Two
months ago the MOD issued new procurement rules for capital
and revenue purchases in voluminous pages. Posted below is a
summary courtesy Asian Military Review December edition.
DEFENCE
BUSINESS IN INDIA AND THE NEWLY ISSUED MOD PROCUREMENT RULES
EXPLAINED
By
Ranjit B Rai
The
pursuit of Defence Business is generally regarded to be more
challenging and unpredictable than others, gestation periods
can be long, but profits margins are high, and once a weapon
system is supplied, follow on business in upgrades and spares
is assured. Defence budgets of nations range between 3 to 5%
of GNP and there has been a dip in defence spending in most
countries in Europe after the end of the cold war, while USA
($ 402 bill), China ($ 60 bill?), and Middle East have
witnessed large increases. India has been allocating only 2.6%
of its GNP for defence and the 2005-6 budget stands at $ 19.3
bill with an import quantum of almost $ 5 bill though
allocations for nuclear, space and pension elements are not
depicted in the defence estimates. In India the budget runs
from 1st April to the next 31st March
and the revised estimates are tabled in December when
Parliament approves additional sanctions, if required by MOD,
but in the recent few years the MOD had surrendered unspent
funds. This is not likely any more and India’s defence
budget is set to escalate. Dr Manmohan Singh the Prime
Minister has committed in October this year that it can to be
increased to 3%. If the ambitious Naval plans for 21 ships on
order, Maritime Aircraft, Helicopters and Akulas on lease and
ATV nuclear submarine, and Air Force aspirations for induction
of 126 top of the line fighters from abroad fructify as
planned, the present allocation will not be able to sustain
the costs, since revenue spending is on the rise in India, and
the Armed Forces are already experiencing short age of
manpower. Salaries in India have suddenly risen with a spurt
in the economy and employment. With the gallop in technology,
defence equipment is becoming more costly but will remain
essential and defence budgets will always find a place in a
nation’s priority list, especially in these times of
uncertain threats, and a world dominated by Adam Smith’s
economic philosophy out lined in the Wealth of Nations.
The
methodology of doing defence business in India has hitherto
been secretive, serpentine and undefined, but there are
changes taking place for more transparency. India’s defence
slowly opening up to the world, and US Military Industrial
giants have recently entered the fray, to give traditional
Russian and other suppliers a run for their money. The
Official Secrets Act in India is of 1923 vintage. It is an
impediment as it is very rigid in not sharing even the
minutest of defence details or QRs with suppliers, but is
being treated with a Nelsonic eye by officials and Armed
Forces, as it is definitely out dated in this day and age. The
requests for information ie RFIs, from foreign and Indian
suppliers, meeting with visiting prospective suppliers and
communications through India’s Defence attaches abroad in
connection with defence purchases is now more open. The Navy
has gone ahead and appointed a Rear Admiral (Foreign
Cooperation and Transformation) who has under him three
Directorates of Foreign Cooperation, Liaison and Concepts to
deal with foreign agencies and Governments.
As
India globalises, Adam Smith is being quoted often and his
name even saw mention in Delhi’s High Court when its Chief
Justice advocated it in November to the Navy, in a submarine
battery case. The IN has supported development and is
procuring submarine batteries from just one captive source,
Exide (formerly Standard) Batteries, for its large under water
fleet of HDW and Kilo class submarines and the case are cited
later in this article, as it is relevant. The Armed Forces are
also aware of the transformation and globalisation of Defence
and Aerospace Industries in Europe and USA, noting that major
firms have teamed, up transgressing secrecy needs, and
national boundaries for production, R and D and exports. It is
now evident no nation save USA can sustain a large aviation or
ship project alone. Joint production and common programmes for
ships (Horizon frigate and Franco British aircraft carrier),
planes (Typhoon Euro fighter and MTA) and tanks are already in
place abroad. In India till recently only the eight Government
Public Sector Units called defence DPSUs, like HAL, BEL,
Bharat Dynamics, Mazagon Docks etc and the 39 Ordnance
factories were tasked to supply all major defence equipment on
comfortable “cost plus” basis, but the scene is fast
changing with private players gaining market share, and
offering supplies at competitive rates and even large projects
like ships, submarines and systems with foreign collaboration.
