In an effort to be in compliance with GDPR we are providing you with the latest documentation about how we collect, use, share and secure your information, we want to make you aware of our updated privacy policy here
Enter your name and email address below to receive our newsletter.
From 1989 to 2004 he was Director of the Latin America Program at the Council on Foreign Relations, and in 1995 became the first holder of the Nelson and David Rockefeller Chair in Inter-American Studies.
He served as Vice President and Director of Studies of the Council in 1996.
Maxwell previously taught at Yale, Princeton, Columbia, and the University of Kansas.
He founded and was Director of the Camões Center for the Portuguese-speaking World at Columbia and was the Program Director of the Tinker Foundation, Inc.
Todd Miller has been an aviation photographer and “platform enthusiast” from his early teens.
Todd is a prolific contributor to Military Aviation news agencies worldwide in print and digital medium.
A student of global conflict, military strategy, leadership and weapons systems Todd utilizes opportunities to meet with military leaders and flight crews to unpack platform capabilities, tactics and pilot experience.
Todd consistently brings passion and insight to his work and strives to provide the human interest component to his journalism.
His work on Second Line of Defense has highlighted the operational work of the US armed forces and how they make the difficult look simple.
For example, in a piece published on the 305th Air Mobility Wing, he brought us a great sense of what it was to fly with the Wing and how they worked the art of aerial refueling.
And in his piece on flying with a B-2 at night he brought a sense of immediacy of the experience to those of us who have not done so.
The 305th AMW and their force of KC-10 tankers at JBMDL enable the Global Reach of the USAF. On this mission we fly with crew from the 32nd Air Refueling Squadron (ARS) with the clear and accurate motto “Linking the Continents.” It is a simple fact, without units like the 305th AMW the Global Reach of the USAF would be severely diminished.
The importance and value of the mission is not lost on boom operators like Wise, who comments “a boom operators job offers instant satisfaction.
Every time we refuel an aircraft we enable it to complete its mission, whether in training, combat, or humanitarian relief.”
This job satisfaction explains why I find myself with 3 very experienced boom operators. All three are Instructors, including Master Sergeant Jessica Stockwell with 11 years’ experience.
The three are passionate and have found tremendous rewards in service. Stockwell notes that it is an incredible team effort from the maintenance group to the entire crew on the aircraft.
As it relates specifically to her role as in-flight refueler she says, “during preparation and flight the 2 pilots and flight engineer are responsible for everything that happens in the cockpit, the in-flight refueler is responsible for everything that happens outside the cockpit, air to air refueling, cargo, people and more. It is very rewarding to have that mission responsibility.”
Buffeted by turbulence BAT 71 drops briefly off the boom. As the turbulence subsides she slides back making another connect look effortless. This Spirit is not leaving without getting all her intended fuel. The entire encounter speaks of planning, precision and the utmost professionalism.
Dropping off the boom a final time, BAT 71 disappears into the night.
Under duress, SMSgt Wise passes his review and moves forward toward instructor requalification.
Sochia and Stockwell fuel BAT 72 & BAT 73. Time passes too quickly. Their thirst satisfied the bombers disappear into the dark skies to destination(s) unknown.
This was a training mission.
In the same fashion, the Spirits loaded with deadly ordnance which bcould be destined to strike a target on the other side of the globe.
B-2 Spirits are each identified with a unique U.S. State, such as “The Spirit of Missouri.”
I always considered the name “Spirit” in such context.
Zero Hundred, October 3 has forever changed my perspective.
“Spirit” as perhaps was always intended, is; “one emerging from the clouds, lights glowing, hair flowing, mysterious, ghostly – and most certainly, deadly.”
A defense analyst based in Paris, France, and Arlington, Virginia (USA), she has worked in the French government and various think tanks both in France and the United States.
She received her training at Sciences Po and Sorbonne in Paris and Georgetown University in Washington, D.C.
She has published several books and articles in French on defense and strategic issues, as well as being a regular contributor to both Breaking Defense and Front Line Defence.
