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New Canadian Shipbuilding Strategy

  • Thread starter Thread starter GAP
  • Start date Start date
The problem is- everyone is short of AORs. The USN in particular. So just saying "oh, we can just rely in our allies" is really just the same as making "Hope" your prime COA.
 
SeaKingTacco said:
The problem is- everyone is short of AORs. The USN in particular. So just saying "oh, we can just rely in our allies" is really just the same as making "Hope" your prime COA.

SKT, if the USN is short AORs, why did they mothball two of the fast supply class ships?

Regards
G2G
 
Yes, we're all hurting to some extent or another.  Gone are the days of plenty for everyone.  I do doubt that however much the USN is down in their luck when set against their glory days that they don't have assets within reasonable reach of where we're sailing away from home waters when a port of call isn't an option.

It still will be some time, however, until we have all our war canoes finished completely with the HCM upgrades and tests.  We're not in a position to be doing much that takes us where we need to have the legs an AOR gives without being co-opted with our friends.  Therefore we can still get to where we need to be by stopping in for fuel in the ports on route, however much of a pain in the butt it is.  And by the time all the canoes are out, tested and prepped we'll be that much closer to having our AOR capability back in house.

And anyhow, "Hope" of one sort or another has pretty much been a course of action throughout my years in the mob IIRC.
 
This problem, needless to say, predates this government. For decades, governments of both the Liberal and Conservative stripe have treated defence procurement not as a means of supplying our troops with the best equipment fastest at the lowest price, but as a giant corporate welfare machine gussied up with the odd artillery tube and a bit of camouflage.
http://news.nationalpost.com/full-comment/national-post-view-the-military-is-a-fighting-force-not-a-public-works-project
 
Good2Golf said:
SKT, if the USN is short AORs, why did they mothball two of the fast supply class ships?

Regards
G2G

God only knows. I guess when the choice is between Carriers and AORs (even the USN has money trouble), you choose Carriers.

The Kaisers are particularly expensive AORs to operate. Their crew is way in excess of what we would put onboard. It is designed to keep up with a Carrier Battlegroup, so it has gas turbine engines. Very fast, but very expensive to run.
 
SeaKingTacco said:
God only knows. I guess when the choice is between Carriers and AORs (even the USN has money trouble), you choose Carriers.

The Kaisers are particularly expensive AORs to operate. Their crew is way in excess of what we would put onboard. It is designed to keep up with a Carrier Battlegroup, so it has gas turbine engines. Very fast, but very expensive to run.

You are thinking of the Sacramento Class of fast support tankers.
http://en.wikipedia.org/wiki/USS_Detroit_%28AOE-4%29

The Kaisers were the smaller civilian run AOR's. Chile purchased one that was declared surplus to USN needs.
 
Irving CEO puff-piece--note Sept. 1 date for first A/OPS steel-cutting:

Shipyard to drive Halifax economy with $190 million spent locally

Irving Shipbuilding has invested well beyond the value of the interest-bearing loan from the province to deliver the best quality and value to Canada. It is a $350-million investment in a strengthened long-term future for our skilled workers and the community where we are very proud to serve as Canada’s combatant shipbuilder.

We built a larger facility than was required for the first set of ships, the Arctic offshore patrol ships. We did this to ensure a seamless transition for our employees and our operations as we complete the patrol vessels and move forward to build the larger Canadian surface combatant ships in 2020.

Nova Scotia suppliers have been a very important part of our yard modernization and Arctic patrol ship program. Sixty-three per cent of spending to date has been here in Nova Scotia. That is more than $190 million into the local economy.

Today, we’re getting ready to build the first ship, with steel cutting on Sept. 1. Orientation of our existing workforce has begun at the Nova Scotia Community College, a vital partner in building the skill of our current and future employees.

We’re hiring. We want to keep skilled Nova Scotians home and bring them home.

Where we don’t have the expertise in Canada, we are bringing in the best and brightest from around the world who will make Nova Scotia home.

At peak, direct employment at Irving Shipbuilding and our sub-contractors in Halifax is forecast to grow to 2,500…
http://thechronicleherald.ca/letters/1287020-shipyard-to-drive-halifax-economy-with-190-million-spent-locally

Mark
Ottawa
 
As usual, I am confused.  Can somebody straighten me out?

Michael den Tandt - National Post - May 15 2015

Seaspan's yard in North Vancouver has in the past produced mainly barges and ferries. As a result, it required a big upgrade, which the company has done, at a cost it says of $170 million. That work was completed in November. Yet no contract with the federal government has been finalized, nor has construction of the coast guard vessels begun.

....

