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2014 Army Equipment Modernization Plan


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2014 Army Equipment Modernization Plan

  1. 1. 2014WWW.G8.ARMY.MIL2014WWW.G8.ARMY.MILArmy EquipmEntmodErnizAtion plAn
  2. 2. The estimated cost of report or study for theDepartment of Defense is approximately$31,000 in Fiscal Years 2012 - 2013. Thisincludes $6,780 in expenses and $25,000in DoD labor.Generated on 2013 May 17 Ref ID: 4-77B1D72
  3. 3. U.S. ARMY13 May 20132014 Army Equipment Modernization Plan
  4. 4. Table of ContentsForeword.......................................................................................................... 3Executive Summary........................................................................................... 7 Linking Resource Decisions to Army Strategy........................................ 9Army Fiscal Year 2014 Budget Objectives and Priorities....................... 17Equipment Portfolio Overviews............................................................... 23Soldier and Squad........................................................................................................ 25Mission Command...................................................................................................... 28Intelligence.................................................................................................................. 31Ground and Maneuver................................................................................................. 35Aviation....................................................................................................................... 37Indirect Fires............................................................................................................... 43Air and Missile Defense Protection............................................................................... 46Force Protection.......................................................................................................... 50Sustainment (Transport).............................................................................................. 54Sustainment................................................................................................................. 57Science and Technology Program............................................................ 61Capability Fielding and Distribution...................................................... 69Conclusion...................................................................................................... 73Acronym Glossary........................................................................................... 75
  5. 5. 7 Army Equipment Modernization Plan 2014 describes the Army Research, Development, and Acquisition(RDA) for ten capability portfolio areas and the Science and Technology portion of Fiscal Year 2014 (FY 14)President’s Budget Request. The plan breaks down the RDA investments into ten capability portfolio areas,highlights the portfolio accomplishments over the last two years and provides intent for FY 14 investmentsas well as the way ahead. Dollars and quantities in this document do not reflect sequestration impacts.In addition to capability portfolio investment strategies, the plan links RDA investments to ArmyStrategy and discusses specific modernization priorities and objectives, priority materiel programs, theArmy’s Science and Technology program, equipment fielding and distribution.The Soldier and Squad are the foundation of our Army. Army equipment modernization builds fromthe Soldier out, equipping our Squads for tactical overmatch in all situations, connected to an integratednetwork, and operating in vehicles that improve mobility and lethality while preserving survivability.The objective of Army equipment modernization is to develop and field versatile and tailorable equipmentthat is affordable, sustainable, cost-effective, enables our Soldiers to fight and win across the entire rangeof conflict. To achieve this objective the Army uses portfolio management to help ensure efficiencies andeliminate redundancies, evolutionary acquisition to ensure program risk is reduced by emphasizing maturetechnologies, and the Army readiness model to ensure the timely fielding of equipment.The Army will continue to pursue mission command capabilities by enhancing our network; remainprepared for decisive action by improving or transforming our combat platforms; and enable Soldiers andsquads with improved lethality, protection and situational awareness. These enhancements also enable ourSoldiers and squads to leverage Joint capabilities.As the Army transitions from Afghanistan and reinforces its commitment in the Asia-pacific region, theArmy will continue to make cost-effective, sustainable and affordable choices. Overall, our modernizationefforts will prepare the total force for a complex and uncertain battlefield by putting squads, with preciseinformation and overmatch capability, in the right place at the right time to accomplish their mission.This plan enhances our advantages leader development, mobility, logistics at the tactical, operational, andstrategic levels of our Army, and C4I.Executive SummaryDetails on major Army acquisition programs can be found in the2013 Army Weapon Systems handbook at:
  6. 6. Linking Resource Decisionsto Army Strategy
  7. 7. 11 face a complex and interconnected global operational environment with a range of threats, challengesand opportunities. This makes it likely that U.S. forces will be called on to conduct operations in any ofa broad range of conditions. At the same time, innovation in technology and changes across the politicallandscape are reshaping the strategic environment, multiplying and improving the capabilities actors areable to obtain. Additionally, the fiscal environment is a key factor that will impact our national defense fordecades to come.The Army has a key role in the shaping of the strategic environment and in the execution of the majority ofoperations the armed forces will be required to conduct. Among the capabilities provided to the combatantcommanders, the Army builds and operates the space and terrestrial communication networks that connectour own units, the Joint community, and interagency and multinational partners. Soldiers provide essentiallogistics infrastructure, delivering food, fuel, ammunition, materiel and medical support that sustain Jointoperations ranging from combat to humanitarian assistance. In addition, the Army collects and analyzesthe intelligence that informs our actions and measures our progress, and provides the majority of the forcesin U.S. Special Operations Command.The2014ArmyEquipmentModernizationPlanaddressesthestrategic,technologicalandfiscalenvironmentsas the Army adjusts following a decade of intense conflict and moves to a broader Joint mission focus and ourpriorities and investments to equip the Army.Entering into our 12th consecutive year of war,Afghanistan remains our top priority. We continueto ensure that our Soldiers deployed are fullytrained, equipped, and ready. As we equip theForce to carry out current operations and continueto reset our returning forces, we also preparefor future operations. Our goal is to ensure weare prepared even in an uncertain future. To dothis, we must widen our aperture for broad Jointmission sets, across varied geographies, and duringa time of declining budgets. This Army EquipmentModernization Plan is the stepping off point thataddresses current needs and supports the ArmyEquipment Modernization Strategy that will helpus determine which systems to procure, whichtechnologies to invest in, and which applications tointegrate during the yearly budgeting process.In an increasingly interconnected world, theArmy plays a critical role in shaping the strategicenvironment. Our Total Force has honed itstremendous skills not only in battle, but also quellingcivil unrest, countering terrorism, demilitarizingformer combat zones, protecting vulnerablepopulations, and providing disaster relief. Theyinclude building partnerships through standingorganizations such as Joint Task Force Bravo inCentral America since 1984 and Combined JointTask Force-Horn of Africa since 2002.The Army is an indispensable provider to the JointForce, and we will continue that role with a smaller,more agile Army. Army Commanders lead JointTaskForces, plan operations, and command and controlunits across the range of military operations. ArmyThe Strategic EnvironmentLinking Resource Decisionsto Army Strategy
  8. 8. 12 Resource Decisions to Army Strategyunits build and operate the networks connectingour own units, the Joint community, interagency,and multinational partners on austere battlefields.Soldiers deliver food, fuel, ammunition, andmedical support necessary to sustain joint operationsfrom combat to humanitarian assistance. The Armycollects and analyzes the intelligence that informsour actions and measures our progress. It deliversvital supplies to communities, at home and abroad,impacted by natural disasters. And finally, theArmy provides 75 percent of the operators in U.S.Special Operations Command, who are essential toour national counter-terrorism and security forceassistance operations. The strategic environment will remain complex.The interaction of many variables within theenvironment, including human behavior, assuresboth fog and friction as adversaries continue tosearch for, find, and exploit vulnerabilities throughincreasingly sophisticated technologies. Thecurrent strategic environment is more ambiguousthan past decades, presenting multiple layersof complexity and challenging the Army withthreats beyond traditional warfighting skills andtraining. This complexity extends beyond thebattlefield and throughout all levels of the Army’ssupply chain as resource; energy and water scarcitywill increasingly constrain our options, createexploitable vulnerabilities, and reduce access to keycommodities and affordable materiel solutions. Aswe remain committed to responsibly ending thecurrent fight in Afghanistan, we will reinforce ourposture to respond to contingencies in the Pacific,Middle East, and other regions around the world.To truly become a force capable of engagingaround the world and to provide credible deterrencerequires an equipment modernization planthat is centered on our Soldiers and squad. Wemust empower them with unmatched lethality,protection, and situational awareness to achievetactical dominance. It entails an overarchingnetwork architecture that connects all echelons–from the squad through the Joint Task Force tothe Enterprise and home station - to ensure leadershave the most complete information possible at theright time to make the best possible decisions. Itincludes network-ready combat and tactical wheeledvehicles designed to maneuver our formations withincreased lethality and mobility, while optimizingfor force protection, sustainability and survivability.Our modernization efforts will prepare the TotalForce for the complex and uncertain battlefield byputting squads with access to necessary information,with overmatch capability at the decisive time andplace to dominate in the operational environment.At the same time, we must preserve the ability toreassemble our Forces rapidly, building the massnecessary to decisively defeat a determined enemy.In pursuing these goals, we ensure that we remainan Army capable of many missions, at many speeds,under many conditions.To build and maintain these fundamentalcapabilities, we must make affordable, sustainable,and cost-effective decisions which simultaneouslyaccomplish several key tasks: 1) provide jointcommanders versatile and tailorable capabilities;2) maintain the capacity to deter and defeat futureadversaries; and 3) integrate rapidly evolvingtechnologies to avoid block obsolescence of ourplatforms and systems, while searching for futuredisruptive technologies. Our approach is to integratemature technologies and incremental improvementswhile investing in military-unique technologies forthe future.To do this, the Army is expanding its planninghorizon to encompass the near-term (out to six years)to the far-term (beyond 30 years). This long rangeplanning will facilitate knowledge points, enablingdecision points for considering equipment age,degradation of overmatch abilities, industrial baseviability (economic, political, environmental, and
  9. 9. 13 Resource Decisions to Army Strategyresource considerations), and closure of capabilitygaps in a near, mid, and far-term timeframes, whilealso allowing for cost-informed decisions. Althoughwe do not have a specific threat or location to focuson, we do know that the future environment willrequire versatile and tailorable formations withfundamental capabilities that are ready for rapidand scalable global employment to meet combatantcommander’s needs for land forces in support of theNational Defense Strategy.The reality is that capability gaps will emergeand disappear rapidly -- military requirements willnot remain constant so our Requirement, Resource,Acquisition and Sustainment processes must adjustto remain agile.• Our equipment and acquisition must beversatile: Just as our forces are regionallyaligned and mission tailored, ourequipment must be adaptable to geographicrequirements. Given the diversity of the11 defense missions, our equipment mustwork safely in various terrains, in coldand hot weather, and in energy and waterconstrained environments. We must retainthe capability to quickly procure equipmentbased on changing mission needs, which isan Army priority, but make tough decisionson when it is cost-effective to do so.• Our equipment modernization effortsmust consider Joint, Interagency,Intergovernmental and Multinational(JIIM) and Coalition interoperability:Interoperability and interdependencewill become increasingly important withreductions in U.S. force structure; globallyintegrated operations will leverage uniquecapabilities of each military Service andCoalition partner.• Our equipment must support tailorableformations: Combatant commanderswill utilize Army formations from theindividual Soldier through Corps;therefore, our equipment and systems haveto be scalable to different sized formationsand retain capacity to surge quantities tomeet mobilization needs.• We must retain the ability to deter anddefeat adversaries: Modernization preservesthe Army’s core capability to prepare forfuture challenges.• Our combat enablers will remain inhigh demand: Army capabilities suchas engineers, military intelligence, airdefense, aviation, communication, logisticsand military police will maintain a highoperational deployment tempo; keepingthem resilient and equipped with up-to-date technologies is a priority.• We must reduce the training, maintaining,safety and health issues, energy, and waterburdens to use equipment: Since wecannot anticipate which formations willdeploy where, equipment that is “intuitive”in use, energy and water efficient/flexible,will greatly increase our versatility; humanfactors engineering and virtual simulation-based training are highly desired attributes.This also supports the Army’s goal toimprove energy efficiency and reflects ourchanging culture that makes power andenergy a consideration in everything we do.The Technological EnvironmentIn the past, we were able to anticipate capabilitygaps based upon a relatively static threat, but thatmodel has disintegrated over the past two decades.Today, non-state actors and other nations are capableof acquiring advanced communications, cyber,unmanned aviation, and weapons that providethem sophisticated capabilities. Additionally, the
  10. 10. 14 Resource Decisions to Army Strategycommercial sector in many industries has grownmuch larger than the traditional defense sectorcausing a disconnect in the rate of innovationbetween commercial-technologies and military-technologies. The effect of this disconnect is thatwe must change how we think about our traditionalweapon systems and disaggregate them into threepieces to take advantage of commercial advances andmitigate potential vulnerabilities:• Components: These are items for whichtechnologies rapidly change (three tofive year cycles) such as sensors, software,and communication equipment; we wantthem to be adaptable and reconfigurableacross multiple platforms, expansible(readily updated in response to changingcircumstances) and linked together toclose multiple capability gaps; innovationis primarily driven by commerciallyavailable technologies requiring theArmy to maintain and improve a coreability to integrate components acrossmultiple systems and sub-systems; thesecomponents must be built with theunderstanding that size, weight and powermust be minimized.• Sub-Systems: These are the devicesthat link components to our platforms,for which technology changes moreslowly (once a decade) such as engines,gun tubes, radios, and cockpits; theyenable our platforms to shoot, move,and communicate; innovation is sharedbetween the commercial and defensesectors, requiring careful integration ofinvestments in areas such as encryption,robotics, unmanned systems, networking/energy efficiency, energetic materials andmobility.• Systems: Systems host our componentand sub-systems, for which technologychanges very slowly (several decades)such as tanks, helicopters, watercraft,and facilities; there are generally fewercommercial innovations, forcing us to relyon government funded research effortsin areas such as protection, survivabilityand lethality; replacing systems is oftenexpensive and takes a generation; someof our systems need to be replaced inthe near-term as the threat has made themobsolete, while others will be with us formany decades.The Fiscal EnvironmentAs a Nation, we are living in the midst of botha global and national fiscal crisis. The near-termis forcing crucial decisions relating to structure,readiness, and equipment modernization.Decisions made in the next few years, drivenby near-term fiscal challenges, will impact ournational defense for decades to come. During theperiods after protracted wars, the defense budgethas historically declined and we have taken a“procurement holiday,” which resulted in greaterrisk for the first battles of the next war. Theimpact takes into account the reality of defensespending – it rises and falls over time and is neverconstant. We will continue to refine our programinvestments under the following points:• Smaller procurement objectives: Asimmediate operational and resetrequirements decrease, the Army is refiningthe level of equipment we purchase annuallyas the Army cannot afford to equip andsustain the entire force with the mostadvanced equipment. The balance westruggle creating is to maintain operationalreadiness and fiscal responsibilities whilealso maintaining the industrial capacity toincrease procurement when necessary.
