Department of War Forges Landmark Agreement to Triple PAC-3 Seeker Production, Bolstering the Arsenal of Freedom

April 1, 2026 |

The Department of War, in partnership with Boeing and Lockheed Martin, today announced a landmark framework agreement to triple the production capacity of seekers for the Patriot Advanced Capability-3 (PAC-3®) Missile Segment Enhancement (MSE). This agreement marks a pivotal step in executing President Trump and Secretary Hegseth's vision to build the Arsenal of Freedom, accelerate the delivery of critical capabilities to the warfighter, and create thousands of jobs across the defense industrial base. 

This seven-year agreement with Boeing, a crucial supplier for the PAC-3 missile, directly supports the recently announced agreement with prime contractor Lockheed Martin to more than triple the output of the PAC-3 MSE all-up round. It is a direct application of the Department's new Acquisition Transformation Strategy, which prioritizes engaging directly with key suppliers at all levels of the industrial base. 

This approach ensures the entire supply chain — not just the primes — have the stability and long-term demand signals necessary to invest in new facilities, tooling, and workforce development. 

The seeker, produced by Boeing, provides active measurement data used for PAC-3 MSE missile guidance to ensure precision intercepts. By securing this long-term commitment for seeker production, the Department is mitigating chokepoints and ensuring the industrial base can scale to meet the operational demands of the warfighter.

"To build a true Arsenal of Freedom, we must strengthen every link in the chain," said Michael Duffey, Under Secretary of War for Acquisition and Sustainment. "This agreement with Boeing is a direct reflection that speed, volume, and a resilient supply chain are paramount. We are moving beyond the old model and forging direct partnerships with critical suppliers to ensure the entire defense industrial base is postured to expand production and deliver the decisive capabilities our warfighters need at speed and scale."
 
This initiative is a core component of the Department's broader effort to place the acquisition system on a "wartime footing," prioritizing speed and flexibility to outpace adversaries. By providing clear, stable, and long-term demand signals and fostering collaboration across the industrial base, the Department of War is ensuring that both the final products and the intricate supply networks that build them are robust, responsive, and ready.

Army and Navy Continue Tests of Hypersonic Missile

April 2, 2026 |

The U.S. Army's Portfolio Acquisition Executive Fires, in partnership with the U.S. Navy's Portfolio Acquisition Executive Strategic Systems Programs, conducted a successful launch of a common hypersonic missile from Cape Canaveral Space Force Station, Florida, on March 26, 2026.

The Army and Navy partnership to field a common hypersonic missile across land- and sea-based platforms supports the National Defense Strategy by accelerating timelines, reducing costs, and delivering a highly survivable capability to defeat time-sensitive, heavily defended, and high-value targets at speeds exceeding Mach 5.

Space Launch Delta 45 Supports Artemis II Historic Mission

April 2, 2026 | By Space Force 2nd Lt. Christian Malaniak, Space Launch Delta 45 |

Yesterday evening, NASA's Artemis II mission successfully launched from the Eastern Range at Cape Canaveral Space Force Station, Florida, with four astronauts bound for lunar orbit. This historic moment would not have been possible without the dedication and commitment of Space Launch Delta 45 personnel. 

There are many steps involved in ensuring a safe and successful launch. From oversight of range operations to planning potential emergency response, members of SLD 45 aim to guarantee all launches from the Eastern Range keep the launch vehicle, range personnel and the local community safe. 

The mission starts before the launch countdown begins. Members of the SLD 45 team are responsible for analyzing specific payloads, launch vehicles and their proposed trajectories to compute hazard zones. These zones span land, sea and air and are a crucial to ensuring no person or vehicle is operating within a specified distance of the pad. 

"Each hazardous area reflects hours of trajectory analysis, debris analysis and coordination across multiple agencies," said Emma Cusano, SLD 45 flight safety analyst and aerospace engineer. "When it comes to launch, safety is our No. 1 priority, regardless of whether it is crewed or not."

