Lockheed Martin's Skunk Works Unveils Vectis CCA, Joining Intensifying Unmanned Fighter Competition
Company positions high-survivability drone as NGAD-compatible platform for future air dominance
Lockheed Martin's secretive Skunk Works division has officially unveiled Vectis, a self-funded Group 5 Collaborative Combat Aircraft (CCA) designed to operate alongside fifth- and sixth-generation crewed fighters in contested airspace. The announcement, made Sept. 21 ahead of the Air, Space & Cyber Conference, marks the aerospace giant's formal entry into the rapidly evolving unmanned fighter market as the Pentagon accelerates development of autonomous combat platforms.
Executive Decision-Making and Strategic Direction
The Vectis development represents a strategic decision by Lockheed Martin's senior leadership to maintain the company's central role in U.S. combat aviation. The initiative was driven by key executives including CEO James Taiclet, who has emphasized digital transformation and advanced technologies since taking the helm in 2020. Greg Ulmer, president of Aeronautics and formerly head of the F-35 program, oversees the $25 billion Aeronautics division that includes Skunk Works.
The decision to proceed with Vectis involved recently appointed Skunk Works president OJ Sanchez, who took over from John Clark in January 2025. Clark, who led Skunk Works for three years during the crucial NGAD competition period, has moved to senior vice president for Technology and Strategic Innovation, reporting directly to CEO Taiclet. This executive reshuffling positions Lockheed Martin to coordinate autonomous systems development across all business areas while Sanchez, a former Air Force F-22 pilot with over 30 years of combined military and industry experience, focuses Skunk Works on next-generation capabilities.
Technical Specifications and Competitive Positioning
Sanchez described Vectis as larger than Lockheed's Common Multi-Mission Truck cruise missile but smaller than an F-16 fighter, featuring a tailless lambda wing configuration. The platform emphasizes multi-mission flexibility spanning precision strike, Intelligence, Surveillance and Reconnaissance (ISR) targeting, electronic warfare, and both offensive and defensive counter-air operations. Company operational analysis indicates supersonic capability is not necessary for the CCA mission set, though the platform must keep pace with fifth-generation fighters.
The design incorporates work from Skunk Works' sixth-generation fighter prototype and technologies from the RQ-170 stealth UAS, positioning Vectis to deliver what Lockheed Martin calls "best in CCA class survivability." This approach contrasts with competitors' emphasis on affordability and some degree of attritable operation, reflecting different philosophical approaches to the unmanned combat aviation challenge.
Current CCA Program Status and Government Decision Authority
The CCA program's future direction will be determined by a multi-layered acquisition hierarchy within the Department of Defense. The Assistant Secretary of the Air Force for Acquisition, Technology and Logistics (SAF/AQ) serves as the Service Acquisition Executive, with ultimate decision authority for ACAT 1C programs. This position oversees $40 billion annual investments that include major programs across multiple Program Executive Officers (PEOs).
The Air Force Life Cycle Management Center (AFLCMC), led by a Lieutenant General, manages weapon systems from inception to retirement and was recently reorganized to split the Fighters and Bombers Directorate into separate advanced aircraft and bomber directorates. Collaborative combat aircraft development involves the PEO for fighter aircraft, Air Force Research Laboratory commanders, Air Combat Command, Air Force Test Center, and USAF deputy chief of staff for plans and programs.
The first generation of Air Force CCAs is reaching critical milestones, with General Atomics' YFQ-42A beginning flight testing in August 2025 and Anduril's YFQ-44A Fury preparing for first flight. Both platforms received the historic "FQ" designation, marking them as the first unmanned aircraft classified as autonomous fighters. The Air Force plans to order 100 CCAs over the next five years as part of Increment 1, using a "planning assumption" of 1,000 total CCAs for force structure analysis.
Comparative Analysis of CCA Competitors
The current CCA competition presents distinctly different approaches to unmanned combat aviation. General Atomics' YFQ-42A emphasizes endurance over speed and maneuverability, leveraging the company's Gambit series concept. Gambit 1 is described as "a nimble sensing platform optimized for long endurance" capable of leading strike packages. General Atomics, building more than 100 aircraft annually, represents established defense industry experience with proven track records in unmanned systems.
Anduril's YFQ-44A Fury leverages the company's Lattice software and features an open, modular system designed to accelerate prototyping to production timelines. This Silicon Valley startup approach, backed by the acquisition of Blue Force Technologies, represents newer thinking versus traditional defense industrial base methodologies.
