Notice

Delivering operational advantage via improved self-sufficiency and operational energy innovation: Competition Document

Updated 21 June 2024

1. Introduction: Enhanced operational advantage  through support

This Defence and Security Accelerator (DASA) competition is seeking proposals that achieve greater self-sufficiency and operational endurance for a deployed force. We seek proposals for novel technologies that will enable defence to move away from a model of sustaining at reach (the need for logistics resupply), to a model that is designed for self-sufficiency and enhanced operational energy. This will allow a deployed force to be more resilient, agile and flexible, and in doing so will provide operational advantage through support.^{[footnote 1]}

Solutions to this competition’s challenges will be technologies (machinery, equipment, items of subsistence, etc.), either singular or a system. Non-technologies (ways of working, processes and methods) and supporting technologies (technologies that facilitate other technologies), will only be considered if part of a primary technology proposal. Consideration will also be given to novel technologies, which potentially reduce the vulnerability of UK Defence to environmental risk and mitigate the environmental impact of defence’s activities.

Recent military campaigns have shown that contested logistics^{[footnote 2]} can severely hinder operations and compromise combat effectiveness. Identifying and adopting holistic, efficient and effective support and sustainability solutions quickly is essential to ensure UK Defence’s resilience.

In addition to increased endurance through self-sufficiency (of which energy can be a part) increased endurance can also be achieved through optimising power and energy.

This competition primarily supports the MOD Concept Note ‘Towards Self-Sufficient Operations for Defence’ and the MOD ‘Defence Operational Energy Strategy’. The aim of this competition is to increase deployed self-sufficiency and endurance across the maritime, land and air domains whilst reducing logistical burden and optimising power and energy.

Vision for a fully self-sufficient force

The perfect example of a self-sufficient force of the future is one that does not require external input to conduct its range of activities, regardless of the environment. This is achieved by managing and recycling the resources outlined in the challenge areas in line with the principles of a circular economy (figure 1), ultimately moving towards self-sufficiency.

Fig. 1 Principles of circular economy

Vision for success

Our vision for success is to increase resilience through the ability to acquire, produce, or negate the demand for resources at the point of need, thereby creating the conditions for increased independence of the deployed force from the military support chain. This better places us to outcompete and deter nearby adversaries through ensuring essential capabilities are readily available in a given situation without the need of resupply from the support chain^{[footnote 3]}.

Successful realisation of this vision would encompass most, if not all, of the points below:

• Operating with increased agility
  • Reduced reliance on the supply chain
  • Technologies that are flexible within a range of environments and operational tempos
• Accommodating higher operational tempo
  • Reducing reliance on the supply chain would mean faster response to changing requirements
  • Increasing efficiency by delivering the requirement at the point of need without detrimental impact to force capability, preferably at a reduced cost and low carbon emissions
  • Enhancing decision making to create the winning advantage through self-reliance
• Modular technologies
  • Scalable^{[footnote 4]} to a range of force structures and levels of intensity
  • Supporting reactive rapid response
  • Supporting flexible logistical planning
  • Reducing reliance on logistical support
• Enhanced energy and thermal solutions -Delivering increased endurance and performance of platforms

This competition is funded by the UK Ministry of Defence (MOD) Chief Scientific Advisor (CSA).

2. Competition key information

2.1 Submission deadline

12:00 Midday on 2 July 2024 (BST)

2.2 Where do I submit my proposal?

Via the DASA Online Submission Service for which you will require an account. Only proposals submitted through the DASA Online Submission Service will be accepted. Please note that this competition has additional questions on top of those listed on Submit a proposal. These questions ask you to confirm:

• whether you submitted an expression of interest and the outcome
• linkages your innovation has to other challenge areas
• the impact on these other challenge areas
• for proposals addressing ‘challenge 4 Waste’: whether your innovation is a single technology, or whether it encompasses technologies that address other challenge areas, moving it towards a circular economy system
• for proposals addressing ‘challenge 4 Waste’: if your innovation is a system, which other challenge areas it addresses and how it impacts them

These questions are part of this competition’s mandatory criteria.

2.3 Total funding available

The total possible funding available for this competition is £3.1 million (excluding VAT). Successful proposals will be contracted for 13 months (to allow attendance at the 6 month spotlight and 12 month demonstration events). However, the development work can be less than 13 months.

We expect to fund between 5 and 20 proposals of between £50,000 and £500,000 in value. The maximum value of proposal is £500,000.

2.4 Expected TRL at end of contract

Delivery from the competition will be technologies at technology readiness level (TRL) TRL 3 to TRL 6. Each project must move through at least one TRL within the contracting period.

Proposals for innovations at higher TRL solutions, which have been previously unused in defence would be acceptable, as long as the above criteria are met.

2.5 Follow-on work

No further phases are anticipated for this competition, but options for further development of solutions beyond the initial contract period might be available for contracted suppliers. If so, this will be done using a tasking form contained within the terms and conditions.

3. Supporting events

3.1 Industry Collaboration Survey during Proposal Preparation

We encourage collaboration between organisations for this competition. To support this we have a short survey to collect details of those who wish to explore collaboration possibilities. If you are interested in a collaboration, please complete the survey by 18 June 2024 and your details will be circulated among other potential suppliers who have completed the survey and are interested in collaborating.

