Informed by the works of Lieutenant General Tom D. Miller, particularly “The Defense Sustainment Industrial Base” and “Capability, Capacity, and Risk in Sustainment of Air Force Weapon Systems,” it is clear that the challenges and strategies surrounding maintenance of Air Force weapon systems are multifaceted. The first article highlights the foundational elements necessary for a robust defense sustainment industrial base, emphasizing the need for a resilient infrastructure. The second publication further develops this analysis, delving into the evolving landscape of capability, capacity, and risk management in the context of sustaining advanced weapon systems. Collectively, these works offer critical insights and recommendations on optimizing the sustainment process, ensuring readiness and effectiveness in a changing security landscape.

This passage highlights a significant juxtaposition of key themes present in the Secretary of Defense’s goals and Gen. Miller’s examination of Air Force sustainment challenges. To navigate these challenges effectively, specific focus must be placed on three pivotal areas: restoring the warrior ethos, rebuilding the military, and reestablishing deterrence.

In the effort to restore the warrior ethos, the military needs skilled personnel, modern facilities, and a sustainable defense industrial base. Workforce retention and a shortage of technical expertise undeniably impact operational readiness. According to the Secretary of Defense’s mandate, there is a pressing need to “revive the warrior ethos and restore trust in our military.”

Miller’s analysis reveals that the sustainment workforce is facing severe challenges such as an aging workforce, a lack of recruitment, and significant technical expertise gaps. The Air Force Sustainment Center (AFSC) is currently experiencing a 30 percent shortage in experienced depot maintenance personnel. This shortfall adversely affects the maintenance and throughput of mission-critical aircraft. A 2022 report by the Government Accountability Office (GAO) reported that workforce shortages at Air Logistics Complexes (ALCs) contribute to an average delay of 20 percent in aircraft depot maintenance cycles, diminishing operational readiness.

Transitioning from a counterterrorism focus to one that emphasizes great power competition necessitates a sustainment workforce capable of advanced manufacturing and software maintenance, but current training pipelines struggle to produce such expertise. The implications are stark; a degraded sustainment workforce directly undermines operational readiness, particularly in maintaining high-end platforms like the F-35, which are essential for effective deterrence.

In relation to rebuilding the military, the defense industrial base faces significant hurdles due to aging infrastructure, inefficient procurement processes, and inconsistent funding. Secretary Hegseth emphasizes the importance of this rebuilding process, stating the need to match threats with capabilities. Gen. Miller’s assessments indicate that the Air Force’s sustainment infrastructure is outdated and that funding for depot modernization is inconsistent. The average age of Air Force maintenance depots exceeds 60 years, with several facilities dating back to World War II. Supply-chain vulnerabilities also arise. Significant dependence on a sole supplier for 67 percent of critical spare parts for legacy aircraft creates potential crises during conflicts. Moreover, extended procurement cycles often delay readiness enhancements, averaging 8 to 10 years from requirement to fielding for sustainment modernization projects.

Thus, without rapid modernization of sustainment infrastructure and necessary acquisition reform, the Air Force will struggle to maintain aging fleets while simultaneously integrating essential next-generation capabilities for initiatives like joint all-domain command and control (JADC2) and agile combat employment (ACE).

Reestablishing deterrence requires a comprehensive assessment of readiness to ensure that sustainment capacity effectively aligns with the threats posed by nations such as China and Russia. As stated in the SECDEF mandates, deterrence must be reestablished through defense of the homeland and collaboration with allies. However, Miller’s 2022 assessment points out a disconnect between current sustainment funding models and the operational requirements of deterrence in contested environments. For instance, from 2012 to 2022, the readiness rates for the USAF fighter fleet plummeted from 75 to 57 percent, with sustainment backlogs contributing significantly to non-mission-capable status. Only 40 percent of American sustainment infrastructure is currently forward-positioned in the Indo-Pacific, which is crucial for countering aggressive actions from adversaries.

To counter these challenges and bolster national defense strategy, courses of action should be implemented. First, revitalizing the sustainment workforce through expanded training and technological improvements is essential. According to projected outcomes, this could reduce depot maintenance delays by 15 to 20 percent within five years while raising mission-capable rates for advanced platforms.

