HAL is also poised to scale another summit this year, with its operational turnover for 2019-20 on track to exceed Rs 20,000 crore – for the first time ever.

However, HAL has to take a bank loan to pay its interim dividend. That is because its finances are deep in the red because of huge dues from the Indian Air Force (IAF), by far HAL’s biggest customer. IAF’s dues, which are for aircraft and services already delivered, is likely to be around Rs 17,000 crore – only a little less than its entire year’s turnover. The IAF says the defence and finance ministries that are holding up payments to HAL.

This unpaid bill reflects a rising trend that is evident in HAL’s annual reports. In 2016-17, the IAF’s dues to HAL amounted to Rs 3,995 crore; in 2017-18 it rose to Rs 6,751 crore; in 2018-19 it more than doubled to Rs 13,939 crore; and is likely to rise this year by another Rs 3,000 crore.

With HAL lacking money for day-to-day production, design and development and even to pay salaries of employees, the once cash-rich defence public sector undertaking (DPSU) has had to turn to the banks for loans. HAL’s past two annual reports paint a picture of financial decline. Bank balances dropped from Rs 8,345 crore in 2016-17 to Rs 6,433 in 2017-18 to Rs 101 crore last year. This year, it will be in negative.

Meanwhile, borrowings have steadily risen. HAL’s annual reports reflect borrowings of Rs 950 crore in 2016-17, which dipped slightly to Rs 764 crore the next year, before zooming to Rs 4,058 crore in 2018-19. This year, HAL is learnt to have already borrowed over Rs 8,000 crore and this is on course to rise by another Rs 1,500 crore for running expenses and dividend payouts.

The firm’s annual report for 2018-19 takes note of the dues, but states in its “Significant Accounting Policies” that: “Debts from Government departments are generally treated as fully recoverable and hence the firm does not recognise credit risk of such financial assets. Impairment on account of expected credit loss is being assessed on a case to case basis in respect of dues for a significant period of time.”

Even if the IAF’s debts are fully recoverable, there are significant financial penalties that HAL is paying as a result of its disrupted cash flows. Prior to 2015, HAL’s hefty cash reserves generated income for the company. Today, its balance sheet reflects a growing “cost of finance”: Rs 10 crore in 2016-17, Rs 28 crore in 2017-18, Rs 170 crore in 2018-19 and, apparently, an even larger figure in the current financial year.

Economic Explosives Makes Multi-mode Grenade

Economic Explosives Limited (EEL), a company under the Solar Group, a major producer of commercial and defence explosives, expects to put up its latest electronic multi-mode hand grenade for trials soon. The company has finished internal trials of the electronic grenades and soon user trials, which is an evaluation by the Army, will take place. The electronic device will ensure the perfect timing for explosion in the grenade.

The technology for making the grenade has been shared with the company by Chandigarh-based Terminal Ballistics Research Laboratory (TBRL), a unit under DRDO. Based on it, EEL has come up with initial units of the grenade. EEL said it has also developed electronic grenade – mechatronic – which also has a multi-mode function.

TBRL has also shared the technology of the non-electronic multi-modal grenades with EEL, making it the sole private player to take part in the process for supplying the weapon to the army.

EEL has already taken part in a request for proposal (RFP) by the Army to make multi-modal grenades without using the electronic mechanism. The weapon will also be made by the Ordnance Factory, Khamaria in Madhya Pradesh. Both the entities await the bulk production order from the Army.

Maintaining the timing for explosion, once the pin is removed, is a crucial requirement for a grenade’s functioning. As per the Army’s requirements, it has to be not before 3.5 seconds and not later than 4.5 seconds. In the grenades made so far, the process is chemically controlled. “With the electronic chip fitted, precise timing can be maintained.

Govt Bets More on MSMEs For Defence Production

The number of Micro, Small & Medium Enterprises (MSMEs) in the domestic defence production sector had increased by 21 per cent from the entire FY19 till the second quarter of the financial year 2020, according to the data shared by the MSME Minister Nitin Gadkari in Rajya Sabha. The total number of MSME vendors of Defence Public Sector Enterprises/ Ordnance Factory Board stood at 15,089 in FY17, which declined to 7,591 MSME vendors during FY18 followed by a marginal increase to 8,643 vendors during FY19. However, it increased further to 10,506 till Q2 FY20. The increase in MSMEs share in India’s defence manufacturing space gains significance amid the government’s focus on leveraging small businesses and startups in the defence sector.

Subhash Chandra, Secretary, Department of Defence Production (DDP), Ministry of Defence speaking at a FICCI event, in 2019, had stressed upon the integration of MSMEs and startups into the defence manufacturing ecosystem. “Industry concerns have also been taken into consideration and demystifying of work processes will come only through interactions. The three-armed forces also need to open their doors for discussions with the industry,” he said.

In February, the government had announced a challenge for startups seeking their solutions to help counter-terrorism unit National Security Guard (NSG). The number of startups, till 4 December 2019, in the aeronautics, aerospace, and defence sector stood at 194 registered with Startup India, minister of state for defence Shripad Naik had informed the Lok Sabha.

Moreover, in November 2019, defence minister Rajnath Singh, in order to help India achieve its goal of indigenization and self-reliance in the defence sector with the contribution of startups and MSMEs, had announced the third phase of Defence India Startup Challenge (DISC) under its Innovations for Defence Excellence (iDEX) – programme to boost innovation in the defence sector.

Through iDEX and startup challenge, the government is looking to invest in 250 startups and “achieve 50 tangible innovations in the next five years”  Chandra had said.

OFB Exports 52-calibre Barrels to Bofors

The Ordnance Factory Board (OFB), which celebrated its 219th foundation day on 18 March, has exported its newly developed 52-calibre barrel for 155 mm artillery guns to Bofors Test Center, its chairman Hari Mohan said. He said that OFB has exported two 52-calibre barrels to Swedish arms manufacturer Bofors AB, from which it had imported 155 mm howitzer guns in the mid-80s. “We have made a prototype which is truck-chassis mounted,” Mohan said.

In the last 14-15 years, the OFB has done “immense progress” in the field of high-calibre barrels, be it for tanks, medium and heavy artillery guns, and the barrel of Dhanush artillary gun has been indigenously developed, he said. “Now we are embarking upon a barrel further increasing it to 52-calibre. The range of 155 mm Dhanush gun is 38 km. The Bofors gun barrel is 39-calibre, while that of Dhanush is 45-calibre,” he said.

More than 150 rounds of shells have been fired from these 52-calibre barrels, he said.”The barrel is behaving better than expected and the Bofors Test Center is extremely happy,” he said.

Apart from the barrel, Bofors is also taking the breech mechanism and muzzle brakes and all the three are being used, he said on Tuesday.”We indigenously developed the technology for 155mm/52-calibre barrels and exported these to Bofors Test Center,” OFB chairman said. He said the OFB, which had initially handed over six Dhanush artillery guns to the Indian Army, will, in a few weeks, supply another six such guns.

Ordnance Factory Tiruchy Hands Over 500 Rifles to CRPF

Ordnance Factory Tiruchy (OFT), on 12 March, handed over the first consignment of 500 assault rifles to CRPF. Trichy Assault Rifles or TAR, as these are called, are the indigenous version of AK-47 rifle.

OFT started the development of the rifle in 2015 and established a production line in 2017. The first batch of 200 TARs was delivered to Chandigarh police in March 2017. In November 2017, the CRPF tested the rifle for functionality and reliability. It was subjected to a life cycle test by firing 15,000 rounds in one go. In February 2018, the TAR was deployed for a field trial at Jagdalpur, Raipur, Guwahati and Srinagar. Following this, order for 6167 rifles were placed.

OFT would supply TARs in both fixed and foldable butt models, sources said adding that the latter was in the development stage. The TAR is compatible with GP-25, 30 and UBGL M-6 grenade launchers.

OFT has so far supplied more than 10,000 rifles to Central Armed Police Forces including the BSF, SSB, ITBP & CISF. Police force in several States have also inducted TAR under their modernisation scheme.

OFT has also taken up research and development projects such as the trial of 7.62X39mm TAR Carbine(long barrel firearm) and 40X46mm UBGL (Under Barrel Grenade Launcher) for TAR/AK 47, which after induction would serve as an import substitute.

India to Go Ahead With $2.3 Bn Turkish Shipyard Deal

India is going ahead with a $2.3 billion (about Rs 15,000 crore) deal to manufacture fleet support vessels (FSVs) in collaboration with Turkey’s Anadolu shipyard following a review after questions were raised on Turkey’s links with Pakistan and a diplomatic tiff with Turkey after, its president Recep Tayyip Erdogan raised the Kashmir issue and attempted to draw similarities to the Palestine conflict.

The formal contract was signed days after India issued a strong statement rejecting all references made to Jammu and Kashmir in a joint declaration by Turkey and Pakistan during President Erdogan’s visit to Islamabad in Fenruary.

