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| 1 |
ID:
112007
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| 2 |
ID:
135643
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| Summary/Abstract |
Agents are omnipresent in all trade transactions the world over. They perform many useful functions, like bringing buyers and sellers together; assisting in negotiations; and providing post-contract services. However, their role in defence deals has been a subject of intense debate in India for the last four decades now. Interestingly, with the sole exception of the Ministry of Defence (MoD), all other government departments in India have been regularly dealing through agents, with their functioning duly regulated.
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| 3 |
ID:
150761
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| 4 |
ID:
061449
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| Publication |
Jan-Mar 2005.
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| 5 |
ID:
150698
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| 6 |
ID:
128777
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| 7 |
ID:
125960
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| Publication |
2013.
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| Summary/Abstract |
Goldwater-Nichols Department of Defence Reorganisation Act of 1986 (GNA) is generally considered to be the first step in the currently ongoing Revolution in Military Affairs (RMA).
Major blame for the US failure in the Vietnam War was apportioned to segregated planning and operations, resulting in inhibiting the development of a unified war strategy. The catastrophic failure of the Iranian hostage rescue mission in 1980, the infirmities noticed in the invasion of Grenada in 1983 and inability to respond appropriately when 241 US marines were killed in a terrorist attack in Lebanon convinced all that emergent reforms were needed in the US defence organisation
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| 8 |
ID:
122621
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| 9 |
ID:
084210
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| 10 |
ID:
147348
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| Summary/Abstract |
According to Morris Janowitz, investment in the military is hardly the result of disposable capital but is rather a fundamental cost that nations are prepared to bear, whatever be their economic ability. However, the pie that a nation can spare for defence is not limitless. It is often said that resources diverted to defence are always at the cost of development. Regrettably, such a sweeping statement exposes ignorance of geo-strategic realities. A secure environment is a prerequisite for development. Therefore, defence is a function of development. However, it is incumbent on the defence authorities to ensure that the allocated budget is utilised prudently and all efforts are made to affect savings.
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| 11 |
ID:
106901
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| 12 |
ID:
170892
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| 13 |
ID:
070938
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| 14 |
ID:
111044
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| 15 |
ID:
114912
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| Publication |
2012.
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| Summary/Abstract |
While delivering the keynote address at the International Seminar on Defence Acquisitions on July 12, 2011, Defence Minister A.K. Antony accepted the need to impart training to the defence acquisition functionaries. Further, he agreed that a dedicated institute needs to be set up for the purpose. It is the first time that the training of acquisition staff has received the attention that it deserves as reforms in India's defence acquisition regime have so far been limited to procedures only. Overlooking the fact that any mechanism is as good as the people who operate it, professional competence of the personnel implementing the procedures was given little importance. The lack of a core of well-qualified and adequately-trained acquisition staff became the weakest link of the acquisition chain and this deficiency was first highlighted in an article that appeared in 2005 in Indian Defence Review.
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| 16 |
ID:
119335
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| 17 |
ID:
094756
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| 18 |
ID:
074045
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| 19 |
ID:
067464
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| 20 |
ID:
093142
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