The document analyzes revisions made to India's defense offset policy. Major changes include expanding eligible defense products and services, introducing multipliers for partnerships with MSMEs and technology transfers, extending the offset period and banking validity, limiting penalties for non-compliance, and defining roles for offset evaluation. Reporting requirements were also clarified, with half-yearly discharge reports and an annual appraisal submitted to the Defense Acquisition Council. The analysis concludes that the policy has addressed many long-standing demands but the effects will only be seen over time.
This annual report summarizes Visteon's activities in 2005. It discusses how the company restructured through an agreement with Ford that transferred assets and liabilities. This made Visteon leaner and better positioned it for long-term success. The report also describes how Visteon became more focused on its three core product groups, expanded its global footprint, and improved its cost structure through restructuring. Visteon made progress transforming into a competitive global automotive supplier.
Sarat Varanasi is a senior-level technology executive in IT services and consulting. Over his career he has [1] generated millions in new annual revenues and long-term revenue streams, [2] negotiated large deals and standardized processes to reduce costs and improve efficiencies, and [3] consistently improved profitability, customer satisfaction, and performance. He has revolutionized business processes, delivery processes, and leadership competencies to expand business and drive growth.
Status Indonesia Action Plan 2008 March09guest730d97
This document is a country action plan for Indonesia for the year 2008. It outlines several problems and recommended actions to address them at both the project and country level. At the project level, issues addressed include lack of commitment from some district staff, low financial management capacity, and lack of knowledge management. Recommended actions include sending letters to increase staff commitment, providing training to improve financial skills, and developing knowledge products. At the country level, issues covered include completing a project review and sharing lessons learned between projects. The action plan provides details on the recommended actions, timeline, responsible parties, expected outcomes, and performance indicators to monitor progress.
Piggyback on IFRS Demands to Enable Financial Consolidationdcd2z
Your company has decided to be an SAP shop, but you still
have many disparate systems. You’re still using an old version
of Hyperion for financial consolidation. You see IFRS demands
in your operations globally. This session will describe a strategy
to piggyback on IFRS demands to leverage SAP consolidation
tools for financial and management consolidations, while
integrating enterprise performance management and a flexible
enterprise reference architecture to add real value to your
organization.
The document provides a summary of an automotive conference presentation by Bob Rossiter, Chairman and CEO of Lear Corporation. It discusses Lear's business and financial update, product strategy overview, and outlook. Specifically, it summarizes that Lear is implementing a global restructuring plan while working with customers on pricing. It is evaluating strategic options for its interior products business, including potential partnerships. Despite challenges, Lear remains committed to maintaining a strong financial position while focusing growth on its seating and electrical/electronics systems.
This document provides the table of contents and summaries for the Defence Procurement Procedure 2013. It outlines the chapters and appendices that are included in the procurement procedure. The chapters cover the procedures for 'Buy', 'Buy and Make', and 'Buy and Make (Indian)' categories, the 'Make' category, defence ship building, and the fast track procedure. It also includes a standard contract document chapter.
The document analyzes revisions made to India's defense offset policy. Major changes include expanding eligible defense products and services, introducing multipliers for partnerships with MSMEs and technology transfers, extending the offset period and banking validity, limiting penalties for non-compliance, and defining roles for offset evaluation. Reporting requirements were also clarified, with half-yearly discharge reports and an annual appraisal submitted to the Defense Acquisition Council. The analysis concludes that the policy has addressed many long-standing demands but the effects will only be seen over time.
This annual report summarizes Visteon's activities in 2005. It discusses how the company restructured through an agreement with Ford that transferred assets and liabilities. This made Visteon leaner and better positioned it for long-term success. The report also describes how Visteon became more focused on its three core product groups, expanded its global footprint, and improved its cost structure through restructuring. Visteon made progress transforming into a competitive global automotive supplier.
Sarat Varanasi is a senior-level technology executive in IT services and consulting. Over his career he has [1] generated millions in new annual revenues and long-term revenue streams, [2] negotiated large deals and standardized processes to reduce costs and improve efficiencies, and [3] consistently improved profitability, customer satisfaction, and performance. He has revolutionized business processes, delivery processes, and leadership competencies to expand business and drive growth.
Status Indonesia Action Plan 2008 March09guest730d97
This document is a country action plan for Indonesia for the year 2008. It outlines several problems and recommended actions to address them at both the project and country level. At the project level, issues addressed include lack of commitment from some district staff, low financial management capacity, and lack of knowledge management. Recommended actions include sending letters to increase staff commitment, providing training to improve financial skills, and developing knowledge products. At the country level, issues covered include completing a project review and sharing lessons learned between projects. The action plan provides details on the recommended actions, timeline, responsible parties, expected outcomes, and performance indicators to monitor progress.
Piggyback on IFRS Demands to Enable Financial Consolidationdcd2z
Your company has decided to be an SAP shop, but you still
have many disparate systems. You’re still using an old version
of Hyperion for financial consolidation. You see IFRS demands
in your operations globally. This session will describe a strategy
to piggyback on IFRS demands to leverage SAP consolidation
tools for financial and management consolidations, while
integrating enterprise performance management and a flexible
enterprise reference architecture to add real value to your
organization.
The document provides a summary of an automotive conference presentation by Bob Rossiter, Chairman and CEO of Lear Corporation. It discusses Lear's business and financial update, product strategy overview, and outlook. Specifically, it summarizes that Lear is implementing a global restructuring plan while working with customers on pricing. It is evaluating strategic options for its interior products business, including potential partnerships. Despite challenges, Lear remains committed to maintaining a strong financial position while focusing growth on its seating and electrical/electronics systems.
This document provides the table of contents and summaries for the Defence Procurement Procedure 2013. It outlines the chapters and appendices that are included in the procurement procedure. The chapters cover the procedures for 'Buy', 'Buy and Make', and 'Buy and Make (Indian)' categories, the 'Make' category, defence ship building, and the fast track procedure. It also includes a standard contract document chapter.
Here is a potential 10-minute presentation to the Chinese Environment Minister on solutions to China's ecological challenges from rapid economic growth:
"Mr. Minister, thank you for the opportunity to present some solutions. China's economic growth has lifted hundreds of millions out of poverty but put immense pressure on natural systems. If left unaddressed, continued degradation risks undermining long-term prosperity. We propose a three-pronged approach:
1. Implement an ecological tax reform. Shift taxes off business and labor and onto resource use and pollution. This creates incentives for efficiency and innovation while raising funds for environmental protection.