Turkey’s TAIS had emerged as the lowest bidder for a contract to manufacture five of the 45,000-tonne FSVs at the Vizag-based Hindustan Shipyard Limited (HSL) last year, but the contract signing was put on hold in October following the repeated raising of Kashmir issue by Erdogan at international forums.

The defence ministry’s vigilance department was asked to review the order and gave a go-ahead. Similarly, inputs were received from MEA on diplomatic implications, after which it was decided to proceed with the Turkish collaborator.

The Indian FSV project was initially given a go-ahead in 2016 after the Navy projected a requirement for ships that could carry fuel and other supplies for warships at sea.

Turkish shipyards are a major supplier of warships to the Pakistani Navy and concerns had been raised on how access to the strategic HSL by its engineers and workers could result in serious security issues. HSL is located close to the Ship Building Centre, where India’s nuclear armed submarines are built, as well as the Eastern Naval headquarters.

Besides four new corvettes, Turkey has designed a fleet support vessel for Pakistan, supports its submarine fleet and has signed a deal to sell 30 T-129 attack helicopters that have been developed in collaboration with Italian company Finmeccanica (since renamed as Leonardo). In September 2019, Erdogan had used the ceremony to launch new corvettes for the Pakistani Navy.

India Secures $40 mn Deal For Weapon Locating Radar

In a major boost to the country’s defence sector, India reportedly overtook Russia and Poland to win a $40 million defence deal to supply four indigenously-built Swathi weapon locating radars (WLR) to Armenia. The deal was a major achievement for the ‘Make in India’ programme in the defence sector.

Swathi WLRs were developed by the Defence Research and Development Organisation (DRDO) and are manufactured by the Bharat Electronics Limited (BEL).

Armenians had conducted trials of systems offered by Russia and Poland that were also good but they gave a final nod to the Indian system. India has already started the supply of the equipment to Armenia.

Swathi WLR provides fast, automatic and accurate location of enemy weapons like mortars, shells and rockets in its 50-km range. It can simultaneously handle multiple projectiles fired from different weapons at different locations. The system is capable of adjusting the fire of own artillery weapon also. The weapon includes 81mm or higher calibre mortars, 105mm or higher calibre shells and 120mm or higher calibre free flying rockets.

The deal will open a new market for the sale of India’s indigenous systems, which are much cheaper than their European and other rivals. The government is also targeting South-East Asia, Latin America and Middle-East countries to secure defence orders.

Tata Subsidiary, Nova Integrated Systems Opens

NOVA Integrated Systems Limited (NISL), a new defence subsidiary of TATA Sons’ TATA Advanced System Limited (TASL) opened in Hyderabad on 12 March.

NISL will be bringing five new defence projects to Hyderabad which include mobile command and controls for Indian Army, mobile VSAT communication shelter, radar and microwave component manufacturing, electro optics and electronics manufacturing and R&D and prototyping facilities. This will create direct employment to 600 people and help the local defence supply chain to grow.

Speaking at the ground breaking ceremony of NISL, IT and Industries Minister KT Rama Rao said, “I am glad to be here for the ground-breaking ceremony of NOVA Integrated Systems Limited (NISL), the Defence subsidiary of TASL. The growth of TATA group companies in Hyderabad during the past decade and in particular the past six years has been phenomenal. We are glad that you chose Hyderabad to host over 90 per cent of TASL Aerospace manufacturing and continue to further invest in our ecosystem.”

He also acknowledged TATA group’s contribution in bringing marquee Global OEMS such as Sikorsky, Lockheed Martin, Boeing and GE Aviation to Hyderabad. The projects have been instrumental in making Hyderabad a preferred destination for global OEMs for Make in India Aerospace and Defence, he added.

India Projects $11 Bn

in Offset Deals by 2024

The defence ministry has revealed new details about the scope of defence offsets being undertaken through partnerships between foreign original equipment manufacturers (OEMs) and Indian offset partners (IOPs). In comments to India’s Parliamentary Standing Committee on Defence, which were published in a report tabled in parliament on 13 March, the Ministry of Defence (MoD) said that up until October 2019 it had entered a total of 54 defence offset contracts with foreign OEMs.

Of these contracts, 32 are related to Indian Air Force (IAF) procurements, with 15 and seven defence offset deals linked to Indian Navy (IN) and Indian Army (IA) acquisitions respectively. In terms of the value of these offset contracts, the MoD said in the report that it projects that offsets worth $11.80 billion will be discharged through OEM-IOP partnerships during the period between 2008 and 2024.

Of this amount, approximately $2.8 billion has been discharged of which $1.68 billion has been verified through audits. The remaining offsets were under clarification and examination. It added that more than 170 local firms had been selected as IOPs by foreign OEMs.

Other than offsets, the government has set a defence export target of Rs 35,000 crore by 2024-25. The defence exports rose from Rs 1,500 crore in 2016-17 to Rs 4,500 crore 2017-18 to Rs 10,700 crore in 2018-19. For the current fiscal, the Centre has set a target of Rs 20,000 crore.

BEL Achieves Turnover of

Rs 12,500 Crores

Defence PSU Bharat Electronics Limited (BEL) posted a turnover in excess of Rs 12,500 crore during FY 19. The company had a growth of 6 per cent over the previous year’s turnover of Rs 11,789 crore.

BEL’s order book as on April 1 was Rs 51,800 crores. The year saw BEL securing significant orders worth Rs 13,000 crores. Some of the major orders acquired during the year are Akash (7 Sqns), Coastal Surveillance Systems (CSS), upgrade for EW system, radars, AMCs for radars and weapon systems, Software Defined Radio (SDR), sonars, Advanced Communication Systems, etc.

Some of the flagship projects executed during FY 19 were Command & Control Systems, thermal imagers for tanks, upgrade of communication system, land-based EW systems, weapon repair facility, electronic fuzes, various radars, smart city projects, Delhi CCTV project, Schilka upgrade, avionics package for LCA, classroom jammers, real time information system for railways and LRSAM.

BEL achieved export sales of $48.59 million during FY19. Major products exported included cable looms, coastal surveillance system spares, radar, Compact Multi-Purpose Advanced Stabilization System (CoMPASS), electro mechanical parts, etc.

BEL’s Chairman and Managing Director MV Gowtama said, “The global lockdown due to COVID-19 and the economic slowdown had some impact on BEL during the last month of the last quarter of FY 2019-20. Execution/acceptance of some of the major projects could not be completed due to Force Majeure which otherwise would have further contributed to BEL’s revenues during FY 2019-20 itself. However, BEL remained focused on enhancement of its capabilities and competitiveness.”

===============

HAL Finances – In the Red

(Rs crore)

2016-17                2017-18                2018-19                2019-20*

Revenue from operations            18,554  18,624  19,894  20,500

Payments due (mostly IAF)         3,995     6,751     13,939  17,000

Bank balances  8,345     6,433     101         Negative

Borrowings         950         764         4,058     9,500

Cost of finance                  10           28           170         NK

*Estimations for year ending March 2020

Source: HAL annual reports

======================

Shirish Khare, General Manager, Ordnance Factory Tiruchy handed over the first consignment of Trichy Assault Rifles to DS Rawat, DIG, Central Reserve Police Force, on 12 March.

Ground breaking ceremony of Nova Integrated Systems Ltd by KT Ramarao Mininster for IT, Industries, MA & UD and Praveen PA, Director Defence & Aerospace, Government of Telangana, on 12 March 2020.

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The ground-breaking ceremony began with inter-faith prayers as four religious teachers, representing the four main religions of India, read lines from their sacred texts, wishing prosperity and well being for the building that will come up and people who will work in it.

Christened ‘Thal Sena Bhawan’, the multi-storeyed complex is designed “like a rising sun” and it will be spread over nearly 39 acres, officials said.The Army headquarters is currently housed in the iconic South Block at Raisina Hill in Lutyens’ Delhi.

Approximately 7.5 lakh sqm of the area will be constructed to house the office complex and parking. A total of 6,014 offices will be constructed which will house offices for 1684 officers both military and civilian. 1,300 sub staff will be accommodated in the new building. The new building complex will also have 250 security personnel for whom lodging facility will be there on the campus.

The cost of the project will be in excess of Rs 700 crore. The Defence Ministry in a statement later said the building, expected to be constructed in five years, will house offices, residential complex for security personnel with basic amenities.

The building will comply to ‘prestigious norms’ and have a GRIHA-5 rating. It will have three entry-cum-exit points – NH-44, Parade Road and Link Road.

There is movement of about 3,000-4,000 vehicles every day from various army establishments in the city and this would be not required once the ‘Thal Sena Bhawan’ comes up. There will be parking for 4,000 cars.

The new department of military affairs headed by the chief of defence staff (CDS) will be housed in this new building.

The new complex has been conceptualised as a multi-storey green building, adopting Green Rating for Integrated Habitat Assessment (GRIHA) norms.

