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As of July 2007, Raytheon Technical Services held the US Army contract for live training support, Computer Sciences Corp. (CSC) carries the contract for virtual training (simulators), and General Dynamics the one for constructive training (computer models & game-like simulations). More than 3,400 contractors served more than 150 manned sites and 458 unmanned sites with training devices world-wide.

The U.S. Army’s Program Executive Office, Simulation, Training and Instrumentation (PEO-STRI) office has been working for the last couple of years on a new approach that does away with the 3 domains, in order to put the full focus on delivering whatever training support is needed and appropriate, in whatever manner works best. The Warfighter Field Operations Customer Support (Warfighter FOCUS) contract would consolidate operations, maintenance, systems integration and engineering support services for the Army’s live, virtual and constructive training systems into a single 10-year, $11-12 billion package once existing contracts expire on Oct 31/07.

On one side was the Warrior Training Alliance (WTA), led by prime contractor Raytheon Technical Services Company LLC and Computer Sciences Corporation. One the other side was the Warfighter FOCUS Alliance (WFA), led by General Dynamics, Lockheed Martin, Northrop Grumman, and Saab. Each team had a roster that included other major and minor players, and DID details both teams below. The winner was the Raytheon-led WTA, and integration is now proceeding…

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Schedule, July 2007
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In late December 2006, the German Federal Armed Forces commissioned a consortium consisting of Siemens Business Services (SBS) and IBM to modernize and manage its non-military information and communications technology under the HERKULES project. A company called BWI Informationstechnik GmbH (BWI IT) has been formed in Meckenheim near Bonn, Germany to supply the relevant IT services. Siemens and IBM hold 50.1% of the shares in a 25.05%/ 25.05% split, while the German Federal Government holds 49.9%. The Bundeswehr is represented on the board of directors, and the consortium is open to audit by the military, the German Defense Ministry and the General Accountants Office.

The 10-year contract is worth approximately EUR 7.1 billion (currently about $9.3 billion), including value added tax. This is touted as the largest current public-private partnership (PPP) in Europe, and up to 2,950 German Federal Armed Forces IT employees will be working within the project. After 10 years, BWI will revert to 100 percent Bundeswehr control. The project is underway, but concerns are being raised…

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40% of the fleet?
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The prime missions of the DDG-1000 Zumwalt Class destroyer are to provide naval gunfire support and next-generation air defense in near-shore areas where other large ships hesitate to tread, possibly even as the anchor for an action group of stealthy Littoral Combat Ships and submarines. The estimated 14,500t (cruiser sized) Zumwalt Class will be fully multi-role, however, with undersea warfare, long-range surface attack, and ballistic missile defense roles. As such, the DDG-1000 is also envisioned as a “hidden ace card” that can use its overall stealth to create uncertainty for enemy forces.

At over $3 billion per ship for construction alone, and just 2-8 ships to be built in the class, the program faces significant obstacles as it tries to avoid either “technology demonstrator” status, or the fulfillment of Secretary of the Navy Donald Winter’s fears for the fleet. A follow-on CG (X) cruiser is currently contemplated, and the success of the DDG-1000 Program will have a significant influence on whether and how it comes to fruition.

This is DID’s FOCUS Article for the DDG-1000 program; it covers the new ships’ capabilities, key controversies, related contracts, and related background resources. The latest news involves more insight into the ship’s critical software underpinnings, which are approaching maturity. Even as the program takes heavy incoming fire from both parties in the House Armed Services Seapower and Expeditionary Forces subcommittee…

• Zumwalt Class: Program and Participants (i.e. “Continue reading…”)
• DDG-1000 Key Technologies and Features
• DDG-1000 Issues and Controversies
• Zumwalt Class: Contracts and Key Events
  • FY 2008 [new]
  • FY 2007
  • FY 2006
  • FY 2005
• Additional Readings & Sources
  
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In conventional silicon transistors, a certain finite voltage swing on the order of 150-200 mV (for high performance devices) is needed to switch a device between the on and off states. Reducing that number would enable drastic improvements in power consumption, because modern chips have many millions of transistors – but the fundamental physics of thermionic emission over an energy barrier is in the way.

International Business Machines (IBM) Corporation of NY recently received a contract option for $6.4 million under a DARPA program known as “Steep-subthreshold-slope Transistors for Electronics with Extremely-low Power (STEEP). The goal is to develop novel transistor technologies based on non-thermionic switching, allowing manufacturers to build high-performance logic circuits with very low power consumption. At this time $4.5 million has been obligated by Det 1 AFRL/PKDA at Wright-Patterson Air Force Base, OH (FA8650-08-C-7806).

STEEP metrics
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IBM’s new devices under this DARPA-funded research program will utilize a fundamentally different mechanism of operation based upon quantum mechanical tunneling, which allows them be switched on and off over a much smaller voltage range¹. Such devices have previously been demonstrated, but only at extremely low performance levels. The goal of this program is to build a device that meets the performance criteria for much higher-performance computing.

Which is nice – but why does this really matter in the field? Consider 3 factors making themselves felt on the front lines, plus one above them, and another behind:

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FORTUNE Magazine has released its annual list of America’s Most Admired Companies, and a number of defense-related firms find themselves noted in the data. To quote FORTUNE re: their methodology:

“The Most Admired list is the definitive report card on corporate reputations. Our survey partners at Hay Group started with the FORTUNE 1,000 – the 1,000 largest U.S. companies ranked by revenue – and the top foreign ones operating in the U.S. Hay sorted them by industry and selected the ten largest in each. To create the 63 industry lists, Hay asked executives, directors, and analysts to rate companies in their own industry on eight criteria, from investment value to social responsibility. Only the best are listed as most admired: A company’s score must rank in the top half of its industry survey. Ranks for the rest of the contenders are available online only.”

