美军深水计划介绍
军用无人机的能力和局限_王蕾
无人机本文2004208214收到,作者系中国航天科工集团三院310所助理工程师军用无人机的能力和局限王 蕾 摘 要 美军对获得具有远程全天候监视、多目标跟踪、地形分析和最少人工干预的战场情报准备等功能的无人机非常关注。
为了能够在不同的环境条件下工作,这些无人机平台采取了“切割边”技术(即用改进合成孔径雷达探测和识别移动目标)、低可观测设计、低成本自动飞行控制和导航系统等。
当今无人机面临的巨大挑战是自主性,以及在网络环境中,如何部署这些军用无人机系统,以使它们能及时提供战场信息并协调工作。
尽管不是每一种军用无人机都具有良好的飞行能力,但是大部分能满足军方苛刻的条件。
关键词 无人机 全天候 监视 跟踪 情报收集1 海军必须跟上世界的变化目前美国海军的观点认为,应该大量装备专用C 4I 系统,以胜任更大范围的情报、监视和侦察(I SR )任务。
依靠这些装备,就可以在不同平台、组织单元之间获得和传播战场信息和指令(在任一层次),以使得它们更快更好地作出决定。
无人机即包括具有情报、监视、目标捕获和侦察等(I ST AR )核心元素的平台,但主要还是以打击为目的,故也被称为无人战斗飞机(UCAV )。
目前战斗遥控无人机正进入使用阶段,但是还存在一些问题。
诸如无人机的自主性、舰载的可行性、磨损率、全寿命周期费用、通讯带宽、往复防御压制的机动性、与有人驾驶飞机协同作战能力和集群作战能力等。
如果未来的历史学家回顾今年C I A (美中情局)在阿富汗和也门的武装无人机行动,他们也许会将其与1910年和1911年的事件作一比较,那时人们首次从飞机上用步枪射击和投下首枚炸弹。
如果无人战斗机广泛用于空中战事的话,它必须成为具备专用武器的可靠飞机,并且必须有足够的处理能力并以人工智能来完成高度自主的目标识别和定位。
它也需要具有宽频数据链通信能力,以便与空中和空间设施通讯获得信息,并通过通讯获得人工控制信息,以减小灾难并应对超过其自身能力的困难。
2016-2017年深水炸弹（总结）
1942年5月15日，M-172号潜艇来到德军占领的挪威水域游猎。
尽管时至深夜，但北极的极昼令海面又明又亮，潜望镜激起的浪花在很远处就能发现，所以潜望镜露出水面几秒钟。
22时15分，布托夫发现从西面过来一艘德军大型运输船，它得到2艘护卫舰和3艘猎潜艇的保护。
M-172号潜艇迅速接近德军船队，第一艘护卫舰已从潜艇左舷驶过，运输船跟随着护卫舰。
当时的情况是：运输船左舷有2艘猎潜艇（排成单纵队），右舷则是第三艘猎潜艇，运输船后面是第二艘护卫舰。
运输船越来越近，苏军水兵通过潜望镜已能看清船上的大炮。
菲萨诺维奇一声令下，两条鱼雷在平静的水面上划出清晰的航迹。
德军护航舰艇一方面抢救运输船，一方面对苏军潜艇展开围捕。
鱼雷航迹暴露了M-172号的位置，一串串深水炸弹使潜艇周围的海水沸腾起来，艇内照明系统全部失灵，电罗经和舵角指示器也被震坏。
艇长菲萨诺维奇打开应急灯，命令大家查明破损情况。
但德国战舰不会给M-172号留下喘息的时间，连续数十次的猛烈袭击使柴油从损坏的油柜细流管里泄漏出来，在海面上形成了深深的霓虹色油带，进一步暴露了潜艇方位，又有几十颗深水炸弹向潜艇砸来。
被深水炸弹震得半聋的声呐兵利用爆炸声间隙听测敌舰螺旋桨的噪音，向艇长报告敌舰航向和距离的变化。
艇长根据这些信息，指挥潜艇规避。
海面上的柴油带不断拉长，离奇地弯曲着，慢慢向东延伸。
过了一阵，炸弹的爆炸声暂时停了下来，但敌人却没有放松追击，德军战舰螺旋桨的噪音始终尾随着潜艇。
敌人为什么不投弹？炸弹用完了还是另有新招？在菲萨诺维奇猜测德国战舰的伎俩时，艇员们没有浪费时间，他们全力以赴地排除故障。
一个半小时后，轰炸又开始了。
数十枚炸弹接连爆炸，潜艇剧烈摇晃。
然而，让敌人抓狂的是，M-172号的螺旋桨声仍然存在。
实际上，潜艇几乎是在敌舰龙骨下面航行，所以，大多数爆炸都距艇尾不远。
回声探测仪指示的深度开始缩小，表明潜艇在接近海岸。
现在，M-172号潜艇面临的最大问题是电和氧气。
美军CBM+计划概述
CONDITION BASED MAINTENANCE PLUS(CBM+)2010 CBM+ PlanDASD (Maintenance Policy and Programs)February 20101. IntroductionCondition Based Maintenance Plus (CBM+) is established Department of Defense (DoD) policy in DoD Instruction (DoDI) 4151.22. The CBM+ Action Group (AG) has been developed pursuant to the authority of the Deputy Under Secretary of Defense for Logistics and Materiel Readiness (DUSD(L&MR)), the responsible maintenance official for DoD, and is led by the Assistant Deputy Under Secretary of Defense for Maintenance Plans and Policy (ADUSD(MP&P)).This 2010 CBM+ Plan establishes the CBM+initiative’s o rganization and defines members, responsibilities, relationships, procedures and proposed activities directly associated with the CBM+ AG. The mission of the CBM+ AG is to promote, advocate, and monitor the implementation of CBM+across DoD’s maintenance and logistics processes. Additional details are delineated in DoDI 4151.22 and Attachment A of this document.2. BackgroundDoD policy requires that CBM+ be implemented for maintenance and logistics support of Service weapon systems where cost effective. The scope of CBM+ includes maintenance-related processes, procedures, technological capabilities, information systems, and other logistics concepts that apply to both legacy systems and