She is the Editor-in-Chief of Opérationnels, a leading edge French defense magazine.
She has provided global reporting from Canada, the United States, Djibouti, the Middle East, and Africa.
Diplômée de l’Institut d’Etudes Politiques de Paris, de la Sorbonne (DEA sciences politiques/défense) et de Georgetown University, Washington, D.C. (Masters in Government/security studies)
Travaille depuis plus de trente ans en France et aux Etats-Unis comme analyste de défense
Depuis 2009 : fondatrice et rédactrice en chef du magazine Soutien Logistique Défense – devenu en 2014 Operationnels SLDS – et des sites associés www.operationnels.com et www.sldmag.com
“Nicaragua-Etats-Unis: le bras de fer”, Stratégique, Fondation pour les Etudes de Défense Nationale, Paris, 1986
L’armée rouge face à la Perestroïka, co-publication avec Thierry Malleret, Editions Complexe, Bruxelles, 1991
“Bill Clinton’s new Crusades”, in Deutsch-Amerikanische Beziehungen . Jahrbuch 2/ German-American Relations Yearbook 2, Eds: James Cooney, Wolfgang-Uwe Friedrich, Gerald Kleinfeld, Beate Lindemann, Campus Verlag, Frankfurt/New York, 1994
L’Amérique à la croisée de l’Histoire: cinquante ans de politique étrangère américaine (1945 – 1995), Editions Complexe, Bruxelles, 1995
“Towards a Redefinition of Post-Cold War French National Interests”,in Deutsch-Amerikanische Beziehungen . Jahrbuch 3, Eds: Cooney, Campus Verlag, Frankfurt/New York, 1995
2/12/18: The first Marine Expeditionary Force Support Battalion in the Marine Corps was activated during a ceremony at Camp Lejeune, N.C., Feb. 9, 2018.
The new battalion, part of the II MEF Information Group, is designed to provide and coordinate combat-service support as well as security and administrative services to the MEF Command Element or Marine Expeditionary Brigade Command Element and MEF Information Group in order to sustain command and control of Marine Air-Ground Task Force operations.
The activation of the MSB is in line with the Commandant’s priorities to modernize the force and develop increased 21st century war fighting capabilities.
The S-92® helicopter was first delivered in 2004, and now, there are nearly 300 deployed worldwide by various commercial customers.
What makes the S-92 notably of interest for students of military systems is that the S-92 is the first helicopter deployed with digital systems for monitoring in real time the operational performance and health of the aircraft and thereby generating data where fleet performance can be measured and evaluated.
As new digital military aircraft systems come into operations, can the military benefit as has the commercial customer from leveraging data to enhance aircraft performance and availability?
The HUMS system onboard the S-92 and modern digital aircraft provides significant data to monitor aircraft performance.
According to one source:
A Health Usage Monitoring System (HUMS) records the status of critical systems and components on helicopters so that the early detection of progressive defects, or indications of them, is possible and thus rectification can be achieved before they have an immediate effect on operational safety.
The on-board equipment stores data on a PCMCIA Card.
For analysis, the card is downloaded after flight and maintenance analysis can then be performed on a ground-based computer.
These systems were first deployed in the early 1990s as a response to the relatively poor continuing airworthiness record and their introduction led to, and continues to support, significant improvements in both safety and reliability.
A typical HUMS system uses sensors, distributed throughout the airframe and its components, which are linked to a central computer unit with a data recording and storage system.
Monitoring trends in the recorded data is particularly important – it allows system specialists to determine whether the aircraft has developed (or is likely to develop) faults that require rectification.
The extent of HUMS data capture varies considerably.
A basic system collects some usage parameters such as take-offs, landings, engine starts and winch lifts as well as a small subset of engine and transmission health data.
The most modern systems monitor the health of all significant vibrating and spinning parts – engines, gearboxes, shafts, fans, rotor systems – and other components.
