Mr Claes-Peter Cederlöf
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Next Generation Land Capability A view from Industry Claes-Peter Cederlöf, Saab AB June 2014 RUSI Land Warfare Conference, London This document provides a brief history of Saab AB, highlighting some of their major milestones in developing radar, combat management systems, and weapons systems over the past 80 years. It also references Saab's presentation at the 2014 RUSI Land Warfare Conference in London on next generation land capability from an industry perspective.
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Mr Claes-Peter Cederlöf
- 1. Next Generation Land Capability A view from Industry Claes-Peter Cederlöf, Saab AB June 2014 RUSI Land Warfare Conference, London
- 2. 1646 Bofors is founded 1894 Alfred Nobel acquires Bofors 1948 First order for Carl Gustaf 1998 StriC in operation 1950- Development of fighter radar 1970- Development of Giraffe radar family 1980- Development of Arthur 1990- Sea Giraffe AMB is launched 1937 Saab is founded 1990 Saab Automobile – independent company 2000 Saab acquires Celsius 2005 Saab acquires Grintek 2006 Saab acquires Ericsson Microwave Systems (EMW) 2011 Saab acquires Sensis Corporation Saab: at the Forefront of Change 1941 First B17 delivered 1979 First order – RBS 15 1990 First laser simulator BT 46 1992 ANZAC combat management systems for Australia’s frigates 1993 First Gripen delivered First order from U.S. from BOL 2002 First contract - NLAW 2004 Installation of RAKEL communication system 2005 Contract for NEURON 2006 Saab 2000TM AEW&C 2008 First flight for Gripen Demo 2011 RBS 70 NG – launch 2012 Saab acquires HITT
- 15. The Challenge of Partnership
Editor's Notes
- Thank you very much, CGS, for this opportunity to present to this year’s land warfare conference. I am Claes-Peter Cederlöf, and I am responsible for Saab’s Land Segment in Western Europe.
- Saab is now over seventy-five years old. We are now a familiar name around the world where we serve the global market with products, services and solutions across the span of military defence and civil security. We enjoy a very rewarding relationship with our customers. Saab was formed in nineteen thirty-seven when Sweden realized that we had to build our own fighter aircraft. Cooperation was essential and a partnership was needed between the Swedish Government, the armed forces and the leading industrial family Wallenberg. The result was Saab.
- I will return to partnership later in this talk. But I want to highlight now that partnership is the foundation on which we have built our company. And we believe partnership should be the essential foundation of all future projects.
- In this short talk, I will address two main themes. Each one is linked directly to developing capability for the future. First, I will look at the constantly-changing security situation as we move into the post-Afghanistan world. Secondly, I will look at the issue of ‘partnership’ and its importance and the opportunities it offers the Army and industry.
- One year ago, the discussion here at the RUSI Land Warfare Conference asked, ‘what next after Afghanistan?’ Would it be more of the same? More small wars? Or was Syria the next big problem? Mr Putin is clearly following his own agenda and he is making everyone think again. Russian activities in Crimea and Eastern Ukraine have challenged many strategic assumptions.
- Russian activity has changed the security situation in the Baltic. Russian aircraft have practiced several bombing runs to Sweden, the Baltic States and Poland. Sweden’s response has been direct and Saab Gripen aircraft now keep a close eye on any Russian aircraft.
- Russia’s behaviour changed public opinion in Sweden very quickly. In April, the Swedish Government increased the defence budget by 11% this year. It will continue to grow until 2024. The Swedish people completely support this decision. As a result, Sweden will buy 10 more Gripen, two new submarines and the Swedish Armed Forces are reviewing their conventional warfighting armoury. So the security situation has changed – very quickly
- And what is to be done about ISIS in Iraq? Afghanistan might be ending for NATO, but sadly security problems continue to challenge what we understand is so-called ‘world order.’
- Before I continue, I think it would be helpful to set my talk in the context of Saab the company. From the start, Saab has placed people at the heart of what we do: those who design and build our equipment; those who use it; and those who benefit from its use. Technology is an important part of Saab’s business, but our focus is people, in particular those people who risk their lives for our security.