Prior to launch, the SLD 45 Office of Emergency Management coordinates with state and local leaders to develop plans for an anomaly. Taking the hazard zones into account, the office proactively decides on where roadblocks should be placed, how traffic will flow and where emergency response vehicles will be staged in case of necessary response.

"We are committed to doing everything we can in the planning phase to ensure we are ready to execute our emergency response plans," said Air Force Master Sgt. Robert Ridgway, SLD 45 installation emergency manager. "Having effective plans in place is necessary for both ensuring the safety of the local community and the astronauts in the capsule."

The Office of Emergency Management oversees and activates the launch emergency operations center. The operations center's primary function is to survey and respond to any and all potential dangers a launch could pose to Cape Canaveral Space Force Station. Because of the inherently volatile nature of spaceflight, the center remains staffed during launch to act as a node for disseminating emergency information and direction.

To safely get the launch vehicle from the pad to orbit, the 1st Range Operations Squadron and the 45th Weather Squadron are key players in each mission. The 1st Range Operations Squadron is responsible for performing real-time command and control of the Eastern Range. The team continuously analyzes telemetry data, weather and numerous other factors to determine whether a launch is safe to proceed.

The 45th Weather Squadron supplements the squadron in its uninterrupted investigation of current and future conditions. Weather plays a crucial role in safety and launch success as inclement conditions can damage rockets and payloads. Examining the weather helps to advise SLD 45 personnel on the console.

"Access to space would not be possible without the contributions of SLD 45 and its oversight of the Eastern Range," said Space Force Col. Joyce Bulson, SLD 45 deputy commander for operations. "These contributions enabled more than 100 launches in 2025, and we aim to only increase the pace."

South of Cape Canaveral Space Force Station, the 45th Logistics Readiness Squadron postures airfield support to facilitate the Air Force Detachment 3's human spaceflight recovery team, which plays the role of overseeing rescue forces at Patrick Space Force Base, Florida.

"I am extremely proud of the members of SLD 45 and their continued determination in executing the mission. These professionals train day in and day out to guarantee space access," said Space Force Col. Brian Chatman, SLD 45 commander. "They are the driving force to maintaining U.S. presence and superiority in the space domain."

In addition to the components already mentioned that support launch, SLD 45 includes many more teams and organizations that enable space launch from the Eastern Range. As the pace of launches and mass to orbit increases, SLD 45 personnel remain committed to safety and mission success.

Standards 'Vital' to Navy, NASA Mission, Butch Wilmore Says

March 27, 2026 | By C. Todd Lopez, Pentagon News |

In early 2025, NASA astronauts Barry "Butch" Wilmore and Suni Williams — both retired Navy captains — were nearing nine months aboard the International Space Station, where they had been stranded since June 2024. The two were rescued and returned to Earth March 18, after spending 286 days in space.

During a visit to the Pentagon yesterday, Wilmore spoke with service members about service, space, leadership and the importance of standards. 

Wilmore joined the Navy after finishing college in 1986. He attended flight school and served as a pilot in tactical jets, including the A-7E Corsair II and the F/A-18 Hornet. He served in Operations Desert Storm, Desert Shield and Southern Watch and has logged over 8,000 flight hours and 663 carrier landings. He's a graduate of the U.S. Naval Test Pilot School, and as a test pilot, he participated in developing the T-45 Goshawk trainer aircraft. 

It wasn't until 2000, Wilmore said, that he was accepted into NASA's astronaut program. 

"I didn't join the Navy to become an astronaut," he said. "I joined the Navy to serve my country. And how I thought I would do it, I had a jet in my mind's eye." 

After completing a couple of master's degrees and flight school, he said he was looking for more. 

"I'm like, 'Hey, you can't fly any higher and faster than the space shuttle — let's try that,'" he said. "So again, the Lord gave me that desire in my heart as well."

Preparation for becoming an astronaut, he said, came from everything he'd done previously as a Navy pilot. 

"Think about putting on a one-man space capsule and going out into the vacuum of space, and the responsibility required for that," he said. "This is something obviously that I did with NASA, but you don't get prepared for this type of thing to be able to do it well and take on that responsibility without the foundation that takes place before you get there, and that was, for me, ... in our United States military."

