3 mars 2021 | International, Méga données et intelligence artificielle, Conception et essais virtuels

Deadlines for B-21 Raider and ARCYBER

Deadlines for B-21 Raider and ARCYBER



The B-21 Training Systems Innovation Challenge

Deadline:  WEDNESDAY 3 March 2021

The U.S. Air Force Global Strike Command and Rapid Capabilities Office have launched an innovation challenge on Vulcan focused on the B-21 Raider Training Systems. The results of the challenge will inform USAF decisions on the adoption of innovative solutions that enhance training systems for pilots and maintainers. The challenge is the continuation of a user-centered innovation effort spurred by a multidisciplinary USAF team (incl. end users) and—depending on merit and viability —provides the opportunity to:

  • Engage with a state-of-the-art program and receive direct operator feedback.
  • Be selected for a funded prototype demonstration
  • Be considered for other potential development and/or integration activities beyond initial demonstration.

Don’t delay your engagement with this challenge. You can continue editing your submission all the way until the deadline next Wednesday 3 March 2021.  Submit your innovations in Vulcan 


U.S. Army Cyber PAI Tools, Analytics, and Visualization Assessment Event (AE)

Deadline:  TUESDAY 2 March 2021 

The U.S. Army Cyber Command (ARCYBER) Technical Warfare Center (TWC), is in search of industry expertise, software integration, analytic development, and data visualization capabilities to allow real-time, near real-time, and historical analysis of publicly available information (PAI). This call is interested in technologies that provide some or all of the following capabilities:

  • Data Acquisition and Storage
  • Data Structuring, Preparation, and Integration
  • Data Analytics
  • Data Visualization


Submit your relevant capabilities to ARCYBER Cyber Fusion Innovation Center (CFIC) HERE by next Tuesday 2 March 2021. Review the instructions and be proactive in your submission process in order to increase the effectiveness of your engagement.




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  • Tech startups still face the Pentagon’s ‘valley of death’

    31 janvier 2020

    Tech startups still face the Pentagon’s ‘valley of death’

    By: Joe Gould  WASHINGTON ― Brooklyn-based technology startup goTenna launched in 2014 with a candy bar-sized gadget that pairs with smartphones to create off-grid, no-network communications. Though it was originally a commercial product, the company has received millions of dollars’ worth of government business since 2015, mostly with the U.S. Department of Homeland Security but also with Special Operations Command, the Air Force, the Navy and the Army. About 150,000 devices have shipped. The Army has spent millions of dollars with goTenna, but the service cannot give the company one of the most important things for a small business ― the certainty of recurring revenue. “Now the funding is out, and even the program officer for that program doesn’t know where we go next within the Army,” goTenna founder and CEO Daniela Perdomo said at a Defense News-hosted roundtable in December. “That’s in part why we’ve been spending more time, frankly, on civilian public safety. Because even though DHS is consistently [under funding restrictions], they seem to be moving. They seem to move faster.” That sort of inconsistency and confusion is why tech startups dealing with the Pentagon, as well as investors, so dread the gap between their innovative product’s development and the Pentagon’s sluggish decisions to launch. That gap has a nickname: “the valley of death.” The Pentagon has experimented with a variety of means to buy emerging technologies, an important goal as it seeks to preserve its edge against Russia and China. But one truism ― affirmed in a recent report from the Ronald Reagan Institute ― is that the federal government has been unable to fully adapt its practices to promote and harness private sector innovation, despite making strides. Addressing the House Armed Services Committee on Jan. 15, former Under Secretary of Defense for Policy Michele Flournoy said the valley of death between a product’s development and the moment that product becomes part of a program of record remains an obstacle. She said that’s partly because acquisitions officials don’t use the new authorities granted by Congress over recent years. The excitement of receiving development money from the Department of Defense stands in stark contrast to what often follows. “[Startups] win the prototype competition: ‘Great, we love you.' And that’s in, like, FY19,” Flournoy said. “And then they are told, ‘OK, we are going to have [a request for proposals] for you in ’21,’ and [the startups] are like: ‘OK, but what do I do in ’20? I have got a 10-year hole in my business plan, and my investors are pressuring me to drop the work on DoD because it’s too slow, it’s too small dollars.’” How would Flournoy fix it? She advised the Pentagon to hire tech talent ― “smart buyers and developers and fielders of new technologies” ― and create a bridge fund for firms in competitive areas like artificial intelligence, cybersecurity and quantum computing. (The idea seemed to resonate with Texas Rep. Mac Thornberry, who is the panel’s top Republican and the author of multiple acquisitions reform laws passed in recent years.) At the Defense News roundtable, leaders from the tech community said not only has it been difficult for small businesses to enter an aerospace and defense market dominated by five major firms, but it’s hard for startups to justify to investors that the government should be retained as a client when it is often the least decisive. “I think the fundamental misunderstanding between the DoD and venture investors is just how difficult it is to keep the wheels on a fast-growing startup,” said Katherine Boyle of venture capital firm General Catalyst. But the Pentagon is working to bridge the gap between prototype and production. Over the last year, the Defense Innovation Unit ― the department’s outpost in Austin, Texas; Boston, Massachusetts; and California’s Silicon Valley ― has launched two internal teams, for defense and commercial engagement, to envision these transitions and match them to the Pentagon’s five-year budgeting process, according to DIU’s director of strategic engagement, Mike Madsen. These teams are tasked with learning the needs of the services, working with commercial industry to develop prototypes to meet those needs and then helping market the prototypes more broadly within the Defense Department. Along these lines, DIU helped a company that developed a predictive maintenance application for the Air Force ― Redwood City, California-based C3.ai ― win a predictive maintenance contract for Army ground vehicles. C3.ai has since created a federal arm unit. A quarter of all prototypes awarded by DIU transitioned to programs of record, and another 50 percent are eligible for the transition. “It will take time for us to develop the right cultural instincts, but it’s already happening,” said DIU’s director of commercial engagement, Tom Foldesi. Anduril Industries co-founder and Founders Fund partner Trae Stephens has often criticized the DoD’s approach to Silicon Valley. But speaking at the Defense News panel, he acknowledged progress through DIU’s ability to harness the flexible other transaction authority, a congressionally mandated contracting mechanism that makes it easier to prototype capabilities. He also praised the Air Force’s effort to rework Small Business Innovation Research funds to target more mature technologies. “I don’t know who’s responsible for banging the table about it over and over, but somebody is out there saying it," Stephens said. “It seems to be coming across in the messaging in some way.” https://www.defensenews.com/2020/01/30/tech-startups-still-face-the-pentagons-valley-of-death/