2. Establish an accurate national ecological footprint accounting system and set targets to reduce China's footprint to within global bioc
Work by the students of Professor Joseph DeLappe from 2005-2015 created through the Digital Media Studio at the University of Nevada, Reno and in the BFA and MFA Interdisciplinary programs.
Innovation Marketing® è un’agenzia fortemente specializzata in Social Media, Digital PR e formazione sulla comunicazione digitale.
Un partner per aziende e istituzioni che vogliono affrontare il Web con gli strumenti giusti per avere visibilità, reputazione e ritorno di immagine.
La nostra missione è aiutarvi a costruire le relazioni giuste in rete, insegnarvi ad ascoltare i vostri clienti e a dialogare con loro.
Il marketing di contenuti e il consumatore socialeFabrizio Faraco
Il mondo è cambiato e qualcuno non se ne ancora accorto. Come la rivoluzione in atto nella società e nel marketing rappresenta "un ritorno al futuro" dove ciò che ha sempre guidato l'uomo, la relazione, torna ad essere centrale. Il marketing dei contenuti per un consumatore sociale che si ritrova nelle storie e le racconta ai suoi pari.
Imagining the Future through Social Media as a Tool for Social Innovation (E...Mario Guillo
F212.org is a virtual think tank of university students interested in sharing ideas on how to face main future challenges. It describes the results of a comparative study about the images of the future found among young students from Haaga Helia University of Applied Science (Finland) Tamkang University (Taiwan); and University of Alicante (Spain).
The document tells a story about a man who helps a butterfly emerge from its cocoon by cutting it open with scissors. However, the butterfly's body is shriveled and weak, and it is unable to fly. The reason the butterfly needs to struggle to emerge from the cocoon is that this struggle forces fluid into its wings, making them strong enough for flight. The document suggests that struggles in life are sometimes necessary for growth, and that God gives us difficulties to make us stronger rather than just allowing an easy path.
The document describes the steps taken to solve a mystery involving a Czech cat and black shoes. It involved searching online using various search terms on Google and the Comenius project website. After looking on multiple occasions without success, searching for "Czech cat" on Google provided no results. Returning to the Comenius project website finally led to finding the name of a school in the Czech Republic that solved the mystery: Mikes.
Professional learning resource created by Lezlie Harris for K-12 teachers learning how to use UDL Book Builder. It was created using Google Docs. Here is the public link. https://docs.google.com/present/view?id=df9n34bf_1334fvg942md
(Alexandra & michaela)comenius week tuesday (at the science park)Eva Rekkedal
The document describes activities that a group of students engaged in during a Tuesday of Comenius Week at the Science Park of Granada, Spain. They observed a perpetual pendulum, viewed Granada from the tower, learned about different types of butterflies in the butterfly house, saw goldfish and a turtle, and took pictures of Czech students at the Science Park.
The document discusses solving a mystery in Norway and Spain. It mentions that Nils Andre, Bernhard and Magnus from Norway created the mystery. The authors listened to YouTube videos and slowly found answers, though not all answers were found as they were shuffled throughout different parts of the text.
Disruptive Innovation in Higher Education: Why business schools should be wel...Jeremy Williams
This document profiles Professor Jeremy B Williams, Director of the Asia Pacific Centre for Sustainable Enterprise at Griffith University in Brisbane, Australia. It provides his contact information, including his Twitter handle and SlideShare profile. It also includes several quotes from others about trends in online education and MOOCs. Specifically, it discusses the growth of global higher education, pressures to reduce costs and improve quality, and tips for retrofitting education for online delivery. Australian Minister for Trade and Investment Andrew Robb is quoted advocating for expanding online and electronic education to boost the number of international students in Australia.
The document is a series of short messages from Madeleine Lee between 2013-Oct-06 and an unknown later date discussing various topics. Madeleine talks about using small robot troops to teach about color, feeling very calm and at peace, expecting some romance and sentimentality, having a lot of energy and wanting to go biking, swimming and running, having a new idea to reduce carbon as an environment protector, and needing to do yoga after returning from a cruise trip to balance luxury and spirituality. The last message is a simple "thank you" from Madeleine Lee.
A competition was held with multiple categories of placement from 6th to 1st place. The document does not provide any details about the competition, categories, entrants, or winning submissions. It simply lists the placements without any further information.
A brief summary of recent news and publications from standard-setters on the topics of Accounting Standards for Private Enterprises (ASPE), Not-for-profit Organizations (NFPO) and Pension plans [December 17, 2012]
DPP and its Impact on Indian Aerospace & Defence IndustryAshish Michael
In this document I have tried to analyze the effect which DPP has done on Indian Aerospace & Defence Industry. I have also elaborated the major guidelines of DPP 2011 and its latest amendment. Finally I have given some recommendation which can be included in next DPP to encourage growth of A&D sector in India.
Here is a potential 10-minute presentation to the Chinese Environment Minister on solutions to China's ecological challenges from rapid economic growth:
"Mr. Minister, thank you for the opportunity to present some solutions. China's economic growth has lifted hundreds of millions out of poverty but put immense pressure on natural systems. If left unaddressed, continued degradation risks undermining long-term prosperity. We propose a three-pronged approach:
1. Implement an ecological tax reform. Shift taxes off business and labor and onto resource use and pollution. This creates incentives for efficiency and innovation while raising funds for environmental protection.
2. Establish an accurate national ecological footprint accounting system and set targets to reduce China's footprint to within global bioc
Work by the students of Professor Joseph DeLappe from 2005-2015 created through the Digital Media Studio at the University of Nevada, Reno and in the BFA and MFA Interdisciplinary programs.
Innovation Marketing® è un’agenzia fortemente specializzata in Social Media, Digital PR e formazione sulla comunicazione digitale.
Un partner per aziende e istituzioni che vogliono affrontare il Web con gli strumenti giusti per avere visibilità, reputazione e ritorno di immagine.
La nostra missione è aiutarvi a costruire le relazioni giuste in rete, insegnarvi ad ascoltare i vostri clienti e a dialogare con loro.
Il marketing di contenuti e il consumatore socialeFabrizio Faraco
Il mondo è cambiato e qualcuno non se ne ancora accorto. Come la rivoluzione in atto nella società e nel marketing rappresenta "un ritorno al futuro" dove ciò che ha sempre guidato l'uomo, la relazione, torna ad essere centrale. Il marketing dei contenuti per un consumatore sociale che si ritrova nelle storie e le racconta ai suoi pari.
