-Samrrai (commonly known as Abu Bakr al-Baghdadi) had become the leader of ISI and he began to rebuild the military capability of the group. At its core is the aim to establish a ‘caliphate’, a state ruled by a single political and religious leader according to Islamic law. ISI promised to destroy the borders of Lebanon and Jordan and to “free Palestine” in its rather broad manifesto. Baghdadi’s calls found support from Muslims around the world, a claim backed up by the number of foreign fighters who have joined the group, certainly during the past 12 months.

ISI was responsible for carrying out many attacks in Iraq and Baghdadi was also instrumental in the establishment of the al-Nusra Front, an ISI-focused group fighting President Bashar al-Assad in Syria. In April 2013, Baghdadi announced a merger of IS forces in Iraq and Syria and created the Islamic State in Iraq and Syria/the Levant (ISIS). This was a move not supported by all factions, and led to some violent infighting between the groups. How- ever, following some brutal and violent actions, ISI became the predominant military rebel force fighting President Assad’s forces in Syria, and it also experienced significant military success in Iraq. Its capture of significant territory in Iraq led to Baghdadi’s ‘official’ announcement of a caliphate and an ostensible name change to the Islamic State.

Reaching out to North Africa
IS has grown in popularity among militant Islamic groups in North Africa. While widespread popular support is limited, IS has become a banner to rally to for disaffected and/or militant groups. By some estimates, 25,000 fighters from the region (the Middle East and North Africa) have been recruited to fight in Syria and Iraq. There are some groups that have pledged their allegiance, support or both to IS and in particular to Baghdadi as their de facto leader. Within North Africa, and in particular Libya, Tunisia and Algeria, there appears to be a growing level of support within domestic Islamic groups, with some groups and individuals now conducting operations under the IS franchise and flag.

ISIS

The growth in popularity of IS internationally has been remarkable, but many analysts believe that the group’s growing support has been in the main part due to its dynamic use of the internet and social media for recruiting and propaganda purposes, to a greater extent than any other group before. It has been become quite proficient at releasing its own video evidence of IS achievements and support. As well, the Western-led intervention in Syria and Iraq has been a useful recruiting tool, just as AQI used the US-led invasion of Iraq to rally jihadists to join the insurgency.

Within North Africa, of the groups that have expressed support for IS, there is no specific intelligence to suggest that al-Qaeda in the Islamic Maghreb (AQIM) has done so, although small individual groups that had been operating under the AQIM franchise may have pledged allegiance to IS. Al-Qaeda affiliated groups are under some pressure, however, as IS appears to offer a dynamic – and militarily successful – franchise as al-Qaeda’s ‘brand’ declines.

In a recent development in March 2015, Boko Haram, the Nigerian-based Islamic group, went public with its pledge of allegiance to IS. Although this group is principally involved in its own attempt to establish an Islamic state in northern Nigeria, its violent methods are similar to that of IS. There is intelligence reporting to suggest that fighters from Boko Haram were involved in the conflict in Mali. Uncorroborated reporting also suggests that they have joined Islamic groups in Libya, Algeria and Tunisia. Boko Haram is the largest Islamic terrorist group that has pledged its support and allegiance to IS at this time, but is focus is primarily in Nigeria and there is little evidence to suggest that its allegiance is much more than rhetorical at this time.

Mauritania

The strongest Islamic group in the country remains AQIM, which has recently been active and it has always found a strong recruiting ground within the country. In October 2014, there were some arrests in the mining town of Zouerate after reports that active recruiting for IS was taking place. There has been little to corroborate this media report, but judging by regional influences, it has some credence and should not be discounted.

There has been some cross-border movement of Islamic groups from Mali, and although these groups have not been identified as being franchised to IS, they could well be part of the growing trend in following IS. The Mauritanian military has increased surveillance along the country’s eastern borders in recent months and cross-border insurgency is no longer a common occurrence.