If you choose to complete the supplier collaboration survey, please be aware all of the information you submit in the survey will be provided to other suppliers who also complete the survey. All industry collaboration for proposal submissions is on an industry-industry basis. Inclusion or absence of any individual supplier organisation will not affect assessment, which will be solely on technical evidence in the proposal.

3.2 Dial-in sessions

21 May 2024 – A dial-in session providing further detail on the problem space and a chance to ask questions in an open forum. If you would like to participate, please register on the Eventbrite page.

3.3 Supplier one-to-one sessions

29 May, 4 June and 6 June 2024 – A series of 10 minute one-to-one teleconference sessions, giving you the opportunity to ask specific questions. If you would like to participate, please register on the Eventbrite page. Booking is on a first come first served basis.

• 29 May 2024
• 4 June 2024
• 6 June 2024

Please review this competition document, and supporting documentation, thoroughly before booking an appointment as it may answer your question

4. Competition Scope

4.1 Background:

Defence is on a journey to enable a future where more sustainable, green technologies are central to providing operational advantage^{[footnote 5]}. The deployed force will need to operate more concisely, i.e. removing all that is superfluous, with a smaller footprint; i.e. reduced energy demand, host nation resource reliance and carbon emissions, and greater agility. By doing so it will reduce its reliance on the support chain and demands on the regions in which it is operating.

In response to the challenges posed to defence in a climate changed world the adoption of more sustainable, green technologies are central to providing operational advantage to the future force. Increasing the sustainability of operations by maximising the opportunities presented through novel, innovative technology can reduce our vulnerabilities and the risks we face in delivering our activity. Our vision is of a future where environmental technologies become the means for a revolution in military campaigning, where the emphasis shifts from logisticians planning to sustain at reach (the need for logistics resupply), to scientists and engineers designing for self-sustainment.

Defence’s priority is providing support to current operations. This competition is about identifying improvements to how we support our armed forces better tomorrow. Our deployed force needs to be able to operate in a dispersed manner, capable of transitioning between varying levels of activity intensity, i.e. from routine intensity conflict to high intensity combat.

Changes could include but are not limited to:

• reduction in time for a deployed force and its capabilities to be at full operating capacity
• increased ability to operate across the environmental extremes
• capabilities that are scalable^{[footnote 4]} to a range of deployed expeditionary forces from a small scale, littoral strike 12 person team up to and including a large scale, enduring force of circa 2750 personnel

The need for increased self-sufficiency and improved energy solutions for deployed forces

Current support chains for defence can be lengthy with high volumes of materiel flowing through them creating inertia and drag to operational tempo. The future force will be required to operate in a contested environment where lines of communication, digital networks and infrastructure will all be targeted. Once deployed, large support needs, such as warehousing and maintenance facilities, hinder the ability of forces to manoeuvre flexibly; this reduces our agility and ability to react at pace.

Defence operates where there is civic and political stress. Our footprint and demand for fuel, water or food must not add to a difficult situation, but equally we should not default to transporting such basic needs across very long distances. Defence must move to a model of self-sufficiency in order to help to reduce the demand signal along what could be extended lines of supply, but also to make the future force more resilient and agile. Self-sufficiency should enable defence to ‘do differently’ to better seize and exploit opportunities as they occur^{[footnote 6]}

The increase in electrification and combustion technologies being used to meet increased demand is creating a growing thermal management problem and there is difficultly in safely storing energy for later use. This now requires novel methods to enable safe operation of high energy batteries, increase the temperature operating window of high energy batteries, deliver a step change in the energy density of primary thermal reserve batteries for missile and counter measures and, a step change in gravimetric and volumetric energy density of platform power systems across all domains from the individual to a large deployed force of land platforms, maritime platforms and / or air platforms.

Gaining operational advantage through sustainable support and optimised power

Towards self-sufficiency

Emerging technologies will allow a deployed force to be increasingly self-sufficient, which will deliver increased operational advantage through support by having greater agility, achieving higher operational tempo and increased resilience. Defence is already being impacted by climate change and faces the reality of operating in harsher climates. The ability to adapt to these changes will enhance the capabilities and operational advantage of UK Defence, making it more effective.

These two objectives – being more self-sufficient and contributing to achieving Net Zero – are not mutually exclusive, as highlighted in defence’s recent Sustainable Support Strategy.^{[footnote 3]}

Operational Energy

Energy is a critical resource and capability for defence and there is a need for optimised power and energy solutions across the armed forces. This competition seeks proposals on electrical energy generation for power sources but also considers the thermal management of heat generated by both platform electrical and combustion technologies. The aim is to optimise energy supply to ensure the right amount of energy is always available, in the right format, when it is needed. 

4.2 Scope: increasing the resilience of deployed forces

The focus is on providing self-sustainment of the deployed expeditionary force and enhanced capability across the maritime, land and air domains. We are seeking solutions that are scalable^{[footnote 4]} from a small scale littoral strike 12 person team up to and including a large scale, enduring force of circa 2750 personnel sited in distributed nodes or locations within the deployed space^{[footnote 7]}.