On the other hand, on Oct 28, 2014 11:28 AM in "Professional Mariner"

Seaspan starts building Canada's first NSPS ship

Oct 28, 2014 11:28 AM

The offshore fisheries science vessel is part of the National Shipbuilding Procurement Strategy

The following is the text of a news release from Seaspan:

(NORTH VANCOUVER, British Columbia) (Oct. 27) — The Honorable Diane Finley, minister of Public Works and Government Services Canada, announced today that Seaspan’s Vancouver Shipyards has started construction on two initial blocks for the first National Shipbuilding Procurement Strategy (NSPS) ship, the Canadian Coast Guard’s offshore fisheries science vessel (OFSV).

“We are thrilled to begin initial block construction on the OFSV and are grateful that Minister Finley is here to celebrate this milestone moment with us," said Brian Carter, president of Seaspan Shipyards. “We are proud to be Canada’s capability partner for non-combat vessels and are looking forward to continuing our service to the Canadian Coast Guard and the Royal Canadian Navy under the NSPS.”

The initial block construction coincides with the final phases of Seaspan’s Shipyard Modernization Project, a two-year, $200 million project which once complete in November will provide state-of-the-art facilities to efficiently deliver ships under the NSPS program for more than 20 years.

“Today’s announcement confirms that the NSPS is working to employ Canadians and generate economic opportunities within our shipbuilding and marine industrial base across the country,” said Carter.

Seaspan’s NSPS build package will create stable work over the next decade for trades and suppliers throughout British Columbia and across Canada. It is estimated that this work will create a total of 5,000 direct, indirect and induced jobs throughout the life of the build program, and produce almost $500 million per year in gross domestic product for B.C.’s economy.

It would certainly appear, to me at least, that Seaspan and the Federal Government, contrary to Mr. den Tandt's assertion, have started to build NSPS vessels for the Coast Guard.

Can somebody fill in the blanks for me?

I leave aside the gratuitous swipe at Seaspan having to gear up with a new shipyard (privately financed) while no mention is made of the Nova Scotia government financed upgrade of Irving's yards. 

Seaspan apparently didn't have the facilities because they only worked on tugs and barges (a surprise to the Navy, trawlers and cruise industry I am sure). What was Irving's excuse?

Final edit:  Seaspan completed their yard modernization ahead of time and officially opened for business on November 6,2014.

Yard Modernization Complete
 
FYI PWGSC  May 1 2015.



NSPS Technical Briefing on Canadian Surface Combatant - Speaking Notes

May 1, 2015

Check against delivery

Good morning/afternoon;

My colleagues—and I are pleased to be here today to update you on the National Shipbuilding Procurement Strategy.

As you know, we have provided regular updates on the progress of the National Shipbuilding Procurement Strategy. We are now just a little over three years after signing the overarching Umbrella Agreements with Vancouver Shipyards and Irving Shipbuilding. This is a 30-year project and we are just at the beginning. In this short time, significant progress has already been made. The two shipyards have completely transformed themselves, investing hundreds of millions of dollars to modernize their infrastructure. These modernizations are nearly complete. The National Shipbuilding Procurement Strategy has already generated significant economic benefits and jobs for Canadians. And it will continue to do so.

This year we will see construction start on the first ships in the lead projects: the Arctic Offshore Patrol Ship in Halifax and the Offshore Fisheries Science Vessel in Vancouver. While the shipyards have been preparing to cut steel in Halifax and Vancouver, we have been setting the stage for upcoming National Shipbuilding Procurement Strategy projects. Today we will be focusing on the Canadian Surface Combatant project.

The Canadian Surface Combatant is one of the most significant projects undertaken by the Government of Canada to date. A budget envelope of $26.2 billion was established to build up to 15 vessels to renew the Canadian Surface Combatant fleet for the Royal Canadian Navy. In order to meet the Navy’s needs, while ensuring that Canadians get value for money and significant economic benefits, we have adopted a comprehensive procurement strategy. Let me tell you more about the “Most Competitive Procurement Strategy”.

Canada engaged industry to help inform the development of the procurement strategy for the Canadian Surface Combatant. With input from industry, we short-listed two potential approaches. The first was to competitively choose and fund a single design team. The second was to competitively select and fund two design teams. Each of these approaches had some industry support – however, there was no consensus across the industry.

In addition to consultations with industry, we also assessed our recent experience with naval design–and-build procurements which, like the Canadian Surface Combatant project, started with ambitious technical requirements and a constrained budget and for which, like the Canadian Surface Combatant project, a significant driver for the procurement strategy was the ability to successfully reconcile requirements with budget.

Our most recent project of this type was our first attempt at the Joint Support Ship procurement project where we utilized the two competing design teams approach. In this project, we were unable to successfully work with two competing teams to reconcile requirements with budget. These cost/capability tradeoffs are not easily done because the two teams and the government officials with whom they work must be kept firewalled from each other to ensure fairness in the competition. This does not allow the government to modify requirements based on innovative design approaches proposed by the companies, without being exposed to considerable legal risk. Ultimately, in the case of the Joint Support Ship project, an inability to do those tradeoffs resulted in bids that were well over budget.

