9 janvier 2018 | Information, Naval

Gestion de la propriété intellectuelle en approvisionnement maritime et de défense

L'industrie et le gouvernement collaborent sur les principes de gestion de la propriété intellectuelle en approvisionnement maritime et de défense

En 2017, Services publics et Approvisionnement Canada, le ministère de la Défense nationale, Innovation, Sciences et Développement économique Canada et la Garde côtière canadienne ont travaillé avec des représentants de l'industrie canadienne de la défense comme l'Association des industries canadiennes de défense et de sécurité (AICDS) et l'Association des industries aérospatiales du Canada (AIAC), par l'intermédiaire du Groupe consultatif de l'industrie de la défense, afin d'élaborer les principes de gestion de la PI en approvisionnement maritime et de défense.

Les Principes de gestion de la PI en approvisionnement maritime et de défense (Principes) fournissent une base stratégique générale pour la gestion de la PI en approvisionnement maritime et de défense par le gouvernement du Canada. Les Principes :

  • reflètent les intérêts nationaux du gouvernement et les besoins stratégiques en matière de capacités maritimes et de défense
  • reflètent les intérêts de l'industrie de la défense dans la protection de la PI établie à titre privé en tant qu'actifs commerciaux et économiques précieux et en tant que facteur de création et de maintien d'une industrie maritime et de défense canadienne innovatrice
  • reconnaissent que l'élaboration, la protection et la commercialisation de la PI font partie des priorités liées à la mise en œuvre de l'ensemble du programme socioéconomique du Canada, comme la croissance économique et les emplois
  • reconnaissent que la gestion de la PI entre le gouvernement et l'industrie de la défense intervient dans des secteurs stratégiques et dynamiques sujets à des avancées technologiques importantes, et soulevant des enjeux militaires émergents aux plans des capacités et des vulnérabilités
  • servent de cadre à des approches adaptables, souples, fondées sur des principes et axées sur les résultats qui mettent en œuvre des stratégies de gestion de la PI qui aident le gouvernement à se procurer les capacités nécessaires et à optimiser les ressources tout en renforçant l'innovation et la durabilité
  • servent d'encadrement à l'identification des exigences en matière de PI, à la rédaction des marchés ainsi qu'à la conception et l'évaluation des soumissions depuis les premiers stades d'approvisionnement, tout comme servent d'encadrement de gestion de la PI tout au long du cycle de vie des actifs maritimes et de défense

Les Principes cadrent avec la Politique sur les marchés du gouvernement du Canada et la Politique sur le titre de propriété intellectuelle découlant des marchés d'acquisition de l'État, qui prescrivent des approches pangouvernementales de la gestion de la PI notamment pour qualifier la titularité de la PI issue des marchés publics.

Principes de gestion de la propriété intellectuelle en approvisionnement maritime et de défense

Les Principes reflètent les principaux points d'accord entre le gouvernement et l'industrie de la défense du Canada s'agissant de l'approche que devrait suivre en matière de gestion de la PI pendant la durée de cycle de vie des actifs maritimes et de défense.

Les Principes définissent l'encadrement du gouvernement et de l'industrie dans l'élaboration des exigences, la conception des processus d'évaluation des offres et d'adjudication et dans la rédaction de contrats. Ils guident aussi la gestion de la PI pendant la durée de cycle de vie des actifs en réconciliant les intérêts nationaux du gouvernement et les intérêts de l'industrie à optimiser les bénéfices pour le Canada.

Les Principes reconnaissent que l'élaboration, la protection et la commercialisation de la PI sont critiques parmi un ensemble de priorités qui encadrent de manière plus générale l'essor socio-économique du Canada, notamment la prospérité et les emplois.

Les principes reconnaissent que la gestion de la PI entre le gouvernement et l'industrie intervient dans des secteurs stratégiques qui sont l'objet d'évolutions technologiques rapides mais également de capacités et de vulnérabilités émergentes. En conséquence, les gouvernements sont exposés à des cycles d'approvisionnement plus courts qui peuvent leur imposer de se retourner plus rapidement vers les marchés pour bénéficier des évolutions technologiques et pour optimiser les ressources.

D'autre part, l'industrie propose des avancées technologiques et de nouveaux produits et services tout au long du cycle de vie des actifs qui peuvent modifier le rendement ou le coût des approvisionnements. Les principes reconnaissent que tirer parti d'un marché aussi dynamique requiert de discuter de la PI très tôt dans le processus d'approvisionnement mais également de considérer la PI en fonction du cycle de vie des actifs ou des services.

Dans ce contexte, des stratégies de gestion de la PI adaptée, souple et fondée sur des principes et des objectifs peut contribuer au renforcement des capacités gouvernementales, à l'optimisation des ressources mais également à l'essor technologique et économique.

http://www.tpsgc-pwgsc.gc.ca/app-acq/amd-dp/propriete-intellec-property-fra.html

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  • Bridging the ­Procurement Divide

