Air Superiority 2030 Flight Plan


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Air Superiority
Enterprise Capability Collaboration Team
The Chief of Staff of the Air Force chartered the Air Superiority 2030 (AS 2030) Enterprise
Capability Collaboration Team (ECCT) to develop capability options to enable joint force
Air Superiority in the highly contested environment of 2030 and beyond. CSAF-chartered
THE 2030 OPERATIONAL ENVIRONMENT
OPERATIONAL ENVIRONMENT
The AS 2030 team began its efforts by characterizing the 2030 threat environment. Following
problem denition, the ECCT examined friendly and adversary mission effects chains, re
viewed capability gaps, conducted a comprehensive review of existing classied and unclassied
analysis and reporting, and assessed promising technologies and other opportunities. This led
on technical readiness level, gap mitigation, cost, and level of dependencies. Following concept
collection, the ECCT entered the analysis phase. During this phase the team leveraged existing
analytical products and conducted independent modeling, simulation, and wargaming. The
PROCESS AND RESULTS
upcoming Analyses of Alternatives (AoAs) across the air superiority family of capabilities. Fol
development efforts. Additionally, Air Force Core Function Leads (CFLs) will develop and bring
forward options for resourcing these capability development efforts through the Air Force’s
Find, Fix, Track, and Assess
Gathering data from sources in all domains, rapidly analyzing data to extract operationally
important information, and reliably distributing information on the timeline needed to enable
Non-Materiel Capability Area Development
capability to fruition. The following non-materiel efforts cut across capability development
areas and will be essential for development of the AS 2030 force:
1.
New development and acquisition paradigms.
The Air Force must implement acquisi
tion approaches that enable the maturation, demonstration, and integration of advanced
technology development cycles. The Air Force must fund subsystem and component
integration are understood. This will allow future capability to be achieved in deliberate
increments, speeding delivery to the warghter. The Air Force should develop systems
NON-MATERIEL
upgrades. Future increments of capability should be introduced at regular intervals based
on technology development cycles, utilizing recently matured component congurations.
2.
Cyber-based capabilities.
Development of cyber capabilities and Airmen who can opera
tionally employ those capabilities is essential to air superiority in 2030 and beyond. The
Air Force should develop cyber forces tailored for air component missions and priorities,
including the protection of mission critical systems.
3.
Gaining and maintaining air superiority to enable joint force operations in 2030 and beyond
requires a new approach. This approach requires strategic agility through experimentation,
prototyping, and agile acquisition strategies. If successful, this strategic agility will provide

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