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LOGISTICS AND THROUGH LIFE UPDATE

27 Jul 20. End of an era, DSG is confined to history. On July 16th Babcock Plc. quietly issued a Resolution changing Babcock DSG Ltd. to Babcock Land Defence Ltd at Companies House. At that same time it is reported that Babcock undertook some clever accounting by moving £100m intra accounts. We see this as another write off of the £147m purchase price of DSG by Babcock. Babcock has yet to start negotiating the 5 year extension to the DSG contract as we reported BATTLESPACE UPDATE Vol.22 ISSUE 21, 25 May 2020, Babcock DSG Contract Extension) 20 May 20. FoI Request from Julian Nettlefold, BATTLESPACE.

Babcock DSG Contract Extension.

  1. The formal start of contract delivery by Babcock was 1/4/15.
  2. The 10 year base agreement expires in 2025.
  3. There were 5 potential 1-year extensions to take it to 15 years, with negotiation of each extension to be done 5 years before the extension is due to be used based on contract performance to that date.
  4. The extension from 2025 to 2026 should be in negotiation now.

Have negotiations to extend this to 2026 commenced?

Have Babcock performed as per their contract?

Dear Mr Nettlefold,

Thank you for your email of 25 April 2020 requesting the following information:

Babcock DSG Contract Extension

  1. The formal start of contract delivery by Babcock was 1/4/15.
  2. The 10 year base agreement expires in 2025.
  3. There were 5 potential 1-year extensions to take it to 15 years, with negotiation of each extension to be done 5 years before the extension is due to be used based on contract performance to that date.
  4. The extension from 2025 to 2026 should be in negotiation now.

Have negotiations to extend this to 2026 commenced?

Have Babcock performed as per their contract?

I am treating your correspondence as a request for information under the Freedom of Information Act 2000.

A search for the information has now been completed within the Ministry of Defence, and I can confirm that information in scope of your request is held and is as follows.

I can confirm that negotiations to extend the contract do not need to commence at the moment. The contract allows for flexibility in the negotiation and award of any future potential extension years.

Babcock’s performance is actively and regularly assessed. At the most recent review, Babcock were assessed to be performing to plan.

If you have any queries regarding the content of this letter, please contact this office in the first instance.

If you wish to complain about the handling of your request, or the content of this response, you can request an independent internal review by contacting the Information Rights Compliance team, Ground Floor, MOD Main Building, Whitehall, SW1A 2HB (e-mail CIO-FOI-IR@mod.gov.uk). Please note that any request for an internal review should be made within 40 working days of the date of this response.

If you remain dissatisfied following an internal review, you may raise your complaint directly to the Information Commissioner under the provisions of Section 50 of the Freedom of Information Act. Please note that the Information Commissioner will not normally investigate your case until the MOD internal review process has been completed. The Information Commissioner can be contacted at: Information.

This change of name could herald a move to divest DSG either back into the MoD as is the wish of the Unions or to another company such as RBSL which is now the main custodian of the UJK’s armoured fleet. With fleet reductions rumoured such as disposal of FV432 and CVR(T)the level of work at DSG will be dramatically reduced and given that DSG has only made a profit once, in 2018, under Babcock’ ownership , then retaining DSG would just lead to more losses. In addition, DSG’s sole source position as the integrator for the Warrior WCSP requirement has yet to be confirmed, that would be a big hit as the chosen integrator would likely be the support partner for LMUK. The new broom David Lockwood is likely to take a long look at DSG which was purchased to add Land to the Maritime and Air operations of Babcock Plc. David Lockwood is likely to propose a more focused group possibly shorn of all land operations including the White Fleet. Watch this space!

30 Jul 20. German Army receives further LEGUAN bridge layer. The Federal Office of Bundeswehr Equipment, Information Technology and In-Service Support (BAAINBw) has commissioned Krauss-Maffei Wegmann (KMW) to supply additional Leguan bridge laying systems to the German Army. The contract covers 24 Leguan systems on the Leopard 2 chassis, training simulators, ancillary equipment and transport systems.

The bridge layers are expected to be delivered to the Bundeswehr between 2023 and 2028. The order volume amounts to approx. EUR 280m.

