Major General (Retd.) Mrinal Suman retired from the Indian Army in 2003 and currently heads the Defence Technical Assessment and Adivsory Service of Confederation of Indian Industry.
As human beings are a product of their environment and society, their interpretation of morals, ethics and value system differ. In a traditional culture like ours, attitudes are moulded by long-established practices, rituals and conventions. Group cohesion is a battle winning factor for a military. The Indian Army recruits officers and men from all parts of the country with diverse value systems and attitudes. It is well nigh impossible to weave them into a cohesive group without bringing them on to a common grid of conduct.
While delivering the keynote address at the International Seminar on Defence Acquisitions on July 12, 2011, Defence Minister A.K. Antony accepted the need to impart training to the defence acquisition functionaries. Further, he agreed that a dedicated institute needs to be set up for the purpose. It is the first time that the training of acquisition staff has received the attention that it deserves as reforms in India’s defence acquisition regime have so far been limited to procedures only.
Most leaders are professedly staunch proponents of the concept of jointmanship. They acknowledge the criticality of jointmanship to national security. In other words, jointmanship has no opponents. Yet, the reality on ground is diametrically opposite. Every step towards jointmanship is fought fiercely by many. This dichotomy, though perplexing, has been entirely due to incompatible attitudes. Attitude is an attribute of human behaviour and defies cogent reasoning.
There is today an increasing acceptance of the concept of defence outsourcing of non-core logistic functions. Outsourcing frees commanders to focus on their primary task and saves resources. The paper attempts a holistic treatment of the subject from conceptual concerns to related practical issues. A brief scan of defence outsourcing the world over leads us to examine benefits that accrue and the precautions that should be taken. The paper goes on to analyse types of functions that can be safely outsourced and suggests a methodology for the entire process.
Procurement of new weaponry and equipment for the armed forces is a long, complex and arduous process. Funds involved are enormous and the quality of equipment selected has a profound influence on national defence potential. Therefore, most countries have evolved elaborate procedures aimed at procuring the most appropriate equipment at affordable prices.