As we continued with our procurement strategy assessment, and in light of the Defence Procurement Strategy, it also became evident that we needed to focus on the strategy for competitively selecting the systems and equipment that would be incorporated into the Canadian Surface Combatant ships. We want to maximize competition for the opportunities that the project creates for Canadian business or work to be done in Canada, as well as maximizing value and innovation.

This led to an evolution of the strategy to competitively choose and fund a single design team through the “Most Competitive Procurement Strategy”.

The Most Competitive Procurement Strategy facilitates the competitive selection of systems and equipment and enables us to incorporate Value Propositions into these selection processes. One key advantage is that after we have selected the Combat Systems Integrator and the Warship Designer, we will then work with Irving Shipbuilding to competitively select the equipment, systems and sub-systems suppliers throughout the process. This is in contrast to a two team approach where we would expect extensive teaming arrangements early in the process, which would limit our ability to compete those equipment and systems throughout the process. This also drives costs down and ensures value for money.

In summary, to maximize the potential of the competition, we determined that the best approach would be to complete the reconciliation of requirements and budget. Then, knowing the requirements, Irving Shipbuilding, the Combat Systems Integrator and a Warship Designer will be able to effectively conduct the competitions to select the systems, sub-systems and equipment for the ships and complete the designs.

Constructing warships is no easy task. In fact, it is a long, difficult and complex endeavour. So while we have chosen Irving Shipbuilding to build these vessels, we will need the expertise of a Warship Designer as well as a Combat Systems Integrator. These roles are critical to this project.

The role of a Warship Designer is to provide and adapt a platform design. The degree of customization possible for existing designs will inform the approach best suited to choosing a Warship Designer and obtaining best value and best fit in this role. By using an existing design, we can reduce developmental risk and time in the design phase.

The Combat Systems Integrator, on the other hand, designs and integrates the combat system, primarily made up of the sensors (for example the sonar and radar), the weapons (for example the missiles and guns) as well as the various communications systems. These systems will enable the Navy to fulfill its missions and are essentially the raison d’être for the warship. It is also the area of highest complexity and greatest cost.

The National Shipbuilding Procurement Strategy is focused on delivering the equipment that our men and women in the Royal Canadian Navy and the Canadian Coast Guard need to do their jobs, developing and sustaining a robust domestic shipbuilding industry, creating highly skilled jobs for Canadians and maximizing opportunities for Canadian industry – including export opportunities. The benefits must flow far beyond the shipyards, and extend across Canada. The Canadian Surface Combatant procurement strategy reflects these priorities.

To make the best decision and meet our objectives, we relied on the same key characteristic that made the shipyard selection process a success: early and ongoing consultation, ensuring sound governance.

This strategy will ensure the greatest degree of competition throughout the supply chain and maximize opportunities for Canada, while ensuring value for the Navy and taxpayers.

We will be working with Irving Shipbuilding, who, as the Canadian Surface Combatant prime contractor, will be ultimately responsible for the successful delivery of the ships. However throughout the process, Canada will set the requirements. I want to be clear on this point: regardless of who is executing any particular competitive process, it will be Canada who is setting the standards and ensuring that the processes are being conducted properly in a fair, open and transparent way.

The Canadian Surface Combatant procurement strategy will begin immediately.

First, Canada, working in consultation with Irving Shipbuilding and other firms with warship expertise, will immediately commence initial reconciliation of the Royal Canadian Navy’s requirements with the budget.

Starting next month, we will establish a short list of qualified designers and integrators. In order to pre-qualify, these firms will have to demonstrate their experience and capability in warship design and combat systems integration. The prequalification should be complete in early Fall 2015. We expect to have a Combat Systems Integrator and a Warship Designer by early 2017.

The next stage will be for Canada, Irving Shipbuilding, the Combat Systems Integrator and the Warship Designer to undertake multiple design spirals to design the ship within our budget, under a design-then-build approach. This is the same approach that we have used successfully for the Arctic Offshore Patrol Vessels.

Throughout that design process, there will be a series of competitive processes to source the required equipment, systems and sub-systems.
We fully expect that Canadian companies with expertise in those areas to be able to compete on and in many cases win those sub-contracts. My colleague, from Industry Canada will talk more to how we will maximize opportunities for Canadian companies in a couple minutes.

Throughout the strategy, there will be a strong emphasis on using open, fair and transparent competitive processes. Canada will set the standards for these competitions whether the processes are conducted by the Shipyard, the Combat Systems Integrator or the Warship Designer. The standards will include applying the principles of the Defence Procurement Strategy to ensure that Canadian companies are able to do meaningful work on these ships.

In order to provide an additional layer of independent oversight, we have engaged a fairness monitor to oversee the entire Canadian Surface Combatant procurement process to ensure fairness and transparency.

One of the key objectives of the National Shipbuilding Procurement Strategy has been the avoidance of a boom-bust shipbuilding cycle. Mitigating this risk is a significant focus for Canada and Irving Shipbuilding.