Boeing's MQ-28 Ghost Bat, while not selected for the U.S. program, provides important competitive context. With over 100 hours of flight testing across eight Block 1 vehicles, the platform demonstrates operational maturity through its modular design allowing rapid payload reconfiguration. The Ghost Bat's 38-foot length and proven carrier suitability testing make it attractive for Navy applications, with the service showing "strong interest" in the platform.
Strategic Positioning for Future Competitions
Sanchez's confidence in elbowing into the CCA competition stems from several competitive advantages developed through Lockheed Martin's extensive investment in NGAD and autonomous systems. Despite losing the Boeing F-47 NGAD contract in March 2025, the company has accumulated significant technological assets that position it favorably for CCA Increment 2.
"The knowledge obtained when 'we built and flew a sixth-gen aircraft' for the NGAD program 'is driving progress across current and emerging efforts,'" Sanchez explained, referencing Lockheed Martin's secret NGAD prototype that flew alongside Boeing's demonstrator. This represents hundreds of hours of advanced flight testing and technology validation that directly applies to unmanned platforms.
The company's NGAD loss paradoxically strengthens its CCA position. Former Air Force acquisition executive Andrew Hunter noted that Lockheed "could have won" NGAD, with the proposals being technically "close." Former Secretary Frank Kendall confirmed that Boeing's approach was "more creative" but acknowledged the technical proximity of the competing designs. This suggests Lockheed Martin developed highly advanced technologies that, while perhaps overengineered for the manned fighter role, could provide decisive advantages for unmanned applications.
Lockheed Martin's initial CCA Increment 1 failure offers additional insight into its competitive positioning. John Clark, Sanchez's predecessor, acknowledged the company offered a "gold-plated" solution that exceeded Air Force requirements. This indicates the company possesses technology mature enough to field highly capable platforms—exactly what may be needed for Increment 2's anticipated emphasis on increased capability and survivability.
The Air Force has indicated Increment 2 will involve "more than 20 industry partners" and could incorporate stealth technologies, representing "a more complicated platform" than Increment 1. This plays directly to Lockheed Martin's core competencies in low-observable technologies and complex systems integration, areas where the company's NGAD investments provide clear competitive advantages.
Technology Transfer and Competitive Advantages
Beyond the NGAD technology foundation, Lockheed Martin has developed specific capabilities that provide competitive differentiation for CCA applications. CEO James Taiclet revealed the company has already created "a pod-based system for the F-35 that would allow the aircraft to coordinate the operations of multiple CCAs simultaneously using a tablet interface." This operational capability, compatible with both F-35 and F-22 platforms, demonstrates mature human-machine teaming technology that competitors may lack.
The company's $100 million "Project Carrera" investment in manned-unmanned teaming technology, including $20 million specifically for F-35 development work, has produced tangible results. Skunk Works has demonstrated control stations and flight control systems that enable fifth-generation fighters to manage multiple autonomous platforms—capabilities directly applicable to CCA Increment 2 requirements.
Most significantly, Lockheed Martin's approach addresses the scale challenge that increasingly dominates Air Force thinking. Taiclet emphasized the need to "meet the J-20, which is the Chinese fifth-generation combat tactical aircraft, with enough numbers in the Pacific." The company's vision of fielding numerous CCAs controlled by existing F-35 and F-22 platforms provides a pathway to rapid capability expansion without waiting for sixth-generation fighter deployment.
This positions Vectis as more than a standalone platform—it represents an integrated solution leveraging Lockheed Martin's installed base of 1,100+ F-35s globally and the F-22 fleet. By enabling current fifth-generation fighters to control multiple autonomous wingmen, the company can offer immediate force multiplication capabilities while competitors develop platforms requiring new manned aircraft for optimal employment.
International Implications and Technology Integration
The Vectis announcement underscores intensifying global competition in unmanned combat aircraft. Beyond U.S. competitors, China has positioned itself as a leader in stealth flying wing UCAVs, while platforms like Turkey's Kızılelma and India's HAL CATS Warrior demonstrate worldwide interest in similar capabilities.
Lockheed Martin emphasizes alignment with U.S. Government Reference Architectures to avoid vendor lock-in and ensure compatibility across command and control systems. The platform integrates with the company's Mission Domain Control eXperience (MDCX) autonomy system, supporting multi-domain connectivity whether operating standalone or as part of integrated teaming missions.