  11. 11. 15 Resource Decisions to Army Strategy• The Army will employ experiments anddemonstration, such as the NetworkIntegration Evaluations (NIE), to informcapabilities developed through Armyresearch and development (R&D) processes.The NIE is a series of evaluations designedto put new technologies in the hands ofSoldiers in a field environment early in thedevelopment process. The Army executesNIEs to evaluate emerging technologiesfrom industry and government R&D,incorporating Soldier feedback into theacquisition process which results in morecost effective capability development.• Align threshold requirements withmature/non-developmental technologies:Many capability gaps can be closed withequipment or technologies that alreadyexist; commodity-like procurementswill capitalize on industry practice toincrementally improve equipment as weunbundle our systems and requirementsinto components, sub-systems, and systems;this will also shorten acquisition timelines,enabling us to buy more often and divestingrather than sustaining some items.• Cost-effectiveness is different thanaffordable: For the foreseeable future,every equipment decision has to be bothaffordable within the overall budget toinclude life cycle logistics costs, but alsocost-effective in addressing the knowncapability gap that is being addressed; theopportunity cost of “over-spending” toclose a specific gap is that we will not beable to afford closing other gaps; we willmake cost-informed trades to manage risk.• Setting requirements to be affordable: Inthe past, we spent large sums to developprograms that we later could not affordor the capability gap changed; we seek tominimize development times to precludea forced “procurement holiday” while alsoassessing standing requirements that wehave decided not to fund to determine ifthose requirements should be cancelled.• Divest to reduce costs: To generateadditional resources for modernization, wewill accept risk by divesting older systems orniche capabilities to decrease sustainmentcosts; when planning platform replacementsand upgrades, assess the economicallysustainable life of the current platforms todetermine cost and risk of continuing tosustain, upgrade or replace the platform.• Invest for sustainability: When acquiringor upgrading capabilities, consideralternatives to reduce energy and waterdemands and develop operationally viablealternatives to reduce the tactical andoperational risk to Soldiers.SummaryOur top priority remains ensuring our Soldiers arefully trained, equipped and ready to support currentoperations. Virtually all equipment coming out ofIraq and Afghanistan will require reset. Even afterthe drawdown from Afghanistan is complete, theArmy will require funding for three years to resetour equipment from the harsh demands of war.As we look to defense guidance and the future,the Army is a key Joint Force asset and the world’sdecisive land force. Soldiers and squads must beequipped, enabled, and prepared to operate incomplex and uncertain battlefields supported byneeded information and overmatch capabilitiesdelivered to the right place, at the right time, toaccomplish their mission. The Army can preventconflict by maintaining credibility based on:dominant capabilities, readiness, environmentsshaped by sustained strong relationships with other
  12. 12. 16 Resource Decisions to Army StrategyArmies, building their capacity, and facilitatingstrategic access. If necessary, the Army rapidlyapplies its combined arms capabilities in a“discriminately lethal” fashion to deter and defeatany adversary. In pursuing this equipment strategy,we must equip the Army for many missions,under many conditions, in varied geographies,against evolving threats, in an uncertain fiscalenvironment. Overall, our modernization effortswill prepare the Total Force for complex anduncertain battlefield by putting a squad with preciseinformation and overmatch capability in the rightplace at the right time to accomplish their mission.As current budget realities challenge steadyfunding for programs and limit our investmentresources, we must make decisions on cost effectiveand affordable solutions with investments in keycapabilities to provide the Force needed to meetcombatant commanders’ requirements and providenecessary alternatives for our Nation. We believe thePresident’s Budget request for the Army does that.
  13. 13. Army Fiscal Year 2014 BudgetObjectives and Priorities
  14. 14. 19 Soldier and Squad are the foundation of ourArmy. The American Soldier remains the mostdiscriminately lethal force on the battlefield. Armyequipment modernization builds from the Soldierout, equipping our squads for tactical overmatch inall situations, connected to an integrated network,and operating in vehicles that improve mobilityand lethality while preserving survivability. Ourplan provides our small units over time witha range of equipment to provide him with anadvantage including individual and crew-servedweapons, next generation optics and night visiondevices, body armor and advanced individualprotection equipment, providing lethality andforce protection to the Soldier on the ground. Forthe Squad, tactical overmatch will be facilitated bya suite of small-unit systems including unmannedaerial vehicles, ground based robots, counter-IEDdevices, and the latest surveillance systems.The Army Network and Mission Commandconnect Soldiers across the Joint Force linkingthem to the right information from a range ofsensors and data sources at the right time to makethe best possible decisions. It provides the squadconnectivity with Joint assets, allowing accessto Joint firepower systems in the most complexphysical and human terrain.Our combat and tactical wheeled vehicles andaviation improvements enable our forces withgreater lethality, mobility and responsiveness.Overall, our modernization efforts will prepare theentire force for the complex and uncertain battlefieldby putting a squad with precise information andovermatch capability in the right place at the righttime to accomplish their mission.The Army’s FY 14 budget request supports theDefense strategy, provides a variety of capabilitiesto ensure the combatant commanders get whatthey need to shape their environment and reflectsthe equipment needed to deter and defeat currentand future threats. Below are the priorities andspecific objectives that guide FY 14 equipmentmodernization investments.Priorities ObjectivesEnhancetheSoldierforBroadJointMissionSupportEmpowerandenablesquadswithimprovedlethality,protectionandsituationalawarenessEnableMissionCommandFacilitateCommandandControlanddecision-makingwithnetworkedreal-timedataandconnectivitywiththeJointforceRemainPreparedforDecisiveActionIncreaselethalityandmobilitywhileoptimizingsurvivabilityforvehiclefleetsArmy Fiscal Year 2014Budget Objectives and Priorities
  15. 15. 20 Fiscal Year 2014 Budget Objectives and PrioritiesThe priority Army programs for FY 14 are:The Network• Warfighter Information Network-Tactical(WIN-T) $1.3B ($272M Research,Development, Test and Evaluation(RDTE)/$1.0B Other Procurement, Army(OPA) provides the broadband backbonecommunications necessary for the tacticalArmy. It extends an Internet Protocol (IP)based satellite and line-of-sight communicationsnetwork through the tactical force supportingtelephone, data and video. FY 12 began thefielding of the second increment of WIN-Tproviding an initial on-the-move capabilityas well as a robust line-of-sight transmissionnetwork and greater satellite throughput downto company level for maneuver brigades anddivision headquarters. FY 18 begins fieldingthe third increment of WIN-T, providing fullon-the-move capabilities as well as exponentialimprovements in throughput on the line ofsight transmission network and enabling anaerial layer to thicken the network.• Family of Networked Tactical Radios$402.1M (OPA) is the Army’s future deployablemobile communications family of radio systemsproviding advanced joint tactical end-to-endnetworking data and voice communicationsto dismounted troops and aircraft platforms.Formally known as the Joint Tactical RadioSystems (JTRS), these multi-band/multi-moderadio capabilities leverage IP based technologiesand provide network routing, embeddedinformation assurance and simultaneousexchange of voice, data and video.• Joint Battle Command-Platform (JBC-P)$110.6M ($7.4M RDTE/$103.2M OPA) is thenext generation of Force XXI Battle CommandBrigade and Below / Blue Force Tracking andis the foundation for achieving affordableinformation interoperability and superiorityon current and future battlefields and is theprincipal command and control/situationawareness (C2/SA) system for the Army andMarine Corps at the brigade level and-below.• Distributed Common Ground System-Army (DCGS-A) $295M ($28M RDTE/$267M OPA) provides integrated Intelligence,Surveillance, Reconnaissance (ISR) Processing,Exploitation and Dissemination (PED) ofairborne and ground sensor platforms providingcommanders, at all levels, access to the DefenseIntelligence Information Enterprise andleverages the entire national, joint, tactical andcoalition ISR community. Modernizes andprocures components for the DCGS-A program,DCGS-A fixed sites and data centers settingconditions for the Army’s ISR componentof the Common Operating Environment(COE). DCGS-A hardware and software willbe integrated into select ISR current forcePrograms of Record (POR) systems to networkenable and provide enhanced PED capabilities.• NettWarrior $122.6M ($41M RDTE / $81.6MOPA). Squads are the foundation of thedecisive force and Soldiers are the centerpieceof the Army’s formation. Nett Warrior (NW) isa dismounted Soldier worn mission commandsystem providing unprecedented C2/SAcapabilities supporting the dismounted combatleader. The design incorporates operational unitmission needs and leverages operational lessonslearned, while maintaining power requirementsin austere environments.Combat Vehicles• Ground Combat Vehicle (GCV) $592M(RDTE) is the Army’s replacement programPriority Programs
