Digital Transformation in Defence Equipment Support

tlmNexus is a digital technology company working in the defence sector and a member of the Team Defence Information (TD-info) trade association whose scope covers product support and change to electronic business. TD-info organised several events during 2023 that gave their members and MOD stakeholders the opportunity to collaborate and share output and looking back over last year’s events gives us an overview of what’s happened with digital transformation in defence equipment support during 2023. 

The adoption of digital techniques in defence support is nothing new, but the rapid advent of wide-area networks and increased processing capabilities powering Industry 4.0 robotics, automation and AI, prompted the need for defence to adopt a coherent approach through the publication of the MOD’s Digital Strategy for Defence in May 2021.

The digital strategy complemented the 2021 Integrated Review and associated Defence Command Paper that looked, inter-alia, for defence to move from the industrial age to the information age to face the realities of global technological competition. In particular, the digital transformation of defence support was needed to generate competitive advantage through more agile, effective, and resilient support solutions, including an integrated approach with new tools and new ways of working.

The Support Chain Seminar in January 2023 provided Defence Equipment & Support (DE&S) with the opportunity to deliver an update on its Digital Engineering Transformation Strategy, published in May 2022.  DE&S intends to leverage the advances in digital technologies to enable faster acquisition and more effective support and the Strategy recognises that Digital Engineering is already being implemented while outlining the vision and determining the approach, introducing the concept of Digital Products, Digital Approaches and Digital Improvements. Specific examples included the Aeralis modular light jet aircraft, that proposes digital engineering techniques throughout the lifecycle of the system, and the digital missile programmes in Raytheon and MBDA. Both evidenced that digital engineering techniques were already in use and providing the benefits of reduced timescales and reduced costs for equipment development. Similar benefits were being realised in the equipment support environment by Babcock and Rolls-Royce.

DE&S was in the process of establishing an Availability Control Centre (ACC) that would provide project and equipment performance statuses and enable effective and timely decision-making to address project bottlenecks. Various catalyst projects were under way addressing the themes of equipment readiness, interoperability, and speed of deployment. By the end of 2023, a minimum viable product (MVP) of the ACC would demonstrate the gains made, including a model of end-to-end defence, a digital twin/digital engineering environment plus setting Digital Engineering as the default for new acquisition programmes.

In the wider MOD, Digital Exploitation for Defence (DX4D) involved an overarching coherent digital strategy across all the organisations to support the integrated operating concept. Business Modernisation for Support (BMFS) would enable equipment delivery and asset management which would be data-centric rather than equipment centric. The Defence Equipment Engineering Asset Management System (DEEAMS) would deliver a solid start with a consistent data framework. Supporting the aim to increase availability levels by 50% by 2025, improvements across air, maritime and land domains would be informed by the Increasing Defence Outputs study involving delivery of Typhoon, Type 31 Frigate and Challenger 2.

Russia’s invasion of Ukraine in February 2022 prompted the Integrated Review Refresh, which was published in 2023, along with an updated Command Paper and a subsequent refresh of the Digital Strategy.

The SupportNET conference in May discussed the lessons learned from Ukraine regarding the need for resilience and making the case to balance the investment in efficiency with resilience. The focus on efficiency since the end of the Cold War and the absence of state-on-state conflict had resulted in support solutions, such as just-in-time supply, that were efficient but not resilient. There was a recognition that readiness involved a combination of availability, capability and sustainability and that current levels of readiness were unacceptably low. Growing state threats in a contested and volatile world, including the increasing aggressive military and economic behaviour of China, required a re-establishment of NATO collective defence, with joint and integrated capabilities, which would rely on standardisation and the collaboration with industry in the force mix.

Global events provided further evidence that the nature of modern conflict was rapidly digitising. Digital was now seen as a force multiplier – fewer people, reduced time to market and better availability. AI and ML would deliver revolutionary change, enabling a move from analytics to predictive capability.

Under the theme of Digitising Defence, Defence Digital’s intent was to deliver customer relevant services across the spectrum of defence operations, along with their ongoing development and transition, using the Service Executive Model. Key to that would be a digital backbone that would enable the exploitation of data, importantly aligned with current MOD acquisition policy. Collaboration with Industry would be needed in order to provide the synchronised data fabric that would provide the opportunity for exploitation. There was a need to incentivise industry to overcome the barriers to sharing data, barriers that were caused by contractual arrangements and data ownership and security rather than technology blockers. The Commercial X initiative was under way, designed to streamline commercial processes between the MOD and Industry. It would also be key to see the publication and adoption of data standards and policies to support collaboration and integration across Defence.