new acquisition programs. In simple terms:CBM+ is the application and integration of appropriate processes,technologies, and knowledge-based capabilities to improve the reliabilityand maintenance effectiveness of DoD systems and components. At itscore, CBM+ is maintenance performed on evidence of need provided byreliability centered maintenance (RCM) analysis and other enablingprocesses and technologies. CBM+ uses a systems engineering approachto collect data, enable analysis, and support the decision-makingprocesses for system acquisition, sustainment, and operations.13. OrganizationThe key groups involved in CBM+ activities are the AG, Working Integrated Product Teams (WIPTs), and Special Interest Groups (SIGs). Additional details are provided in Attachment A.1 DoDI 4151.22, Conditioned Based Maintenance Plus (CBM+) for Materiel Maintenance dated December 2, 2007a. CBM+ Action Group (AG). The AG is a cross-service team that meets on a regular basis and is chaired by the ADUSD(MP&P) representative. The AG monitors CBM+ progress across DoD. The primary AG members are designated by the Army, Navy, Air Force, Marine Corps, Defense Logistics Agency, and the Joint Staff. Adjunct members participate from DUSD(A&T) and others can be added by the CBM+ AG Chair. The following table lists the current AG membership.b. CBM+ Working IPTs (WIPTs). A WIPT is established to accomplish a specific short term goal(s) related to improvement of a maintenance technology, process, policy or capability. The leader of each WIPT is designated by the CBM+ AG Chair and their charter is approved by the AG. The WIPT may request support and/or participation of government or industry personnel to gain knowledge of additional or new CBM+ technologies or processes. The following table lists the current/proposed WIPTs and their leads.c. CBM+ Special Interest Groups (SIGs). A SIG is an established group that represents a related/enabling maintenance technology or an area of interest to the CBM+ initiative. The SIG is designated by the CBM+ AG Chair. The SIG is closely monitored by the AG for their independent development and progress. The AG can be a source of information and communication for the SIG as well.4. ActionsThe following CBM+ activity is planned for CY 2010. Other activities may be pursued at the direction of the CBM+ AG Chair.a. Revise DoD policy and associated guidance to encourage and promote CBM+.Successful CBM+ implementation requires close coordination between DoDacquisition logistics and materiel management policies. Additionally, variousDoD guidebooks exist to assist in maintenance-related planning and execution.