The Leguan is capable of transporting and laying one bridge in the military load class MLC80 (about 72 tons) with a length of 26 metres, or alternatively two bridges with a length of 14 metres each, all under combat conditions. The Bundeswehr is thus further expanding its ability to ford water and cross gaps in terrain, even with heavy equipment. Germany had warranted this capability to NATO within the scope of its participation in the Very High Readiness Joint Task Force (VJTF). The Bundeswehr is thus making a major contribution to the future mobility of European NATO forces.

In total, armies from 19 different countries deploy the Leguan bridge laying system on the most diverse mobility platforms. The Leguan on Leopard 2 chassis has nine users.

29 Jul 20. Financial pressures on Boeing’s commercial biz results in another $155m charge for the KC-46 tanker. Boeing must pay another $151m out of its own pocket for the KC-46 program, but this time the charge isn’t associated with technical problems that have plagued the tanker’s development.

While Boeing announced its second-quarter earnings Wednesday, it said the KC-46 charge was “primarily driven by additional fixed-cost allocation resulting from lower commercial airplane production volume due to COVID-19.”

In short, because Boeing’s commercial plane production has slowed down, it’s costing more to produce the KC-46, a derivative of the Boeing 767 airliner that is manufactured on the 767 production line in Everett, Washington, and converted into a military tanker.

Greg Smith, Boeing’s chief financial officer, said with the ramp down of production on some commercial airliners, certain fixed costs have been transferred to other programs.

“That’s essentially what took place with tanker,” he told reporters during a media roundtable. “It was notable on tanker because of the margin that we’re booking on, and therefore turned it into a reach-forward loss. There was impact on some of the other [commercial derivative] programs, but it was not really material at all.”

Boeing is locked into paying any costs associated with the KC-46 that exceed the $4.9bn firm fixed-price ceiling on its 2011 contract with the U.S. Air Force.

The latest charge means Boeing will have spent more than $4.7bn in company funds on the KC-46 program — almost equivalent to the Air Force’s own investment in the program.

But Smith pointed to the lack of performance-related losses for the KC-46 this quarter as a sign that the program is progressing. “We’ve still got a lot of work to do, but [we’re] making good progress,” he said.

Despite the tanker charge, Boeing’s earnings for its defense and space sector were a bright spot for the company, which continues to grapple with financial distress caused by the coronavirus pandemic’s impact on the travel industry and the ongoing grounding of the 737 Max.

Boeing Defense, Space & Security logged $7bn in new orders this quarter, including an award for three additional MQ-25 tanker drones for the U.S. Navy and 24 AH-64E Apache helicopters for Morocco.

During a call with investors, Boeing CEO Dave Calhoun said the defense market remains healthy and that recent contracts “underscore the strength of our offerings.” (Source: Defense News)

30 Jul 20. Myriota announces partnership with Future Fleet International for IoT device. Adelaide-based Myriota has announced a partnership with Future Fleet International, an Australian telematics provider that delivers advanced fleet management solutions to support the reduction of the carbon footprint for multiple industries by developing a new vehicle and asset tracking technology.

The NX-01 intelligent tracking solution will be Future Fleet’s most advanced asset tracking device to date – brought to life via Myriota’s low-power secure satellite IoT connectivity.

Together, the partnership will provide Future Fleet customers across agriculture, mining, and logistics and transport with a more reliable and cost-effective tracking solution to complement traditional cellular-based GPS tracking devices especially in remote and isolated areas.

The new solution will launch in Q4 2020, massively accelerating Future Fleet’s savings on asset tracking by more than 50 per cent, while also strengthening service, security and battery life for its customers.

Alex Grant, CEO of Myriota, said, “Our partnership with Future Fleet is a testament to the forward-thinking nature of both organisations. Together, we’re creating an opportunity to not only rapidly advance the capabilities of the transport and logistics sector at large, but also lower the sector’s carbon footprint through optimised routes and reduced fuel consumption.”

At the onset of COVID-19, industries, such as mining and long-haul transport, faced an uncertain new reality with less staff on the ground than ever before due to social distancing restrictions.

“Future Fleet’s new NX-01 intelligent tracking solution is the culmination of two best of breed companies working together, providing transport organisations with a distinct advantage over their competition and total visibility of their assets,” Grant added.

The ability to reliably and affordably track assets is key to the stability of these industries during a time when there is a cap on available labour, and decision-makers are looking to save resources for a long-term business outlook.

Richard Saad, general manager of Future Fleet, expanded on Grant’s statement, saying, “Future Fleet has always been a customer-centric business, providing the best service and technologies possible to our customer base. Our partnership with Myriota provides us with the capability to revolutionise how our customers track and manage their assets – allowing for a more reliable and cost-effective technology across the board.

