Proposals unveiled for future shipbuilding facilities in Glasgow

BAESystemsBAE Systems has unveiled further details of investment proposals for its manufacturing facilities in Glasgow, which will play a key role in helping to ensure the long-term future of its shipbuilding business.

There are two potential investment options ahead of public consultations, which are due to be held near BAE Systems’ shipyards in Govan and Scotstoun. The first option, a single-site strategy, involves building a new state of the art manufacturing facility at Scotstoun; while the second option, a two-site strategy, involves expanding and improving existing facilities at Govan and Scotstoun.

Charlie Blakemore, Business and Transformation Director, BAE Systems Maritime – Naval Ships, said: “Our vision is to create 21st century complex warship capability that will deliver value for money for our customers and attract and retain the very bet talent, helping to secure the long-term future of this highly skilled industry in the UK.”

“The proposed facilities are a key part of this and will offer significant benefits including modern, safer working environments, increased efficiency and competitiveness, generating a step change in capability. We are working with local authorities and the Ministry of Defence to progress the investment proposals and are committed to building a future legacy for our business that we will all be proud of.”

Last few days before the defence procurement event of the year

DPRTE 2013There is now just days remaining until the Defence Procurement Research, Technology and Exportability (DPRTE) event 2013, the leading defence procurement conference and exhibition in the UK.

DPRTE 2013 provides an unrivalled opportunity for defence buyers and end users to experience the latest innovative technologies and explore how they might apply such technologies in their every day procurements.

Explore defence and security markets

The DPRTE 2013 Showcase Exhibition will provide a platform for existing and aspiring suppliers to: promote their capabilities to over 1000 key decision makers; explore defence and security export markets; identify potential partners and emerging international markets; and cultivate business relationships with buyers spanning defence and other technology-driven markets.

Some of the high-profile exhibitors already scheduled to exhibit at the event include Babcock, BAE Systems, Pricewaterhouse Coopers and Frazer Nash Consultancy.

In addition, the event will feature a Keynote Conference Arena hosting key MOD policy makers, thought leaders and global defence experts from organisations such as DE&S and Dstl.

Engage with MOD Prime Contractors

DPRTE will also host Knowledge Transfer Zones featuring discussions of topics relevant to today’s defence market, a Buyer Engagement Village providing a unique opportunity to engage with both MOD and Prime Contractors and a Product Demonstration Zone, providing 15-minute showcase demonstrations throughout the day to allow buyers to discover new innovative products and services which will benefit the public sector from a cost, design and efficiency perspective.

The event takes place on 20 November at the UWE Bristol Exhibition and Conference Centre. There are now limited delegate spaces remaining, so to book your place today visit

For more information on the leading defence procurement event in the UK, go to the website at

Interoperability in aerospace and defence

UKCeB | MOD DCOHoward Mason, Co-Chair UKCeB Joint Information Standards Co-Ordination Team (JISCOT) and Corporate Information Standards Manager, Office of the CIO, BAE Systems, write exclusively for MOD DCB, outlining how interoperability in aerospace and defence will continue to deliver efficient and effective solutions for Team Defence.

The global aerospace and defence (A&D) industry is often associated with companies such as Airbus, BAE Systems, Boeing, Lockheed Martin and Rolls-Royce. In reality though, the A&D industry comprises a complex global network of thousands of suppliers with a typical supplier being a small or medium-sized enterprise with fewer than 100 staff. 

The supplier network depends increasingly on the use of information in electronic form: for the design process, manufacturing, financial transactions and the essential flows of data required to keep products in full working order throughout operational life-spans that are often measured in decades.

Different organisations use different combinations of software that, in turn, evolve on a much shorter timescale than the products the information describes. Companies serving many international A&D customers can, therefore, be faced with handling information in multiple proprietary formats. This can require them to have numerous software systems to mirror those of their customers, with associated on-costs for purchase and training; or, they may have to acquire and validate multiple ‘translation’ tools.   

Fortunately, there is a powerful and efficient alternative – information standards. The challenge is to select the most appropriate standards from the range of organisations that develop them at national, regional and global levels. The UK Council for Electronic Business (UKCeB) provides a forum to help companies in this regard.

Worldwide, the Aerospace Industries Association (AIA) in theUSand the AeroSpace and Defence Industries Association of Europe (ASD) represent both large and small companies. They have progressively expanded the scope of their collaboration to harmonise recommendations on standards. For example, the AIA and ASD now use a common method for preparing recommendations (Figure 1) that relies on establishing a business-level understanding of an interoperability requirement. Typically, this comprises several processes and associated information flows between participating organisations, along with business constraints such as contractual, security or operational matters that need to be factored in.

The resulting requirement can be matched to standardised processes, information standards, IT services and other components adopted by the industry to provide a standards-based recommendation for a solution. Recommendations are subjected to thorough review through trade associations and are published on relevant websites. Selected standards are often accompanied by expert guidance on how they should be used in designing, implementing and operating the solution.  

Within the ASD, initiatives are tracked on a simple radar screen graphic comprising three concentric bands showing relative status. The outermost tracks initiatives of emerging relevance. Blips in the middle ring represent candidate standards relevant to the A&D industry. Following formal adoption, these are shown within the innermost circle.  