The criteria evidently managed to completely exclude key global defense & aerospace players with notable US businesses/revenues, including BAE Systems and EADS (which includes Airbus & Eurocopter). This is a major pair of omissions, to say the least. Methodology flaws aside, firms that made the cut in their sectors and do a lot of work in our industry – or were on the receiving end of cutting ratings – included:

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I protest, you protest, we all protest ITES. So it seemed after the US Army chose 11 of the 17 bidders as winners, eligible to compete for $20 billion worth of defense-related IT contracts under the ITES-2 umbrella vehicle. Northrop Grumman is probably glad that it protested – not only did it win re-admittance to the winners circle (along with all other eliminated firms), but it just landed a key battlefield logistics contract that could be worth up to $600 million.

Under the Global Combat Support System-Army (Field/Tactical) program (GCSS-Army) contract, Northrop Grumman’s Mission System sector will lead a team (NGC MS, IBM Global Services, Computer Sciences Corporation, Joint Logistics Managers, Inc., and SAP America) to implement an enterprise system capable of providing the current status of all Army equipment and assets so that soldiers can best anticipate, allocate and manage the flow of available resources. CGSS-Army will be a global system that supports Army, National Guard, and Army Reserve forces, re-engineering the current STAMIS system. As a key element of the Army’s larger vision for the integration of its major logistics systems and processes, GCSS-Army will also be important in the management of logistical assets of future programs. If it was up and running now, for instance, it would be used to track MRAP-related logistics.

NGC received initial funding of $10 million on this cost plus fixed fee task order, which is valued at up to $600 million over 7 years. NGC release.

A $450 million, 5-year contract announced by the Pentagon on August 31, 2006 was issued for activation in response to “natural disasters, humanitarian efforts, contingencies and other requirements (i.e. due to non-performance by an incumbent contractor or instances where there is an unanticipated lapse in service) at various locations (including remote locations) throughout the world.”

The winner was Contingency Response Services LLC – a partnership of DynCorp International; Parsons Global Services Inc in Pasadena, CA; and PWC Logistics in Safat, Kuwait. Since that date, they seem to be picking up contracts in the Philippines, as well as one in the USA. As it happens, US SOCOM’s low-profile activities in the Philippines include a lot of community support work as part of their mission. Read “Imperial Grunts” to understand how and why, or delve into the work of Kilcullen and some of the other self-titled “Jedi Knights” of US counterinsurgency theory [New Yorker article: “The Master Plan” | front lines thoughts | Grim’s “Disaggregation & the Gravity Well” | Kilcullen writes on Small Wars Journal blog].

With respect to the contracts…

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It is said that amateurs study tactics, while professionals study logistics. Analysts study procurement, because this is where the decisions are taken that affect both the range of thinkable tactics, and the logistics infrastructure that underpins them. Hence the importance of programs like the USA’s newly-launched Defense Transportation Coordination Initiative (DTCI).

At present, the US Department of Defense’s shippers in the continental US (CONUS) are handled by individual depots, bases, and other locations. Each location independently selects the transportation modes, level of service, and transportation providers they need, and so multiple information systems are employed to execute and manage shipment activity. There is no centralized planning, coordination, or control. The system works, because each shipment is managed. Is it as efficient as it could be? No.

Hence DTCI, which is focused on increasing operational effectiveness, while simultaneously obtaining efficiencies by reducing cycle times, and using best practices such as increased consolidations / load optimization and modal conversions. The premise is for DoD to competitively award a long-term contract with a world-class transportation coordinator/coordinator(s) that will help it achieve these goals, leveraging current commercial capabilities and proven practices save up to 20% as it manages, consolidates, and optimizes freight movements. In the business world, this growing trend is called 3rd Party Logistics (3PL).

The DTCI contract has a multiple phased implementation approach – which DID describes below in our Spotlight article, along with the program’s history & issues faced, the recent announcement of a winning team, the known competitors, and a collection of useful reference resources…

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Back in March 2005, DID noted that the US Army had narrowed the field for its $20 billion ITES-2 IT contract to 17 potential prime contractors. At the time, we also noted the Army’s plan to issue the formal RFP in May 2005. Later, in April 2005, DID covered Kevin Carroll, “the $36 billion man” who leads the office in charge of ITES and ITES-2 as the Army pursued its vision of a major long-term contract vehicle for a wide range of information technology and computing services.

In September 2005, The U.S. Army has released its RFP for its $20 billion Information Technology Enterprise Solutions-2 Services program via the Army Small Computer Program, the Army Contracting Agency, and the Information Technology, E-Commerce, and Commercial Contracting Center. After that, things didn’t go as well. A major kerfuffle and 2 rounds of GAO protests followed the award, which led to a revised list of winners in November 2006.

This happened a while back, by DID hadn’t updated our ITES-2 RFP coverage, and the whole episode is instructive in some ways. See below for DID’s spotlight article and timeline re: ITES-2 – which doesn’t end in November 2006…

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The US General Services Administration (GSA) is a procurement hub for many US government agencies. In late July 2007, the GSA announced a continued special focus on easing acquisitions for its largest customer, the Department of Defense (who has some surprising most-requested GSA items), including the launch of a full DoD/GSA portal site.

They’ve also just announced the selection of 29 firms for award under the maximum $50 billion Alliant Governmentwide Acquisition Contract. The Alliant umbrella contract provides all US federal government agencies, including the Pentagon, with a centralized source to acquire integrated Information Technology (IT) solutions worldwide. The contract has a 5-year base period with a 5-year option period, and replaces two similar contracts set to expire: Millenia, and ANSWER (Applications ‘N Support for Widely diverse End user Requirements)....

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