“When analysing the IoT landscape as a whole, we knew quickly that we wanted to partner with Myriota as they’ve consistently been ahead of the competition in driving innovation in IoT and growing a global network. We’re thrilled to work closely with Myriota and bring its global network of satellite IoT connectivity to our customers.”

Founded in 2003 and headquartered in Queensland, Future Fleet is one of the leading providers of advanced telematics for fleet management across Australia and New Zealand, with plans to expand into global markets.

Powered by Myriota’s pioneering satellite IoT connectivity, Future Fleet plans to advance its capabilities across fleet management with the first asset tracking device on Myriota’s global network.

Myriota’s patented direct-to-orbit transmission is the perfect fit for the mobile asset tracking industry with its ability to transmit data without the need for terrestrial infrastructure, anywhere in the world.  (Source: Defence Connect)

29 Jul 20. Royal New Zealand Navy commissions new fleet support vessel. The Royal New Zealand Navy (RNZN) commissioned its new fleet tanker/replenishment vessel, HMNZS Aotearoa (A 11), in a ceremony held on 29 July at Devonport Naval Base in Auckland.

After a short period of specialist equipment fit-out the 173.2 m-long auxiliary oiler replenishment (AOR) vessel, which is replacing decommissioned fleet replenishment tanker Endeavour , will conduct sea trials before embarking on a series of port visits, said the RNZN in a statement published on its Facebook page.

Aotearoa , which is now the largest vessel in service with the RNZN, had sailed into Auckland Harbour on 26 June following a 15-day journey from the South Korean coastal city of Ulsan where it was built by Hyundai Heavy Industries (HHI).

The ship’s home port will be New Plymouth in New Zealand’s western region of Taranaki. Ordered for NZD493m (USD317m) in 2016 under the country’s Maritime Sustainment Capability (MSC) programme, the vessel, which has a displacement of 26,000 tonnes and can carry 30% more fuel than Endeavour , was laid down in August 2018 and launched in April 2019.

Aotearoa is capable of carrying 8,000 tonnes of diesel fuel, 1,550 tonnes of aviation fuel, and 250 tonnes of fresh water for resupply operations. It is also capable of carrying up to 14 standard 20 ft containers (or, double stacked, a maximum of 22), and producing 100 tonnes of fresh water each day, according to the RNZN. (Source: Jane’s)

29 Jul 20. Seven golden rules of supply chain management. Supply chain resilience has been sorely tested by Covid-19. We speak to Professor Richard Wilding, who outlines seven strategies to help your operations cope.

If ever there was a time for a robust supply chain, it is now. None of us has any real idea how the coronavirus pandemic will pan out, at what cost, or for how long. And while the protection of human life is paramount, it’s also imperative for businesses to remain organised enough to continue to provide the goods and services that keep the world turning.

But that can be difficult or next to impossible if your supply chain is creaking, or worse, falls apart.

“Every single part of that journey is potentially vulnerable to disruption,” says Professor Richard Wilding OBE, professor of supply chain strategy at Cranfield University. “And they are all parts of a whole – meaning that if one part of the chain goes down, it immediately impacts the whole operation.”

How do you mitigate that risk – and ensure you keep up the inflow of supplies to your business so you can do your best by your customers?

  1. Collaborate

“Supply chain management is actually about managing relationships with all key stakeholders, to ensure value for the final customer by reducing cost for the supply chain as a whole,” says Wilding.

“If you’re managing stock processes, or inventory or logistics, you have particular methods, computer software, to make sure everything runs smoothly. Most businesses have performance metrics to measure everything – except relationships. Yet that’s an essential part of that chain, without which none of the other things can happen.”

Wilding recommends businesses explore international standard ISO 44001: Collaborative Business Relationships. “It sets out the process that can really make a difference to those vital connections,” he adds.

  1. Location, location, location

You need to know where your suppliers and your customers are geographically. “That way, when a disruption occurs you have more chance to see it coming,” says Wilding. Using that knowledge with other technology, such as geo-tracking software, can also help you plan alternatives.

“It might be an area in lockdown, say, or an economic situation that you think will affect a region. You could even track natural events, such as the paths of hurricanes or extreme weather conditions, so you get warning of situations that will impact your suppliers or your customers and work out alternatives accordingly.”