  16. 16. 21 Fiscal Year 2014 Budget Objectives and Prioritiesfor the Infantry Fighting Vehicle (IFV) inArmored Brigade Combat Teams (ABCTs)and is the centerpiece of the Army’s overallCombat Vehicle Modernization Strategy. TheGCV accommodates a nine-man infantrysquad, balances mobility and survivability, andprovides improved lethality on the battlefield.Key GCV attributes include, required networkintegration,modulararmorallowingcommanderadjustments based on operational threats as wellas a design which allows incorporation of futuresize, weight, power, and cooling technologies(SWAP-C). The Army expects to awardEngineering and Manufacturing Development(EMD) contracts in FY 14.• Armored Multi-Purpose Vehicle (AMPV)$116M (RDTE) replaces the M113 familyof vehicles and provides required protection,mobility and networking for the Army’s criticalenablers including mission command, mortars,medical evacuation and medical treatment aswell as general purpose vehicles. Following theFebruary 2012 Materiel Development Decision,an Analysis of Alternatives has been completed.The Army expects to award an Engineering andManufacturing Development contract followingMilestone B scheduled in third quarter FY 14.• Paladin Integrated Management (PIM)$340.8M ($80.6M RDTE/$260.2M Weaponsand Tracked Combat Vehicles (WTCV) isan important part of the Army’s GroundCombat Vehicle Modernization Strategy andprovides readily available, low risk upgradesenhancing the responsiveness, force protection,survivability and mobility of the self-propelledhowitzer fleet. The PIM replaces the currentM109A6 Paladin and M992A2 Field ArtilleryAmmunition Supply Vehicle with a more robustplatform incorporating Bradley common drivetrain and suspension components in a newlydesigned hull. The program completed theinitial Developmental Testing phase and wasdesignated as an Acquisition Category I MajorDefense Acquisition Program in FY 11.Light Tactical Vehicles• Joint Light Tactical Vehicle (JLTV) $84.2M(RDTE) is the centerpiece of the Army’s TacticalWheeled Vehicle modernization strategyreplacing approximately one third of the lightwheeled vehicle fleet by 2041. The JLTVfamily of vehicles is being designed to providethe necessary leap in protection, performance,and payload to fill the capability gap remainingbetween the High Mobility MultipurposeWheeled Vehicle (HMMWV) and the MineResistant Ambush Protected (MRAP) familyof vehicles. This multi-mission vehicle willprovide protected, sustained and networkedmobility for personnel and payloads acrossthe full range of military operations whethertraditional or irregular. The Army anticipates adown select to one specific manufacture prior toMilestone (MS) C decision in 3rd Quarter FY15 to determine the manufacturer to producethe first line of JLTVs.Aviation• Kiowa Warrior (KW) $257.8M ($69.8MRDTE/$184.0M Aviation Procurement, Army(ACFT)/$4M Operations & Maintenance,Army (OMA)). The Army recognizesa continuing requirement for a light,armed helicopter for manned armed aerialreconnaissance, surveillance and light attackoperations missions. In addition to OH-58DWartime Replacement Aircraft, this fundingmodernizes the Kiowa Warrior to the OH-58F model by providing enhanced cockpit andsensor capabilities through the Cockpit andSensor Upgrade Program (CASUP).
  17. 17. Equipment Portfolio Overviews
  18. 18. 25 Portfolio Overviews—Soldier and SquadSoldier and SquadSection 1— OverviewThe squad is the foundation of the decisive force and the cornerstone of all units. Ensuring our squadshave overmatch in the future, this portfolio focuses on equipping for squad success. Squad equipmentand weapons include: small arms, crew-served weapons, shoulder-fired and vehicle-mounted missiles,mortars, Soldier sensors and lasers, night vision devices, body armor, Soldier clothing, individualequipment, parachutes, and limited tactical communications equipment (see figure 1). Collectively,these systems enable lethality, protection, situational awareness and mobility for the individualSoldier and squad.FIGURE 1. Soldier and Squad Portfolio (see Acronym Glossary)SOLDIER AND SQUAD MATERIEL STRATEGY
  19. 19. 26 Portfolio Overviews—Soldier and SquadTo meet the readiness and the modernizationobjectives of the Army Campaign Plan the Soldierand Squad portfolio focus for FY 14 is:• Supporting the Engineering and ManufacturingDevelopment phase of the XM-25, CounterDefilade Target Engagement (CDTE) systemis the next step in employing this revolutionarySoldier-level, precision weapon system.• Continuing the fielding of Enhanced NightVision Devices to deploying Special OperationForces and Brigade Combat Teams.• Executing small arms procurement, as informedby the results of a full and open carbinecompetition, while simultaneously improvingthe current carbine capability for deployedforces.• Continuing replacement of the conventionalforce parachute inventory with the AdvancedTactical Parachute System.• Continuing Soldier load reduction effortsthrough research and development in bodyarmor, weapons and selected energy solutionsto extend dismounted Soldiers’ range andendurance.• Providing the Fire Resistant EnvironmentalEnsemble to aircrews improving their protectionand comfort.• Continue fielding of Operation EnduringFreedom Camouflage Pattern Fire ResistantArmy Combat Uniforms and organizationaland individual equipment to forces deployingto Afghanistan which will help inform futureArmy uniform camouflage strategy.Section II — Key Soldier and SquadPortfolio Accomplishments (FY 12/13):• Reduced Soldier load in Afghanistan byreplacing 501 M240B Medium Machine Gunswith Lightweight Medium Machine Guns(10 pounds) and 44,000 Outer Tactical Vestswith plate carriers (3.2 pounds). In addition,reduced the weight of the 81mm Mortar by 20pounds and the 60mm Mortar by 8.8 pounds.• Provided the American Soldier with the bestpossible carbine by procuring improved M4A1s(rather than M4 Carbines) and convertingexisting M4 Carbines into improved M4A1s.Capability improvements include a heavierbarrel for greater barrel life, fully automatictrigger and selector switch, ambidextrouscontrols, improved sustained rate of fire, aconsistent trigger pull and improved ergonomicsand handling characteristics.• Continued procuring the following small armsweapon initiatives with:>> 12,000 M4A1 Carbines from newproduction to support the industrial base,while procuring the parts to convert evenmore M4s to M4A1s.>> 5,402 kits to convert .50 cal Machine gunsto Quick-Change Barrel (QCB) Variantsto eliminate the need to set Head Space &Timing.• Limited procurement and increased research anddevelopment of Soldier night vision equipmentfor current and future contingencies enhancingSoldier lethality and situational awareness acrossthe full range of missions:>> 2,195 Sniper Night Sights for SpecialOperations Forces (SOF), Brigade
  20. 20. 27 Portfolio Overviews—Soldier and SquadCombat Teams (BCTs) and BattlefieldSurveillance Brigades.>> 27,765 Thermal Weapon Sights fordeploying BCTs, Combat Support (CS)and SOF units.>> 1,301 Laser Target Locators for BCTs.>> 372 Small Tactical Optical Rifle-Mounted(STORM) (micro laser range finders) fordismounted infantry and scouts in BCTs.>> 1,059 Enhanced Night Vision Goggles fordeploying BCTs and SOF units.Section III — Key FY 14 Soldier andSquad Portfolio Investments:The FY 14 Soldier investments total $1.1B ($115MRDTE/$295M WTCV/$377M OPA/$200MMissile Procurement, Army (MSLS)/$109M OMA)and include small arms (individual and crew-servedweapons), night vision, Soldier sensors, body armor,individual networked command and control (C2),Soldier clothing and individual equipment, andparachutes. Specific investments in this portfolioinclude:• $167M (OPA) procures Enhanced Night VisionGoggles for deploying SOF and 6,147 systemsper deploying BCT.• $31.6M (WTCV) continues small armsinvestment consisting of M4A1 procurementwhich supports the industrial base; convertingM4s to M4A1s; and procuring carbineaccessories (Close Combat Optics, M4 Rails,Close Quarters Battle Kits, Cleaning Kits andMagazines). The M4A1 provides Soldiers withclose quarters capability at extended ranges withaccurate lethal fire.• Full spectrum dominance Soldier sensors andlasers for deploying BCTs and SOF:>> $30.9M (OPA) procures 658 Laser TargetLocators.>> $22.3M (OPA) procures 1,491 STORM(micro laser range finders).• $46M (OPA) fields new parachutes andaccessories for three BCTs.• $24.0M (WTCV) for 5,061 M320A1 40MMGrenade Launchers.• $56.6M (WTCV) for 242 Common RemotelyOperated Weapon Station (CROWS).• $49.6M (WTCV) for 29,987 IndividualCarbines.• $33.7M (WTCV) for 3,238 QCB Kits toconvert M2 (.50 Cal) Machine Guns to M2A1s.• Begin upgrading all ImprovedTarget AcquisitionSystem (ITAS) systems with Network Lethalityand Image Enhancement to increase overallTube-Launched, Optically-Tracked, Wire-Guided (TOW) lethality.
