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ID:
087601
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| Publication |
2009.
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| Summary/Abstract |
The rise of China as a global power after a brief hiatus of almost 150 years is a phenomenon the world is following with considerable interest. China has pragmatically, adopted, discarded and modified prevalent principles and fundamentals with the singular focus of increasing its influence, power and strategic space.
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| 2 |
ID:
091253
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| Publication |
2009.
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| Summary/Abstract |
Defence Budgeting and financial management is an extremely complex subject at the best of times even in countries those possess adequate human, fiscal and material resources. For countries like India, this is make far more difficult by the fact that such resources can not be easily predicted and or controlled, and ambiguities dominate threat perceptions.
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| 3 |
ID:
119124
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| 4 |
ID:
176928
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| Publication |
New Delhi, Pentagon Press, 2020.
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| Description |
xvi, 272p.hbk
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| Standard Number |
9788194465959
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 059980 | 355.033054/BAN 059980 | Main | On Shelf | General | |
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| 5 |
ID:
110281
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| 6 |
ID:
080510
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| 7 |
ID:
126431
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| Publication |
2012.
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| Summary/Abstract |
No issue concerning self-reliance in defence production and modernisation of the armed forces has been subjected to as intense a debate as the question of Foreign Direct Investment (FDI) in defence. As is to be expected, industrial entities have taken stands that suit their commercial interests. Whereas the Indian companies want the upper limit to be pegged at 49 per cent, foreign investors demand that their holding should not be less than 51 per cent. However, it is the attitude of the Ministry of Defence (MoD) that is a cause for concern. Being the main stakeholder, it should be welcoming foreign majors to establish manufacturing facilities in India. Instead, it has a taken a totally negative stand.
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| 8 |
ID:
130207
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| 9 |
ID:
053847
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| 10 |
ID:
013856
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| Publication |
April 1992.
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| Description |
10-24
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| 11 |
ID:
139175
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The Indian acquisition canvas in these times is exemplified more by its failings than its accomplishments. Two accidents, one of them fatal, involving utility helicopters in February 2015, have yet again brought to the fore the grim reality of the material readiness in the Indian armed forces, the reluctant clients to a sub-optimal acquisition apparatus. Defence capital acquisition the world over, by its very nature, is a highly rigorous, time consuming and resource intensive domain. In India, acquisition involves multifarious directorates in the Service Headquarters, the Acquisition Wing in the Ministry of Defence (MoD) and the Department of Defence Production (DDP) embodying India’s burgeoning Military Industrial Complex (MIC). Regrettably, India’s armed forces, despite being the biggest arms importer in the world, endure hollowness of critical military equipment. Multiple high level committees since independence have recommended a slew of acquisition reforms, with little realisation on the ground.1 India’s defence modernisation has often been described as a parochial Army effort without the benefit of strong political direction
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| 12 |
ID:
118930
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| 13 |
ID:
133339
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| Publication |
2014.
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| Summary/Abstract |
Selex ES is set to modernize three RAT 31 DL radar systems in services with Turkey
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| 14 |
ID:
056485
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| 15 |
ID:
059326
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| Publication |
Oct-Dec 2004.
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