  1. Know how you create value

This sounds like a more general strategic action – but it underpins the effectiveness of your supply chain. “Identifying and understanding how you create value helps you physically deliver it,” says Wilding.

“There are four elements in value creation: processes, infrastructure and equipment, information systems, and people. If one of them gets disrupted, you need to know how you can still deliver the value – and the knock-on effects that will have. An example in the current climate is shop closures. That’s a disruption to your infrastructure, so you sell online, but you need to understand the impact on the other three elements.”

  1. Understand your capabilities

What are you really good at? What is your key competence? And how can you use it to maintain your supply chain?

“If you need 1,000 items but then say, ‘just to be safe I’ll order 1,200’ that’s immediately increasing volatility, affecting demand and impacting the entire chain”

Richard Wilding OBE, professor of supply chain strategy, Cranfield University

Joyously anarchic craft beer-maker BrewDog used one of its key competences to tackle the current crisis – and make its own range of hand sanitiser. Punk Sanitiser Brewgel is made with a broadly similar process to its beer, brewing a concoction of alcoholic liquids. Gin producers Verdant Spirits in Dundee, Bristol business Psychopomp and 58 Gin in London are following suit, as is French luxury retail brand Louis Vuitton.

“They have all identified their skills and adapted them to the situation,” says Wilding. “Other businesses could look at their competencies by, say, making their electrical components for respirators or using their logistics skills to transport emergency goods.”

  1. Time and transparency

“Time is the critical dimension of the supply chain,” adds Wilding. “You need to understand its value. We plot process against time, cost against time, demand against time. How do you measure the value of time spent? Does it physically change the product or service? Is that change something the customer will value? Might they pay more for it? And can you use that time to get the product right first time?

“Then, if you use time rather than cost as a lens to view processes, that leads to greater transparency. Time is the same for everyone and it helps to understand demand.

“However, if you don’t value time properly, and therefore you don’t have transparency, you lose the third T, which is…”

  1. Trust

A very clear example of this is the recent stockpiling that has cleared supermarket shelves.

“If we don’t trust, we do crazy things,” says Wilding. “If you’re a business and think you need 1,000 items but then say, ‘just to be safe I’ll order 1,200’ that’s immediately increasing volatility, affecting demand and impacting the entire chain.

“With the stockpiling, customers didn’t trust that the supermarkets would have enough supplies, and didn’t trust politicians telling them the supply chains were OK. In situations like that, it’s helpful for the businesses to be transparent, to open a window on its operations – even by posting pictures showing lorries full of supplies being loaded or heading to the supermarkets. When the trust increases, behaviours will go back to normal and supply chains will settle down.”

  1. Understand your cost to serve

How much does it really cost to serve your customers? “If you are, say, a retailer that’s gone online, it affects all your margins, especially if you then do home delivery,” says Wilding.

“You need to average out your costs and ensure it’s worth your while – the hours, the fuel, the lorries, the staff to deliver your goods add on around 20% to the cost of each item. And if you do free delivery, the price to deliver every item averages out the same – so it will cost you the same to deliver, say, an 8ft whiteboard as it will a pen. So, you need to work out why you’re doing it, if you do it for every item and where that service fits in with your overall strategic goals. Is it worth it?

“Essentially the key to successful supply chain management is understanding how it fits in with your business’s overall goals. Supply chain is not separate, it impacts and is impacted by every part of your business.” (Source: airforce-technology.com)

29 Jul 20. Project TYRO delayed until mid-August. Sources close to BATTLESPACE suggest that the Project Tyro decision between the RBSL team which includes GDELS and the KMW/WFEL team which is now believed to include Pearson Engineering,  to supply  a new Close Support Bridge to replace the current UK BR90 bridge has been delayed until mid-August; the Invitation To Negotiate (ITN) has not been issued as we are led to believe.  The contract requires supply of a number of bridging systems plus upgrades to the existing Titan tracked vehicle and an armoured MAN truck version.

Project TYRO — Close Support Bridge

Concepts

  • mobile bridges
  • close support bridge
  • close support bridging
  • provision of close support bridge
  • service support
  • close support launch vehicle
  • service support element of the contract
  • titan armoured vehicle bridge launcher
  • support solution

Location

Bristol, City of

2 buyers

  • MOD Land Equipment Operational Infrastructure, Bristol

Description

Mobile bridges. Operational Infrastructure team has identified a possible future requirement to procure and support a Heavy Forces Close Support Bridging (CSB) capability for use by UK Armed Forces until at least 2040. The CSB system is used within the direct fire zone and must provide a minimum Military Load Classification (MLC) of 100 (Tracked).