With some rampant poverty and a high incidence of political corruption, support for IS’s ideals could grow in Mauritania, but any direct insurgency threat to the government is unlikely in the short term. Overall, the expected support for IS from the general public in Mauritania is low but may trend upwards. Among Islamist groups, expected support for IS is medium and may trend upwards.

Morocco

There have been reports that individuals are being recruited from Morocco through social media outlets. Indeed, arrests of recruiters have been reported frequently and Morocco appears to be one of the key recruiting grounds for IS. In August of 2014, Moroccan ministry sources identified that over a thousand Moroccan nationals were fighting on behalf of IS in Syria and Iraq. During 2014, the police reportedly dismantled a large cell of IS recruiters. In support of this operation, Spanish authorities in Ceuta and Melilla were also active in the interdiction of recruiters and would-be fighters in transit.

Recruitment into the ranks of IS has been made a criminal act in the country, with the security services and police making significant arrests. They have also linked into joint operations with the Spanish authorities, in particular within the Spanish enclaves. Moroccan officials are also preparing for the prospect of returning fighters establishing themselves into insurgency groups within the country, with an emphasis on maintaining the IS goal – that is, the establishment of the Muslim caliphate.

Overall, the expected support for IS from the general public in Morocco is low. The expected support for IS in Islamist groups in Morocco is low, but has the potential to trend upwards in some areas, especially in Western Sahara.

Algeria

Algeria has been synonymous with terrorism since the

1990s. The North African wing of al-Qaeda has its origins in the bitter Algerian civil war in the 1990s. Since then, terrorism within the country has taken on a more international jihadist agenda. AQIM remains the main terrorist group in the country, although there has been some growing support for IS. On 30 September 2014, a previously unknown group ‘The Soldiers of the Caliph- ate in Algeria’ or Jund al-Khilafa, who were responsible for the execution of a French tourist in 2014, pledged their allegiance to IS. Additionally, the al-Huda Battalion of Islam in Maghreb has also pledged allegiance to IS. The strength and organizational structure of either group remains unknown, but the Algerian security services are conscious of such groups establishing themselves with- in the national territory and they have stepped up intelligence-gathering operations.

Media and intelligence reports have highlighted the in- creasing numbers of Algerians who have gone to Iraq and Syria to fight alongside IS. This could create a similar problem for the Algerian government when and if these individuals return, as was experienced after the Afghan/ Soviet war in the 1980s. Like Morocco, Algeria is taking measures to ensure that the interdiction of returning jihadists is a priority for the security agencies.

Overall, the expected support for IS from the general public in Algeria is low but has the potential to trend upwards. The expected support for IS among Islamist groups in Algeria is medium with the likelihood of trending upwards.

Tunisia

Tunisia is very much in the spotlight following the attack on the Bardo museum in Tunis on 18 March 2015. During the attack, 17 tourists were killed by several gunmen. In the aftermath of the shooting, IS quickly claimed responsibility for the atrocity, although this is speculative and there is no public evidence that the group or individuals responsible were connected to the organization.

Within the country, the Islamist group Okba ibn Nafaa Battalion has pledged allegiance to IS. It is also likely that there are many individuals who have expressed support for IS. There is a large Salafist following in the country, which has tried to push for a stronger Islamist code and the removal of a secular government. Intelligence reporting has identified that Tunisians, by a significant margin, make up the largest numbers of foreign fighters in Syria and Iraq.

Following the attack in Tunis, many Tunisians marched in a show of unity against Islamist terrorist activity. There appears to be strong opposition to jihadist groups in the country, with increased support for the new secularist government elected in November 2014. But high unemployment and poor prospects for the youth of the country could test this support and become push factors for IS recruitment.

The expected support for IS from the general public in Tunisia is low, and is unlikely to increase. The expected support for IS in the more militant Islamist groups in Tunisia is high and is trending upwards, which is likely to keep the number of Tunisians fighting in Iraq and Syria high.