Seeking technologies to provide a step change

This competition is open to any self-sufficiency and operational energy technologies that can provide a step change in deployed endurance in at least one of the challenge areas. It is also open to solutions that provide advantage across multiple challenge areas. We want technologies that will reduce defence’s heavy reliance on the support chain, give a winning edge over adversaries, meet the increasing requirement for electricity, deal with the thermal energy and improve battery technology.

We don’t want currently available technologies (unless they are not yet used in a defence context and are being applied in a novel way), or proposals that do not offer an increase of at least one technology readiness level (TRL).

4.3 Expected TRL at end of contract

Delivery from the competition will be technologies at TRL 3 to TRL 6. Each project must move through at least one TRL within the contracting period.

Proposals for innovations at higher TRL solutions, which have been previously unused in defence would be acceptable, as long as the above criteria are met.

4.4 Demonstration events

There will be two events during the project, for demonstration and collaboration. Suppliers will present their progress in front of the other contracted suppliers, unless agreed otherwise in advance. The events will:

• provide suppliers with the opportunity to explore collaboration with one another
• provide suppliers and exploiters with the opportunity to engage with one another to discuss the challenge and / or solution
• provide the customer with the opportunity to hear about the developments from the project to date

Spotlight event at 5 months

At 5 months into the project (expected March 2025, but will be confirmed once on contract) there will be a spotlight event, to be held in person, at which suppliers will be required to present their progress to date. If your development work is less than 5 months, you should still plan to attend the spotlight event to share progress and explore collaboration with other suppliers for future potential follow-on work. The of costs attending this event should be included as a Stage Payment deliverable in month 5.

The spotlight will be a 1 day event at Porton Science Park. The event will require each funded supplier to make a brief ‘lightning’ presentation (< 5 minutes) supported by a single slide. This will be seen by all other suppliers and MOD stakeholders in an open session. Suppliers should also prepare a poster to aid discussions with stakeholders and other suppliers. The day should be used to explore collaboration opportunities with other suppliers. You should cost for attendance of no more than 2 people at the event.

Field Trials and Demonstration Event

At the 12 month time point (estimated to take place in November 2025, but will be confirmed once on contract) suppliers should plan for a 2-day attendance as part of a week-long series of field trials. If more time is foreseen this needs to be stated in your proposal. These will potentially be hosted at a MOD facility in England. You should plan to bring as many people as necessary along with the equipment required. If your development work is less than 12 months, you should still plan to attend the field trials. The following week (Mon-Tues) will host the Demonstration event (November/December 2025) to share progress and explore collaboration with other suppliers for future potential follow-on work.

The Demonstration event will take place over 2-3 days (depending on the number of funded bids) at the same venue as the trials. Supplier should plan for attendance to present the final outcome from their project in an open session. Ideally appropriate a demonstration of the innovation will be made . Equipment can be left at the secure site from the trials to the demonstration event. The costs of attending the field trials and final demonstration event must be added to your proposal as a Stage Payment deliverable in month 12.  The standard DASA requirement for the last stage payment deliverable to be at least 20% of the total proposal value will be waived for this competition. 

To assist with planning we request that suppliers describe their expected trials as fully as possible in their project plan. In particular an indication of the size of equipment, space required, facilities/services needed and the number of people expected to make the demonstration.

Further detail of event arrangements will be provided once on contract.

4.5 Expressions of interest

If you are uncertain of the relevance of your innovation you are strongly recommended to contact your Innovation Partner to discuss sending a one-page expression of interest; this should be sent to your Innovation Partner no less than three weeks before the competition closes (11 June 2024). You should receive a response within 2 weeks, confirming whether or not your idea is in scope. You will be required to confirm whether or not you have submitted an expression of interest and what the outcome was, when you submit your proposal.

5. Competition Challenges

This competition has seven challenges, each of which is described briefly in this document; please refer to the Challenge Details document to get the full details for each challenge:

• Challenge 1: Food – feeding the winning edge
• Challenge 2: Water – harvest and recycle water with increasing efficiency
• Challenge 3: Materiel – reducing the supply chain burden
• Challenge 4: Waste - trash into treasure
• Challenge 5: Platform Power & Energy – enduring energy
• Challenge 6: Platform Thermal Management – keeping cool for persistent power
• Challenge 7: Deployed Power & Energy – energy fuels persistence

Please select one challenge area for your proposal.

For all proposals you will be asked to demonstrate awareness of possible linkages to other challenges and the impact your solution may have on them, in order to highlight benefits and disadvantages.

5.1 Challenge 1: Food – feeding the winning edge

This challenge seeks solutions that mitigate the demand on the supply chain for the nutritional needs^{[footnote 8]} of deployed personnel by finding new ways to generate foodstuffs at the point of use and reducing the logistical burden on supply lines, rather than by moving food along supply lines or by enhancing human performance or nutritional content. 

Military effects rely on energy, none more so than the people at the heart of our capabilities through the nutrition they are provided

Proposals are requested for innovations to supply adequate energy and nutrients to sustain physical and mental performance to deployed personnel, rather than solutions that aim to reduce the need for these or improve human performance. Weight and volume of Operational Rations Pack (ORP) continue to present challenges for transportation and for carrying by service personnel, particularly for high readiness force structures. This challenge includes packaging and the preservation of food. 

Please refer to the Challenge Details for full details of the challenge.

