28 novembre 2018 | Local, Aérospatial

Aerospace execs call for government strategy to support key industrial capabilities

Canada will struggle to retain its position as a leading player in the global aerospace market without a government-backed industrial policy.

That was the stark message form a trio of industry executives to the Canadian Aerospace Summit in mid-November as the sector embarks on Vision 2025, an exercise involving industry, federal and provincial governments, and other stakeholders to develop recommendations the Aerospace Industries Association of Canada (AIAC) hopes will lead to a long-term, fully-funded sector strategy.

“I think it is important we have a sound industrial policy in Canada,” said David Gossen, president of Halifax-based IMP Aerospace and Defence. “It's clear every nation [that has an indigenous capability] is doing all they can to protect that industry. I think we need to follow that same principle.”

As an engineering and in-service support (ISS) provider to the Royal Canadian Air Force (RCAF), Gossen has seen the business model transform in recent years as OEMs have transitioned from long-term partners to fierce competitors for maintenance, repair and overhaul (MRO) work. He's watched emerging markets start to create their own domestic support capabilities–in some cases after requesting IMP know-how. And he's seen established aerospace nations erect barriers to protect their own ISS providers.

He's also watched the boom and bust cycle of Canada's shipbuilding industry on the East Coast and drawn lessons he fears aerospace is in danger of repeating. “We don't [want to] spend 10 years trying to figure out how we rebuild [our] industry,” he cautioned.

Many of Gossen's concerns were echoed by fellow panellists Dan Goldberg, president and chief executive officer of Ottawa-based Telesat, and Amandeep Kaler, chief executive officer of aerostructure manufacturer Avcorp Group.

Goldberg said the 50-year-old satellite communication services provider is being buffeted by similar dynamics as traditional players seek greater protection at home and emerging markets strive to gain entry. “Our industry is changing dramatically,” he said.

For manufacturers like Avcorp, a component and repair services supplier to international OEMs and airlines for over 16 years, “our business is being reshaped,” said Kaler, noting the growth of build-to-print suppliers in government-support markets.

“The race for best price is not going to slow down anytime soon,” he said. “You can let it happen or you can take the steps . . . to be the leading-edge of that by bringing your own capabilities and leveraging other technologies that are available to us in Canada.”

To survive, all three executives pointed to the need for expertise and intellectual property in niche capabilities. But they acknowledged government planning and support will be necessary if aerospace is going to capitalize on new technologies.

While Telesat, for example, would prefer its satellites to be manufactured and integrated by Canadian suppliers, many of which have the technical ability, “at the end of the day we are a for-profit company . . . and we are going to procure satellites from the group of companies that can give us the best overall value proposition,” said Goldberg.

If Canadian suppliers are to compete in the company's project for a new constellation of low orbit satellites, they will have to make “meaningful investments,” which will require provincial and federal assistance, he acknowledged. “I can say their competitors outside of Canada are receiving that kind of support,” he said.

Goldberg flagged niche capabilities such as digital processing in space, phased array antenna technologies, and optical communications which several Canadian companies already provide.

“They need to evolve their technologies to deliver what we need, and that is going to be a big investment on their part,” he said.

Kaler and Gossen highlighted niche areas like robotics, automation, business aircraft, artificial intelligence as well as simulation and training systems and ISS, both of which were identified in a 2013 report by Tom Jenkins of Open Text, Canada First: Leveraging Defence Procurement Through Key Industrial Capabilities.

Though government departments have refined the list of key industrial capabilities since the report was published, the strategy to leverage them is still pending.

“Every segment will say we need to be supported. The reality is we can't be everything; we need to pick those we're good at and ensure we have good policies to support them,” said Gossen.

“We need a healthy debate within government and industry to identify what those capabilities are,” he added, alluding to the promise of Vision 2025, an exercise now underway and led by Jean Charest, a former Québec premier and federal cabinet minister.

“If I were a government policymaker, I'd start with what are we good at today and where these global markets are going, and then try and connect the dots between the two. And then I would start making some bets,” said Goldberg. “If the government doesn't start leaning in on some of these policies, all of these capabilities will completely atrophy.”

In a controlled market such as defence, where governments often protect domestic manufacturers and build new capabilities, Gossen also argued for a similar approach to level the play field. Canadian suppliers need government help understanding where they can sell, he said, noting “a lot of markets are just closed to us.”