  21. 21. 28 Portfolio Overviews—Mission CommandMission CommandSection 1 — OverviewLandWarNet (LWN) 2020 And Beyond is the Army’s End-to-End Network that simultaneously supportsall Army Mission Areas. The Mission Command portfolio is the Operational segment of this networkwhich supports Service, Joint, Coalition, and Interagency operations (see figure 2). This portfolio consistsof four distinct capability areas: Transport, Applications, Enablers and Integration. Warfighter InformationNetwork – Tactical (WIN-T) and the Family of Networked Tactical Radios are the primary Transportprograms; Tactical Battle Command (TBC), Joint Battle Command – Platform (JBC-P) and Global CombatSupport System – Army (GCSS-A) are the key Application programs; Communication Security (COMSEC)with Key Management Infrastructure and Power Generation are the key Network Enabler programs; andFIGURE 2. Mission Command Portfolio (see Acronym Glossary)MISSION COMMAND MATERIEL STRATEGY
  22. 22. 29 Portfolio Overviews—Mission CommandNIE is the principal integration program. TheArmy integrates these elements into a coherent,intuitive network of sensors, Soldiers, platforms,and command posts linked by a robust transportnetwork with an enabling suite of C2 applications,plus the necessary Network Operations (NetOps)tools providing our Soldiers greater access to variedand defendable network capabilities.The network supports both the operating andgenerating force, shares information across levelsof classification and enables rapid applicationdevelopment and deployment. The network is thecombat multiplier for a flexible Army and everySoldier has enabled access.Section II — Key Mission CommandPortfolio Accomplishments (FY 12/13):• Fielding of Capability Set 13 (CS13) to fiveBrigade Combat Teams and two Divisionheadquarters. CS13 provides the first fullyintegrated Networking on-the-move capabilitythrough networking radios, satellite systems,software applications, and smartphone likedevices developed as a result of Soldier-drivenevaluations during the NIE process.• Completed the fielding of WIN-T Increment(Inc) 1 and Inc 1a initial capabilities to 210units. In an effort that began in FY 12, allInc 1 and 1a units will be upgraded to Inc 1bproviding Enhanced Networking at the Haltcapabilities by introducing the Net CentricWaveform modem and the “colorless core” forinteroperability.• Conducted the Initial Operational Test andEvaluation (IOTE) for WIN-T Inc 2 providingan initial on-the-move capability and extendingthe network to the company level. Fieldedinitial Inc 2 to support CS13 Units.• Completed the reshaping of the former JTRSprograms. Conducted the IOTE for theHandheld, Manpack, and Small Form Fit(HMS) ManPack (MP) and Rifleman Radio(RR) resulting in direction to procure andfield the initial Rifleman Radio capabilitiesand direction to procure the initial HMS MPcapability. Fielded initial RR and HMS MPcapabilities to support CS13 units.• Began the fielding of an Advanced MediumMobile Power Source (AMMPS), designedto integrate with distributed renewablepower generation, power storage and powermanagement solutions, in support of SecurityForces Assistance Advisory Teams (SFAATs),Village Stability Platforms (VSPs) and austerecombatoutposts. AMMPSgeneratorsreplacetheTactical Quiet Generators, are EnvironmentalProtection Agency (EPA) compliant andprovide a 21 percent improvement fleet-widein fuel efficiency. Further fuel reductions arebeing obtained at selected forward operatingbases where we have integrated mini-grids withAMMPS.• Completed development of Command Postof the Future (CPOF) 7.0, culminating afour year effort to engineer the system tosupport continuous operations in all networkenvironments. With this delivery in FY 12,CPOF gives the Soldier the ability to operatein disconnected, intermittent, and latentnetwork environments and automatically re-synchronizing offline data changes when thenetwork becomes available.• Began development of Mission Commandcollapse, which provides a significantly enhancedCommon Operating Picture (COP) andcollaboration experience through an automatedinterface on the Mission Command workstationfor intelligence, fires, logistics management andairspace management. This frees the Soldier by
  23. 23. 30 Portfolio Overviews—Mission Commandeliminating countless hours and effort of havingto swivel chair or manually input specific warfighting function data into the COP.• Implemented the Command Post ComputingEnvironment (CP CE) under the CommonOperating Environment (COE), which providesa significantly enhanced COP and collaborationthrough an interface on a consolidated MissionCommand workstation for intelligence, fires,logistics management and airspace managementtools and applications in a more intuitive andcost effective manner. Formalized the COEeffort by assigning responsibility for leading thevarious Computing Environments, includingCommand Posts, Mounted, and Mobile/Hand Held.• Implemented the series of NIE events to ensureintegrated network capabilities are delivered tounits rather than separate systems which requireintegration. NIE also provides the Army witha mechanism to rapidly and cost-effectivelyevaluate and assess commercial upgrades andcapabilities for Army use.Section III — Key FY 14 MissionCommand Investments:FY 14 Mission Command investments total $3.6B($844M RDTE/$2.4B OPA / $369M OMA) andinclude communications transport, applications andnetwork services capabilities. Specific investmentsin this portfolio include:• $293M (OPA) procures WIN-T Increment 1bupgrading 77 Brigades.• $712M (OPA) procures WIN-T Increment 2equipping four BCTs and two Divisions andspares.• $272M (RDTE) continues the development ofWIN-T Increment 3 to include an integratedNetOps, Aerial Layer and the convergence of theintelligence network into the WIN-T network.• $402.1M (OPA) procures Mid-Tier NetworkingVehicular Radio (MNVR) systems, HMSManPack radios and Rifleman Radios for BCTs.• $103.2M (OPA) procures Joint BattleCommand-Platform (JBC-P) for BCTs andBDEs.• $7.4M (RDTE) supports implementation ofMounted Computing Environment (MCE) aspart of COE.• $36.5M (RDTE) resources development effortsfor Command Post COE server infrastructure/common software, interoperability, COEmission command application modifications,operations/intelligence convergence and therich web client/command web capability.• $101.4M (OPA) provides continuedprocurement of AMMPS.• $194M (RDTE) and $20M (OPA) resourcestwo NIEs per fiscal year and enables theprocurement of limited new technology as aresult of the new approach to agile acquisitionin the NIE process.• $41.2M (RDTE) and $83.9M (OPA), achievesthe GCSS-A Full Deployment Decision (FDD),begins training and fielding of Wave 1 to allSupply Support Activities Army wide, continuesdevelopment of Wave 2 consisting of unit supply,ground maintenance and property book.
  24. 24. 31 Portfolio Overviews—IntelligenceIntelligenceSection 1— OverviewThe Intelligence Portfolio incorporates key components of intelligence collection, exploitation, andanalysis across four primary layers: Foundational, Terrestrial, Aerial and Space. The goal of the portfolio isto fully integration the core intelligence capabilities, including Signals Intelligence (SIGINT) collection,Counterintelligence (CI)/Human Intelligence (HUMINT) interrogation and source operations, andGeospatial Intelligence (GEOINT), including Full Motion Video (FMV). The portfolio also includes secureintelligence communications architecture, synchronized and integrated with the Army’s network initiatives.This architecture supports all aspects of exploitation, analysis, and dissemination to meet the readiness andmodernization objectives of the Army Campaign Plan.FIGURE 3. Intelligence Portfolio (see Acronym Glossary)INTELLIGENCE MATERIEL STRATEGY
  25. 25. 32 Portfolio Overviews—IntelligenceAs depicted in figure 3 (pg. 31), the Intelligenceportfolio provides essential modernization to keeppace with the evolving threat and rapid technologicaladvancements.• Fully funds the Distributed Common GroundSystem – Army (DCGS-A)• Fully funds the Enhanced Medium AltitudeReconnaissance and Surveillance System(EMARSS)• Fully funds the Prophet Ground SIGINTcapabilitySection II – Key IntelligencePortfolio Accomplishments (FY 12/13):• Continued the transition of DCGS-A OperationEnduring Freedom (OEF) capabilities to “cloudcomputing” architecture, with user gatewaysfrom Company Intelligence Support Team(CoIST) to the International Security AssistanceForce Headquarters.>> Began training the cloud software baseline.• Completed a formal Initial Operational Test andEvaluation (IOT&E) of DCGS-A in FY 12. TheDefense Acquisition Executive published a FullDeployment Decision (FDD) Memorandum inDecember 2012.• Achieved EMARSS Milestone (MS) B andentered the EMD phase with contract award forfour to six EMD EMARSS aircraft to the BoeingCorporation. Began development and initialtesting of these EMD aircraft in preparation forMS C in FY 14.• Procured and integrated Enhanced SituationalAwareness(ESA)andHighBandCommunicationsIntelligence (COMINT) (HBC) on the remainingseven RC-12X GUARDRAIL Common Sensor(GRCS)systemsforfieldinginFY12. Retrofitsthefirst seven modernized GRCS with improvementsto COMINT ESA, Communications HighAccuracy Location System, and HBC in FY 13.• Continued Airborne Reconnaissance – Low(ARL) upgrades of system payloads withimprovements to interface software and radarin FY 12 remaining a relevant ISR collectionasset against a dynamic range of targets. oftargets. Provided interoperable data links andworkstation architecture software in FY 13 toimprove workstation performance.• Equipped and fielded the Gray EagleUnmanned Aircraft System (UAS) in FY 12and FY 13 with the Common Sensor Payload(CSP), which includes Full Motion Video(Electro-Optical/Infrared/Laser Designator).Also equipped the Gray Eagle UAS with theSmall Tactical Radar Lightweight (STARLite)sensor, a Synthetic Aperture Radar (SAR)that provides imagery through weather anddetects moving target indicators. RDTEefforts initiated engineering development ofHigh Definition (HD) video improvementsfor CSP, enhancements to STARLite range,and resolution and initiation of EMD of theTactical SIGINT Payload (TSP). TSP testingwill be delayed by six months, delaying thecompletion of TSP EMD Block 1 Increment 1from July 2013 to July 2014.• Fielded Prophet Enhanced Ground SIGINT, amore modular and vehicle-agnostic version ofProphet Signals Intelligence collection capability,to BCTs and Battlefield Surveillance Brigades(BfSBs) operating in combat theaters.>> Fielded 12 of the Prophet Enhancedsensors to next deployers as TheaterProvided Equipment (TPE) in FY 12.Provided RDTE for software and hardwareupgrades to the Prophet Enhanced sensorsin order to maintain operational relevance.
  26. 26. 33 Portfolio Overviews—Intelligence>> Fielded five Prophet Enhanced sensorsto next deployers as TPE in FY 13.Provided RDTE for continued softwareand hardware upgrades to the ProphetEnhanced sensors.Section III –Key FY 14 IntelligencePortfolio Investments:The FY 14 Intelligence portfolio investments total$766M ($154M RDTE / $349M OPA / $263MACFT) and include the key components of ISRcollection, exploitation, and analysis. Specificinvestments in this portfolio include:• $295M ($267M OPA/$28M RDTE) fundsDCGS-A development and procurement tomodernize and procure components for theDCGS-A Program, DCGS-A fixed sites, andData Centers, setting conditions for the Army’sISR component of the COE. DCGS-A hardwareand software will be integrated into select ISRcurrent force platforms to network enable andprovide enhanced ISR PED capabilities.>> Provides development and testing ofDCGS-A multi-intelligence capablesoftware baselines as well as the continueddevelopment and testing of the CommandPost Computing Environment as it fits intothe Army’s overarching COE construct.>> Procures 2,303 DCGS-A Portable Multi-Function Workstations, 88 Fixed – MultiFunctional Workstations, 94 GEOINTWorkstations, three DCGS-A ISR ProcessCenter V1s, 15 DCGS-A ISR ProcessCenter V2s, one Operational ISR GroundStation, one DCGS-A Global UnifiedData Environment Node, and 18 CrossDomain Systems and 194 IntelligenceFusion Servers. These systems willsupport one corps, three divisions, 12BCTs, three special operations units,three maneuver enhancement brigades,three combat aviation brigades, threefires brigades, Army Materiel Command(AMC) Intelligence Directorate, andother combat support (CS) and combatservice support (CSS) units entering theArmy Force Generation (ARFORGEN)available pool.• $152.5M ($142.1M ACFT; $10.4M RDTE)funds development and procurement forEMARSS to provide a real-time, networkedmulti-sensor intelligence collection capabilitythroughout the joint battlespace, with focus onsupport to BCT operations.>> Completes EMD phase, including all testand evaluation activities.>> Procures four Low Rate Initial Production(LRIP) systems.• $10.3M (ACFT) completes SIGINT Payloadmodernization and begins FMV integration forGuardrail Common Sensor.• $12.5M (ACFT) supports procurement of amission equipment package to install sensorsthat support a plug-and-play mounting systemto allow rapid integration of sensors for ARL.>> Procures workstation architecture for onesystem, workstation, servers, monitors,and communications equipment.• $128.1M ($97.8M ACFT/$30.3M RDTE) forUAS ISR Payloads, providing the Gray Eagleplatform with day and night capability to collectand display FMV continuous imagery, wide-areaall-weather search capability, persistent stare,Ground Moving Target Indicator (GMTI), andSAR capabilities.>> Provides development of UAS payloads andprocurement of eight CSP Electro-Optical/
  27. 27. 34 Portfolio Overviews—IntelligenceInfrared/Laser Designator (EO/IR/LD)equipped with HD sensors, 23 CSP HDRetrofits, and eight STARLite SAR/GMTIsensors and 16 TSP sensors for integrationand fielding support to the ARFORGENschedule. RDTE facilitates continuedimprovements to CSP and STARLite andbaseline development of TSP.• $65.3M ($59.2M OPA/$6.1M RDTE) forProphet Ground SIGINT.>> Procures nine Prophet Enhanced sensorsmounted on Panther Medium MineProtected Vehicles for training andfielding to BCTs and BfSBs operating incombat theaters.>> Funding will also procure three next-generation antennas and hardware/software improvements to keep pacewith rapidly changing threat technology,tactics, techniques, and procedures.>> Funds RDTE product upgrades for next-generation signals and multi-path/co-site mitigation for pre-planned productimprovement requirements for ProphetEnhanced sensors.