In cases of soft ware solutions and commercial of the shelf
COTs purchases the Armed Forces have little choice but to lean
on civil suppliers.
The
Coast Guard took the first step by ordering three large 3000
ton Pollution Control Ships and smaller vessels on private
yards against competition from Government yards, and if the
deliveries and quality match, it will be a trend setter. The
Government has permitted 26% foreign direct investment in
defence firms opening up what it earlier called the
‘restricted strategic industries’. To force the pace and
to usher transparency the Ministry of Defence has recently
issued a some what long and complicated but explicit set of
Procurement Rules for defence business in India. The rules
have been framed separately under the head Revenue for items
below $ 75 million, and Capital for all larger outlays
including details of how ships are to be ordered on yards and
the mode of inspection, trials and payments including
performance bonds and associated bank guarantees. For imports
from abroad above $ 75 million there is now a very significant
clause that stipulates that 30% of the value of the contract
has to be in offsets, and is inked in to the rules, besides
the multi tender system, to avoid single vendor purchases
except in emergency requiring higher sanctions. To avoid
charges of favoritism and corruption, which every large deal
in India (Bofors, HDW etc) has been smudged with, leading to
legal actions but with no results, a very stringent Integrity
clause is also stipulated, and firms are now being very
careful not to dole out money to lobbyists and facilitators.
Appointing of Defence Agents has also been made legal, but the
rules are very restrictive, so most foreign companies have
been obliged to open offices in India and recently even
Northrop Grumman and Lockheed have followed Raytheon. India is
for the first time displaying seriousness to join the world in
defence exports and is keenly looking forward to clinching an
order for 30 ALH Dhruv helicopters to Chile worth $ 75 million
which will be the largest ever defence export order. It is
being pursued by the Defence Minister Pranab Mukherjee
himself. Smaller soft ware and non lethal provider firms are
already exporting products, and firms like Tata Power,
Mahindra Defence and Larsen and Tubro that are already
suppliers to the Defence are pressing for more openness and
level playing field. However the Communist Party in the UPA
Government holds 60 seats in Parliament and are strong
supporters of the PSUs.
India’s Defence Expenditure:
In INR (Crores) (Rs 4.5 crores = $1m)
Year
|
Budget
Estimates
|
Revised
Estimates
|
Actual
Estimates
|
Rev
|
Cap
|
Total
|
Rev
|
Cap
|
Total
|
Rev
|
Cap
|
Total
|
2000-01
|
40,861
|
17,826
|
58,587
|
39,682
|
14,779
|
55,461
|
37,238
|
12,384
|
49,
622
|
2001-02
|
42,041
|
19,959
|
62,000
|
40,043
|
16,957
|
57,000
|
38,059
|
16,207
|
54,
266
|
2002-03
|
43,589
|
21,411
|
65,000
|
41,088
|
14,912
|
56,000
|
40,709
|
14,953
|
55,
662
|
2003-04
|
44,
47
|
20,953
|
65,300
|
43,394
|
16,906
|
60,300
|
43,203
|
16,863
|
60,
066
|
2004-05
|
43,517
|
33,483
|
77,000
|
44,852
|
32,148
|
77,000
|
-
|
-
|
-
|
2005-06
|
48,625
|
34,375
|
83,000
|
-
|
-
|
-
|
-
|
-
|
-
|
A
list of the larger payments and near term projected
procurement list of the three services is appended. The
details of expenses of the nuclear command are not available
and separation of civil and military nuclear facilities as
stipulated in the President Bush and PM Manmohan Singh
agreement signed on 18 July in Washington DC will need to be
funded.
Army:
Smerch multi-barrel rocket launchers from Russia,
additional UAVs and large order for 155mm self-propelled and
towed guns. Denel has been blacklisted. Helicopters to replace
the Cheetak Allouttees in final stages. Upgrading of infantry
and NBCD equipment and indigenous missiles with import content
for BMD. A group of BrahMos missiles have been ordered and the
Army has pitched for battlefield helicopters.
