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| 1 |
ID:
133168
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| Publication |
2014.
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| Summary/Abstract |
Two large replenishment ships for the Royal Australian Navy (RAN) are to be built in either Spain or South Korea, with the government warning domestic shipyards that other major naval construction programme could also go offshore unless productivity improved.
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| 2 |
ID:
171649
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| Summary/Abstract |
This paper examines the importance of closer co-operation in defence-related procurement. Led by the decision that Belgium will lead the procurement of 12 Mine CounterMeasures Vessels (MCMV), the case of a potential Belgian naval construction cluster is discussed. The feasibility of a potential cluster is investigated by looking at key elements of a successful naval construction cluster, the Dutch naval construction cluster, and comparing those key elements to the current Belgian situation. Forming a sustainable Belgian naval construction cluster will be difficult. Most of the procurement process of the MCMVs is set on a European tender. In the long run, due to the absence of both a launching customer and leader firms, no party is able to carry the cluster with investments and knowledge spill-overs. In order to keep public support for large defence-related investments, clustering around the MCMV integration system and proactive cluster support is recommended.
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| 3 |
ID:
185355
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| Summary/Abstract |
Why did Denmark and Norway opt for respectively a domestic “make” and a “buy” abroad approach when acquiring comparable major surface combatants given both host a capable shipbuilding industry? Three explanations are examined: (1) Balancing concerns inch small states towards “buy” abroad decisions, if requirements are deemed urgent and if junior alliance partners fear abandonment by senior partners. Junior partners by contrast prefer “make at home” if entanglement is a greater concern. (2) National innovation systems can be biased towards large projects, such as complex warship programmes, or have a knowledge diffusion focus emphasising niche capabilities. The former point to a “make” decision whereas the latter is inclined towards “buy.” (3) Domestic defence industry advocate “make” decisions with the qualification that weaker firms favour “buy” with offset arrangements. Political executives balance job creation with military capability, but recent adverse domestic procurement experiences may prompt governments to favour “buy.”
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