∙Develop additional and/or revised policy/guidance recommendations (Dec10)o DoDI 5000.02o DoDI 4151.22o Joint RCM Guidebook (DoDM)o Defense Acquisition Guidebook∙Update CBM+ Plan for 2011 (Dec 10)∙Research and consider additional content for CBM+ Guidebook (Dec 10)b. Establish and maintain an active forum for government and commercial CBM+ applications, benefits, lessons learned and research.Creating a forum of CBM+ information backed by identified, knowledgeablepersonnel in the varied aspects of CBM+ will assist the programs in selectingthe highest potential CBM+ initiatives and improve synergy betweenplatforms. Information should include military and commercial program andproject briefings, educational and research resources available, sites involvedin CBM+ activity, and future events.∙Populate CBM+ web site (quarterly review by AG)c. Monitor and coordinate CBM+ development efforts among the Services and across DoD.CBM+ WIPTs are established at the direction of the CBM+ AG to conductresearch and development activity pertaining to specific maintenanceimprovement issues. With the assistance and involvement of the CBM+ AG,the WIPTs are chartered to perform specific action that will further overallCBM+ objectives and should be disbanded when the action is complete, unlessadditional goals are established. WIPT leaders will report to the AG, asdirected.∙The EHM WIPT is chartered to develop, validate and promote a common approach (framework) to improve CBM+ technology innovationmanagement and accelerate the uptake of the EHM capability into theoperational forces. The EHM WIPT will pursue the following specificactivities:o Establish a WIPT with representation from service members. (Feb10)o Draft a charter that describes WIPT operational procedures. (Mar10)o Determine and assign short-term projects to strategic focus area teams. Initial topic options include: Alliance research &development; policy integration; demonstration (pilot) programformulation; and education & training. (Dec 10)∙The RCM WIPT is chartered to develop and further the understanding of RCM across the Services and improve RCM application in DoD weaponsystems. The RCM WIPT will pursue the following specific activities: o Select one or more short term goals to reflect 2010 work (not world hunger) (Dec10)d. Share information and communicate to other organizations on CBM+ progress.CBM+ initiatives reflect universally popular objectives, but they can losesupport when faced with competing operational priorities. Continued research into emerging technologies and business practices provides programs with the latest information for selecting optimum maintenance solutions. Sharing the information between programs and Services will stimulate forward progress in CBM+ development and implementation. Regular progress reviews willensure that new personnel and programs will be included into the CBM+environment and that CBM+ strategic plans stay on track.∙Update CBM+ brochure, as necessary (ongoing)∙Update CBM+ introduction presentation (Apr 10)e. Conduct studies and analysis in support of CBM+ implementation.Form a joint study team with the Aerospace Industry Association (AIA) to develop consensus on a common set of elements to be considered whendeveloping a Business Case Analysis (BCA) on CBM+ projects and activities.The completed list is intended to be a reference point for both military and commercial programs engaged in CBM+ activity and should be evaluated for incorporation in other DoD/CBM+ guidance.