Development Timeline and Investment Strategy
Skunk Works plans aggressive development timelines, stating the company is investing its own funds to "design, build and fly within two years." Development is already underway, with components ordered and teams executing initial builds. This self-funded approach provides flexibility to tailor the platform for multiple potential customers while demonstrating corporate commitment to the CCA market.
The emphasis on rapid development and affordability indicates a shift from traditional, decades-long acquisition timelines that have been increasingly criticized. The different CCA increments aim to avoid extended development periods and quickly field affordable combat mass.
Market Forces and Future Outlook
Market Forces and Future Outlook
The emergence of Vectis represents a calculated response to evolving Air Force priorities that increasingly favor quantity and rapid deployment over individual platform sophistication. Recent simulations suggest that larger quantities of affordable CCAs may better meet operational needs than smaller fleets of highly advanced systems. This shift in thinking, driven by Pacific theater requirements and Chinese military developments, creates opportunities for companies with proven ability to deliver survivable platforms at scale.
Lockheed Martin's timing appears strategically sound. The Air Force has described Increment 1 as "proof of concept, more of an experimental kind of approach," while Increment 2 is "targeted to be fieldable, combat-ready, scalable design and production." This evolution toward operational systems favors established defense contractors with mature production capabilities over startups focused on cost reduction.
The Navy dimension adds another competitive vector, with four major aerospace primes awarded "conceptual designs" contracts for carrier-based CCAs. Lockheed Martin received a separate Navy contract for common control architecture work with the Skunk Works MDCX autonomy platform, which successfully demonstrated controlling a General Atomics MQ-20 Avenger in November 2024. This multi-service approach suggests broad Pentagon commitment to human-machine teaming concepts.
With Boeing focused on F-47 development and having limited success in the first CCA increment, Lockheed Martin faces reduced competition from traditional aerospace giants. The company's comprehensive approach—combining advanced platform development with mature control systems and integration with existing fighter fleets—provides multiple pathways to program participation even if not selected as the primary platform provider.
As Sanchez positions it, Vectis aims to "deliver class-leading survivability in an agile, multi-role package" at scale-enabling price points. This reflects a company leveraging billions in NGAD investment to capture a significant share of what industry analysts project as a $20+ billion CCA market through the 2030s. The strategic calculation appears to be that technology leadership combined with production scale advantages provides reasonable odds of success in the intensifying competition for air dominance platforms.
Lockheed Martin's Skunk Works Unveils Vectis CCA, Joining Intensifying Unmanned Fighter Competition
Company positions high-survivability drone as NGAD-compatible platform for future air dominance
Lockheed Martin's secretive Skunk Works division has officially unveiled Vectis, a self-funded Group 5 Collaborative Combat Aircraft (CCA) designed to operate alongside fifth- and sixth-generation crewed fighters in contested airspace. The announcement, made Sept. 21 ahead of the Air, Space & Cyber Conference, marks the aerospace giant's formal entry into the rapidly evolving unmanned fighter market as the Pentagon accelerates development of autonomous combat platforms.
Executive Decision-Making and Strategic Direction
The Vectis development represents a strategic decision by Lockheed Martin's senior leadership to maintain the company's central role in U.S. combat aviation. The initiative was driven by key executives including CEO James Taiclet, who has emphasized digital transformation and advanced technologies since taking the helm in 2020. Greg Ulmer, president of Aeronautics and formerly head of the F-35 program, oversees the $25 billion Aeronautics division that includes Skunk Works.
The decision to proceed with Vectis involved recently appointed Skunk Works president OJ Sanchez, who took over from John Clark in January 2025. Clark, who led Skunk Works for three years during the crucial NGAD competition period, has moved to senior vice president for Technology and Strategic Innovation, reporting directly to CEO Taiclet. This executive reshuffling positions Lockheed Martin to coordinate autonomous systems development across all business areas while Sanchez, a former Air Force F-22 pilot with over 30 years of combined military and industry experience, focuses Skunk Works on next-generation capabilities.
Technical Specifications and Competitive Positioning
Sanchez described Vectis as larger than Lockheed's Common Multi-Mission Truck cruise missile but smaller than an F-16 fighter, featuring a tailless lambda wing configuration. The platform emphasizes multi-mission flexibility spanning precision strike, Intelligence, Surveillance and Reconnaissance (ISR) targeting, electronic warfare, and both offensive and defensive counter-air operations. Company operational analysis indicates supersonic capability is not necessary for the CCA mission set, though the platform must keep pace with fifth-generation fighters.