The need for a centralised office space for army had been felt for many years. There were eight locations where offices are being run. Now it can function under one roof. Presently, the Army Headquarters functioning is spread over several pockets like South Block, Sena Bhawan, hutments area, R K Puram and Shankar Vihar, it said. The office of the army chief is also located in the imposing South Block which is part of the historic Raisina Hill complex built during the colonial era as part of the “new imperial capital” of the British Raj.

At present, the South Block houses the prime minister’s office and ministries of defence and external affairs, while the North Block has offices of the home and finance ministries. The two blocks fall under a very high-security zone. The North Block and South Block, Viceroy’s House (now Rashtrapati Bhavan) and Parliament House, surrounded by a lush green landscape and imposing fountains, were built during the construction of New Delhi that started in 1912.

Both the blocks, which symbolise the government authority since their inception in Lutyens’ Delhi, are likely to be converted into a museum as part of the government’s Central Vista Redevelopment project, officials in the Union Housing and Urban Affairs Ministry had said in January.

The housing ministry is the nodal agency for the ambitious redevelopment project of the Modi government.

The proposed work will generate minimum of 2 lakh hours of skilled and unskilled work. This will generate jobs for youth of the country.

The work for construction of Thal Sena Bhawan has been approved by the Government of India. Accordingly, work for Go Ahead Sanction for Preparation of Detailed Project Report (DPR) and Enabling Works for Thal Sena Bhawan at Delhi Cantonment was approved in FY 2019-20.The work was sanctioned to make up the existing deficiency of 44 per cent and also to accommodate the Army HQ in one place.

“The proposed Thal Sena Bhawan will bring all Army HQ offices under one roof thereby improving the working efficiency, while reducing the carbon footprint and logistics requirements. It will also allow more family time for all soldiers tenanting peace posting at Delhi,” Army Chief Gen MM Naravane said.

The army chief and other important directors located in South Block will also have to vacate this building. Therefore, it is important to construct a new army headquarters for the Indian Army. Significantly, the Indian Army has been demanding a new building for many years so that different offices could be brought together in the city.

The prominent offices that will shift to the new complex include the Engineer-in-Chief’s office, Territorial Army, recruitment branch, some offices of Headquarters Integrated Defence Staff, Army Welfare Housing Organisation, medical branch, National Cadet Corps, Remount and Veterinary Corps and the Ex-servicemen Contributory Health Scheme.

To be sure, the Sena Bhawan, which is located near South Block, and houses several key offices of the army, will continue to function from its current premises. The new complex will help decongest the crowded Sena Bhawan. The army chief and several other senior officers, who have their offices in the South Block, will continue to work from there until the defence ministry moves out to a new location under the Central Vista redevelopment plan. In that sense, the new complex isnot really the army’s headquarters.

However, both Army Chief and the Chief of Defence Staff are likely to be in the South Block till the time the iconic building houses the Ministry of Defence.

Currently, the Chiefs of the Army and Navy have their offices in the South Block, while the Air Force Chief sits in Vayu Bhawan that houses most of the IAF offices. In comparison, the offices under Army and Navy headquarters are scattered.

In 2015, then Defence Minister Arun Jaitley laid the foundation stone of Nau Sena Bhawan-1, at a site opposite to Sena Bhawan in central Delhi. But in the last four years, there is barely any progress on the project.

However, construction work is going on Nau Sena Bhawan-2, which is within the cantonment area and close to the proposed Army HQ, which is being called Thal Sena Bhawan. The NSB-2 is likely to be finished by 2021 providing an opportunity to the Navy to integrate at least some of its offices under one roof.

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OFB ranked 37th among the world’s top 100 arms producers in 2017, according to SIPRI, a Stockholm-based think tank. Its products include a wide range except for the aviation sector.

The Heavy Vehicles Factory (HVF) was established in 1965 for the production of Vijayanta tank. It has been manufacturing main battle tanks (MBT) for over 55 years and has an assembly line for the licensed manufacture of T-72 and T-90 tanks under transfer of technology (ToT) from Russia. It also manufactures the Arjun Mk-1 designed by the Combat Vehicles Research & Development Establishment (CVRDE) of the Defence Research & Development Organisation (DRDO). HVF’s annual value of products issued is over Rs 2600 crore. Since 1966, HVF has manufactured over 4600 tanks.

Tank Manufacturing is a Complex Art

Manufacturing of tanks is not only a science but also an art. The tank has to perform under rugged terrain condition and, hence, the design has to be failsafe. The tank requires multi technologies for design and manufacture – hence, synergy amongst stakeholders is important.

The demand fluctuates and is driven by the availability of government funds. Sometimes the order quantities are small and economy of scale cannot be maintained. The development cycle is long. Attaining expertise is possible only through repeated orders.

Maturity and integrity of industry is essential for manufacturing of quality tanks. The tank has to be sustained and maintained with supply of spares for the next 30 years.

Duplication of unique infrastructure at original equipment manufacturers/ vendors may lead to underutilization of national resources and uneconomical production. The machines are unique and expensive – hence, investment by many vendors needs critical examination.

Tank Building Challenges

Tank building involves 75 major assemblies (codes) consisting of over 20,000 components. It involves an association of 17 Ordnance Factories, five Proof Ranges, 4 public sector undertakings, over 250 private Indian industries, five laboratories of DRDO, five Authorities Holding Sealed Particulars (AHSP) of Directorate General of Quality Assurance (DGQA) and ToT provider. 

The lead time is 30 months for an established production line. All along there is performance evaluation of major systems in the respective factories and proof ranges. There is also performance evaluation at select intermediate stages and at the final stage by respective AHSP (DGQA).

At the time of delivery to the user, a joint receipt inspection by a nominated Army unit is carried out to check for rugged quality and reliability in war

The HVF has to vary out in-service upgrades and improvisations for Indian terrain conditions, ensure supply of spares for life time and after sales service in the field. This is possible only with continuous institutionalized interaction with users in the field and depots.

Manufacture of Hull and Turret

Manufacture of hull and turret requires highly skilled armour welders, heavy fabrications, material handling, large sized heavy duty critical machines, huge fixtures and manipulators.

Some critical components are required like turret castings, NBC pads, Textolites, etc. Some of these components require high precision of 25 micron and positional tolerance of 25 to 50 micron.

Machining conditions are touch due to rapid heat ablation (RHA), heat affected zones and handling of hazardous materials like sealant for fitment of NBC pads. Interestingly Kanchan armour is required to be filled with foam to keep it intact for MBT Arjun turrets.

Manufacture of Gear Box

The tank gear box is an integrated system of gear shifting, clutching, steering and braking mechanism. Five planetary gear trains are arranged in a line and integrated one to another. Special gears of higher bearing load capacity are required with high accuracy.

The system is integrated with hydraulics and Planetary system after multiple heat treatment operations. Non-standard bearings, ceramic clutch plates and special rubber items are used with longer storage and shelf life.

Springs material as per Russian (GOST) specification is not available in the Indian market.

Hard chromium plating with porous chromium surface is used as bearing surface. This porous chromium operation is a patented operation developed by Russians, specially for this high thrust load application.

In sum, high precision machines and highly skilled manpower is required for manufacturing the components and assembly of gear box.

Manufacture of Suspension System

Major components of the suspension system are manufactured in-house. With major assemblies being manufactured by other ordnance factories. Some of the major assemblies are procured from trade. Some of the major assemblies are yet to be indigenized and are being imported.

Integration of Multiple Technologies

Integration of the main and secondary armaments poses certain challenges. All of these armaments have their own characteristics. A tank is equipped with Main Gun (125mm) firing different types of ammunition (HE, HEAT, APFSDS), 7.62 mm machine gun and 12.7mm machine gun.

Amongst the numerous systems and assemblies that need to be integrated are mechanical and hydraulics components, the power pack, transmission system, suspension, drive mechanisms, electronics and electrical systems, fire control system, automatic gun laying system, stabilizer, all control units, engine start mechanisms, opto-electronics and sighting devices, pneumatic systems, NBC system and fire fighting systems.

Challenges of Supply Chain

There are more than 20,000 components being supplied by 400+ vendors. That itself poses logistics challenges of supply time lines and quality control to synchronize with assembly targets. Some items have low and unattractive quantities plus cyclic business constraints. Quality control has to be exercised with multiple vendors. Each new vendor affects reliability of tank performance. Sometimes the exact Indian equivalent of material required is not available. There are financial constraints due to high quality and long gestation period for MSME vendors. Gaps in orders creates difficulties of keeping vendor interest alive. Development of new vendor involves very long duration and very expensive performance and field trials

Most of electronic and electrical systems are built using Russian power relays and logic relays – these are difficult to procure of current vintage. Change over to digital solid state electronics using black box concept will need initiatives by industry. There are also challenge to commit for R&D and investment for limited numbers.

The Future Tank

The proposed futuristic tank can reach the goal post of success only if the development project is led by the user and supported by the DRDO and OFB with partnership of private industry. The work centres with defined responsibility of each stakeholder can be identified. A policy of long term orders and continual upgrades in phased manner will encourage gradual technological advancements in country.

