Jan 27, 2015 02:40 UTC
Latest updates[?]: Boeing conducted a flight test from Payne Field in Everett, Washington. The four-hour flight was uneventful.
KC-135: Old as the hills…
DID’s FOCUS articles cover major weapons acquisition programs – and no program is more important to the USAF than its aerial tanker fleet renewal. In January 2007, the big question was whether there would be a competition for the USA’s KC-X proposal, covering 175 production aircraft and 4 test platforms. The total cost is now estimated at $52 billion, but America’s aerial tanker fleet demands new planes to replace its KC-135s, whose most recent new delivery was in 1965. Otherwise, unpredictable age or fatigue issues, like the ones that grounded its F-15A-D fighters in 2008, could ground its aerial tankers – and with them, a substantial slice of the USA’s total airpower.
KC-Y and KC-Z buys are supposed to follow in subsequent decades, in order to replace 530 (195 active; ANG 251; Reserve 84) active tankers, as well as the USAF’s 59 heavy KC-10 tankers that were delivered from 1979-1987. Then again, fiscal and demographic realities may mean that the 179 plane KC-X buy is “it” for the USAF. Either way, the KC-X stakes were huge for all concerned.
In the end, it was Team Boeing’s KC-767 NexGen/ KC-46A (767 derivative) vs. EADS North America’s KC-45A (Airbus KC-30/A330-200 derivative), both within the Pentagon and in the halls of Congress. The financial and employment stakes guaranteed a huge political fight no matter which side won. After Airbus won in 2008, that fight ended up sinking and restarting the entire program. Three years later, Boeing won the recompete. Now, they have to deliver their KC-46A.
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Jan 26, 2015 04:07 UTC
The Pentagon’s Defense Business Bureau, an advisory group designed to give private sector expertise to senior leaders, announced its global analysis of DoD practices found potential savings of about $25 billion per year, to be squeezed mostly out of logistics, procurement, property management, HR, and healthcare, in that order.
The savings presume a capacity for the military to create ongoing and cumulative productivity increases – as does the private sector, generally. While the rather top-down analysis is likely to seem far fetched to military professionals, it does starkly compare behaviors in the private sector that differ, and that have resulted in vast, cumulative efficiencies.
When it comes to specifics, speaks generally about four areas of recommendations: renegotiating contracts; cutting the workforce; IT modernization and the catch-all business process re-engineering.
DoD contractors will be interested to see the nature of the target painted on their piece of budget pie. The DDB hopes to realize $9 to $18 billion in savings per year by saving 10-25 percent of contract spending. How they hope to do that? “More rigorous” negotiations; contract aggregation for economies of scale; a push for greater productivity in labor contracts; and the elimination of gold plating requirements.
Deputy Defense Secretary Bob Work charged the DDB with producing the report back in October in an effort to gauge the scope of changes that would help modernize the whole of the defense enterprise.
The report doesn’t break too much ground in terms of tactics recommended, as previous reports have largely enumerated the various savings the DDB hopes the military will recognize.