In the opening hours of the next Korean War, the North could kill upwards of 250,000 people using just conventional artillery, to say nothing of nuclear weapons or ballistic missiles, a January 2019 Rand Corporation report found. Those numbers are just from the South Korean capital alone.
And there is little the United States could do about it.
The North’s big gun is essentially a self-propelled coastal defense gun, the Koksan 170 mm, mounted on a tank and firing rocket-propelled shells up to 40 miles in any direction. Since the crews work outside of the weapon and North Korea’s air force could do little to protect them, the North had to devise a means of reloading the guns after firing, when they’re exposed and vulnerable.
An aging Koksan 170mm artillery piece.
Some 10 million people live within firing range of the Korean demilitarized zone, living and working every day with hundreds of guns pointed at their heads. This includes the population of Seoul as well as the tens of thousands of U.S. and South Korean military personnel stationed on the peninsula. Most of them live within the 25-mile range of Communist artillery pointed at the South, but North Korea has some pieces that can fire as far as 125 miles, affecting a further 22 million people. It’s not a good situation for defending South Korea or protecting our forces.
“Conservative predictions of a likely attack scenario anticipate an initial artillery barrage focused on military targets, which would result in significant casualties,” said U.S. Army Gen. Vincent Brooks, head of U.S. Forces Korea. “A larger attack targeting civilians would yield several thousand casualties with the potential to affect millions… within the first 24 hours.”
North Korea has thousands of artillery pieces that could fire tens of thousands of rounds during a 10-minute barrage. The big Koksan 170 carries 12 rounds of its own before it has to go re-arm itself. Since any ammunition depots would be as vulnerable to enemy aircraft as the artillery themselves, North Korea has constructed thousands of reinforced underground bunkers near the DMZ to hold ammo and house the guns.
As a result, in an opening salvo, North Korean artillery are likely to use what military planners call a “shoot n’ scoot” tactic. The guns will come out of the bunkers to fire off their rounds and then go right back into hiding to reload and prepare for another volley in rapid succession. This will make it difficult for allied airpower to track and kill the weapons.
The best scenario for Seoul is that the Koksan 170 requires a specialized round to hit Seoul, one the North may have in limited quantities. Even if they do fire at a high rate, it’s likely the barrels of the weapons will heat up to a degree that the ideal rate of fire U.S. military planners plan against won’t be the actual rate used in combat. Another potential advantage for the UN forces is the area covered by the guns. If North Korea wants to destroy Seoul in the first few minutes of a war, all of its weapons would need to be trained on Seoul, work perfectly, and have the maximum rate of fire for a skilled crew – while UN planes and artillery are shooting back.
In 2015-2016, Wagner mercenaries moved from Ukraine to Syria, Sergey Sukhankin, an associate expert at the International Centre for Policy Studies in Kyiv, told Business Insider in an email.
The mercenary group was contracted by Syria’s state-owned General Petroleum Corp to capture and secure gas and oil fields by ISIS, reportedly being given 25% of the proceeds, according to the Associated Press.
Wagner mercenaries were sent to Sudan in early January 2018, according to Stratfor.
The Wagner mercenaries were sent to Sudan “in a conflict against the South Sudan” to back up Sudanese President Omar al-Bashir’s government “militarily and hammer out beneficial conditions for the Russian companies,” Sukhankin said.
The mercenaries are also protecting gold, uranium and diamond mines, Sukhankin said, adding that the latter is the “most essential commodity.”
Russian President Vladimir Putin has a cozy relationship with al-Bashir. The two leaders met in Moscow in late 2017, where al-Bashir asked Putin for protection from the US.
The Hague has had an arrest warrant out for al-Bashir since 2009 for crimes against humanity.
3. Central African Republic
In early January 2018, Stratfor reported that Wagner mercenaries might soon be sent to CAR, and Sukhankin said that there are now about 370 mercenaries in CAR and Sudan.
Sukhankin said that Wagner mercenaries have the same general mission in CAR — protecting lucrative mines and propping up the government regime.
In December 2017, the UN allowed Russia to begin selling weapons to the CAR, one of the many ways Moscow is trying to influence the continent. The CAR government is trying to combat violence being perpetrated by multiple armed groups along ethnic and religious lines.
“Russian instructors training our armed forces will greatly strengthen their effectiveness in combating plunderers,” President Faustin-Archange Touadera said in early April, according to RT, a Russian state-owned media outlet.