Commitment, preparation and resilience, Wilmore said, are things he brought to the NASA job, things he learned in the Navy. 

The jobs of service members and of astronauts are not really jobs at all, he said. They are commitments. 

"This is something that is a way of life, and you've got to be all in," he said. "Because if you're not, you're not going to be able to do this job to the level that is required. And that commitment breeds the desire to be prepared. I mean, absolutely 100% prepared." 

The Navy veteran spoke about the "great responsibility" every service member has, as well as the resiliency required to do their jobs.

"Resiliency is something that is learned," he said. "It is a trait that comes with rigor: blood, sweat and tears. That's where resiliency is born, and it becomes toughness and focus and fairness and all that rolled into fortitude, that term ... that we have to have in our military." 

Wilmore added that the biggest factor affecting resilience is leadership — something he also learned in the Navy. 

"Leadership is required; absolute leadership makes or breaks this resiliency that has its foundation as commitment, preparation and responsibility." 

He described a successful leader as resilient, morally and ethically sound, meek, humble, timely, adaptable, sacrificial and unselfish.

"And realizes their words have power," he said. "You've got to realize that, and you've got to wield that sword effectively and with compassion and with care. And of course, you've got to be disciplined and determined. You have to be, especially for what you guys are responsible for every single day. I've lived it, I've seen it, I've reaped the benefits of great leaders instilling these characteristics in me, and for that, I am greatly thankful." 

Shortly after taking the helm of the Pentagon last year, Secretary of War Pete Hegseth outlined plans to revive the warrior ethos, rebuild the U.S. military and reestablish deterrence with a focus on lethality, meritocracy, accountability, standards and readiness. 

Wilmore said success, both in the Navy as a pilot and at NASA as an astronaut, depends deeply on those very things the secretary is focused on now. 

"They are vital," he said, adding that success in particular is not possible without standards. "I'm so grateful that our military is doing what it's doing right now, because these standards are there for a reason." 

Wilmore said performance standards exist for the safety and benefit of the entire military, noting that "most of them are written in blood." 

He said his faith is another important element of his own success in both the Navy and NASA. 

When the Starliner spacecraft that took Wilmore and Williams into space in 2024 lost several of its thrusters — limiting maneuvering abilities — he knew he and his teammate would be stranded in space for some time. He said it was his faith that kept him pressing on. 

He described himself, both in maneuvering the Starline craft when it lost thrusters, and later when he was stranded on the space station, as being "content." He cited a biblical story featuring the Apostle Paul, who was beaten, stoned and left for dead, as a way to illustrate this. 

"What does [Paul] say? He says, 'I am content,'" Wilmore said. "In the moment, this moment [in the spacecraft], and others I've had in the past, if I am trying to be what the Lord would have me be — in line, in step with where he would have me be — if I'm anything other than content, I'm not trusting. Paul was content ... he knows he's right where the Lord would have him be, even amongst the trials he's undergoing. And that's contentment. And that's what I try to line my beliefs up, and my understanding with; and that's where I was. That's why I was content." 

Wilmore is a veteran of three space flights and has logged 464 days in space, along with over 31 hours during five spacewalks. 

Department of War Secures Agreement on THAAD Seeker Production, Quadrupling Output to Bolster America's Missile Defense

March 25, 2026 |

The Department of War, in partnership with BAE Systems and Lockheed Martin, today announced a framework agreement to quadruple the production of seekers for the Terminal High Altitude Area Defense (THAAD) interceptor. This agreement ensures the nation's industrial might is positioned to deliver on President Trump and Secretary Hegseth's mandate to build the Arsenal of Freedom. 

The agreement follows the recent announcement with Lockheed Martin to quadruple THAAD interceptor production. By securing the industrial base for the missile's seeker, the Department of War is moving beyond deals with prime contractors and is actively architecting the resurgence of America's defense industrial capacity across the entire supply chain. 

