In an exclusive Interview to the Editor of SP's Land Forces, Lieutenant General (Retd) V.K. Kapoor, and SP's Senior Technical Editor Lieutenant General (Retd) Naresh Chand, Deputy Chief of Army Staff (Policy and Systems) Lieutenant General Manbir Singh Dadwal, AVSM** and VSM, flags the modernisation efforts of the Indian Army
SP's Land Forces (SP's): In the reconstitution of responsibilities within the Army Headquarters in the past, what are the responsibilities and roles assigned to the DCOAS (P&S)?
Deputy Chief of Army Staff (DCOAS): As the DCOAS (P&S), my responsibility is principally related to coordinating the modernisation, equipping and capability development of the Indian Army, both for immediate and future requirements, through respective directorates. This also includes updating of short-term and long-term perspective plans in keeping with the changing security perspective, equipment availability, fiscal parameters and formulation
of General Staff Policy Statements.
SP's: Despite the changes in the Defence Procurement Policy (DPP) 2008, the procurement procedure of new weapon and other defence systems takes inordinately long which, apart from resulting in increased costs, may also result in procuring systems which are technologically outdated. What are the measures being taken to overcome this drawback?
DCOAS: The revised defence procurement procedure lays down a clear time frame for each and every activity involved in procurement, right from the stage of acceptance of necessity till the contract is signed. The entire duration of the process now ranges from 20 to 34 months. In order to achieve these timelines, preventing increased costs/cost overruns and achieving technology updated procurements the following measures have been instituted:
- Structures have been put into place for formulation of explicit and technically achievable General Staff Qualitative Requirement (GSQR).
- Statement of Cases are prepared after necessary technology scan and formulation of compliance matrix to achieve cost efficiency.
- A culture of cost consciousness has been promulgated to achieve informed decisions, taking into account the lifecycle costs of a system under procurement.
- Separate structure of Requests for Proposal (RFP) preparation and layered vetting, has been set up to ensure multi-vendor and cost effective selection at the Technical Evaluation Committee and Contracts Negotiation Committee stages.
- Structures for evaluation of technical proposals in a transparent, fair and well-defined manner for objective in-ter se comparison has ensured that technologically outdated systems are not considered.
- Suggestions to further streamline the procurement process have been made for incorporation in the DPP 2008.
SP's: Field artillery's equipment profile has been adversely affected by non-procurement of 155mm guns and howitzers, both the self-propelled (SP) and towed variety resulting, in a fire power deficit in the Indian Army. This has been reported extensively in the media. Request an update on the following:
. Status of procurement of 155mm (SP) guns to fill existing voids
. Status of procurement of 155mm (towed) guns to replace older generation equipment
. Procurement of 155mm light weight how (45 calibre) for the mountains
. Upgrading of existing 39 calibre 155mm how (Bofors)
DCOAS: Procurement action in respect of variants of 155mm (SP) guns is underway.
Trials of wheeled gun are likely to commence by the end of this year. As regards 155mm/52 calibre (SP) gun, the GSQR is being revised on account of poor vendor response. There is, however, no proposal for procurement of 45 calibre howitzer for mountains. Procurement of 39 calibre ultra light howitzer is in progress as is the proposal to upgrade 155mm/39 calibre Bofors guns.
SP's: The army's air defence (AD) artillery is in dire straits. No new equipment, except for one regiment of Tunguska, has been inducted in the last three decades or so. All equipment currently held is outdated and, in many cases, obsolescent. What are the measures being taken to rectify this situation?
DCOAS: Modernisation plans for army air defence include the provisioning of a judicious mix of surface-to-air missiles and air defence guns to provide air defence to value assets, both at the national and the field forces level. The sensor-to-shooter grid will be based on a secure, fast and reliable network to enable real time threat evaluation, weapon assignment and destruction of enemy aerial targets before these are able to cause any damage. The modernisation plan envisages procurement of radars for surveillance and fire control, surface-to-air missiles and gun systems and the requisite control and reporting systems. The plan also caters adequately to improve the air defence equipment inventory with current technology weapon systems.
SP's: L-70 guns have been with the army for more than 40 years. The radars of this system have been changed many times but the gun system has not been changed. These constitute almost 50 per cent of the strength of AD systems in the army. What is being done in this regard?
DCOAS: The L-70 gun systems, alongwith its radar, is at present providing air defence to certain specified value assets. The effectiveness
of this system has been enhanced by upgrading the existing radars and by procuring better technology radars. Moreover, the process of identifying successor
for L-70 gun as well as the radar is in progress. Based on the threat evaluation of the future air threats, a well considered decision has been taken to convert some L-70 regiments into surface-to-air missile regiments. Balance L-70 regiments would be equipped either with an upgraded L-70 gun or with a new generation air defence gun system in due course.