  28. 28. 35 Portfolio Overviews—Ground Movement and ManeuverFIGURE 4. Ground Movement and Maneuver Portfolio (see Acronym Glossary)GROUND MOVEMENT AND MANEUVER MATERIEL STRATEGYGround Movement and ManeuverSection 1— OverviewThe Ground Movement and Maneuver Portfolio’s goal is to develop and field an integrated combined team,linked by the network, and capable of dominating across the range of missions today and into the future. Keyto this effort is our Combat Vehicle Modernization Strategy which transforms the capability of the BrigadeCombat Team by acquiring the Ground Combat Vehicle (GCV) and replacing the M113 Family of Vehicleswith an Armored-Multi Purpose Vehicle AMPV). The strategy also improves the Abrams tank; the BradleyCavalry, Fire Support, and Engineer Vehicles; and the Stryker by increasing protection, ensuring requiredmobility, and allowing integration of the network.
  29. 29. 36 Portfolio Overviews—Ground Movement and ManeuverSection II – Key Ground Movement andManeuver Portfolio Accomplishments(FY 12/13)• Modernizes 1st Infantry Division (Fort Riley)and the 116th ABCT (Idaho Army NationalGuard) with the most modern versions of theAbrams tank (M1A2 System EnhancementProgram (SEP) v2) and the Bradley FightingVehicle (M2A3). The 155th ABCT (MississippiArmy National Guard) will also field the M1A2SEP v2 to complement the M2A3 BradleyFighting Vehicles that were fielded in 2012.• Continue our focus on achieving standardizationof two variants of our dominant combatmaneuver platforms (M1 Abrams Tank and M2Bradley Fighting Vehicle (BFV)) combined withexpansion of the versatile and lethal StrykerCombat Vehicle.>> Upgraded kits made the M2A3 OperationDesert Storm (ODS) and M3A2 ODSBradleys compatible with the M1A1SA Abrams, providing greater lethality,survivability, and sustainability.Section III –Key FY 14 Ground Movementand Maneuver Portfolio Investments:The FY 14 Ground Movement and Maneuverinvestments total $1.8B ($870M WTCV/ $943MRDTE) and include the Army’s combat vehicles suchas Abrams, Bradley, Stryker, and the developmentof the GCV. Specific investments in this portfolioinclude:• $592M (RDTE) develops GCV technologieswhich continue through 3rd quarter FY 14.• $374M ($168M RDTE / $206M OPA) beginsM109A6 PIM procurement by purchasingthe Paladin Digital Fire Control System-Replacement. RDTE funds the developmentand integration of common components intoprototype vehicles.• $116M (RDTE) funds AMPV Pre-MilestoneB development activities with a Milestone BDefense Acquisition Board (DAB) planned for3rd quarter, FY 14.• $49.9M (RDTE) funds Stryker EngineeringChange Proposal (ECP) that addresses futurenetwork integration, mobility, and SWaP-C.The Stryker ECP provides growth in electrical,mechanical, and engine power.• $394M (WTCV) funds a third Double-V-Hull(DVH) brigade through the Stryker ExchangeProgram in FY 14-16 and fielding of NuclearBiological Chemical Reconnaissance Vehicles(NBCRV).• $279M ($178M WTCV/$101M RDTE)completes the fielding of M1A2 SEP v2 Abramsand achieves Modular Two Variant FleetConfiguration which is 1,593 M1A2 SEP v2sand 791 M1A1 AIM SA. RDTE funds thetechnology development phase for Abrams ECPimprovements.• $234M ($158M WTCV/$76M RDTE)completes the fielding of Bradley ODS-Situational Awareness (SA) vehicles to theArmy National Guard (ARNG) and continuesproduction of ECP1 capability that restoreslost ground clearance due to increased combatweight. RDTE focuses on ECP improvementsfor the Bradley Cavalry, Fire Support, andEngineer Vehicles focused on mobility andSWaP-C improvements.
  30. 30. 37 Portfolio Overviews—AviationAviationSection 1— OverviewThe Aviation portfolio consists of core aviation programs, including utility and cargo, fixed wing missionprofiles, reconnaissance/attack, Intelligence, Surveillance and Reconnaissance (ISR), and Unmanned AircraftSystems (UAS) which meet the readiness and modernization objectives of the Army Campaign Plan.As depicted within figures five through seven,key objectives and decision points in the Aviationportfolio are:• Fully fund the KiowaWarrior OH-58F program.• Fully fund the Apache AH-64E (Apache BlockIII) program.• Fully fund Gray Eagle UAS production.FIGURE 5. Aviation Portfolio (Core Programs) (see Acronym Glossary)AVIATION MATERIEL STRATEGY (CORE PROGRAMS)
  31. 31. 38 Portfolio Overviews—Aviation• Fully fund UH-60 production, meeting 4th IDCombat Aviation Brigade (CAB) growth andthe increased aircraft requirement for SpecialOperations.• Complete procurement of the Lakota LightUtility Helicopter program at 315 aircraft, 31short of the Army Acquisition Objective.• Fully fund the 13th CAB and Special OperationsCH-47 aircraft requirements.Section II—Key AviationAccomplishments (FY 12/13):• Continued induction of Apache AH-64D BlockI helicopters for remanufacture to AH-64E(Apache Block III).• Continued equipping of the Advanced ThreatInfrared Countermeasures (ATIRCM) on theCH-47D/F helicopters.• Continued upgrading the Raven UAS to DigitalFIGURE 6. Aviation Portfolio (Utility/Cargo/Fixed Wing) (see Acronym Glossary)AVIATION MATERIEL STRATEGY (UTILITY/CARGO/FIXED WING)
  32. 32. 39 Portfolio Overviews—AviationData Link (DDL) with 84 DDL systems fieldedin FY 12, 377 new systems procured, and332 analog systems converted to DDL. DDLincreases the amount of channels Raven aircraftuse within a single geographic area, providingthe supported unit more FMV coverage acrossthe area of operations.• Fielded the 1-135th Attack ReconnaissanceBattalion (ARB) (Missouri ARNG) with AH-64D Apache Block II helicopters; also continuedfielding the 1-183rd (ARB) (Idaho ARNG) and1-149th ARB (Texas/Mississippi ARNG) withAH-64D Apache Block II helicopters.• In FY 12, procured and fielded componentsof the Air Warrior System (to include the newOperation Enduring Freedom CamouflagePattern flight uniform) to deploying CAB’saircrew members. In FY 13 completeprocurement of the Air Warrior System, withfielding completed to the Army in FY 14.FIGURE 7. Aviation Portfolio (RECON/ATTACK/UAS) (see Acronym Glossary)AVIATION MATERIEL STRATEGY (RECON/ATTACK/UAS)
  33. 33. 40 Portfolio Overviews—Aviation• Fielded Medical Evacuation (MEDEVAC)helicopters (HH-60M) to four General SupportAviation Battalions, supporting Army andDepartment of Defense leadership emphasis onincreased MEDEVAC Capability.• Procured 19 MQ-1C Gray Eagle UnmannedAircraft and the associated ground supportequipment ($518.1M). Gray Eagle missionsinclude Reconnaissance, Surveillance, TargetAcquisition, Armed Reconnaissance, SignalsIntelligence, Communications Relay, and BattleDamage Assessment.>> Fielded two Gray Eagle Quick ReactionCapability platoons equipped with fouraircraft each, both of which were deployedin support of OEF.>> Completed fielding the first MQ-1C GrayEagleCompanytothe1stCavalryDivisionCAB and the unit which deployed in FY12.>> Fielded the second MQ-1C Gray EagleCompany to the 1st Infantry DivisionCAB in the 3rd quarter of FY 12. Theunit conducted Initial Operational Testand Evaluation in August 2012 andsubsequently deployed.>> Upon completion of the fielding plan,the Army will have fielded 13 GrayEagle Companies with two assignedto the Special Operations Command,one to each active component divisionheadquarters (ten total), and one to theNational Training Center.• Procured Shadow modifications including sevenTactical Common Data Link (TCDL) RetrofitKits, seven launchers, nine Universal MissionSimulators, 80 New Mission Computers, and14 SIGINT payloads. New EquipmentTrainingfor TCDL Retrofits continues through FY 14.• Focused rotary wing aircraft modernization onthe UH-60 (Black Hawk), CH-47 (Chinook),and AH-64 (Apache) helicopters:>> Procured 49 UH-60M (utility mission)and 24 HH-60M (MEDEVAC mission)helicopters. The M model providesa digitized cockpit, a new engine forimproved lift, and range and wide-chordrotor blades. By the end of FY 12, theArmy equipped four Assault HelicopterBattalions (AHBs) with the UH-60M.>> Procured 50 CH-47F and eight MH-47G (Chinook) aircraft while providingmodifications including a loading system,enabling more rapid reconfiguration fromcargo to passenger support missions.Continued fielding the CH-47F to theActive and ARNG components, withUSAR fielding to begin in FY 14.>> Procured 67 Apache AH-64E (ApacheBlock III) aircraft and provided theexisting Block II fleet with modificationsthat address operationally drivenimprovements and obsolescence.Improvements: Manned-UnmannedTeaming and Sensors upgrades.• Funded $48M for RDTE and $35M OPAfor Hostile Fire Quick Reaction Capabilitydevelopment, testing, and fielding of thecapability in September 2013.• Funded $26M for the KW helicopter, addressingobsolescence and weight reduction efforts forthe aging KW fleet. Also funded the continuedresearch and development of the Cockpit andSensor Upgrade Program and procurement oflong lead items for the first lot of LRIP of OH-58F helicopters.• Funded $15M in FY 12 the Armed Aerial Scout(AAS) supporting program RDTE.