“The Russian private sector is also seeking to invest in the country’s infrastructure and education,” RT reported.
“Moscow seems more interested in filling its coffers through the Wagner deals than in preparing for a massive investment drive [in Africa],” Stratfor reported.
The Wagner Group might also be operating in other countries now or in the future.
“Potentially, the Balkans if any conflict erupts,” Sukhankin said. “The Russians had sent PMC’s in 1992 to Bosnia. In case something occurs, this might happen once again.”
Wagner mercenaries might also soon be sent to Libya, one Wagner commander told RFERL in March 2018.
“There are many fights ahead,” the commander told RFERL. “Soon it will be in Libya. [Wagner] is already fighting in Sudan.”
Russia has been engaging more and more with Libya since 2016, supporting the faction led by military commander Khalifa Haftar. Meanwhile, NATO backs the the Government of National Accord, led by Fayez al-Sarraj.
Wagner commanders said that demand for their mercanaries will continue to grow as “war between the Russian Federation and the United States” continues, RFERL reported.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Just a few months after activating its elite Amphibious Rapid Deployment Brigade for the first time since World War II, Japan plans to send the crisis-response force modeled off the US Marine Corps on its first naval exercise before the end of 2018.
Japan disbanded its military after World War II, but it has grown its armed forces in recent years and established the ARDB in late March 2018 as part of an effort to counter increasing Chinese activity in the East China Sea and around the region.
Tokyo has not said where the naval exercise will take place, but analysts have said that the Senkaku Islands — which Japan administers but are claimed by China as the Diaoyu Islands and by Taiwan as the Diaoyutai Islands — may be an area of operations for the new, roughly 2,100-member ARDB, according to Taiwan News.
Service members with the Japanese Amphibious Rapid Deployment Brigade show their capabilities during the ARDB’s unit-activation ceremony at Camp Ainoura, Japan, April 7, 2018.
(U.S. Marine Corps photo by Lance Cpl. Amy Phan)
It’s also not yet known what the exercise will entail, though it may include approaching and securing an island or islands.
The unit, which is based in southwest Japan, specializes in operations involving AAV-7 amphibious vehicles, MV-22 Osprey tilt-rotor aircraft, and Chinook helicopters.
The unit was reportedly modeled after US Marine Corps Marine Expeditionary Units, which are deployed abroad for extended periods for training and for rapid response to crises, whether it’s a natural disaster or a conflict. Japanese officials received advice from US advisers about the ARDB’s formation.
“The Amphibious Rapid Deployment Brigade will show to the international society our firm resolve to defend our islands,” a senior Japanese Defense Ministry official said in April 2018.
The expanding role and capabilities of Japan’s military are controversial subjects. The country adopted a pacifist constitution after World War II, eschewing offensive military operations. Recent years have seen a push to strengthen the military, led by the hawkish government of Prime Minister Shinzo Abe.
The decision to reactivate the ARDB was a contentious one, as it gave Japan’s Self-Defense Force the ability to land in enemy territory. Such concerns are balanced against worries over China’s increasingly assertive actions in the region.
Japan’s Amphibious Rapid Deployment Brigade takes part in a drill at Camp Ainoura in Sasebo, on the southwest island of Kyushu, April 7, 2018.
(U.S. Marine Corps photo by Lance Cpl. Amy Phan)
The ARDB’s first naval exercise appears to be a response to Beijing’s recent naval exercises around Taiwan, including drills in the Yellow Sea between August 10 and 13, 2018, a window that overlapped with Taiwanese President Tsai Ing-wen’s departure for a trip to the US and Latin America.
The formation of the ARDB is not the only move Japan has made to bolster its military or to counter China. The country has pursued external alliances and partnerships as part of that effort, but much of its focus has been on internal reforms.
It lifted a ban on military exports in 2014, and in 2015 the Japanese parliament approved a law allowing the country’s military to mobilize overseas under certain conditions. Japan’s 2017 military budget was its largest ever.
In March 2018, Japan’s Ground Self-Defense Force carried out its largest reorganization since 1954, creating unified commands and launching the ARDB.
More recently, the government said it would raise the maximum age for military recruits from 26 to 32, hoping to expand the pool of potential soldiers that has shrunk due to low birth rates and an aging population.