The operational context of events is recorded so that the trends can be fully analysed and maintenance crews are thus able to proactively perform condition-based maintenance.
The latest equipment allows the data acquired to be processed onboard the aircraft or at a ground station – and some systems allow it to be transmitted, whilst the helicopter is in flight, via satellite communications to operator maintenance control units so that subsequent maintenance downtime can be minimised by pre-planning.
These systems can also be configured to automatically report urgent or emergency conditions to the operator and manufacturer from anywhere in the world.
By visiting the Sikorsky Customer Service Center it is possible to see the state-of-the-art support to a customer fleet and then to explore how such capabilities can be more fully applied for the military customer.
Sikorsky Customer Care Center, Trumbull, Connecticut. Photo Credited to Sikorsky.
According to Sikorsky, the Center is described as follows:
Sikorsky’s Customer Care Center is the heartbeat of Sikorsky’s customer support, and the foundation of Sikorsky’s continued movement to being more of a proactive and predictive service provider, working collaboratively with customers to improve the availability of their helicopters.
Based in Trumbull, Connecticut, the Customer Care Center is manned 24-hours-a-day by a focused, interdisciplinary team of experts working urgent customer needs as well as longer term availability and reliability improvements. 24/7 customer service is available at 1-800-WINGED-S (1-800-946-4337) for domestic inquiries and +1-203-386-3029 for international customers.
Through the Health and Usage Monitoring System, we apply individual aircraft data fleet-wide to reduce costs while improving reliability and aircraft availability – all to keep your helicopters flying smarter and longer.
The Customer Care Center is designed to improve aircraft availability and customer satisfaction using the latest intelligence and analytics capabilities.
The center is focused on both tactical and strategic response, with two distinct rooms:
AOG Resolution Center – Relentless drive to return aircraft to flight status
Fleet Management Center – Leverage Data & Analytics for long term benefit
Visiting the center is quite impressive.
As the description above notes, there are two centers, the fleet management center and the AOG resolution center, and each is manned 24/7 and set up with digital displays to provide real time data on the global fleet operations, regularly schedule maintenance and unscheduled maintenance demands.
One center focuses on providing for the parts and service flow.
The other analyzes the fleet performance over all and looks for learning paths to solve problems before they occur and to in general reduce down time for the global fleet.
According to Simon Gharibian, Director of Fleet Management, Supportability and Training, the centers support about 1,000 aircraft worldwide.
“Most of our customers fly high-op-tempo operations in either VIP, SAR, EMS, or offshore oil missions.”
“This is why the focus is clearly upon aircraft availability for the commercial customer.”
Both the S-92 and the S-76 fleets are supported by Sikorsky’s Customer Care Center.
The flow of data from the current operational fleet into the system is the foundation for shaping an effective system,
But discussions with the managers of the centers underscored a critical element of the challenge: it is about shaping organizations that can learn from the data flows, shape the data flows and put in place work flows that can make optimal use of the continuous learning from the data which is only possible if the proper management system is put in place and rapidly adapted to the learning curve.
Put in other terms, without organizational change, simply generating data is about generating data.
Performance will only really be enhanced when an organizational learning system is in place to direct the process and to support the customers providing continuous feedback.
By analyzing the data and shaping models which can reliably predict quantities of inventory required at specific locations to support fleet operations, the cost to support a higher level of available aircraft is reduced as well as generating a higher level of availability of the aircraft themselves.
The results from establishing such an organization are dramatic.
For example, in 2017, aircraft availability for the global fleet was around 95% and the numbers of incidents requiring resolution were down dramatically as well.
A key element of successful fleet management is clearly having forward stocking facilities and Sikorsky has four to support their global fleet worldwide.
The forward stocking facilities are crucial to manage the flow of parts to aircraft which need them, and one organizational task continuously being worked is determining what to forward deploy and what to not in order to optimize aircraft availability.