We are of course also looking forward to delivering the first ship of the new fleet of surface combatants to the Royal Canadian Navy. Under the Most Competitive Procurement Strategy, we will be able to reach a Canadian Surface Combatant construction start 12 months sooner than under the dual design team option which, in turn, will enable us to take delivery of the first ship 12 months sooner. It is imperative to ensure there is no production gap between the last Arctic Offshore Patrol Ship and the first Canadian Surface Combatant. Therefore, we are also examining options to get to cutting steel sooner by streamlining the procurement processes, performing the first phase of requirements reconciliation this summer, two years earlier than originally planned, and by using off-the-shelf equipment wherever feasible to reduce developmental risk. These are a few examples of how, under the National Shipbuilding Procurement Strategy, Canada, Irving Shipbuilding and the industry will be able to plan ahead and seek out ways to better manage the overall shipbuilding program of work.

For an undertaking as important and complex as this project, proper governance is vitally important. The governance committees for the National Shipbuilding Procurement Strategy will oversee the timely implementation of this strategy. This includes a National Shipbuilding Procurement Strategy Ministers’ Working Group that will ensure that decisions are being made in a timely manner and in the best interests of Canadian taxpayers.

Through these strong governance structures, important decisions on costs, capability, requirements, evaluation criteria, procurement strategies for equipment, systems and sub-systems, Canadian benefits and timelines will be made at the appropriate levels in a timely manner.

The design and construction of the Canadian Surface Combatant is expected to span 20 to 30 years, which is good news for the industry. As with any long-range project, we appreciate that technology will evolve over time and, consequently, the first Canadian Surface Combatant will not be fitted with the same equipment as the last one off the production line. Applying what we’ve learned so far through National Shipbuilding Procurement Strategy and utilizing the Most Competitive Procurement Strategy will allow us to apply knowledge and expertise to make decisions at the appropriate times in the process. It will also offer the flexibility to work with our partners to discuss strategy and trade-offs and make the necessary adjustments. This will provide the Royal Canadian Navy with a renewed warfare capability and versatility allowing it to deploy worldwide on short notice.

The construction of the Canadian Surface Combatant is expected to begin in the early 2020s. Canada will continue to work closely with Irving Shipbuilding, the selected Warship Designer and the Combat Systems Integrator to ensure the successful delivery of vessels.

I will now turn to my colleague from DND.

It is anticipated that Canada will acquire two ship variants to replace the capabilities of the Iroquois-class destroyers and Halifax-class frigates.

Both variants will have the necessary combat capabilities to operate in air, surface, and sub-surface threat environments. A small number of ships will have the ability to provide area air defence (to protect against threats at greater range).

The remainder of the Canadian Surface Combatants will replace the capabilities provided by the current fleet of multi-role frigates. Ultimately, the surface combatant fleet will provide the Government of Canada with the capabilities necessary to control and defend Canada’s maritime approaches, defend North America, and lead a wide range of international operations.

The National Shipbuilding Procurement Strategy will enable ongoing discussions between the government, Irving Shipbuilding Inc., and qualified Combat System Integrators and Warship Designers regarding the Canadian Surface Combatant requirements. The project will continue the review of its high-level requirements and specifications. It is a complex undertaking to determine how to allocate capabilities across each of the two variants within the budget. As the procurement process and design work progresses, this analysis will be essential to ensure that the design solution is affordable and that there is a valid cost proposal for building the ships. Throughout the analysis, our procurement approach is set up to recommend to Government to revisit capabilities, if appropriate. Furthermore, we intend to consult with the Independent Review Panel for Defence Acquisition, as well as other potential third parties and stakeholders.

We fully expect that the Canadian Surface Combatant project will benefit from shipbuilding efficiencies and lessons learned during the building of the Arctic/Offshore Patrol Ships that precede it.

I will now turn to my colleague from Industry Canada to talk about the strategy to maximize benefits for Canadian companies throughout the process.

The Canadian defence sector plays an important role in the Canadian economy—including over 650 firms, contributing to the employment of more than 65,000 full-time workers and generating $9.4 billion of revenues annually.

Industry analysts have estimated that government ship projects could contribute 15,000 jobs across Canada and over $2 billion in annual economic benefits over the next 20 to 30 years.

To further strengthen the economy, the Industrial and Regional Benefits Policy and the Industrial and Technological Benefits Policy will apply to this procurement. Irving Shipbuilding Inc, as prime contractor, will be required to ensure that it, and all the companies it subcontracts, together undertake business activity in Canada equal to the value of the contracts they secure. An additional investment in Canada must be made in skills, technology and industrial development equal to one half of one percent of the contracts secured.

The Industrial and Technological Benefits Policy includes a Value Proposition that will require bidders for the Combat Systems Integrator, Warship Designer, and related systems, sub-systems, equipment and services to compete not only on price and technical merit, but also on their economic contribution to Canada as contained in their Value Propositions.