    24 avril 2018 | Information, Aérospatial, Naval, Terrestre, C4ISR

    Bridging the ­Procurement Divide

    CHRIS MACLEAN © 2018 FrontLine Defence (Vol 15, No 2) A critically honest and engaged discussion about government and industry engagement, was held recently at the Telfer School of Management as part of the new Complex Project Leadership Programs. The program participants (mostly federal civil servants who are involved in procurement) interacted with executive-level industry leaders – Joe Armstrong, Vice President and General Manager at CAE; Jerry McLean, Vice President and Managing Director of Thales Canada; Iain Christie, Vice President of AIAC; and Kevin Ford, CEO of Calian – who shared their leadership insights, as well as what it is really like to do business in Canada. Through the highlighting of mutual pain points and frustrations, as well as identifying what is being done well and ways to move forward together, efficiently, each party gained insight and understanding that is sure to improve communication and future progress. It was evident that both sides wanted to learn from each other and pinpoint the principles that would help achieve mutual success; ultimately impacting the national economic footprint and saving taxpayer dollars. From the industry perspective, dependability equals direction. When a company can be assured that it has a fair opportunity to compete for a contract, it can set its sights on that goal and will make the necessary investments to ensure the best possible outcome. When government programs start and stop and change and restart, companies find it difficult to justify the extended costs because they lose their competitive edge and/or any ability to make a profit. Instability does not save the taxpayer, but it does have the potential to impact both quality of product and sustainability of the bidders (therefore employment numbers). Contracts equal sustainability and confirmation that the company direction is on track for success. Profit equals growth and further investment. Employment and supply chain purchases depend on a profit margin that allows growth. This “number one” business requirement conflicts with the government's prime directive is to ensure its bidders make a bare minimum of profit. When asked what they need from their government counterparts in order to create a better working relationship and foster a robust industry that can contribute to a strong GDP, the industry panelists identified two key elements. One was “more accuracy in the procurement process” and the other was “predictability”. Industry must be able to foresee where profits and sustainability could potentially come from. The time it takes to award large projects is also a limiting factor to success. It was noted that, since the beginning of time, a cornerstone of success for industry has always been ensuring the satisfaction of its client. It is believed that trust in the quality of the product and ease of customer service will lead to sustainability in the form of continued business. Not so with government contracts, which seem skewed to ensure previous successes gain no advantage, and must in some cases be hidden from decision-makers. Not taking into account a company's excellent past delivery performance, was said to contribute to industry's lack of incentive to perform to the best of its ability at all times. A company's ability to invest goes beyond individual contracts, which means the prospect of being evaluated for value can be a powerful incentive for going that extra mile – if exploited, not suppressed. Government employees were encouraged to exhibit courage in pursuing ways to truly streamline the procurement process, rather than repeatedly adding more and more layers of approvals and meetings. Industry leaders across the spectrum have commented on a palpable “lack of trust” on the part of government negotiators. Does this mistrust come from contract negotiators feeling the pursuit of profit is somehow un-Canadian? Or does it mean a company does not care enough about its customers? Neither assumption is accurate, and this may be one area where a culture change could make a world of difference. As one audience member exclaimed: “This was the best, most transparent conversation regarding the procurement process, I have ever heard.” While large-scale procurements will always be contentious due to the huge dollars and risk at stake, embracing the concept of open and unreserved dialogue, like what was experienced by this small group, has the potential to uncover procurement pitfalls and create a more progressive process. The Telfer School of Management's Complex Program Leadership programs focus on the hard and soft skills necessary to successfully deliver inherently complex programs and projects, while emphasizing strategic thinking, creative problem solving, stakeholder engagement, and leadership skills as key building blocks for this goal. http://defence.frontline.online/article/2018/2/9586-Bridging-the-vast-%C2%ADProcurement-Divide

  • 4 reasons why fuel threatens our lethality — and what we can do about it

    13 novembre 2019 | Information, Aérospatial

    4 reasons why fuel threatens our lethality — and what we can do about it

    By: Roberto Guerrero “As a service that provides global reach, global vigilance, and global power, are we thinking globally?” — Gen. David Goldfein, U.S. Air Force chief of staff, at the 2017 Air Force Association Symposium This is a question that keeps me up at night. Are we prepared to defend the homeland and defeat our enemies at any location around the world? If faced against a near-peer or peer competitor, will we have the necessary infrastructure and logistical supply chain to support the lethality we need on the battlefield? More than ever before, the United States depends on the Air Force to complete the mission. 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Data allows us to make informed decisions on critical issues like basing, fuel logistics, security, maintenance and technology acquisition. We also need to invest in tools and hardware that optimize our fuel demand, such as new drag-reduction technologies and next-generation efficient engines. My office has identified numerous commercially developed products that would result in increased combat capability if adopted across the Air Force. We can also invest in tools that support more streamlined mission planning. For example, agile software tools that help us efficiently plan the “last mile” of fuel delivery — aerial refueling — will provide combatant commanders with greater flexibility and maximize combat air power. Furthermore, we need to improve our understanding of energy and fuel logistics challenges as part of the modern battlespace. Through modeling and simulation, recent war games have identified a number of joint energy risks, and we now have a deeper understanding of how our energy sources, and the troops transporting them, may be jeopardized in future conflicts. However, further work must be done to increase energy supply chain resiliency and protect fuel storage and distribution networks. Right now we have small examples of fuel efficiency gains. It's time to think bigger. It's time to reach for the big efficiency gains and get big war-fighting rewards. We must move toward a more modern and innovative world to get the most of what we already have. We need to be able to compete against our near-peer adversaries — the advantage will not only be in technological advances in weaponry, but in the best, most efficient use of our technology. It is time that fuel becomes a strategic imperative. Roberto Guerrero is the deputy assistant secretary of the U.S. Air Force for operational energy. https://www.defensenews.com/opinion/commentary/2019/11/11/4-reasons-why-fuel-threatens-our-lethality-and-what-we-can-do-about-it/

  • Faire affaire avec l'OTAN

    9 février 2018 | Information, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Faire affaire avec l'OTAN

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