CSBA in the News

The United States will need to depend increasingly on low-signature capabilities, including bombers and submarines, if it is to continue to deter rivals and reassure allies in the Asia-Pacific, a U.S. think tank report said Wednesday

Katherine Blakeley, research fellow at the Center for Strategic and Budgetary Assessments, discusses the highlights of the proposed FY18 defense budget

Most likely, the Navy will look to strike the perfect balance between the two airframes, combining the stealth and sensors of the F-35Cs with the raw numbers and power of Advanced Super Hornets. “We’re going to use the F-35 more as an enabler and a strike lead and as a command and control platform than as a fighter platform on its own,” Bryan Clark, naval analyst Center for Strategic and Budgetary Assessments, told USNI News.

Congress appropriated $12.5 billion last year for the first 40 E-2D models; the Pentagon is requesting another $9.5 billion for 35 more new Hawkeyes in future years, according to the Center for Strategic and Budgetary Assessments, a nonpartisan policy institute.

There’s not going to be an immediate “procurement shopping spree,” agreed Katherine Blakely of the Center for Strategic & Budgetary Assessments. Instead, the Mattis plan takes time to develop more advanced capabilities, particularly in the repeatedly-mentioned area of “lethality.” What does that mean? Future adversaries may be markedly more deadly, Blakeley says, which force the US to make its forces more lethal to match. Greater lethality also argues against over-investing in a small number of expensive, “exquisite” superweapons that can be taken down with a few good hits. (Think of the Death Star in Star Wars for the extreme example). The crucial “leading indicators” to watch, she said, will be whether the forthcoming budget emphasizes upgrading the lethality of existing systems — new missiles for old ships, for instance — and whether funding is forthcoming for the high-tech experiments of Carter’s Strategic Capabilities Office and Third Offset Strategy — Bob Work being the principal architect of offset since the start.