=====================

Five Axis Plano Miller at Heavy Vehicle Factory Avadi.

Side Gear Box With Final Drive and Pump

Engine (left) of the T90 Bhisma tank is manufactured by Engine Factory Avadi and the Intermediate Gearbox (right) is manufactured by another ordnance factory

======

Some of the Major Assemblies Manufactured In-house

Turret Traverse Mechanism

Turret  Race Ring Assembly

=======

Some of the Components Not Yet Indigenised and Imported

Automatic Unit P13

Gyro Compass GPK-59

PKUZ-1A

Pre Heater

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T90 Bhisma Tank Sights

Commander Sight

1A43 FCS  For Gunner

TI-ESSA Thermal Sight

PZU-7 Anti-Aircraft Sight

===========

Infrastructure at Heavy Vehicle Factory, Avadi

•             4 guide way lathe for barrel turning

•             Barrel straightening

•             Recoil manufacturing SPMs (taper grooves)

•             CNC plasma cutting and Laser cutting

•             Armour steel casting and welding

•             Torsion bar making

•             Heavy duty gear shaping

•             5 axis plano miller (10m X 5m) for machining 15 MT hull

•             Robotic welding

•             Vacuum coating for anti-reflection and band specific

•             Mil grade electronic assembly and manufacturing

•             Anti-static and clean room of class 100 (max 100 particles of 0.5 micron in 1 cub mtr)

•             Tank testing track (2 km length)

•             Proof ranges

•             Special Manufacturing Technologies

•             Cold swaging of barrel

•             Helical bevel gear manufacturing

•             Optical polishing up to accuracy of wave length/20

•             Metallic and dielectric multi-layer coating (up to 99 layers)

•             Laser rod manufacturing (for LRF)

•             Protective glass manufacturing up to parallelism of 20 s

•             Manufacture of ESR steel

•             Heat treatment of barrels (10 metres long)

•             Fracture toughness test equipment

•             Radial forging of barrels

•             Autofrettaging of barrels

•             Rifling of barrels

•             Deep hole drilling up to 10 metres

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Some of the Items Sourced From Trade

Driver Instrument Panel

Distribution Box

Aviation Compressor

Tadiran radio set

Roadwheel assembly

Rack radiator assembly

Track Assembly

Periscopes

GPS

1KW Genset

Haydraulic booster

The post Combat Vehicles : Challenges in the Production of Battle Tanks appeared first on IMR.

Apart from QA activities, the organisation is responsible for import substitution and associates itself with Defence Research and Development Organisation (DRDO) for its development projects. In order to carry out its functions efficiently and effectively, the organisation is divided into twelve Directorates including ten technical directorates and two non-technical directorates. Each technical directorate is responsible for a group of technologically distinct equipment, namely: Stores, Armaments, Vehicle, Electronics, WP (Engineering and Hull Machinery, etc), Naval, Engineering equipment, Radar and System, Combat Vehicles, Metallurgical and explosive stores.

Today, there is huge emphasis on empowering startups, encouraging MSME participation and promoting private sector participation for defence manufacturing in India. DGQA is incentivizing domestic defence manufacturing through a number of schemes and policies including:

•             IP Facilitation Scheme

•             Self-Certification Scheme

•             Defence Export Promotion Scheme

•             Green Channel Policy.

Two schemes of DGQA coming up in the near future are Defence Testing Infrastructure Scheme (DTIS) and Third-Party Inspection Scheme (TPIS).

IP Facilitation Scheme

To enhance Industrial competitiveness Intellectual property rights (IPR) are evolving as strategic tools. In all spheres of business. Intellectual property (IP) refers to notions or ideas pertaining to intellect. IPRs include patents, copyright, Industrial design rights, trademarks, trade dress, and others. IPR plays a very important role in nearly every segment and has become a central feature for decisions pertaining to investment for many establishments. In defence manufacturing, IPR comprises innovations (patent protected), manufacturing designs and origins of technology. It affords protection for investments in developing new technology and ways to finance research and development events. The purpose of IPR is to protect investments in the expansion of new technology, thus giving boost and resources to activities related to finance research and development.

A number of ordnance factories, defence PSUs and even individual officials of these organizations have carried out innovative research leading to the development of certain materials, component/sub-assemblies/ assemblies for performance upgrade of the existing systems/ platforms. Simultaneously, they have reduced India’s dependence on imports. Such innovations may be treated as intellectual properties and need to be protected by way of filing of patents. Some organizations and individuals have made their own isolated efforts. There is a need for a structured mechanism to facilitate and encourage such activities with a primary objective to “Boost IP culture.” This would emphasize the importance of intellectual capital and encourage in-houseR&D in such organizations.

Mission Raksha Gyan Shakti was started in 2018 and it is aimed at inculcating IP culture in Indian defence manufacturing ecosystem. In this mission, an Intellectual Property Facilitation Cell (IPFC) has been constituted under the sponsorship of DGQA.

The Cell trains people from public/ private sector on IPR and enables filing of new IPR applications. The Action Plan 2019-20 aims to establish a structure which allows full deployment of novel ideas and innovation for achieving self-dependence in the defence sector.

A Memorandum of Understanding (MoU) has been signed between the IPFC and National Research Development Corporation (NRDC), Ministry of Science and Technology to promote a culture of novelty and IPR in the defence industry.

Self-Certification Scheme

The MoD has formulated the “Self-Certification Scheme” for DPSUs and private industry to allow ease of business with the aim of “Make in India”. DPSUs and industry are encouraged to take responsibility of quality standards and improve and maintain quality of [heir products via this scheme.

Until now, DGQA issued quality assurance (QA) to vendors. With the introduction of this scheme, a mechanism has been created for awarding “self-certification status” to vendors who have state-of-the-art manufacturing infrastructure and demonstrated capability to consistently fulfil the stipulated requirements. The scheme provides eligibility criteria for grant of self-certification status, assessment, validity, revocation/ renewal of the status and acceptance of self-certified stores. It provides requirements, criteria and assessment procedure for self-certification, its validity and withdrawal, and executive instructions for acceptance of stores under the scheme.

This status is honoured by all procurement agencies under MoD. The objective is to integrate quality throughout the manufacturing process and, hence, ensure better reliability of the end product.

The vendor’s processes should be stable with process capability index (Cpk) greater than 1.33. DPSUs and private industry should have an established quality management system (QMS) in place as per the requirements of ISO 9001:2015 and its revisions. The test labs of the of the vendors should have quality systems in conformity with ISO/ IEC 17025 and preferably be NABL accredited. The self-certification status is valid for three years.

Defence Export Promotion Scheme

The draft Defence Production Policy 2018 has set an objective lo enhance annual defence exports to Rs 35,000 crores by 2025 from the current level ofRs 6,000 crores annually. After the opening of liberalization of the defence sector in 2001, there has been a significant rise in the defence production by private sector enterprises. However, the increase in number of has not grown on the same scale.

The Defence Export Promotion Scheme has been launched with an objective to provide two options to prospective defence exports for improving marketability of their products globally.

Option 1. The first option is to get a certificate “Fit For Indian Military Use” if the vendor is found to be technically qualified bidder in a procurement situation. Where more than one vendor is technically qualified, the scheme proposes to create mechanism to grant relevant certification to the technically qualified bidder for their respective products and the associated specifications. A certificate would be issued by the Department of Defence saying “Fit for Indian Military Use”. This certificate can be produced by the prospective exporter for marketing their products in the global market. The request can be made to the DGQA, DGAQA or DGNAI.

Option 2. A second option is applicable in case a product is not required by the Indian armed forces while an Indian manufacturer has the capability to develop an item with export potential. The scheme would provide access to testing infrastructure of the MoD for initial product validation and subsequent field trials, under certain conditions.

The notified field firing ranges open to private industry for sharing are given in the table. The cost of testing and evaluation would be arrived at on a ‘case to case’ basis and would be borne by the exporter/ manufacturer.

Green Channel Policy

An important area of defence procurement is that of procurement of spares and stores. While this area is usually not covered as extensively as compared to big-ticket capital acquisitions, it is a key requirement for armed forces and defence procurement. The ‘Green Channel Policy’ is an MoD initiative that is being executed DGQA, with the purpose of improving ease of doing business. It is aimed to help achieve the vision of ‘Make in India’ within the sector of defence manufacturing.

The scheme is designed to cater to companies that manufacture defence items that have continuous requirement or mass consumption. These are primarily termed as defence stores and spares. Firms that meet the eligibility criteria may apply for this for permission to obtain ‘Green Channel Status’. Upon obtaining the ‘Green Channel Status’ through the granting of a ‘Green Channel Certificate’ the supplier gains deemed registration status, waiver of pre-dispatch inspection and acceptance of stores under the supplier’s guarantee/ warranty against the contracts concluded by different agencies under the MoD.

