The Business of Defence Procurement in Canada- A Market Over
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The Defence Procurement Strategy announced in February 2014 is designed to address many of the problems that have plagued defence procurement policy for many years. It includes changes in responsibility, changes in the Industrial Regional Benefits Policy and changes in the way in which proposals are prepared and evaluated. This webinar will explain the DPS in detail and will brief participants on the major defence procurements planned over the next few years including programs for the Air Force, Navy, Army and Coast Guard.
The webinar will explore the relationship between the National Shipbuilding Procurement Strategy and the DPS. It will also summarize the recently Defence Acquisition Guide, which is a key part of the DPS. The webinar will explain how to do business with the Canadian Government explaining the roles of the main government departments involved in defence procurement and the potential issues that can affect new entrants into the market.
Why should you Attend:
The Federal Government, recognizing these issues introduced a new Defence Procurement Strategy(DPS) earlier this year. Once implemented, the DPS should result in more efficient procurement with fewer delays and less politicized acquisitions. But it is early days in the process and the jury is still out on the outcome. Nevertheless and despite budget reductions, Canada still intends to spend significant sums on defence procurement over the next 20 years resulting in a market that should not be ignored.
Areas Covered in the Session:
- Background to the Defence Procurement Strategy
- Defence Procurement Strategy
- Industrial and Technological Benefits- the new approach
- The DPS and NSPS
- The Defence Acquisition Guide
- Planned major procurements for Air Force, Navy, Air Force and Coast Guard
- Budgetary issues
- Impact of ITB's on Defence Procurement
- The defence sector in Canada
- How to access Canadian Defence market sector
- Role of main government departments in the defence procurement process
- Concluding remarks
Who Will Benefit:
- Vice Presidents of Business Development
- Directors of Sale and Marketing
- Directors of Supply Chain Management
- Project Managers
- VP of Government Relations
Anthony Goode After 30 years of commissioned service in the Canadian Navy, during which he commanded HMC Ships THUNDER, CHIGNECTO, SAGUENAY and ALGONQUIN, as well as Training Group Pacific, Fourth Destroyer Squadron and Royal Roads Military College, Tony Goode retired as the CF Naval Attache at the Canadian Embassy in Washington, DC in 1996 to join Litton Systems Canada (now L-3 Electronic Systems) as the Program Manager for the Tribal Class Update and Modernization Program (TRUMP). As that program wound down, Tony assumed responsibilities for program management of the CP 140 Mission Systems Avionics Engineering and In Service Support program and other related contracts.
Moving from Toronto to L-3's Halifax facility in late 1997, he assumed responsibility for starting up the Vehicle Electronics manufacturing program for the Canadian Army's Light Armoured Vehicle program. With the then General Motors Defence as the main customer, vehicle electronics developed one of the largest programs at the Halifax facility. It expanded even further with award of a contract from the GMD/GDLS joint venture for the US Army's Stryker Vehicle program to build all of the vehicle electronics for over 2000 vehicles.
In 2003, Capt Goode moved from Program Management to Business Development and was appointed Director of Business Development for L-3 Electronic Systems. He retired from L-3 in 2006 to join CFN Consultants Atlantic in their Aerospace and Defence consulting practice. In addition, he is currently the VP for Business Development for the Aerospace and Defence Industries Association of Nova Scotia. He belongs to the Naval Officers Association, NS Branch and is an active Rotarian.
Tony is a graduate of the Royal Military College of Canada and the National Defence College of Canada.