How will the appointment of CDS affect the procurement channel for capital acquisition, modernisation, upgrades of equipment, ammunition and spares procurement?

The appointment of the CDS and the creation of the Department of Military Affairs (DMA), together, are a welcome step (prospective game changers) to enhance the efficiency and effectiveness of the Indian defence and military system, as a whole. The remit of the CDS in terms of jointness and integration is comprehensive and all encompassing. As such, from doctrinal calibration (threats, opportunities and the wars that we will fight) to prioritisation of combat acquisitions in accordance with the budgetary envelope as also the structuring of plans (Integrated Capability Development Plan (ICDP), Defence Capital Acquisition Plan (DCAP) and Annual Acquisition Plans (AAPs) will now hopefully see a precise delivery schedule of combat capacities, manifesting as per designated timelines.

Consequent to the recent Cabinet Notification, procurement exclusive to the services except capital acquisitions, is now the mandate of the Department of Military Affairs. The entire Master General of Ordnance (MGO) functions including spares for a wide range of communications, air defence, armour, artillery and infantry equipment, a number of grades of ammunition, clothing, footwear, headgear, bullet proofing, aviation rotables, supply dropping, power packaging, warehousing, engineering plant, vehicles and other equipment will now be the remit of the CDS and DMA. In consequence, we will witness greater speed and delivery in the inventorisation of combat capacities.

Coupled with a shorter bureaucratic chain, the advantage of military specialists handling requisite processes in the DMA is bound to significantly streamline procurement and delivery. Since the CDS is responsible for indigenisation, the flagship ‘Make in India’ initiative will also get added impetus. In sum therefore, the CDS and DMA will impact acquisitions and procurements favourably, in a huge way, in a positive manner.

It would be prudent to add, that the role of the Defence Secretary and the Defence Acquisition Council (DAC) remains undiluted. It is, in fact, greater civil-military synergy that will ensure better delivery and I am very positive about it.

To what extent have budgetary constraints affected Army’s Perspective Plan? How are you prioritising procurements in the short and the medium term?

Our primary responsibility is maintaining operational readiness, which amongst other factors is also a function of budgetary allocations. Over the last couple of years therefore, we have carefully aligned our capability and capacity building to the budgetary envelope. We are also in the process of re-balancing and re-prioritising and taking additional measures by way of structural and cost optimisation to ensure financial prudence.

The Indian Army has a well thought-through framework in place to optimise our defence planning and preparedness. It commences with identifying threats to national security and preparation of suitable plans to address them in consonance with the defence minister’s Operational Directive. We thereafter carry out a threat analysis vis-a-vis potential competitors and adversaries and their capabilities, as also our combat needs to counter the same. In addition, we also carry out a scan of the emerging technologies in the field of defence and identify those which are relevant in the Indian context.

In consequence, a Long Term Perspective Plan (LTPP) is evolved which in