The National Shipbuilding Strategy
Global transportation is fundamental in exchanging products and developing international relationships. More than 80% of worldwide exchange by volume and about 70% of its worth is performed by more than 50,000 vessels (Perry, 2017). Marine transportation is one of the first means of exchanging commodities in history. It plays a crucial role in worldwide trading and the industrial revolution. The National Shipbuilding Strategy (NSS) is a great long-haul, an economic strategy that is designed for renovating Canada’s navy. The NSS initiatives signed the agreements with two Canadian shipyards, Irving’s Halifax Shipyard and Seaspan’s Vancouver Shipyards, and assigned them to assemble the Navy and Coast Guard vessels. The types of ships planned for manufacturing were divided into three main categories: battle, non-battle, and smaller-sized vessels (Scully, 2019). This procedure is intended to help to construct and develop a powerful government fleet for sea security and administrations while expanding the financial advantages of the nation.
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Canada’s system for acquiring armed equipment includes numerous government divisions, which makes the process complex. Most of the Royal Canadian Navy’s (RCN) ventures follow similar processes as the other military administrations (Auger, 2015). However, those that are administered through Canada’s National Shipbuilding Strategy (NSS) are subject to a few essential changes in bureaucracy. The critical trademark that highlights the RCN’s hardware ventures from those of the more extensive Canadian Armed Forces (CAF) is that the RCN has a generally small number of projects. Maritime project’s financial plans typically range from $70 to $80 billion if they consist of big volume ships (Perry, 2017). In this way, the RCN overall has not many ventures, yet an unbalanced portion of the most expensive ones.
The majority of the NSPS ventures were experiencing insufficient financing and the inability to follow the deadlines set by the partner companies even before full agreements were set. The problem remains for an extended period of time since the expenditures for building materials are huge (Scully, 2019). Clearly, one of the difficulties related to the National Shipbuilding Procurement Strategy is that it is hard to standardize the results since it was the first program of this kind. It is far simpler to guide the work by using the existing techniques.
Nonetheless, the strategy should also add its own adjustments that would exclude the drawbacks of the current models. As an example, the existing Australian variant often neglects the problem with drawn-out estimation (Ring, 2016). The economy was at a disadvantage for the first few years of the strategy introduction. Therefore, it was necessary to receive funds from the government and other organizations.
On the contrary, requiring more funds to realize the strategy was not beneficial from all aspects. The country was at risk of spending too many resources on the NSPS. Constructing the ships cost more than 7% in comparison to other international big ship wars (Scully, 2019). There are various contemplations that influence the expense of building ships. The planning and the work of maritime boats are incredibly confounded and include the involvement of numerous naval designers, engineers, and professionals from an assortment of producers (Perry, 2017). Hence, it is not merely a matter of getting one statement from one organization. There are numerous organizations and many people included in the planning procedure. Accordingly, it is difficult to solicit all shipyards how much they would charge for hypothetical hardware in a hypothetical boat.
Canada ensures that all types of shipbuilding companies have the opportunity to participate in the strategy. For instance, the country encourages the building of small vessels together with the chosen shipyards and their partnered organizations that construct the bigger ships. According to the NSPS, fix, refit, and upkeep of boats are available for all shipyards (Auger, 2015). The program is intended to help the shipbuilding businesses and secure them from the unstable and fluctuating industry action in the past (Perry, 2017). It is achieved by making a consistent work process for the long-term that will continue creating exceptionally talented positions for Canadian organizations, including small and medium-sized ventures.
Moreover, all size of business firms can trade their goods and suggest their services by using any of the ships that are affiliated with the strategy. The organizations which were able to get the bids for bigger vessels cannot participate in the competition for the manufacturing of smaller ships (Perry, 2017). On that account, the National Shipbuilding Procurement Strategy allows the involvement of all kinds of vessel construction enterprises to keep the competitiveness of Canada among other states and encourage small business places.
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The program is aimed at helping the Canadian industry become more profitable and competitive in the worldwide economy. In this manner, selling or buying merchandise by sea improved the monetary and social prosperity of Canadians. Despite the initial costs of the realization of the program, it has great potential in the long run. It is still nonsufficient to look at the results the NSPS has achieved today since the strategy will prove its efficacy in more than ten years (Auger, 2015). For this reason, the government needs to work further on the goal in order to receive the planned profits. Creating innovative, modern, and productive shipbuilding offices have not been finished. Currently, the work is in the progress of developing the principal vessels for both battle-related and non-related aims. A wide range of organizations across Canada has legitimately profited by the formation of these new offices (Perry, 2017). Despite this, it is hard to thoroughly evaluate whether they accomplish a definitive NSPS objective. Whether the strategy will be able to revive the shipbuilding business in Canada is still early to predict.
The main reason to introduce the NSS is to facilitate the export of the country. The primary and most beneficial export item for Canada is naval ships. Before the strategy, the state did not put much effort into trading, even though it has an impressive background in building maritime transport. General-purpose ships with simple, inexpensive designs are the most famous exporting goods (Fuhr, 2017). Moreover, Canada does not only focus on selling whole ships but also provides other countries with its compartments. Naval machinery and systems such as detectors, communication, and simulation technologies are exported with the help of the shipbuilding strategy. Canadian L-3 MAPPS is the largest firm that produces various naval ship control mechanisms. Its customers’ list includes the U.S. Navy, British Royal navy, and other marine organizations from 40 different countries. Similarly, the company called DRS Technologies trades with ship-related particles globally (Fuhr, 2017). Thus, the export is going to develop over time if to continue working on the NSS.
Skills Development and Training
The realization of the National Shipbuilding Strategy is impossible without skilled engineers, operationists, and ship personnel. The lack of required knowledge and abilities was a considerable problem that demanded a lot of time and finances. Exporting goods cannot be accomplished without capable sailors. So far, the initiatives were able to conduct special training at an affordable cost and short time. The need in practice is reduced now, and only about 10% of members of the Royal Canadian Navy are undergoing personnel training (Fuhr, 2017). However, the experts advise continuing funding of workers’ lessons to maintain efficient and flexible functioning. Thus, the program has to invest in the education of the employees to supply the workforce.
To conclude, there are some challenges in the shipbuilding procedure for the first period of the agreement. Nevertheless, it continues working without ordinary political endeavors to guide ventures to supported areas. The uniqueness of the program is that it gives the industry a solitary purpose of contact inside the government. Hence, the procedure has conveniently organized the shipyard choice cycle. For example, the organizations or their host areas are held responsible for foundation affairs. In this manner, specialists can accomplish the task instead of the government. The genuine advantage of such a system is that it will originate from the progressing ideas of different renovative firms. Along with that, the National Shipbuilding Procurement Strategy supports Canada’s small and medium businesses. As aptitude is consistently developed, both the legislature and the organizations will profit from stable work and consistent building of ships. As a result, it will convey the proper protection of costs and competitive international transportation.
Auger, M. (2015). The national shipbuilding strategy: A five-year assessment [PDF document]. Web.
Fuhr, S. (2017). The readiness of Canada’s naval forces [PDF document]. Web.
Perry, D. (2017). 2016 status report on major equipment procurement. The School of Public Policy Publications,10(22). Web.
Ring, T. (2016). The national shipbuilding procurement strategy: How did we get to where we are now? [PDF document]. Web.
Scully, S. (2019). The marine people partnership: Building a workforce for our ocean industries through ocean literacy. The Future of Ocean Governance and Capacity Development, 522–527. Web.