This agreement provides BAE Systems with the stability required for long-term investment, guaranteeing that this critical component in the supply chain is delivered at speed and scale to deter and defeat any adversary. 

"Securing our supply chain is just as critical as our partnership with the prime contractors," said Michael Duffey, Under Secretary of War for Acquisition and Sustainment. "This agreement with BAE Systems sends a clear, stable, long-term demand signal. We are providing the certainty our partners need to invest, expand, and hire. This is how we place the industrial base on a wartime footing."

By locking in this critical component, the Department of War is ensuring that the nation's capacity to build and deploy this vital defensive weapon will outpace any adversary's threat to the United States or its allies. This is the Arsenal of Freedom in action, built to ensure peace through undeniable strength.

This initiative is a powerful demonstration of the Department's revitalized Acquisition Transformation Strategy, put into practice by the work of the Munitions Acceleration Council. The Council is executing its mandate to dismantle barriers, forge stronger industry partnerships, and build enduring production capacity. By locking in the THAAD seeker supply, the Department is transforming to a new way of doing business, focused on speed, volume, and delivering a decisive overmatch against any threat.

Innovation in Action: Airman-Built 3D Model Strengthens Air Traffic Controller Training

March 20, 2026 | By Air Force Senior Airman Imani West, 19th Airlift Wing |

Airmen assigned to the 19th Operations Support Squadron at Little Rock Air Force Base, Arkansas, are taking a creative approach to training the next generation of air traffic controllers by developing a detailed 3D model that visually represents aircraft patterns and procedures used at the installation.

 
The innovation demonstrates how airmen are leveraging emerging technologies and creative problem-solving to improve training and operational readiness. 
 
The immersive training tool was designed and produced by Air Force Airman Jay Perry, 19th OSS air traffic control apprentice. It provides a scale representation of the base's airspace and flight patterns. The project was inspired by an idea from Air Force Tech. Sgt. Ryan Sanders, 19th OSS noncommissioned officer in charge of training and standardization. 
 
Traditional training methods often rely on instructors holding model aircraft or cards to demonstrate aircraft positions and movements. While effective, the approach can make it difficult for visual and tactile learners to fully imagine spacing, conflict points and maneuvering patterns.

 
"This model allows us to physically show where aircraft may break in the pattern, extend downwind or maneuver differently," Sanders said. "It helps airmen understand when conflict may exist or when it doesn't, based on the flight path." 
 
The model re-creates the installation's airspace layout at scale and uses magnets to hold miniature aircraft in place, allowing instructors to demonstrate real-world scenarios more accurately. The enhanced visualization helps trainees better understand aircraft spacing, sequencing and potential conflict areas. 
 
Perry used a 3D modeling program to build his creation, but he made it by manipulating shapes to create detailed designs. After designing each component digitally, Perry prepared the parts for printing and produced them using multiple 3D printers available at the base innovation lab.

 
The process required careful planning, preparation and experimentation. 
 
"Everything started from a single block in the design software," Perry said. "Each piece had to be separated and designed in a way that it could be printed and assembled later. It might look simple when you see the final model, but a lot of thought went into making sure the supports, slopes and connections would actually work." 
 
One of the biggest challenges was ensuring the model could support its own structure at the scale required to accurately represent the airfield. The team experimented with different stand designs and angles to create a realistic yet durable layout.

 
By transforming abstract training concepts into a physical, visual model, the 19th Operations Support Squadron is helping trainees better grasp the complexities of airfield operations. This ensures controllers are better equipped to manage the skies above the base. 
 
The project also highlights a broader culture of innovation across the installation, where airmen at every level are encouraged to identify challenges and develop solutions that enhance mission effectiveness.

Joint Statement Reaffirming a Shared Commitment to Defense Industrial Resilience

March 20, 2026 |

The following text was jointly agreed upon by the 16 members of the Partnership for Indo-Pacific Industrial Resilience (PIPIR): the United States, Australia, Canada, Germany, Italy, Japan, Lithuania, Netherlands, New Zealand, Norway, Philippines, the Republic of Korea, Singapore, Sweden, Thailand, and the United Kingdom following the 2nd Annual PIPIR Plenary meeting.