5.2 Challenge 2: Water - Harvest and recycle water with increasing efficiency

This challenge seeks deployable solutions for the harvesting and / or recycling of water, thereby reducing the demand on the supply chain.

Water is one of the most abundant resources on earth, and yet military forces spend a considerable amount of energy in getting it to the right place in a condition fit for human use or consumption.  Generic scales of Demand can be seen in Figure 2 below (Litres / Human / Day): it should be noted that the lower down the triangle generally infers an increasing quantity and decreasing quality:

Figure 2 Water Requirements Diagram

Defence will continue to produce water stocks as close as possible to the point of consumption by exploiting new technologies that extract water from new sources for lower energy costs. This will be supported by closing the water cycle as far as possible, capturing waste water and finding ways to treat it so that it can be reused where safe to do so.

Please refer to the Challenge Details for full details of the challenge.

5.3 Challenge 3: Materiel - Reducing the supply chain burden

The goal of this challenge is to reduce the logistics burden of the demand from and supply to the deployed force. We are interested in increasing the availability of items of materiel at the point of need, and / or reducing the burden on the supply chain for resupply e.g. in terms of volume and weight of items to be transported.

In simple terms materiel covers everything that defence consumes, uses or may need to use. Materiel is grouped into five NATO endorsed Classes of Supply^{[footnote 9]} which are pushed / pulled through the defence supply chain network^{[footnote 5]}.

This challenge is looking to reduce the materiel burden for items of subsistence required to conduct a military operation, such as tools and spare parts for equipment, building materials and everyday consumable items including packaging. We are seeking solutions that can reduce the need for these items and / or reduce the burden on the supply chain network of transporting them to the point of need.

For the purpose of this competition, we are interested in the following types of materiel:

• Class II – e.g. but not limited to tools, spare parts, packaging (refer to ‘What we do not want’ in Challenge Detail for exceptions)
• Class III – e.g. but not limited to petroleum, oil and lubricants (e.g. gasoline, fuel oil, greases, coal and coke) for all purposes, except for aviation fuel and use in weapons such as flamethrowers (see Challenge Detail for further Details)
• Class IV – e.g. fortification and construction materials (refer to ‘What we do not want’ in Challenge Detail for exceptions)

Please refer to the Challenge Details for full details of the challenge.

5.4 Challenge 4: Waste - Turn trash into treasure

This challenge seeks emerging technology to convert traditional waste products by either recycling, regenerating, repurposing, reusing and / or reducing waste across NATO Classes of Supply^{[footnote 9]} I to IV (see Challenge Details for exclusions).  

Waste is currently viewed as a burden which is defined as any substance or object that the producer or the person in possession of discards, intends to discard or is required to discard and must be treated and / or disposed of appropriately.

The reuse, recycling, repurposing and regeneration of any waste underpins a circular economy. As a design principle, circular economy methods seek to minimise wastefulness and fully consider disposal and environmental impact. The circular economy seeks to increase the utility and lifespan of materials, conscious of where they come from and where they are going^{[footnote 10]}.

The ideal proposal should encompass or be part of a circular economy solution, with more than one technology. However, an individual technology solution is also of interest as part of this challenge.

Please refer to the Challenge Details for full details of the challenge.

5.5 Challenge 5: Platform Power & Energy - Enduring energy

The goal of this challenge is to improve power and energy systems on platforms, to achieve increased endurance. Power sources with improved energy density or efficiency can afford increased platform range, and capability allowing MOD to out-pace, out-manoeuvre and out-last its adversaries.

Solutions include but are not limited to: advanced fuel based generators, advanced batteries and energy generation.

Improved energy generation and storage technologies are required for military platforms. For the purpose of this competition, platforms covers soldiers, weapons systems, missiles, vehicle, ships and aircraft (crewed and uncrewed) etc. 

Given the drive towards greater electrification this competition is limited to systems that will generate electricity.

The following areas below are of interest.

• Novel (non-engine based) ways of utilising high energy fuels, including future fuels such as synthetic fuels and bio hydrocarbon fuels to produce electricity. Other low energy alternative fuels (hydrogen, ammonia, methanol etc.) are of less interest unless solutions are proposed that can counter their inherent storage difficulties and lower energy densities than hydrocarbon based fuels and show how they will provide a military advantage against incumbent technologies. 
• Novel battery (primary, secondary or reserve) technologies. The competition is particularly interested in the additional capability required by defence (the military delta). Although defence will use many civilian battery cells it also has unique requirements such as wide operating temperature window, need for extreme energy and power and tolerance to high levels of abuse (shock, penetration, etc.) It is noted that there is significant investment in civilian power and energy technology with the need to decarbonise and electrify transport and the growth of consumer electronics. This competition is not interested in a simple demonstration of civilian technologies but focuses on defence-relevant power and energy technologies. However, modifications to civilian technologies to enable or improve their performance in a defence environment is of interest.

All power sources are a compromise between competing requirements of power, energy, lifetime, cycle life, and cost. Defence would like the freedom to make different trades to commercial systems, perhaps optimising for energy or power over cost or cycle life or making other trades to widen the operational temperature window. Examples of defence optimised energy storage could be those optimised for a wide operating temperature range, for ultimate energy density or for increased safety to military type abuse (e.g. bullet and shrapnel penetration and shock).