Second, prioritizing infrastructure and acquisition reform will require streamlining procurement processes and integrating industry best practices. This reform could lead to a reduction in aircraft downtime and enhance rapid repair capabilities essential for operating within geographic regions such as the Indo-Pacific. Finally, adopting a risk-based resource-allocation strategy aligned with high-threat mission areas can significantly strengthen deterrence, ultimately raising mission-capable rates of critical platforms.

By aligning sustainment actions with the objectives of the National Defense Strategy, the Air Force can demonstrate improved deterrence capabilities, build enduring advantages, and modernize its force. An immediate investment in revitalizing the sustainment workforce, modernizing depot infrastructure, and aligning resources with operational needs is imperative. A reformative approach to sustainment is not merely an operational necessity; it constitutes a vital aspect of maintaining peace through strength. Without these necessary adjustments, the Air Force risks facing severe mission degradation in high-threat scenarios, ultimately jeopardizing national defense.

Brandon Toliver, PhD, serves on the A4 staff of Headquarters Air Force. The views expressed are those of the author and do not reflect the official guidance or position of the United States government, the Department of Defense, the United States Air Force, or the United States Space Force.

Achieving Peace Through Strength: A Sustainment Imperative was originally published on Global Security Review.

As it stands, Ukraine cannot rely entirely on aid packages from Europe and especially not the US who, under Trump, is taking a much more careful role in European conflict. So far, support for Ukraine from the international community is limited, costly, and dependent on repayment either in natural resources or as the United Kingdom said, “the extraordinary profits on immobilized Russian sovereign assets.”

There are certain things which, due to their higher cost, Ukraine must receive from aid deals with foreign governments, such as missile systems and larger manned vehicles. These more expensive items must be produced by larger defense contractors as they have greater access to raw materials and a larger production budget. UAVs, however, can be produced as effectively by smaller companies which are able and willing to provide the Ukrainian government a better deal financially. Over the past few years, a German AI company, Helsing, has filled an important role in providing affordable drone systems to the Ukrainian military. Four thousand reconnaissance drones, designed and manufactured by Helsing, are already operational in Ukraine, and a recent deal was struck to provide 6,000 of their new HX-2 attack drones.

The HX-2 attack drones are similar in design to the Russian Lancet drone, produced by Russian aerospace giant ZALA, but come with a few key advantages and innovations. The HX-2 is technologically advanced and able to avoid signal disruption, a feature which can transform drone capabilities on the Ukrainian battlefield. The engagement range is also far higher, at 100 kilometers (km) compared to the Lancet’s 40–60 km. Helsing is the developer of an AI software which allows the drones to travel on missions in a swarm, where many are piloted by one individual, allowing for incredibly destructive capabilities.

The key advantage of a company like Helsing, over a larger aerospace company with a wider range of products, such as ZALA, is the significantly lower production cost, which Helsing offers. Helsing has plans to increase output, building “resilience factories” across Europe, which allow for countries to carry out domestic production.

The Ukrainian government clearly spotted some of the advantages in giving smaller defense companies the opportunity to develop new and innovative products. Brave1 is an initiative run by the Ukrainian government, where investors, engineers, defense companies, and military experts are able to meet to address some of the gaps and issues that Ukraine faces on the battlefield. The idea is to fix issues and fill gaps as fast as possible, and so far, it has been successful. The Ukrainian government incentivizes both smaller and larger technology companies to innovate by offering them a shot at a lucrative government contract.

Another similar program aimed at kickstarting innovation in the European defense industry is the Darkstar Coalition. Listed as one of the partners of Brave1, Darkstar is a team of European tech start-up owners and investors who joined forces to boost European defense. Darkstar hosted two boot camps, where small tech start-ups demonstrate their creations and compete for the winning prize: cash to expand their operations. A third boot camp will take place in Spring of 2025, with a total of €1.5 million awarded to the two most successful companies. Even companies which do not win the funding will benefit from attending, as they are given the opportunity to carry out field testing, network with other companies, gain technical advice, and potentially receive funding externally from other interested attendees. The success of the boot camps demonstrates the previously underutilized talent and innovative ability in Europe in sectors such as engineering, robotics, AI, and cybersecurity. When incentivized and supported, these smaller start-ups can have a real impact on the war in Ukraine and European security more broadly.