Earlier industry engagement is a cornerstone of the Defence Procurement Strategy. We will be working closely with industry to define the Value Proposition evaluation frameworks in order to leverage significant economic benefits to Canada.

Applying these Policies will strengthen Canada’s defence sector and support the growth of suppliers across Canada, including small and medium-sized enterprises.

The Industrial and Technological Benefits Policy is a powerful investment attraction tool for Canada. The policy will encourage firms to grow their existing presence in Canada and make new investments in order to generate growth and high-quality jobs for Canadians.

Industry Canada has completed significant analysis of Canadian capabilities related to direct opportunities for Canadian suppliers on the Canadian Surface Combatant project and mapped these capabilities against international market opportunity. The data highlighted areas where Canada has significant strengths and where there is significant opportunity for growth in international markets – these include communications, sonar and command and control. This illustrates the importance of developing unique value propositions in order to maximize economic benefit to Canada when competing systems, sub-systems, equipment, and services.

In conclusion I would like to reiterate a point I made at the beginning: the procurement of these ships is an incredibly complex undertaking. We have held 15 industry engagement sessions on the Canadian Surface Combatant project since 2012. We have engaged independent experts throughout the process. And we have established a robust and effective governance structure. All of this has been the result of a lot of hard work by a lot of people. And it has all informed the decisions that I have outlined to you today. However, with complexity comes uncertainty. Therefore, I am not here telling you that we have found all the answers and that the path forward is cast in stone. Rather we recognize that we will need to make adjustments as we progress. We will adjust and evolve as warranted and continue to engage with industry and the public. This is why we have developed a strategy that provides us with such flexibility and married it with a robust Governance Structure to ensure risks are well managed.

Thank you, my colleagues and I will now take your questions.
 
Back to Seaspan/CCG:


Seaspan’s Vancouver Shipyards yard modernization complete; first blocks for Coast Guard’s Offshore Fisheries Science Vessels under construction
Posted on: December 29th, 2014

Brian Carter, President of Seaspan Shipyards says, “We completed our shipyard upgrade October 30, two months in advance of the projected date and significantly under budget,”...

Funded entirely by Seaspan, the $170-million yard reconstruction project has transformed Vancouver Shipyards into the most modern facility in North America, and will establish a shipbuilding and ship repair centre of excellence on the West Coast...

Shipbuilding begins on first offshore fisheries vessel

At an October 27 ceremony, Seaspan executives, along with Diane Finley, Minister of Public Works and Government Services Canada, announced that Seaspan’s Vancouver Shipyards has started construction on two initial production blocks for the first NSPS ship, the Canadian Coast Guard’s Offshore Fisheries Science Vessel (OFSV). Brian Carter estimates the new vessel construction work will result in the creation of 5,000 direct, indirect and induced jobs over the next 20 years, to produce almost $500 million per year in gross domestic product for B.C.’s economy.

Carter says, “We’re on plan, we said we’d start first OFSV in October this year, which we did. We’ll start the remaining blocks in early 2015, so everything is onward and upward. We’re developing the off-shore oceanographic science vessel which is what we build after the three OFSVs and we’re in the design process for the joint support ship which will be the largest ship ever built in western Canada.” Describing the shipbuilding process, Carter says, “Ships are built in blocks that start with a piece of steel plate. The plate is cut, stiffeners are attached to give strength. This is called a panel, and the panels are joined together, resembling a five-sided block. The blocks are then outfitted with everything we can possibly put in it such as piping, ventilation, electrical systems and equipment. We try to get as much of that in during this process.” Once out of the pre-outfitting stage, the block is painted, multiple blocks are joined together forming grand blocks which, when all assembled, form the ship.

“This work completes the vessel to about 92 per cent, and that’s as much as we can do on land.” Once in the water, the ship is commissioned, systems are connected and testing takes place, this work will be done at Seaspan’s Victoria shipyards. The key to the construction however, Mr. Carter says, is getting the blocks as pre-fitted as they can be. He notes that blocks are grouped since those requiring more outfitting take longer to complete. “Forty blocks make up the off-shore fisheries science vessel and there are six families of blocks. We plan the schedule to level-load our facilities, so we truly operate as a manufacturing assembly line.”..
http://www.canadiansailings.ca/?p=9426

Mark
Ottawa
 
But from Kirkhill's Technical Briefing May 1:

...
This year we will see construction start on the first ships in the lead projects: the Arctic Offshore Patrol Ship in Halifax and the Offshore Fisheries Science Vessel in Vancouver. While the shipyards have been preparing to cut steel in Halifax and Vancouver [emphasis added]...
http://www.tpsgc-pwgsc.gc.ca/app-acq/sam-mps/na-sp-05-01-eng.html

?