“Other countries, like Japan, are really … reinvigorating their own military capability or reforming the constitution, like Abe has tried to do,” Hervé Lemahieu, a research fellow at Australian think tank the Lowy Institute, told Business Insider in May 2018. “That’s also been called internal rebalancing by the Japanese.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
“These Kentucky men are wretches,” wrote British Redcoat NCO Sgt. James Commins, ” suborned by the government and capable of the greatest villainies.” The War of 1812 was in full swing by the end of that year, and fighting the war on the British side were contingents of Native American tribes while the Americans called up state militias.
The one thing the British didn’t want was to face the militias from Kentucky. Those guys were maniacs.
(Laughs in Kentuckian)
Kentucky, being on the American frontier at the time, had no fortifications and didn’t have to defend any structures, so its militiamen spent much of their time fighting the enemy wherever they were to be found. Being on the frontier, they spent a lot of time fighting the British Army’s Indian allies. The Indians were really good at taking the scalps of their enemies, a story which the U.S. government used as propaganda. The British tried to get the Indian tribes to cool it with the scalping, but it was too late. The story spread, and the Americans soon had their own savage band: Kentuckians.
The men from Kentucky were reported to have fought almost naked when weather permitted, painting themselves with red all over their body, sometimes carrying only a blanket and a knife with which to take their own enemy scalps. When the British sent Indian Tribes into the Michigan territory, Gen. William Hull, commander of the Michigan forces and governor of the territory, threatened to send Kentucky troops into Canada as a response.
Redcoats must have been sad to find Kentuckians in New Orleans.
(Kentucky National Guard)
And they did invade Ontario.The redcoats weren’t thrilled to be fighting the Kentuckians either. They took enemy scalps not just a war tactic, but as a token of pride in their masculinity. The Kentucky penchant for taking scalps was so well-known, the Indians began to call their militiamen “Big Knives” because of the size of their scalping knives. As a matter of fact, the Indians agreed to stop scalping until the Kentucky militia began their own scalping campaign, and the practice was revived for another half-century or more.
When Redcoats found their pickets and sentries dead and scalped in the mornings, they knew there were Kentucky men in the area, and it made them uneasy. But Kentucky men were not invincible. The Kentuckians took more casualties than all the other state militias combined, fighting in every neighboring state and territory as well as helping the defense of New Orleans while supplying the U.S. with saltpeter.
It’s a well-known and well-reported fact that an NFL athlete makes a pretty penny… billions of them, to be precise. People train their whole lives for a shot at the big time. Sometimes, when they get there, they’re barely 22 years old or younger. Sometimes, they fall hard. But other times, they their sudden fortune into good fortune for those around them.
That’s especially true of sports personalities. Big-ticket players enter a city’s franchise team and become entrenched in the city’s culture, even though they may not hail from that city originally. The people embrace them and, when times get rough, these players turn around and offer assistance and comfort to those in need.
JJ Watt, Houston Texans
JJ Watt, a Wisconsin native who played with the Badgers in his college years, is kind of an intense guy in everything he does. This helps the Texans defensively on the field and it helps Texans in general off the field.
The defensive player raised some million for Hurricane Harvey relief efforts across Texas, a sizable chunk of the cost of rebuilding. The JJ Watt Foundation has raised millions to fund after-school athletics in the state and Watt personally intervenes to take care of burdened Texas families – like those of the Santa Fe High School shooting victims.
Carson Wentz, Philadelphia Eagles
Wentz was raised in North Dakota and played football for ND State but the Eagles quarterback can often be found elsewhere. With other Eagles players, he helped raise half a million dollars to build a sports complex in ravaged areas of Haiti and his Audience Of One Foundation operates a food truck that can be seen on the streets of Philadelphia, handing out food to those in need. In true food truck fashion, the truck’s name is “Thy Kingdom Crumb.”
When he’s not building in the developing world or handing out food, he’s running a series of summer camps to give youth in urban areas a true outdoor experience.
Brandon Marshall, Denver Broncos
Brandon Marshall, a Las Vegas native who attended UNLV, was one of many NFL players who took a knee during the national anthem protests. But rather than just make a statement for the cameras, Marshall decided to take action off the field as well. After he took his first knee on Sept. 8, 2016, Marshall met with Denver police chief Robert White to facilitate dialogue between urban communities and the Denver police.
Michael Thomas and The First Step, founded by community philanthropist, Scott Van Duzer, a focuses on making genuine, lasting connections between kids and local law enforcement.