Total Quantity or Scope

Provision of Close Support Bridge sets with a Military Load Classification of at least MLC100(T) which can be rapidly launched and recovered by the TITAN Armoured Vehicle Bridge Launcher. Any modifications to the TITAN Launch Mechanism to meet the detailed technical requirement is also included in the CSB scope. Provision of a suitable Wheeled Close Support Launch Vehicle (CLV) and Wheeled Support Vehicles/Trailers to transport bridging components. Initial equipment quantities: finalised fleet numbers are subject to the potential providers equipment proposals and affordability. However, the information below provides an expected range for each major sub-system: (a) 29-49 Short Bridges capable of spanning a gap of at least 11,5 m; (b) 19-34 Medium Bridges capable of spanning a gap of at least 24,5 m and, with the use of additional supplied equipment, scalable to achieve a 60 m gap crossing; (c) 14-36 Wheeled Close Support Launch Vehicles; (d) 11-17 Wheeled Support Vehicles. Support solution: the potential provider is expected to supply a full Integrated Logistic Support package for the offered equipment. The extent of the in-service support is subject to value for money decisions but may range from a Traditional Support solution (i.e. repairs, Post Design Services) through to Contracting for Availability. Coherence with the Army’s Whole Force Approach initiative is sought. Contract: it is the Department’s intent to award a single contract for this requirement, covering the Demonstration, Manufacture and initial In-Service Support activity for the CSB system. Demonstration of the proposed CSB system is expected to take place no later than approximately 40 months after contract award and manufacture to be completed circa 75 months after contract award. The in-service support element of the contract should be in place to support the first delivered system and is anticipated to operate for a further 60 months after delivery of the final system. The contract will include options to both procure additional components or complete bridging systems and extend the support element of the contract potentially to its planned out of service date. Contract rationalisation: it is the Department’s intention to run this competition simultaneously with the requirement for a General Support Bridging capability (GSB). It should be noted that a single contract may be awarded to encompass both the CSB and GSB requirement if the same potential provider wins both competitions.

Renewal Options

1) Potential additional optional years for In Service Support out to 2040. 2) Potential options to provide additional bridge sets and vehicles.

CPV Codes

  • 34144300 – Mobile bridges

Indicators

  • Published under EU Directive 2009/81/EC.
  • An E-Auction will not be used.

(Source: http://bidstats.uk/)

28 Jul 20. US Army seeking mobile camouflage systems for combat vehicles. The US Army is calling on industry to propose innovative, mobile camouflage systems (MCSs) that will better conceal its moving ground combat vehicles.

On 27 July the service announced that it was seeking MCS white papers ahead of a potential prototyping competition and gave industry until 8 August to respond.

“Ground combat vehicles, as key battlefield enablers, require additional signature management capability to ensure survivability and effectiveness,” the army wrote. “Beyond paint, the current methods of protecting combat vehicles on the move, or in hasty halt positions, include affixing either organic material, like freshly-cut branches, or scraps of Ultra-Lightweight Camouflage Net System (ULCANS) netting to the top and sides of the vehicles’ exterior.”

However, these methods only provide “limited (if any) visual signature suppression”, and do not provide moving vehicles with the “durable signature suppression” required for “ensured soldier survivability”, the service explained.

The army envisions that MCSs will provide operational units with “layered protection” and concealment against long-range precision fires, ground vehicles, aerial platforms, and satellite threats. To achieve this, the new camouflage should include multispectral sensors capable of detecting combinations of bands including ultraviolet, visual, near-infrared, shortwave, midwave, and longwave infrared, along with radar between 1 and 100 GHz.

“Thermal signature suppression is required, with an increased focus on high-heat and high-friction areas of interest such as exhaust, hubs, engine heat, and wheels,” the army added. “Priority is placed on a reduction of platform identification by disrupting the vehicle’s shape and profile, and increasing its ability to blend with background vegetation.” (Source: Jane’s)

27 Jul 20. Vehicle Support Capital Spares Supply Framework.

Type of document: Contract Notice.

Country: United Kingdom – UK-Bristol: Parts of military vehicles.