- We can make our contribution to this by working with our customers to design systems and solutions which improve the whole spectrum of military defence and civil security. People must be at the centre of what we do because people maintain or improve security. And new technologies or support services are only worth developing if they meet the user’s needs. So we push ourselves to deliver solutions that match requirements. Those requirements have to be specified by the very people whose job is to improve security.
- As we all know, today’s armed forces are preparing for the demanding missions of tomorrow: from open country to urban terrain; from major combat operations to counterinsurgency and peace support This is what General Krulak famously described as the three-block war.
- This will need some genuinely innovative solutions from the armed forces and from industry. Those solutions will have to be adaptable and capable of meeting foreseeable demands and changes. Those solutions will have to cover live, virtual and constructive training, weapon systems, radars and command and control systems. All this must continue to improve operational capabilities and still deliver a higher level of effectiveness... … And have the stretch potential to allow smaller forces the opportunity to experiment without compromising operational readiness. Importantly, we understand that the financial situation is also complicated. So we will continue to work hard to introduce innovation in our business models to help.
- We at Saab draw real strength and value from what we do and see on Salisbury Plain, in Kenya, in Canada, in Germany, in Jordan, and in Afghanistan: with MAMBA, Tactical Engagement Simulation, C-IED training and NLAW Our central objective is to meet your need for enhanced operational capabilities and a higher level of effectiveness.
- As we move out of Afghanistan, we all know that the Army’s skill set has to broaden. It must broaden from counterinsurgency to re-master the skills of war fighting: combined arms operations in a complex, populated environment against capable state and non-state enemies. Developing a joint military-industrial view of this new operational context will be crucial. Do not leave industry to make a ‘best guess’ at what that operational context will be.
- This leads me into my second main point: partnership. I have used the word ‘partner’ several times in this talk. We at Saab believe it is an absolutely vital concept. As many of you know, Saab has worked hard for nearly twenty years to cement a firm partnership with the British Army in training. The partnership is built on our technology and a shared ethos. I believe that both of us have benefitted from it. This partnership has given Saab the opportunity to develop and field new technologies and services – including leasing capability, not just selling it.
- But this point I am not going to talk on technology. Instead I am going to focus on partnerships and understanding. These are not words which translate easily into an workable commercial model. That must change. Saab absolutely welcomes talk of partnership in the training environment. That is how we like to work. But we would like to see a much broader sense of partnership being developed across the Army’s capabilities.
- As we move towards a post-Afghan world for the British Army, any move back to more traditional, conservative, risk averse and largely closed procurement processes will challenge the concept of partnership as we see it from an industry perspective. We all know that events happen and that a new crisis can quickly overtake routine procedures. That is where you need agile industry partners who truly understand what you need, how you operate, what you are seeking to achieve and have the technical and commercial responsiveness to respond quickly.
- It is here that I must offer some words of caution. Partnerships must be based on a shared ethos. They must be bound together by trust. Equality in the relationship must be based on sharing objectives, outcomes and, of course, risk. This requires some rethinking of the nature of commercial relationships between the MOD and industry. We—both industry and the Army—need a commercial model that: is relevant to the task and fit for purpose: is built on an in-depth understanding of your capabilities; encourages conceptual agility; where commercial innovation and flexibility are inherent through the life of a contract, not brought to a halt the moment the contract is signed; where the right behaviours are explicit from the start and enable a successful relationship, continuous improvement, and adaptation.
- As the Army’s transformation gains momentum, I think it is important that it really shares its thinking about future war with its potential partners. This should be a matter of some priority. Work out how to integrate new technology and capabilities now. Do not wait for the next crisis and UORs. Saab’s company ethos places great importance on the relationship we have with our customer. We share the British Army’s objective of wanting agile, effective and efficient capability. Armed with a clear and common understanding the way you plan to fight, the Army—with industry in support—can start to achieve its longer-term objectives: highly trained and effective soldiers; people who are at the heart of the Army’s capability and we get the opportunity to do what we like to do most – help you win. Thank you.