Michael Thomas, New York Giants
Whenever a list of the NFL’s most charitable players is written, Giants safety Michael Thomas has to make the list. Though he doesn’t necessarily operate his own foundation, he is a prolific volunteer in the Florida area and beyond (until 2018, he was with the Miami Dolphins).
The Houston native assisted in raising money to help the victims of Hurricane Harvey, he helps young kinds interact with community leaders and local law enforcement through a program called “First Step,” he’s an active Big Brother and a volunteer for Food for the Hungry.
“The best thing you can give to these kids in these communities is time,” he told Points of Light, “show that you actually care.”
That’s the NFL’s all-time passing yardage leader.
Drew Brees, New Orleans Saints
Drew Brees, an Austin, Texas native who played for Purdue in Indiana and was originally drafted by the San Diego Chargers, has forgotten none of those places. And he certainly hasn’t forgotten about New Orleans… or anywhere else, for that matter. He founded the Dream Brees Foundation in 2003 to support cancer victims, in memory of his wife’s aunt, who died of cancer. Brees and his organization have raised million to support those programs.
He donates millions to hurricane victims, including those affected by Hurricanes Harvey, Sandy, and of course, Katrina. He also helps fund the Purdue football team and, through Operation Kids, helped rebuild and restore youth athletic programs, parks, and playgrounds, and neighborhood revitalization programs throughout New Orleans. He even routinely visits deployed US troops on tour with the USO.
Eli Manning, New York Giants
Eli is definitely elite among generous athletes. He was named to Forbes 2012 Most Generous Athletes list for a sizable donation to his alma mater’s, University of Mississippi, sports program, named one of the the top philanthropists under age 40 in 2015, and even funds an operational clinic for children at the University of Mississippi Medical Center. The Walter Payton Man of the Year Award Co-Winner also matched donations for Hackensack University Medical Center’s “Tackle Childhood Cancer” initiative, which ended up raising .5 million.
Richard Sherman, San Francisco 49ers
Sherman, the Stanford-educated cornerback, founded Blanket Coverage – The Richard Sherman Family Foundation, an organization dedicated to channeling its resources to “ensure that as many children as possible are provided with proper school supplies and adequate clothing.”
He doesn’t stop at clothing. He also works with Microsoft to bring surface computer labs to underfunded high schools in places like his native Compton, Calif. and has affected more than 10,000 students in Los Angeles alone.
A new Russian laser weapon designed to instantly obliterate targets entered military service December 2018, the Russian defense ministry revealed.
Russia’s Peresvet laser system, named after the medieval warrior monk Alexander Peresvet, entered experimental combat duty on Dec. 1, 2018, the Russian defense ministry’s official Krasnaya Zvezda newspaper reported Dec. 5, 2018.
The military began taking possession of the first shipments in 2017 as part of Russia’s ongoing military modernization program, according to The Moscow Times, and there is speculation the lasers could shoot down incoming missiles and airplanes.
Watch Russia unveil Peresvet laser system:
Заступление на опытно-боевое дежурство новейших лазерных комплексов «Пересвет»
Russian President Vladimir Putin first announced the existence of this new laser weapon in March 2018 during his State of the Nation address, during which he briefly introduced the “Combat Laser Complex.”
“We have achieved significant progress in laser weapons,” he boasted, “It is not just a concept or a plan any more. It is not even in the early production stages. Since last year, our troops have been armed with laser weapons.”
“We are one step ahead our rivals,” Putin added without providing any evidence.
Deputy Defense Minister Yuri Borisov offered a bit more information in an interview with Russian state media outlet TASS, explaining that the device could destroy targets “within fractions of a second.”
“We can talk a lot about laser weapons and movies were made about them a long time ago and fantastic books have been written, and everyone knows about this,” he introduced. “But, the fact that these systems have started entering service is indeed a today’s reality.”
The Russian defense ministry posted a video of the weapon in July 2018, before it had officially entered service.
Not much is publicly known about the Peresvet combat laser system, as Sputnik, a Russian media outlet controlled by the government, noted. What exactly it does has been the subject of much speculation.
“It is expected to be an air-defense system that can track and shoot down hostile aircraft and missiles,” Sputnik explained, adding, “Some suggest it will be tasked with ‘blinding’ sophisticated enemy systems, making them inoperable.”
Other countries, like the US and China, are also developing directed energy platforms.
China unveiled the LW-30, a vehicle-based laser weapon built to quickly eliminate a variety of aerial targets, at Airshow China 2018 in Zhuhai in November 2018.