The design incorporates work from Skunk Works' sixth-generation fighter prototype and technologies from the RQ-170 stealth UAS, positioning Vectis to deliver what Lockheed Martin calls "best in CCA class survivability." This approach contrasts with competitors' emphasis on affordability and some degree of attritable operation, reflecting different philosophical approaches to the unmanned combat aviation challenge.
Current CCA Program Status and Government Decision Authority
The CCA program's future direction will be determined by a multi-layered acquisition hierarchy within the Department of Defense. The Assistant Secretary of the Air Force for Acquisition, Technology and Logistics (SAF/AQ) serves as the Service Acquisition Executive, with ultimate decision authority for ACAT 1C programs. This position oversees $40 billion annual investments that include major programs across multiple Program Executive Officers (PEOs).
The Air Force Life Cycle Management Center (AFLCMC), led by a Lieutenant General, manages weapon systems from inception to retirement and was recently reorganized to split the Fighters and Bombers Directorate into separate advanced aircraft and bomber directorates. Collaborative combat aircraft development involves the PEO for fighter aircraft, Air Force Research Laboratory commanders, Air Combat Command, Air Force Test Center, and USAF deputy chief of staff for plans and programs.
The first generation of Air Force CCAs is reaching critical milestones, with General Atomics' YFQ-42A beginning flight testing in August 2025 and Anduril's YFQ-44A Fury preparing for first flight. Both platforms received the historic "FQ" designation, marking them as the first unmanned aircraft classified as autonomous fighters. The Air Force plans to order 100 CCAs over the next five years as part of Increment 1, using a "planning assumption" of 1,000 total CCAs for force structure analysis.
Comparative Analysis of CCA Competitors
The current CCA competition presents distinctly different approaches to unmanned combat aviation. General Atomics' YFQ-42A emphasizes endurance over speed and maneuverability, leveraging the company's Gambit series concept. Gambit 1 is described as "a nimble sensing platform optimized for long endurance" capable of leading strike packages. General Atomics, building more than 100 aircraft annually, represents established defense industry experience with proven track records in unmanned systems.
Anduril's YFQ-44A Fury leverages the company's Lattice software and features an open, modular system designed to accelerate prototyping to production timelines. This Silicon Valley startup approach, backed by the acquisition of Blue Force Technologies, represents newer thinking versus traditional defense industrial base methodologies.
Boeing's MQ-28 Ghost Bat, while not selected for the U.S. program, provides important competitive context. With over 100 hours of flight testing across eight Block 1 vehicles, the platform demonstrates operational maturity through its modular design allowing rapid payload reconfiguration. The Ghost Bat's 38-foot length and proven carrier suitability testing make it attractive for Navy applications, with the service showing "strong interest" in the platform.
Strategic Positioning for Future Competitions
Sanchez's confidence in elbowing into the CCA competition stems from several competitive advantages developed through Lockheed Martin's extensive investment in NGAD and autonomous systems. Despite losing the Boeing F-47 NGAD contract in March 2025, the company has accumulated significant technological assets that position it favorably for CCA Increment 2.
"The knowledge obtained when 'we built and flew a sixth-gen aircraft' for the NGAD program 'is driving progress across current and emerging efforts,'" Sanchez explained, referencing Lockheed Martin's secret NGAD prototype that flew alongside Boeing's demonstrator. This represents hundreds of hours of advanced flight testing and technology validation that directly applies to unmanned platforms.
The company's NGAD loss paradoxically strengthens its CCA position. Former Air Force acquisition executive Andrew Hunter noted that Lockheed "could have won" NGAD, with the proposals being technically "close." Former Secretary Frank Kendall confirmed that Boeing's approach was "more creative" but acknowledged the technical proximity of the competing designs. This suggests Lockheed Martin developed highly advanced technologies that, while perhaps overengineered for the manned fighter role, could provide decisive advantages for unmanned applications.
Lockheed Martin's initial CCA Increment 1 failure offers additional insight into its competitive positioning. John Clark, Sanchez's predecessor, acknowledged the company offered a "gold-plated" solution that exceeded Air Force requirements. This indicates the company possesses technology mature enough to field highly capable platforms—exactly what may be needed for Increment 2's anticipated emphasis on increased capability and survivability.
The Air Force has indicated Increment 2 will involve "more than 20 industry partners" and could incorporate stealth technologies, representing "a more complicated platform" than Increment 1. This plays directly to Lockheed Martin's core competencies in low-observable technologies and complex systems integration, areas where the company's NGAD investments provide clear competitive advantages.