Libya

With the country facing variety of competing factions vying for political control, there are significant opportunities for militant groups to flourish. Ansar al-Sharia, the Muslim Brotherhood and AQIM are all emerging with various degrees of effectiveness. Many of the militias that grew out of the civil war that toppled Qaddafi have tried to hold on to the power that was achieved in the first year after the revolution. However, some of these groups have either sided with the old government, or the new and un-elected government, or have shifted allegiance to militant groups. Within the country, at least three groups have pledged allegiance to IS, although there are likely also to be hitherto unknown organizations and militia who have similar goals and ideals to IS.

Libya

Groups in Libya have some freedom to move and train, making it easier to send fighters to neighboring countries such as Egypt, Tunisia and Algeria, as well as south into Niger and towards Mali. The murder of a number of Egyptian Coptic Christians in Libya was a catalyst that triggered military interdiction by Egypt, but it has not brought further military intervention from EU or US forces. Italy has deployed naval units to monitor the coast of Libya, but this is principally to prevent irregular migration and to provide protection and support for Italian oil exploration companies operating in Libya.

Islamic State of Libya, Lions of Libya, and Shura Council of Shabab al-Islam are three of the main groups that have expressed support and or allegiance to IS. These groups were probably part of Ansar al-Sharia but have since changed their allegiance. In the east of the country in Derna, militias claiming allegiance to IS claimed part of the city as their stronghold. But other militant groups, such as Ansar al-Sharia and the Abu Salim Martyrs Brigade are active in the area, all with their own agendas (such as to secure control of oil fields and port facilities). Derna has been a high-profile ‘success’ for IS but the city has been under attack by Libya military units for some months, including air support from Egypt. At the time of publication a major offensive was being launched.

Most of the more egregious atrocities carried out in Libya recently, including the attack on the Corinthia Hotel in Tripoli and the execution of Egyptian Coptic Christians, have been committed under the IS franchise. As well, IS-affiliated militias have been active in Sirte, where they are fighting Misratan militias that are nominally part of the Libya Dawn alliance, the more Islamist of the competing governments in Libya. The Misratans have accused the IS militias of being aligned with old Qaddafi factions (a charge usually leveled at the Misratan’s opponents in Libya’s army) and containing foreign fighters.

Overall, with the militias in Libya preoccupied with their own political and tribal allegiances, there is not wide- spread support for IS. However, the conflict is creating space for IS to gain more and more of a foothold by recruiting local groups to its cause. While the civil war continues, these groups will continue to be active and per- haps present the most sizable threat posed by IS within North Africa itself.

Mali

Although not part of the Maghreb, Mali borders Mauritania, Algeria and Niger. As such, it has a demonstrable effect on the North African countries, with a variety of Islamist groups with similar goals to IS. Groups such as Ansar Dine, the Islamic Movement for Azawad, and the Movement for Unity and Jihad in West Africa (MUJAO), as well as AQIM are all operating within the country. There is no evidence that these groups have formed any allegiance with or support for IS.

Mali has been under intense pressure from Islamist groups, which have been fighting both international and Malian military forces for nearly two years in the north of the country. The largest Tuareg group in Mali is Ansar Dine, with other groups such as MUJAO, the Signed in Blood Battalion and the Islamic Movement for Azawad (IMA) all being active.

Overall, the expected support for IS from the general public in Mali is low, but higher in the north of the country with the potential to further trend upwards. The potential support for IS among militant Islamist groups in Mali is high could solidify into practical linkages. At the present time, however, these groups are more focused on their immediate local goals and allegiances.

Potential Impacts on Maritime Operations

With the exception of Libya and Tunisia, maritime operations have not yet been affected by the influence of IS. In Tunisia, the attack at the Bardo museum in Tunis led to the cancellation of numerous cruise ships visiting the port; other than this, other commercial maritime operations in Tunis have not been disrupted.