Imagining the Future through Social Media as a Tool for Social Innovation (E...Mario Guillo
F212.org is a virtual think tank of university students interested in sharing ideas on how to face main future challenges. It describes the results of a comparative study about the images of the future found among young students from Haaga Helia University of Applied Science (Finland) Tamkang University (Taiwan); and University of Alicante (Spain).
The document tells a story about a man who helps a butterfly emerge from its cocoon by cutting it open with scissors. However, the butterfly's body is shriveled and weak, and it is unable to fly. The reason the butterfly needs to struggle to emerge from the cocoon is that this struggle forces fluid into its wings, making them strong enough for flight. The document suggests that struggles in life are sometimes necessary for growth, and that God gives us difficulties to make us stronger rather than just allowing an easy path.
The document describes the steps taken to solve a mystery involving a Czech cat and black shoes. It involved searching online using various search terms on Google and the Comenius project website. After looking on multiple occasions without success, searching for "Czech cat" on Google provided no results. Returning to the Comenius project website finally led to finding the name of a school in the Czech Republic that solved the mystery: Mikes.
Professional learning resource created by Lezlie Harris for K-12 teachers learning how to use UDL Book Builder. It was created using Google Docs. Here is the public link. https://docs.google.com/present/view?id=df9n34bf_1334fvg942md
(Alexandra & michaela)comenius week tuesday (at the science park)Eva Rekkedal
The document describes activities that a group of students engaged in during a Tuesday of Comenius Week at the Science Park of Granada, Spain. They observed a perpetual pendulum, viewed Granada from the tower, learned about different types of butterflies in the butterfly house, saw goldfish and a turtle, and took pictures of Czech students at the Science Park.
The document discusses solving a mystery in Norway and Spain. It mentions that Nils Andre, Bernhard and Magnus from Norway created the mystery. The authors listened to YouTube videos and slowly found answers, though not all answers were found as they were shuffled throughout different parts of the text.
Disruptive Innovation in Higher Education: Why business schools should be wel...Jeremy Williams
This document profiles Professor Jeremy B Williams, Director of the Asia Pacific Centre for Sustainable Enterprise at Griffith University in Brisbane, Australia. It provides his contact information, including his Twitter handle and SlideShare profile. It also includes several quotes from others about trends in online education and MOOCs. Specifically, it discusses the growth of global higher education, pressures to reduce costs and improve quality, and tips for retrofitting education for online delivery. Australian Minister for Trade and Investment Andrew Robb is quoted advocating for expanding online and electronic education to boost the number of international students in Australia.
The document is a series of short messages from Madeleine Lee between 2013-Oct-06 and an unknown later date discussing various topics. Madeleine talks about using small robot troops to teach about color, feeling very calm and at peace, expecting some romance and sentimentality, having a lot of energy and wanting to go biking, swimming and running, having a new idea to reduce carbon as an environment protector, and needing to do yoga after returning from a cruise trip to balance luxury and spirituality. The last message is a simple "thank you" from Madeleine Lee.
A competition was held with multiple categories of placement from 6th to 1st place. The document does not provide any details about the competition, categories, entrants, or winning submissions. It simply lists the placements without any further information.
A brief summary of recent news and publications from standard-setters on the topics of Accounting Standards for Private Enterprises (ASPE), Not-for-profit Organizations (NFPO) and Pension plans [December 17, 2012]
DPP and its Impact on Indian Aerospace & Defence IndustryAshish Michael
In this document I have tried to analyze the effect which DPP has done on Indian Aerospace & Defence Industry. I have also elaborated the major guidelines of DPP 2011 and its latest amendment. Finally I have given some recommendation which can be included in next DPP to encourage growth of A&D sector in India.
The document summarizes amendments made to India's Defence Procurement Procedure (DPP) in 2011 and their expected effects. Some key amendments include prioritizing indigenous procurement, releasing the long term procurement plan, simplifying procedures for "Make" and "Buy and Make (Indian)" categories, defining indigenous content, and resolving tax issues to boost the domestic defence industry. The amendments aim to increase transparency, expedite procurement, and encourage wider participation of Indian private companies in defence production.
Evento IFRS: adaptation of international accounting standards in EDP Energias...EDP - Energias do Brasil
The document summarizes the key impacts of adopting International Financial Reporting Standards (IFRS) for EDP Energias do Brasil Group. It discusses several new pronouncements issued in 2009 that will apply until December 2010, including CPC 15 on business combinations, CPC 20 on borrowing costs, and CPC 33 on employee benefits. The pronouncements will impact areas like generation, transmission, distribution, and commercialization and require changes to consolidate financial reporting, asset valuation, accounting for acquisitions, and note disclosures.
The document discusses amendments to accounting standards related to the costs of films and license agreements for program materials. The amendments align the accounting for production costs of episodic television series with films by removing the content distinction for capitalization. They also require impairment testing of films and license agreements at the film group level when content is predominantly monetized together. The amendments improve financial reporting by providing more relevant information to users.
The document summarizes proposed changes to limited recourse borrowing arrangements for self-managed superannuation funds in Australia. Key points include:
- Sections 67A and 67B were introduced to the Superannuation Industry Supervision Act to replace section 67(4A) and explicitly define limited recourse borrowing arrangements.
- Under the new law, borrowing must be for a single acquirable asset or collection of identical assets, limiting rights of recourse to just the acquirable asset(s).
- Personal guarantees are allowed but rights of the lender are still limited to the acquirable asset(s), protecting other fund assets.
- The new law allows for refinancing and replacement
The document discusses the concept of permanent establishment (PE) under tax treaties and domestic law. It provides definitions and key elements of different types of PEs, including fixed place PE, construction/installation PE, and service PE. It also discusses exceptions and exclusions from PE status. Specifically, it notes that a PE requires a fixed place of business through which the business is wholly or partly carried out, and examines requirements like reasonable degree of permanence and control or right of use over the place. It analyzes different articles and provisions across OECD, UN, and US models relating to various PE types.
This document provides an overview of new accounting standards and interpretations issued through September 2012. Key highlights include:
- Several new standards on consolidation, joint arrangements, and disclosure of interests in other entities that will change consolidation analysis and disclosure requirements.