Playing the sovereignty card, he said Canadian companies “should have the ability to service Canada's military equipment,” and suggested an industrial strategy could ensure “homefield is always protected.”

https://www.skiesmag.com/news/aerospace-execs-call-for-government-strategy-to-support-key-industrial-capabilities

Sur le même sujet

21 mai 2019 | Local, C4ISR

Réflex Photonique pourra poursuivre son expansion
Le gouvernement du Canada accorde une aide financière de 500 000 $ à cette entreprise hautement innovante du Grand Montréal Le 21 mai 2019 – Kirkland (Québec) – Développement économique Canada pour les régions du Québec (DEC) Réflex Photonique est un chef de file dans la conception, la fabrication et la commercialisation d'éléments d'optique électronique et de photonique dans les domaines de la défense, de l'aérospatiale, des télécommunications et des centres de données. Elle fournit des émetteurs-récepteurs intégrés robustes pour une interconnexion d'environnements difficiles. Cette entreprise hautement innovante a connu une croissance impressionnante dans les dernières années et a investi plus de deux millions de dollars en recherche et développement en 2018. Pour continuer sur sa lancée, elle bénéficiera d'une contribution remboursable de 500 000 dollars de Développement économique Canada pour les régions du Québec. Gr'ce à cette aide financière, l'entreprise pourra faire l'acquisition d'équipements spécialisés à la fine pointe de la technologie, tels un testeur du taux d'erreur et des logiciels d'analyses, ainsi que de l'équipement destiné à l'automatisation de procédés. Ce financement a été annoncé aujourd'hui par le député de Lac-Saint-Louis, Francis Scarpaleggia. L'aide du gouvernement du Canada permettra plus spécifiquement à Réflex Photonique inc. de répondre à la demande croissante des donneurs d'ordres, d'accroître sa production et d'assurer un meilleur contrôle de la qualité de ses produits. Avec des investissements de près de deux millions de dollars, ce projet permettra également de créer des emplois de grande valeur qui contribueront à améliorer les perspectives économiques pour la classe moyenne. Citations « L'appui à des entreprises de haute technologie contribue à renforcer l'économie canadienne, à maintenir notre compétitivité internationale et à générer de la richesse. Performante et axée sur l'avenir, l'entreprise Réflex Photonique contribue sans conteste à la croissance économique de Montréal et du Canada, et crée des emplois pour la classe moyenne. » Francis Scarpaleggia, député de Lac-Saint-Louis « Notre gouvernement donne les moyens aux Canadiens de devenir plus compétitifs et de prospérer au sein de l'économie mondiale. L'investissement dans Réflex Photonique annoncé aujourd'hui cadre avec les avantages concurrentiels du Canada gr'ce au projet d'expansion de l'entreprise et stimulera la croissance économique. » L'honorable Navdeep Bains, ministre responsable de DEC « Nous avons le privilège de compter sur des employés loyaux, passionnés et dévoués qui ont énormément contribué au succès de Réflex Photonique au cours des dernières années. Nos partenaires stratégiques, clients et fournisseurs, ont certainement également été une source de motivation constante pour développer de nouveaux produits et technologies à forte valeur ajoutée. Je suis également très honoré de diriger Réflex Photonique, qui est maintenant reconnue internationalement comme un leader dans son industrie. Les investissements de nos partenaires financiers, ainsi que l'agrandissement de notre siège social, permettent à la société de poursuivre sa croissance tout en s'adaptant aux besoins des marchés que nous desservons. » Noël Dubé, président et chef de la direction, Réflex Photonique https://www.canada.ca/fr/developpement-economique-regions-quebec/nouvelles/2019/05/reflex-photonique-pourra-poursuivre-son-expansion.html
26 octobre 2018 | Local, Aérospatial

Les Forces armées canadiennes mettent fin à leur opération d’aide humanitaire à Palu, en Indonésie
Le 25 octobre 2018 – Ottawa, Ontario – Défense nationale / Forces armées canadiennes Les Forces armées canadiennes ont mis fin à l'opération RENAISSANCE – Indonésie, une partie de la contribution canadienne à la mission d'efforts humanitaires à Palu, en Indonésie. Au fil de l'opération, qui a duré quatorze jours, et à la demande du gouvernement indonésien, un CC-130J Hercules de l'Aviation royale canadienne a transporté et livré du matériel de secours canadien et a assuré une capacité de transport aérien tactique afin de faciliter la livraison de matériel humanitaire dans les zones touchées par le séisme et le tsunami. En tout, 121 867 kilogrammes de matériel ont été transportés et livrés. Ils consistaient en de la nourriture, de l'eau, des abris et divers autres articles d'aide humanitaire. Le Canada faisait partie des 21 pays, en plus d'organisations non-gouvernementales actifs dans la région pour soutenir l'Indonésie après le séisme dévastateur du 29 septembre à Sulawesi et du tsunami qui a suivi. Citations « Je suis fier de la contribution des Forces armées canadiennes et d'Affaires mondiales Canada dans cette période difficile pour l'Indonésie. Nos pensées accompagnent les habitants de l'Indonésie alors qu'ils continuent leur reconstruction après le séisme et le tsunami récents.» L'honorable Harjit Sajjan, ministre de la Défense nationale Sommaire · La contribution des Forces armées canadiennes comprenait un aéronef CC-130J Hercules et 20 personnes. · L'avion a mené treize missions de transport aérien au cours de l'opération. · Le CC-130J Hercules était basée à Balikpapan, de l'autre côté du détroit de Makassar par rapport aux zones touchées de Palu. - 30 - Liens connexes Opération RENAISSANCE 2018 – Indonésie Médias sociaux @CFOperations - Twitter @OperationsFC - Twitter Contacts Relations avec les médias Ministère de la Défense nationale Téléphone : 613-996-2353 Courriel : mlo-blm@forces.gc.ca
19 novembre 2019 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