Section I:

Contracting Authority

I.1)Name, Addresses and Contact Point(s):

Ministry of Defence, Land Equipment, Vehicle Support Team

Cedar 1a #3157, MoD Abbey Wood South, Bristol, BS34 8JH, United Kingdom

Tel. +44 1179130000, Email: deslevs-comrclteam@mod.gov.uk

Main Address: https://des.mod.uk/what-we-do/army-procurement-support/

NUTS Code: UKK11

I.2)Type of the contracting authority and main activity or activities:

Ministry or any other national or federal authority, including their regional or local subdivisions

I.3) Main activity:

Defence

I.4) Contract award on behalf of other contracting authorities/entity:

The contracting authority is purchasing on behalf of other contracting authorities:

No

Section II:

Object Of The Contract: SUPPLIES

II.1)Description

II.1.1)Title attributed to the contract by the contracting authority/entity: Vehicle Support Capital Spares Supply Framework

II.1.2)Type of contract and location of works, place of delivery or of performance: SUPPLIES

Purchase

Region Codes:

UKG21 – Telford and Wrekin

II.1.3)Framework agreements: The establishment of a framework agreement

II.1.4)Information on framework agreement:

Framework agreement with several operators

Duration of the framework agreement:

Duration in year(s): 7

Estimated total value of purchases for the entire duration of the framework agreement:

Range between:

£120,000,000 and 400,000,000

II.1.5)Short description of the contract or purchase:

Parts of military vehicles. The Vehicle Support Team (VST), herein referred to as the Authority, has a requirement to enable the procurement of a range of Capital Spares for the majority of the Vehicle Support (VS) fleet of vehicles – including wheeled and tracked platforms – through establishment of a multi-supplier Framework Agreement.

There are approximately 9000 individual items that will be included within the scope of the Framework Agreement, defined by NATO Stock Numbers (NSN) and Manufacturer’s Part Numbers (MPN) and supplemented with packaging codes. The Authority reserves the right to amend the list at its discretion, including as a result of obsolescence and/or Post Design Services (PDS).

Those Potential Providers who are selected following the DPQQ exercise and subsequently Invited To Tender (ITT) will, as part of the ITT exercise, be provided with an indicative list of NSNs that may be procured during the life of the Framework Agreement; and will be required to confirm which of these NSNs they can supply including relevant evidence to support such statements.

If successful in their bid, Tenderers will be responsible for:

  • Responding to Requests for Quotation (RFQs) raised by the Authority, depending on operational demand;
  • Sourcing and delivering items, conforming to their NATO specifications;
  • Ensuring compliance with safety and quality standards;
  • Managing traceability back to source at a unit level;
  • Reporting on obsolescence, if encountered, during the procurement process;
  • Transporting items safely and securely following HAZMAT and COSHH and other relevant guidelines;
  • Delivering to UK MOD secure facilities.

The duration of the Framework Agreement is intended to be a maximum of seven (7) years from 1 May 2021 until 31 March 2028, with an estimated value between £120,000,000 and £400,000,000 GBP. However, due to the nature of how a Framework Agreement operates, there is no guaranteed order amount or quantity of work. Expressions of Interest to participate in this requirement are to be submitted on the Defence Contracts Online (DCO) portal by completing the DPQQ, reference 7T42D76JCP.

II.1.6)Common Procurement Vocabulary:

35420000 – Parts of military vehicles.

II.1.7)Information about subcontracting:

Not Provided

II.1.8)Division into lots: No

II.1.9)Variants will be accepted: No

II.2)Quantity Or Scope Of The Contract

II.2.1)Total quantity or scope (including all lots, renewals and options):

If successful in their bid, Tenderers will be responsible for:

  • Responding to Requests for Quotation (RFQs) raised by the Authority, depending on operational demand;
  • Sourcing and delivering items, conforming to their NATO specifications;
  • Ensuring compliance with safety and quality standards;
  • Managing traceability back to source at a unit level;
  • Reporting on obsolescence, if encountered, during the procurement process;
  • Transporting items safely and securely following HAZMAT and COSHH and other relevant guidelines;
  • Delivering to UK MOD secure facilities.

Full details will be provided in the ITT. The authority reserves the right to add items of a similar nature to the framework during its lifetime.