Technology Transfer and Competitive Advantages
Beyond the NGAD technology foundation, Lockheed Martin has developed specific capabilities that provide competitive differentiation for CCA applications. CEO James Taiclet revealed the company has already created "a pod-based system for the F-35 that would allow the aircraft to coordinate the operations of multiple CCAs simultaneously using a tablet interface." This operational capability, compatible with both F-35 and F-22 platforms, demonstrates mature human-machine teaming technology that competitors may lack.
The company's $100 million "Project Carrera" investment in manned-unmanned teaming technology, including $20 million specifically for F-35 development work, has produced tangible results. Skunk Works has demonstrated control stations and flight control systems that enable fifth-generation fighters to manage multiple autonomous platforms—capabilities directly applicable to CCA Increment 2 requirements.
Most significantly, Lockheed Martin's approach addresses the scale challenge that increasingly dominates Air Force thinking. Taiclet emphasized the need to "meet the J-20, which is the Chinese fifth-generation combat tactical aircraft, with enough numbers in the Pacific." The company's vision of fielding numerous CCAs controlled by existing F-35 and F-22 platforms provides a pathway to rapid capability expansion without waiting for sixth-generation fighter deployment.
This positions Vectis as more than a standalone platform—it represents an integrated solution leveraging Lockheed Martin's installed base of 1,100+ F-35s globally and the F-22 fleet. By enabling current fifth-generation fighters to control multiple autonomous wingmen, the company can offer immediate force multiplication capabilities while competitors develop platforms requiring new manned aircraft for optimal employment.
International Implications and Technology Integration
The Vectis announcement underscores intensifying global competition in unmanned combat aircraft. Beyond U.S. competitors, China has positioned itself as a leader in stealth flying wing UCAVs, while platforms like Turkey's Kızılelma and India's HAL CATS Warrior demonstrate worldwide interest in similar capabilities.
Lockheed Martin emphasizes alignment with U.S. Government Reference Architectures to avoid vendor lock-in and ensure compatibility across command and control systems. The platform integrates with the company's Mission Domain Control eXperience (MDCX) autonomy system, supporting multi-domain connectivity whether operating standalone or as part of integrated teaming missions.
Development Timeline and Investment Strategy
Skunk Works plans aggressive development timelines, stating the company is investing its own funds to "design, build and fly within two years." Development is already underway, with components ordered and teams executing initial builds. This self-funded approach provides flexibility to tailor the platform for multiple potential customers while demonstrating corporate commitment to the CCA market.
The emphasis on rapid development and affordability indicates a shift from traditional, decades-long acquisition timelines that have been increasingly criticized. The different CCA increments aim to avoid extended development periods and quickly field affordable combat mass.
Market Forces and Future Outlook
Market Forces and Future Outlook
The emergence of Vectis represents a calculated response to evolving Air Force priorities that increasingly favor quantity and rapid deployment over individual platform sophistication. Recent simulations suggest that larger quantities of affordable CCAs may better meet operational needs than smaller fleets of highly advanced systems. This shift in thinking, driven by Pacific theater requirements and Chinese military developments, creates opportunities for companies with proven ability to deliver survivable platforms at scale.
Lockheed Martin's timing appears strategically sound. The Air Force has described Increment 1 as "proof of concept, more of an experimental kind of approach," while Increment 2 is "targeted to be fieldable, combat-ready, scalable design and production." This evolution toward operational systems favors established defense contractors with mature production capabilities over startups focused on cost reduction.
The Navy dimension adds another competitive vector, with four major aerospace primes awarded "conceptual designs" contracts for carrier-based CCAs. Lockheed Martin received a separate Navy contract for common control architecture work with the Skunk Works MDCX autonomy platform, which successfully demonstrated controlling a General Atomics MQ-20 Avenger in November 2024. This multi-service approach suggests broad Pentagon commitment to human-machine teaming concepts.
With Boeing focused on F-47 development and having limited success in the first CCA increment, Lockheed Martin faces reduced competition from traditional aerospace giants. The company's comprehensive approach—combining advanced platform development with mature control systems and integration with existing fighter fleets—provides multiple pathways to program participation even if not selected as the primary platform provider.
As Sanchez positions it, Vectis aims to "deliver class-leading survivability in an agile, multi-role package" at scale-enabling price points. This reflects a company leveraging billions in NGAD investment to capture a significant share of what industry analysts project as a $20+ billion CCA market through the 2030s. The strategic calculation appears to be that technology leadership combined with production scale advantages provides reasonable odds of success in the intensifying competition for air dominance platforms.