  34. 34. 41 Portfolio Overviews—Aviation• Funded $2.9B in FY 12-13 for the Blackhawkhelicopter Multi-Year Procurement, procuring92 UH-60M and 48 HH-60M aircraft. Thefirst year of Multi-Year/Multi-Service VIIIcontract was FY 12.• Funded $18.1M in RDTE to support thecontinued development of the ImprovedTurbine Engine Program, which is scheduledfor a MS A decision in 2013.• Funded $250M for Lakota in FY 12, of which$244M remains allocated for the Army NationalGuard. Procured 39 aircraft in FY 12.• Funded fixed wing aircraft modificationsto include Global Air Traffic Management(GATM) upgrades, cockpit upgrades, andmandatory safety upgrades.• Fielded three new Twin Otters to replace legacyaircraft for the Golden Knights.• Funded two aircraft for the Army Test andEvaluation Command to replace retiring T-34aircraft.• Funded $666M in FY 12 for AH-64E (ApacheBlock III). The Army remains on schedule toequip the first unit with the AH-64E (ApacheBlock III) in FY 13.• Funded $104M in FY 13 for the RQ-7B Shadow,supporting the acquisition of seven TCDLRetrofit Kits and 400 One System RemoteVideo Terminal (OSRVT) modification kits.• Funded $25.8M in FY 13 for RQ-11B Raven,procuring 78 gimbaled systems (234 AirVehicles) and other hardware costs, includingground control stations, remote video terminal,and an initial deployment spares package. Thegimbaled payload combines the Electro-optical/Infrared cameras into one payload ball and is amajor improvement over the current payloads.In addition, funding meets unit requests for avirtual training device for system operators.• Funded $518.1M in FY 13, maximizing theproduction rate of the MQ-1C Gray Eagleprogram, procuring 19 MQ-1C aircraft andassociated ground support equipment.• Funded $127M in FY 12 for the Joint Air toGround Missile (JAGM) which supports thetransition of the Army Hellfire missile to a jointmissile system. This system replaces the MarineCorps air launched version of the TOW missileand the Navy’s Maverick missiles. In addition,funds were applied to the JAGM programrestructure which extended the technologydevelopment phase.• Funded $163M in FY 12 for 350 of the Gen3Electronic Control Units for Common MissileWarning System.Section III –Key FY 14 AviationPortfolio Investments:Fiscal Year 14 Aviation investments total $5.5B($640M RDTE/$108.5M Procurement ofAmmunition,Army(AMMO)/$4.4MMSLS/$4.8BACFT) and include required capabilities in thereconnaissance, attack, unmanned, utility andcargo, and fixed wing mission profiles. Specificinvestments in this portfolio include:• $121M (RDTE) for the TechnologyDevelopment phase of the CommonInfrared Countermeasure (CIRCM) systemfor Army aviation platforms. CIRCM is alightweight, low cost, highly reliable laser-based countermeasure system which worksin conjunction with Service missile warningsystems (i.e. Common Missile WarningSystem). The program’s Full Rate Productiondecision is scheduled for FY 19.
  35. 35. 42 Portfolio Overviews—Aviation• $13.1M ($2.3M RDTE/$10.8M ACFT)for RQ-11B Raven, procuring 103 gimbaledpayload retrofits and new equipment training(NET).• $133.9M ($12M RDTE/$121.9M ACFT)for RQ-7B Shadow supporting the acquisitionof seven Shadow TCDL Retrofit kits (andassociated spare parts), seven launchers, 94New Mission Computers, six Universal MissionSimulators, and 70 Mobile Directional AntennaSystem extended range antennas.• $529.4M ($10.9M RDTE/$518.5M ACFT)procures 15 MQ-1C aircraft and associatedground support equipment.• $1.3B ($80M RDT&E/$1.2B ACFT) procures41 UH-60M, 24 HH-60M, funds ImprovedTurbine Engine Program and UH-60 digital LRDTE efforts, and purchases mission equipmentpackages.• $884.2M ($124.8M RDTE/$759.4M ACFT)procures 42 Remanufactured AH-64E (ApacheBlock III) aircraft and associated modificationsto existing AH-64D fleet.
  36. 36. 43 Portfolio Overviews—Indirect FiresIndirect FiresSection 1— OverviewTo prevail in future operational environments and succeed in a wide range of contingencies, the Army musthave a campaign-quality, expeditionary Indirect Fires force that delivers and integrates lethal and non-lethalfires and enables joint commanders in their ability to dominate the operational environment. The IndirectFires portfolio consists of fire support capabilities in the following four areas: Precision Sensors, DeliveryPlatforms (Shooters), Munitions, and Field Artillery (FA) C2 Systems. (See figure 8).To meet the threats of an ever adaptive adversary who employs unconventional tactics, the Army mustcarefully balance the quantity, quality and management of its equipment. The Indirect Fires portfolioFIGURE 8. Indirect Fires Portfolio (see Acronym Glossary)INDIRECT FIRES MATERIEL STRATEGY
  37. 37. 44 Portfolio Overviews—Indirect Firesincludes several types and variants of equipment,which focuses on a vast number of precision andnear-precision Indirect Fires missions. To that end,the key strategic objectives for the Indirect Firesportfolio are:• Improve Precision Targeting capability,especially lightweight, handheld targetingsystems.• Incorporate Joint Fires into procurementplanning.• Develop and procure Precision MunitionssupportingTotalArmyMunitionsRequirements.• Enhance organic Precision Fires capabilities ofInfantry Brigade Combat Teams (IBCT).• Sustain and modernize firing platforms insynchronization with Army modernizationplans.• Support the merging of the command andcontrol program and the Battle CommandNetwork architecture.• Seek common user interfaces across all Fireslaunch and radar systems.• Seek fielding opportunities in providingtechnologies rapidly to the Soldier.Section II – Key Indirect FiresPortfolio Accomplishments (FY 12/13):• Completed fielding and deployed the 12 initialproduction model Q-53 radar systems insupport of Operation New Dawn (OND) andOEF. Fielded 20 additional Q-53 radar systemsfor units deploying in support of OEF (FY 12).• Upgraded Firefinder radars (AN/TPQ-36 andAN/TPQ-37) with a new and more reliableradar processor (Q-36 and Q-37) as well asimproved power amplifier modules and antennaarrays (Q-37).• Continued the upgrade of the LightweightLaser Designator Range-finders (LLDR)supporting the Army directed requirement forincreasing precision in employment of PrecisionMunitions.• Continued development of the Joint EffectsTargeting System (JETS) target locationdesignation system with the technologydemonstration phase planned for FY 13.• Continued improvement of the Q-50 Light-weight Counter Mortar Radar (LCMR) system.• Completed fielding of High Mobility ArtilleryRocket System (HIMARS) launchers (FY 13).• Continued development of the Multiple LaunchRocket System (MLRS) Improved ArmoredCab (IAC) (FY 13).• Began development of the MLRS launcher FireControl System–Upgrade (FCS-U) (FY 13).• Began developmental testing of PIM,addressing long-term sustainability and firescapabilities for the ABCT and conductedLimited User Test in preparation of MilestoneC and LRIP decision.• Completed production of additional M777A2Howitzers, enhancing organic precision firescapability to IBCTs.• Began fielding the digitized modifications for theM119A2 105mm Towed Howitzer, addressingresponsiveness of fires to support IBCTs.• Developed and tested Increment 1B of theExcalibur 155mm Precision-Guided ArtilleryMunition and prepared to begin low-rate InitialProduction in 1QFY 13.• Tested and began procurement of an Urgent
  38. 38. 45 Portfolio Overviews—Indirect FiresMateriel Release quantity of the PrecisionGuidance Kit fuse for the 155mm non-precisionmunitions.• Will complete fielding of AN/GMK-2,Profiler Meteorological systems, displacingthe two vehicle helium balloon meteorologicalmeasuring system.Section III – Key FY 14 Indirect FiresPortfolio Investments:FY 14 Fires (Indirect) investments total $1.6B($381M RDTE/$353M WTCV/ $428MOPA/$130.1M AMMO/$275.0M MSLS) andinclude lethal and non-lethal fires and effects suchas radars, cannons, launchers, munitions as well asautomated enablers. Specific investments in thisportfolio include:• $26M (OPA) develops and procures LightweightLaser Designator Rangefinder (LLDR) 2Hmodifications enhancing target locationaccuracy.• $21.6M (RDTE) provides RDTE for JETS.• $30M (WTCV) sustains and improves BradleyFire Support Team Hardware/ Softwaremodifications with the Fire Support SensorSystem (FS3).• $40.7M (OPA) procures 40 Q-50 LCMRSystems.• $40M (RDTE) Continue development andtesting of the MLRS IAC and the MLRSFCS-U, and develop and test HIMARS softwareupdates.• $17.7M (MSLS) Begin procurement of MLRSIAC cab and install the HIMARS EnhancedCommand and Control (EC2) modification.Note: FY 14 funding combines MLRS andHIMARS RDTE as well as MLRS Mods andHIMARS Mods MSLS.• $18.7M (WTCV) develops and procuresdigitization modifications to M119A2 Howitzerfor more responsive fires for IBCTs.• $67M (AMMO) continues procurement ofExcalibur Increment Ib 155mm Precision-Guided Artillery munitions.• $62M (AMMO) develops and procuresPrecision Guidance Kit fuses for 155mm non-precision munitions, providing a near-precisioncapability.• $80M (RDTE) provides PIM RDTE forcontinued developmental testing and live firetest. $260.2M (WTCV) funds 18 PIM LRIPvehicle sets.• $359.9M ($47.2M RDTE / $312.7M OPA)continues procurement of the Q-53 radarsystem.