- New standards on fair value measurement and amendments to presentation of other comprehensive income that will impact financial statement presentation.
- Revisions to standards on employee benefits, related party disclosures, and accounting for government loans that will require changes to accounting policies.
- Annual improvements resulting in numerous minor changes to various IFRS standards to clarify wording or correct minor unintended consequences, inconsistencies, or oversights.
- Expected future pronouncements from the
The Companies Act 71 of 2008, as amended by the
Companies Amendment Act 3 of 2011, and the
Companies Regulations 2011 came into effect on
1 May 2011.
The Act replaces the 1973 Companies Act . Some of the
provisions relating to the winding-up of insolvent companies in
the 1973 Companies Act will continue to apply until alternative
legislation has been brought into force to deal with the
winding-up of insolvent companies. Also any investigation by
the Minister or the Registrar of Companies under the 1973
Companies Act may be continued.
For the most part, however, the Act contains new
provisions to which companies are required to adhere to
from 1 May 2011. There are certain exceptions set out in
Schedule 5 which deal with transitional arrangements to
facilitate the transition from the 1973 Companies Act to
the Act.
This booklet has been prepared taking into account
the Act and Regulations as at 1 May 2011.
Compiled by KPMG.
energy future holindings 081908_Q208_Investor_Call_Deck_FINALfinance29
The document is the transcript from an investor call held by EFH Corp. on August 19, 2008. It includes:
1) A safe harbor statement noting forward-looking statements are subject to risks and uncertainties outlined in SEC filings.
2) An agenda for the call including discussions of financial overview, strategy/operational results, and Q&A.
3) Summaries of key operational results for Luminant including solid nuclear performance and progress on new plant construction, and for TXU Energy including customer growth and initiatives.
The document discusses the potential impacts of a proposed new revenue recognition standard on the automotive industry. The proposed standard would require a significant change in approach, moving to a single, contract-based model where revenue is recognized when performance obligations are satisfied, representing a transfer of control of goods or services. This would impact areas like IT systems, financial metrics, and legal contracts. Companies would need to fundamentally change their revenue processes under the new standard.
This document provides an overview and analysis of the Companies Bill 2012 passed by the Lok Sabha in India. Key points include:
- The Companies Act 1956 is being replaced due to changes in the national and international economic environment and recommendations from committees like the J.J. Irani Committee.
- The new bill seeks to update company law provisions related to incorporation, share capital, prospectus, and other areas to adapt to changing circumstances.
- It introduces concepts like one person companies, dormant companies, and expands the definition of "officer in default". The bill also includes provisions for corporate social responsibility and women on company boards.
- The bill addresses many recommendations from previous committees and aims to make company
This document outlines India's industrial policy relating to foreign direct investment. Some key points:
1) Industrial units are free to select locations but must follow environmental and zoning regulations.
2) Most industries are exempt from licensing but must file an Industrial Entrepreneur Memorandum.
3) Foreign direct investment is allowed in most sectors under the "automatic route" which does not require government approval. Some sectors require government approval.
Seb Oram - The 2015 CDM Regulations - changes and impact on litigationSeb Oram
The document summarizes changes to the Construction (Design and Management) Regulations 2015 (CDM 2015) in the UK, which replaced the 2007 regulations. Key changes include: (1) removing the role of the CDM coordinator and distributing responsibilities to the principal designer and contractor; (2) extending client duties to domestic clients; and (3) reducing the importance of distinguishing between "notifiable" and non-notifiable projects. The new regulations shift focus from prescriptive roles to more general duties of clients, designers, and contractors. They are likely to affect construction litigation by influencing the standard of care and contractual obligations.
Lecture Meeting on Recent Controversial Judgments on CENVAT Creditbcasglobal
Lecture Meeting on Recent Controversial Judgments on CENVAT Credit by S. S. Gupta on 4th August,2010 organised by Bombay Chartered Accountants\' Society.
FASB Proposals Affecting Government ContractorsDecosimoCPAs
The document summarizes key proposals from the FASB and IASB exposure drafts on revenue recognition. It discusses the core principle of recognizing revenue as control of goods or services is transferred to customers. It also outlines the five steps to apply the new standard: 1) identify contracts, 2) identify separate performance obligations, 3) determine transaction price, 4) allocate price to obligations, and 5) recognize revenue when obligations are satisfied. Government contractors will need to evaluate how these changes may affect their accounting and revenue recognition.
The document provides a summary of regulatory updates from various bodies such as SEBI, MCA, RBI, and ITAT. Some key points from the document include: 1) SEBI raised the threshold for mandatory open offers from 15% to 25% stake in a company. 2) MCA allowed for online incorporation of companies within 24 hours. 3) RBI allowed refinancing of FCCBs and revised share issue norms for FDI. 4) International taxation cases related to royalty, capital expenditures, and taxability of foreign companies were summarized. The document covered a range of regulatory changes across corporate law, FEMA, and taxation.
Sigvard Heurlin, PwC.
IASB och FASB arbetar sedan några år med att ersätta gällande standarder för intäktsredovisning, IAS 11 och IAS 18, med en ny generell standard för redovisning av intäkter avseende kontrakt med kunder. Ett förslag till standard (Exposure draft) kom ut i juni 2010 och standarden beräknas bli publicerad i kvartal 2, 2011. Huvudprincipen i förslaget är att intäkt ska redovisas när vara eller tjänst överförts till kunden och kunden fått kontroll över varan eller tjänsten. Ca 1.000 kommentarer har lämnats till förslaget, de flesta från företag och organisationer i USA. Under detta avsnitt i symposiet ges en överblick över innehållet i den nya standarden. Vidare summeras den diskussion som IASB och FASB har haft om de mest kontroversiella punkterna i förslaget och vilka väsentliga förändringar som sker i förhållande till gällande standarder. Exempel på punkter som tas upp:
Vilka intäkter omfattas och när ska intäkt redovisas för vara resp. tjänst?
Hur redovisas intäkt när ett kontrakt omfattar flera uppdrag eller tjänster?
Hur definieras det centrala begreppet 'fullgörandeförpliktelse' (Satisfaction of a performance obligation) ?
Hur redovisas kostnader för att erhålla ett kontrakt? Vad gäller för produktgarantier?