We, the National Armaments Directors and senior government officials of the member nations of the Partnership for Indo-Pacific Industrial Resilience (PIPIR), convened for our 2nd Annual Plenary meeting, virtually, on March 18, 2026, to reaffirm our commitment to accelerating defense industrial cooperation.

We reaffirmed the PIPIR Statement of Core Vision and Terms of Reference, discussed the collective challenges and opportunities to defense industrial cooperation in the Indo-Pacific, and endorsed the 2026 roadmap for PIPIR workstream initiatives.

We also endorsed the accession of Thailand and the United Kingdom to PIPIR, welcoming them as the 15th and 16th members, respectively, to join our Indo-Pacific and Euro-Atlantic partnership. Collectively, we are committed to strengthening defense industrial resilience to promote the continued regional security, economic security, and prosperity of the Indo-Pacific.

We discussed current capacity shortfalls and resilience challenges in the global defense industrial base that impede our ability to meet combined operational needs but acknowledged positive momentum through PIPIR in addressing barriers to increased armaments cooperation. We further reaffirmed our commitment to exploring avenues across the Partnership to strengthen defense industrial base integration to de-risk supply chains, expand forward sustainment capacity, remove policy and regulatory impediments to cooperation, and accelerate production of key systems and components.

We discussed the significant progress that has been achieved through PIPIR since its establishment, recalling the announcement of two marquee initiatives by the U.S. Secretary of War at the Shangri-La Dialogue in May 2025, including the development of a forward repair capability for P-8 radar systems in Australia and the development of standards for small unmanned aerial systems across the Indo-Pacific. We agreed to the following next steps for these marquee initiatives:

• Expanding the scope of the regional sustainment hub in Australia to support additional P-8 operators in the Indo-Pacific, a project recently announced at the Shangri-La Dialogue in May 2025.
• Endorsing four Statements of Intent to foster cooperation on small unmanned aerial systems' battery and small motor development through executing an industry survey and sharing results among participants, pursuing reciprocal standards and a common procurement policy, and identifying efforts towards a future battery project.

We agreed that PIPIR continues to make tangible progress toward addressing barriers and accelerating defense industrial collaboration to promote a stronger, more resilient, more integrated, defense industrial base. We also reaffirmed the importance of multilateral frameworks such as PIPIR to help facilitate the rapid delivery of relevant capabilities to our combined defense forces. In doing so, we took measure of the progress made since our last plenary on these efforts:

• Building on the success of the Multinational Armaments Resilience Seminar, the first Indo-Pacific focused multinational armaments cooperation course, to be executed on a yearly basis, and co-hosted by the Department of War's Asia-Pacific Center for Security Studies and rotating PIPIR members.
• Continuing our campaign of learning through multiple industrial base-focused subject-matter expert exchanges, tabletop exercises, and collaborative learning events.

We also discussed and endorsed several new lines of effort that will strengthen the Partnership by creating more opportunities for collaboration and will advance defense industrial resilience in the Indo-Pacific and globally:

• Committing to a project that will explore feasibility and opportunity to establish a forward-deployed F100/F110 engine repair hub in Japan, which, will support regional sustainment for F-15 and F-16 platforms operated by the United States Air Force and partner nations.
• Progressing the effort to establish a CH-47 Chinook T-55 engine repair hub in the Republic of Korea, a project recently announced at the US-ROK Logistics Cooperations Committee in July 2025.
• Establishment of a new Solid Rocket Motor (SRM) production initiative between the US and Japan, chaired by Japan.
• Expanding energetics and munitions development by assessing the potential for interest and funding for the 30mm-by-173mm ammunition load, assemble, and pack line effort with the Philippines.
• Supporting regional co-production opportunities by exploring modular UAV projects across many mission sets.
• Instituting new tools and techniques, such as a project development guide, that provides a methodology to identify and assess future collaborations resulting in enhanced project efficiency and efficacy, information sharing, and transparency among governments, industry partners, and stakeholders.