  • USAF issues RFI for directed energy C-UAS technologies

    2 novembre 2020

    USAF issues RFI for directed energy C-UAS technologies

    by Pat Host   The US Air Force (USAF) is requesting information from industry about directed energy (DE) capabilities for counter-unmanned aerial system (C-UAS) technologies. The Air Force Life Cycle Management Center, Architecture and Integration Directorate (AFLCMC/XA) seeks to better characterise the technological, manufacturing, and performance capabilities of the industrial base to develop and produce upgrades to DE prototypes and related C-UAS subsystems. The directorate will use this information to inform its trade space analysis of solutions for engagement and mission level modelling and simulation (M&S), as well as programme cost estimates for potential future technical maturation of DE C-UAS systems. The USAF wants to research the industrial base for C-UAS capabilities related to fixed-site Air Base Air Defense (ABAD) against potential Group 1 and 2 UAS threats, which weigh 25 kg or less. These threats may have characteristics such as small size; low radar cross sections; low infrared (IR) or radio frequency (RF) signatures, or no RF signatures at all; the ability to hover; and low-altitude flight capabilities, which may render them difficult to detect and defeat. Additionally, these UASs are typically either controlled remotely from a ground control station (GCS) or can fly pre-programmed routes. Recent and pending procurements of DE C-UAS weapons require even further development and improvement, including connected and related, but not limited to, subsystems such as command-and-control (C2) suites, radar, and electronic warfare (EW). https://www.janes.com/defence-news/news-detail/usaf-issues-rfi-for-directed-energy-c-uas-technologies

  • Introducing the Emerging Technologies Institute

    22 avril 2021

    Introducing the Emerging Technologies Institute

    In January 1991, coalition forces led by the United States launched the opening moves in the Gulf War with an air campaign that demonstrated America’s overwhelming technological superiority. The entire world watched in awe as stealth aircraft, nearly invisible to radar, flew unhindered over the skies of Baghdad; video- and laser-guided munitions struck military targets with exquisite precision; and anti-radiation missiles made easy work of defenders’ surface-to-air radar systems. The fruits of America’s investments in research and engineering were on full display as the armed forces achieved not only superiority, but total supremacy over the Iraqi military. In the intervening 30 years, peer competitors have had ample time to study our way of war. This means not only emulating and copying U.S. technologies, but also probing for vulnerabilities. For example, potential adversaries have realized that we are highly reliant on space and have invested in ways to hold our systems at risk. As former Secretary of the Air Force Heather Wilson described the dilemma we face with our space capabilities, “We built a glass house before the invention of stones.”

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