Strategic Analysis

Ensuring access to crude oil and natural gas forms a crucial component of India's security calculus. It also critically underlines the significance of sea transportation through which much of these vital resources are traded. With India virtually insular in terms of its land communications, its trade interests are increasingly focused on the maritime domain.

• Gurpreet S Khurana
• January 2007 |
• Strategic Analysis
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Both India and Japan have evinced interest in deploying defences against ballistic missiles because of the threat they pose. Significantly, both have shifted their stance on US Ballistic Missile Defence (BMD), from previous opposition to active support. Notwithstanding certain basic differences between India and Japan on the nature and degree of interest and participation at present, shared interests offer an opportunity for them to cooperate with each other on the BMD issue to further consolidate the 'strategic partnership' understanding they have evolved.

• G. V. C. Naidu
• January 2007 |
• Strategic Analysis
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• Sumita Kumar
• January 2007 |
• Strategic Analysis
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• Amritha Venkataraman
• January 2007 |
• Strategic Analysis
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Defence planning is essentially a subset of overall national level planning in the political, economic and social spheres and has to be evolved in the context of global and proximate factors affecting the nation. . It has also to take into account the philosophy and ethos animating the national psyche; in other words the historical and cultural forces which have shaped the collective memory and outlook of the people over the centuries.

• V. S. Shekhawat
• October 2006 |
• Strategic Analysis
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The contents of the general, as well as, the defence budget of the Government of India have normally been widely discussed and debated. However, the focus mostly has been on the magnitude of the budget rather than the system of budgeting. Yet it is the system that needs to be the focus of discussions and requires reforms. Over a period of time, the budget documents had become quite static in terms of structure, content and communication of results.

• P. R. Sivasubramanian
• October 2006 |
• Strategic Analysis
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Procurement of new weaponry and equipment for the armed forces is a long, complex and arduous process. Funds involved are enormous and the quality of equipment selected has a profound influence on national defence potential. Therefore, most countries have evolved elaborate procedures aimed at procuring the most appropriate equipment at affordable prices.

• Mrinal Suman
• October 2006 |
• Strategic Analysis
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The Government of India and the Ministry of Defence (MoD) have initiated several reforms in the areas of budget and accounting. The reforms are ongoing and take into account the changes in other similar systems abroad and international best practices. The focus all over the world is to operate in a continuum of long-term plans, medium-term plans, annual plans, on the one hand, and allocations, targets and outputs on the other so that stability in budgetary allocations, accountability of the budgetholders and transparency in the processes can be ensured.

• Gur Saroop Sood
• October 2006 |
• Strategic Analysis
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The primary objective of inventory management for the defence forces is to sustain and update their capabilities to perform the tasks given to them. The study of defence equipment purchase is normally confined to arms and equipment used for countering external aggression, although specialised equipment for surveillance and weaponry used in close combat situations especially in urban areas or those which result in little collateral damage are also utilised by the armed forces in anti-terrorist or counterinsurgency operations.

• Dhirendra Singh
• October 2006 |
• Strategic Analysis
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The global political architecture is undergoing a transformation with power increasingly shifting from the West to the East, according to most political observers.1 The two most populous nations, China and India, are on their way to becoming economic powerhouses and are shedding their reticence in asserting their global profiles.

• Harsh V. Pant
• October 2006 |
• Strategic Analysis
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