SUSTAINING NATIONAL CAPABILTY

IN SUBMARINE DESIGN
THROUGH PARTNERSHIP BETWEEN NAVY AND LARSEN & TOUBRO

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 Contents
Background

Submarine Design Practice of Leading Nations: Lessons From Experience

Submarine Design Practice in India: Constraints and Challenges

Key Considerations of Solution to be Offered

Options Considered

Proposed Solution: Partnership Between Navy and L&T

Benefits of the Proposal

Justification

Business Viability

Suggested Plan of Action

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 Background
Submarine design and construction – high value strategic capability

Quest for self sufficiency: Early 1980s – SSK Project – Naval team trained in submarine design; TOT
for construction to MDL

To achieve and sustain

ATV Programme: Mid national
1980s – extensivecapability in
involvement of Navy, submarine
DRDO design
and industry. Emergence of :
Larsen & Toubro as Prime Contractor for construction and system integration of nuclear submarines
- Consolidate gains of the last few decades
L&T: - Detailed design and engineering for ATV vessels
- Bridge capability gapsin preliminary design of S5 through ODC
- Participating

Last 38 years: Significant strides in creation of ecosystem through SSK, ATV and P-75 Projects
Role of Larsen & Toubro in realizing such
sustainable capability merits consideration.
Experience of Construction and integration – L&T and MDL
Platform Functional Design - Sole purview of Navy

Systemic Constraints persist

Navy unable to realize full potential in design – continued reliance on foreign assistance
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 AIM

To highlight constraints hindering sustenance of

submarine design capability

To propose measures to overcome constraints

through participation of L&T

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 Submarine Design Practice of Leading Nations:
Lessons From Experience
Leading Countries (USA, Russia, UK, France ): > 100 years experience
• India – young entrant in niche club
Submarine design &
construction capability:
14 countries In all countries: Submarine design initially in navy’s charter

Nuclear • Role gradually delegated to shipyard

Submarine design
capability:
06 countries USA – Integrated Product & Process Development (IPPD)

• Shipbuilder and navy participate in all phases of design from conceptual phase
through delivery
• IPPD has resulted in speeding up design process and reducing cost

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 Lessons From Experience of Leading Nations

Design agency manned Due large gestation time

predominantly by non- to build up domain skills Involvement of shipyard
Design responsibility military personnel - and experience, this core in design right from
gradually shifted from large degree of of professionals beginning results in
navy to industry continuity of personnel ; maintained, if necessary speeding up the design
(shipyard) ability to retain expertise through Govt. funding and construction
process
1 3 5 7

2 4 6

Navy maintains active Minimum core of Experience very

role in the design professionals across key important for design
process. The nature domains retained in the particularly at the
and degree of design agency. Study of leadership level; Takes
involvement of navy UK submarine industry several years to
varies from country to pegs number of such develop
country professionals at 200
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 Submarine Design Practice in India: Constraints & Challenges

Directorate
Constraints of Naval Design
in effectively (Submarine
sustaining Design Group),
design capability due : DND (SDG) set
up at Naval HQ, 1986
 Submarine Design not primary charter of Navy - considerable drain of naval resources
 Inability to provide adequate manpower - conflicting manpower requirements for
Design know-how,
operationally critical tasks Strength: About 85 naval
normative
 Naval officers
manning policies such as limited tenure durations,
documentation, design
- small
need compared to varied
for exposure
appointments – not conducive for continuity requiredother
software acquired
submarine design
for design
agencies in the world
 Narrow pyramidal promotion structure leading to premature retirements - untimely loss of
through SSK, P-75 and
ATV Projects
expertise

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 Constraints & Challenges
Manpower shortages being overcome by Navy through outsourcing

First of kind “Offsite Design Centre”, ODC set up Nov 2015 for future strategic
submarine design; contract awarded to L&T through competitive bidding process.

ODC model: Not optimal long term solution for sustaining submarine
design capability
Urgent need because:
to find long term solution towards
 ODC specific to a project , contracted for limited duration (2 to 3 years)
sustaining submarine design proficiency
 Design experience and skills not readily available; considerable time (and cost) invested to
train ODC personnel
 Majority of personnel hired – attrition and repeated training cycle for new personnel
 Contract awarded on a competitive basis. Cannot retain hired personnel beyond contract
duration leading to loss of expertise
 Returns not commensurate with investment because of limited time available to utilize
proficiency acquired.

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 Key Considerations of Solution to be Offered
Whose problem is it?
 Authorities at highest decision making Need to sensitize authorities
levels not sensitized of problem.
 Navy unable to address the situation.

Solution : Collaboration between Indian Navy and L&T

Collaboration must be:-
 In larger national interest:
 Navy’s design skills should not be lost – at least in near and medium
term
 Acceptable to DND SDG at the first instance; should not be seen as a threat
 Acceptable at decision making levels of Govt./IN/DRDO/MOD
 A facilitator for Company to move up the value chain
 Viable from business perspective
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 Why L&T is a natural partner ?
L&T and MDL - only two submarine construction entities in country

 All Submarines without TOT - construction L&T MDL  All submarines under TOT
processes and practices developed in-house  No experience / expertise in
 Undertaken:- submarine design - P-75 Contract:
 Detailed engineering for Arihant & Transfer of Design Documentation
follow on vessels (TDD) only to Navy
 Extensive design change management in
follow on vessels
 Detailed design & engineering of next
generation Underwater Launch Platform,
P-80; functional design of key systems
 L&T has large pool of ex-naval officers - many former DND (SDG) - knowledge base of submarine design available
 L&T Submarine Design Centre (SDC), Mumbai - proficient in usage of state of art 3D CAD-PLM software suite.
Establishing 3D CAD-PLM system identical to DND (SDG)
 L&T assisting DND (SDG) in preliminary design of future strategic submarine, S5 through Offsite Design Centre.
Has gained :
 Rich insight in application of design normative documentation
 Experience in preliminary design of submarines
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 Stages of Submarine Design