Vad innebär standarden för successiv vinstavräkning?
www.financialreporting.se
Attached Newsletter is an attempt to cover monthly issues relevant in the context of transactions - covers SEBI, Companies Act, Income Tax, Stamp duty and other regulatory changes
The document discusses proposed amendments to the Defence Procurement Procedure (DPP) 2016 in India. Key amendments include:
1. Allowing higher authorities like the Defence Acquisition Council to approve retraction of Request for Proposals in certain cases.
2. Requiring vetting of draft contract documents concurrently with the Contract Negotiation Committee process.
3. Standardizing the composition of Contract Negotiation Committees for delegated procurement cases.
4. No longer mandating a Technical Oversight Committee for cases valued over Rs. 300 crores.
5. Requiring Service Headquarters to approve Technical Evaluation Committee reports.
The amendments are aimed at further refining and simplifying defence
The document provides a draft list of defence products that require licensing in India under different acts, categorized by the licensing authority. The list is divided into three tables - Table A covers items licensed by the Ministry of Home Affairs under the Arms Act, Table B covers items licensed by the Ministry of Commerce under the Arms Act and I(D&R) Act, and Table C covers additional items licensed by the Ministry of Commerce under the I(D&R) Act. The draft list proposes amendments to the current licensable defence items, including additions, deletions and clarifications. Public comments are invited on the draft list within 15 days.
The Indian Navy issued RFIs for 111 Naval Utility Helicopters and 123 Naval Multi-Role Helicopters to replace their aging fleets. The RFIs detail requirements for the helicopters, including capabilities for missions like search and rescue, anti-submarine warfare, and special operations. Major helicopter manufacturers like Airbus, Sikorsky, and NHIndustries are expected to participate and potentially offer platforms like the Panther, S-76B, MH-60R, and NH90 respectively.
The document provides an overview of three major "Make" projects in India: the Futuristic Infantry Combat Vehicle (FICV), Tactical Communication System (TCS), and Battlefield Management System (BMS). It discusses the status and timeline of each project, highlighting that they have been under consideration for a long time but have yet to see significant progress. The total estimated cost of the three projects is around $20 billion. Five consortia submitted proposals for the FICV project in 2016 but the selected developers have not been announced. The TCS project aims to replace aging communication systems and is estimated to cost $4 billion. Both projects face delays and have proven challenging to implement despite being priorities for indigenous defense manufacturing in India
This document provides a summary of the key developments in the Indian defence industry, including:
1) It discusses the Request for Information issued for Project 75(I), India's plan to build 6 new diesel-electric submarines at an estimated cost of $9.7 billion, with Larsen & Toubro and Reliance Defence seen as likely bidders to be the strategic partner.
2) It analyzes India's offset policies and compares them to Israel's policies to identify areas for improvement in implementation.
3) It examines the increasing demand for passenger aircraft in India and compares the dominant manufacturers globally and in India, as well as India's own Saras aircraft program.
The document provides an overview of the evolution of guided missile programs in India, summarizes the key elements of the Strategic Partnership Policy, and highlights recent updates in the defense and civil aviation sectors. It begins with outlining India's Integrated Guided Missile Development Program and the development of key missiles like Prithvi, Trishul, Akash, and Nag. It then summarizes the Strategic Partnership Policy and notes eligibility criteria and selection process. Recent updates on the SCOMET list and industrial licensing are also highlighted. Finally, it provides an overview of the growing civil aviation sector in India.
This document discusses India's strategic partnership model for revitalizing its defence industrial ecosystem through partnerships with private companies. It outlines the following key points:
1) The strategic partnership model aims to encourage broader private sector participation in manufacturing major defence platforms beyond just DPSUs/OFB.
2) Private companies selected as strategic partners will play the role of system integrators and work with foreign OEMs to set up manufacturing in India involving technology transfer.
3) An initial selection process will shortlist potential Indian private companies and foreign OEMs in identified segments like fighter aircraft, helicopters, submarines and tanks.
4) Selected strategic partners will be responsible for establishing manufacturing infrastructure, an industrial ecosystem
The Indian Navy issued an RFI to procure 57 carrier-borne fighter jets. Key requirements include day/night operations in all weather, STOBAR and CATOBAR compatibility, and weapons capabilities. Potential contenders meeting requirements include the Rafale, F-18 Super Hornet, Gripen, F-35, and MiG-29K. Selection criteria will focus on the level of technology transfer, indigenous production, and delivery timelines. The Navy prefers a twin-engine aircraft. Developing India's aviation manufacturing capability will be an important consideration.
Multi Role Carrier Borne Fighter AircraftAnkur Gupta
The Indian Nay has recently released a very detailed RFI for procuring 57 naval fighter platforms. It is a Buy and Make Global program with 30% offsets. Platforms with CATOBAR and STOBAR can submit their response.
The document provides an in-depth analysis of the recent Rafale fighter jet deal between India and France worth €7.9 billion, as well as opportunities for the Indian defence industry from offset obligations. It discusses key details of the deal including cost breakdown and leading suppliers such as Dassault, Thales, Safran and MBDA. It also examines the potential strategic partnerships and production opportunities for Indian companies like Reliance Defence through Dassault Reliance Aerospace joint venture to fulfil offset clauses of the Rafale deal.
The document discusses recent improvements in Indo-US defence relations, including key agreements signed. It focuses on the changing dynamics of the relationship, covering topics like the Defence Technology and Trade Initiative (DTTI) and identified "pathfinder projects" for co-production. The US recognizes India as a "major defence partner" and wants to increase bilateral trade to $500 billion by 2025. However, India prioritizes self-reliance and technology transfers through its "Make in India" program. Strengthening defence ties provides opportunities for both countries' defence industries and military capabilities.
This document provides an overview of ammunition production in India. It discusses that ammunition production is dominated by government ordnance factories which are unable to meet the full requirements of the military, leaving an opening for private sector involvement. It analyzes the market for different types of ammunition and notes that artillery and tank ammunition each make up around 30% of the market. It also reviews the Ordnance Factory Board's targets and production shortfalls in meeting demands.
This document provides guidelines for capital acquisitions and procurement in the Indian defence sector. It outlines the different categories of acquisition as Buy (Indian-IDDM), Buy (Indian), Buy and Make (Indian), Buy and Make, Buy (Global), and Make. Buy (Indian-IDDM) involves procuring indigenously designed, developed, and manufactured products with 40%+ indigenous content. Buy (Indian) requires 40%+ indigenous content. Buy and Make categories involve initial procurement followed by indigenous production through technology transfer. The document provides definitions and priorities for each category and aims to promote indigenous design, development, and manufacturing while ensuring transparency and accountability.
