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Foreign policy in Amrit Kaal: 75 key events, limited fresh insight
Harsh Pant and Anant Singh Mann draw on 75 years of history to chart India's foreign policy course for the next 25
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POWER AND PURPOSE: Rediscovering Indian Foreign Policy in Amrit Kaal
Authors: Harsh V Pant and Anant Singh Mann
Publisher: Rupa
Pages: 228
Price: ₹595
Prime Minister Narendra Modi had outlined the idea of Amrit Kaal on Independence Day in 2021. In 2024, he explained the concept in a speech at the Vibrant Gujarat Summit: 'In the recent past, India completed 75 years of Independence. Now, India is working on its goal for the next 25 years. We have the goal of making it a developed country by the time it celebrates 100 years of Independence. Therefore, this 25-year period is India's Amrit Kaal.'
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First Post
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Mint
an hour ago
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Evaluate life-cycle costs for big-ticket acquisitions by the Indian Navy
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The US Navy and some other naval forces follow LCM and integrated logistics support (ILS) principles for evaluating a high-cost project at its early concept or design stage to decide on the best option. There is a strong case for the Indian Navy to adopt LCM and ILS processes and consider LCC for sourcing costly equipment and systems, especially at a time when India is exploring import substitution opportunities. Research studies indicate that Indian suppliers would be far more cost effective for new-technology equipment if LCC is taken into consideration. The basic logic of this is clear: R&D costs can be amortized over the equipment life-cycle. The Navy benefits from support during the equipment's life-cycle through local maintenance contracts and shore repair facilities, while onshore testing and training set-ups smoothen the induction of platforms. It aids upgradation planning for obsolescence too. Tender decisions should thus be made on an LCC basis. There has been much debate on the affordability of aircraft carriers and submarines. Once LCC becomes the norm for comparing the bids of suppliers, the picture will change. Equipment suppliers, assured of a revenue stream throughout the life-cycle of a ship, will recalculate their offers. It could lead to a new funding model. By assuring Indian suppliers a revenue stream for 25-30 years, the country could expect them to bear a large part of the initial acquisition cost of equipment against that assurance. The capital cost burden of the ministry of defence could significantly be reduced this way, making fiscal space for the induction of more ships. Partnerships with private suppliers like L&T, the Tata Group, Adani Group, Kalyani Group, Mahindra Group and many others could make a big difference to India's naval defence preparedness. The key is to do away with the upfront funding of capital-intensive warship-building. The author is an Indian Navy veteran with a PhD in life cycle management of naval warship equipment.