This document outlines India's Defense Offsets Policy guidelines. The key objectives are to develop the Indian defense industry through technology transfers, increasing research capacity, and encouraging related sectors. Offsets apply to procurements over 300 crore and allow 70% fulfillment through product sales, FDI, ToT, equipment transfers, or investments in government agencies. Vendors are responsible for meeting obligations and can bank up to 50% of credits in advance. The period for meeting offsets can extend up to 2 years beyond main contracts.
This document outlines the rules and procedures for procuring consulting and non-consulting services according to the General Financial Rules of the Government of India. It discusses identifying qualified consultants or contractors, preparing terms of reference and requests for proposals, evaluating bids, and monitoring contracts. The key methods for consultant selection are Quality and Cost Based Selection, Least Cost Selection, and single source selection in exceptional cases.
Ambuja Cements Ltd. is acquiring a majority stake in ACC Ltd. from Holcim. Specifically, Ambuja will acquire Holcim's 50.01% equity stake in ACC for INR 11,727 crore in a two-step transaction. This will provide scale, synergy opportunities, and a solid pan-India footprint. Key benefits for minority shareholders include acquiring ACC at an attractive price, a favorable deal structure, and projected cost synergies of INR 900 crore that can improve earnings and dividends. Ambuja also has a strong financial position to support continued investments.
Goi guideline for selection of consultants 2006Probodh Mallick
This document provides guidelines for the selection and contracting of consultants by the Government of India. It discusses the purpose of engaging consultants when specialized expertise is needed. Key aspects covered include the expression of interest process for shortlisting consultants, preparation of the request for proposals, evaluation of technical and financial proposals, and types of contract agreements. The selection process aims to be transparent while ensuring quality of services and value for money. Committees are formed at different stages to oversee the process in an objective manner.
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.
This document discusses the tendering process for procurement of goods by the government of India. It outlines the key rules and regulations that govern public procurement as per the General Financial Rules 2017. These include promoting transparency, fairness and competition. It describes the different tendering methods like open/limited tender, e-procurement, rate contracts etc. It provides thresholds for different tendering processes based on the estimated value of procurement. The overall objective is to ensure efficiency, economy and public accountability in government spending.
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.
- Public procurement accounts for 20-30% of global and India's GDP respectively and presents opportunities for cost savings.
- India's public procurement is estimated at Rs. 8,00,255 crore annually between central and state governments as well as public sector undertakings.
- However, loopholes like limited tenders, tailor-made specifications, and middlemen inflate costs. Transparency is lacking as many states lack procurement laws.
- Strictly following rules for open tenders, pre-qualification criteria, budget estimates, negotiation only with L1 bidder can ensure fairness and value for money.
This document outlines the rules and procedures for procuring consulting and non-consulting services according to the General Financial Rules of the Government of India. It discusses identifying qualified consultants or contractors, preparing terms of reference and requests for proposals, evaluating bids, and monitoring contracts. The key methods for consultant selection are Quality and Cost Based Selection, Least Cost Selection, and single source selection in exceptional cases.
Ambuja Cements Ltd. is acquiring a majority stake in ACC Ltd. from Holcim. Specifically, Ambuja will acquire Holcim's 50.01% equity stake in ACC for INR 11,727 crore in a two-step transaction. This will provide scale, synergy opportunities, and a solid pan-India footprint. Key benefits for minority shareholders include acquiring ACC at an attractive price, a favorable deal structure, and projected cost synergies of INR 900 crore that can improve earnings and dividends. Ambuja also has a strong financial position to support continued investments.
Goi guideline for selection of consultants 2006Probodh Mallick
This document provides guidelines for the selection and contracting of consultants by the Government of India. It discusses the purpose of engaging consultants when specialized expertise is needed. Key aspects covered include the expression of interest process for shortlisting consultants, preparation of the request for proposals, evaluation of technical and financial proposals, and types of contract agreements. The selection process aims to be transparent while ensuring quality of services and value for money. Committees are formed at different stages to oversee the process in an objective manner.
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.
This document discusses the tendering process for procurement of goods by the government of India. It outlines the key rules and regulations that govern public procurement as per the General Financial Rules 2017. These include promoting transparency, fairness and competition. It describes the different tendering methods like open/limited tender, e-procurement, rate contracts etc. It provides thresholds for different tendering processes based on the estimated value of procurement. The overall objective is to ensure efficiency, economy and public accountability in government spending.
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.
- Public procurement accounts for 20-30% of global and India's GDP respectively and presents opportunities for cost savings.
- India's public procurement is estimated at Rs. 8,00,255 crore annually between central and state governments as well as public sector undertakings.
- However, loopholes like limited tenders, tailor-made specifications, and middlemen inflate costs. Transparency is lacking as many states lack procurement laws.
- Strictly following rules for open tenders, pre-qualification criteria, budget estimates, negotiation only with L1 bidder can ensure fairness and value for money.
The document discusses IFRS 2, which provides guidance on accounting for share-based payment transactions. It summarizes key aspects of IFRS 2 including scope, valuation techniques, vesting conditions, journal entries, tax treatment, transition, and disclosure requirements. Valuation of share options requires estimation and the use of models, with complexity depending on factors like performance conditions. An expense is recognized over the vesting period and adjustments made if fair value estimates change.
IDFC Infrastructure Fund_Key information memorandumIDFCJUBI
This document provides a key information memorandum for the IDFC Infrastructure Fund, an open-ended equity scheme investing in the infrastructure sector. The objective is to generate long-term capital growth through a diversified portfolio of predominantly equity and equity-related instruments of companies participating in and benefiting from growth in Indian infrastructure. It carries high risk and is suitable for investors seeking to create wealth over the long term through infrastructure sector investments. The scheme will invest at least 80% of assets in equities and equity-related securities of infrastructure companies and up to 20% in debt and money market instruments.
Certain free zone areas in the UAE will be selected as “designated zones”. Such areas are treated as outside the UAE for the purposes of supplies of certain goods. Although an area might be identified as a Designated Zone, it is not automatically treated as being outside the UAE for VAT purposes.
On August 27, 2013, the OFCCP released its highly anticipated The Vietnam Era Veterans Readjustment Assistance Act (VEVRAA) final rules regarding regulations on affirmative action for protected veterans.