  39. 39. 46 Portfolio Overviews—Air and Missile Defense ProtectionAir and Missile Defense ProtectionSection 1— OverviewThe Air and Missile Defense (AMD) modernization strategy is driven by a complex and changing operationalenvironment. This strategy requires capabilities that provide defense against advancements in ballistic missiles,manned and unmanned aircraft rockets, artillery, and mortars that threaten friendly forces.The AMD portfolio consists of required capabilities in the following areas: Ballistic Missile Defense,Counter UAS / Cruise Missile Defense, and Indirect Fire Protection.FIGURE 9. Air and Missile Defense Protection Portfolio (see Acronym Glossary)AIR AND MISSILE DEFENSE PROTECTION MATERIEL STRATEGY
  40. 40. 47 Portfolio Overviews—Air and Missile Defense ProtectionAs depicted in figure 9, key imperatives inthe AMD portfolio include the common battlemanager development recapitalization of currentsystems, fielding, modernization, and obsolescenceimprovements, as well as the fielding of newcapabilities.Given the trends and essential capabilities forfuture Army AMD systems articulated above, thestrategic modernization imperatives for AMD are:Develop and acquire new equipment and improveor recapitalize current systems, remaining relevantand capable of closing capability gaps and achievingdominance in core capabilities.• Increase capabilities to counter rockets, artillery,and mortars.• Conduct a comprehensive, pre-planned productimprovement effort, incrementally modernizingand upgrading performance of the Patriotsystem.• Conduct Service Life Extension Program(SLEP) and capability improvements onStinger missiles, increasing their counter-UAScapabilities.Close capability gaps, extend useful life of existingequipment.• Develop, acquire, and field a common battlemanager/C2 node for all Army AMD forces.This manager is modular, open, net-centric andoperationally scalable.• Fuse/integrate the air picture with fire controlquality data.• Integrate sensors and weapons on the networkthrough “plug and fight.”• Enable Joint Integrated Fire Control across U.S.Army, Navy and Air Force platforms.Procure systems capable of meeting the threats oftoday and tomorrow.• Develop and procure a next generation IndirectFire Protection Capability (IFPC) to providingeffective, full spectrum protection for joint andmaneuver forces.Provide the Soldier with the quantity and type ofequipment required, enabling training, preparation,and employment for mission successes.• Field Terminal High-Altitude Area Defense(THAAD), a new capability providing amedium-range ballistic missile interceptcapability.• Field the Patriot Missile Segment Enhancement(MSE), the latest variant of the PatriotAdvanced Capability (PAC-3) missile and, inconjunction with ground system hardware andsoftware upgrades, provides a critical increase incapability.Section II – Key Air and MissileDefense Protection PortfolioAccomplishments (FY 12/13):• Upgraded the last of three older Patriot units toPAC-3 capability (launcher upgrades continue).• Completed fielding of Patriot Grow the Armybattalion # 15.• Continued reset of Patriot equipment operatingin the United States Central Command(USCENTCOM) area of responsibility,completing two battalion sets by July 2012.• Continued providing Rockets, Artillery, andMortar (RAM) sense and warn capabilities insupport of Operation Enduring Freedom at 24sites in Afghanistan.• Began fielding RAM warn suites to Army BCTs.
  41. 41. 48 Portfolio Overviews—Air and Missile Defense Protection• Funded the activities necessary to begin fieldingof two active component Avenger battalionsinto Indirect Fire Protection Capability (IFPC)/Avenger battalions.• Transitioned RAM sense and warn capabilitiesto Office of Security Cooperation - Iraq andDepartment of State sites in Iraq as part ofsupport for United States Mission - Iraq.Withdrew and reset 22 Counter-Rockets,Artillery, and Mortars (C-RAM) interceptsystems previously in preparation to fieldingthe newly established IFPC/Avenger CompositeBattalions in the first quarter of FY 14.• Conducted reset of 20 Air Defense and AirspaceManagement (ADAM) Cells and 18 ForwardArea Air Defense Command and Control(FAAD C2) shelters.• Fielded three Air and Missile Defense Planningand Control Systems to Patriot Battalions(Composite).• Conducted reset of 39 ADAM Cells and 33FAAD C2 shelters.• Transitioned the Air and Missile Defense WorkStation to the Windows operating system.• Completed Sensor C2 and Sentinel Radarfielding to all division headquarters.• Completed modernization of six basic Sentinelradars to Improved Sentinel radars in theNational Capital Region (NCR). These radarshave enhanced target range and classificationas well as radar reliability / supportability viaimproved electronics.• Completed developmental testing of theSentinel Radar IFPC, enhancing fratricideprevention and improving integration into theC-RAM Command and Control architecture.Completed software release to USCENTCOM/OEF and NCR in July 2011 and to theremainder of the fleet in September 2011.• Validated the acquisition strategy to procure431 Army Integrated Air and MissileDefense (AIAMD) Battle Command SystemEngagement Operation Centers in line withthe strategy to transition all current and futureAMD capabilities to one mission commandarchitecture for AMD battle management.Section III – Key FY 14 Air and MissileDefense Protection PortfolioInvestments:The FY 14 Air and Missile Defense investmentstotal $1.9B ($723M RDTE/$174M OPA/0AMMO/$844M MSLS/$123M OMA) and includedeveloping and acquiring new equipment andimproving or recapitalizing current systems. Theseinvestments offer increased C-RAM capabilities,improve and increase Patriot missile inventory,conduct pre-planned product improvement effortsof the Patriot system, conduct Service Life ExtensionProgram and capability improvements on Stingermissiles, close capability gaps, extend the useful lifeof existing equipment, and field additional TerminalHigh-Altitude Area Defense batteries. Specificinvestments in this portfolio include:• $98.5M (RDTE): $64M to complete Joint LandAttack Cruise Missile Defense Elevated NettedSensor (JLENS) EMD scheduled test phase and$34.5M to support a single orbit deploymentexercise in FY 14.• $70M (RDTE) supports ongoing modeling,simulation and testing required to assesscurrent and emerging threats, continue Patriotsoftware upgrades, and continue missile systemintegration.• $609M ($68.8M RDTE/$540.4M MSLS)begins procurement of MSE missiles and
  42. 42. 49 Portfolio Overviews—Air and Missile Defense Protectionprocures additional Patriot Enhanced LauncherElectronic System launcher upgrades. It alsocontinues upgrading Patriot (including modernman stations, radar digital processor), andprovides critical software upgrades to addressadvanced Tactical Ballistic Missiles, electronicattacks, and communications upgrades.• $365M (RDTE) continues AIAMDdevelopment and enables initial deliveries byFY 16.• $12M (OPA) supports continued fielding ofRAM Warn to Army BCTs.• $43M (OPA) supports fielding of C-RAMInterceptors to the AC IFPC/Avenger Battalionsand completes improvements to RAM Warnarchitecture based on operational lessonslearned.• $1.6M (RDTE) begins SLEP and integratescapability improvements to field 850 Stingermissiles by FY 15. 
  43. 43. 50 Portfolio Overviews—Force ProtectionForce ProtectionSection 1— OverviewThe Force Protection modernization plan procures Assured Mobility; Force Protection; and selectedChemical, Biological, Radiological, and Nuclear (CBRN) defense equipment that is effective and affordable.This equipment provides American Soldiers with the highest levels of force protection, civil affairs/militaryinformation support operations (CA/MISO) capabilities, and enhanced engineering abilities consistent withthe functional application of these materiel solutions in support of assigned missions. Current modernizationefforts include procuring new and improved materiel solutions that enhance our capabilities in current andfuture years. Figures 10-11 display a selected array of mature capabilities as projected from current, near, andextended term perspectives.FIGURE 10. Force Protection Portfolio: Mobility Programs (see Acronym Glossary)MOBILITY PROGRAMS MATERIEL STRATEGY
  44. 44. 51 Portfolio Overviews—Force ProtectionSection II – Key Force ProtectionPortfolio Accomplishments (FY 12/13):• Fielded 170 Mine Protected ClearanceVehicles Buffalos, 334 Vehicle MountedMine Detection Huskies, and 456 AN/PSS-14 Handheld Mine Detectors in support ofRoute Clearance units.• Fielded 83 Hydraulic Excavators, 340 MediumDozers, and 30 Heavy Scrapers; fieldingcontinues through FY 14. Procured 19 AssaultBreacher Vehicles (ABV) to support fieldingthree ABCTs.• Provided 446 Urban Operations Sets toplatoons and squads enabling assured mobilityin the urban environment.• Provided 97 Hydraulic, Electric, Pneumatic,Petroleum Operated Equipment (HEPPOE)to support missions by clearing buildings forrepair and construction, clearing areas aroundPROTECTION PROGRAMS MATERIEL STRATEGYFIGURE 11. Force Protection Portfolio: Other Protection Programs (see Acronym Glossary)
  45. 45. 52 Portfolio Overviews—Force Protectionroad construction, port openings, and any otherareas that require operations in an urban area.• Procured 20 ABVs, 30 Heavy Scrapers, 171T9 Dozers, 60 Water Distributors, and 221Instrument Set, Reconnaissance, and Surveying(ENFIRE) sets for three ABCTs in FY 12.• Recapitalized over 200 Route Clearance andExplosive Ordnance Disposal (EOD) vehiclesinto their program of record configuration inFY 12.• Procured 3,200 Launched Electrode StunDevice and 2,546 Battlefield Anti-IntrusionSystem (BAIS) completing the Army investmentinto these programs.• Procured 7,038 Joint Combat IdentificationMarking System (JCIMS) kits for United StatesForces Korea, Combat Training Centers, andArmy Pre-positioned Sets. The complete JCIMShardware package includes Combat IdentificationPanels, Thermal ID Panels, and Infra Red Lights.The panels provide a combat identificationmarking capability to enable friendly platformand Soldiers to identify each other on thebattlefield to minimize fratricide incidents andto enhance combat effectiveness. The currentapproved Army Acquisition Objective for JCIMSis 148,035. JCIMS will complete fielding in FY13 and transition to sustainment.• Fielded the Joint Service Aircrew Mask (JSAM)Apache (MPU-6(V)/P) to 16 Combat AviationBrigades. The JSAM Apache (MPU-6(V)/P)replaces the legacy M48 Protective Mask. Thenew mask is compatible with the Joint ServiceAircrew Ensemble and the Apache IntegratedHelmet and Display Sighting System.• Fielded 42 additional Biological IntegratedDetection Systems (BIDS). These systemscomplete the final three platoons of the 307thChemical Company (21 systems) and oneplatoon for the 308th Chemical Company (7systems) in Federal Emergency ManagementAgency region IX, and added two platoons ofcapability to the 365th Chemical Company(14 systems) in Salt Lake City, Utah. BIDS isa fully deployable, critical dual use system thatcan be used for contingency operations as wellas homeland defense.Section III –Key FY 14 ForceProtection Portfolio Investments:The FY 14 Force Protection investments totaling$716.4M ($105.4M RDTE/$611M OPA) ensureSoldiers are protected from multitude of battlefieldand homeland security hazards. Specific investmentsin this portfolio include:• $107.3M (OPA) funds recapitalization of over222 Route Clearance and EOD vehicles and 48Self Protect Adaptive Roller Kits into programof record configuration for fielding; upgrades547 AN/PSS-14 Handheld Mine Detectors tothe new Revision 6; provides $76M in RDTEfor the next generation of standoff detection,neutralization, and clearance systems.• $63M (WTCV) procures 14 ABV systems fortwo ABCTs enabling rapid breaching, proofingand marking of full width lanes through complexobstacles and minefields.• $63.1M (OPA) modernizes dry and wet gapbridging with the Improved Ribbon Bridge(IRB), a float bridge; and Dry Support Bridge.• $221.2M (OPA) modernizes 52 HeavyScrapers, 13 Engineer Mission Module WaterDistributors, 84 Medium Dozers, 109 HydraulicExcavators, and 19 Heavy Cranes.• $44M (OPA) modernizes 59 HEPPOE, 230Urban Operations Sets, and some under $5MLine items.