It is not just defense manufacturing companies that are stepping up to meet the changing requirements of the Ukrainian government, but also AI programming companies such as Swarmer are also innovating. Swarmer is a company that creates drone swarm programs with huge capabilities in modern warfare. It is also a company which is consistently present at Brave1 tech summits, meeting with investors and Ukrainian military officials.

As the war enters a new phase, with reduced support from the US and the prospect of limited support from Europe, stretching the Ukrainian defense budget as far is it will go will become even more of a priority. This is where these smaller defense and tech start-ups will thrive. Whilst giants such as Lockheed Martin, BAE, or Airbus typically fill a majority of the orders during long-term conflicts, Ukraine recognized the power in allowing smaller, newer, more nimble defense technology companies to innovate.

Raphael Chiswick is an independent author. Views expressed are his own.  

AI Defense Start-ups was originally published on Global Security Review.

These early civil defense measures were eventually neglected and then forgotten after the Berlin Wall came down in 1989 and the Soviet Union ended in 1991. Such measures were mirrored in the USSR under General Secretary Nikita Khrushchev, but by no means neglected afterward.

Civil defense is, by nature, a community-wide activity. The more people participate and help, the better the results for the entire citizenry. This includes improved morale and will to resist, fewer combat casualties, and prolonged lifespans in case of conventional or nuclear war.

The organization of processes, the laying down and buildout of infrastructure, the first-responder rehearsals, and pervasive homefront readiness drills all require group dedication in the face of natural popular skepticism, even active resistance by a vocal few.

Although there is ample room for volunteerism, and for more formalized national service (especially for those well above military draft age), governments at different levels do need to take overall charge. This ensures efficient coordination, direction of available funding into the most pressing needs, and arranging for efficient communication and reasonable compliance.

With Vladimir Putin’s many nuclear threats, it is once again time to ensure the nation has effective civil defenses against nuclear employment. It may not be the 1950s and 1960s, but civil defense matters.

This is perhaps a prime case where today’s financial-industrial and high-tech oligarchs (billionaires) can work with and/or under contract to the federal government, or even on their own initiative, to assure that, for example, America is hardened against electromagnetic pulse attack, cyber assaults, and nuclear and other weapons of mass destruction attacks. These may not be traditional civil defense measures, but they are civil defense for the modern era.

This collaboration is already happening in the space domain where President Putin’s “Sputnuke” threatens to totally disrupt space operations, and where President Xi Jinping’s growing space-dominance capabilities threaten to disrupt current civil society.

Effective civil defense measures are as central to effective nuclear deterrence and ally assurance as is nuclear modernization. Effective civil defense also includes ensuring the societal supporting infrastructure, such as housing, hospitals, and food stocks, are secure and survivable under even the most highly stressed circumstances.

In fact, an essential component of a truly superb American deterrence strategy must be a comprehensive program of being able to absorb an attack and nevertheless survive. Only in this way can the United States make it clear to adversaries, as President Richard Nixon said, “Not today, Comrades. Not ever.”

Church and synagogue groups, nongovernmental organizations (NGOs), such as the Red Cross or Doctors without Borders, and fraternal organizations, such as the Shriners or the Boy Scouts can also play a significant role in providing the ultimate in community civil defense. Examples of such efforts abound from the current conflict in Ukraine and Israel.

Exactly how much civil defense is the right amount? Nuclear strategists Thomas Schelling and Herman Kahn were never able to agree. Such agreement is even less likely today.

The right answer to civil defense is likely a programmatic solution that is affordable and optimizes the strengths of local communities. The right amount of civil defense should be a discussion between the federal, state, and local governments. The challenge for any civil defense effort is that more than two-thirds of all federal spending and about half of all state spending are dedicated to mandatory social programs. This leaves very little room for civil defense programs, which must compete with all other government functions for an ever-dwindling percentage of federal and state budgets.

For most Americans, the threat of nuclear strikes on the homeland is an abstract threat. Thus, they would rather have immediate government services than look to an event that may never happen. This leaves the prospects for improving civil defenses low. Much as in the Cold War, it may be up to Americans to look to their survival in the event of the unthinkable.

Joe Buff is a Senior Fellow at the National Institute for Deterrence Studies. The views expressed are his own.

Modernizing Civil Defense Is Wise was originally published on Global Security Review.