Navy:
Progressive payments to yards for 21 ships on order,
Scorpene submarines, Gorshkov and 16 MiG 29Ks. Advanced Light
and imported ASW Helicopters, deep submerged submarine rescue
vehicles, mine hunting vessels, advanced offshore patrol
vessels, 2 P 3C Orions ( on lease) and 2 IL 38s, TU 142 M and
possibly USS Trenton. Derby and Barak or other anti missile
missiles Krivacks are ordered from Russia as the Navy plan
envisages ships from Indian yards and abroad.
Air
Force:
Payment for 66 Hawk deal. IL 78 tankers and balance Mirage
2000 deliveries, 3 Phalcons due delivery in 2006/7, 2 Embraer
135s, Low-level Quick Reaction Missiles, Heron UAVs from
Israel and Low Level Reporting Radars, Radar Systems and in
due course for 126 fighters. Up grades of aircraft calling for
imports of avionics. Large payments to HAL for SU 30MKI and
HJT 36 deliveries and LCA activities.
PROCUREMENT
RULES ISSUED BY MOD ---- CAPITAL PURCHASES
As
per the Kargil committee report recommendations, a full
fledged Defence Procurement Board DPB has been set up in MOD
which has acquisition wings for the three services with
Acquisition Managers and Financial advisers from the
bureaucracy, and Technical managers from each service to
coordinate the purchase of systems approved by the appropriate
authority/committee. The first step specified in the new rules
is how to become a supplier to Indian defence, and the manner
in which to get registered. It is by filling up a detailed
form provided in the rules as a representative or an Agent in
India. The rules run in to 113 pages and are voluminous and
include paragraphs on Service QRs, warranty clauses,
explanation of transfer of technology TOT and offsets, repair
and maintenance philosophy, modus operandi to list spares and
technical literature, explanations on discounted cash flows
and escalation, payment procedures, contract negotiation
procedures and the standard clauses to be executed when the
contract is finalised. The details of which Government owned
Indian Banks, the Bank guarantees are to be executed along
with the 5% stipulation for performance bonds and the method
of termination and arbitration clauses are spelt out. The mode
of sea shipping of goods through Ministry of Shipping’s
specified carrier through Transchart organisation is also
explained as also rules for supply by air. Some important
clauses are appended and discussed in brief.
Mode
Of Annual Budgeting. Theoretically the rules stipulate that
the HQ Integrated Defence Staff IDS will work out the annual
requirement of funds for capital acquisitions taking into
account the schemes listed, the services demands and those
proposed for the year ahead, carryovers, operational
exigencies and proposed changes in priorities recommended by
the respective Service Headquarters, by 31 December of each
year. The details of these requirements would be scrutinized
in the Acquisition Wing of MOD and then forwarded to Defence
(Finance) for budgetary projections and allocations. Based on
the budgetary projections and allocations the annual
projection will be formulated by the respective SHQs and
approved by the DPB by 15 April of the relevant Financial
Year. The Annual Acquisition Plan is to be based on a two
years acquisition cycle and is to cater for adequate cushion
to safeguard against surrender of funds.
Induction
Process and Trials. For induction, the manual states it will
require trials and alludes to transfer of technology in cases.
The manual states it will involve the Services Qualitative
Requirements (SQRs), Acceptance of Necessity (AoN),
Solicitation of offers, Evaluation of Technical offers by
Technical Evaluation Committee (TEC), Field Evaluation, Staff
Evaluation, and Oversight by Technical Oversight Committee
(TOC) for all acquisitions above Rs 300 Crores ( $ 75 mill).
These will be followed by commercial negotiations by the
Contract Negotiation Committee (CNC), approval by the
Competent Financial Authority (CFA), award of contract /
Supply Order (SO) and contract Administration and
post-contract management.