In Libya there has been some significant disruption to port operations, especially those concerning the export of oil products, and in the main ports of Tripoli and Benghazi where random indirect artillery fire has been report- ed. As well, vessels have been accused on aiding different factions in the civil war; the tanker ARAEVO was hit by airstrikes in the port of Derna by the Libyan air force. There is some concern regarding the safety of ships’ crews, although no specific attacks have been leveled at, or reported by, vessels calling into Libyan ports. There is, however, a high level of risk to foreigners in Libya and ship operators and crew should be aware of this. However, most of the risks in Libya are related to the insecurity from the civil war, rather than the threat of IS – other than in key areas where IS-aligned militias are active. This said, there are growing terrorism concerns and the US Coast Guard in April imposed ISPS Level 2 and other measures on vessels calling US ports that previously called in Libya.

Irregular migration from the North African coast across the Mediterranean has a significant effect on maritime operations. Large numbers of migrants are taking advantage of the increased patrolling by European naval and coastguard units to make the crossing to Italy and Malta. They do this as there is now a better chance of interdiction and rescue from these naval assets. Ships operating in the general area should be mindful of the risks of migrant vessels and their obligations to render assistance when required.

There have been no incidents or any significant increase in stowaways from North African ports since the emergence of IS within the confines of North Africa. There is some anecdotal evidence that some stowaway incidents are under-reported, with ships opting to avoid the bureaucracy that comes with the detection of stowaways. IMO reporting for the first quarter of 2015 is not available for analysis, but ship operators and masters should make sure that appropriate measures are taken while in ports.

Further Expected Developments

Currently, IS forces may number around 30,000 fighters in Iraq and/or Syria, of which about half are ideologically supportive of the group, with the rest believed to be either coerced through fear/forced recruitment. There is further support among other Islamist groups throughout North Africa, especially in Libya. IS has become a formidable adversary, and although it has not met strong military opposition in Iraq or Syria, it has withstood a concerted coalition offensive for several months and is still gaining support. In recent months, IS has lost a lot of the military gains made during 2014, and intelligence suggests that much of its military effectiveness has been damaged.

However, IS’s brutality is likely place limits on its appeal. It has shocked most Muslims throughout the region. Militarily, coalition forces are likely to further increase military action against IS targets. The governments in the Maghreb are also likely to increase their crackdown on IS supporters, recruiters and potential fighters. Support for the group will be seen as a criminal act in most North African countries.

In the Maghreb, the political conditions in Libya and Mali are confused and volatile: a situation that IS could exploit to give them a strong base from which to expand their ideology. This could allow IS to expand its presence on the ground in the region, rather than just being a force for recruiting fighters for operations in Syria and Iraq. Attacks by IS in Libya and Mali, if they increase in frequency and severity, would attract the interest of European powers that have vital interests to protect in these countries and the neighboring areas.

Conclusion
The IS group has become the standard bearer for Islamic extremism in North Africa. Its origins in Iraq, and the speed of its influence across neighboring countries to jihadist groups that see it, as the answer to Western oppression, has been nothing short of phenomenal.

2015 will be a key year for all countries in the Maghreb, as well as neighboring Egypt. Government forces are engaging Islamic groups as well as supporters and recruiters. The biggest problem that regional governments will face is that if IS fails in Iraq and Syria then it is possible that large numbers of jihadists will return to their own countries and fuel the prospect of increased terrorist activity in that region. The dispersal of large numbers of fighters from Iraq and Syria could also be a problem for European governments and security services as returning fighters and those seeking asylum to avoid retribution in their own countries could sow the seeds of potential terrorist activity.

Within North Africa, further attacks as seen in Libya and Tunisia could spread to Morocco, where there is a large tourist infrastructure, and an attack against Western tourists anywhere in the region is now considered highly likely. Algeria is already experiencing an increase in Islamist activity and although the country is not a popular tourist destination there are visitors from the EU and beyond who have been put off visiting the country.