Mark
Ottawa
 
More on the Oct 27th 2014 announcement - from IMTARC


Vancouver Shipyards starts production of first NSPS vessel

bf2dcdc385e599f6c99482cbe746d5be_L.jpg


Watched by Seaspan Shipyards President Brian Carter, Minister Diane Finley presses button to initiate steel cutting

Source: Marine Log
Date: October 27, 2014

OCTOBER 27, 2014 — Diane Finley, Canada's Minister of Public Works and Government Services Canada visited Vancouver Shipyards, Vancouver, B.C. today to announce the award of a $5-million contract for the production of two initial blocks for the first National Shipbuilding Procurement Strategy (NSPS) ship, the Canadian Coast Guard's Offshore Fisheries Science Vessel (OFSV). She also pressed a button to start production rolling.

"I'm pleased to be here to cut steel on the initial block production of the Offshore Fisheries Science Vessel," she said. "This milestone shows our progress and our commitment to rebuilding our Canadian marine industry
, which will ultimately lead to the creation of high-quality jobs and economic growth in communities across Canada."

The Offshore Fisheries Science Vessel will be the first class of ship to be built at Vancouver Shipyards under the government's shipbuilding strategy.

“We are thrilled to begin initial block construction on the OFSV and are grateful that Minister Finley is here to celebrate this milestone moment with us, said Brian Carter, President – Seaspan Shipyards. “We are proud to be Canada’s capability partner for Non-Combat vessels and are looking forward to continuing our service to the Canadian Coast Guard and the Royal Canadian Navy under the NSPS.”

The initial block construction coincides with the final phases of Seaspan’s Shipyard Modernization Project, a two-year, $200 million project, which once complete in November, will provide state-of-the-art facilities to deliver ships under the NSPS program for more than 20 years.

Building the initial blocks will enable the shipyard to test new processes, get personnel familiar with new equipment and streamline construction for when full production begins in spring 2015.

As you say Mark :  ???
 
Maybe this adds a bit more to the puzzle -

Seaspan Marine cut steel October 27 at its Vancouver Shipyards to start production of two blocks that will be part of the first large non-combat ship for the federal government.


A total of 40 blocks will be welded together in a modular construction system used to form the ship, an offshore fisheries science vessel.

Blocks hold everything needed for a specific area of a vessel, including piping, electrical components and other equipment.

The first two blocks will test new processes, tools, facilities and equipment prior to starting full production in spring 2015, said Brian Carter, president of Seaspan Shipyards.

The initial blocks are destined for the bottom sections for the first of three offshore fisheries science vessels. Seaspan, owner of Vancouver Shipyards, Vancouver Drydock and Victoria Shipyards, is under contract to build $11.3 million worth of non-combat ships for the federal government.

At this time, 50 workers are on the job. As the next two vessels begin, about 350 workers will be used, Carter said.


Times Colonist

Link
 
More on the matter - And I am given more reason to believe that somebody is using Mr. den Tandt to stir the pot.

From all that I can see there is little reason to believe that there is any problem on the West Coast or that there is any room for Davie at the table - unless the government were to consider adding more vessels to its planned procurement strategy or wanted to accelerate the pace of delivery (ie the pace of spending).  I don't see any indication of any of that.

National Shipbuilding Procurement Strategy Technical Briefing (January 16, 2015)

Ladies and Gentlemen,

Good day,

RAdm Pat Finn, Kevin McCoy and I are pleased to be here today to provide you with an update on the implementation of the National Shipbuilding Procurement Strategy. As you know, we have provided you with regular updates at key milestones of the program.

Today, we are pleased to inform you that we have reached agreement with Irving Shipbuilding on the build contract for the Arctic Offshore Patrol Ships. This is a significant milestone. Our briefing this morning will therefore focus on the AOPS build contract.

Before we get to the AOPS, let me do a quick run through on a few of the other elements of the program. I’ll start with the shipyard transformations and modernizations. These have been remarkable.

Over the last three years, Vancouver Shipyards and Irving Shipbuilding have planned, demolished, reconfigured and rebuilt their yards so that they could construct Canada’s large vessels efficiently.

Vancouver completed its $170 million transformation a few months ago, ahead of schedule. Irving will complete its $340 million modernization this year, on schedule. It is important to reiterate that these renovations are at zero cost to Canada.

These major reconfigurations had to be completed before any build activities could take place; they are a condition of the selection of the yards to build Canada’s fleets; and the state of readiness and completion will be validated by First Marine International, our independent third party expert on shipbuilding.

As a result, both the combat and the non-combat packages will begin vessel construction this year. In fact, construction of the two initial blocks for the Canadian Coast Guard’s Offshore Fisheries Science Vessels began last October in Vancouver.

We are moving forward on the build contract for the Offshore Fisheries Science Vessels and on purchasing long lead items for the Joint Support Ships.


