Contrats militaires fédéraux pour General Dynamics Mission Systems

Sur le même sujet

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  1 décembre 2022 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité, Autre défense

  La ministre Anand annonce les prochaines étapes du projet d’infrastructure de la Défense nationale à Sherbrooke

  Le 1er décembre 2022 – Ottawa (Ontario) – Défense nationale/Forces armées canadiennes. La ministre de la Défense nationale Anita Anand, ainsi que Marie-Claude Bibeau, ministre de l’Agriculture et de l’Agroalimentaire et députée de Compton-Stanstead, et Élisabeth Brière, députée de Sherbrooke, feront le point sur l’avenir du manège militaire Colonel-Gaëtan-Côté (manège militaire de la rue Belvédère) et du manège militaire de la rue William. Événement :  Les médias sont invités à assister à l’annonce des prochaines étapes du projet d’infrastructure de la Première réserve à Sherbrooke. Date et heure :  Le 2 décembre 2022, à 9 h (HNE). Les représentants des médias doivent se présenter au plus tard à 8 h 45. Lieu :  À l’extérieur, devant le manège militaire de la rue William, au 315, rue William, à Sherbrooke.  https://www.canada.ca/fr/ministere-defense-nationale/nouvelles/2022/12/la-ministre-anand-annonce-les-prochaines-etapes-du-projet-dinfrastructure-de-la-defense-nationale-a-sherbrooke.html

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  20 décembre 2019 | Local, Naval

  Quebec shipyard selected to be new partner under shipbuilding program - will construct six icebreakers

  DAVID PUGLIESE, OTTAWA CITIZEN The Canadian government announced today that Chantier Davie has been pre-qualified to become the third strategic partner under the National Shipbuilding Strategy. The NSS's third yard will build six program icebreakers for the Canadian Coast Guard. Davie has demonstrated it meets initial requirements related to experience, capability and capacity, as defined in the Invitation to Qualify issued on August 2, the federal government noted. The NSS is to build ships for the coast guard and Royal Canadian Navy. Davie operates the largest shipyard in Canada. Chantier Davie will now move to the next stage in the selection process, the Request for Proposal and evaluation stage, according to Public Services and Procurement Canada. This will include a third-party assessment of the shipyard's infrastructure, submission of a formal proposal, and a due diligence process to ensure the shipyard is financially capable of performing the work and making any necessary upgrades to its infrastructure. This assessment is similar to the process previously undertaken in 2011 to select Irving Shipbuilding Inc. and Seaspan Shipyards as strategic partners under the NSS. Once the phase is completed, Canadian government will begin negotiations for an umbrella agreement with Davie, which is expected to be put in place in late 2020. https://ottawacitizen.com/news/national/defence-watch/quebec-shipyard-selected-to-be-new-partner-under-shipbuilding-program-will-construct-six-icebreakers

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  2 novembre 2018 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Defence Business Planning in Canada

  by Ross Fetterly CGAI Fellow October 2018 “Running any complex organization during a period of major change, especially large and complex organizations, requires careful attention to the essentials of management.”1 The history of defence reform in Canada has been one of a constant struggle to renew both core military capabilities and personnel strengths, while searching for increased efficiency within a limited budget. Indeed, the Canadian Armed Forces/Department of National Defence (DND/CAF) operates on a magnitude and complexity across a broad range of diverse responsibilities unique in Canada. At a time when global security demands our constant attention, and when the CAF operates outside Canada in a less permissive and uncertain environment, resource management is important. The environment is increasingly one of unilateralism and multi-dimensional conflict, with unconventional means used to disrupt both national institutions and long-standing multi-national arrangements. While state organizations commit many non-military actions such as cyber-security attacks, defence organizations have a significant role to play in this domain. This requires resourcing defence to build capacities that support whole-of-government initiatives which enhance the Canadian government's resiliency in response to the multi-dimensional actions taken by illiberal or non-democratic states. Defence business planning has a key role in realigning resources and activities in response to shifting geopolitical realities. Management of defence resources is about transforming them into military capabilities in a relevant manner and in accordance with government policy. Defence establishments are unique within national government institutions, as well as in organizations in general. Nevertheless, they are required to produce certain outputs and are given a range of resources to achieve that. To accomplish assigned tasks, those resources need to be put through a deliberate business-process mechanism. The objective of the defence business planning process is to provide a pragmatic method of documenting organizational priorities and objectives, and communicating them internally while highlighting and addressing any constraints. Business planning is well established within the Canadian defence establishment. In recent years, the business planning approval process has become a key focal point in the departmental Investment Resource Management Committee (IRMC) leading up to the start of a fiscal year. Yet, the 2017 defence policy, Strong, Secure, Engaged (SSE), has dramatically changed the dynamics of resource management at National Defence Headquarters (NDHQ). From a relatively stable status quo, to an environment where programmed personnel, equipment and funding increases are significant, managing change and the new initiatives as articulated in SSE, becomes a central institutional priority. Business planning is the primary process to manage implementation and execution of this relatively ambitious program. The discussion of defence business planning will begin with its challenges, and then provide an overview of factors inherent in resource demands. The third section will examine defence resource management reforms and the impact on implementing SSE, and then address factors affecting change in business planning, as well as consideration of enduring challenges. The final section will highlight that defence business planning is the bridge between near- and long-term planning and then articulate why it will need to act as a primary enabler in implementing SSE-directed activities. Full report: https://www.cgai.ca/defence_business_planning_in_canada