New Procurement Surge over 2011-2015 Highlights Ongoing Big-ticket Purchases in Saudi Arabia and the United Arab Emirates
New analysis from Frost & Sullivan , The Middle East Military Air Market - Revenue Opportunities and Stakeholder Mapping, finds that the Middle East military air market would earn revenues of $1280 million in 2010 and estimates this to reach $3906 million by 2020. The solid rise could be attributed to growing recognition of air assets as a force multiplier across all regional defence communities. The following countries are covered in the research: Saudi Arabia, UAE, Oman, Qatar, Kuwait and Bahrain.
"The Gulf Cooperation Council (GCC) countries are moving towards an integrated air defence network to include air platforms, air defence batteries and air surveillance systems under the 'Peninsular Shield' initiative; but the progress has been slow," notes Frost & Sullivan Aerospace Analyst. "The use of networked force by the US and European forces in the Gulf War and the latest Iraq and Afghanistan wars have been a startling revelation for Middle Eastern MODs who are now keen on acquiring these capabilities."
The new procurement surge over 2011-2015 highlights ongoing big-ticket purchases, particularly in Saudi Arabia and the United Arab Emirates. Political influence weighs heavily in defence acquisition decisions. As a result, most new procurements are being sourced from the United States under Foreign Military Sales (FMS). There have been efforts to balance this relationship through procurements from elsewhere, including from Europe and Russia.
"The US and European arms regulations (such as ITAR and End User Monitoring) often restrain the export of sensitive defence technology and capability such as UAVs to the Middle East market," states the Analyst. This has been a particular dampener for the Western defence companies who want to be part of the development success story in the region.
Tier-1 suppliers need to focus on identifying new procurement opportunities and position their equipment accordingly. They should examine and identify lacunae in the current inventory of a particular country in terms of mission/role specific platform and strive to fill these gaps.
"System integrators should consider the intangible value that the project brings to the company, provided a good-quality project and associated services are delivered," concludes the Analyst. "This has the cascading effect of winning further bids elsewhere in the region: reference to past project has a distinctive advantage in the Middle East market."