Solicitation
of Offers/. Single Stage Two Bid System. Solicitation of
offers will be as Per Two Bid System. It will imply that a
‘Request for Proposal’ would be issued soliciting the
technical and commercial offers together, but in two separate
sealed envelopes. This system safeguards against the
possibility of the vendor increasing his commercial offer
consequent to development of a single vendor situation after
evaluation. At this stage, the vendor will give a written
undertaking to meet the offset obligations laid down in the
RFP, as part of the technical offer. This undertaking will be
binding and failure to discharge offsets at any stage of the
acquisition process will disqualify the vendor from any
further participation and his offer will be treated as null
and void. The vendor will under no circumstances delay the
execution of the main contract on the plea of failure of
Indian Industry in executing various offset contracts. Once
the SQRs have been finalised, the sources of procurement of
the weapon system/stores shall be ascertained and
short-listing of the prospective manufacturers/suppliers
carried out by the Service HQ. The short-listed vendors will
be the Original Equipment Manufacturers (OEMs)/ Authorised
Vendors/ Govt Sponsored Export Agencies (applicable in the
case of countries where domestic laws do not permit direct
export by OEMs). This clause refers to USA where many items
are exported by the Foreign Military Sales FMS. In cases
involving TOT, the short-listing of the vendors would take
into account their ability to transfer requisite technology
for license production. The list of short-listed vendors may
be supplemented by the Technical Managers in Acquisition Wing
for which a data bank will be maintained by them. Wherever
possible, keeping the security and other relevant aspects in
view, appropriate publicity may be given to the proposed
procurement with a view to generate maximum competition.
Request
for Proposal (RFP) and Offsets. The RFP applicable to all
acquisitions is to be a self-contained document with a number
of details that can enable vendors to make their offer after
consideration of full requirements and parameters of the
acquisition and includes the offsets stipulation. This subject
is still to be refined as to whether the off set will be
confined to defence industry, or open ended for Indian
industry. The 314 Bofor FH 77 Howitzer contract signed as
early as 1987 had off set clauses, but the contract was never
fully implemented due to corruption charges and is likely to
be revived if the future contract for 155mm Howitzers goes to
Bofors who have performed well in trials. The RFP in selected
cases would spell out the requirements of transfer of
technology TOT depending upon the depth of the technology
which is required, and whose range could cover technology for
repair and overhaul; production from CKD/SKD kits and
production from raw material and components level. Aspects
which are to be included in the RFP in case production is from
CKD/SKD/IM kits are specified and the rules require care
should be taken to spell out the selection criteria clearly.
The nominated Production Agency (PA) for the receipt of
technology is to be closely associated in the preparation of
RFPs. A standardised RFP document is given in the manual. At
this first stage itself, the vendor is obliged in reply, to
give a written undertaking to meet the offset obligations laid
down in the RFP, as part of the technical offer. This
undertaking will be binding and failure to discharge it at any
stage of the acquisition process will disqualify the vendor
from any further participation and his offer will be treated
as null and void. Thereafter the Acquisition Wing will ask
from those vendors, whose equipment has been short listed, to
submit detailed offset offers in a sealed envelop within six
weeks. These offers shall be evaluated by the CNC prior to the
opening of the commercial offers already submitted by the
vendors. Commercial offers of only those vendors whose offset
offers are found to be in order, will be opened. The vendor
has to undertake offset contracts amounting to 30 % of the
commercial proposal. The technical offer is to include a
compliance statement to this effect.
Technical
Oversight Committee (TOC). TOC provides expert oversight over
the technical evaluation process. Defence Secretary will
constitute TOCs for selected acquisition proposals in excess
of Rs 300 Crores ($ 75 mill) and any other case recommended by
the Defence Procurement Board. The TOC will comprise of 3
members, one Service Officer, one DRDO scientist and one
representative of DPSU preferably not involved with that
acquisition. The TOC will be tasked to see whether the trials,
trial evaluations, and other parameters have been met.
Standard
CNC Composition Above $ 5 mill. The CNC will comprise the
Acquisition Manager as Chairman, and the members of the
committee will be the Technical Manager, Finance Manager,
Advisor Cost, DG Quality Assurance representative, Procurement
Agency representative, User representative, representative of
Contract Management Branch at SHQ, Repair Agency
Representative, Under Secretary concerned and Member Secretary
to be nominated by the Chairman. If transfer of technology is
involved then additional reps of Department of Defence
Production, DRDO and Production Agency are to be included.