Please refer to the Challenge Details for full details of the challenge.

5.6 Challenge 6: Platform Thermal Management - Keeping cool for persistent power

We are seeking novel thermal management solutions. The goal of this challenge is to provide a step change in performance (e.g. flow rates), thermal capacity or power / energy density of defence cooling systems and effective removal, transfer, conversion or re-use of thermal energy losses.

While a range of sophisticated thermal technologies is being developed and deployed commercially, there are several areas in which there can be a significant defence delta between desired and current achievable cooling effect.  These include:

• the generation of very high thermal outputs potentially over very short periods
• the need for high density systems to enable adequate cooling to be installed in platform applications for future combat systems to operate at desired powers
• the need to manage thermal signatures; the need to operate in extreme environmental conditions
• the overarching need for efficiency, not just to help the aforementioned deltas, but also to enhance overall range and endurance of a platform

The focus of this challenge is on cooling rather than heating technology.  Proposed technologies should reflect likely defence constraints around certain materials and working fluids based on expected future environmental regulation (such as Chlorofluorocarbons (CFC), per- and polyfluoroalkyl substances (PFAs) etc.), any potential security of supply issues and any risk if a system is damaged in combat (both to humans or systems).

The aim is to identify cross-cutting (across platforms) novel technologies and concepts (including novel application of existing technologies) that help to address these defence gaps across a range of defence domains and platforms, through providing improved power / energy density (both gravimetric and volumetric), higher performance (capacity or speed of response) or greater efficiency, and that support thermal management through reduced heat generation, improved heat rejection, more efficient heat transfer, storage, or conversion, or that support re-use of energy. Thermal management technologies that are only applicable to a single class of platform are less favourable since they would be directly addressed by the relevant platform or domains teams.

Please refer to the Challenge Details for full details of the challenge.

5.7 Challenge 7: Deployed Power & Energy - Energy fuels persistence

This challenge aims to find power and energy solutions, such as but not limited to: novel renewable energy, energy generation and energy reduction technologies. 

Operating in increasingly contested and climate changed environments the deployed force will need to reduce its demand on both the strategic base and the regions in which it is operating. These changes will provide greater operational freedoms, make the deployed force more self-sufficient and sustainable whilst mitigating uncertainty over energy transition away from reliance on fossil fuels under threat from higher costs and lower supply.

This challenge is looking for solutions that address the increasing need for power in a deployed environment, increase resilience through greater efficiency thereby reducing demand, and reduce the requirement for fossil fuels and mitigate the demand for resupply.

Solutions should enable a deployed force to meet its own energy needs independently of where it is deployed to; solutions that can be scaled, integrated and which are flexible are of particular interest.

Please refer to the Challenge Details for full details of the challenge.

5.8 We are interested in…

We want novel ideas to benefit end-users working in UK Defence and Security. Your proposal should include evidence of:

• consideration of whether working with classified data would be required to deliver benefits to the military user, and if so how this could be achieved; please note that there is no obligation for classified data to be provided for your project and you should mitigate the risk of not receiving it
• theoretical development, method of advancement or proof of concept research which can demonstrate potential for translation to practical demonstration in later phases
• innovation or a creative approach
• clear demonstration of how the proposed work applies to any defence and security context

5.9 We are not interested in…

We are not interested in proposals that:

• offer solutions which cannot articulate a step-change in capability; it is expected that proposers will understand the state of the art of their technology space and be able to articulate why their proposal will provide a step change in performance.
• purely conduct data science / analytics
• are PhD Proposals
• use military working animals
• have significant negative impact on other challenge areas themes
• provide solutions which would benefit defence but are likely to be funded and / or developed through other means
• have not considered research ethics, specifically MODREC for any proposals planning to use humans. Proposals must include sufficient time to achieve appropriate approvals, if required (MODREC approvals currently circa 5 months.)
• constitute consultancy, paper-based studies or literature reviews which just summarise the existing literature without any view of future innovation (which therefore cannot be extended into follow-on work)
• are an unsolicited resubmission of a previous DASA bid
• offer demonstrations of off-the-shelf products requiring no experimental development (unless applied in a novel way to the challenge)
• offer no real long-term prospect of integration into defence and security capabilities
• offer no real prospect of out-competing existing technological solutions

6. Accelerating and exploiting your innovation

It is important that over the lifetime of DASA competitions, ideas are matured and accelerated towards appropriate end-users to enhance capability. How long this takes will depend on the nature and starting point of the innovation.

6.1 A clear route for exploitation

For DASA to consider routes for exploitation, ensure your deliverables are designed with the aim of making it as easy as possible for collaborators/stakeholders to identify the innovative elements of your proposal.

Whilst DASA recognises that early identification and engagement with potential end users during the competition and subsequent phases are essential to implementing an exploitation plan, during the competition phase all correspondence must be via the DASA helpdesk (accelerator@dstl.gov.uk), or your local Innovation Partner.

All proposals to DASA should articulate the expected development in technology maturity of the potential solution over the lifetime of the contract and how this relates to improved capability against the current known (or presumed) baseline.