Firms that fulfil the eligibility criteria will be allowed to self-certify products meant for mass consumption of the Indian armed forces. Having said that, there is an exception with regards to ‘critical stores’ such as those that are meant to serve airborne applications, which are governed by airworthiness certification and quality assurance regulatory requirements. These stores being critical in nature along with more rigorous quality assurance procedures and practices are excluded from the provisions of self-certification.

The applicant firms need to pay a registration fee and deposit an irrevocable bank guarantee with the nodal agency – DGQA.

Upcoming Schemes of DGQA

Defence Testing Infrastructure Scheme

The development of a manufacturing base in the country is a top priority for the government, especially in the aerospace and defence sector. A critical focus area to further develop the defence industrial base is defence testing infrastructure. Domestic defence production would be well supported by an easily accessible state of the art testing infrastructure. However, this is another capital-intensive segment and would require continuous upgradations and modifications to be in sync with changing technologies and requirements. Hence, it is not an economically viable investment for individuals, particularly smaller defence industrial units to set up facilities in-house. This is where the Government can step in to provide the thrust that is required to set up the requisite testing infrastructure.

The Government has released a draft scheme aimed at setting up greenfield defence testing infrastructure for aerospace and defence related production. The facility would be a common facility under the private sector with government assistance. A major objective of the scheme is to encourage MSMEs and start-ups participation as the infrastructure, once set up, would provide easy and feasible access to the domestic defence industry. Given the fact that the very nature of setting up Defence Industrial Corridors (DICs) is to support large number of industries in the sector, the scheme provisions for giving a preference to DICs for setting upDTIs.

The private sector is expected to set up testing and infrastructure facilities with financial assistance from the central government in the form of grant-in-aid for setting up these DTIs. The segments for which DTIs can be set up include

•             Testing facilities for drones/ UAVs/ RPAs

•             EMI / EMC testing for radars and electronic/ telecom equipment

•             Specialised test-driving tracks

•             Ship motion testing

•             Radiated noise and shock testing

•             Ballistic and blast testing facilities

•             Electronic warfare

•             Environment test facilities

•             Rubber testing for defence and aerospace sectors

•             Test facilities for aerospace industry

•             Software testing

•             Any other area lacking testing infrastructure

Each DTI will be set up via a Special Purpose Vehicle (SPV), a Section 8 company under the Companies Act 2013, which would he the Implementation Agency (IA) comprising private entities including private companies, industry associations, and R&D institutions. The grant in aid from the central government would be limited to a sum total of Rs 400cr while the assistance for individual DTIs would not exceed 75 per cent of the project cost. The grant broadly covers 3 small, 3 medium and 2 large facilities with estimated costs at less than Rs 20crore, between Rs 20 and 50crore and greater than Rs 50crore respectively. The number at facilities under each category could however be altered if need arises.

At least seven private entities could constitute the IA but eachsuch constituent should not have more than 25 per centof totalshare capital of the IA. There are other conditions to be fulfilled as well. The roles and responsibilities of IAs have also been spelt out.

This scheme is expected to support start-ups and MSMEs, which will then bridge gaps in defence testing infrastructure In the country. The government expects these new facilities, once established, to resolve three critical bottleneck in defence production. A few large private companies in India have reportedly spent huge amounts to create their own laboratoriesto validate their manufactured products. However, not all firms/ companies can afford this given the fact that there are only few assured orders. These facilities would, therefore, remove this bottleneck, thereby increasing work on the research and development front.

Third Party Inspection Scheme

Third Party Inspection (TPI) scheme for outsourcing quality assurance functions for defence stores has been formulated covering modalities for outsourcing TPI agencies to perform quality assurance functions for defence stores manufactured by the private industry within India.

For an entity to be eligible to become a TPI agency, it should satisfy below criteria:

•             Accreditation by the quality council of India (QCi) for certification / conformity assessment pertaining to quality management system (QMS) of manufacturers (1509001:2015).

•                             Accreditation for certification of “Conformity Assessment – Requirements for the Various Types of Bodies Performing Inspection as per IS/ISO/IEC 17020: 2012.

•                             Accreditation by OCI for ZED Maturity Assessment Model, initially provisionally approved and later formally accredited by NABCB and approved by DCMSME (for MSMEs)(in cases involving capacity assessment and certification task outsourced to TPI).

Indian agencies which meet the above eligibility criteria and are interested in registration as TPI for the purpose of this scheme may apply to DGQA for which the format and the procedure has been laid down.

Comments

The different schemes of DGQA target key aspects to build a robust defence industrial base along with creating a more conducive and efficient defence manufacturing ecosystem. Certain schemes are also designed to better integrate MSMEs into the defence manufacturing ecosystem and help reduce barriers to entry into the defence sector. All in all, the ecosystem is being so developed that there comes a higher degree of participation and responsibility on the part of the supply chain to execute orders in an effective and transparent manner.

Quality assurance is vital to guarantee that qualitative requirements, technical specifications, and any other applicable guidelines and / or characteristics of an equipment are met. Given the focus on indigenous defence manufacturing, it is important to have a strong quality assurance framework to ensure that the domestic defence industrial base can produce the highest quality of defence equipment.

These schemes encourage holistic defence production and a testing ecosystem such as in the upcoming defence industrial corridors in Uttar Pradesh, Tamil Nadu and in hubs like Bangalore, Hyderabad, Chennai and Pune.

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Quality Assurance and MSMEs

With reportedly more than 10,000 MSMEs contributing to the defence sector In India, it is Imperative that policies for testing and quality assurance are prepared with this segment in rnind. Not only are MSMEs a big community In the defencesector, they cannot afford to have individual affiliations and individual testing centres, thereby making their involvement more important. Hence, policies should be devised to enable MSMEs to get their products tested and certified without having lo make significant capital investments. While the Government is presently drafting an MSME-focused schemeIpolicy for the defence sector, there are others in draft for the manufacturing sector. They include:

Draft Defence Testing Infrastructure Scheme (DTIS). The policy aims to set up 6-8common greenfield defence testing infrastructure facilities under the private sector with Government assistance (up to 75% of project cost as grant-in-aid). The objective of the proposed scheme is to promote indigenous defence production, with special focus on participation of MSMEs and Startups by bridging gaps in defence testing infrastructure in the country.

Financial Support to MSMEs in ZED CertificationScheme. The objectives of the scheme include inculcating zero defect and zero effect practices in the manufacturing process while ensuring continuous improvement. The scheme promotes adaption of quality tools/ systems and energy efficient manufacturingand encourages MSMEs to constantly upgrade their quality standards to adopt zero defect manufacturing processes. The subsidy provided by the government would be within 80%, 60% and 50% for micro, small and medium enterprises respectively.

Lean Manufacturing Competitiveness Scheme: This is a business initiative to enhance competitiveness in the manufacturing sector, thereby imbibing a culture of continuous improvement and increase in overall productivity. The provision of financial assistance to MSMEs is up to Rs 36 lakhs per mini cluster of 10 units for a period of 18 months or till completion, in an 80:20 ratio, where the MSME’s contribution is 20%.

Tool Rooms and MSME Technology Centres. Technology centres facilitate an integrated development of MSMEs by providing quality tools and industry ready manpower along with consultancy in tooling and related areas and processes. Assistance to MSMEs is provided through tooling facilities for enhancement of their efficiency and through consultancy on process and product development and skill development.

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Notified Field Firing Ranges of Indian Army For Private Industry

S. No.    FFR         State     Maximum           Weapons to be tested

                                                Range (KM)

1              Bamori (Saugor)               Madhya Pradesh              3              Small Arms (SA) weapons 81 mm mortar,

                                                                Rocket Launcher (RL), Automatic Grenade          

                                                                Launcher (AGL) and 14.5 mm Artillery Trainer

2              Sikkim (HAA Area)           Sikkim   6              All infantry weapons and field guns at limited range

3              Teesta  West Bengal       10           All infantry weapons and field guns at limited range

4              Balwanta (Nasirabad)     Rajasthan            3              SA weapons 81 mm mortar RL, AGL and 14.5 mm             

                                                                Artillery Trainer

5              Gamrala (HAA Area)       Arunachal Pradesh          6              All infantry weapons and field guns at limited range

6              Mahajan              Rajasthan            20           Tank and Infantry Combat Vehicle (ICV) Gun, Tank

                                                                and ICV Missiles. All Infantry, Army Air Defence               

                                                                (AAD) and Artillery weapons

8              Pokhran               Rajasthan            32           Tank and ICV Gun, Tank and ICV Missiles, All                                      

                                                                Infantry, AAD and Artillery weapons

9              Babina  Madhya Pradesh              10           Tank and ICV Gun, Tank and ICV Missiles, All

                                                                infantry, AAD and Artillery weapons

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•             Infantry battalion group.

•             Armour combat group.

•             Mechanised infantry combat group.

•             Special Forces.

The BMS approach paper was floated in early 2000. It was envisaged to have development trials and General Staff (GS) evaluation in 2008-2009, before being fielded in the Army during 2013-2017. The project suffered inordinate delays due to various reasons. Expression of Interest (EoI) was issued in February 2015 to 14 domestic companies. Finally, two consortiums – Tata Power SED-L&T and BEL-Rolta India – were selected as development agencies (DA) to develop competing versions of BMS.