The Task Force was constituted to lay down criteria for selecting Strategic Partners from the private sector for various defense platforms, as recommended by an earlier Expert Committee. The Task Force studied best practices in other countries but found no exact replicable model. It developed fresh criteria based on the Indian context. The criteria focus on technical, financial, R&D and manufacturing capabilities rather than past defense experience. Strategic Partnerships will be long-term relationships selecting firms based on their ability to integrate complex systems rather than lowest bids. MSMEs will have a role in Strategic Partners' supply chains. The criteria and methodology aim to develop self-reliance in defense production through these private sector partnerships.
This document provides an overview of the strategic defence electronics manufacturing ecosystem in India. It discusses the growth of the electronics industry and importance of electronics in modern defence systems. It outlines some of the key defence electronics sub-systems and upcoming opportunities in areas like avionics, communications, radars, etc. It also examines the capability gaps and challenges faced by the Indian industry in manufacturing strategic defence electronics.
This document summarizes India's Defence Procurement Procedure from 2016. It outlines the goals of ensuring timely procurement of necessary military equipment through fair competition and transparency. It categorizes acquisition schemes as Buy, Buy and Make, and Make. It defines the acquisition categories like Buy (Indian-IDDM), Buy (Indian), Buy and Make (Indian) and prioritizes them. It also discusses the procurement planning process involving a 15-year plan, 5-year plan and annual plan to meet defense requirements.
This document outlines the procedure for defence ship building in India according to the Defence Procurement Procedure of 2016. It discusses the process which includes feasibility studies, concept design, model tests, preliminary and detailed design, system integration and construction. It also involves selecting equipment from indigenous and foreign suppliers.
The procedure has two sections - acquisition of naval/coast guard ships through nomination of defence public sector undertakings, and acquisition through competitive bidding. For nomination projects, the outline and preliminary staff requirements are prepared, a shipyard is nominated, and budgetary/estimated costs along with timelines are developed. Approval is obtained from the competent financial authority in stages. The contract is then concluded with the shipyard.
The document outlines procedures for the 'Make' category of defence acquisition in India. It aims to promote self-reliance and wider participation of the domestic industry. Key points include:
- Establishing Project Management Units in each Service Headquarters to oversee 'Make' projects.
- Dividing 'Make' projects into Make-I (government funded) and Make-II (industry funded) categories. Make-I projects involve critical technologies while Make-II focuses on import substitution.
- Outlining the acquisition process which involves feasibility studies, developing requirements, selecting developers, prototyping, trials and commercial negotiations.
- Reserving Make-I and Make-II projects under certain budget limits for Micro
The document outlines the procurement process for categories under the 'Buy' and 'Buy and Make' schemes in India's Defence Procurement Procedure. Key steps in the process include issuing a Request for Information to generate requirements, obtaining Acceptance of Necessity approval, issuing a Request for Proposals, technical and field evaluation of bids, negotiations and awarding of contracts. Services Qualitative Requirements are developed to lay out comprehensive user needs and are approved by competent authorities before the Request for Proposal is issued.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
1. DPP 2011 – An Analysis
Changes Vis-à-vis Amendments issued to DPP 2008 in
the year 2009 and DPP 2008
Ankur Gupta
Senior Consultant – Aerospace and Defence
Ankur4.Gupta@in.ey.com
In collaboration with:-
Rahul Gangal
Director – Defence Advisory and Investments
Rahul@Aviotech.com
2. Policy Changes
Table of Contents / Renaming of broad categories
Defence Procurement Procedures Defence Procurement Procedures
Implications
2008 2011
“Indigenous Naval Ship Building
“Procedure for Defence Ship Building” Dropping of the term Indigenous
Procedure”
Introduction of DPP
Defence Procurement Procedures Defence Procurement Procedures
Implications
2008 2011
Amendment of Ammendments issued to
DPP 2008 in the year 2009
Incorporated in DPP 2011
Acquisitions covered under the ‘Buy &
Make (Indian)’ decision would mean
purchase from an Indian vendor
including an Indian company forming
joint venture / establishing production
arrangement with OEM followed by
licensed production / indigenous
manufacture in the country. ‘Buy &
Make (Indian)’ must have minimum 50
% indigenous content on cost basis
Page 2 Presentation title
3. Policy Changes
Chapter 1 – Defence Procurement Procedures for ‘Buy’ and ‘Buy & Make’ Categories
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Formal Incorporation of Clause 9A
This clause requires sharing of 15 year
9A from Ammendments issued to DPP
perspective plans with the Industry
2008 in the year 2009 amendments
DPP 2011 tries to make the SQRs more
realistic and more in-sync with globally
Formal Incorporation of Clause 13 available/under development equipment
13 from Ammendments issued to DPP thereby minimizing unrealistic functional
2008 in the year 2009 amendments characteristics which had earlier adversely
impacted several capital acquisition
programmes
Formal Incorporation of Clause 15
15 from Ammendments issued to DPP
2008 in the year 2009 amendments
Formal Incorporation of Clause 18
18 from Ammendments issued to DPP
2008 in the year 2009 amendments
Addition to Clause:-
For cases where the original RFP has
been issued within two years from
accord of AON and later retracted for This addition will help in reducing process
20 any reason, the AON would continue time in cases where a retracement of RFP
to remain valid, as long as the original has happened.
decision and categorization remain
unchanged, provided the subsequent
RFP is issued within one year from the
date of retraction of original RFP.
Page 3 Presentation title
4. Policy Changes
Chapter 1 – Defence Procurement Procedures for ‘Buy’ and ‘Buy & Make’ Categories
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Formal Incorporation of Clause 25A
This clause requires sharing of 15 year
25A from Ammendments issued to DPP
perspective plans with the Industry
2008 in the year 2009 amendments
The Indian entity could be a company
incorporated under The Companies
Act 1956, including DPSUs or entities DPP 2011 has removed the mention of
The Indian firm to be selected would like OFB / Army Base Workshops/ RUR. It has also broadened the recipients
be from a list of public or private firms Naval dockyards / Base Repair of MTOT. Also previously, the foreign
which would be specified in the RFP. Depots of Air Force. This entity would OEM would be free to select any of the
28
These firms would be DPSUs / OFB / be nominated by DDP at Indian entities listed in the RFP as a
Raksha Udyog Ratnas (RURs) or any SCAPCHC stage and would be recipient of MTOT. Now, the choice would
other firm as selected by the DDP. included in the recommendations of be made by the MoD while seeking the
SCAPCHC as also in the SoC AON from the DAC.
submitted to DAC for seeking
approval of AON.