Experts speculated that the weapon designed by China Aerospace Science and Industry Corporation (CASIC) could be deployed to the South China Sea.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Hitler, oddly enough, seemed obsessed with America in many ways. He admired Henry Ford and American industrialization. He liked American films and Mickey Mouse cartoons. And, perhaps most oddly for a man of Hitler’s obsession with perception and propaganda, he even named his rolling fortress of a train after the rival country, calling it “Amerika.”
Hitler had a few iconic pieces of transportation, from a famous Mercedes to the SSS Horst Wessel sailing vessel, but his headquarters train was one of the most famous during the war. Nazi soldiers would march along routes ahead of the train to make sure no one was lying in wait for it, and there were multiple decoy trains that would run up to 30 minutes ahead of or behind Hitler’s train.
And each train was a beast. Hitler had a car for meetings as well as a living car with space for his bath and sink, complete with gold-plated faucets, according to the above documentary about it. There was also a communications car and multiple cars for defense against air and land attacks. It could house up to 200 leaders, staff, and soldiers.
Hitler set an example by rolling out his train, and other Nazi leaders began buying their own top-tier trains complete with command wagons and defenses. They all had individual names, but only Hitler’s was named for a future Allied power. But it wasn’t out of respect for the American nation or people. Hitler had named the train for the destruction of Native Americans by western settlers.
Hitler holds a meeting in his personal train during World War II.
(YouTube/World at War)
Keeping these trains moving required regularly changing out the engines. After all, Hitler couldn’t be left cooling his heels on a train platform as wood and water was loaded onto the train when it ran low. Instead, the train would pull into a station, and railway workers would quickly swap out the nearly empty engine with fully fueled cars. The Fuhrer could be back on his way in minutes instead of hours.
And these swaps were required multiple times per day. Every 30 miles or so, the train would run low on fuel, partially thanks to the massive weight of all the armor on some of Amerika’s cars.
Of course, the train had to be renamed when America entered the war on the side of the allies. The name changed from Amerika to “Brandenburg,” and Hitler reduced his use of the train for meetings, instead primarily using it as secure transportation. The meetings that were held on the train were held in bunkers instead.
As the Allies started to retake territory from 1942 to 1944, the trains themselves got bunkers. One is still in decent shape in Poland, an enormous concrete bunker surrounded by grass and trees in southeastern Poland. These bunkers were primarily needed for protecting the trains from attack by air.
After all, the Allies developed tools to crack apart sub pens by using bombs that mimicked the effects of earthquakes, cracking the concrete foundations of the structures. Destroying a train is relatively easy, needing just a few lucky bomb hits to destroy even an armored engine or the tracks themselves.
For security reasons, crews were required to destroy much of the paperwork generated in support of the train; everything from supply paperwork to schedules. And the train itself was partially destroyed in May 1945. The surviving components of the train passed into civilian use after the war.
Following the events of the 9/11 terrorist attacks, the Department of Defense identified flaws in its security procedures within the airspace surrounding the National Capital Region. In response, Operation Noble Eagle was created to protect the skies of North America.
An important training element of Noble Eagle, Fertile Keynote exercises utilize the Air Force’s civilian auxiliary, Civil Air Patrol.
With the combined support of the Air National Guard’s 113th Wing at Joint Base Andrews, Maryland, the CAP’s Congressional Squadron, 1st Air Force and North American Aerospace Defense Command, Fertile Keynote missions simulate responses to unauthorized aircraft intruding into the restricted airspace surrounding the U.S. capital.
Other Fertile Keynote exercises take place every week across the country, with aerospace control alert fighter units and CAP squadrons participating.
Each component is vital to the exercise’s goal of rapidly intercepting low- or high-speed aircraft that show signs of distress or those not in compliance with air traffic control instructions.
Once the mission is initiated, fighter pilots, on 24-hour standby, scramble to practice their ability to get airborne quickly in response to a potential threat.
After establishing communication with NORAD and 1st AF, the pilots intercept the CAP aircraft, which simulate the intruder, or track of interest. After initial assessment, the pilots relay information about the TOI’s condition and intent, which ground personnel are not able to determine.
The aircraft is then either assisted, escorted out of the restricted airspace, or, if the intruder is determined to be a threat, the aircraft is eliminated.