∙Establish a government team to collect and consolidate Service inputs.The government team lead will coordinate a plan for the conduct of thestudy with the industry team leader. (Feb 10)∙The Government Lead will liaison with the industry team to share inputs and develop a consensus list. (Jul 10)Attachment A Responsibilities and Procedures1.CBM+ AG.a.AG Chair: The CBM+ AG Chair is responsible for:∙Selecting topics, scheduling and presiding over CBM+ meetings, as well as publishing and distributing results of all sessions∙Facilitating the CBM+ agenda and the decision process for resolving conflicts or issues among members∙Developing and maintaining access to all CBM+ information∙Accomplishing established goals and updating the MESC concerning CBM+ progress and issues∙Authorizing other studies and analyses related to CBM+implementationb.AG Core Members: To maintain continuity and meeting coverage, memberorganizations should designate an alternate member and keep them informedof AG activities. The CBM+ AG members are responsible for:∙Advancing CBM+ through planning development and research∙Developing communications plans to distribute CBM+ informationthroughout their organizations∙Contributing to the improvement of CBM+ through participation insymposiums, workshops, Web sites, newsletters, and publications ∙Recommending strategic direction, policy, and guidance forimplementation of CBM+ throughout DoD∙Identifying and analyzing resource strategies for CBM+ initiatives∙Representing their organizations on maintenance and reliabilityissues∙Providing support and guidance to the WIPTs and other selectedprojects∙Developing, reviewing, and recommending improvements for theimplementation and execution of Service CBM+ plans and selectedprograms∙Providing regu lar updates on their organization’s CBM+ activities∙Collecting and sharing government and commercial CBM+development, implementations, benefits, lessons learned, andresearchc. AG Adjunct Members: Reflecting their responsibilities for oversight andtechnology advancement, members from the OSD are invited by the CBM+AG Chair to participate in the AG to assist in performance of duties outlinedin DoDI 4151.22.d. CBM+ WIPTs: Both established and emerging maintenance technologies,concepts, and procedures can be leveraged for CBM+ development. The AG may establish a relationship with an existing program or create a new WIPT to pursue a specific CBM+ task, concept, or initiative. In their specific areas of interest, the CBM+ WIPTs are responsible for:∙Conducting and coordinating activities based on a specific charter∙Meet as required to complete the WIPT’s activity∙Providing recommendations or performing actions, as appropriate e.CBM+ SIGs: Both unique and broad-based DoD maintenance communities ofpractice and technology areas have developed organizations that currentlypursue their own implementation and advancement independently. For the CBM+ initiative to leverage that activity and expertise, a special relationship needs to be created to share information and realize mutual benefits. The SIGs have no specific responsibilities to the AG, but are encouraged to:∙Routinely report to the AG on progress of their initiatives∙Request assistance from the AG to gain DoD/Service support or participation∙Provide access to information for sharing across DoD。
