Vanguard Magazine

April/May 2015

Preserving capacity, General Tom Lawson, Chief of the Defence Staff, Keys to Canadian SAR

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P PROCUREmENT www.vanguardcanada.com aPRIL/May 2015 21 tors. But as you mentioned, the transformation from the IRB to the ITB policy has expanded the scope of our work, not just in terms of our role in each procurement but now in every procure- ment over $20 million, so we do expect that this will almost triple the number of leveraged procurements than was the case under the IRB policy. To fulfill our heightened role under DPS, there has been a re- alignment within the department and in my own sector to en- sure we have the right structure and resources in place to support this. We have brought on some new people. We are also look- ing to other departments such as National Defence and Foreign Affairs, Trade and Development and the regional development agencies to contribute insights and expertise and support of our procurement-by-procurement market analysis. And we will also be tapping into third-party expertise to validate and supplement our internal analysis. Q You have now begun applying some aspects of the DPS on a few procurement projects. What are you hearing from indus- try? Are there any particular concerns? Overall we have had very positive feedback. Of course, there is still a level of careful enthusiasm as we work out the details in DPS implementation. People like the direction that has been set out by the government and are now closely looking at how this gets implemented to ensure we hit the outcomes that were laid out. People understand that this is a challenge, that it is a very differ- ent approach than we have taken in the past, and when you have such a transformational policy there are bumps you may hit along the road. But what people are pleased with is the fact that we con- tinue to engage to work through those bumps and stay focused on the ultimate goals we are trying to achieve. Q Any early lessons from those procurements? I see two early lessons from these procurements – the importance of early engagement and the leveraging potential of value proposi- tions. On engagement, understanding industry players' perspec- tives on how we may want to proceed in developing value proposi- tions for specific procurements is a key insight. We're also learning that each procurement has its own unique aspects, so taking a cookie cutter approach is really not the right way to get the best leveraging outcomes. It's about thinking through what you are trying to achieve overall and then how you might apply that to each procurement. Industry Canada will continue to invite regu- lar feedback from industry, and make adjustments as required, to ensure that government defence procurement leverages significant economic benefit for Canadians. On leveraging potential, those companies that proactively pro- pose value propositions with a stronger impact on the economy are benefiting by scoring well in bids and better tapping into world-class Canadian capabilities. Leading company in the eld of Marine Aids to Naviga� on, Traffi c Management and Tsunami Warning Systems is looking for an Agent to operate in the Canadian market. We invite the interested companies to send the following informaƟ on* to our e-mail address projects@mesemar.com : • A Pro le of the company, with proved experience in the marine industry. • List of products that the company usually sells and distributes . • List of usual customers (with whom the company is working). • IdenƟ caƟ on of poten� al clients in the mariƟ me sector. • Annual Turnover of the company for the last three years. • Availability to aƩ end a training course on the products of the PRINCIPAL in Spain for 5 working days. *All informaƟ on provided will be kept con denƟ al.

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