The BMS project was one of the only three ‘Make’ category platforms that India’s defence industry has been asked to develop. Under this category the defence ministry was to reimburse 80 per cent of the development costs. In 2016, it was envisaged that procurement of 600 sets of BMS for the Army could generate Rs 40 to 50 thousand crores worth of business.

BMS – A System of Systems

BMS is a third-generation warfare system, which is intended to be used at the level of battalion and below between commanders and individual soldiers or crew. For commanders, it is expected to assist them in exercising C2, quick dissemination of common tactical picture, quick reports to emerging situations, target acquisition, target engagement, avoidance of fratricide along with management of real time logistics. For a soldier, it is supposed to help him in achieving improved situational awareness by answering basic questions like where am I? Where are my assets/ buddy? What is their status? Where is the enemy?  What is the type of threat?  BMS is not meant to be just another communication system, but will provide commanders at all levels with battlefield solutions.

BMS primarily consists of following three sub-systems:-

•             Sensor Sub-system. This sub-system collects all possible information from the field using different electro optical sensors, electromagnetic sensors, GPS, LASER range finders and array of other sensors.

•             Communication Sub-system. Communication sub-system consists of a set of digital software defined radios integrated in a mesh type of network, exchanging encrypted information in user-friendly formats (voice, text, data) over varied frequency bands, which are nearly impossible to jam or crack.

•             Tactical Combat Computer Sub-system. This sub-system includes ruggedized tactical computers carried by all commanders, crew/ vehicles or individual soldiers. The size and shape of tactical computer depends on the type of use. In case of a dismounted soldier it may be a small hand-held device akin to a smartphone. It will run custom software over a geographic information system (GIS) platform. The computer not only collects and collates the data but also prioritises information of immediate nature to display it urgently over the rest.

Tac C4I Systems

BMS development programme was one of the C4I systems being developed under DGIS to provide C4I solutions from strategic to tactical level. Presently, the key C4I systems being developed in India for different users in the Armed Forces are as given below:-

•             Artillery Combat Command Control System. Artillery Combat Command Control System (ACCCS) called “Shakti” is the first among various combat, command, control and information systems being fielded in the Indian Army. It is a network of military grade tactical computers, automating and providing decisions support for all operational aspects of Artillery functions form the Corps down to a battery level. The system is being jointly developed by Bharat Electrical Limited (BEL), Bangalore, Centre for Artificial Intelligence and Robotics (CAIR), Armament Research and Development Establishment (ARDE) and Project Management Organisation (PMO) ACCCS of DGIS.

•             Battlefield Surveillance System (BSS). Indian Battlefield surveillance system called ‘Sanjay’ aims to integrate surveillance sensors from Brigade, Division to Corps level. The system uses customized GIS with multi-sensor data fusion aimed at providing inputs to the Command Information and Decision Support System (CIDSS). The system is being jointly developed by BEL in collaboration with CAIR and PMO BSS of DGIS. A test bed of the system has been completed and presently operational validation is under progress, though the system is running behind schedule by many years.

•             Command Information and Decision Support System (CIDSS). CIDSS named ‘Samvahak’ being developed by BEL for the Indian Army is supposed to be the nucleus and hub center of Tactical C4I systems. The system is primarily meant for collecting, filtering, processing, formatting and displaying operational intelligence and logistic information for the commanders at all levels in a field formation. This aims at enabling the commanders for better assessment of the battlefield scenario resulting into  appropriate decisions. The CIDSS architecture is envisaged to be spread over a Corps Zone comprising of one corps, three divisions, nine brigades, and twenty seven battalions. It is supposed to meet both peace and war time requirements. The system has been plagued by issues of integration and development of application software.

•             Air Defence Control & Reporting System (ADC & RS) (Akashteer). This system is being developed by BEL under DGIS. Akashteer is envisaged for tactical command and control of Army Air Defence. It is expected to support automated means to organise, store, process, integrate and transmit the information required for tactical air defence by the commanders. It is designed to provide linkage from firing platform level to the highest level of Army Air Defence control facility. It will act as a force multiplier by providing dedicated high volume voice and data exchange throughout the network in real time, thereby increasing the capability of Army Air Defence. Once fielded, it will not only make engagement of enemy air assets more efficient but will also help in reducing danger to own aerial assets form mistaken identity, which is a real challenge being forced by Air Defence world over.

•             Combat Management System (CMS). Combat Management System (CMS) is a naval computer system that connects a ship’s sensors, weapons through data link and provides measures to the staff in performing the combat tasks. Main functions include sensor control, sensor data fusion, threat evaluation and weapon control. A CMS for indigenous aircraft carrier (Vikrant) has been developed by Tata Power SED in collaboration with Weapons and Electronics System Engineering Establishment (WESEE) and MARS, Russia. The system was handed over to the Indian Navy in March 2019.

•             Coastal Management System (CSS).        This system is being developed by BEL to provide comprehensive surveillance solutions for vessels, ports, waterways, high threat-prone assets and offshore facilities. The system uses centralised data fusion of inputs received from multiple radars and other sensors at centralised command center. Collated output is displays over a digital map to provide enhance situational awareness. The system aims at providing advance information regarding possible sub conventional threats from seaboard as well as for marine traffic management.

Essential Functions

Some of the most essential functionalities desired from a BMS are:

•             A Common Operating Picture (COP) for informed decision-making.

•             Scalable – Infantry battalion HQ down to individual solider level.

•             Integration of all sensors.

•             Integration of C2 with intelligence, surveillance and reconnaissance (ISR) capabilities.

•             Automatic and quick exchange of operational data, mission planning, visualization and full support for plans and orders.

•             Overlay creation and management.

•             Display automated massages and warnings.

•             Interoperable with other C4I systems in higher chain of command.

•             User friendly interface common across all C2 applications.

•             Use of cognitive communication equipment to ensure optimal selection and use of the best available transmission medium.

•             Ensuring safety of information at rest as well as during exchange.

•             Easy options for input of data, objects and tactical symbols.

•             Facility to carryout terrain and situational analysis.

Project Foreclosed

In July 2018, Ministry of Defence decided to shut down this revolutionary indigenous BMS project. The main reason given was shortage of funds to sustain such a costly programme. The Army decided to use the funds instead to procure more basic weapons like rifles and carbines. However, industry experts pointed out that the calculation of full programme cost based on prototype development costs was not appropriate. Large scale industrial production of the system would have decreased the cost to a large extent.

The concern over foreclosure of BMS project attains even greater importance in view of development being made by India’s immediate neighbours like Pakistan and China in this field. Pakistan is in the process of developing a BMS called Pak-IBMS ‘Rehbar’ and China is also believed to have fielded a BMS in PLA known as ‘Qu Dian’ a few years back. In the battlefields of the 21st Century, lack of a force multiplier like BMS is going to handicap Indian Armed forces severely and some of the important concerns are as follows:

Effect on Planning. BMS is essential because of the number of systems that it will link together and facilitate planning.

•             Absence of Battle Field Transparency (BFT) will affect planning of operations.

•             Absence of a system, which can assist in identification of own and enemy troops (Force Tracking), especially when the enemy can do so, will put additional pressure on operational planning.

•             Availability of suitable and workable data from BMS can assist in bringing out relevant inference for better planning of future operations. Absence of such data will have negative effect on planning of operations.

Effect on Execution. At present operations are being carried out without a BMS in place, but that should change.

•             The main function of BMS is to provide COP to all echelons. Its absence will lead to disjoined execution of operational plan.

•             Absence of BMS will result in lack of effective integration of surveillance sensors, resulting into poor BFT and information dominance by the enemy. This may also lead to fratricides.

•             Indian BMS system was envisaged to integrate with CIDSS system for seamless flow of information till Corps HQ level. Absence of it will lead to opacity at Division and Corps level regarding operational situation at battalion level.

•             Troops/ crew operating over difficult terrain during inclement weather conditions will find it difficult for orientation. This will have negative effect on execution of time-critical operations.

•             In absence of BMS, fighting units will depend on Tactical Radio Network for passage of battlefield intelligence. This network has challenges of integration and reliability resultant from lack of standardisation of equipment.

Way Forward

Systems like BMS are operational necessity. Closing of indigenous BMS programme will not only negatively affect Indian Army but also it will be detrimental for ‘Make in India’ drive. Moreover, this may further result in reliance on foreign players.

There is an urgent need to review the decision taken by Ministry of Defence with respect to BMS for Indian armed forces and revive the project. Some of the desired measures to ensure an effective BMS are as follows:

•             Contemporary Approach. The field of information systems and communications is experiencing rapid technological advancements; one cannot have the archaic procedures and policies for such time sensitive technologies. New, responsive and flexible procedures and policies of acquisition are required to be formulated.

•             Systems Approach. This approach must be adopted to identify the root causes of the previous failures to avoid repetition.

