Abstract
Escalating costs for new weapons development have caused concerns about costs in Government Treasury quarters across the industrial world and prompted a shift of military procurement programs, from indigenous development and manufacturing to off-the-shelf purchases. This has been so even in countries that have the requisite indigenous technological and industrial capacities to develop and manufacture innovative top-of-the-line weaponry for their own use at internationally competitive costs. Those countries, as we have shown, might therefore benefit handsomely from developing their own military technology both in the form of spillovers and through exports of sophisticated military equipment. The temporary post-Cold War thaw of the 1990s, however, created a belief that seriously effective weaponry was no longer needed and fostered a static cost minimizing off-the-shelf purchasing political mood. The bottom line belief has been that a peace dividend has become available for politicians to distribute elsewhere. Many countries canceled their weapons procurement plans and even allowed some of their military producers to close down. Denmark shut down its entire submarine defense, and Norway followed suit by opting out of the joint Danish, Norwegian, and Swedish Viking submarine project (Chap. 9). The Netherlands has allowed its previous in-house capacity to design and build its own submarines to slip.
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- 1.
Earlier FMV (the customer) had served as the systems integrator and coordinator. This became difficult already with the Saab 37 Viggen project during which Saab took over significant responsibilities for systems integration and became the main contractor (the “prime ”). For project JAS 39 Gripen, Saab also became economically responsible and the carrier of technical and commercial risks for the IG JAS group of companies. Even though reductions in Swedish defense procurement have reduced the role of FMV as technology contributor, it still possesses considerable competence in that respect. (See further Axelson and Lundmark (2010).)
- 2.
The early optimism of this “new way of building planes” (BW Aug.9. 2004:41) was, however, considerably subdued in the wake of the many technical hurdles that had to be but were not easy to overcome.
- 3.
Helping to learn that art was one important spillover to South African industry from South Africa’s Gripen purchase (see Eliasson 2010a: Chap. 6).
- 4.
This was one reason for abandoning a modified Viggen in favor of an entirely new design, the Gripen (see Sect. 10.1), even though the Viggen at the time was a formidable warplane, which according to many was prematurely taken out of service.
- 5.
Boeing had already tried a radical overhaul of its production lines in the 1990s, with “catastrophic results.” Rather than recontracting back to old methods, it however reckoned that it had now learned and should do it better this time.
- 6.
But it sometimes is, and the distinction between basic and applied technical research is not at all clear (Eliasson 1996c).
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Eliasson, G. (2017). Indigenous Development or Buying Off-the-Shelf. In: Visible Costs and Invisible Benefits. Economics of Science, Technology and Innovation. Springer, Cham. https://doi.org/10.1007/978-3-319-66993-9_10
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