水下作战多面手——解析弗吉尼亚级攻击型核潜艇
水下作战多面手——解析弗吉尼亚级攻击型核潜艇作者：暂无来源：《发明与创新·大科技》 2017年第11期美国《外交学者》网站9月26日发表了弗朗兹-斯蒂芬·加迪的题为《美国海军接收新的攻击型核潜艇》的报道。
美国海军在声明中宣布，已于9月21日接收第15艘弗吉尼亚级攻击型核潜艇“科罗拉多”号(SSN-788)。
对此，有专家分析，弗吉尼亚级核潜艇是一个任务复合性很高的潜艇，它是一个“多面手”，可以胜任远洋和近海双重任务。
注重多用途性和浅海作战能力与战略核潜艇主要配备可搭载核弹头的潜射弹道导弹，执行核打击和核威慑任务不同，攻击型核潜艇主要以常规弹头的潜射战术武器为武备，主要用于执行反潜、护航、巡逻和对陆攻击等任务。
美军作战条令明确规定，攻击型核潜艇的首要任务是反潜，特别是猎杀敌方战略核潜艇。
军事评论员刘征鲁介绍，与常规潜艇相比，攻击型核潜艇具有几乎无限的水下续航时间，最大下潜深度也更深，隐蔽性更好。
同时，攻击型核潜艇吨位比大多数常规潜艇要大，可以装载更多水下兵器，攻击力更强。
此外，有些攻击型核潜艇经过改装后可以搭载水下特战队员，执行特种作战任务。
弗吉尼亚级核潜艇属于第四代攻击型核潜艇。
作为美国在冷战后抛出的首个攻击核潜艇项目，“新型攻击核潜艇”(New Attack Submarine Centurion 即 NSSN)项目成立于1993年，在NSSN身上有着诸多划时代的设计革新。
NSSN项目放弃了美国核潜艇在冷战期间单纯追求大潜深、高航速，强调远洋作战能力的设计思想，转而注重美国海军战略转型后所需的频海作战和浅海多任务能力。
NSSN是潜艇建造史上第一个完全采用计算机辅助设计的项目。
在NSSN项目研究期间，电船分公司的设计团队彻底抛弃了传统的图板作业，也不搭建陆上同比例木制模型，而是完全依赖于由IBM和达索研制的计算机辅助三维交互式数字设计系统来进行具体的设计工作。
另外，全面采用计算机辅助设计，也有助于提高NSSN的分段模块化水平。
美国水下信息系统发展现状分析
美国水下信息系统发展现状分析文章介绍了美国水下信息网络的发展现状，简要阐述了网络组成、分布等特点，分析了美国水下信息网络的发展趋势，对比指出了当前我国水下信息网络发展存在的差距。
标签：水下信息网络；目标探测；侦察；监视Abstract：This paper introduces the development status of underwater information network in the United States，briefly expounds the characteristics of network composition and distribution，analyzes the development trend of underwater information network in the United States，and finally points out the existing gaps in the development of underwater information network in China.Keywords：underwater information network；target detection；reconnaissance；surveillance1 概述未來战争将是向太空和海洋迅速延伸的立体战争，水下位势决定了水上位势，潜得越深，自身的生存能力越强，信息覆盖范围越广。
世界各军事大国和濒海发达国家正在积极从事深海战场开发，海洋空间将成为未来冲突与战争的主要场所。
各国正投入较多的人力、物力和财力，加强水下信息网络的建设，加紧对潜艇、鱼雷和无人潜航器等水下目标的侦察监视，以求尽快掌握“制深海战场权”。
2 美国水下信息系统发展现状美国是最早提出水下网络应用概念的国家，其研究成果处于世界领先水平。
在上个世纪九十年代之前，美军开展了大量水下网络应用研究与试验，水下信息网络理论逐渐成熟，先后试验成功的水下信息网络功能日益完备，性能更加先进，已经具备实际作战能力，整体能力世界领先，具有代表性的有：2.1 岸基声纳监视系统（SOSUS）上世纪70年代初，美国在大西洋和太平洋部署SOSUS远程固定水声监视系统，借助于铺设在海洋底部的水听器网络发现和确定潜在敌人的导弹核潜艇的位置，查明洋区和反潜区的水下情况，为舰队提供目标信息并引导舰队进行机动反潜。
盘点美“海上控制”16条战略水道：5条涉及中国
盘点美“海上控制”16条战略水道：5条涉及中国盘点美“海上控制”16条战略水道：5条涉及中国纵览全球战略海峡通道李杰最近几十年以来，美军一直在寻求“海上控制”，以图掌握全世界最重要的16条海上要道，确保战时能够封锁他国的海上运输船舶和海军力量行动，维护美军的航道安全，并在平时通过对这些水道的有效控制，大量获取各种情报，进而确保美军全球战略的实施。
在美国竭力控制的16条水道中，涉及到中国周边地区的有5条，印度洋有2条，地中海有2条，大西洋的数量最多，有7条。
在这些海峡中，如果按与中国利益涉及相关程度、地域远近程度，以及美军掌控的状况等因素来看，大致可以分为以下四类：一是在中国近海周边的海峡通道，二是与我国家战略资源密切相关的海峡通道，三是涉及到全球海上利益的海峡通道，四是与我国相距较远，目前对我影响相对较小的海峡通道。
当然，上述海峡通道的类别划分，并没有严格的界限，随着时代的发展，国家海外利益的拓展以及维护海洋安全的步伐加大，类别的划分也要调整和变化。
中国近海周边的海峡通道朝鲜海峡：位于北太平洋西缘，介于朝鲜半岛南部海岸与日本九州岛西北海岸及本州西南端海岸之间（东经129度零分，北纬34度15分）；从东北向西南延伸，长约300千米，宽约180千米，是连接中国东海与日本海的要道。
海峡中对马岛把水域分为东西两大水道，西水道即狭义的朝鲜海峡，东水道为对马海峡。
其中，对马海峡位于日本对马岛和壹岐岛之间，从海峡向西南可直达中国东海，向西通过朝鲜海峡与中国黄海相连，向东通过关门海峡、濑户内海可达太平洋，向北通过日本海出鞑靼海峡到鄂霍次克海。
朝鲜海峡是俄罗斯太平洋舰队从远东港口到太平洋的咽喉要道，也是美国第七舰队经常与韩、日等国上溯到日本海进行海上联合演习的必经之路。