6.2 How to outline your exploitation plan

A higher technology maturity is expected in subsequent phases. Include the following information to help the assessors understand your exploitation plans to date:

• the intended defence or security users of your final product and whether you have previously engaged with them, their procurement arm or their research and development arm
• awareness of, and alignment to, any existing end user procurement programmes
• the anticipated benefits (for example, in cost, time, improved capability) that your solution will provide to the user
• whether it is likely to be a standalone product or integrated with other technologies or platforms
• expected additional work required beyond the end of the contract to develop an operationally deployable commercial product (for example, “scaling up” for manufacture, cyber security, integration with existing technologies, environmental operating conditions)
• additional future applications and wider markets for exploitation
• wider collaborations and networks you have already developed or any additional relationships you see as a requirement to support exploitation
• how your product could be tested in a representative environment in later phases
• any specific legal, ethical, commercial or regulatory considerations for exploitation

6.3 Is your exploitation plan long term?

Long term studies may not be able to articulate exploitation in great detail, but it should be clear that there is credible advantage to be gained from the technology development.

Include project specific information which will help exploitation. This competition is being carried out as part of a wider MOD programme and with cognisance of cross-Government initiatives. We may collaborate with organisations outside of the UK Government and this may provide the opportunity to carry out international trials and demonstrations in the future.

7. How to apply

Please also refer to the Competition key information section for further details about what you can apply for.

7.1 Where do I submit my proposal?

Via the DASA Online Submission Service for which you will be required to register.

Only proposals submitted through the DASA Online Submission Service will be accepted.

7.2 For further guidance

Click here for more information on our competition process and how your proposal is assessed.

Queries should be sent to the DASA Help Centre – accelerator@dstl.gov.uk.

7.3 What your proposal must include

• the proposal should focus on the requirements for this competition but must also include a brief (uncosted) outline of the next stages of work required for exploitation
• when submitting a proposal, you must complete all sections of the online form, including an appropriate level of technical information to allow assessment of the bid and a completed finances section
• completed proposals must comply with the financial rules set for this competition. The upper-limit for this competition is £500,000 (excluding VAT). Proposals will be rejected if the financial cost exceeds this capped level
• you must include a list of other current or recent government funding you may have received in this area if appropriate, making it clear how this proposal differs from this work
• a project plan with clear milestones and deliverables must be provided. Deliverables must be well defined and designed to provide evidence of progress against the project plan and the end-point for this phase; they must include a final report
• you should also plan for attendance at a kick-off meeting at the start of the project, a spotlight event at 5 months and an end of project in person demonstration event at 12 months; attendance at the two demonstration events will be required even if your development work is less than 12 months. You should also plan for regular reviews with the appointed Technical Partner and Project Manager. Bidders should plan for all face-to-face meetings and the demonstration events to be held in the UK. After successful bids are contracted, consideration may be given to overseas meetings, if appropriate. Meetings may also take place virtually. Any slides presented at these meetings need to be made available.
• you must enter two Stage payment deliverables for attendance at the two in-person demonstration events in months 5 and 12
• the total of all Stage Payment deliverables up until month 5 must be in excess of 33% of the proposal value
• your proposal must demonstrate how you will complete all activities / services and provide all deliverables within the competition timescales (13 months). Proposals with any deliverables (including final report) outside the competition timeline will be rejected as non-compliant

7.4 What your resourcing plan should include

Your resourcing plan must identify, where possible, the nationalities of proposed employees that you intend to work on this phase.

 If your proposal is recommended for funding

In the event of a proposal being recommended for funding, the DASA reserves the right to undertake due diligence checks including the clearance of proposed employees. Please note that this process will take as long as necessary and could take up to 6 weeks in some cases for non-UK nationals.

You must identify any ethical / legal / regulatory factors within your proposal and how the associated risks will be managed, including break points in the project if approvals are not received.

MODREC approvals can take up to 5 months therefore you should plan your work programme accordingly. If you are unsure if your proposal will need to apply for MODREC approval, then please refer to the MODREC Guidance for Suppliers or contact your Innovation Partner for further guidance.

Requirements for access to Government Furnished Assets (GFA), for example, information, equipment, materials and facilities, may be included in your proposal. DASA cannot guarantee that GFA will be available. If you apply for GFA, you should include an alternative plan in case it is not available.

Failure to provide any of the above listed will automatically render your proposal non-compliant.

7.5 Export control for overseas partners

All relevant export control regulations will apply if a company ultimately wants to sell a developed solution to a foreign entity. All innovators must ensure that they can obtain, if required, the necessary export licences for their proposals and developments, such that they can be supplied to the UK and other countries. If you cannot confirm that you can gain the requisite licences, your proposal will be sifted out of the competition.
Additionally, if we believe that you will not be able to obtain export clearance, additional checks may be conducted, which may also result in your proposal being sifted out of the competition.

7.6 Cyber risk assessment

Supplier Assurance Questionnaire (SAQ)

On receipt of a ‘Fund’ decision, successful suppliers must prove cyber resilience before the contract is awarded. The start of this process is the submission of a Supplier Assurance Questionnaire (SAQ). The SAQ allows suppliers to demonstrate compliance with the specified risk level and the corresponding profile in Def Stan 05-138, and the level of control required will depend on this risk level.