Estimated value excluding VAT:

Range between:

£120,000,000 and 400,000,000

II.2.2)Options: No

II.2.3)Renewals: No

II.3)Duration Of The Contract Or Time-Limit For Completion

Section III:

Legal, Economic, Financial And Technical Information

III.1)Conditions relating to the contract

III.1.1)Deposits and guarantees required:

The authority reserves the right to ask for an indemnity, guarantee or bank bond if the potential provider does not meet the required standard.

III.1.2)Main financing conditions and payment arrangements and/or reference to the relevant provisions governing them:

Payment will be made on delivery of items to designated MoD storage facilities.

III.1.3)Legal form to be taken by the group of economic operators to whom the contract is to be awarded:

If a group of economic operators submits a bid, the group must nominate a lead organisation to deal with the Authority. The authority would require the group to form a legal entity before entering into contract.

III.1.4) Other particular conditions to which the performance of the contract is subject, in particular with regard to security of supply and security of information:

Potential providers should be aware that some material may be subject to the United States’ International Traffic in Arms Regulations (ITAR).

Information to be released with the ITT could be classified as official sensitive and baseline personnel security standard (BPSS) clearance would be required for access to this documentation. Therefore, potential providers that do not hold the required security clearance at DPQQ stage must provide evidence that relevant personnel will have clearance by 13 November 2020 to allow the authority to release to them any sensitively marked supporting material. Facility security clearance (if needed) for the successful tenderer must be in place by the proposed contract award date of 1 May 2021 and maintained throughout the life of the contract. The contract will be subject to a Security aspects letter (SAL).

III.1.5) Information about security clearance

Candidates which do not yet hold security clearance may obtain such clearance until:

2020-11-13 00:00:00.0

III.2)Conditions For Participation

III.2.1)Economic and financial capacity:

Criteria regarding the personal situation of economic operators (that may lead to their exclusion) including requirements relating to enrolment on professional or trade registers.

The Authority will apply all the offences listed in Article 39(1) of Directive 2009/81/EC (implemented as Regulation 23(1) of the Defence and Security Public Contract Regulations (DSPCR) 2011 in the UK) and all of the professional misconducts listed at Article 39(2) of Directive 2009/81/EC (see also Regulation 23(2) in the DSPCR 2011) to the decision of whether a Candidate is eligible to be invited to tender.

A full list of these criteria are at http://www.contracts.mod.uk/delta/project/reasonsForExclusion.html#dspr

Candidates will be required to sign a declaration confirming whether they do or do not have any of the listed criteria as part of the pre-qualification process. Candidates who have been convicted of any of the offences under Article 39(1) are ineligible and will not be selected to bid, unless there are overriding requirements in the general interest (including defence and security factors) for doing so.

Candidates who are guilty of any of the offences, circumstances or misconduct under Article 39(2) may be excluded from being selected to bid at the discretion of the Authority.

III.2.2) Economic and financial standing:

Criteria regarding the economic and financial standing of economic operators (that may lead to their exclusion)

(a) Appropriate statements from the economic operator’s bankers or where appropriate, evidence of relevant professional risk indemnity insurance;

(b) The presentation of balance-sheets or extracts from the balance-sheets, where publication of the balance-sheet is required under the law of the country in which the economic operator is established;

(c) where appropriate, a statement, covering the three previous financial years of the economic operator, of:(i) the overall turnover of the business of the economic operator; and (ii) where appropriate, the turnover in respect of the work, works, goods or services which are of a similar type to the subject matter of the contract.

Information and formalities necessary for evaluating if the requirements are met:

The information required is outlined within the pre-qualification questionnaire.

Minimum level(s) of standards possibly required:

(if applicable)

The minimum standard is outlined within the pre-qualification questionnaire.

III.2.3) Technical and/or professional capacity:

Criteria regarding the technical and/or professional ability of economic operators (that may lead to their exclusion)

(c) a statement of the principal goods sold or services provided by the supplier or the services provider in the past five years, or during a shorter period if necessary, and: (i) the dates on which the goods were sold or the services provided; (ii) the consideration received; (iii) the identity of the person to whom the goods were sold or the service were provided; (iv) any certificate issued or countersigned by that person confirming the details of the contract for those goods sold or services provided; and (v) where – (a)that person was not a contracting authority, and (b)the certificate referred to in sub-paragraph (c)(iv) is not available, any declaration by the economic operator attesting the details of the goods sold or services provided;

(d) a statement of the technicians or technical services available to the economic operator to: (i) carry out the work under the contract, or (ii) be involved in the production of goods or the provision of services under the contract, particularly those responsible for quality control, whether or not they are independent of the economic operator;