Addition to the clause:-
An additional grace period of up to 30
The additional grace period makes it more
days may be obtained by Service
flexible for the OEM to provide the
Headquarters from their respective
41 equipment at the designated location
Vice Chief keeping in view the
ensuring that all the shortlisted vendors are
practical time period necessary for
present in the trial process
trials. Equal opportunity would be
provided to all vendors while granting
such grace period.
Addition to the clause:-
This move is aimed to bringing greater
Members nominated should have
46 transparency and impartiality in the entire
adequate seniority and experience
acquisition process
and should not be involved with that
acquisition case.
Page 4 Presentation title
5. Policy Changes
Appendix A (Refers to para 18 of chapter 1)
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Introduction of DPB in categorisation
Security This appears to be a harmonisation of the
status as well as on Reference
Classification chart vis-à-vis the text in Para 18.
Number Allocated
Formal Incorporation of clause 3.(G)
Security
(ii) and 3.(G)(iii) from Ammendments
Classification
issued to DPP 2008 in the year 2009
Addition of clause 3.(p)
Timeline for Procurement.
The introduction of this clause requires any
Are there likely to be deviations to the
anticipated delays in the acquisition process
Security timelines given at Appendix C to
to be accounted for and justified beforehand
Classification Chapter 1 of DPP? If so, deviations
for consideration of SCAPHC/DPB and DAC
and week-wise targets to be proposed
as per the value of the programme.
by SHQ with justification (Format of
proposed timeline is given at Annexure
to this Appendix).
Rationalisation of para 6.(a) to include
Security Buy (Global), Buy (Indian), Buy and
Classification Make, Buy and Make (Indian) and
Make projects.
Rationalisation of Clause 15 by
Security Introduction of DPB in categorisation
Classification status as well as on Reference
Number Allocated
Page 5 Presentation title
6. Policy Changes
Appendix (Refers to para 3(p) of Appendix A)
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Addition of Annexure detailing
proposed timeline for procurement
Notes to Appendix A1 (Refers to para 18 of chapter 1)
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Clarification and addition of reference
Notes to notices issued in 2006 and 2007
Point (e) vis-à-vis the delegation of powers at
Point (f) level of SHQ/IDS and Quantity vetting
and composition of CNC
Appendix B (Refers to Para 47 of chapter 1)
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Addition of an introduction to the
appendix Bin lieu of note at the end of
clause in DPP 2008 (Approval of DG
Standard CNC composition can be altered
Acq.) to be solicited for any change in
with prior permission of DG (Acq.) and other
Introductory the compositions mentioned above.
members may additionally be nominated
clause However, in the delegated power
from other agencies with prior approval of
cases member of any other agency
Vice Chiefs /CISC and DGICG
apart from the prescribed members
can be associated with the approval of
Vice Chiefs/CISC/DG ICG.)
Page 6 Presentation title
7. Policy Changes
Appendix C (Refers to para 74 of Chapter 1) – Broad Timeframe for Procurement
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
The entire procurement timeline is in
weeks rather than in months as in
DPP 2008
Each activity has been given its own
serial number and its own timeline as
against clubbing of activities in DPP
2008.
Activities like pre-bid meeting and
dispatch of pre-bid reply are deemed
as separate activities.
The time allowed for receipt of
responses to the RFP from the receipt This may make it challenging for OEMs to
of Pre-Bid reply is only 3 weeks now. respond in time.
However the total time period from
Issue of RFP to receipt of responses
remains at 12 weeks.
Page 7 Presentation title
8. Policy Changes
Appendix D (Refers to Para 22 of Chapter 1) Provisions for implementation of Offsets
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
This has very significant implications
whereby it allows the new offset guidelines
to be applicable on all eligible capital
Introduction Removal of mention of version of DPP acquisition programmes regardless of them
being governed by the capital procurement
procedures as laid out in DPP 2006/ DPP
2008.
Addition to the clause
1.2 Offset obligations may be discharged
only with reference to “eligible”
products and eligible services.
Formal Incorporation of clause 1.3
1.3 from Ammendments issued to DPP
2008 in the year 2009
“eligible products”
This has been done to include items and
“Indian Industries”
manufacturers /service providers of
Homeland Security and Civil aerospace
“Defence Products” DPP 2008 : 2.1.a) has been modified
2.1.a) This allows for addition of Training services,
“Indian Defence Industries” to the extent of DPP 2011 2.1.c)
tools and products including simulators to
related to Services being categorized
be counted as offset
under a separate point. Training has
been added as an item in the services
list
Page 8 Presentation title
9. Policy Changes
Appendix D (Refers to Para 22 of Chapter 1) Provisions for implementation of Offsets
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Formal Incorporation of clause 6.3
6.3 from Ammendments issued to DPP
2008 in the year 2009
6.4 Greater clarity to the clause
Annexure VI to Appendix D (Refers to Para 2.1a to Appendix D)
Defence
Para No. Procurement Defence Procurement Procedures 2011 Implications
Procedures 2008
Products for Internal Security
• Arms and their ammunition including all types of close quarter
weapons.
• Protective Equipment for Security personnel including body armour and
helmets.
• Vehicles for internal security purposes including armoured vehicles,
bullet proof vehicles and mine protected vehicles.
• Riot control equipment and protective as well as riot control vehicles. Introduction of Internal
2 • Specialized equipment for surveillance including hand held devices and security items as offset
unmanned aerial vehicles. qualifiable products
• Equipment and devices for night fighting capability including night
vision devices.
• Navigational and communications equipment including for secure
communications.
• Specialized counter terrorism equipment and gear, assault platforms,
detection devices, breaching gear, etc.
• Training aids including simulators and simulation equipment.