To expedite the contracting time of successful suppliers we ask all suppliers to complete the SAQ before they submit their proposal.  The SAQ can be completed here using the DASA Risk Assessment RAR-240408B09 and answer questions for risk level “Very Low”. In the form, for the contract name please use the competition title and for the contract description please use the title of your proposal.

Defence Cyber Protection Partnership

The Defence Cyber Protection Partnership (DCPP) will review your SAQ submission and respond within 2 working days with a reference number and an indication of your compliance status. The resulting email response from DCPP should be attached (JPG or PNG format) and included within the DASA submission service portal when the proposal is submitted. You will also be asked to enter your SAQ reference number. Please allow enough time to receive the SAQ reference number prior to competition close at 12:00 midday on 2 July 2024 (BST).

The SAQ will be evaluated against the CRA for the competition, and it will be put it into one of the following categories:

1. Compliance Status Met – no further action
2. Compliance status Not Met – if successful in competition and being funded, the innovator will be required to complete a Cyber Implementation Plan (CIP) before the contract is placed, which will need to be reviewed and agreed with the relevant project manager.

Innovators can submit a proposal without all controls in place, but are expected to have all the cyber protection measures necessary to fulfil the requirements of the contract in place at the time of contract award, or have an agreed Cyber Implementation Plan (CIP).

The CIP provides evidence as to how and when potential innovators will achieve compliance. Provided the measures proposed in the Cyber Implementation Plan do not pose an unacceptable risk to the MOD, a submission with a Cyber Implementation Plan will be considered alongside those who can achieve the controls.

A final check will be made to ensure cyber resilience before the contract is placed.  Commercial staff cannot progress without it. This process does not replace any contract specific security requirements.

Additional information about cyber security can be found at: DCPP: Cyber Security Model industry buyer and supplier guide.

7.7 Public facing information

When submitting your proposal, you will be required to include a title, Proposal Value Proposition Statement (PVPS) and a short abstract. The title, PVPS and abstract you provide will be used by DASA, and other government departments, to describe your project and its intended outcomes and benefits. They may be included at DASA events in relation to this competition and in documentation such as brochures. As this information can be shared, it should not contain information that may compromise Intellectual property.

8. How your proposal will be assessed

At Stage 1, all proposals will be checked for compliance with the competition document and may be rejected before full assessment if they do not comply. Only those proposals that demonstrate compliance against the competition scope and DASA mandatory criteria will be taken forward to full assessment.

Mandatory Criteria	Within scope (Pass) / Out of scope (Fail)
The proposal outlines how it meets the scope of the competition	Pass / Fail
The proposal fully explains in all three sections of the DASA submission service how it meets the DASA criteria	Pass / Fail
The proposal clearly details a financial plan, a project plan and a resourcing plan to complete the work proposed in Phase 1	Pass / Fail
The proposal identifies the need (or not) for MODREC approval	Pass / Fail
The proposal identifies any GFA required and any mitigations to the risk of mot receiving it	Pass / Fail
Maximum value of proposal is £500,000	Pass / Fail
The total of all Stage Payment deliverables up until month 5 must be in excess of 33% of the proposal value	Pass / Fail
The proposal demonstrates how all research and development activities / services (including delivery of the final report) will be completed within 13 months from award of contract	Pass / Fail
The proposal contains Stage Payment Deliverables for attendance at both in- person demonstration events at 5 and at 12 months	Pass / Fail
The proposals states whether an expression of interest was submitted and what the outcome was.	Pass / Fail
The proposal states any linkages that your innovation has to other challenge areas, and the impact on them.	Pass / Fail
For proposals addressing ‘challenge 4 Waste’, the proposal states whether the innovation is a single technology, or whether it encompasses technologies that address other challenge areas, moving it towards a circular economy system.	Pass / Fail
For proposals addressing ‘challenge 4 Waste’, if your innovation is a system, the proposal states which other challenge areas it addresses and how it impacts them.	Pass / Fail
The bidder has obtained the authority to provide unqualified acceptance of the terms and conditions of the Contract.	Pass / Fail

Proposals that pass Stage 1 will then be assessed against the standard DASA assessment criteria (Desirability, Feasibility and Viability) by subject matter experts from the MOD (including Dstl), other UK Government departments, front-line military commands and possibly government employees from USA and Canada. You will not have the opportunity to view or comment on assessors’ recommendations.

DASA reserves the right to disclose on a confidential basis any information it receives from innovators during the procurement process (including information identified by the innovator as Commercially Sensitive Information in accordance with the provisions of this competition) to any third party engaged by DASA for the specific purpose of evaluating or assisting DASA in the evaluation of the innovator’s proposal. In providing such information the innovator consents to such disclosure. Appropriate confidentiality agreements will be put in place.

Further guidance on how your proposal is assessed is available on the DASA website.

After assessment, proposals will be discussed internally at a Decision Conference where, based on the assessments, budget and wider strategic considerations, a decision will be made on the proposals that are recommended for funding.

Innovators are not permitted to attend the Decision Conference.

Proposals that are unsuccessful will receive brief feedback after the Decision Conference.

9. Things you should know about DASA contracts: DASA terms and conditions

Please read the DASA terms and conditions which contain important information for innovators. For this competition we will be using a Single Supplier Framework Agreement, based on the standard ISC terms and conditions, which will allow follow-on work to be added using a tasking form; links to the contract here: Terms and Schedules. We will require unqualified acceptance of the terms and conditions; if applicable, please ensure your commercial department has provided their acceptance.