Using aircraft from the Air Force Auxiliary as targets has two advantages; it provides participants with a realistic simulation of intercepting slower aircraft, at significantly reduced operational and maintenance cost to the Air Force. If another Air Force F-16 was used as a target for this exercise, it would cost approximately ,000, but operating the CAP aircraft, with volunteer pilots, costs approximately id=”listicle-2639898032″,000.
Exercises like these are conducted throughout the United States, giving pilots, controllers and NORAD personnel an opportunity to practice air defense capabilities against different airframes. In 2018, CAP aircraft flew 251 Air Defense Intercept training missions, including Fertile Keynote, in the National Capital Region, logging 1,635 flight hours on 861 sorties across the country.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
President Donald Trump has engaged China in a trade war that has global markets holding their breath, but his administration recently challenged Beijing on an issue Chinese officials have promised to go to war over.
Buried in the paper, which charts China’s efforts to build up a military fortress in the South China Sea and use its growing naval might to coerce its neighbors, is a reference to Taiwan as a “country.”
“As democracies in the Indo-Pacific, Singapore, Taiwan, New Zealand, and Mongolia are reliable, capable, and natural partners of the United States,” the strategy said. “All four countries contribute to US missions around the world and are actively taking steps to uphold a free and open international order.”
President of the People’s Republic of China Xi Jinping.
China views Taiwan as a breakaway island province that has its own democratic government. Beijing sees this as an existential threat and the factor most likely to upset the Communist Party’s absolute hold on power in the mainland.
In July 2018, China threatened to blacklist airlines that referred to Taiwan as a country. US airlines fell in line, but the White House protested the strong-arm tactic as “Orwellian nonsense.”
But now the US itself has clearly said it: Taiwan is a country, and the US will treat it as such.
‘The Chinese military has no choice but to fight at all costs’
In another unprecedented step, a high-ranking Taiwanese minister was allowed to meet with Trump’s national security adviser, John Bolton, in May 2019. This move predictably enraged China.
At the Shangri La Dialogue, the top defense summit in Asia, Chinese Defense Minister Gen. Wei Fenghe made clear the stakes of China’s Taiwan problem.
“Any interference in the Taiwan question is doomed to failure,” Wei said, according to Channel Asia News. “If anyone dares to split Taiwan from China, the Chinese military has no choice but to fight at all costs.”
Chinese Defense Minister Gen. Wei Fenghe.
Taiwan is “the hot-button issue” in US-China relations, John Hemmings, the director of the Asia Studies Centre at the Henry Jackson Society, told Business Insider.
China has always maintained that it would prefer to reunify with Taiwan peacefully but would do so by force if needed. Additionally, China’s navy has increasingly patrolled the waters around the island and flown nuclear-capable bombers nearby.
But the US has also sailed warships through the narrow strait separating China and Taiwan and has gotten allies to pitch in.
The arms are already moving
The US’s rhetorical escalation follows the Trump administration normalizing arms sales to Taiwan and the news that it will sell billion in tanks, anti-tank weapons, and air defenses to the island.
According to Hemmings, these weapons have a clear purpose: to fight back against a Chinese invasion of the island.
Bonnie Glaser, a senior adviser for Asia and the director of the China Power Project at Center for Strategic and International Studies, told Business Insider that the US had now entered “uncharted territory” by acknowledging Taiwan.
A US Marine Corps M1A1 Abrams tank during Arrow 2019 at the Pohjankangas Training Area near Niinisalo, Finland, on May 12, 2019.
(US Marine Corps photo by Lance Cpl. Scott Jenkins)
The US under Trump has been the most pro-Taiwan administration in decades, Hemmings said. Trump demonstrated this during his presidential transition period when he had a call with Taiwanese President Tsai Ing-Wen.
For years, China has slowly stepped up pressure on the US in areas like forcing companies to transfer technology, building up military sites on artificial islands in the South China Sea, and naval challenges.
Hemmings mentioned a popular anecdote in China, in which a frog is cooked by putting it in a pot of cold water and then slowly turning up the heat. The frog doesn’t realize it’s getting cooked until it’s too late. China’s gradual pressure campaign against the US has been compared to this practice.
With the US now quietly acknowledging Taiwan in a strategy document, it may have found its own small way to turn up the heat on Beijing.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
When The Hunt for Red October came out in 1984, and with it the invention of the techno-thriller genre (author Tom Clancy’s claim to literary greatness), one of the stars was a modified Typhoon-class nuclear-powered ballistic missile submarine (SSBN). That novel, of course, was adapted to film in 1990.