Sidebar: F-35 Problems Could Shadow CCA Ambitions
Lockheed Martin's pursuit of CCA Increment 2 unfolds against the backdrop of mounting criticism over the company's performance on the F-35 Joint Strike Fighter program, raising questions about whether acquisition officials will trust the aerospace giant with another major unmanned systems contract.
Chronic Delivery and Performance Issues
The Government Accountability Office's September 2025 report paints a troubling picture of F-35 program execution. In 2024, Lockheed Martin delivered all 110 F-35s late, with delays averaging 238 days—nearly four times worse than 2023's 61-day average. The company has struggled with Technology Refresh 3 (TR-3), a critical software and hardware upgrade that is three years behind schedule and has forced the Pentagon to accept 174 aircraft in non-combat-capable configurations.
The Block 4 modernization effort, intended to enhance weapons capabilities and sensors, is now at least $6 billion over budget and five years behind schedule. As of early 2025, Lockheed faced more than 4,000 parts shortages in final assembly—double historic levels—while 52 aircraft sat idle awaiting components. The program's total acquisition costs have grown to more than $485 billion as of December 2023.
Congressional and Pentagon Frustration
Lawmakers have lost patience with Lockheed Martin's F-35 performance. Representatives Matt Gaetz (R-Fla.) and Seth Moulton (D-Mass.) introduced a resolution stating that Lockheed and its subcontractors have "failed to deliver what the company promised" and that the Pentagon has "failed to hold the program accountable." The Air Force has reduced its 2026 F-35 procurement request to just 24 aircraft—half of last year's plan—citing frustration over upgrade delays.
The GAO criticized the Pentagon's incentive fee structure, which has awarded Lockheed Martin and Pratt & Whitney "hundreds of millions of dollars in incentive fees" despite chronic late deliveries. The watchdog warned that "taxpayers risk continuing to reward contractors for underperformance" unless fee structures are reformed.
Potential Impact on CCA Competition
These performance issues could significantly affect Lockheed Martin's CCA prospects in several ways. Air Force acquisition officials may be reluctant to award another major contract to a company that has consistently failed to meet F-35 delivery schedules and cost targets. The emphasis on "affordable" and "scalable" systems for CCA Increment 2 directly conflicts with Lockheed Martin's recent track record of cost overruns and schedule delays.
Moreover, the Air Force's stated preference for competitive increments and avoiding vendor lock-in suggests officials want alternatives to traditional defense contractors with problematic performance histories. Anduril and General Atomics, the Increment 1 winners, have demonstrated more predictable execution despite being smaller companies.
Counterarguments and Mitigating Factors
However, several factors may limit the F-35 program's impact on CCA competition. The unmanned systems market operates under different dynamics than manned fighter programs, with typically shorter development cycles and lower technical complexity. Lockheed Martin's Skunk Works division maintains a separate track record from the F-35 program office, with historically successful execution on classified advanced aircraft programs.
The company's NGAD investment and proven technologies provide tangible competitive advantages that may outweigh historical performance concerns. Former Air Force officials have noted that Lockheed Martin's NGAD proposal was technically competitive with Boeing's winning design, suggesting the company retains strong engineering capabilities despite program management challenges.
Additionally, the Air Force's "more than 20 industry partners" approach for Increment 2 suggests the service wants multiple competitors, potentially including companies with mixed performance records if they offer unique technological capabilities. The integration advantages Lockheed Martin provides through its existing F-35 and F-22 fleets may prove decisive despite F-35 program troubles.
Strategic Implications
Ultimately, the F-35 performance issues represent a significant headwind for Lockheed Martin's CCA ambitions but may not prove decisive. The Air Force faces complex tradeoffs between proven technology capabilities and reliable program execution. As one industry analyst noted, "the question becomes whether the Air Force values technological superiority over schedule predictability" in an era where rapid fielding has become a strategic imperative.
Sources
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- Lockheed Martin. "Lockheed Martin Vectis™: Best in CCA Class Survivability." Press Release, Sept. 21, 2025. https://news.lockheedmartin.com/2025-09-21-Lockheed-Martin-Vectis-TM-Best-in-CCA-Class-Survivability
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- Tirpak, John A. "Anduril and General Atomics to Develop New Collaborative Combat Aircraft for Air Force." Air & Space Forces Magazine, Apr. 24, 2024. https://www.airandspaceforces.com/cca-contract-winners-to-be-announced-imminently/
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- Skunk Works Introduces Vectis Stealth CCA - The Aviationist