With several military programs already under its belt, including the legendary Blackhawk, and now the new Air Force rescue helicopter, the Canadian Cyclone and the Marine Corps CH-53K, how might these programs gain from the commercial support experience?
A large part of the answer is changing the organization approach to using data and better configuring maintenance and support organizations to just to collect data but learn from the data.
And that combat sustainment learning curve is about enhancing the availability of aircraft, and perhaps shaping the PBLs going forward to focus on that jointly desired outcome might well be the key target.
And as the fleets become global, clearly forward positioning of parts and supplies is crucial to an ability to support global operations.
Sikorsky Customer Care Center, Trumbull, Connecticut. Photo Credited to Sikorsky.
How best to manage parts flows abroad with parts at home?
James Cycon highlighted the importance of the regional centers and the role of the centers in supporting regional needs.
“One of the powerful things about the regional support locations is that the material needed to support operations in that particular region varies and we can tailor parts to the regional operating conditions.”
This is especially important for the military because of the shortage of lifters and tankers place a premium on ability to forward deploy by normal commercial shipping methods.
Reducing the burden on the lift and tanking fleet via sound global support strategies is a force generator, not simply about good business practices.
In short, the commercial innovations demonstrated by Sikorsky in support of its flagship commercial systems provides a way ahead as the military comes to terms with its new digital aircraft and also will intersect with changes associated with the major combat air transformation associated with the F-35 and its global enterprise.
The digital systems in modern aircraft provide for the possibility of continuous improvement.
The challenge for the military is to align their organizations with the potential to tap into the aircraft systems THEY ARE ALREADY BUYING.
Jim Cycon had this comment with regard to the S-92 experience:
“When we first flew the aircraft it had a certain level of capability.
“Because we have had continuous access to the data generated by the aircraft and have empower a continuous improvement process, we are at an order of magnitude much greater with regard to the performance of that aircraft today.
“We have learned from real operational aircraft.
“With 250 aircraft flying we are now in a position to define what is normal.
“It is a collaborative agreement between the OEM and the government that is required with regard to similar digital aircraft for the military.”
There are clearly security limits built into military systems limiting the ability to provide flexible support of the sort Sikorsky provides its commercial aircraft.
But the key question is simply what security limits are actually required and which are simply hangover from the legacy period of supporting combat aircraft?
With regard to the CH-53K, the digital nature of the aircraft allows for spiral development.
But if the legacy requirements process prevails, then spiral development is aborted, even though it is built into the aircraft.
It is about changing the way you sustain and modernize the aircraft, as well as allowing for new business rules with regard to upgradeability to flourish and allow for the more rapid insertion of capability which software upgradeability allows for.
Note: During the visit I was able to meet with Simon Gharibian, Director of Fleet Management, Supportability and Training, James Cycon, Director, Health Management Systems, and Ping Liu, Chief Data Scientist Senior Manager, Advanced Analytics, Sikorsky Aircraft.
02/11/2018:The Cyber Defence Unit was set up as part of the Estonian Defence League to bring technical expertise from the civilian world into the Estonian defence forces to be deployed should a cyber emergency arise.
Interview with one of the founding members of the Unit, Andrus Padar, who is the current commander, speaking about why the Unit is important to defend Estonia’s highly digitized way of life.
2018-02-09 Sikorsky is ramping up its engagement to prepare its CH-53K offering to the German military.
According to a February 6, 2018, press release fro Rheinmetall, they have signed a new teaming agreement with Sikorsky to support the bid to replace the CH-53 legacy heavy lift aircraft with the new CH-53K.
Rheinmetall and Sikorsky, a Lockheed Martin (NYSE: LMT) Company signed a strategic teaming agreement for competing in the German Air Force “Schwerer Transporthubschrauber” (STH) Program.
Rheinmetall brings a wealth of experience and knowledge to the Sikorsky STH team. With Sikorsky’s breadth and depth of heavy lift experience and Rheinmetall’s leadership as the lead teammate for STH sustainment, the German Air Force will experience the high levels of aircraft availability and reliability that Sikorsky customers have come to expect.