  46. 46. 53 Portfolio Overviews—Force Protection• $19.3 (OPA) procures 212 Instrument Set,Reconnaissance and Surveying Systems toEngineer formations across the Army.• $20.9M(OPA)procures8,362EODEquipmentsystems. The program includes 8 systemscomprised of the Advanced Explosive OrdnanceDisposal Robotic Systems and associatedequipment providing EOD technicians with arapid, reliable, and secure means for identifyingand disarming EOD munitions.• $61.1M (OPA) procures 528 Civil Affairs/ Military Information Support Operations(CA/MISO) systems. The program includes17 systems providing essential command andcontrol, communications, computers andintelligence (C4I) capabilities for CA/MISOGeneral Purpose Forces.• $8.9M (OPA) procures 774 BAIS; provides earlyseismic/acoustic warning, intrusion detection,and characterization of approaching groundintrusion threats.• $27.2M (RDTE) develops improved controllerfor Spider Increment IA system• $2M (WTCV) develops Joint Assault Bridgetechnology modernizing the obsolete ArmoredVehicle Launched Bridge fleet.• $410K (RDTE) funds EOD Equipment RDTEproviding increased standoff distances for IED-Defeat missions, particularly for vehicle-borneIEDs.
  47. 47. 54 Portfolio Overviews—Sustainment (Transport)Sustainment (Transport)Section 1— OverviewThe Sustainment (Transport) Portfolio consists of Tactical Wheeled Vehicles (TWV) and Watercraft fleets.TheTWV fleet includes Light, Medium, and HeavyTacticalVehicles with associated trailers and the MRAPfamily of vehicles. TWVs are employed in many combat service support mission roles such as armamentcarrier, recon, convoy operations, troop and cargo transport, CASEVAC, and C2. The vision of an Armytruck has evolved tremendously in a short period of time. Simple unprotected motorized transportationplatforms for people and equipment are practical in the training base, but do not meet current threats inFIGURE 12. Sustainment (Transport) Portfolio (see Acronym Glossary)SUSTAINMENT (TRANSPORT) MATERIEL STRATEGY
  48. 48. 55 Portfolio Overviews—Sustainment (Transport)deployed environments. Trucks must be armoredor armor capable and have the additional capacityand power to carry the additional weight and powerrequired to protect personnel and support a widevariety of Command, Control, Communicationsand Computers, and Intelligence, Surveillanceand Reconnaissance (C4ISR) equipment andother mission equipment such as mine rollers andthe CROWS to remain relevant on today’s multi-spectrum battlefields.The Watercraft fleet consists of 118 platformsand systems that are described in four categories:Command and Control, Causeway Systems,Landing Craft and Floating Craft. Commandand Control systems, such as the HarbormasterCommand and Control Center and Landing CraftMechanized Mod 2, provide C2 of port assets,visibility and input to the Common OperatingPicture, and cargo tracking. Causeway Systems,such as Roll-on/roll-off Discharge Facility,Causeway Ferry, Warping Tug, and FloatingCauseway, allow throughput in constrained draftand beach gradient conditions. The causewaysprovide the critical linkage between strategicshipping and shore discharge. Landing Craft, suchas Logistics Support Vessel, Landing Craft Utility,and Landing Craft Mechanized Mod 1, provideintra-theater lift of time sensitive, mission criticalpersonnel, and materiel in support of groundforces. The Floating Craft, such as Small andLarge Tug Boats and Barge Derrick, provide heavylift, towing, repair, and salvage capability.As depicted in figure 12, key objectives anddecision points in the Tactical Wheeled portfolioinclude:• FullyfundingJointLightTacticalVehicle(JLTV)Family of Vehicles in the EMD Phase. Threevendors (AM General, Lockheed-martin, andOshkosh) were awarded contracts to provide 22each full-up prototypes for the EMD phase fortesting and evaluation. Hardwire, a non-EMDvendor, has expressed its intent to compete forthe EMD phase.• Modernize the Family of Heavy ExpandedMobility Tactical Truck (HEMTT) andPalletized Loading System (PLS) throughrecapitalization.• Family of Medium Tactical Vehicle (FMTV)fleet production ends in FY 14.• Integration of the MRAP fleet as an Armyprogram of record in FY 13.• Sustainment and modernization of the currentLanding Craft Utility (LCU) fleet throughService Life Extension Program (SLEP) andC4ISR upgrades. Continue development/integration of Army Watercraft Strategy forceprotection.Section II – Key Sustainment(Transport) Portfolio Accomplishments(FY 12/13):• In FY 12, fielded in excess of 1,912 MRAPAll Terrain Vehicles, 186 MRAP Wreckers insupport of OEF.• In FY 12, completed the depot-level repair(reset) of approximately 250 Heavy TacticalWheeled Vehicles (TWVs) and recapitalized976 HEMTTs and PLSs.• In FY 12, the Army completed the SLEP of theLogistical Support Vessel (LSV); in FY 13 beginSLEP of the LCU vessel.• In FY 13, the Army will field in excess of 10,900FMTV trucks and trailers.• In FY 12, the Army fielded in excess of 3,094Family of Heavy Tactical Vehicles (FHTV)trucks and trailers.
  49. 49. 56 Portfolio Overviews—Sustainment (Transport)• In FY 13, the Army will procure over 1,004trucks and 1,538 trailers within the FMTV fleetand procure 713 armor protection kits. TheFHTV fleet will procure 618 trucks, trailers,and other associated systems and recapitalize77 HEMTTs and PLSs and procure 249 armorprotection kits.• In FY 13, JLTV program will continue in itssecond year in the EMD phase. The threeEMD vendors as well as EMD non-vendors areexpected to have completed their prototypes bythe end of the third quarter.Section III –Key FY 14 Sustainment(Transport) Portfolio Investments:The FY 14 Sustainment (Transport) Portfolioinvestments total $575M ($110M RDTE/$464M OPA).• In FY 14, $84.2M (RDTE) funding has beenallocated for the JLTV program. The programwill continue in the EMD phase conductingtesting and evaluation.• $4M (OPA) to procure 67 Light EngineerUtility Trailer for Vertical Engineer Companies.• $14.1M (OPA) to procure 70 EnhancedContainer Handling Units and 150 PLS trailers.• $224M (OPA) to procure 780 FMTV trucksand 57 trailers. The program reaches completionin FY 14.• $39.5M (OPA) to recapitalize 77 HEMTTsinto armor capable configuration.• $44.3M (OPA) to recapitalize 74 PLSs intoarmor capable configuration.• $51.3M (OPA) to procure 746 armor kits forFMTVs and FHTVs.• $72.2M (OPA) procures SLEP for 2 x LCU2000’s; and buys 16 sets of C4ISR for ArmyWatercraft Systems.
  50. 50. 57 Portfolio Overviews—SustainmentSustainmentSection 1— OverviewThe Sustainment portfolio consists of multiple systems providing essential enabling equipment. These systemsinclude: Joint Precision Airdrop Systems (JPADS), Modular Fuel System-Tank Rack Module (MFS-TRM),Load Handling System Compatible Water Tank Rack System (HIPPO), Assault Kitchen, Multi-TemperatureRefrigerated Container System (MTRCS), 5K Light Capacity RoughTerrain Forklift (LCRTF), Metal Workingand Machining Shop Set (MWMSS), Armament Repair Shop Set (ARSS), Human Remains Transfer CaseImproved (HRTC2), Next Generation AutomaticTest System (NGATS), Maintenance Support Device (MSD)Version 3, Calibration Sets, Medical Field Systems (MFS), Medical Communication for Combat CasualtyCare (MC4), and Force Provider (FP) Base Camp Operational Energy Efficiency Modification (Mod) Kits.FIGURE 13. Sustainment Portfolio Modernization (see Acronym Glossary)SUSTAINMENT MATERIEL STRATEGY
  51. 51. 58 Portfolio Overviews—SustainmentSection II – Key Sustainment PortfolioAccomplishments (FY 12/13):• Fielded 55 each 10,000 pound JPADS. The10K JPADS provide rapid, precise, high altitudedelivery capabilities to forces without the use ofground transportation.• Fielded 174 MTRCS to BCTs increasing storagecapabilities and enhancing quality of life forunits/detachments operating in remote locations.• Fielded 244 HIPPO systems providing acapability which receives stores and issues largequantities of potable water anywhere in thetheater of operations. The HIPPO replaces theForward Area Water Point Supply System.• Fielded 440 each ATLAS II Forklifts to variousunits such as BCTs, CABs, Ordnance Units,and Transportation Units. Its primary missionincludes loading and unloading 20 foot ANSI/ISO containers and handing loads up toFIGURE 14. Sustainment Portfolio Modernization (see Acronym Glossary)SUSTAINMENT MATERIEL STRATEGY
  52. 52. 59 Portfolio Overviews—Sustainment10,000 lbs with 48 inch load centers (Air Force463L pallets).• Fielded 1,002 Maintenance Support Devices(MSD-V3) to Special Operations Forces andBCTs at Ft. Stewart and Ft. Bragg to improvemaintenance diagnostic capability for groundequipment.Section III – Key FY 14 SustainmentPortfolio Investments:The FY 14 Sustainment investments total $518M($86M RDTE/$344M OPA/$88M OMA) forsupport programs and include fuel and water systems,load handling systems, airdrop systems, tool sets,medical systems, and other combat enablers. Specificinvestments in this portfolio include:• $57.4M (OPA) and $54.3M (OMA) procures3,258 medical systems and 88 medicalevaluation mission enhancement packages forHH-60 helicopters. OMA procures 1,325medical equipment sets that provide healthservice support for Soldiers on the battle fieldwith current standards of care.• $22.8M (OPA) procures 1,396 of pieces of theMedical Communication for Combat CasualtyCare that supports medical information system,enabling lifelong electronic medical records,streamlined medical logistics, and enhancedsituational awareness for Army operationalforces.• $34M (OPA) procures 306 Tank Rack Modulesproviding a mobile fuel storage capability for 12BCTs.• $34M (OPA) procures 2,000 MSDs V3replacing obsolete test sets in 16 BCTs.• $33.5M (OPA) procures 13 NGATS replacinglegacy Direct Support Electrical System Test Setsand legacy Base Shop Test Facility in five BCTs.• $22.6M(OPA)procures156 MTRCSprovidingrapid refrigerated transport and storage of ClassI items for 11 BCTs.• $26.6M (OPA) procures 306 HIPPO replacingobsolete Semi-Trailer Mounted Fabric Tanks(SMFT) and Forward Area Water Point SupplySystems (FAWPSS) in seven BCTs.• $8M (OPA) procures three calibration setsreplacing obsolete calibration sets in three BCTs.• $9.5M (OPA) procures 61 each 10K JPADSin support of joint precision aerial deliveryoperations conducted in numerous theaters ofoperations/ training missions.• $5.7M (OPA) procures 60 each 5,000 poundforklifts replacing legacy 4,000 pound forkliftsthroughout the Army.• $5M (OPA) procures 84 Assault Kitchens (AK)replacing legacy field fielding systems in SpecialForces detachments and BCTs.• $15M (OPA) procures 26 MWMSS replacing24 legacy systems.• $4M (OPA) procures nine ARSS in three BCTs.• $3M (OPA) procures 342 Human RemainsTransfer Case Improved replacing legacyHuman Remains Transfer Case used to preservehuman remains in transit.• $34.2M (OPA) procures 30 FP ModificationKits for FP Reset/FP production to modernizeFP Base Camp Modules and provide a totallyintegrated Resource and Energy Efficiencycapability that reduces fuel consumption by upto 50 percent, water consumption by up to 90percent and waste by 80 percent.
  53. 53. Science and Technology Program