The book and the film featured two different versions of the silent drive. The book used impellors, while the film used magneto-hydrodynamic propulsion. Now, something that is somewhat similar to the latter version of the Red October’s silent drive could be a reality… thanks to the People’s Liberation Army Navy.
Permanent magnet motors run much more quietly than conventional types currently in use on submarines. This is due to their “brushless” nature, which also means they can be smaller, taking up less volume on submarines (which are notoriously cramped) and increasing their reliability and also improving their endurance.
According to GlobalSecurity.org, China has a small number of nuclear submarines at present, roughly a half-dozen attack subs and four ballistic missile submarines. While greatly outnumbered by those of the United States, China is planning to build many more nuclear-powered subs by 2030, including versions more modern than the Shang and Jin classes that are their current state of the art.
The United States is not standing still. Reportedly, the new Columbia-class SSBNs will also be using a magnetic-drive technology. That said, it should be noted that in both the book and movie versions of Hunt for Red October, the United States Navy was able to track the titular submarine.
The Air Force’s Special Access Programs is the highest level of top secret USAF funding – and it just put out a juicy new request for proposals. The service wants to spend $4.5 billion and hire 1,000 employees to develop a program that would “provide physical security and cybersecurity services to safeguard its most sensitive information.”
Billions spent just to counter all the Chinese people who have computers. Probably.
Sure, the price tag doesn’t really compare to some of the other Air Force programs out there. The F-35 program cost a whopping id=”listicle-2638759949″.5 trillion over more than a decade. The penetrating counter air program, the F-35 successor, would cost more than three times that. So the Air Force is no stranger to spending tons of cash on secret weapons. This time, the secret is much less public than ever before.
Air Force Special Access Programs were once referred to as the USAF’s “black programs,” clandestine development budgets that few in government were totally informed about and had little Congressional oversight due to the classified nature of their work. This latest program, Security Support Services, falls within that budget.
There is so much money flying around in this photo.
For those who know what working in government programs entails, the job descriptions for the potential hires alone can tell us a lot about the sensitive nature of their impending work. Employees for the new program would have to have an active TS/SCI security clearance (one of the highest in government) with a polygraph examination. Taking a lie detector test is just one of many added security measures that not every Federal employee with a clearance has to do.
But they’ll have to take it to work on USAF Security Support Services. Other duties will include: implement comprehensive security protocols to protect advanced technology programs throughout their life cycles, counterintelligence analysis, training, and investigations, and network monitoring and incident detection, response and remediation.
The Air Force’s final request for proposals will be released on Aug. 8, 2019, – and that’s all anyone needs to know.
Necessity is the mother of invention. Sometimes, the military translates this axiom as “if it’s stupid and it works, it isn’t stupid.” So while the idea of this simple window washing tool saving lives sounds silly, there are six people who sure are glad to be window washers that day.
As if being a window washer on a New York City skyscraper wasn’t harrowing enough, the sheer terror didn’t stop for these six men that day, even though they were in the building. Polish immigrant Jan Demczur and five others were in an elevator in the North Tower on Sept. 11, 2001, when the building was struck by American Airline Flight 11.
The cleaners were on their way up to work when the elevator suddenly started plummeting down to earth.
Victoria Dawson, in her July 2002 article in Smithsonian magazine “Handed Down to History,” wrote that Demczur or one of the other men managed to press the emergency stop button on the elevator. But stopping their sudden descent was only half of the problem – they still needed to get out.
“We felt a muted thud,” said Shivam Iyer, one of the other workers. “The building shook. The elevator swung from side to side, like a pendulum.”
When they finally forced open the elevator’s doors, they were faced with walls of sheetrock and smoke started to fill the elevator shaft. A voice warned them of an explosion in the building. They were on the 50th floor and the express elevator they were on didn’t stop there. It was lucky that someone had a pocketknife and the men were able to start cutting through the wall. Then, Demczur dropped the knife down the elevator shaft.
“I was very upset with myself,” he told Smithsonian. “We had a problem and now a bigger problem.”
There was no time to think. One of his coworkers simply grabbed up the squeegee from their work bucket and resumed working on that wall. The men took turns going to town on the wall with the squeegee handle. Eventually, they punched through four layers of sheetrock, finally punching into a tile wall under the sink of a men’s room. They escaped from the building – via a stairwell – as soon as they could. It took them 90 minutes.