the 5 th csir conference technology-based acquisition strategies m. zondi chief defence materiel...
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THE 5TH CSIR CONFERENCE
Technology-Based Acquisition Strategies
M. ZONDI CHIEF DEFENCE MATERIEL
DEPARTMENT OF DEFENCE, RSA
RSA DEPARTMENT OF DEFENCE 2
Scope
• Introduction • Future Battlespace• The Challenge• Repositioning for Future• Future TD Process• Enablers• Conclusion
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Introduction
Based on a paper titled:
“Technology-Based Acquisition Strategies for the Future Defence Force”
Spectrum of Conflict
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OPERATIONS OTHER THAN WARWARFIGHTINGSAR
Disaster Relief
Evacuation of RSA Citizens from Conflict Areas
COMBATANT OPERATIONS
Humanitarian Assistance
Collective Defence
Peace Support Operations (chapter 6)
RSA Border Safeguarding
Defence of RSA Sovereignty
PEACE
Supporting SAPS
Peace Keeping Operations (Chapter 7)
NON-COMBATANT OPERATIONS
CONFLICT WAR
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Introduction
CHANGES IN TECHNOLOGY DEVELOPMENT
Historical Modern
Long life-cycles Shorter life-cycles
Driven by rich militaries Driven by the commercial industry
Costly programs Relatively cheaper programs
Resource intensive Less resources required
Lower consumption for technology products
High consumption rates for products
Mainly bespoke products Mainly commercial (COTS) products
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Future Battlespace
• Military institutions “prepare for the last war”• “Today’s world is without precedent, it is as
different from the Cold War as it is from the Middle Ages so the past offers no basis for comparison” Phillipe Delmas1
• “We have to put aside the comfortable ways of thinking and planning, take risks and try new things so that we can prepare our forces to deter and defeat adversaries that have not yet emerged to challenge us”2
1 French military analyst; 2 Donald Rumsfeld, Former US Secretary of Defence
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Future Battlespace (2)
• Congested:– Densely populated cities– Busy seaport, dense shipping lanes, canals and waterways– Large number of manned and unmanned aircrafts– Orbital space with many commercial and non-commercial satellites
• Cluttered:– Ambiguous targets, concealment– High risk of collateral damage
• Contested:– Denial of access, mobility, freedom of action– Anti-access techniques in land, air and sea
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Future Battlespace (3)
• Connected:– Logistics networks– Communication networks– Virtual networks
• Constrained:– Political– Environmental– Legal– Societal– Economic
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Future Battlespace (4)
Defence Force Adversary
Technically superior Technically inferior
Rigid institutional inertia Flexible and adaptive
Symmetric warfare Asymmetric warfare
Legacy war strategies Disruptive innovation strategies
Predictable approaches Ambiguous techniques
Morally sensitive No regard for societal norms
Long bureaucratic processes Agile approaches
Centralised decision-making Decentralised and empowered smaller groups
Believes in proven doctrines, tactics and techniques
Continuously adjusting according to ops requirements
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The Challenge
• Long defence planning horizons (20 – 30 years) vs. emergent conflicts
• Long capability acquisition cycles vs. quick adversary procurement processes
• Rational deployment processes vs. chaotic conflict• Political pressure for short-lived war vs. patient and relentless
adversary• Political pressure to decrease Defence budgets vs. “infinite”
terror group funding• Costly bespoke defence systems vs. cheaper COTS technologies• Unaffordable defence policy vs. flexible and emergent plans
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Repositioning for Future
• Requirement for a defence capacity that is agile, adaptable and is able to swiftly re-organise
• Shift focus away from providing capabilities per se to building capacity to generate capabilities as and when required
• Decentralise decision-making to levels that allow swift response and low bureaucracy
• Emphasis on highly versatile, highly proficient and highly skilled personnel across a number of capabilities
• Optimal combination of human and technology• Collection platforms that include human elements (SOINT)
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Future TD Process
• Operational Advantage– The ability to attain and maintain an edge over potential adversaries in order to
increase chances of success and protection of assets in an operational environment.
– Operational advantage is influenced by the dynamics of the battlespace concerned. In order to effectively leverage technology for operational advantage therefore, mission-centric factors must be considered (mission-centric technology solutions)
– Leveraging technology for operational advantage requires a technology development life-cycle that is short and a development process that is agile. This is a pre-requisite to address the frequently changing and uncertain operational environment.
– Capacity to operate, maintain and modify capabilities without being dependent on the external environment.
– Mission-centric technology solutions that give an operational edge in operational areas
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Future TD Process (2)
• Strategic Independence– The ability to apply capabilities to achieve national goals and preserve
national interests without dependence on or intervention from third party states or entities.
– Strategic independence affords the country freedom to choose how, where, and when it applies its defence capabilities – while it enjoys the capacity to support, operate and maintain such capabilities independently.
– Opportunities to generate intellectual property at system or sub-system level of technology products, and have the freedom to decide on how to utilise it.
– Once these strategically-essential technologies have been defined and developed, the next step is to protect them and make sure they don’t fall on the wrong hands.
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Enablers
• Intelligent Buyer– Ability to understand capabilities from sub-systems
level to the system-of-systems level– The ability (skills, knowledge, expertise) to understand
capabilities of specific technologies– Ability to apply Defence Science, Engineering and
Technology (DSET) techniques to solve imminent security challenge as it appears.
– Ability to compare various technology solutions in terms of performance, interoperability, cost and value-for-money .
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Enablers (2)
• Cost Reduction– Integrate advanced bespoke defence technologies
into standards COTS equipment– Jointly undertake development programs with
friendly nations and allies and share the costs– Identify cutting edge civil technologies that can be
incorporated into defence capabilities – A balance between costs and risks plays a
significant role when deciding on the industrial capability that will support specific technologies
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Enablers (3)
• Industry Role– Industry would only invest in technology
development projects where there are clear indications of technology uptake opportunities
– There’s a need for a network of smaller companies with high technical density
– Complementary roles between higher tier companies (OEMs) and lower tier sub-contractors (SMMEs)
T.D. Process
• Mission-centric Technology Solutions
• Cutting-edge Strategic/Sovereign Technologies
Solution Outcome
• Centres of Expertise • DERI’s• Testing Facilities• Industry
T.D. Capability • Mission-centric
challenges• Strategic technology
requirements• Future battle space
dynamics
Problem Space
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T.D. Life CycleLC Step
Joint Operational Requirements
Concept Development
Concept Maturation
Technology Development
Technology Deployment
Technology Evaluation
Technology Improvement
DSET Activities
Operational research, Decision support
Basic research, Theoretical analysis, Modelling and simulation
Refined analysis, initial prototyping, empirical analysis
Refined prototype development, specification development
Trial deployments, performance data analysis, concept of
operations, policy refinement
Testing and evaluation, technology demonstration activities
Identified shortcomings, gap analysis, improvement concepts
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Technology Partnerships
Product Sales
Country Block Investors
International Technology
Partnerships
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Role MatrixStakeholder Role
Government Creates and supports conducive regulatory and fiscal environment
Funding agencies Provide adequate funding timeously
DSET Community Develop relevant mission-centric and/or strategically-essential technologies
Military • Specify joint technology requirements for operational capabilities
• Correctly employ developed technologies to achieve successful missions
Critical Success Factors
• Should be a national effort• Should be centrally directed at highest strategic
level• Should be centrally coordinated by multiple-
agency bodies• Should be continuously tracked, evaluated and
monitored by multiple-stakeholder forums• Awareness and capacity development should
start at lowest level (STEM)RSA DEPARTMENT OF DEFENCE 21
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THANK YOUThat’s All Folks