2020 Report details for project: A400M
| Project name | A400M - there are 11 reports for this project: 2013, 2014, 2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023 |
|---|---|
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| Contracts | Contracts search (opens in new window) - under development |
| Organisation | MOD (D17 ) - see all reports for this organisation |
| Report year | 2020 (data is from September 2019) |
| Category | Military - see all reports for this category |
| Description: | Delivery of A400M ATLAS Air Transport Aircraft. |
| DCA (RAG) | Amber |
| DCA text: | The IPA Delivery Confidence Assessment (DCA) rating at Q2 1920 (30th September 2019) was Amber, which has not changed since last year's Q2 1819 Amber, due primarily to the following factors; - There has been an issue of poor aircraft availability. Formal efforts to address the situation have been effective and proven to be sustainable. The collaborative MOD and industry enterprise-wide approach that was established in early 2019 was proving to be highly effective. - The international Programme (upon which the UK Programme is dependent) was undergoing a re-baselining exercise, triggered by Airbus Defence and Space. This was a 2-year exercise and did not conclude until Jun 19. Since the Q2 1920 (30th September 2019) Amber IPA DCA, the following non-project operating environment activities have impacted the original Q2 IPA DCA; - Aircraft that have already been delivered to the Front Line are used in support of military operations, including enduring deployments in the Middle East and the South Atlantic. This constrains the SRO's access to the aircraft needed to support the Test and Evaluation activity necessary to deliver future Capability Milestones. Since the Q2 1920 (30th September 2019) Amber IPA DCA, the following primary project actions have impacted the original Q2 IPA DCA; - The collaborative 'Joint Venture' Enterprise governing aircraft availability improvements continued to deliver success. This was a result of particular, concerted focus on: the timeliness of the aircraft retrofit programme; transforming the UK's support organisation; introducing reliability modifications; and transitioning to an electronic (rather than paper-based) maintenance system. - The first of 2 interim upgrade programmes (designed to offset the otherwise detrimental re-scheduling agreed within the global re-baselining of the programme) has been implemented. |
| Start date | 2000-05-17 |
| End date | 2024-03-31 |
| Schedule text | The scheduled baseline project end date at Q2 1920 (30th September 2019) is 31/03/24, has lengthened by 366 days since last year's Q2 1819 date of 31/03/23, due primarily to the following factors; - The ongoing Global Re-Baselining of the international Programme had undermined our ability to accurately judge the baseline project end date. - The date of 31 Mar 2024 account for this, and is in-line with the Mandate, which was revised post-Global Rebaselining. Since the Q2 1920 (30th September 2019) baseline project end date of 31/03/24, the following primary project actions have impacted the original Q2 baseline project end date; - The graduation criteria for a number of capabilities have been agreed in the last 6-months. This will have a positive impact and an expansion of the A400M's tactical capabilities on the front line. - Recognising the challenges posed by aircraft availability, the trials and evaluation community has been flexible in their approach to gathering the evidence required to support capability enhancements. As a result, the evidence to support the transfer of a natural surface landing strip capability to front line crews is planned for 2020. |
| Baseline | £197.82m |
| Forecast | £186.19m |
| Variance | -0.06% |
| Variance text: | The 19/20 in-year baseline / forecast variance at Q2 1920 (30th September 2019) of -6%, is due primarily to the following factors; - In service support costs have been governed by aircraft availability and the number of hours being flown. This has had a concomitant impact (reduction) on in year costs. - Prudent planning has allowed the contingency of some costs to be reduced and efficiencies to be made in the supply chain. There has also been some deferral of planned activity to match the refined programme (realism). Since the Q2 1920 (30th September 2019) 19/20 in-year baseline / forecast variance of -6%, the following primary project actions have impacted the original Q2 19/20 in-year variance; - Close scrutiny of in service support costs, matching financial with increasingly-accurate availability forecasts has allowed for savings to be realised. - The degree of uncertainty and risk associated with in-service support has also been carefully managed; early decisions to retire risk have proven to be sound. |
| Whole Life Cost | £3,356.23m |
| WLCost text: | The baseline Whole Life Cost at Q2 1920 (30th September 2019) is £3,356.23m, has decreased by £38.66m since last year's Q2 1819 (£m) baseline Whole Life Cost of £3,394.89m, due primarily to the following factors; - The reduction in Whole Life Cost for the capability programme has been largely due to the slowdown driven by the period of poor availability. Notable driving factors have also been: opportunities to change aircraft delivery schedules; and the retirement of risk. - The reduction in Whole Life Cost reflects a reduction in activity at the Front Line due to poor availability. E.g. the less the aircraft are flown the fewer spares they consume. Some efficiencies have been made during In Service Support contract negotiations. - There has been a small increase in Whole Life Cost for training provision largely due to revisions to the forecast software licensing costs. Since the Q2 1920 (30th September 2019) £3,356.23m baseline Whole Life Cost, the following non-project operating environment activities have impacted the original baseline Q2 Whole Life Cost; - Fluctuating foreign exchange rates continue to have an impact on the original forecast. - The ABC cost pressure within the MoD (particularly within the early years) is driving savings and deferments. This is not (in itself) significantly increasing risk against Programme delivery, as poor availability has introduced a degree of deferment realism. Since the Q2 1920 (30th September 2019) £3,356.23m baseline Whole Life Cost, the following primary project actions have impacted the original Q2 baseline Whole Life Cost; - Availability rates have not yet fully recovered, meaning that the Q2 position has endured for both the Capability and Support programmes. |
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| Notes2: | |
| Sourcefile | IPA_2020.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.