“With Rheinmetall as the strategic partner for Sikorsky, we are convinced that together we provide the best possible state-of-the-art aircraft for the German Air Force as successor for the legacy CH-53G fleet,” said Armin Papperger Rheinmetall CEO. “Furthermore, we stand strongly together in offering a cost-effective, reliable solution oriented to the needs of today’s operations, and able to evolve with the Armed Forces as its needs change over time.”
“Sikorsky has a 45-year history supporting the German Armed Forces fleet of CH-53G aircraft, and we are humbled by the opportunity to continue to serve the German Armed Forces for another 45 years with Sikorsky’s CH-53K,” said Dan Schultz, president of Sikorsky. “As a former CH-53 pilot, I can attest that this aircraft is truly the most capable heavy lift helicopter we have ever built. Sikorsky’s CH-53K, combined with Rheinmetall as our key German partner, is a winning solution for STH.”
Sikorsky and Rheinmetall will look to introduce more German teammates in the weeks to come. The team will leverage and build upon the deep knowledge and expertise of the German defense industry.
The CH-53K King Stallion advances Sikorsky’s 50 years of manufacturing and operational success of its CH-53A, CH-53D/G, and CH-53E. Built to thrive on the 21st-century battlefield, including shipboard operations, the CH-53K aircraft is an all-new aircraft, using modern intelligent design. The rugged CH-53K is designed to ensure reliability, low maintenance, high availability and enhanced survivability in the most austere and remote forward operating bases.
The U.S. Marine Corps will field the CH-53K as a fully-operational aircraft in 2019. By the time Germany receives its first aircraft, the CH-53K will have been in service with the U.S. Marine Corps for five years. The CH-53K provides the German Armed Forces with a proven heavy lift helicopter that can be entered into service seamlessly without need for upgrades for the next several decades.
The CH-53K helicopter is the best choice for completing missions like humanitarian aid, troop transport, casualty evacuation, support of special operations forces, and combat search and rescue. No matter the mission, the aircraft provides the highest degree of safety for its crew and occupants in all conditions.
With the legacy fleet of the CH-53G, Sikorsky has a long lasting strong relationship with the Bundeswehr, which Sikorsky looks forward to strengthening with the CH-53K. The CH-53K will enable the German Armed Forces to conduct real heavy lift operations. Intelligent, reliable, low maintenance and survivable, the CH-53K is the future of German Heavy Lift.
According to Flight Global: “The German government in late December authorised the BAAINBw acquisition agency to begin the procurement process for the heavy lift helicopters. A request for proposals is expected to be released in May, with a contact award set for early 2020.
“The competition represents the first head-to-head competition between the US-built King Stallion and Chinook.”
Defense News added: “An industry day is set for Feb. 28 in Koblenz, where the government will release details of its acquisition plan. A formal solicitation to industry is expected later this year…..
“The German defense company will provide maintenance, support and training, while the Lockheed Martin subsidiary would supply the hardware.
“Additional companies are expected to join the cooperation, according to a statement by Sikorsky.
“A Defence Ministry spokesman said the government is still in the process of evaluating the pros and cons of each aircraft, such as external and internal cargo transport.”
2018-02-08 At the current Singapore Air Show, one key development being highlighted is the possibility of the latest variant of the F-16 being built in India.
According to an article by Gurdip Singh published on February 7, 2018 by Business World:
Lockheed Martin sees decades of business opportunities to make the latest and most advanced 4th generation multi-role F-16V fighter jets in India for its air force and exports, a top official of the American defence firm said today.
The F-16V, where the V suffix is for its Viper nickname, is claimed by the company to be the latest and most advanced combat-proven jet of the family in the market.
“If selected, we expect the production of F-16V from India to go on for decades. There are opportunities out there for delivering F-16s,” Joe LaMarca, vice president of Lockheed Martin Aeronautics Company said here.
