As part of its effort to upgrade the equipment supplied to its soldiers, the Canadian Army is looking for a new tactical assault vest/load carriage system.
Army officials told Esprit de Corps that a Request for Proposals will be released to the industry sometime this fall.
Here are the content lists:
1.What are the current tactical assault vest design and drawbacks?
2.What’s the bidding document Canadian Army officials will have on the new tactical assault vest?
3.What about the Canadian Army’s results of its testing of a new camouflage pattern?
The current tactical assault vest was developed in the 1990s based on the experiences of the Canadian Armed Forces in the Balkans. That design anticipated soldiers would uniformly carry minimum equipment, however, it is widely known that the present vest is disliked by troops, who often respond by purchasing their similar equipment.
Before departing his role as Director of Soldier Systems for the Canadian Army's Directorate of Land Requirements in July, Lt.-Col. Ray Corby openly admitted that the present vest is no longer enough to suit soldiers' needs. According to Army officials, polls done by Defence Research and Development Canada suggest that the assault vest is at the top of the list of equipment that soldiers want to see replaced. The lack of modularity in the existing vest is cited by the majority of soldiers as the primary source of their dissatisfaction.
According to Canadian Army officials, the Requests for Proposals for the new load-carrying system would be specially worded to stimulate sector inventiveness. The bid package will specify what troops must do, what they must carry, and where they must operate, as well as give industry latitude in determining how new technology might fulfill those responsibilities. The new equipment is planned to be delivered in 2022.
Small amounts of equipment might be acquired at the start, with adjustments made later, according to Corby. “We want to show that as an Army, we can rapidly and efficiently trial and choose equipment so that we can take advantage of industry improvements in the future,” he said. “We are not searching for a solution that will last 20 to 30 years. Every five years or so, we'd want a taste of the greatest for those who need to keep an edge on the battlefield.”
New load carriage system selection trials are slated for next summer, with a cross-section of soldiers from a variety of Canadian Army trades evaluating industry prototypes. According to Army officials, the idea is to create a modular system that will allow soldiers to customize their equipment based on their employment and body type. Aside from modularity, another important issue to consider is "load management," which refers to the total weight of all the equipment a soldier must carry. Overburdening soldiers has the unintended consequence of slowing them down.
The results of the Canadian Army's testing of a new camouflage design, on the other hand, have yet to be released. In September 2019, troops from the 2nd Canadian Mechanized Brigade Group in Petawawa began testing a new disruptive pattern. The soldiers were largely from the 3rd Battalion, Royal Canadian Regiment. The bulk of soldiers wore the “Prototype “J” pattern.
According to the Canadian Army, the trial lasted about six months and finished in February 2020, producing a wealth of relevant data. In addition, Prototype J is still worn by members of the Battalion. Uniforms, a soft field cap, helmet covers, and fragmentation vest covers were supplied to the troops participating in the Prototype J camouflage tests.
Uninhabited aerial vehicles were utilized in some of the tests to assess how far the new pattern could be observed from such drones.
According to the Army, a final decision on the new camouflage will be made no later than 2022. In 2027, the new camouflage uniform will be fully implemented.
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Maintaining the army's equipment requires a significant amount of troops and financial resources: 20% of a heavy division's soldiers (almost as much as supply and services, transportation, and medical personnel combined) and an estimated $11 billion in the fiscal year 2003 across the Army. Even with these resources, the Army struggles to maintain equipment availability at the levels required in high-intensity combat. Furthermore, current standards are insufficient to support the operating ideas of the Objective Force. Future conflicts, according to the Army, will be fought by operationally mobile, widely scattered forces. To fulfill this objective, units must be compact and often lack secure means of communication during "operational pulses," or bursts of continuous operation. For short yet severe durations, these conditions need high military equipment availability and unit self-sufficiency.
Here is the content list:
1. Sustainability Must Improve to Meet Transformation Goals.
2. Levers to Improve Sustainability.
3. Improving the Army's Equipment Sustainability Requirements.
The Army's Transformation Objectives, together with its evolving Objective Force doctrine, resulting in the following four high-level military equipment sustainment goals:
• Increased military equipment availability to keep small units and networked systems fighting;
• Improved deployability and operational mobility by reducing the "footprint" of maintenance in maneuver units.
• Reduced military equipment maintenance expenses so that more money can be put into future capabilities;
• During combat pulses, maneuver unit self-sufficiency to allow them to take advantage of information supremacy through increased mobility.
Reliability has an impact on a force's ability to complete tasks (as measured by mission-critical failures) as well as the resources (measured by maintenance costs and footprint for all failures) needed to repair and maintain weapon systems.
Maintainability refers to the resources and time required to conduct repairs, as well as the capabilities that allow the logistics system to prevent breakdowns from disrupting operations (e.g., prognostics).
The Army's fleet life cycle management plans should detail how it will deal with system ageing and how it will design the system to accommodate updates to keep military equipment performing at the required levels at a reasonable cost.
Supply support requirements are determined by supply chain decisions related to a weapon system program (e.g., spare part levels), support ideas used, and design decisions that promote support efficiency (e.g., commonality).
With a comprehensive and balanced strategy, the Army should be able to significantly increase military equipment sustainability. According to the experts at the Arroyo Center, the approach should contain the following four strategies:
• Create a template for military equipment sustainability standards that can be used across all Army weapon systems programs.
• Use all of the design features that are accessible to you.
• Create a KPP for one or more army equipment sustainability requirements.
• Adopt a variety of strategies for enhancing sustainability, such as sustainability-focused award fee criteria, using a "carrot and stick" strategy that enforces program discipline while inspiring maximum potential development.