The Defence Digital Foundry was already enabling rapid and effective product delivery. In mid-2023, 300 people in the Foundry were delivering applications in support of business services, learning services, imagery exploitation and operational support. The Foundry was evolving and maturing its services and delivery for enterprise scale and pan-defence exploitation. Alongside this, the Defence AI Centre had been established to develop the AI platform, tools and AI products required to enable MOD to exploit the power of AI.

Several single-service initiatives were under way. The Army’s digital and data plan sat as part of programme Theia addressing Army digital transformation. This involved the establishment of an Army cloud and an Army digital integration centre which would provide Land component data fusion and analytics engine capability. The Royal Navy had established a Maritime Digital and Data Framework outlining eight specific strategic outcomes to be delivered by 2030, which would introduce advanced analytical capabilities and ensure a tangible impact on operational and business performance. The RAF’s digital strategy included examining the life of future platforms and incorporating technology progression. Project Appivate had already delivered an application that supports the Air Cadets as well as the Henosis asset booking and tracking tool for combat air force training.

As another year of events starts, it will be interesting to see how digital transformation evolves and we can ask Chat GPT the same question that we asked in December 2023, tell me about digital transformation in defence equipment support…….to which it gave the following answer:

Digital transformation in defence equipment support involves leveraging advanced technologies and data-driven approaches to enhance the maintenance, repair, and overall lifecycle management of military hardware. This transformation aims to improve equipment readiness, reduce downtime, optimize logistics, and enhance the overall efficiency of defence operations. Here are key components of digital transformation in defence equipment support:

Predictive Maintenance. Implementing predictive maintenance using sensors and monitoring systems allows defense forces to anticipate equipment failures before they occur. This approach minimizes downtime, extends the lifespan of equipment, and optimizes maintenance schedules.

Condition-Based Monitoring. Utilizing sensors and IoT devices to continuously monitor the condition of military equipment in real-time. This data is then analyzed to provide insights into equipment health, enabling proactive maintenance and reducing the likelihood of unexpected failures.

Data Analytics and Machine Learning. Applying data analytics and machine learning algorithms to large datasets generated by equipment. These technologies help identify patterns, predict maintenance needs, and optimize maintenance strategies based on historical and real-time data.

Remote Diagnostics and Repair. Enabling remote diagnostics through connected technologies allows experts to analyze and troubleshoot equipment issues from a distance. In some cases, remote repairs or adjustments can be performed, reducing the need for physical presence and improving response times.

Augmented Reality (AR) for Maintenance. Integrating augmented reality into maintenance processes enables technicians to access real-time information, visualizations, and step-by-step guidance while performing repairs. This improves the accuracy and efficiency of maintenance tasks.

Digital Twins. Creating digital twins of military equipment involves creating virtual replicas that mimic the physical characteristics and behavior of the actual equipment. This allows for detailed analysis, simulation, and testing, facilitating better understanding and maintenance planning.

Supply Chain Optimization. Applying digital technologies to optimize the defence supply chain, ensuring timely availability of spare parts and reducing lead times for equipment repairs. This includes the use of advanced logistics systems, demand forecasting, and inventory management.

Blockchain for Logistics and Maintenance Records. Implementing blockchain technology to secure and streamline logistics and maintenance records. This ensures data integrity, transparency, and traceability throughout the equipment lifecycle.

Integration of RFID and IoT. Using Radio-Frequency Identification (RFID) and IoT devices to track and manage equipment in real-time. This provides accurate location data, enhances asset visibility, and supports efficient inventory management.

Collaborative Platforms. Utilizing collaborative digital platforms that enable communication and information sharing among maintenance teams, equipment manufacturers, and other stakeholders. This promotes collaboration, knowledge sharing, and quick decision-making.

Cybersecurity Measures. Implementing robust cybersecurity measures to protect digital systems and sensitive maintenance data from unauthorized access, ensuring the integrity and security of maintenance processes.

By embracing these digital transformation initiatives, defence organizations can improve the reliability and availability of their equipment, reduce maintenance costs, and enhance overall mission effectiveness. The integration of advanced technologies allows for a more proactive and data-driven approach to equipment support, ensuring that military assets are ready and capable when needed.