For those who need to brief your HR team or Management Group on changes OFCCP has made to VEVVRA you may find the attached summary of changes and slide presentation useful.
Feel free to adapt these slides to your specific needs.
The document discusses India's policy of allowing foreign direct investment in its defense industry. While India has allowed up to 26% FDI since 2001, the policy has not achieved meaningful financial or technological benefits due to a lack of incentives. Raising the cap to 100% could attract more investment and transfers of technology to develop India's defense industry. However, each investment would require careful review given national security sensitivities. Despite raising the cap to 49%, this may still be insufficient and a higher cap such as 51-100% may be needed to significantly impact the defense industry. Strong government regulation could help address concerns about foreign ownership and management control.
This document discusses issues with India's defence procurement process and provides suggestions for improvement. It notes that while the intent of policies is to encourage indigenous production, the reality is often different. Key pain points include a lack of clarity in RFQs, stringent EMD and bank guarantee requirements that hurt SMEs, flawed L1 bidding, and no production orders even after successful design and development. The document suggests rating vendors based on capability rather than lowest bid, specifying multi-year quantity requirements, relaxing EMD/BG for rated firms, and ensuring production orders for indigenised items to sustain the industry. Overall, it argues changes are needed to better support indigenous defence production in India.
Defence Procurement - Theory vs PracticeRaj Narayan
This article, presented at a seminar by CII on Make in India for the Indian Air Force in May,2017, examines in detail the various clauses in the Defence procurement manual and their actual implementation, with a few useful solutions suggested by the author.
The document discusses increasing foreign direct investment (FDI) in India's defense sector from 26% to 49%. It notes that defense is capital intensive and needs latest technologies. Raising the FDI cap would provide greater incentives for foreign investors to transfer technologies while still allowing majority Indian ownership. Some concerns around control and technology transfer are addressed, arguing that global companies will still need to follow origin country rules and see India as a major market. The conclusion is that increasing FDI could substantially boost investment and help develop India's indigenous defense capabilities.
India Defence Market Potential & ChallangesAklanta Kalita
The document discusses India's defense market and procurement policies. It notes that defense budgets have increased substantially since the 2008 Mumbai attacks. Procurements are conducted under a 15-year plan and involve lengthy evaluation processes with multiple agencies, resulting in delays. The government aims to make the process more transparent but it remains complex with many players involved.
This document outlines rules for purchasing stores and accounting for equipment/consumables for departments, centers, sponsored/consultancy projects, and laboratories at IITs. It defines key terms and classifications for stores, and establishes competent financial authorities and purchase procedures. Stores are classified as major assets (MAS), minor assets (MIA), or consumable stores (CS) based on cost, useful life, and disposal value. Purchase procedures include SARAL purchases up to Rs. 10,000, SUGAM purchases through committees up to Rs. 5 lakh, and purchases through quotations and tenders over Rs. 5 lakh handled by a Purchase Finalization Committee.
The document provides guidelines on foreign direct investment (FDI) limits and rules in various sectors in India, including tourism (100% allowed), non-banking financial companies (49% allowed), insurance (26% allowed), telecommunications (49-100% allowed depending on activity), trading (51-100% allowed depending on activity), power (100% allowed), drugs and pharmaceuticals (100% allowed for manufacturing), roads and highways (100% allowed), and pollution control (100% allowed). The document outlines the FDI limits, minimum capitalization requirements, and approval processes for each sector.
This document discusses procurement planning and limitations on splitting procurement according to Rules 8 and 9 of the Public Procurement Rules. It outlines that procurement planning is required for all proposed procurements to determine requirements within available resources and provide benefits. It also notes that proposed procurements for each financial year must be uploaded on the PPRA website and procuring agency website, and that procurements cannot be split or re-grouped to avoid the required procurement method. The document provides an exercise example for a federal organization that must create an annual procurement plan for its Rs. 100 million allocated budget for goods, works and services according to the Public Procurement Rules.
The document discusses an order by the Bombay High Court regarding Vodafone India issuing shares to its non-resident holding company, Vodafone Holdings. The key details are:
1) Vodafone India issued shares to Vodafone Holdings to raise funds for a telecommunications project in India.
2) The tax authorities made a transfer pricing adjustment of over Rs. 1,300 crores regarding the share issuance price.
3) Vodafone India challenged this in the Bombay High Court. The High Court ultimately ruled in favor of Vodafone India, finding that the share issuance was not subject to transfer pricing regulations.
This document outlines the Reserve Bank of India's capital adequacy framework for banks operating in India, based on the Basel Committee's guidelines. It discusses the definitions and calculations of Tier 1 and Tier 2 capital, as well as the risk-weighted asset calculation methodology. Banks must maintain a minimum Capital to Risk-Weighted Assets Ratio of 9%, with Tier 1 CRAR of at least 6%. Assets are assigned risk weights based on factors like counterparty type and credit ratings. Off-balance sheet items are converted to credit equivalents using credit conversion factors before being risk weighted.
Before choosing your Offset Partner For Indian Defense, it is vital that you are atleast abreast with the very basic fundamentals about the required defense offset guidelines.
The document discusses factors that determine whether the price paid for a supply can be considered the "sole consideration", including whether the price is influenced by the relationship between supplier and recipient, if there are additional benefits provided, or if the price is set below cost for market penetration. It also outlines valuation rules for situations where the price is influenced, such as using open market value, cost of production, or reasonable means consistent with valuation principles.
The document discusses factors that determine whether the price paid for a supply can be considered the "sole consideration", including whether the price is influenced by the relationship between supplier and recipient, if there are additional benefits provided, or if the price is set below cost for market penetration. It also outlines valuation rules for situations where the price is influenced, including using open market value, cost of production, or reasonable means consistent with valuation principles.
The document outlines SEBI guidelines for initial public offerings (IPOs) in India. Some key points include:
1) IPOs under 5 crores must go through OTCEI and have separate guidelines.
2) The public issue must be at least 25% of the total issue (10% for IT/media/telecom with conditions).
3) Promoters must contribute 20-25% before the issue and have a 5-year lock-in period.
4) There must be at least 30 collection centers including major stock exchange cities.
5) The net public offer must be at least 25% of total issue size for stock exchange listing.
This document provides an overview of the key rules and regulations governing foreign direct investment, external commercial borrowings, and overseas direct investment in India. It discusses the various routes for raising foreign funds in India, including the foreign direct investment route, debt route, and overseas direct investment route. It outlines the sector-specific conditions, caps, eligible borrowers and lenders, pricing guidelines, and reporting requirements for each route. The document also examines some hypothetical case studies and structures typically used to raise foreign funds in India.
The Production Linked Incentive (PLI) Scheme provides incentives between 4-6% for a period of 5 years to encourage large scale electronics manufacturing in India. Eligible segments include mobile phones and electronic components. Companies must meet incremental investment and sales thresholds over the base year to qualify. The Empowered Committee will approve eligible applications as recommended by the Project Management Agency, who will determine baselines, examine claims, and disburse incentives upon EC approval. The scheme aims to enhance domestic manufacturing and create jobs in the electronics sector.
Short-term finance usually refers to additional money needed by a business for periods under one year. Main sources include trade credit, bridge financing from banks, commercial bank loans, commercial paper, and inter-corporate deposits. Venture capital finances new, risky ventures through equity, conditional loans, income notes, or participating debentures. Leasing and hire purchase provide equipment financing by periodic rental payments, with ownership transferring after full payment in hire purchase. Government programs subsidize industries in backward areas and defer or exempt sales taxes to attract businesses.
The document discusses IFRS 2, which provides guidance on accounting for share-based payment transactions. It summarizes key aspects of IFRS 2 including scope, valuation techniques, vesting conditions, journal entries, tax treatment, transition, and disclosure requirements. Valuation of share options requires estimation and the use of models, with complexity depending on factors like performance conditions. An expense is recognized over the vesting period and adjustments made if fair value estimates change.
IDFC Infrastructure Fund_Key information memorandumIDFCJUBI
This document provides a key information memorandum for the IDFC Infrastructure Fund, an open-ended equity scheme investing in the infrastructure sector. The objective is to generate long-term capital growth through a diversified portfolio of predominantly equity and equity-related instruments of companies participating in and benefiting from growth in Indian infrastructure. It carries high risk and is suitable for investors seeking to create wealth over the long term through infrastructure sector investments. The scheme will invest at least 80% of assets in equities and equity-related securities of infrastructure companies and up to 20% in debt and money market instruments.
Certain free zone areas in the UAE will be selected as “designated zones”. Such areas are treated as outside the UAE for the purposes of supplies of certain goods. Although an area might be identified as a Designated Zone, it is not automatically treated as being outside the UAE for VAT purposes.
On August 27, 2013, the OFCCP released its highly anticipated The Vietnam Era Veterans Readjustment Assistance Act (VEVRAA) final rules regarding regulations on affirmative action for protected veterans.
For those who need to brief your HR team or Management Group on changes OFCCP has made to VEVVRA you may find the attached summary of changes and slide presentation useful.
Feel free to adapt these slides to your specific needs.
The document discusses India's policy of allowing foreign direct investment in its defense industry. While India has allowed up to 26% FDI since 2001, the policy has not achieved meaningful financial or technological benefits due to a lack of incentives. Raising the cap to 100% could attract more investment and transfers of technology to develop India's defense industry. However, each investment would require careful review given national security sensitivities. Despite raising the cap to 49%, this may still be insufficient and a higher cap such as 51-100% may be needed to significantly impact the defense industry. Strong government regulation could help address concerns about foreign ownership and management control.
This document discusses issues with India's defence procurement process and provides suggestions for improvement. It notes that while the intent of policies is to encourage indigenous production, the reality is often different. Key pain points include a lack of clarity in RFQs, stringent EMD and bank guarantee requirements that hurt SMEs, flawed L1 bidding, and no production orders even after successful design and development. The document suggests rating vendors based on capability rather than lowest bid, specifying multi-year quantity requirements, relaxing EMD/BG for rated firms, and ensuring production orders for indigenised items to sustain the industry. Overall, it argues changes are needed to better support indigenous defence production in India.
Defence Procurement - Theory vs PracticeRaj Narayan
This article, presented at a seminar by CII on Make in India for the Indian Air Force in May,2017, examines in detail the various clauses in the Defence procurement manual and their actual implementation, with a few useful solutions suggested by the author.
The document discusses increasing foreign direct investment (FDI) in India's defense sector from 26% to 49%. It notes that defense is capital intensive and needs latest technologies. Raising the FDI cap would provide greater incentives for foreign investors to transfer technologies while still allowing majority Indian ownership. Some concerns around control and technology transfer are addressed, arguing that global companies will still need to follow origin country rules and see India as a major market. The conclusion is that increasing FDI could substantially boost investment and help develop India's indigenous defense capabilities.
India Defence Market Potential & ChallangesAklanta Kalita
The document discusses India's defense market and procurement policies. It notes that defense budgets have increased substantially since the 2008 Mumbai attacks. Procurements are conducted under a 15-year plan and involve lengthy evaluation processes with multiple agencies, resulting in delays. The government aims to make the process more transparent but it remains complex with many players involved.
This document outlines rules for purchasing stores and accounting for equipment/consumables for departments, centers, sponsored/consultancy projects, and laboratories at IITs. It defines key terms and classifications for stores, and establishes competent financial authorities and purchase procedures. Stores are classified as major assets (MAS), minor assets (MIA), or consumable stores (CS) based on cost, useful life, and disposal value. Purchase procedures include SARAL purchases up to Rs. 10,000, SUGAM purchases through committees up to Rs. 5 lakh, and purchases through quotations and tenders over Rs. 5 lakh handled by a Purchase Finalization Committee.
The document provides guidelines on foreign direct investment (FDI) limits and rules in various sectors in India, including tourism (100% allowed), non-banking financial companies (49% allowed), insurance (26% allowed), telecommunications (49-100% allowed depending on activity), trading (51-100% allowed depending on activity), power (100% allowed), drugs and pharmaceuticals (100% allowed for manufacturing), roads and highways (100% allowed), and pollution control (100% allowed). The document outlines the FDI limits, minimum capitalization requirements, and approval processes for each sector.
This document discusses procurement planning and limitations on splitting procurement according to Rules 8 and 9 of the Public Procurement Rules. It outlines that procurement planning is required for all proposed procurements to determine requirements within available resources and provide benefits. It also notes that proposed procurements for each financial year must be uploaded on the PPRA website and procuring agency website, and that procurements cannot be split or re-grouped to avoid the required procurement method. The document provides an exercise example for a federal organization that must create an annual procurement plan for its Rs. 100 million allocated budget for goods, works and services according to the Public Procurement Rules.
The document discusses an order by the Bombay High Court regarding Vodafone India issuing shares to its non-resident holding company, Vodafone Holdings. The key details are:
1) Vodafone India issued shares to Vodafone Holdings to raise funds for a telecommunications project in India.
2) The tax authorities made a transfer pricing adjustment of over Rs. 1,300 crores regarding the share issuance price.
3) Vodafone India challenged this in the Bombay High Court. The High Court ultimately ruled in favor of Vodafone India, finding that the share issuance was not subject to transfer pricing regulations.
This document outlines the Reserve Bank of India's capital adequacy framework for banks operating in India, based on the Basel Committee's guidelines. It discusses the definitions and calculations of Tier 1 and Tier 2 capital, as well as the risk-weighted asset calculation methodology. Banks must maintain a minimum Capital to Risk-Weighted Assets Ratio of 9%, with Tier 1 CRAR of at least 6%. Assets are assigned risk weights based on factors like counterparty type and credit ratings. Off-balance sheet items are converted to credit equivalents using credit conversion factors before being risk weighted.
Before choosing your Offset Partner For Indian Defense, it is vital that you are atleast abreast with the very basic fundamentals about the required defense offset guidelines.
The document discusses factors that determine whether the price paid for a supply can be considered the "sole consideration", including whether the price is influenced by the relationship between supplier and recipient, if there are additional benefits provided, or if the price is set below cost for market penetration. It also outlines valuation rules for situations where the price is influenced, such as using open market value, cost of production, or reasonable means consistent with valuation principles.
The document discusses factors that determine whether the price paid for a supply can be considered the "sole consideration", including whether the price is influenced by the relationship between supplier and recipient, if there are additional benefits provided, or if the price is set below cost for market penetration. It also outlines valuation rules for situations where the price is influenced, including using open market value, cost of production, or reasonable means consistent with valuation principles.
The document outlines SEBI guidelines for initial public offerings (IPOs) in India. Some key points include:
1) IPOs under 5 crores must go through OTCEI and have separate guidelines.
2) The public issue must be at least 25% of the total issue (10% for IT/media/telecom with conditions).
3) Promoters must contribute 20-25% before the issue and have a 5-year lock-in period.
4) There must be at least 30 collection centers including major stock exchange cities.
5) The net public offer must be at least 25% of total issue size for stock exchange listing.
This document provides an overview of the key rules and regulations governing foreign direct investment, external commercial borrowings, and overseas direct investment in India. It discusses the various routes for raising foreign funds in India, including the foreign direct investment route, debt route, and overseas direct investment route. It outlines the sector-specific conditions, caps, eligible borrowers and lenders, pricing guidelines, and reporting requirements for each route. The document also examines some hypothetical case studies and structures typically used to raise foreign funds in India.
The Production Linked Incentive (PLI) Scheme provides incentives between 4-6% for a period of 5 years to encourage large scale electronics manufacturing in India. Eligible segments include mobile phones and electronic components. Companies must meet incremental investment and sales thresholds over the base year to qualify. The Empowered Committee will approve eligible applications as recommended by the Project Management Agency, who will determine baselines, examine claims, and disburse incentives upon EC approval. The scheme aims to enhance domestic manufacturing and create jobs in the electronics sector.
Short-term finance usually refers to additional money needed by a business for periods under one year. Main sources include trade credit, bridge financing from banks, commercial bank loans, commercial paper, and inter-corporate deposits. Venture capital finances new, risky ventures through equity, conditional loans, income notes, or participating debentures. Leasing and hire purchase provide equipment financing by periodic rental payments, with ownership transferring after full payment in hire purchase. Government programs subsidize industries in backward areas and defer or exempt sales taxes to attract businesses.
- Ind AS 23 outlines the accounting treatment for borrowing costs. Borrowing costs directly attributable to the acquisition, construction or production of a qualifying asset must be capitalized as part of the cost of the asset, rather than being expensed.
- A qualifying asset is one that takes a substantial period of time to get ready for its intended use or sale. Borrowing costs include interest expense, finance charges, and exchange differences from foreign currency borrowings used to acquire qualifying assets.
- Capitalization of borrowing costs begins when asset expenditures begin, borrowing costs are incurred, and activities to prepare the asset are underway. Capitalization is suspended during extended delays and ceases when the asset is substantially complete.
The document discusses tax planning considerations for owning or leasing assets, repairing vs replacing assets, decisions to make or buy products, and tax provisions related to shutting down a business. It provides guidance on comparing the present value of cash outflows for owning vs leasing, when it is preferable to lease vs own, and how to treat the sale of former research assets. It also outlines tax treatments and deductions allowed for repairs, and considerations for shut down like set-off of losses and depreciation.
This document provides an overview of the legal, procedural and regulatory frameworks related to public procurement in India. Some key points:
- Public procurement represents over 30% of a country's GDP.
- The legal framework includes acts like the General Financial Rules, Sales of Goods Act, Indian Contract Act, as well as international laws.
- The procedural framework covers aspects like tender types, qualification criteria, earnest money deposits, performance guarantees, and tender evaluation methods.
- The regulatory framework is overseen by organizations like CAG, CVC, CCI and CIC.
- Anti-competitive practices by purchasers, factors affecting pricing, and specifications are also discussed.
- Import procurement
The document outlines the 10 formal steps required to set up a small business enterprise in India:
1. Select a suitable product or service and location for the business. Conduct a feasibility study and prepare a business plan.
2. Decide on the business structure - sole proprietorship, partnership, private limited company etc.
3. Register the business and obtain necessary permits from local authorities.
4. Arrange financing from banks, financial institutions or other sources.
5. Obtain required land or industrial space, order machinery, hire personnel and arrange raw materials.
6. Construct facilities, install machinery, recruit staff and begin production after obtaining final regulatory approvals.
This document outlines plans for new business and loan products at an NBFC. It discusses target markets like small businesses, government employees, and used car buyers. It describes various loan types like secured loans, gold loans, and car loans. Criteria for sanctioning loans and dealing with defaults are provided. Interest rates, product knowledge, and expected outputs for the next six months are also summarized. The overall purpose is to strategize growth through new lending opportunities and customers.
This document outlines an NBFC's new business plans, target markets, loan products, and loan approval process. It discusses several loan products like secured loans, unsecured loans, transport loans, gold loans, loans against property, and consumer durable loans. It identifies target markets like small businesses, government employees, and retail traders. It also describes the loan approval process, criteria for sanctioning loans, recovery procedures, interest rates, and expected business outputs over the next six months. The document provides details on the NBFC's various loan products and services to potential customers.
This document discusses the loan products and target markets of an NBFC. It provides details on:
- Types of loans offered including secured, unsecured, transport, gold, and loans against assets.
- Target markets including shop owners, government employees, micro enterprises, and used car buyers.
- Criteria for sanctioning loans including application process, maximum limits, and approving authorities.
- Recovery process for defaulting loans including legal actions and use of guarantors.
Presentation on rajasthan solar thermal rf svaibhavtuls
The document is a presentation on a Request for Selection (RfS) issued by the Rajasthan Renewable Energy Corporation for setting up a 100 MW solar thermal power plant in Rajasthan. It provides details on the classification of solar thermal technologies, eligibility criteria for bidders, timelines for project selection and implementation, tariff rates, and facilitation to be provided by the nodal agency. Bidders will be selected based on the maximum discount offered on the approved tariff rate.
This document is a letter from an export consultancy firm introducing their services. They have over a decade of experience assisting exporters with matters related to foreign trade policy. They offer a range of services including assisting with applications for export benefits like Focus Product Scheme, Focus Market Scheme, and EPCG authorization. They also help with redemption/closure of advance authorizations and ensuring exporters receive benefits from the government. Their role includes keeping exporters updated on policy changes, preparing and following up on applications, assisting with shipments and claims, and providing clarification on products to avail maximum benefits.
Venture capital involves equity investment from investors in startup companies with perceived growth potential. It provides large sums of financing for high-risk, high-tech companies in exchange for ownership stakes. Advantages include access to capital and expertise, while disadvantages include loss of autonomy and complex deal structures. Venture capital investment follows stages from seed funding to later stage expansion funding. Exits can occur through IPOs, acquisitions or buybacks. Alternative sources of financing discussed include accounts receivable financing, vendor financing, and peer-to-peer lending.
Find out the detailed explanation of the provisions relating to Input Tax Credit under the dual GST Law from the presentation . Give it a read and we would love to know your feedback!
Doing Business in India | Warsaw | Poland | 24 April 2018Ran Chakrabarti
Doing business and investing in India can seem like a bewildering experience for new market entrants. IndusLaw helped Polish businesses see the wood for the trees during a workshop in Warsaw last week, with Ran Chakrabarti flagging some of the big picture issues
Workshop on defence procurement manual 2009wksp2 anjulaTanveerRao4
This document provides an overview of important conditions in defense procurement contracts as outlined in the Defence Procurement Manual 2009. It discusses key clauses related to contract effective date, advances, liquidated damages, price variation, arbitration, and more. The presentation categorizes different types of clauses and provides guidance on inclusion and implementation of terms related to performance, risk, transparency, and dispute resolution.
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This poem is written by Amarjit Kaur to honor her mother on Women's Day. It describes her mother being born in a village in Punjab in the 1950s and cycling 11 km to school to get an education, which was uncommon for girls at the time. Her mother raised the poet and their siblings, ensuring they all received an education and became professionals. The poet expresses hope that in their next life, they will be reborn as mother and child again and have her mother continue guiding her as a "lady, creator, caretaker, nurturer, or educator." The poem pays tribute to her mother's role and influence in her life.
Solar project mgmt compiled by kamaljit singh jassal & engr amritpal singhMarinerz
This document outlines the key steps involved in solar project management, from site identification through project execution. The major steps discussed include:
1. Site identification and securing land, which involves finding a suitable site based on factors like solar irradiation and landowner consent.
2. Technical studies such as solar insulation assessment, geological assessment and power evacuation feasibility.
3. Financial pre-feasibility analysis to determine initial project viability.
4. Project registration with the relevant authority and post-registration activities such as submitting detailed project plans.
5. Project execution including land acquisition, developing a detailed project report and business plan, appointing an EPC contractor and obtaining necessary approvals.
Housing for All - Study of Rental Housing in modern GurgaonMarinerz
This document summarizes the rental housing market in Gurgaon, India. It discusses how Gurgaon transformed from an industrial city to a modern city with the growth of MNCs and services sector. Rental demand and prices boomed from 2002-2008 but declined after the global downturn in 2010. However, rents in Gurgaon did not fall much due to cartelization among property agents and websites that manipulate prices. The document analyzes factors like the opaque rental ecosystem, role of websites and agents in setting inflated price thresholds, and lack of rental data transparency that prevent fair market forces from reducing high rents.
This document provides an overview of the Indian Coast Guard, summarizing the various classes of ships and vessels in its fleet. It outlines the different types of offshore patrol vessels, fast patrol vessels, pollution control vessels, interceptor boats, and air cushion vehicles that make up the Coast Guard, providing basic details about their specifications and capabilities. The presentation was created to educate new learners about the Indian Coast Guard and its assets.
Punjab Hi Tech Systems 21st Century Consultants for Startups & New LaunchersMarinerz
This consultancy provides management consulting services to growing companies and new entities in various fields including aerospace and defense, telecom, education, oil and gas, and business process redesign. Services include corporate affairs, marketing strategy, manufacturing support, maintenance/repair/overhaul and training, sourcing, bid management, post-contract services, and offsets management. The director is a retired naval officer who previously held a senior role in India's Ministry of Defense responsible for major acquisitions and policy.
Civil Aiation Policy Revised Draft Oct 15 - Comments by Cdr Kamaljit Singh ...Marinerz
This document contains comments on India's revised draft civil aviation policy from October 2015. It provides feedback on several areas of the policy, including the need to include indigenous aircraft manufacturing, using unused runways for drone operations, reducing costs of limited use airports by utilizing military resources, correcting the 150 km rule on new airports near existing ones, and revising the regional connectivity scheme and 5/20 rule for airlines. The commenter proposes alternative approaches and recommends the policy address issues like taxation harmonization to help MRO growth and protecting Indian jobs in air cargo.
Comments on Draft Capital Goods Policy by Cdr KS JassalMarinerz
This document provides a summary and feedback on a policy document from Kamaljit Singh Jassal, a retired naval commander and former joint director at the Ministry of Defence. He has extensive experience in capital acquisitions and industrial policy formulation. The summary identifies several areas for improvement, including expanding definitions, adding timelines and roadmaps to objectives, clarifying assumptions, and considering alternative structures to proposed organizations to avoid potential issues. Overall, Jassal believes the policy is a good starting point but recommends completing the process through rationalization, structure creation, procedure standardization, and public advocacy.
Selection Parameters for Strategic Partner in Defence Acquisitions by ASSOCHAMMarinerz
This document outlines parameters and a methodology for selecting strategic partners for defence acquisitions in India. It recommends assessing financial capability, financial prudence, technical capability, R&D capability, capacity/infrastructure capability, executive track record, and ownership structure. It also recommends allowing consortiums, evaluating design/engineering and quality management capabilities, and including an exit clause. The document proposes using the Analytic Hierarchy Process to structure the selection based on assigning weights to criteria and scoring companies on various capability ranges to determine a final score.
Indian defense offsets guidelines have faced several issues with implementation and monitoring. Originally introduced in 2005, offsets were intended to help India's defense industry through exports, FDI, equipment, and technology transfers from foreign defense companies. However, only 51.5% of agreed upon offsets had been achieved as of last year. Proposals from companies did not get approved and credits for discharged offsets were not communicated, causing uncertainty. The current guidelines focus on exporting existing products and obtaining equipment and technology, but these may not be realistically achievable. A way forward is to define offsets as tangible defense FDI through manufacturing units that create jobs and technology absorption in India. This could include dual-use, high-tech items and help develop India's
This document provides an overview of India's Defence Offsets Policy and guidelines. It discusses the objectives of offsets to develop the Indian defence industry. It outlines the minimum offset obligations, avenues for discharging offsets, multipliers for MSMEs and DRDO, and penalties for non-compliance. Vendors can discharge offsets through direct purchase from Indian firms, FDI, transfer of technology, equipment, or financing DRDO projects. The document also addresses offset banking, determining value addition, and the roles and responsibilities of vendors and Indian offset partners.
Indian defense offsets guidelines have faced issues with implementation and monitoring. Currently, contracts valued at approximately $4.87 billion have been signed, with 51.5% achievement so far. However, offset contract negotiations, monitoring, and implementation have not been smooth. As of January 2015, only $20-25 million in offsets credits had been approved against $921 million in vendor claims. The current guidelines focus on exporting existing products, FDI, equipment, and technology acquisition, but these do not fully address what offsets foreign OEMs can realistically provide. Establishing manufacturing facilities through FDI in dual-use defense technologies could help meet offsets obligations while providing local jobs and industrial development.
The document discusses India's intellectual property rights (IPR) regime, including recent initiatives and improvements. It outlines the types of IPR protected in India - patents, designs, trademarks, geographical indications, copyright, plant variety protection, and semiconductor layout designs. It provides details on administration and processing of patents, designs, trademarks, and geographical indications. Facilities offered to applicants like e-filing and fee concessions for small entities are also summarized.
India has liberalized its foreign direct investment policies in recent years to encourage investment. Some key changes include allowing 100% foreign ownership in many sectors such as medical devices, telecom, and single-brand retail. Foreign investment is prohibited in gambling and the printing of newspapers but allowed in many other sectors under automatic or government approval routes. Investors can invest as individuals, companies, or institutional investors and have flexibility in terms of entity structure and financing. Profits and capital can usually be freely repatriated out of India.
This article discusses the evolution of Nuclear, Biological, Chemical Defense (NBCD) in the Indian Navy. It describes how the sinking of INS Andaman in 1989 highlighted the need to improve NBCD capabilities and procedures. Several changes were subsequently made, including setting up specialized training organizations and acquiring new equipment. The Indian Navy now has strong NBCD preparedness and continues to advance its capabilities, such as developing indigenous nuclear propulsion. The author argues that further professional development is needed for NBCD officers and that the Indian Navy should maintain its leadership in this domain through proactive thinking.
Combined list Indian NIC code and Munition List by JassalMarinerz
This document provides a list of codes for agricultural, forestry, fishing, and mining activities. It includes over 200 numbered categories for various crops and livestock, methods of farming, plantation and extraction activities. Some examples listed are growing of cereals, pulses, cotton, oilseeds, sugarcane; cattle breeding and milk production; fishing in ocean, inland waters; mining of coal, petroleum, metals like iron ore, manganese as well as non-metallic minerals.
This document proposes solutions for safe flying operations that do not require radio transmissions. It suggests using cameras and sensors to:
1. Monitor the perimeter for security threats while detecting humans during day, night, and low visibility.
2. Detect foreign object debris (FOD) on runways and tarmacs using cameras capable of identifying small particles during day and night.
3. Allow an air traffic control center to optically track and monitor all aircraft in the flying area using day/night cameras, infrared cameras, and laser rangefinders without relying on radar transmissions.
1. DPP 2013
Offsets Guidelines
Kamaljit Singh Jassal
• Was part of the Exec Committee, formed to refine Offsets
Guidelines in 2011
• Examined 16 Offsets Proposals & 5 Offsets Banking Proposals
jassalnavy@hotmail.com
2. Objective of Defence Offsets
• Key objective of the Defence Offset Policy is
to leverage capital acquisitions to
develop Indian defence industry by (3):-
– fostering development of internationally
competitive enterprises,
– augmenting capacity for Research, Design and
Development related to defence products and
services
– encouraging development of synergistic sectors
like civil aerospace, and internal security.
jassalnavy@hotmail.com
3. Quantum and Scope of Offsets
• Categories
– „Buy (Global)‟,
– „Buy and Make with Transfer of Technology‟,
• where the estimated cost of the acquisition
proposal is 300 crore or more.
• Applies also to Indian firms or their Joint
Ventures under “Buy (Global)” procurements
• In Shipbuilding cases - on competitive basis, the
total cost shall include basic cost of the vessel,
cost of Base & Depot (B&D) Spares and the
modification cost.
jassalnavy@hotmail.com
4. Quantum and Scope of Offsets
• „Buy (Global)‟
– <50% - if an Indian Joint Venture is bidding, the clause
relating to offset obligation will not be applicable if the
indigenous content in the product is 50 percent or more
(by value).
• Give an undertaking to same effect with Main Bid.
• Failure to submit the undertaking at that stage shall render the
bid non-responsive and liable to be rejected
– >50% - In case the indigenous content in the product is
less than 50 percent, Indian JV has to full fill offset
obligations on the foreign exchange component of the
contracted value.
• Indigenous content (by value) will be determined on
the basis of exchange rates prevailing on the last
date for submission of the main technical bid.
jassalnavy@hotmail.com
5. Offsets Special Attn
• Offsets do not apply to
– Procurements under the Fast Track procedure,
– Procurements under the ‘Option’ clause where an offset
obligation was not stipulated in the original contract.
• Mandatory Offsets
– Minimum 70 percent of the offset obligation must be
discharged by any one or a combination of following
(coming up next) 1 to 4.
• Offset Credits for ToT
– Discharge of offset obligations under Sl 3 , offset credit
for TOT shall be 10 percent of the value of buyback
during the period of the offset contract, to the extent of
value addition in India.
jassalnavy@hotmail.com
6. Avenues for Discharge of Offset Obligations
• 1 – Product Route - Direct purchase of, or
executing export orders for, eligible products
manufactured by, or services provided by Indian
enterprises, i.e. DPSU, OFB and Private and
Public Sector Indian enterprises.
– The list of products and services eligible for discharge
of offset obligations is at Annexure VI to Appendix-D.
– Yes – Offset Bamking
jassalnavy@hotmail.com
7. Avenues for Discharge of Offset Obligations
• 2 – FDI Route - Foreign Direct Investment in joint
ventures with Indian enterprises (equity
investment) for manufacture; and/or
• FDI in JV for Maintenance of eligible products
and provision of eligible services.
• Such investment would be subject to the
guidelines/licensing requirements stipulated by
DIPP.
• Yes – Offset Banking
jassalnavy@hotmail.com
8. Avenues for Discharge of Offset Obligations
• 3 – ToT In Kind/ Non FII Route - Investment in ‘kind’ in terms of TOT
or through the non-equity route to Indian enterprises/ JVs for the
manufacture and/or maintenance of eligible products and provision
of eligible services.
– co-production,
– co-development
– production
• Investment in kind in terms of TOT must cover all documentation,
training and consultancy required for full TOT (civil infrastructure
and equipment is excluded).
• No Holds Bar - TOT should be provided without licence fee, no
restriction on domestic production, sale or export.
• offset credit for TOT shall be 10 percent, Yes – Offset Banking
jassalnavy@hotmail.com
9. Avenues for Discharge of Offset Obligations
• 4 – Eqpt in Kind - Investment in ‘kind’ in Indian
enterprises in terms of provision of equipment
through the non-equity route for the
manufacture and/or maintenance of eligible
products and provision of eligible services
(excluding TOT, civil infrastructure and second
hand equipment).
– vendor will be required to buyback a minimum 40
percent of the eligible product and/or service (by
value) within the permissible period for discharge of
offset obligations.
– Yes – Offset Banking
jassalnavy@hotmail.com
10. Avenues for Discharge of Offset Obligations
• 5 –Govt Inst/ DRDO- Provision of equipment and/or
TOT to Government institutions and establishments
engaged in the manufacture and/or maintenance of
eligible products and provision of eligible services,
including DRDO (as distinct from Indian enterprises).
This will include augmenting capacity for Research,
Design and Development, Training and Education
but exclude civil infrastructure.
– Under this clause, you can give it to
• DPSU/ PSU, IIT/ ISRO
• Dockyard/ NSRY/ FTSU
• Army Base Repair Wksp
• BRD, Maint Command Units at Ozhar
jassalnavy@hotmail.com
11. Avenues for Discharge of Offset Obligations
• 6 – DRDO Exclusive/ TA - Technology Acquisition
by the Defence Research and Development
Organization in areas of high technology listed in
Annexure-VIII to Appendix-D.
– List is updated on DRDO website on yearly basis.
– Do query during Pre-Bid meeting.
– Cant DRDO float a RFP to Acquire a Tech by
itself?
jassalnavy@hotmail.com
12. Offset Banking
• Foreign vendors could consider creation of offset
programmes in anticipation of future obligations through
offset banking as per guidelines.
• 50% - Pre-approved banked offset credits considered for
subject to a maximum of 50 percent of the total offset
obligation under each procurement contract.
• 7 Yrs - Banked offset credits valid for a period of seven
years from the date of acceptance by DOMW.
• No Transfer/ Trading - Banked offset credits are not be
transferable, except between the main vendor and his
Tier-1 sub- vendors within the same procurement
contract.
• Sl 1 to 4 - Banking of offset credits shall be permissible
only in respect of offsets stipulated in Sl 1 to 4.jassalnavy@hotmail.com
13. Offset Banking
• Banked offsets will be credited based on the
foreign exchange value at the time of completion
of the transaction.
• Date of completion of transaction will be:-
– Date of invoice or date of payment in case of purchase
of goods/services;
– Date of financial transaction in case of equity
investment;
– Date of commissioning of equipment/technology in
India in case of investment “in kind”.
jassalnavy@hotmail.com
14. Indian Offset Partner
• Following are IOPs
– Indian enterprises
– Indian institutions
– Indian establishments
– Above 3 to be engaged in manufacture of eligible products
and/or eligible services, including DRDO
• IOP shall comply with the guidelines/licensing
requirements stipulated by DIPP.
– FDI, Charge, Management etc
• OEM/vendor/Tier-I sub-vendor is free to select IOP for
implementing the offset obligation provided the IOP has
not been barred from doing business by the Ministry of
Defence.
• Agreement/ Contract between the OEM/vendor/Tier-1
sub vendor and the IOP shall be subject to laws of India.
jassalnavy@hotmail.com
15. Vendor Responsibility
• Overall responsibility and Liability for the full
discharge of offset obligations shall continue to
remain with the main/prime vendor.
• Vendor may allow his Tier-1 sub-vendors under
the main procurement contract to discharge
offset obligations, to extent of their work share
(by value), on behalf of the main/prime vendor.
• Any shortfall by the Tier-1 sub-vendor shall be
made good by the main/prime vendor,
– failing which the vendor shall be liable for penalty
and debarment. jassalnavy@hotmail.com
16. Discharge Time
• Time - Offset obligations are to be discharged
within a time frame that can extend beyond the
period of the main procurement contract by a
maximum period of two years.
– The period of the main contract includes the period
of warranty of the equipment being procured under
the main contract.
• What if Warranty clause is 2 or 5 yrs post brought into
usage!!
jassalnavy@hotmail.com
17. Performance Bond
• If period for discharge of offset obligations exceeds
the period of the main procurement contract,
vendor will be required to furnish an additional
Performance Bond to DOMW as a Bank Guarantee
covering the full value of the un-discharged offset
• Performance Bond shall be reduced annually, until
full extinction, based on the pro rata value of the
discharged offset obligation accepted by DOMW.
• Additional Performance Bond shall be submitted six
months prior to expiry of the main Performance-
cum-Warranty Bond.
jassalnavy@hotmail.com
18. Performance Bond
• In IGA, the contract is with Government, but
offset contract is signed with the OEM/vendor.
– OEM/ vendor shall be required to furnish a
Performance Bond equal to 5 percent of the offset
obligation which is required to be fulfilled during the
period of the main procurement contract.
– An additional Performance Bond would be required
in case the period for discharge of offset obligation
exceeds the period of the main procurement
contract.
jassalnavy@hotmail.com
19. Value Addition
• Concept of value addition applies only for direct
purchase/export of eligible products.
• Value Addition will be determined by subtracting
following:-
– 1. Value of imported components
– 2. Any fees/ Royalty paid.
jassalnavy@hotmail.com
20. MSME
• Small and Medium Enterprises are defined as
follows:
– In the case of enterprises engaged in manufacture of
goods:
• MICRO enterprise is that where investment in plant and
machinery does not exceed `2.5 million;
• SMALL enterprise is that where investment in plant and
machinery is more than `2.5 million but does not exceed
`50 million;
• MEDIUM enterprise is that where investment in plant and
machinery is more than ` 50 million but does not exceed `
100 million.
jassalnavy@hotmail.com
21. MSME
• Small and Medium Enterprises are defined as
follows:
– In the case of enterprises engaged in providing
services:
• MICRO enterprise is that where investment in equipment
does not exceed `1 million;
• SMALL enterprise is that where investment in equipment is
more than 1 million but does not exceed `20 million;
• MEDIUM enterprise is that where investment in equipment
is more than ` 20 million but does not exceed `50 million.
• Check DIPP & MSME for latest definition.
jassalnavy@hotmail.com
22. Multipliers
jassalnavy@hotmail.com
Type Multiplier For
MSME 1.5 Sl 1,2,3,4
1- Product route, 2- FDI route, 3-ToT in Kind, 4-Eqpt in Kind,
5-Govt Inst, 6-DRDO Tech Acq
Tech
Acq by
DRDO
Upto
3.0
Min
2.0
Sl 6
A - Multiplier 2.0 when technology is used by
Forces only but without any restriction on the
numbers that can be produced.
B - Multiplier 2.5 when technology is for use in
Indian Market but for both military and civil
applications and without any restriction on the
numbers that can be produced.
C - Multiplier 3.0 when technology offered with
full and unfettered rights, including right to
export.
23. Offsets Proposal Mgmt
• At Bid submission - vendor to submit a written
undertaking that he will meet the offset obligations as per
RFP/ DOG.
• Date - Offset Proposal to be submitted by a date given in
the RFP, which would 12 weeks/ normally 3 months from
date of submission of the main technical and commercial
bid.
• Technical and commercial offset proposal should be
submitted in two separate sealed covers to the Technical
Manager of Acquisition Wing.
• Sl 3&4 - Commercial offset proposal must provide details
of the business model for proposals relating to Sl 3 and 4,
of the offset guidelines in case offset credits are being
sought under these specific provisions.
jassalnavy@hotmail.com
24. Special
Re-phasing of offset obligations
• Vendor may, giving reasons, request re-phasing of
the offset obligations within the period of the offset
contract.
Change in IOP or Offset Component
• Exceptional cases, DOMW may recommend change
in offset partner or offset component
• on being convinced that the change is necessary to
enable the vendor to fulfil offset obligations.
Offset Contract Amendment
• Any amendments to the offset contract due to
changes in above, shall be incorporated.jassalnavy@hotmail.com
25. Special
• Generally not a area of concern, but confusion!!
Penalties
• Penalty equivalent to 5% of the unfulfilled offset
obligation will be levied on the vendor.
• Overall cap on penalty will be 20 percent of the total
offset obligation during the period of the main
procurement contract.
Debarment
• Any vendor failing to implement the offset
obligations will be debarred from participation in
future defence contracts for a period up to 5 years.jassalnavy@hotmail.com
26. jassalnavy@hotmail.com
WITH TECHNICAL OFFSET OFFER
Vendor to provide following : -
1. Undertaking that IOP is an eligible offset partner as per
applicable guidelines.
2. Company profile of IOP/agency.
3. Details with quantities of the proposed offset.
4. Letter of IOP/agency confirming acceptance of the offset
project in case of direct purchase or investment.
5. In case banked offsets are planned to be utilised, their
details certified by DOMW.
6. List of Tier-1 sub-contractors, if any, through whom offset
obligations are proposed to be discharged, with percentage
of discharge.
7. Proposals for Technology Acquisition by DRDO to be
submitted separately
28. Cdr (Retd) Kamaljit Singh Jassal
• Author is former Joint Director of MoD and was part of Executive
team that made revised Offsets Policy. He has also been Country
Manager of a US MNC dealing in Defence Eqpt.
• He was responsible for formulation of LTIPP 2012-27, 12th Defence
Plan, 12th Manufacturing Plan and processed around 400 to 450
Capital Acq of 3 services as Memb Secy of SCPACC.
• Data & Info given are from open sources & out of experience
respectively. Open source expert Committee report have also bee
gleaned/ data quoted.
• Author can be reached on email jassalnavy@hotmail.com
• Author has also written ‘Defence Offsets – Indian Dilemma’
jassalnavy@hotmail.com