•             Utilisation of Project Management Tools.  Foresight and planning are essential for development such costly and time sensitive projects. Utilisation of project management tools will certainly keep BMS project on track.

•             Diversification of Developers. The tendency of over reliance on governmental defence-industrial complex needs to be stymied. This is a major hurdle to the ‘Make in India’ concept. Moreover, this is a major reason for inordinate delays. Indian BMS programme needs to be opened for private Indian firms.

•             Aggressive R&D. R&D funds for such projects must be allocated over and above the budget for Indian armed forces. Defence public sector undertakings (DPSUs) must be forced to compete with private firms to bring out the best of the systems.

•             Time-bound Approach.  BMS is a technology sensitive project. Time bound approach is a must for fielding of system which is contemporary. Hence, the urge for perfection has to be sacrificed to field the first prototype. Subsequently, the project has to be improved upon through an interactive process with an aim to keep the system contemporary while meeting the user satisfaction. 

•             Inclusive Participation. There is a need to ensure active involvement of the users in the development programme. This will make them committed to the developmental progress. Successful development and induction of 155 mm Dhanush gun system is an apt example of this approach.

•             Integrated Approach. BMS must be able to interact with other C4I systems being developed under DGIS. Except the ACCCS System, all other systems are running far behind schedule. All efforts must be made to bring all such projects on to a common cost effective platform for effective integration.

•             Achieving Self-reliance. Development of such high end systems will help Indian industry evolve. Indigenous capability in producing cutting edge defence systems will go a long way in reducing India’s dependence on foreign vendors.  This will help Indian Industry to foray into lucrative international market, earning valuable foreign currency.

Changing battlefield milieu will certainly demand fielding of BMS for Indian armed forces sooner or later. There is a definite need of decisive goal oriented time-bound pragmatic approach to field this system for benefit of the forces.  This is even more relevant because of efforts in this field being invested by major military powers neighbouring India. Acme of mil leadership lies in amassing strength against the weakness of the opponent and strength accrued by a force multiplier like BMS, which not only gives tactical advantage to the troops but also fortifies self-confidence must be realised by the military planners; the sooner, the better.

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Maj Gen Kulwant Singh Nijjar is Chief of Staff, HQ 2 Corps

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Operational Matters

Gen Naravane need not spend too much time on integration with the Air Force and Navy, seeking increase in budgetary allocations, joint doctrines, employment of strategic forces, space, cyber, information warfare and so on, except insofar as it concerns the Army alone. Luckily, Gen Bipin Rawat, having just side-stepped from the Army chief’s office into the CDS’s, is well aware of the Army’s requirements. The new Army chief will, of course, have to take forward the changes initiated by Gen Rawat, when it comes to Integrated Battle Groups, restructuring of the Army HQ, manpower, and so on.

Army Restructuring

The restructuring of the Army HQ in New Delhi, initiated by Gen Biopin Rawat, is in progress. It is the beginning of the first full-cadre review of the Army in over 30 years. Keeping in sight the emerging security matrix and the abiding challenge of sprucing up the force and equipping it with cutting-edge armoury and equipment on a budget, this is a part of changes that must be executed to achieve the objectives of a competitive force.

The restructuring of Army HQ to gear it up towards capability-based modernisation needs, would synergise and coalesce all revenue and capital spending under one organisation and effectively prioritise competing requirements with an operational focus to get better value for funds allocated by the government.

Under the restructuring approved now called Reorganisation of the Army Headquarters, two weapons and systems procurement branches will be merged and a new post of Deputy Chief of Army Staff created to coordinate with military intelligence, operations and logistics wings.

At present, there are an estimated 950 to 1,000 officers posted at the Army HQ. The officers who will be weaned off the HQ will be available to the formations and units. As many as 229 officers from the headquarters will be “optimised and relocated to units and formations of the filed armies”. Ninety per cent of these officers are from the ranks of Colonel and below.

Strategy & Operations. The new Deputy Chief of Army Staff (Strategy) will oversee strategy and operations, intelligence collation, conduct of operations and the movement of logistics. At present, the DG (Military Operations) and the DG (Military Intelligence) report to the Army Chief or Vice-Chief. The new DG (IW) will have the erstwhile ADGs (Public Information) and Information Warfare (IW) wings under him to counter social media propaganda and hybrid warfare.

Information Warfare. The Ministry of Defence (MoD) has also okayed the creation of a consolidated information warfare wing that will subsume two existing wings under the DGMI and the DGMO. The Information Warfare branch will be headed by the Lieutenant General rank officer and will come under another newly created appointment- Deputy Chief of Army Staff (Strategy).The new DG IW (Director General Information Warfare) will have under him the erstwhile ADGs PI (Public Information) and IW (Information Warfare) to meet needs of the future battlefield, hybrid warfare and social media reality.

The ADGPI branch deals with media projection and has a social media wing, which is likely to remain untouched. The existing Information Warfare branch operates under the Military Operations directorate. Separately, a cyber unit will also be placed under the DG IW.

Military Training. The third major reform is that the Army’s Training Command based in Shimla will now be sole adviser to the Army Chief on all training matters. The Military Training Directorate in Delhi is being merged into the Army Training Command (ARTRAC) in Shimla.

Capability & Sustenance. Also, the restructuring will merge the Master General Ordnance (MGO), who is currently under the Vice-Chief, and the DG (Weapons and Equipment) under a single vertical with the Deputy Chief of Army Staff (Planning and Strategy), which will be renamed Capability and Sustenance. Now all acquisitions of the Army will be handled by a new office under the Director-General (Capability Development). The revenue budget will be handled by DG (Sustenance).

Vigilance & Human Rights. New wings for vigilance and human rights issues will be set up under major-generals. The ADG (vigilance) wing will have officers drawn from the three services for an objective and impartial approach and will report directly to the army chief. The ADG (human rights) branch will have a police officer on deputation, he said. The ADG (human rights) will report to the director general of military operations.

Countering Pak-sponsored Terrorism

Gen Naravane inherits the threat posed by Pakistan-sponsored terrorism and its asymmetric warfare offensive against India, which began some 30 years ago in the Punjab in the 1980s. Since then Pakistan has shifted its proxy war to Jammu & Kashmir (J&K), although we have seen some sparks again in Punjab through its support to Khalistanis and the use of drones to drop arms, ammunition and equipment to the separatists there. Yet, it is an existential threat in Punjab.

In Jammu & Kashmir (J&K), the Abrogation of Article 370 on 5 August 2019, and the subsequent steps taken to prevent large scale disturbances have brought down violence in the state, but the reorganization has brought in its own internal and external challenges, which are yet to show up in full. The political initiative, which was long overdue and which the Army had always been asking for, has yet to run its full course – until the elections are held in the state, as promised by the central government.

Pakistan’s deep state – the Inter-Services Intelligence (ISI) and the military – is somewhat subdued at present, partly due to the pressure being asserted by the Unites States and the Financial Action Task Force (FATF) to force Pakistan to take action against declared terrorists, money laundering and to conform to international financial transaction standards. It has not helped Pakistan that its all-weather ally, China, has not done sufficiently enough to come to its help despite trying to raise the J&K issue in the United Nations Security Council (UNSC) and its chairmanship of the FATF. In fact, China has tried but Indian diplomacy has successfully thwarted all attempts by China to rake up the issue.

Troops levels are being reduced in J&K, casualty figures show a downward trend but cease fire violations on the Line of Control show an upward trend. The upper hand and the moral ascendency over Pakistan in the proxy war must be maintained. That would be Gen Naravane’s principal operational task.

One way which has been tried and tested in the last two years is to retaliate every time there is a serious breach by Pakistan and raise costs and consequences for it in all manner possible without crossing the threshold. That threshold is now being pushed further and further as the deep aerial strike of 26 February 2019 at Balakot, in response to the Pulwama attack that killed 45 CRPF soldiers, showed. It is no one’s guess that the surgical strike 1.0 carried out on 29 September  2016 after the Uri attack was not the last one that the country has seen. The time to remain defensive, confined to consequence management in our own territory, which was the norm for 30 years, has now passed. As a corollary, one must say that creating the military capacity for punitive action is a sine qua non if Pakistani terror is not to continue unabated.

Maoist Menace

The police and home ministry have been claiming great success in containing the Maoists and reducing their influence. The unfortunate fact, however, is that each year in Apr-May they launch an annual tactical counter-offensive and inflict heavy losses on the police and Central Police Organisations (CPOs) and loot weapons. Their strike power is intact and we have not been able to penetrate the dense jungles of Dantewada to destroy the armed Maoist groups in that sanctuary. The number of armed Maoist battalions has gone up from 3 to 21 in this forest redoubt. This is most dangerous and we cannot lull ourselves into complacency.

Conventional Capacity Building

Balakot was a great morale booster but it also pointed out glaring shortcomings in our national security architecture. We need to get our act together for urgently needed arms acquisition. The process is dangerously dysfunctional and mired in so much red tape that it is becoming impossible to execute major arms acquisition programmes in any reasonable time frame.

