It includes testing and integration of components provided by several different manufacturers. The second is a software support contract primarily for LCSS battle management applications and the systems that support battalion and brigade headquarters by informing command decision making.
It too involves test and integration of proprietary systems from multiple suppliers. The third is specific to cyber assurance. It supports the protection of data information systems, largely by ensuring security patches have been updated. The contract also includes the creation of a new cyber operations centre, set up and manned by GDMS-Canada, to monitor the networks and help commanders take appropriate actions to protect the networks if anomalies are detected. Integration of multiple systems presents a major challenge that is only going to get more difficult.
The Land C4ISR program could mean dealing with six different equipment manufacturers with their own proprietary systems, and multiple support contracts, said Graham. Or the commonality of headquarters applications, common operating picture requirements and tactical communications could lead to a grouping of capabilities across all six projects.
And then there are different generations of technology that you now have to bridge. We can make adapters and gateways. That adds complexity, but as a short-term solution that might be the best way.
The Army is in the process of gradually installing Capability Pack TOPAZ, a tactical battle management computer and software solution for sharing positional awareness and information between vehicles and headquarters, into its light armoured vehicles. That tactical network will replace the current combat net radio and introduce satellite-on-the-move communication links.
Again, integration will be a critical focus. We are now working with the Army to make sure they have that architecture, that blueprint, so that these six separate programs, which in all likelihood will be six separate [manufacturers], can all plug together. Ideally, after the next round of capital programs, we will have a much more integrated system. Without highly trained soldiers on systems that are constantly evolving, the Army is not capitalizing on its considerable investment, making future introductions problematic, said Hall.
However the projects in SSE initiative 42 are ultimately delivered, agility and flexibility in acquisition, integration and training will be a common refrain. Photo: MCpl Jennifer Kusche.
Your email address will not be published. Save my name, email, and website in this browser for the next time I comment. By Chris Thatcher Imagine buying your home wireless network and your cellphone by taking four to eight years to analyze your options and define your requirements and a year or more to purchase and install the system, all with the intent of operating it for the next 15 to 20 years.
ADM Materiel is accountable to the Deputy Minister DM for materiel's full life cycle — from acquisition, through maintenance and support, to disposal. The Group manages equipment through its entire life cycle, beginning with initial concept, moving through procurement, maintenance and support and ending with disposal. The success of the Canadian Forces is thus intimately linked to the success of the Group.
Products of defence procurement - materiel like ships, aircraft, trucks, ammunition, food, clothing, and supplies - put military resolve into action! The COS organization performs traditional corporate business functions for the Materiel Group, guides sustainable development, selects safety programs across the Group, and provides access to material technology and operational research capabilities.
DGAEPM provides procurement, logistics and engineering support and technical airworthiness oversight for Air Force equipment and weapons systems. Seven directorates and one field unit report to the division.
As leaders in innovation and execution, the DGMSSC team focus is on the customers, timely results, and responsible resource stewardship.
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