朝鲜海峡宽约67千米，平均水深95米。
东水道宽约98千米，平均水深约50米。
朝鲜海峡峡底地形缓倾，水深大多为50-150米，最大水深228米。
海区两端开阔，航路通畅。
美军“深绿”未来作战指挥系统
美军“深绿”未来作战指挥系统【编者按】：本文介绍了美国国防高级研究计划局(DARPA)研制的“深绿”系统的构成和工作流程以及美国军方对商用手持设备在军事领域和战斗行动中应用的研究，说明技术、设备、职能的融合正在改变指挥与控制的概念和方式，手持技术可以成为士兵的力量“倍增器”。
/来自中华网社区/一、指挥系统现状和未来发展方向/来自中华网社区/1.美军指挥系统当前水平在战斗中决策就是与时间赛跑。
赢得时间就是赢得战斗。
要想成功，指挥官就必须迅速观察、定位、决策并且比敌人更快地行动。
今天，技术正在改变我们的作战方式，决策职能的融合和商用互动信息装置的新浪潮为我们创造了在战斗中赢得时间的机会。
我们今天所知道的关于指挥战斗的知识，大部分源于从工业时代的战争中获得的经验。
“战争原则”、当今的军队参谋制度和指挥与控制（C2）概念都是工业时代的概念。
指挥与控制，从拿破仑战争时代一直实践到二十世纪末，很大程度上是指挥部队为了某种目的在一定的时间、空间之内实施机动。
大约在20年前，信息时代的曙光初照，指挥官们获得了一种感知战场的全新“电子感觉”。
例如，当今美国陆军的战斗指挥网络是一种数字化的C4I系统，使士兵能够以自动化的方式观察友军和敌军的活动以及补给的运送，接收态势和情报报告并监视空域。
先进的电子化无人空中视频监视、卫星成像和大量其他信息收集系统提供了实时的态势感知。
众多参谋和指挥系统通过源源不断地在全球范围实时传递的信息、情况分析和命令，通过“面对面”的视频输入，为指挥官们提供决策支持。
这种“系统集成”的目的是通过提供有关友军、敌军、中立方和非战斗地点的准确信息，提供指挥官特别关注、特别需要的战场范围内的通用和有价值的情况，从而提高指挥官的快速决策能力。
在最近的伊拉克和阿富汗作战中，发现敌人是作战中最困难的事情，“系统集成”有负众望。
2.技术融合技术融合是将截然不同的技术、行业或装置融入一个统一的整体。
随着技术进步的加快和融合，人类正变得更有能力最大限度地利用新的和更好的通信手段，正如移动电话这个例子所说明的那样。
猎杀潜航4-快速任务简介
猎杀潜航4-快速任务简介游侠会员：IAF我记得sh4中的快速任务和单次巡逻都没有任务简介，只给一幅地图，让人很难看懂。
以下是翻译的任务简介，也包括一点我写的背景介绍。
快速任务任务1－中途岛战役，1942美军扭转战争局势的大好机会。
基于被破译的日本电报，美军将在日军的如意算盘上设下圈套。
今天早上，我们的侦察机终于发现了敌军的编队。
就在这个时刻，中途岛所属的陆基飞机和三艘美国航母的舰载机已经开始对日本编队展开空袭。
你的潜艇，作为战役的辅助力量，是唯一一艘和敌军近距接触的美军舰艇。
这是你击沉敌军巨舰的千载难逢的良机。
目标：击沉日本军舰。
任务2－巴拉旺海峡伏击战，1944你的潜艇受命拦截日军驰援莱特湾的舰队。
早上4：51，你的雷达发现了巨大的日军编队，航向230。
看来你迎面撞上日军主力。
准备好大饱眼福吧。
（这应该是栗田的舰队，美军潜艇是射水鱼号，击沉信浓的王牌。
这一次她击沉了栗田的旗舰，重巡爱宕）目标：进攻日军编队。
任务3－珊瑚海战役，1942可靠情报显示，日军再次南下袭击澳大利亚，这次他们意图从南方登陆阿瑟港，并夺取新几内亚。
两艘美国舰队航母将严阵以待，但由于时间紧迫，只有4艘我军的潜艇按时到达战区。
这是历史上第一次航母间的战斗，昭示着大舰巨炮的没落和海军航空兵的兴起。
（这样的暗示，二战中至少有一打。
太可悲了！）目标：击沉日军的平顶船。
（后面不少任务的目标是日军平底船...这就是太平洋战争的主要内容...太不热血了...）任务4－菲律宾海战，1944作为对美军袭击马里亚纳群岛的回应，日军舰队实施了反击。
他们仍在寻求舰队决战，但这次是美军占据绝对优势。
问题是如何发现日军的舰队，而你的潜艇刚刚做到了这点。
（史上最大规模的航母决战中，美国潜艇部队取得了有史以来的最高成就，击沉两艘声名显赫的大型航母，一艘以好运闻名，一艘号称永不沉没...）目标：击沉日军航母和战列舰。
任务5－撒马岛战役，1944莱特湾战役的关键时刻。
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Current Coast Guard Capabilities
1985-2005 17 yrs 18 yrs 1984-20047 yrs
1965-2008
Positives: • Effective multi-mission capability • Record cocaine seizures 3 years running • Innovative endgame initiatives Negatives: • Missed opportunities – can’t respond to all available intel • Huge coverage gaps exacerbated by complex cases • Insufficient C4ISR to mitigate resource gaps
Manpower and ILS Enhancements
Asset Introduction Training Condition-Based Maintenance Personal Digital Assistant (PDA) Maintenance Support
Capability Improvements
Modernization and Technology Insertion
Computer-Based Training
Increased Automation and State-of-the-Art Technology, Decreased Manpower Requirements and Reduced Total Ownership Cost
Fast Response Cutter (FRC)
Short Range Prosecutor
Long Range Interceptor
Surface Ship Implementation
2002
New Construction
National Security Cutter Off Shore Patrol Cutter Fast Response Cutter Long Range Interceptor Short Range Prosecutor
VTOL Recovery and Surveillance Aircraft
Multi-Mission Cutter Helicopter National Security Cutter (NSC)
Offshore Patrol Cutter (OPC)
Modified 123’ Patrol Boat
270’ Cutter - 13 210’ Cutter - 5 123’ Patrol Boat - 49