This will allow the Authority to directly place extra tasking on the Supplier to further develop their research, following successful completion of the project. The benefit of this will be a faster transition without the need for further competition. This will be using a Tasking Approval Form process which is described in the contract document and will be subject to the contract’s terms and conditions. The contract will fix labour rates for the whole duration and tasks will be priced based upon those rates, which will be agreed and contained within the contract. We do not guarantee that every contract will be provided with extra tasking.

More information on DEFCONS can be found by registering on the Knowledge in Defence site.

Funded projects will be allocated a Project Manager (to run the project) and a Technical Partner (as a technical point of contact). This technical partner may be a subject matter expert from outside of Dstl (another Government department or an independent consultant under a NDA). In addition, the DASA team will work with you to support delivery and exploitation including, when appropriate, introductions to end-users and business support to help develop their business.

We will use deliverables from DASA contracts in accordance with our rights detailed in the contract terms and conditions.

For this competition, £3.1 million is currently available to fund proposals. Where a proposal meets the fundable requirements for a competition, but is not funded, DASA will continue to seek funding from partners across UK government and UK allied partners under appropriate agreements, and shall consider your proposal fundable for 12 months from the date of the decision release. We will share the abstract, PVPS and title of your proposal with any other UK government departments and allied partners under appropriate agreements that may express an interest in funding the proposal through DASA, in accordance with the competition document. If a budget holder within the MOD wishes to read the full proposal to decide if they will fund it, we will share it with them under these circumstances. If it is within 60 days of the original NOT FUNDED decision release date, we will share the full proposal with them without seeking your permission. If it is over 60 days since the original NOT FUNDED decision we will seek your permission before sharing the full proposal with them.

For other potential funders, we will seek your permission before sharing the full proposal regardless of the number of days since the original NOT FUNDED decision release.

In the event that funding becomes available, DASA may ask whether you would still be prepared to undertake the work outlined in your proposal under the same terms. Your official DASA feedback will indicate if your proposal was deemed fundable, but not awarded funding at the time.

10. Key dates

Supporting Webinar	21 May 2024
Pre bookable Dial-in Sessions	28 May, 4 June and 6 June 2024
Competition Closes	1200 Midday 2 July 2024 (BST)
Feedback release	18 October 2024
Contracting	Aim to be on contract by November 2024 and end 13 months later by 31 December 2025

11. Help: Contact the DASA Help Centre

Competition queries including on process, application, commercial, technical and intellectual property aspects should be sent to the DASA Help Centre at accelerator@dstl.gov.uk, quoting the competition title. If you wish receive future updates on this competition, please email the DASA Help Centre.

While all reasonable efforts will be made to answer queries, DASA reserves the right to impose management controls if volumes of queries restrict fair access of information to all potential innovators.

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1. https://www.gov.uk/government/publications/defence-support-strategy This strategy highlights the term Support Advantage, which has now been superseded by the term Operational Advantage Through Support. Nevertheless, the remainder of this doctrine is still extant. ↩

2. The Contested Logistics approach considers threat by design, whether that may be kinetic targeting, disruption to the support Network or competition for limited resources amongst Allies ↩

3. https://assets.publishing.service.gov.uk/media/627a24818fa8f560b8861239/Defence_Support_Advantage_Charter_and_Action_Plan.pdf ↩ ↩²

4. Scalable from a small to large scale force

   Small scale: 12 person mobile team for a period of 7- 30 days

   Medium scale: up to 2750 personnel at a static location for a period of 30 plus days

   Large scale: Over circa 2750 personnel at a static location for over 30 days ↩ ↩² ↩³

5. https://www.gov.uk/government/news/sustainability-how-to-achieve-operational-advantage ↩ ↩²

6. https://assets.publishing.service.gov.uk/media/6364e700d3bf7f388ba7dc55/Sustainable_Support_Strategy_2022.pdf ↩

7. A node or location is a location at which there is a deployed force. ↩

8. Current metric is 4000 Kcals with a mass of 1.8 Kg (current Operational Ration Pack [ORP]) per person per day. ↩

9. NATO definitions of Classes of supply Class I - Items of subsistence, e.g. food and forage, which are consumed by personnel or animals at an approximately uniform rate, irrespective of local changes in combat or terrain conditions.

   Class II - Supplies for which allowances are established by tables of organization and equipment, e.g. clothing, weapons, tools, spare parts, vehicles.

   Class III - Petroleum, oil and lubricants (POL) for all purposes, except for operating aircraft or for use in weapons such as flamethrowers, e.g. gasoline, fuel oil, greases, coal and coke. (Class IIIa - aviation fuel and lubricants)

   Class IV - Supplies for which initial issue allowances are not prescribed by approved issue tables. Normally includes fortification and construction materials, as well as additional quantities of items identical to those authorized for initial issue (Class II) such as additional vehicles.

   Class V - Ammunition, explosives and chemical agents of all types. ↩ ↩²

10. https://assets.publishing.service.gov.uk/media/605ddbbe8fa8f5047d3a851e/20210326_Climate_Change_Sust_Strategy_v1.pdf ↩