Litai (Quanzhou) Bags Corp., Ltd. is a professional military-related equipment manufacturer that provides both OEM and ODM orders. We have our overseas warehouse, and our business model has shifted from a single product maker to providing system integration services, resulting in a business model innovation. If you have any questions, please contact us via email at daisy@lqtactical.com or phone at 86-15260869531.
The Improved Outer Tactical Vest (IOTV) is an improved version of the earlier Outer Tactical Vest (OTV) form of the Interceptor Body armour, as fielded by the US Army. The Deltoid and Auxiliary Protector System (DAPS) components, ESAPI (Enhanced Small Arms Protective Insert), Enhanced Side Ballistic Inserts (ESBI), and the OTV's groin protector are all compatible with the IOTV.
Here are the content lists:
1. Why IOTV is better than traditional OTV?
2. What is the background of the improved outer tactical vest?
3. What is the effectiveness of the IOTV?
The OTV design was deemed insufficient and weak in several areas, prompting the creation and deployment of the IOTV. Point Blank Body armour, BAE Systems, KDH Defense Systems, Protective Products Enterprises, UNICOR, and Creative Apparel Associates are actively producing the IOTV. From mid-2007 forward, the IOTV first saw battle with US Army ground combat units, and it is still the basic body armour type deployed by regular US Army ground combat troops overseas.
While the Interceptor Body armour and the Outer Tactical Vest were thought to be fairly effective, others questioned if they were the greatest feasible armour solution for US military forces. The controversy surrounding Dragon Skin, which was created by the now-defunct Pinnacle armour, heightened the argument. Various assertions appeared that Dragon Skin was more successful at shielding soldiers than the then-standard issue Interceptor body armour system, with independent studies and reports appearing to back these claims, prompting various congressional members to request more investigation. In response, the military released public testing results that revealed widespread flaws in the Dragon Skin armour's testing. Dragon Skin was never widely adopted, and several of the Outer Tactical Vest's identified flaws, such as quality of protection and modularity, were rectified in the Improved Outer Tactical Vest and E-SAPI plates.
The Improved Outer Tactical Vest is an advance over earlier US body armour systems, with the Vietnam War-era fragmentation vest limited to fragmentation protection, the PASGT vest limited to pistol bullets, and the prior Outer Tactical Vest unable to stop armour-piercing shots.
The Army has continued to develop the IOTV with additional features in response to troop input on the effectiveness of the armour system, with Generation III including a more intuitive rapid release system and the new Operational Camouflage Pattern (OCP). Body armour conversion kits have been given at a lesser cost to bring earlier Generation armour sets up to newer requirements, rather than constructing fully new IOTV armour sets.
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In comparison to civilian products of wide use, military-technical systems are a distinctive category of material commodities whose life is defined by a period of peace of a certain evolution. Following are three main points of the life cycle of a military product:
1. The introduction of the life cycle of a military product.
2. The concept of a military product’s life cycle.
3. The military approach to the life-cycle concept of a product.
The unique properties of military products, their exorbitant price, and their societal utility determine this particular progression of the life cycle. The necessity to cover the security needs that these reinvigorated technical systems can supply under an economically financially beneficial balance is essentially related to the "repeatability" of the life cycle to another beneficiary. These “spiral” lifecycles of military-oriented products are a variation that certain reputable material goods makers have adopted (from the luxury vehicle sector) with great economic results as much as feasible chosen for marketing reasons. Although this approach may not appear to be very advantageous at first glance, it can be a quick and beneficial solution for the second user who can benefit from the capabilities of a reliable and verified technical system that has been upgraded to the current level of global performance in the short and medium-term. This method is ideal for countries with a moderate economic power but significant security needs, such as those imposed by NATO membership, as well as the current complex geopolitical scenario.
Product Life Cycle (PLC) refers to a product's average lifespan and indicates the length of time a product/brand of a product spends on the market, beginning with its introduction and ending with its discontinuation (these two phases can be identified with ease). Many authors compare the concept to biology, where products are born, grow, develop, and eventually get older and die.
According to Rey, Martn-Gil, and Velasco (2004), there are two major conceptions about a product's life cycle. The first (and most common) claim is that a product has four stages in its life cycle:
1. release;
2. the growth;
3. maturity;
4. decline.
According to the American perspective of integrated logistics support for military-technical systems, as outlined in the Support Operations Handbook, special-purpose items go through the following life-cycle stages:
1. the definition phase (examination of the concept);
2. demonstration – validation stage;
3. the design and testing stage;
4. the production and deployment phase;
5. operation (operation) and support (maintenance) stage;
6. phase-out stage
A detailed approach to this lifecycle of military goods is presented by Siteanu, E., (2005) who enumerated fifteen stages:
1. analyzing (determining) the necessity of manufacturing a technical product, determining the destination, formulating the functions and establishing the requirements (specification);
2. definition of the technical product and functional analysis, the establishment of the criteria and resources of research, design and development;
3. analysis of probable variants, possible realizations and choosing the optimal ones;
4. preliminary design;
5. design documentation design;
6. detailed design of the product;
7. manufacture of the prototype (functional model);
8. prototype testing and its assessment;
9. preparation of the manufacturing;
10. realization of the zero series, experimentation under the required conditions and approval;
11. serial production and delivery to the beneficiaries;
12. the exploitation of the products to the beneficiaries and the maintenance activities;
13. performing improvement (modernization) activities;
14. removal from service;
15. revitalization (optional).
Litai (Quanzhou) Bags Corp., Ltd. is a professional military-related products manufacturer that provides both OEM and ODM orders. We have an independent overseas warehouse, and the operation mode shifts from a single product manufacturer to provide system integration services, creating a business model innovation. If you have any questions, please contact us via email at daisy@lqtactical.com or phone at 86-15260869531.
