The new PMI Media Limited study “The market for ATM equipment and services in India 2015-2019” reports that this market will be worth $1.28 billion between 2015 and 2019.
Our new study
· Analyses long term Airport Authority of India (AAI) technology upgrade strategies
· Reports on near-term AAI spending plans
· Highlights recent contract award information, focusing on strategic industrial partnerships
· Details specific opportunities in different markets for new systems
· Outlines the current Indian ATM equipment supply industry
· Details airport by airport spending plans
· Provides a detailed and comprehensive breakdown of ATM systems currently in operation throughout the country
· Provides forecast growth analysis for airport and en-route services
· Reports on underlying airline and population growth factors which are driving the market
· Reports on the impact of GAGAN on future navigational aid requirements
The market in India is being driven by three main factors: requirements to supply 50 new low-cost airports with navigation, communication and surveillance equipment; the equipping of new consolidated en-route centres and the introduction of next-generation systems such as ADS-B and precision satellite-based navigation concepts. There is private capital involvement, a vibrant domestic airline sector, modern satellite-based navigation infrastructure, oceanic areas and highly dense urban populations all requiring new generations of ATM systems. Traffic is predicted to double by 2020. The Airport Authority of India has set a strategic ATM development plan to cater for annual traffic increases of 9% a year and a multi-directional investment approach which is needed to cater for aircraft operators, infrastructure providers and equipment manufacturers.
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Defence acquisition reform takes many forms. All of them involve complex equations between the procurement of effects-oriented equipment and services efficiently, in a timescale acceptable to all stakeholders and at a price that is affordable for the user and profitable for the supplier. Overlaid on this matrix, in many countries, are considerations of sovereign capability, security of supply and economic impact.
It is this last that leaps from the pages of the recently published report “Canada First: Leveraging defence procurement through key industrial capabilities.” The government seeks to bolster its indigenous industry and derive maximum potential benefit from the investment of public money in defence equipment and services by requiring bidders to provide offsets in specific areas of technology or service (such as cyber or training systems, for example) at increasingly high levels. In its bid to sell the F/A-18 Super Hornet to Canada, Boeing is already promising offsets amounting to 100% of contract value.
There’s nothing wrong with that. Indeed, on first glance, the 88-page report seems to promise some interesting and rewarding benefits stemming from the proposed reforms, which reach much further than the comments above might suggest. But there is a sting in the tail, as far as this writer is concerned, which threatens to negate all the good the proposed policy might bring.
One of the perennial challenges faced by small companies trying to obtain defence work is the gestation period of the acquisition process and the spiralling bid costs associated with it. A small company can often not afford the impact on cash flow that a sales decision cycle of two or three years will entail. So the process needs to be streamlined and shrunk.
Why, of why, therefore, has the government effectively done just the opposite. In order to implement and monitor the proposed new defence procurement strategy, a Defence Procurement Secretariat will be established within the Department of Public Works and an independent, third-party Defence Analytics Institute established to provide analysis and support. Long and somewhat bitter experience indicates this will add layers of bureaucracy, significant additional cost and potential aeons of time to an already cumbersome process.
Spending public money efficiently is a laudable ambition. So is making the process easy for one’s supply chain to be able to benefit from.
A report issued by the US Office of Naval Intelligence (ONI) sees the growth of the Chinese submarine fleet as a serious threat.
Currently standing at some 62 boats, the Chinese submarine fleet includes four nuclear ballistic missile boats, five nuclear attack boats and 53 diesel attack submarines. The emergence of the Jin class nuclear ballistic missile submarines, which will begin fulfilling their role on deterrent patrols this year, gives China what ONI identifies as a “first credible at-sea-second-strike nuclear capability.”
The report, which was created as part of ONI’s testimony on Chinese naval developments to the US China Economic and Security Review, points to substantive changes in ‘blue-water’ naval capabilities over the last ten years. Compared with the situation a decade ago, when only a small number of Chinese submarines were capable of launching cruise missiles, over half the fleet now has such a capability. The JL-2 ballistic missile carried by the Jin class boats has a range of over 4,000 miles, meaning that the western seabord of the United States, as well as Hawaii and Alaska, could be hit from Chinese waters.
“Over the next decade, China will complete its transition from a coastal navy to a navy capable of missions around the world,” the report concluded.