SP's: On May 25, a Press Information Bureau release reported that after 35 years of research, the army equipped itself with the first regiment of Main Battle Tank (MBT) Arjuns. What is the status of this tank currently and what is the plan for further induction of 124 tanks which were contracted originally? Are there plans to induct beyond this figure?
DCOAS: One armoured regiment based on MBT Arjun has been equipped with its full complement of 45 tanks. The second regiment is also being equipped with MBT Arjun. The first regiment is at present undergoing conversion training. On successful completion of the conversion training, the regiment will participate in comparative trials. The aim of comparative trials is to evaluate the operational performance of Arjun vis-ŕ-vis the T-90 and accordingly assign an appropriate operational role to the former. A decision on further induction of MBT Arjun would be taken post the comparative trials.
SP's: In the seminars on armoured fighting vehicles, the requirement of light tanks for the mountains in the east as well as in the western sector had emerged. Is there any move in this direction considering the requirement of the army in North Sikkim and Ladakh?
DCOAS: The Indian Army is considering the option of inducting light tanks for certain terrain specific requirements. The GSQR for the same is at present under formulation.
SP's: The overhaul of the T-72 tank is behind schedule by a few years. This will adversely affect the fleet of tanks held by the army. How is the army planning to get over this issue?
DCOAS: There have been some slippages in the planned schedule of overhaul of the T-72 tanks. The MGO is addressing this aspect holistically through a multi-pronged approach, including continuous and uninterrupted supply of spares. The aspect of outsourcing overhaul to the private sector is also being analysed.
SP's: With the introduction of Integrated Defence Staff (IDS), has the system of procurement been facilitated? The impression among the strategic community is that unacceptable delays continue to occur in this respect. What measures are planned to overcome this drawback?
DCOAS: Under the new acquisition system, the Deputy Chief of IDS is the ex-officio Member Secretary of the Defence Acquisition Council, which is chaired by the Raksha Mantri (Defence Minister) with the service chiefs, Secretaries in the Ministry of Defence and Chief of Integrated Defence Staff as its members. This involves preparation of the tri-service 15-year Long-Term Integrated Perspective Plan and preparation of prioritised tri-service five years plan, including coordinating the effort of the three services. Therefore, the relevance of IDS is irrefutable.
So far as delays in procurement process are concerned, we have undertaken a host of measures, including:
- Increased frequency of Services Capital Acquisition Plan (SCAP) meetings.
- Identification of fault lines and talking remedial measures.
- Structural changes like establishment of GSQR, RFP and monitoring cells.
- Recommending amendments to DPP 2008 with our experience to hasten processes.
- Streamlining and evolving fresh Standard Operating Procedures for GSQR formulation, issue of RFPs and trial methodology.
SP's: How does the Acquisition Wing, headed by the DG Acquisition, assist the procurement process? What is its role in the entire procedure?
DCOAS: DG Acquisition is a member of all SCAP committees and has a major role in procurement post categorisation. The Acquisition Wing maintains a database of vendors, post acquisition proposals, such as Request for Information, on the Internet. It also prepares and issues RFP. DG Acquisition is also responsible in 'make' cases to follow the procurement process post conduct of feasibility studies. The DG Acquisition and his staff offer valuable advice to the services in capital procurement. A very healthy interface exists between the offices of DG Acquisition and the service headquarters.
SP's: Long term strategic planning is the domain of DCOAS (P&S) as well as the Vice Chief of Army Staff (VCOAS)? Functionally, how are the responsibilities shared between the two?
DCOAS: In the army, we have a well structure and balanced process for long term strategic planning which is mandate of the Perspective Planning Directorate. A part of this process is carried out under the VCOAS, especially those activities that need to be undertaken conjointly with the MO and the MI Dtes, while the rest are through the DCOAS (P&S). Among these, the development of military strategic options, evaluation of force levels, weapons mix, operational concepts and doctrines and defence cooperation are some of the activities performed under the VCOAS. On the other hand, the formulation of the army's perspective plans and the capital acquisition are carried out under the DCOAS (P&S).
SP's: Is the capital budget allotted to the army adequate considering the voids in the inventory and requirements of modernisation and induction of new technologies?
DCOAS: Adequate defence outlay has been earmarked by the government to meet the envisaged defence requirements. Government has time and again assured that enhanced defence outlay will be made available, as and when required, to achieve modernisation goals. With the formulation of DPP 2008 and reforms in procurement procedures, the pace of capital procurement has increased, resulting in overall enhanced combat effectiveness and utilisation of allocated financial outlay. Requirement of additional defence budget is contingent to our capability to procure equipment. We have been assured that, as and when required, additional funds will be made available.