Each of the ships in the NSPS program is advanced through a design-then-build approach which we’ve briefed you on previously. The design-then-build approach allows for the exercise of design-cost trade-offs to ensure affordability, while ensuring delivery of the Navy’s and the Coast Guard’s requirements and capabilities.

More to the point, getting this approach right is key to addressing the questions of cost, capability and schedule that seem to get asked most often in relation to AOPS.

I will address each of these in turn in relation to the AOPS build contract. The initial AOPS design was provided to Irving Shipbuilding in June 2012. Since then, the shipyard has been maturing the design through multiple reviews. The shipyard is now at the final stages of completing the design process and moving to a build-ready state.

Throughout the design-cost-capability reviews, construction estimates are refined until substantive costs are provided. These are not based on benchmarks from other countries or computer estimates or parametric models. This is a costing model that is informed by data directly related to the shipyard, the ship and its capabilities. It includes five elements:

a three dimensional model that provides a full understanding of the design and construction elements – and Kevin will demonstrate a sample of that modeling in his presentation;
a supply chain established by the shipyard where the major equipment has been selected through competitive processes;
a design that has been reviewed, scrutinized, refined and costed for both labour and material;
a number of detailed reviews by the Government of Canada and the shipyard to ensure risk elements are known, assessed and mitigated; and
Finally - review and validation by an independent third party - the American Bureau of Shipping, which included a review of costs.
The design-then-build approach also includes construction of the first sections of the vessels – known as initial blocks or production test modules. The shipyard will test its new infrastructure, environment and production processes, with these initial blocks.


As the design work progressed, we negotiated the build contract. For the last 14 months, we have been working with Irving Shipbuilding to structure an innovative incentive-based build contract.  We started the contract negotiations from a principles perspective. We identified risk elements such as the liabilities and warranties, and discussed ways to ensure that the funds expended would be maximized on ships as opposed to contingencies for “what-ifs”.

From there, we focused on interest-based negotiations, the “why” behind each of the cost elements. The end result is in the best interest of Canadian taxpayers and the shipyard as both parties will focus on the efficient management of the contract so as to deliver cost savings to the Crown while ensuring the Navy receives the ships it requires.

As an example, it is in Irving’s best interest to keep costs down so as to receive an increased Fee based upon our negotiated incentivized fee structure.

Concurrent to these discussions, we conducted cost and profit discussions with the focus on cost containment and value for money.

The culmination of these efforts is a contract that delivers the Arctic Offshore Patrol Ships that the Royal Canadian Navy requires within a contract that provides best value for taxpayers.

The AOPS is a new design and a new class of ship, being built in a brand new shipyard. These factors bring risks with them.

As for any complex program, the challenge is to find the appropriate balance between risk and cost certainty.

The contract with Irving Shipbuilding is for six ships. It is structured to include incentives to keep costs down and to deliver six ships, within a ceiling price. Should costs increase, due to unforeseen factors, the contract will guarantee the delivery of five ships within the same ceiling price.

However, building five ships will negatively impact the shipyard as the incentives to build six ships turn into significant disincentives if only five ships are built.

The AOPS contract is a Cost Reimbursable Incentive Fee or CRIF based contract. This assigns risk-sharing of some key elements, such as liabilities and warranties, to either the shipyard or the Crown, whichever is better equipped to manage it. It also includes contingencies for fluctuations in exchange rates, inflation and labour rates.

The President of Irving Shipbuilding, Mr. Kevin McCoy, will speak to the contract incentives, and the strategies the shipyard has put in place with regard to the number of ships to be built in just a few minutes.

The total potential value of the build contract is $2.3 billion.

The original AOPS budget of $3.1 billion was established in 2007. This included acquisition costs such as ship design and construction, infrastructure costs (jetties), spares, logistics, project office operations and contingencies. As the Auditor General noted in his report, and the government acknowledged, a number of factors such as cost-of-living and exchange rates will impact budgets that are set far in advance. Generally, these factors affect the amounts set aside for contingencies. And that is the case for the AOPS project.

As a result, the overall AOPS project budget was recently increased to $3.5 billion, to re-establish an appropriate contingency. This additional funding comes from DND’s existing accrual envelope and does not affect other DND acquisitions or operational activities.

Capability:

While a design then build approach with several design reviews allows for cost capability trade-offs, NO major capability reductions were identified during the design process. Let me repeat that: NO major capability reductions were identified during the design process. Admiral Finn will provide additional details on the capability issues in a moment.

Schedule:

When the shipyard selection process was completed in 2011, we established a schedule to begin the AOPS construction in 2015. And I am pleased to say that the construction of an initial block will commence this summer, and full production will begin in September, as planned and scheduled after the shipyard selection process. This will see delivery of the first AOPS vessel in 2018 and a further vessel approximately every 9 months thereafter.

I will now ask Admiral Finn to speak to how the AOPS vessels meet the Navy’s requirements.