Aviation Asset Implementation
2002
New Construction
Maritime Patrol Aircraft Vertical Unmanned Aerial Vehicle Vertical Recovery System High Altitude Unmanned Air Vehicle
2007
2012
2017
2022
Upgrades
110’ Patrol Boats to 123’ Patrol Boats
Retirement
378’ Cutter - 1 230’ Cutter - 1
378’ Cutter - 8 213’ Cutter - 1
378’ Cutter - 3 282’ Cutter - 1 210’ Cutter - 11
Capability Improvements
Common Command and Control Systems is Fully Integrated With All Sensors, Communications, and Legacy Interfaces Interoperability and Maritime Domain Awareness Established by IDS Assets and National Sources Imbedded Technical Refresh to Prevent Future Obsolescence
Performance Based: • Focus on capabilities not assets Acquisition Strategy: • Partner with system integrator • Acquire integrated system of surface, air, C4ISR, and logistics systems Overarching Objective: • Maximize Operational Effectiveness while • Minimizing Total Ownership Costs
Protection of Natural Resources
Marine Pollution Enforcement & Response Living Marine Resource Enforcement
Port Operations, Security, & Defense Peacetime Military Engagement Coastal Sea Control
Early Increased Situational Awareness, Surveillance, and Command is Provided through a Common Operating Picture to Answer Homeland Security Requirements
Equipment Selection, Sparing, and Training Based on RMA Improves Readiness, Availability, and Supports System Response Reducing Operating Expenses
– Budget fluctuations; Technology refreshments; Legislative mandates; Mission evolutions; etc.
Program Status • Contract awarded 25 June 2002 to Integrated Coast Guard Systems (ICGS), a joint venture between Lockheed Martin and Northrop Grumman. • ICGS is a fully integrated team that is ready to commence re-capitalization of USCG assets
Contracting Strategy • Five-year base award with option to award up to five additional five-year award terms • Delivery/Task Order type contracts breaks annual funding into usable segments • Emphasis has been placed on beneficial applicability and identification of COTS/NDI solutions since program inception • Contract incorporates many acquisition reforms, innovations and current best practices, and is constructed to provide flexibility to adapt to:
Increased Automation Reducing Operator Workload, Training Requirements, and Enables Condition-based Monitoring Integrated Product Data Environment (IPDE) Maintains a Single, Authoritative Data Set Program-wide for Program Performance and Metrics
Maritime Security
Drug Interdiction General Enforcement of Laws and Treaties Alien Migrant Interdiction
National Defense
Homeland Security General Defense Operations Maritime Interception Operations Military Environmental Defense Operations
C4ISR Capability
Tactical Data from Each Asset Integrated into a Common Operating Picture via CG-C2 Exchange of Data Among Assets Ensured by 24/7 SATCOM Data Links Common C4ISR Architecture and Software Implementation Across All Assets Reduces Ops Costs and Accommodates Technology Refresh
2007
2012
2017
2022