Page 9 Presentation title
10. Policy Changes
Annexure VI to Appendix D (Refers to Para 2.1a to Appendix D)
Defence
Para No. Procurement Defence Procurement Procedures 2011 Implications
Procedures 2008
Introduction of Civil
Civil Aerospace Products Aerospace Products as
• All types of fixed wing as well as rotary aircraft including their air offset qualifiable products
frames, aero engines,
• aircraft components and avionics. Another key aspect is the
3 • Aircraft design and engineering services. introduction of the Raw
• Technical publications material and semi-finished
• Raw material and semi-finished goods. goods in the DPP 2011
• Flying training institutions and technical training institutions (excluding thereby making the product
civil infrastructure). scope for offset obligation
fulfillment easier
Appendix E1 (Refers to Para 24(b) of Chapter 1)
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
The DPP 2011 allows for one single
combined Performance cum warranty bond
of 5% the Total contract value instead of two
Performance-cum-Warranty Bond both
separate bonds of 5% each as Performance
Part 1 equal to 5% value of the contract is
Bond and Warranty Bond in DPP 2008
5(j) required to be submitted after signing
thereby bringing in some savings to bidders.
of contract.
This is also reflected in the Appendix B to
Schedule I
Page 10 Presentation title
11. Policy Changes
DRAFT RFP FORMAT
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Formal Incorporation of clause 16A
16 A from Ammendments issued to DPP
2008 in the year 2009
APPENDIX F to Schedule 1
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Modification to Clause
This is a departure from DPP 2008 wherein
An LC can be established in any of the an Irrevocable LC could have been
5
Four Public Sector Banks i.e. S.B.I , established in any of the 27 public sector
Bank of Baroda, Canara Bank or banks besides SBI
Syndicate Bank
Change of validity of the performance cum
The Performance-cum- Warranty
The Performance Bond should be warranty bond which is now valid for 3
Bond should be valid for a period of
valid for a period until three months months from end of warranty period. This
three months beyond the warranty
7 from the date of receipt of last has arisen due to a combined performance
period as specified in the contract and
consignment and should be furnished cum warranty bond in DPP 2011 instead of
should be furnished within 30 days of
within 30 days of signing the contract. separate performance and warranty bonds
signing the contract.
in DPP 2008
Indemnity Bond : With regard to
Payment Clauses including Bank
Guarantee for Advance and
Performance cum Warranty, for
The mention of Indemnity bond in para 7 of
Defence PSUs being issued RFPs as
8 Appendix F of schedule 1 has now been
a nominated production agency or on
elaborated into a separate point.
an ab-initio single vendor basis,
submission of BGs need not be
insisted upon. They should give
Page 11 Presentation title Indemnity Bond.
12. Policy Changes
APPENDIX F to Schedule 1 – Payment Terms
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Amplification of Clause This benefit has been expanded from its
earlier coverage of DPSUs only.
11 ERV scope has been expanded and
now covers Rupee contracts with This is also reflected as an additional
Indian vendors under Buy ‘Global’ paragraph 1A in annexure III to Appendix F
ANNEXURE 1 to Appendix F – Application of DCF technique
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Change of Borrowing rate
Reduction in borrowing rate to be
3 9.5%
considered while applying DCF technique
9%
ANNEXURE 3 to Appendix F – Guidelines to protection of ERV in contracts
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
1.(b) Deletion of clause 1.(b).2 Rationalisation of the clause
Elaboration on the ERV clause and This change makes it impossible for DPSUs
1.(b).(iv) limiting its applicability only to cases to claim ERV benefit when the delays if any
where delay is on account of the buyer are on their account.
Page 12 Presentation title
13. Policy Changes
ANNEXURE 3 to Appendix F – Guidelines to protection of ERV in contracts
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
New Clause Added
This is a change from DPP 2008 where the
3 Paying authority, is to undertake a pre-
authority conducted a post audit
audit of the documents before
payment.
New Clause Added
Documentation for Claiming ERV:-
The following documents would need
to be submitted in support of the claim
on account of ERV :-
(a) A bill of ERV claim enclosing
worksheet. Elaboration on the documents which are to
4
(b) Banker's Certificate / debit advice be presented to claim ERV benefit
detailing Foreign Exchange paid and
Exchange rate as on date of
transaction.
(c) Copies of import orders placed on
the suppliers.
(d) Invoice of supplier for the relevant
import orders.
Page 13 Presentation title
14. Policy Changes
ANNEXURE 1 to APPENDIX H to SCHEDULE 1
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Formal Incorporation of clause 16A
12 from Ammendments issued to DPP
2008 in the year 2009
ANNEXURE H to Schedule 1 – Agents / Agency Commission
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Modification of existing clause
Refund to the Government of India
19
from Indian companies will be at 2%
per annum above the Base Rate of
SBI
ANNEXURE 1 to Appendix H – Integrity Pact Bank Guarantee (IPBG)
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Renaming of this clause to Integrity
Pact Bank Guarantee (IPBG)
A list of specific banks has been
Ernest Money / Security Deposit
included in lieu of any Indian
Nationalised Bank in DPP 2008 Reduced burden on bidders who are not
8
successful.
Validity of EM/SD at 5years or
The validity of the IPBG is 45 days
conclusion of contractual obligations
post validity of commercial offer. For a
successful bidder this would be
extended unto the completion of
Page 14 Presentation title contract.
15. Policy Changes
ANNEXURE IV to Appendix F – Draft Copy of Performance-Cum-Warranty Indemnity Bond
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
New Annexure Added
Page 15 Presentation title
16. Policy Changes
Chapter 3 – Procedure for Defence Ship Building
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Addition of New subsections that
clearly demarcate the procedures to
be followed for naval vessels built on
Private shipyards now have a more sound
a nomination basis at DPSU shipyards
chance to participate in India’s Naval
3 and naval vessels built on a
programs. This would be of particular
competitive basis by DPSU or Private
benefit to L&T, Pipavav and ABG.
shipyard.
Chapter 4 – Fast Track Procedure
Defence Procurement Procedures Defence Procurement Procedures
Para No. Implications
2008 2011
Liquidated Damages (LD) : In case of
delay in supplies, the vendor will run Liquidated Damages (LD). In case of The removal of the Blacklisting clause will
the risk of delay in supplies, the vendor shall be make OEM’s less apprehensive in
imposition of LD @ 1% per week levied LD participating in the Fast Track Procedure
27
subject to maximum of 10% of value of @ 1.5% per week subject to maximum programs. However the total Liquidated
delayed store apart from the getting of 15% of value of delayed store. Damages has increased from 10 to 15% of
black listed and debarred from future the delayed store.
dealing with the Govt of India.
Page 16 Presentation title