“If we are successful in India, that would provide that opportunities (for exports) to countries that would want that plane,” he added.
“If Lockheed Martin sets up production in India, any future orders from outside will be met through the jets made in India,” LaMarca said, adding that it has been the offer from the company to India….
Earlier, we took a look at the potential impact of an F-16 purchase on the Indian Air Force as well as Indian military aerospace.
2017-10-17 By Robbin Laird
The Indian Air Force is about to launch competition to add new fighter aircraft.
This would be in addition, to the acquisition of 36 Rafale fighter aircraft, already in place.
The Indian Chief of Staff of the Air Force has indicated that the IAF will buy additional Rafales but also add a new a single engine jet to modernize its fighter force.
The frontrunners in the single engine competition are Saab’s Gripen and Lockheed Martin’s F-16.
Such a competition is not simply a platform competition, but a capability one as well in terms of the industrial and combat ecosystems associated with each aircraft.
There are clear differences, not the least of which the F-16 is combat proven and being upgraded by several F-16 users, and the Gripen is not combat proven and is being upgraded almost completely by the Swedish Air Force.
If the Gripen were to be selected by the IAF, the Indians would undoubtedly pay the lion’s share of upgrades in the future.
The F-16 being offered is what Lockheed and USAF are calling the Block 70, which has significant upgrades in terms of avionics, sensors and radars.
Not only is the aircraft being significantly modified in terms of what the aircraft is capable of doing in the battlespace, but also in terms of how the pilot workload is being changed by the new systems onboard.
New data management, sensors, processing and displays allow for significantly enhanced workload efficiencies for the Block 70 F-16 pilot
The differences between what an F-16 and a Gripen means for the future of the IAF goes far beyond a platform discussion.
It is really the strategic impact of the global F-16 enterprise and its ties to the evolving F-35 renorming air combat enterprise versus the Gripen as a Swedish air platform, which is flown by a very small number of air forces globally, and certainly not cutting edge ones.
For the Indian Air Force the choice is rather stark if one takes an enterprise or global combat learning curve point of view.
The F-16 is flown by a great number of Air Forces and key parts are built worldwide. This means that India is not tied to the United States and its operational or manufacturing experience.
Rather, the F-16 built in India could leverage a global enterprise as well as expand its global working relationships.
In contrast, purchasing the Gripen does tie the Indians tightly to Sweden and the partnerships they have had, many of them American, in building their combat aircraft
For example, the UAE Air Force flies both the most advanced F-16 to date, the Block 60, as well as French combat aircraft. The Indians flying Rafales and F-16s might well find a working relationship with the UAE in shaping interactive concepts of operations or the development of mutually beneficial technology to enable their air combat forces.
The “Made in India” part of the F-16 engagement would clearly be about opening the Indian air combat aperture to a variety of F-16 global partners.
The SAAB “Made in India” would be more about literally making a Swedish Aircraft in India for Indians with little prospect of amortized modernization cost by other Gripen partners or the Swedes for that matter.
And that brings up the impact of USAF modernization as well.
The USAF is structurally modernizing a significant part of its F-16 fleet with the so-called SLEP program that adds 50% additional service life up to and beyond 12,000 flight hours.
At the same time, they are introducing an advanced Northrop Grumman radar, the APG-83.
The radar on the F-16 Block 70 and the spill over effects from the F-35 program as well are important considerations when buying a Block 70.
The migration of the radar on the Block 70 F-16. Credit Graphic: Lockheed Martin
The software on the Block 70 radar has more than 95% in common with the APG-81, the AESA radar that’s on the F-35.
And the hardware is 75-80% in common.
Collectively, there is about 85-90% in common between the Northrop radar on the F-35 and the F-16 Block 70.
And this obviously has a significant impact upon both the path and cost of modernization.
The U.S. and the F-35 partners will invest significantly in the evolution of the F-35 radar, which will have an impact as well on the Block 70 radar modernization as well.