Integrity
Clause/Pact IP. Further
the rules stipulate that signing of an ‘Integrity Pact’
would be considered between government department and the
bidder for schemes exceeding Rs 300 Crs( $ 75 mill). The
Integrity Pact is a binding agreement between the agency and
bidders for specific contracts in which the agency
promises that it will not accept bribes during the procurement
process and bidders promise that they will not offer bribes.
Under the IP the bidders for specific services or contracts
agree with the procurement agency or office to carry out the
procurement in a specified manner. The essential elements of
the IP are given in detail .
TECHNOLOGY
LEADER--THE NAVY AND THE RULES
The
new rules have opened many avenues of improvements and
competition in India’s defence industry. To give an example
of the progress the Armed Forces are now even seeking help of
educational institutes on the lines that UK does in Cambridge
and USA in Universities etc. All three service HQs recently
joined hands with the Indian Institute of Technology, Kanpur (IIT-K),
to design advanced encryption algorithms for strategic
communications systems and data links used by block
cipher systems, the Navy being the first off the mark to link
ships at sea. This follows IIT-K’s successful development of the Trinetra (third eye)
encryption security standard for the Navy that allows warships
to exchange voice, data and imagery with each other as well as
with facilities on shore in a secure environment. The
Navy is also equipping its three existing Project 15
Delhi-class guided-missile destroyers with on-board
control/imagery interpretation stations required for
undertaking round-the-clock maritime surveillance operations
over the high seas with shore-launched IAI/Malat-built Heron
II medium-altitude high-endurance UAVs. The UAV control
stations are even transferred on board small Leanders like INS
Vidhyagiri and have proved successful in operations. The Navy
is raising three squadrons for dedicated UAV operations while
Israel announced the Armed Forces are buying 50 more Herons
worth $ 250 mill. The DRDO and Navy are progressing to build
midget submarines and a proto type is being delivered by
Larsen and Tubro Ltd for approval. When the vessel is approved
it is planned to be fitted out with equipment from abroad.
Atlas Elektronix is in dialogue with L and T, which
engineering giant has also offered to build Amur class
submarines. Another firm Mahindra Defence is set to
manufacture mines for the Navy, while a number of other
projects are alive for indegenisation in the private sector
which has become pro active under the new procurement rules.
The rules are also being misused to delay some projects. A
small battery firm HBL Nife Life went to court and won its
case in the High Court of Delhi claiming it could supply
submarine batteries of quality to the Indian Navy who have
been captive customers of single suppliers Standard Batteries.
The Navy argued that the new supplier’s batteries would need
time to test and the Navy’s need was urgent for operational
reasons. Kilo class submarines are being sent to Russia for
modernisation and conversion to fire the 3M Klub 54E missiles,
and batteries are supplied from India. The Navy is likely to
appeal to the Supreme Court to ensure single source supplies
continue for the present.
CONCLUSION
Considering
the regional security environment, the Revolution in Military
Affairs (RMA), and the impact of technological changes on
battlefield environment, there will be added demands on the
Indian military to restructure and re-orient their defence
planning in terms of organizational and force structures,
training, operational planning, fiscal resources, and even
weapon acquisitions, which are still not joint. Therefore, the
challenges that face the military in the future are those of
conducting joint operations within the realm of optimal
utilisation of scarce resources. Prof Tanhem and Cloughly have
tabled an analysis of the Indian military. It reads that
India’s armed forces may find it difficult to prove their
tactical and technological superiority against their Pakistani
rival if a full-fledged conflict were to occur, even though
India has conventional superiority in arms. Pakistan has a
ready nuclear strategic command and in India’s case the
nuclear and ballistic missiles capabilities are
controlled by civilians and the Defence Research and
Development Organization (DRDO). This DRDO has consumed huge
resources and is involved in a large number of indigenous
projects, and only few have been completed successfully. The
DRDO is also a manufacturing systems and that may need
correction. The Indian Armed Forces still do not have a system
of calculating life-cycle costs of equipment. In the past,
this has led to situations when maintenance costs escalated
even though equipment from Russia was initially cheaper but
led to eventual increased financial wastage. However the MOD
procurement rules as they are framed are a very large step
forward in specifying the system of procurement.
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