Pat Finn: Thank you Tom, As designed, the new class of ships, now called the Harry DeWolf class, will meet the requirements of the Canadian Armed Forces. These ships are capable of operating in the Arctic, providing a greater presence in the north and an operational capability further into the season. The NSPS has enabled an approach that allowed us to complete a rigorous design review. It also provides insight into the implications of various requirements. This has resulted in some changes to the ship design, none of which have resulted in the elimination of major capability or affected the ability to meet all operational requirements.

Examples of the changes include lengthening the ship to make it simpler to produce and simplification of some of the communications systems.

Through our design then build approach we have reviewed, refined, and matured the AOPS ship design to get all the production details right, factor in the potential risks, and finalize costs.

Our cost estimates are informed by real data, real prices, and real quotes from industry.

The Parliamentary Budget Officer’s report was based on a parametric model of the AOPS ship that utilizes high-level technical and performance parameters such as displacement and speed as primary inputs.

Parametric modelling is typically used during the very early stages of a project when critical design details are not known. As such, parametric models are subject to a wide range of uncertainty.

It is for these reasons that we are confident in the delivery of six ships as opposed to the PBO estimate that there would still only be a 50% probability of getting six ships after a budgetary increase..

Importantly for Canadians, AOPS will better enable the Navy to assert and enforce sovereignty in Canadian waters, including in the Arctic. The ships are fundamentally designed to meet the Canadian Armed Forces requirements.

I will now turn the floor over to Kevin McCoy who will speak to the measures taken by the shipyard that will drive the shipyard’s production and number of ships.

Kevin McCoy: With this contract, Irving is planning to build six ships. We are heavily incentivized to do so and we expect to deliver six ships for the Royal Canadian Navy.

As Tom mentioned, this is a new design and class of military ship that will be constructed in a brand new shipyard. These things bring risks with them – that is a fact of life.

What we have done here is try to understand and manage these risks and provide for what will happen if they occur.

The AOPS contract is a balanced and fair contract – with appropriate levels of risk being taken by all parties.

In the event that risks materialize and increase costs – there is a pre-agreed mechanism to deal with them in a simple, well understood way.

Around the world the best performing shipbuilding programs are those where the design of the ship is complete before construction begins.

The rigorous approach laid out by Canada to fully design the ship before cutting first steel – maximizes production efficiency and reduces overall program risk.

Canada and Irving are working closely together to avoid these risks – the best example being the design-then-build approach being taken. Let me show you a few images of what the 3D model looks like.

The contract is innovative, well thought out, appropriate and balanced. It ensures an effective partnership and collaboration between the Government of Canada and Irving Shipbuilding.

It will also create jobs. We estimate that over 1000 jobs will be sustained at the yard at the peak of construction. We will also be generating work across Canada. To date, even before we start construction on the AOPS, Irving Shipbuilding has issued contracts worth $331 million, to suppliers across Canada.

Tom Ring: As Mr. McCoy just emphasized, we are expecting that the cost reimbursable incentive fee based contract creates the right incentives for the shipyard to construct six AOPS vessels.

In conclusion, we are pleased that the men and women of the Navy and Coast Guard will get the equipment they need to do the important work we ask of them.

As stated by the Auditor General, the National Shipbuilding Procurement Strategy is well managed and will help the Government of Canada to procure ships in a “timely and affordable manner”.

In addition, the Canadian economy is, and will continue to benefit from this strategy. This is a 30-year program that is creating an estimated 15,000 jobs across Canada and generating over $2 billion a year in economic benefits.

To date, 197 companies in Canada have already benefited from NSPS work.

We are available to take your questions.

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Kirkhill said:
The contract with Irving Shipbuilding is for six ships. It is structured to include incentives to keep costs down and to deliver six ships, within a ceiling price. Should costs increase, due to unforeseen factors, the contract will guarantee the delivery of five ships within the same ceiling price.

And sure as God made little green apples, Irving will ensure they only have to deliver 5 for the price of 6.  That's their usual COA of FYO.
 
jollyjacktar said:
And sure as God made little green apples, Irving will ensure they only have to deliver 5 for the price of 6.  That's their usual COA of FYO.

In fairness, jjt, that's everyone's ideal business plan ...
 
E.R. Campbell said:
In fairness, jjt, that's everyone's ideal business plan ...

Agreed, it would the ideal of most business to deliver less for more.  Shareholders love it.  But, I do hate being "fair" to Irving as would most of my brethren.  The more you learn, the more you despise, to be frank.
 
jollyjacktar said:
Agreed, it would the ideal of most business to deliver less for more.  Shareholders love it.  But, I do hate being "fair" to Irving as would most of my brethren.  The more you learn, the more you despise, to be frank.

I worked as supply support in the Irving yard in the early-mid 2000 Preserver refit.  From a logistical stand point it was eye opening, and really solidified my postion that we should buy "off the shelf" from countries that can deliver quality, on time for a fair price.

 
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