(e) a statement of the economic operator’s: (i) technical facilities; (ii) measures for ensuring quality; (iii) study and research facilities; and (iv) internal rules regarding intellectual property;

(j) a description of the tools, material, technical equipment, staff numbers, know-how and sources of supply (with an indication of their geographical location when it is outside the territory of the EU) available to the economic operator to perform the contract, cope with any additional needs required by the contracting authority as a result of a crisis or carry out the maintenance, modernisation or adaptation of the goods covered by the contract;

(m) in the case of contracts involving, entailing or containing classified information, evidence of the ability to process, store and transmit such information at the level of protection required by the contracting authority;

(n) a certificate: (i) attesting conformity to quality management systems standards based on the relevant European standard; and (ii) from an independent accredited body established in any member State conforming to the European standards concerning accreditation and certification;

(o) any other evidence of conformity to quality management systems standards which are equivalent to the standards referred to in sub-paragraph (n)(i);

Information and formalities necessary for evaluating if the requirements are met:

The information required is outlined within the pre-qualification questionnaire.

Minimum level(s) of standards possibly required:

(if applicable)

The minimum standard is outlined within the pre-qualification questionnaire.

III.2.4) Information about reserved contracts: Not Provided

Section IV:

Procedure

IV.1)Type Of Procedure

IV.1.1)Type of procedure: Restricted

IV.1.2)Limitations on the number of operators who will be invited to tender or to participate:

Objective Criteria for choosing the limited number of candidates:

In the event that multiple potential providers meet the minimum PQQ score, the authority reserves the right to restrict the number of potential providers taken forward to the ITT stage at its discretion. For example, the highest scoring submissions only.

IV.2)Award Criteria

IV.2.1)Award criteria:

The most economically advantageous tender in terms of

The criteria stated in the specifications, in the invitation to tender or to negotiate or in the descriptive document

IV.2.2)An electronic auction will be used: No

IV.3)Administrative Information

IV.3.1)File reference number attributed by the contracting authority: 700007835

IV.3.2)Previous publication(s) concerning the same contract: No

IV.3.3)Conditions for obtaining specifications and additional documents or descriptive document:

Not Provided

IV.3.4)Time-limit for receipt of tenders or requests to participate

Date: 03/09/2020

Time: 17:00

IV.3.5)Date of dispatch of invitations to tender or to participate to selected candidates: 13/11/2020

IV.3.6)Language(s) in which tenders or requests to participate may be drawn up: English

Section VI: Complementary Information

VI.1)This Is A Recurrent Procurement: No

VI.2)The contract is related to a project and/or programme financed by European Union funds: No

VI.3)Additional Information: The contracting authority considers that this contract may be suitable for economic operators that are small or medium enterprises (SMEs). However, any selection of tenderers will be based solely on the criteria set out for the procurement.The Authority reserves the right to amend any condition related to security of information to reflect any changes in national law or government policy. If any contract documents are accompanied by instructions on safeguarding classified information (e.g. a Security Aspects Letter), the Authority reserves the right to amend the terms of these instructions to reflect any changes in national law or government policy, whether in respect of the applicable protective marking scheme, specific protective markings given, the aspects to which any protective marking applies, or otherwise. The link below to the Gov.uk website provides information on the Government Security Classification.

https:

//www.gov.uk/government/publications/government-security-classifications

Advertising Regime OJEU:

– This contract opportunity is published in the Official Journal of the European Union (OJEU),the MoD Defence Contracts Bulletin and www.contracts.mod.uk

BATTLESPACE Comment: The MoD has at last grasp the nettle and made a positive move to streamline its spares procurement under one large contract. This may have precipitated the reorganisation and name change at Babcock DSG Ltd to Babcock Land Defence Ltd. to give Babcock the flexibility to move the new company into a JV or partnership. Babcock will have to bd for this requirement, whereas the contract entered into when DSG was purchase automatically gave Babcock DSG a number of key spares contracts including Warrior, FV432, CVR(T) and Land Rover Wolf. The Land Rover Wolf contract renewal was due by September but sources suggest that the process has stalled, maybe due to this announcement. The Land Rover Wolf spares contract may come under this over arching contract and not with Babcock Land Defence Ltd. The bidders for this large framework contract would be expected as RBSL, BAE Systems, Thales, GDLSUK, TVS, Serco, Marshalls and KBR.

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