The shared approach to interoperability in A&D has proved to be efficient in delivering effective solutions. Although the results are not binding on individual companies, published best practice guides help companies to make the most efficient choices in achieving interoperability.

For more information on how the UKCeB is proactively supporting interoperability in A&D, visit


BAE: building for growth

Ian Catterick | BAE Systems | MOD DCOThe Northern Defence Industries (NDI) ‘Building for Growth’ conference took place in Glasgow at the end of November and provided a direct focus on how industry can actively work to build new relationships with potential customers, and in doing so help achieve business growth for the future. One of the keynote speakers, Ian Catterick, Head of Supply Chain – Major Systems & Equipment at BAE Systems, provided an overview of the maritime element of this important prime, the key programmes recently completed and the many opportunities on the horizon for the most innovative SMEs. Here, MOD DCB provides highlights from Mr Catterick speech. 

With over 27 years’ experience in the procurement industry, Ian Catterick has worked with BAE Systems since 2011, where he is responsible for supply chain activities across major systems and equipment. Mr Catterick used his keynote speech at the recent NDI ‘Building for Growth’ conference in Glasgow to outline some of the changes which have taken place within BAE as a whole, and how the creation of Maritime – Naval Ships will help continue to deliver important MOD programmes.

Mr Catterick said: “Naval Ships is a new construct in itself, and was released this year from our Service Ships organisation. This change was implemented as we reformed to target our focus on platforms and combat systems. We take care of the fleet right from the design conceptual phase through build to delivery and, in the case of the new frigate, through-life support. If you look at the lifespan of some of the vessels that are in service today, we’re talking 25 going on 35 years of service. Keeping those vessels afloat is a great opportunity and probably as valuable as the initial build and acquision phase itself.

“Our portfolio is interesting in so far as we have been fortunate enough to have quite a good, stable log book of products coming out. We have just finished and sent to sea trial the sixth and final Type 45 Destroyer and that has been a very successful programme for us, laying the foundation for the very ambitious and large programme which is the Queen Elizabeth Class carriers. The latter are being built around the UK in Portsmouth, Liverpool and on the Clyde, before final assembly in Rosyth. It’s a very ambitious programme in its own right and it has had many trials and tribulations on its way in terms of its design and configuration.”

Type 45

Mr Catterick then highlighted how BAE has learned from experience, speaking in greater depth about the Type 45 programme and the levels of capability achieved.

“The business is taking more of the learning from the Type 45 and Queen Elizabeth Class programme and investing it in what we hope will be a very successful programme – the Type 26 Global Combat Ship Frigate. The Type 45 is a capable anti air warfare destroyer, one of the leaders in its class in the world today. Five have been successfully completed; the sixth is on sea trial and is expected to go into service next year.

“If we look at the QEC family, we have two carriers being built. The last and most significant part of the first ship – the lower block floor – recently set sail on the Clyde on the back of a barge around the UK to Rosyth dockyard and should complete the infrastructure. These are very ambitious programmes and we hope to take their success on into the Type 26 GCS programme.”


While the Type 26 product has been specifically tailored for the UK defence marketplace, Mr Catterick believes that it could also be suitable worldwide.

“This is not just a product that we believe will be suitable for the national marketplace – we believe it’s also something that will be of extreme interest in the export world,” he said.  

“We hope and plan that the Type 26 will enter service in early 2020 – a lot of the design work is on the drawing board now and our attendance here today is a great opportunity for the supply base to come to terms with the programme’s requirements and how they may be able to marry up with those requirements and be successful in the delivery. Its basic displacement of 5400 tonnes will be the backbone of the Royal Navy fleet going forward. We’re hoping, if successful, that we can put 13 of these platforms to sea.”

Ever evolving

“With a programme of this nature, the requirements always evolve as we see what the art of the possible is in terms of the capabilities we can produce and what the customer, in this case the Royal Navy, ultimately wants; and we can balance that off against what is affordable and what is achievable. The message for industry is that change happens a lot on these programmes – one of the key things that the supply chain needs to understand is that we as a prime have to manage change as effectively as possible. So that for me is the main message – accept change as a norm.

“About the product itself: we are designing this one in conjunction and in partnership with the MOD. Within our facility in Bristol we are working hand in glove to make sure that we don’t lob one thing over the fence to the other party; we are in the room together, trying to ensure we have an effective product coming on the drawing board. Being able to build support into the initial design itself is unique – and hopefully for the Treasury, for us and for the public purse this will give us a product which is really cost-effective for the taxpayer.

“And that brings us on to the through-life concept of affordability – value for money and value for the public purse. Whatever we do as a prime, we have to test and examine the questions ‘Are we delivering value for money?’ and ‘Is the proposition affordable?’. That doesn’t mean ‘What’s in it for me?’ – it’s a ‘What’s in it for we?’ scenario, and something that we are trying to make sure that this programme brings forward with a lot of publicity.

“Supply chain participation will get us that affordability because we see it coming through with innovation. Participation doesn’t mean a bunch of boffins stuck in a room; it can be as simple as taking waste out of the supply chain in any way, shape or form.”

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