Military Procurement: What the New Cabinet Can Learn From Australia
By Lee Harding The Liberal government announced its new cabinet on Nov. 20—the very same day the Canadian Global Affairs Institute hosted its annual event on the topic of military procurement. Given that an overhaul in that area is sorely needed, Canada can learn a lot from Australia, Ian Mack wrote in a recent report for the institute. Mack is uniquely qualified to make that assessment, having worked with both governments in their process of awarding contracts for military sea vessels. While he believes both countries had an acceptable result, his report, titled “Another Way to Buy Frigates,” suggests the Canadian approach adds work, balloons costs, and delays success. The re-elected Trudeau government should take note. The Liberals proposed significant changes to Canada's defence procurement system during the election campaign, but it will be a tall order to change this process. The land down under is isolated in a less secure part of the globe, without a nearby superpower like the United States to watch its back. So if Australia is far more diligent about defence than Canada, it might be due to necessity. The last time Canada had a proper and comprehensive white paper on defence was 1994. Australia has had three in the 21st century. Australia's effectiveness goes from the top down, something Canada knows nothing of. As Mack explains, “Canada, uniquely among its allies, has multiple government departments and central agencies significantly involved in the minutiae of its major military procurement projects.” These include Defence; Treasury Board; Finance; Public Services and Procurement; Justice; Innovation, Science and Economic Development—and even more. Meanwhile in Australia, the minister of defence is responsible for all aspects of navy shipbuilding. This includes setting operational and technical requirements, securing funds, developing a plan to benefit domestic industries, and satisfying the legal aspects of procurement. Each country had a project management office of roughly the same size, but Canada's was, frankly, less competent. Australia's office had many knowledgeable contractors working alongside the Department of Defence, whereas Canada's team had many from the public service and armed forces with “little or no applicable experience or knowledge,” according to Mack. “In Canada, significant effort was expended on regular reporting to layers of senior governance,” he says in the report. But it was paperwork and process for its own sake, and impractical in its effect. “Despite the onerous reporting demands, only a few key decisions were rendered and rarely in a timely manner. The opposite was the case in Australia.” In seemingly every aspect of development, Canada made things rigid, complicated, and fragmented, while Australia made them flexible, cohesive, and collaborative. Canada made stand-alone contracts for each sequence of the process. Australia worked with contractors to establish “end-to-end accountability.” Canada's initial request for proposal included hundreds of technical requirements that bidders had to prove. Australia had few mandatory requirements, but worked alongside bidders to explore their respective proposed solutions. In Canada, the intellectual property, liabilities, and insurance requirements were debated at length and only decided hours before the request for proposal was made. Hundreds of criteria got a numerical score, and the sum of all scores won the bid. Canada was “preoccupied” about a public appearance of fairness and avoiding lawsuits. (Nevertheless, the controversy over former Vice-Admiral Mark Norman and complaints from Irving Shipbuilding over the bid for a navy supply vessel shows it failed at this.) Shipbuilders bidding in Australia were confident of a fair system without any of those things. The department did not announce its evaluation criteria, nor was the evaluation report the only factor. Instead, the department stated its objectives and worked collaboratively with three potential bidders in their respective approaches. In Mack's words, this left “the competition to be more about assessing apples, oranges, and bananas” than about tallying up numerical scores. Mack says he could not make the Canadian system work like Australia's because the procurement, request for proposals, and resulting contracts were done outside of the Department of National Defence. At the time, he was “simply unaware of the intricacies of the Australian approach” because he hadn't yet been exposed to it. Regardless, he had already surmised that Canadian bureaucrats “did not want changes to their tried and true ways of doing business” and clung to “adherence to prescriptive and traditional methodologies.” https://www.theepochtimes.com/military-procurement-what-the-new-cabinet-can-learn-from-australia_3150065.html

Toutes les nouvelles