This radar, the latest of four fighter aircraft based electronically scanned array fire control radars from Northrop Grumman, shares much in common with the F-35 radars as well, which means that when it comes to the evolution of the sensor-EW-command functions provided by advanced AESA radars.
The Indians would be benefiting from USAF combat learning with the new systems and as well as those global partners engaged in a similar modernization effort.
Beyond the USAF, this may well have been part of the decision making process with air forces in Taiwan, Singapore, South Korea, and currently being contemplated by Greece that have led to several hundred F-16 upgrades with this radar.
And it is clear that the impact the F-35 will be significant upon the evolution of air combat, something I have labeled, the renorming of airpower.
An Indian Block 70 clearly would be a beneficiary of this evolving air combat learning process as new radars and sensors enter the air combat force, with the new Northrop Grumman radars as an open ended evolving combat capability.
Put in blunt terms, the IAF could choose a platform qua platform in terms of its organic capabilities at the time of acquisition or it could buy a enterprise enabled platform which is part of a global enterprise, with several key air combat forces world wide, and flying with key elements of the ongoing air combat revolution driven by the F-35.
Made in India could be part of engaging in the global enterprise or it could be narrowed down to assembling a combat aircraft in India itself as the focus of effort.
Being part of a global F-16 force has many other advantages.
There are many F-16 pilots worldwide; there are a variety of training centers; and if the IAF needed more aircraft in a crisis they could go to an F-16 partner and find ways to lease aircraft as needed as well.
101472random1.05.0
With a global inventory, there is always a possible of a rapid plus up.
It would be difficult to do this while attempting to dip into the global pool of Swedish, Thai, South African or Brazilian Gripens.
The enterprise advantage clearly seems to go to the F-16 and this advantage would seem as well to have been augmented by the different partnering arrangements, which Lockheed and SAAB have taken.
SAAB is partnering in India with a company with no experience in aerospace, namely the Adani Group.
It is a partner that would clearly help with the Made In India part with regard to investments domestically.
As the Adani Group website highlights:
The Adani Group is one of India’s leading business houses with revenue of over $11 billion.
Founded in 1988, Adani has grown to become a global integrated infrastructure player with businesses in key industry verticals – resources, logistics, energy and agro. The integrated model is well adapted to the infrastructure challenges of the emerging economies.
Adani Group’s growth and vision has always been in sync with the idea of Nation Building. We live in the same communities where we operate and take our responsibility towards contributing to the betterment of the society very seriously. Through Adani Foundation, we ensure development and progress is sustainable and inclusive; not just for the people living in these areas, but the environment on the whole. At Adani, we believe in delivering benefits that transcend our immediate stakeholders.
What is not so clear is what such a business brings to the question of force modernization and accelerated introduction of combat aircraft?
This appears to be a significant differentiator between Lockheed and Saab as the Government of India moves forward with this challenging and ambitious project.
Recently, I had a chance to discuss the F-16 opportunity with India with the Lockheed Martin Aeronautics head of F-16 and F-22 business development, Randall Howard, during a visit to Fort Worth to view and discuss the final assembly line for the F-35.
Howard has had many years of experience working with allies in acquiring and operating advanced aircraft with allies, notably both with the F-16 and the F-35. He spent 20 years with the USAF and now 10 years with Lockheed Martin working with allies on air combat issues.
According to Howard, the F-16 line is closing at Fort Worth, with the last F-16 produced at Fort Worth being for the Iraqis. Now a “hot line” is being established at the Lockheed Martin facility in Greenville, South Carolina which will build up to 19 new F-16s for Bahrain’s Air Force.
This means that the F-16 partners will see new work generated as well.
“Key elements of the F-16 are built by the partners, in Greece, South Korea and Israel and the Bahrain program and the standup of the new facility in Greenville substantiates the continuing customer demand for the F-16 and will drive new demand for our partners.”
Howard pointed out that this meant that India would benefit from the new standup as well as the working relationship with F-16 industrial partners in moving the sole production line to India itself, if the F-16 were chosen by the IAF.