With the CDS in place with the express mandate to coordinate and prioritise acquisitions, there should be some improvement, but one cannot shy away from the fact that within the Army, too, refining and deciding upon requirements is a time-consuming process. There are external factors, which are beyond the COAS’ control, like the planning and budgeting process itself, complicated defence procurement procedure (DPP), multi-layered sanctions and approvals, repeated cancellation of tenders, long trial periods and so on. But even government-to-government deals and procurement under fast-track procedures have always overshot the laid down timelines.

The Indian Army is the 2nd largest armed force at 1.3 million behind the Chinese Army. In the Global Fire Power Index, which is arrived at by considering 55 indices, Indian Armed Forces rank 4th. India ranks a poor 25th in terms of Armoured Fighting Vehicles (AFV), which include Infantry Fighting Vehicles (IFV); and 26th in terms of Self-Propelled (SP) Artillery.

It would have been a different matter if India were an arms exporter but it ranks nowhere in the first ten. In fact, India was the world’s second-largest arms importer during 2014-18, accounting for 9.5% of the global total, according to the Stockholm International Peace Research Institute (SIPRI) which released its report released on 11 March 2019.

In terms of defence expenditure, China spends five times more than India, with its Defence Budget pegged at $250 bn (1,9% of GDP) for 2018, while India’s Defence Budget for 2018-19 was $51 bn (1.63% of GDP).

A large quantity of the Indian Army’s equipment is of foreign origin, notably Russian and much of it requires replacement or upgrade. Among them are T-72 tanks, T-90 tanks, BMP-2, Zsu-23-2, Zsu-23-4, Kvadrat air defence system, OSA-AK air defence system, Dragunov sniper rifles and so on.

Weapon Systems and Platforms

Mechanised Forces. The mechanised forces are equipped with Russian T-72 tanks, assembled in India, many of which have undergone upgrades but are nevertheless in need of replacement with a ‘Future Ready Combat Vehicle’ (FRCV) or future main battle tank (MBT) – ultimately 2400 to be precise. The Army will in time add 464 T-90MS standard tanks in due course after negotiating a licence to make them in India. That will bring the T-90 tanks to a fleet strength of 1000. The target is 1600.

All 1770 BMP-2 IFVs require to be replaced by modern IFVs. The search for a Future Infantry Combat Vehicle (FICV) started in 2010. The Expression of Interest (EoI) was issued for the third time in November 2017 after two failed attempts. When it does come, it might be a world-class tank but whether the Army will embrace it, cannot be certain.

Anti-Tank Guided Missiles. The Russian Konkurs and French Milan anti-tank guided missiles (ATGMs) are widely used and the Army has been waiting for many years for DRDO to finalise the development of the Nag ATGM. While the project is delayed, the government appears ready to approve the procurement of limited numbers of Israel Rafael’s Spike ATGM.

Ammunition. The CAG had pointed out in 2017 that “Out of a total of 152 types of ammunition, the stock of 121 types of ammunition (80%) was below the authorization level of 10 days intense fighting. And availability of 55 per cent types of ammunition was below the minimum inescapable requirement to be maintained for operational preparedness and 40 per cent types of ammunitions were critical level having stock of less than 10 days,” The situation has since improved after fast-track purchases, but it is still alarming. What has emerged is that the Ordnance Factories are unable to meet the requirements of the armed forces as indented from time to time.

Artillery. 10 K-9 Vajra 155mm tracked self-propelled (SP) guns, made under licence by L&T Defence in India, were inducted on 9 November 2018.The entire process of inducting 100 K9 Vajra at a cost of Rs 4,366 crore will be completed by November 2020.

The Ordnance Factory Board’s (OFB) 155mm/45 calibre Dhanush gun, developed from the designs transferred by Bofors in 1980 to OFB, as part of transfer of technology (ToT) of the FH-77 155mm Bofors howitzer has been successfully inducted into the Army on 8 April 2019. The OFB will make 114 guns.

The Advanced Towed Artillery Gun System (ATAGS), developed both by Bharat Forge and Tata Defence& Aerospace, separately, based on DRDO designs has also passed muster and is undergoing final user trials. The MoD had sanctioned the ATAGS project in September 2012. A prototype was part of the Republic Day parade in 2017.

The BAE System’s M777 155mm ultra-light howitzer (ULH) was also inducted into service in November 2018. 145 pieces will be supplied.

An improved longer range Pinaka rocket for the multi-barrel rocket launcher (MBRL) has been developed by DRDO. The Artillery also wants an indigenous Smerch-type long-range MBRL to be produced in India.

Air Defence. The Russian Igla-S has been selected as the very short-range air defence (VSHORAD) system weapon of choice through a contest between but the contract is yet to be finalised.

Bharat Electronics Ltd (BEL), Bharat Dynamics Ltd (BDL) and DRDO have completed trials of the quick reaction Surface-to-air missile (QRSAM).

Akash Weapon System (AWS) has been developed as a short-range surface-to-air missile (SRSAM) and two regiments have been inducted into service, while two more have been approved for purchase.

For the ground-based air defence weapons systems for area and point defence – the L70 gun and the ZSU-23-2 – the RFI was issued in January 2019 and the upgrade efforts also continue.

Infantry. The Future Infantry Soldier as a System (F-INSAS) has been abandoned as an integrated approach. Instead, various components of the system are being pursued separately for procurement.

A Rs 639 crore contract was signed on 10 April 2018 with SMPP Ltd, an Indian vendor for the procurement of 186,138 bullet proof jackets (BPJs). The first lot of BPJs was delivered in April 2019.

A limited quantity (72,000) of Sig Sauer 716 assault rifles and 93,000 Caracal 816 carbines are being procured through Fast Track Procedure (FTP). Meanwhile, an Ordnance Factory is being established at Rae Bareilly to produce the AK-203 assault rifle in large numbers to cater for the remainder required of the armed forces and the paramilitary as well as for export.

The Infantry also requires a lighter, more lethal shoulder fired anti-tank weapon, notably the Carl Gustav Mk IV, a Battlefield Surveillance Radar (BFSR) and an improved 81mm mortar.

Network-centric Operations. The Rs 50,000 crore Battlefield Management System (BMS) was envisaged by the Army to enable a faster decision process by commanders at all echelons, enable better decision due to reliable operational information provided in real time and have the ability to quickly close the sensor to shooter loop by integrating all surveillance means to facilitate engagement through an automated decision support and command and control system, exploiting technology for mission accomplishment in the Tactical Battle Area (TBA).

The project has been abandoned indefinitely due to costs involved. The Army chief reviewed the project in 2018 and decided to put it on the back-burner in favour of other projects.

Army Aviation. While the Army had asked for 39 AH-64E multi-role attack helicopters, the government has accepted to procure six for it for the time being in addition to the 22 Apaches on order for the IAF.

The Rudra ALH-WSI armed helicopter based on the Advanced Light Helicopter (ALH) is making steady progress, though the selection of anti-tank missiles it will carry is yet to be finalised. The production of the Light Combat Helicopter (LCH) has started. The Army wants 114 LCH.

Army Aviation is expected to replace its ageing Chetak and Cheetah helicopters with the Hindustan Aeronautics Ltd (HAL) Light Utility Helicopter (LUH).

The Army continues to use Israeli IAI Searcher II unmanned aerial vehicles (UAVs) and is looking to add to its fleet. Sadly, the Army is poorly equipped with such vital force-multipliers.

Combat Engineering. The Engineers are looking for lighter, redeployable, foldable and air-portable bridges. Similarly, they would like to have lighter, higher capacity assault trackway, quick repair materials for damaged runways and fuel-air explosive (FAE) solutions for destroying mines.

Infrastructure

Alongside modernisation of equipment, it si important for infrastructure – strategic roads, railway and bases – to be improved. The Chinese have built all-weather class-9 or 24 roads right up to all their posts in all sectors. They have excellent lateral roads. Their railway system and pipelines are being extended to major logistics bases. Deployment time of their formations has been cut down to enable them to launch an offensive for short duration wars while stocking is done for follow up echelons.

Overview

The fact remains that in the case of major systems, like artillery guns, main battle tanks, infantry combat vehicles, anti-tank weapons, air defence weapon systems, etc, we are far short of the ideal mix of obsolete-legacy-modern systems that should be in service at any time. Blaming the Defence Reasearch& Development Organisation (DRDO), public sector undertakings (PSUs) or Ordnance Factory Board (OFB) alone is not enough. The Army should push for change. The Army Design Bureau, now in a fledgling state, the almost defunct Army Technology Board, and other initiatives must evolve into effective organisations capable of driving research and innovation. The enhanced powers of the Army Commanders, vice chief of army staff and other down the chain must be utilised to support procurement from private industry so as to force DRDO, PSUs and OFB to compete. The Army must also resolutely fight for user involvement in development, favourable terms and conditions like penalties for cost and time overruns, shortcomings in quality and guaranteed serviceability and availability of equipment.

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