IS, and any Islamic extremist group in North Africa, could well be in a strong position to challenge governments in the region through attacks on government, diplomatic, commercial, religious or tourist centers. The security services in all these countries are reportedly mindful of the potential problems that could, and in some places already do, exist and they are taking radical steps to counter the threats. 2015 will be a difficult year for these governments, as extremists attempt to capitalize on perceived Western anti-Islamic policies. As such, IS related activities will be a major security factor in the year ahead.

This piece first appeared in Strategic Insights, No. 57 (April 2015) and is republished with permission of our strategic partner, Risk Intelligence.

The publication Strategic Insights can be obtained via subscription at the following linkL

http://www.riskintelligence.eu/maritime/strategic_insights/

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Coalition Operations Are in the Danish DNA: Finding the Gold in Coalitions

04/26/2015

2015-04-25 Colonel Anders Rex, Chief of the Expeditionary Air Staff of the Royal Danish Air Force (RDAF) provided an overview to the RDAF approach to coalition operations at the Copenhagen Airpower Symposium held on April 17, 2015 in Copenhagen.

The Royal Danish Air Force consists of five wings: three air bases, a number of colleges, the Skagen and Bornholm radar stations, and Expeditionary Air Staff. The five wings undertake both international and national roles.

According to Col. Rex, coalitions are about solidarity and burden-sharing in dealing with shared tasks and missions.

Being a good coalition partner takes practice.

We have a core group in the Danish Air Force, which has done several coalition operations, and when we are not doing that we participate in multinational exercises.

This is a core competence that the Danish Air Force has developed, and as we do so we work to find the gold in each coalition operation.

Clearly, for the 30 operational Danish F-16s in the Danish fleet to have impact they need to work effectively with those of other Air Forces, especially the countries in the region who also fly F-16s.

Col. Anders Rex, Danish Air Force. Credit: Second Line of Defense
Col. Anders Rex, Danish Air Force. Credit: Second Line of Defense

Of course, the USAF is a much larger force than that of Denmark’s.

But Col. Rex underscored that “it’s so big that if you look at the rate of coalition training opportunities per airman I’m sure it’s a lot lower than an air force like the Danish one.”

For the operations which we undertake “It’s really important to know and understand how to make the most out of a coalition, how to dig out the gold.”

Airpower is the essential element to any kind of rapid response coalition operation.

Look at the Libyan operation as an example.

The Libyan mission was decided and less than 12 hours after the political decision, six Danish F16s took off from Denmark and flew down to Sigonella (in Italy); and less than 30 hours after we landed down there we flew our first combat mission in the operation.

That is fast.

Col. Rex highlighted that the Danes are able to do that because of their rapid decision making cycle.

The Danes have clear responsibilities and a tightly knit force.

One of the good things about being small is that you know everyone, especially when you get to the colonel level, for instance, there’s very few of us.

I think there’s about a hundred, so it’s easy to know a hundred people.

He also argued that coalitions are about diversity and being able to combine different forces that provide different capabilities into an integrated whole.

But of course, to do that you have to train, train, and train together.

A clear challenge for effective coalition operations is releasability of information in a timely manner.

“All the information and all the intelligence is not worth a thing if you don’t have a system for disseminating it.

Yet there’s an upside to it as well because of coalition diversity where you bring into the operation different people with different experiences and expand the knowledge base.

So the knowledge pool should be a lot bigger as a result of operating in a coalition.”

And to highlight the challenge of pace of change, Rex inserted: “We are moving at the same pace that the Brits are going metric, inch by inch.”

A key focus of effort among the Allied air forces is clearly upon how to make the most of a coalition and to work more effectively together.

He coined the term “coalitionability” and set a goal for allied and partner Air Forces ways to shape higher levels of “coalitionability.”

Editor’s Note: For an interesting look at the impact of expeditionary operations on transforming air forces of small nations, see the article by Sabi Abev published in Information and Security, Vol. 25, 2010, 47-56.

It can be downloaded here:

Expeditionary Operations and Transforming Small Air Forces

The Evolution of Coalition Airpower: Lessons Learned from the Danish F-16 Experience

2015-04-26 In his introduction to the Copenhagen Airpower Symposium on April 17, 2015 as well in his briefing on his newly released report on the lessons learned from the F-16 experience, Gary Schaub, Jr., the co-host of the Symposium, provided a number of insights with regard to the Danish experience and to the overall evolution of coalition airpower.

In his opening to the Symposium, Schaub provided a number of metrics of change affecting the evolution of coalition airpower.

Put in simple terms, the numbers of assets being flown by the allies is going down and the need to get the kind of mass and capability which one needs from operations can come only from effective coalition aggregation of capabilities.

This is also required because the demand side for operations has been going up as leaders see the utility of airpower as a rapid response capability.

As Secretary Wynne put it in a recent interview with regard to the evolution of the coalition dynamic:

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.

And over time, the coalition versus US level of activity in coalition airfare has been going up as well.

Schaub presented a very interesting slide, which highlighted this dynamic:

Slide10

In his formal presentation to the Symposium, Schaub highlighted key findings from the Centre’s report on lessons learned from the F-16 for Denmark.

The full report can be downloaded below, and the overview of the report provides a good highlight of some of its key aspects of the report which Schaub presented to the Symposium.

When Denmark chose to acquire a fleet of 58 F-16 combat aircraft in 1975, it received substantial and disproportionate benefits given the way that investment was made and managed.  Buying a common aircraft type together with allies deepened Denmark’s ties to its Alliance partners, including deploying in multinational formations with those partners. It enabled multinational cooperation to modernize the aircraft at greatly reduced costs over its lifetime. 

Common aircraft also enabled improved training opportunities for Danish pilots and substantial assistance from the United States when pilot shortages threatened to idle 25 percent of Danish F-16s.

Common aircraft did not guarantee that Denmark would be as effective as others in coalition air campaigns, however. This required substantial modernization of the aircraft, acquisition of advanced systems and munitions, reorganization of the Royal Danish Air Force, a change in its organizational culture, and sufficient numbers of pilots.

Once these adaptations occurred, Danish performance in expeditionary air operations garnered Denmark praise from its coalition and Alliance partners.  Danish leaders should cooperate with its allies in a similar way to replicate this experience when they choose a replacement aircraft in 2015.

During his presentation, Schaub highlighted many interesting findings from the report but we will underscore only a few of these points here, and encourage our readers to read the full report.

The Royal Danish Air Force (RDAF) acquired its F-16s at a time when the upsurge in expeditionary activity was being generated.

So this means that the F-16 almost by the nature of these operations would need to be coalition capable, which was enabled as well by the commonality of buys of F-16s among states in the region.

And the Danish F-16s began to operate in a period where precision fires became of increasing importance as well for coalition operations, which meant that the F-16 has been the platform for learning to perform precision-fire operations for the Royal Danish Air Force.

Dr. Gary Schaub, Jr of the Centre of Military Studies. Opening the Danish Airpower Conference. Credit: SLD
Dr. Gary Schaub, Jr of the Centre of Military Studies. Opening the Danish Airpower Conference. Credit: SLD

As Schaub put the acquisition situation for Denmark at the time of acquiring the F-16:

The F-16 program came from the Multinational Fighter Program. The United States, the Belgians, the Norwegians, the Dutch, and the Danes all agreed to come in together to buy the F-16 in 1974 to 1975.

The great thing about this process for a smaller air force is that it was a large buy. Therefore, the unit price for each aircraft was far less than it would’ve been for a small purchase individually made.

The nature of the consortium that bought and operated these common F-16s was known as the EPAF or the European Participating Air Forces.

According to one source:

In the late 1970s, Belgium, Denmark, Norway and the Netherlands started looking for a replacement for the F-104 Starfighter.

These four nations, known as the European Participating Air Forces (EPAF), became the first international customers for the F-16.

Together with the US, they started a unique multi-national development program for the F-16.

Under the terms of the agreement, F-16 Fighting Falcons for the EPAF nations were to be produced locally.

Belgium was one of two EPAF nations responsible for the European production of F-16s (the other one being the Netherlands).

The primary Belgian contractor in the F-16 program was the Societe Anonyme Belge de Constructions Aeronautiques (SABCA), responsible for the final assembly of F-16s intended for both Belgian and Danish service.

The F100 engines for the F-16s of all four nations in the European consortium were manufactured by the Belgian Fabrique National (now Techspace Aero).

The Belgian company MBLE produced the F-16 radar for three of the four EPAF nations.

The EPAF consortium funded, developed and produced an initial 348 F-16s, with an eventual total of 524, for their respective air forces. SABCA even produced 3 F-16s for the US Air Force.

 The first panel seen left to right, Dr. Gary Schaub, CMS, Dr. Peter Jackobsen, Royal Danish Defence College, and Col. Anders Rex, Royal Danish Air Force
The first panel seen left to right, Dr. Gary Schaub, CMS, Dr. Peter Jakobsen, Royal Danish Defence College, and Col. Anders Rex, Royal Danish Air Force

Schaub emphasized that the commonality in acquiring the aircraft carried with it significant opportunities for common support and modernization of the aircraft as well, or as one might put, coalition-enabled was built into the joint buy and use of the aircraft.

This enabled a lot better fleet management so you could squeeze more flight hours out of the entire air combat fleet.

Over time, a division of labor for maintenance developed whereby the Danes and the Dutch and the Norwegians focused on different types of maintenance.

If you had a particular type of problem or system problem popped up across the fleet, all those aircraft would go to one of those countries specially focused on fixing that problem.

That was a very nice way of taking smaller capabilities or smaller resource bases and to be able to focus and develop expertise that was deep and that allowed the entire consortium to manage their fleet better.

Parts sharing was facilitated as well and shared modernization was possible.

Agreed upon modernization initiatives were paid for by each country in proportion to the number of tail numbers each had in their national fleets.

“This really enabled the smaller Air Forces to go through quick modernization.”

The commonality of the coalition aircraft allowed flexible options for the RDAF as well.

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. These are two of the competitors in the Danish replacement aircraft competition. Credit: USAF 

One option was to be able to fly to Red Flag at Nellis and leave the planes at home and to have the Danish pilots fly USAF F-16s.

Another option was when pilot shortages occurred in Denmark, the RDAF could tap into USAF instructor pilots to provide training for the RDAF.

Among the lessons learned by Denmark with the F-16 program with regard to its replacement aircraft include the following:

First of all, and this applies to every candidate in the competition, buy something that everybody else is using.

Partners help significantly.

Secondly, having a big partner helps out an awful lot because you can share parts, modernization and experience and you can get backfills on other things that you might not be thinking of, that are beyond the aircraft itself.

Thirdly, institutionalize that cooperation.

Make sure that there is a structure, a management system in place so that hopefully, at least from the Danish perspective, or from a smaller Air Force perspective, there can be equal say for proportional pay.

That is the key driver that allowed the Danes to have an effective set of combat aircraft today.

Fourthly, managing the pilot cadre is a big issue and having partner pilot training capabilities is important as well.

In short, the acquisition and operation of the F-16 came at an interesting point in Danish history, where expeditionary operations became increasingly important.

And if as Dr. Peter Viggo Jakobsen argues, such operational proclivities continue, obviously the next generation Danish aircraft will be a key enabler for their operations.

For the opening presentation with a number of very interesting slides highlighting the evolution of coalition airpower see the following:

For the formal briefing on Lessons Learned from the F-16 made at the Symposium see the following:

For Schaub’s bio see the following:

http://cms.polsci.ku.dk/english/staff/?pure=en/persons/421353

For the report on Learning from the F-16, please download here:

http://cms.polsci.ku.dk/english/publications/learningfromthef-16/Learning_from_the_F-16._Layout_FINAL.pdf