The performance of the F-16 certainly is not in question; nor the existence of a significant F-16 global user base.
“The success of the F-16 is unmatched as a program in terms of bringing countries together, shaping relationships which have delivered significant combat capability, and an unparalleled track record on delivering bombs on target for the past three decades in the US and partner air forces.”
We then discussed the different ecosystems so to speak of the Gripen versus the F-16.
“One of the difference between F-16 and our global competitors is economies of scale that drive industrial business case realities.
“Where competitors have fielded a few hundred aircraft globally, the global F-16 community includes more than 25 countries flying approximately 3,200 of those 4588 F-16s that were produced; 3200 of them are flying today.”
“The U.S. Air Force and other allied Air Forces are upgrading their F-16s and many of these aircraft are being service life extended out to 12,000 hours and are going to be flown for 30 more years.
“This means that there is a clear opportunity for industry to be part of that modernization process, which would clearly be available to India as well.
“Our recent joint announcement with TATA during the Paris Air Show provides an exceptionally strong, experienced, and proven team capable of delivering on the challenges of establishing F-16 global production in India and building a defense ecosystem that supports the global demand.”
The F-16 is also part of entire upswing in the capabilities of legacy aircraft as new systems are added which have an additive impact on the combat capabilities of the legacy aircraft as well as change the workload and work processes of the combat crew as well.
If one looks at the Canadian Aurora variant of the P-3, or the KC-130J, as examples, new capabilities have been added to what looks like a legacy airplane but it does not perform in the same manner at all.
This clearly applies to the F-16 as well – it may look like a legacy F-16 but it has only aerodynamics and some core combat performance characteristics of the airframe in common.
Otherwise, it is evolving into an enhanced 4th generation combat capability integratable with fifth generation renorming combat aircraft.
And the process of evolution will continue.
Given the USAF’s commitment as well as the global partners who are still and will continue to use the aircraft modernization and upgrades are guaranteed as part of any Indian F-16 experience.
As part of the USAF F-16 SLEP program, they are enhancing the expected operational life of the air frame as well.
“It is certified at 8,000 equivalent hours.
“The USAF has contracted Lockheed Martin to evolve the airframe to a 12,000 equivalent hour capability.
“We’re “productionizing” the airframe changes.
“We’re going to build these new Block 70s for Bahrain and the customers that come behind them, to be able to operate through to 12,000 hours.
“This delivers about 50% more service life than any other aircraft in its class.”
In short, the F-16 provides India with a strategic opportunity not just to add new platforms, but to shape a more effective global engagement in the innovations underway by the U.S. and its partners in evolving air combat capabilities.
Editor’s Note: See our earlier piece by Danny Lam on the F-16 and India.
We highlighted the following with regard to Dr. Lam’s piece on the F-16 for India:
Editor’s Note: One does not have to agree with everything, which Lam has argued in this article, but there clearly are three key takeaways, which are very significant for India.
First, what are the benefits of having a manufacturing line for the most widely used 4th generation aircraft?
How can one leverage a global user base and support or supply such a user base?
Second, how will the Indian armed forces connect their platforms?
For the Indian Air Force this is absolutely critical given their propensity to buy a wide variety of platforms.
Third, given the experience Indians have in the software business, how can this be transferred to the defense business, notably in terms of shaping a combat cloud for the armed forces?
How will India shape a connected combat force which can overmatch the Chinese forces?
Fourth, if India can build real competence on connecting its disparate air combat force, there clearly will be markets globally for such a competence and again if one is building an aircraft which is already the largest 4th generation deployed air combat aircraft, then that simply opens up significant market opportunities.
Editor’s Note: The slideshow highlights photos of aF-16 Aerial Demonstration Team during the opening ceremonies of Aero India 2017 at Air Force Station Yelahanka, India Feb. 14. (U.S. Air Force photo by Capt. Mark Lazane)
Also, see our first article on the subject of F-16s for India:
