Svipja's Training & Development Practice

Our Training and Development Practice helps high-tech professionals in Defence and Aerospace Industry. www.svipja.com/ refers.

We also empanel Offset Consultants with Industry knowledge in A & D. You could fill Your 'Resume' on
http://www.svipja.com/careers.php , or 'Join as a Consultant' on www.indiandefenceindustry.com/


Steps in Our Offset Process

Step 1: Acquaint Yourself first on Offset business. Please visit www.IndianDefenceIndustry.com , its connected Blogs and www.svipja.com in addition to other subject matter elsewhere. Offset Partnership and projects go thru rigorous 'Due Diligence' / 'Gate Reviews' by Vendors / Obligors.

Step 2: Register online on www.IndianDefenceIndustry.com using Internet Explorer to be part of the database of the Defence Industry. We are developing a consortium of MSMEs globally with India focus for them to participate in Aerospace and Defence direct and indirect Offset Projects.

Step 3: Obtain Industrial License, if required. We take Advisory on Products / Services to target, Capacity Creation, JV and Capital Structure incl FDI & Technology Agreements, etc.

Step 4: Become Industrial Sector Partner (ISP) of Svipja/India. We will guide the ISP firms go through qualified vendor registration process for Supply Chains of aerospace & defence firms.

Some of these steps could be attempted concurrently.


1. Yearly Membership Fee for Registering on the Site and using e-Marketplace Engine for Buying/Selling and accessing Info System, is as indicated in Tariffs on the Site.This is variable.

2. Separate Fee for Offset Consulting / Industrial Co-operation would apply. Contact svipja@gmail.comfor further details.

3. Addl Fee will apply in case of market research, study and other services.


1. Svipja provides guidance to the ISP on project suitability and document/plan preparation for the Gate Review Process, and its Presentation as required.

2. Svipja does not take responsibility for offset fund allotment to ISPs. This is decided by A & D Major Company based on the capability of the ISP to meet the needs of the A & D Major.


Thursday, May 27, 2010

Boeing Wants India to be Part of Its International Supply Chain

Boeing plans to bid for defence projects worth up to USD 30 b (Rs 1,43,480 Crore) in India over the next 10 years. Space, Homeland Security and UAVs are some of the big businesses the company is targeting. Vivek Lall, in an interview, to the Financial Express commented on various issues covered in the succeeding paras.

‘Over the last four-five years, we have entered the defence segment. We come into the market with aspirations to be India's preferred partner. The Apache and the Chinook CH-47 are shortly going for summer trials. The US Congress has been informed about the possible sale of 10 C-17 Globemaster strategic air lifters, potentially valued at USD 5.8 b. This strengthens the growing partnership between the two countries.’

‘The competition for the MMRCA deal is very significant for all companies involved. We have completed all of the three trials. I think it is a very strategic acquisition, considering the number of competitors, but the Ministry of Defence has done a great job and done a thorough process. We want to establish a strong India footprint, regardless of the platform sales. This is a very important dimension to our company.’

‘We have a USD 600 m plus (Rs 2,777 Crore) commitment on offsets for the P-81. A USD 4.7 m (Rs 22 Crore) contract with HAL has been signed to provide weapon bay doors for the eight P-81 long-range maritime reconnaissance and anti-submarine warfare aircraft for the Indian Navy. We have an engagement strategy for India and want to make it part of our international supply chain. We want to be partners in India's mission to become self-reliant and a net exporter of defence products. As part of our F/A-18E/F campaign, we have signed 13 MoUs with Indian companies. This conglomerate has signed up with a cross section of 38 Indian companies for offsets. We have been looking at SMEs too.’

‘India's Defence procurement process is very forward-looking. We applaud the policy. The MoD introduced banking offsets. It is a welcome addition as it incentivises the original equipment manufacturers to work with the Indian partner. The buy-and-make clause shows the government's confidence in the industry. We've done USD 40 b (Rs 1, 85140 Crore) worth of offsets in over 30 countries and never defaulted. Fifty per cent of offset is a challenge. We are now looking forward to DPP 2010.’

‘Boeing’s future Plan calls for ‘An increase in UAV capabilities. We will engage in discussion with the forces here in conjunction with the government. We also have Homeland Security Solutions to offer.’

‘The good thing about the FMS Route, even though sometimes it is hard to understand, is that it brings with it the full support of the US Govt. If we get that, then we can hopefully show the Indian government the commitment of the US government. This is important.’

Svipja Technologies
Credit: USIBC and Its Agencies

Wednesday, May 26, 2010

US High-Tech to India Stumble on Safeguards

The Communications Interoperability and Security Memorandum of Agreement (CISMoA); and the Basic Exchange and Cooperation Agreement for Geo-spatial Cooperation (BECA) are the stumbling blocks for high-tech systems transfer from the US to India.

Indian establishment possibly feels that it may compromise security in today’s Information Warfare scenario. These concerns need to be ‘prudently' addressed and negotiated.

Article by Ajai Shukla in the Business Standard on ‘US high-tech arms to India stumble on safeguards’ details various blocks in the high-tech transfers from the US.

Click: ‘US High-Tech to India Stumble on Safeguards’

Svipja Technologies

Saturday, May 15, 2010

DRDO Being Revamped

India will set-up a new Defence Technology Commission to provide a major boost to Defence R & D in the country. The Govt. also decided to go for the second generation of main battle tank 'Arjun' and 'Akash' surface-to-air missile. It is a welcome step!

Aeronautical Development Agency (ADA) will continue to design and development of combat aircraft, and continuation of the Kaveri aero-engine programme.

Management of the DRDO will be de-cetralised with a view to make it a leaner organisation by merging some of its laboratories with other public-funded institutions with similar discipline, interest and administrative system. It will form technology domain-based centres or clusters of laboratories, numbering Seven, each headed by a DG. The DGs will be responsible for time-bound delivery of the programmes.

Present DRDO Director General would be re-designated as 'DRDO Chairman' with Directors General at centres and Chief Controllers of Research and Development (CCsR&D) at the HQ DRDO reporting to the DRDO Chairman, the head of the organisation.

Budget for rejuvenating research should be 5 per cent of DRDO's budget for a period of three years.

The new Commercial Arm of DRDO would be a Private Limited Company with a seed capital of about Rs 2 Crore. It would deal only with spin-off products and technologies meant for civilian use. It will not take up any manufacturing activity, public or private sector industry will do it.

Svipja Technologies

Wednesday, May 5, 2010

National Seminar on Defence Acquisition by the IDSA

There are many stakeholders in India’s defence industrial base and acquisition, but the Armed Forces remain central to it. The Forces have valid concerns about time-bound delivery of arms and systems to them. Any delay in any supply is counterproductive and thus has to be checked.

As per me, Defence Acquisition in India is plagued with ‘lack of transparency’, ‘deal money or corruption’, and ‘undue advocacy by vendors and their team’, as elsewhere. Cumulative effect of this results in delays. We need to check this.

The existing Acquisition Procedure(s) with sound trial system and ‘dispersed’ indep checks and balances, is considered highly adequate provided we lay down realistic timeframe, and adhere to it. Lapses in failing the timelines must be made accountable, and punishable.

There is a need for an integrated process and time-bound smooth acquisition. This does not mean creating yet another organisation /agency. It could happen from the present ‘desks’; just move integratedly. Seminar Summary can be read at:


We need not justify our ‘failures’ to deliver in-time, but endeavour to handover the right equipment at the right time to the Forces.

Svipja Technologies

Mahindra-BAE Defence JV Gets Operational

Defence Land Systems, India, a 74:26, JV between Mahindra and BAE Systems was declared operational on 04 May 2010 at its first Board Meeting. Mr Anand Mahindra was elected as Chairman of the JV.

The Company starts functioning with existing products, business and facilities, and the present Team with Brigadier (Retd) Khutub Hai as MD & CEO .

"It is intended that the Company will become a National Centre of Excellence for design, development, manufacture, final assembly, integration and test of artillery systems in support of the Indian Army's Field Artillery Rationalisation Plan and upgrade programme for artillery," a press release said. The company is focused on the manufacture of up-armoured light vehicles, specialist military vehicles, mine protected vehicles, artillery systems and other selected land system weapons, support and upgrades.

Svipja Technologies