Design Stage Duration No. of Present

(Years) Designers Responsibility
Concept Design 1 to 1.5 30 to 40 Navy
Sketch / Preliminary Design 1.5 to 2 80 to 100 Navy
Technical / Functional / Contract Design 2 to 3 220 to 250 Navy

Workshop / Detailed Design 5 to 7 400 to 450

Yard (L&T) for ATV
submarines

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 Options Considered

A) Creation of joint Navy-L&T “National Submarine Design Bureau”

B) Delineated Design Stage Work Share and Responsibility

C) Long Term (Not Project Specific) ODC

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 Options: Comparison
Pros Cons

A) Creation of a joint  L&T would be involved in all design stages  Very difficult for naval and L&T personnel to
Navy-L&T “National (Concept to Detailed Design) work in seamless organizational structure.
Submarine Design Hierarchy will always exist
 Lack of independence in day to day functioning
Bureau”
 Lack of accountability: potential blame game
Conclusions: scenario

- Work Share
B) Delineated Design model
Independence with delineated responsibility
in functioning is in early stages of
 L&T will not be involved
Stage Work Share most suitable
Clear demarcation of role and responsibility
option from Company’s design
perspective
and Responsibility  May be able to function from existing SDC at
Mumbai – better command and control
- Will catalyze gradual delegation of responsibility
from navy toa long
Would be industry / yard.
term engagement  Lack of independence in day to day functioning
C) Long Term (Not  Steady revenue  No direct responsibility for the work done; no
Project Specific) ODC  L&T could be involved in all design stages – recognition
gain experience in preliminary and functional  Experience gained by / knowledge imparted to
design individuals; no institutional learning

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 Proposed Solution: Partnership Between Navy and L&T
for Submarine Design

• Proposal : Larsen & Toubro to share submarine design workload and responsibility
for conventional & nuclear submarine projects with Indian Navy
• Submarine Design Stages: Present and Proposed Workshare
Duration No. of Present Proposed
Design Stage Remarks
(Years) Designers Responsibility Responsibility
Concept Design 1 to 1.5 30 to 40 Navy Navy
Sketch / Preliminary Design
Small L&T team to
1.5 to 2 80 to 100 Navy Navy
associate

Technical / Functional /
2 to 3 220 to 250 Navy L&T Oversight and
Contract Design
periodic reviews by
Workshop / Detailed Design Yard (L&T) for
5 to 7 400 to 450 L&T Navy
ATV submarines
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 Partnership Between Navy and L&T for Submarine Design

Salient Aspects
Functional design by L&T at Submarine Design Centre (SDC), Mumbai
of Proposal

Augmentation of resources by L&T as per Project requirements

Positioning of L&T liaison team at DND (SDG) for day to day interactions

Provision for Navy / DND (SDG) liaison team in Mumbai, if required

L&T will take full responsibility for its work

Navy may provide oversight, undertake periodic reviews

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 Benefits of the Proposal
Optimize number of naval personnel in submarine design – utilization for operationally critical functions

Permanently overcome manpower shortage for submarine design

Provide flexibility to ramp up manpower quickly, as required

Ensure continuity of personnel in design - continuity & retention of knowledge base & expertise

Design - Joint effort of the Navy and L&T. Quality would benefit from :
- Operational knowledge and user insight of Navy
- Practical construction knowledge and experience of L&T

Provide employment (by L&T) of competent, knowledgeable & experienced naval officers after their naval careers –
retain such competence & experience within ecosystem

Provide seamless transition from functional to detailed design and construction process

Better understanding of design requirements by yard (L&T) – potential reduction in overall construction time & cost

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 Justification

Considerable experience Larsen & Toubro: Prime Partnership would

gained in executing contractor for ATV projects effectively overcome
submarine projects over - Hands on experience in constraints faced by Navy -
three and a half decades - detailed design and provide long term solution
Situation very different engineering of submarines to sustain and further
from mid-nineteen eighties – Capable, ready and enhance submarine design
willing submarine design capability
partner of Indian Navy

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 Business Viability Design Cost (10% of Vessel Cost)
Period under Consideration – 10 years ( 2022 -2031) Concept
Design
1%
S5 WD contract in 2021 – 800 Crores (4% of cost of vessel) Workshop Preliminar
Design y Design
2%
Likely SSN Functional Design contract 4%

Orders SSN WD contract in 2024 – 600 Crores ( 4% of cost of vessel) Functional

Design
3%
P76 Functional Design Contract

Strength of the Design Year 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Bureau over 10 years Manpower 200 200 200 400 400 400 400 200 200 200

Expenses for 200

2022-----------------------------2028
Expenses for 200 resources outsourced employees for 4
S5 WD Contract ( All L&T Employees) over years
10 years Salaries H/W+S/W Misc.
2025-----------------------------2031
110 Cr 65 Cr 80 Cr
SSN WD Contract 715 Cr 255 Cr
Total Expenses – 970 Cr + 80 Cr (Finance)
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 Suggested Plan of Action

• Finalize draft paper after internal deliberations

• Discuss informally with DGND(SDG) to garner

support of proposal

• Refine paper, if required, based on discussions

• Forward the paper under JDP’s signature to : NSA,

CNS/ VCNS, Defence Secy., Secy. R&D, DGATV

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 THANK YOU

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