743: CHINA WITHDRAWAL FROM PAKISTAN’S CPEC (ML-1 PROJECT): A GEOPOLITICAL SHIFT

 

Article published on the REVA University Website on 15 Sep 25.

 

The China-Pakistan Economic Corridor (CPEC) is one of the China Belt and Road Initiative (BRI) crown jewels, which China intends to connect Xinjiang with Pakistan’s Gwadar Port through a 3,000-kilometer highway-pipeline-railway network. Worth over $60 billion, CPEC has assured Pakistan with revolutionary infrastructure. At the heart of it was the $6.7 billion Main Line-1 (ML-1) rail project, which was meant to modernise the 1,726-kilometer Karachi-Peshawar railway line. But China’s recent withdrawal from funding this “crown jewel” of CPEC has forced Pakistan to seek an Asian Development Bank (ADB) loan of $2 billion for the Karachi-Rohri section, a dramatic departure from China’s dominating hold on Pakistan’s infrastructure.

 

The ML-1 Project and Its Setbacks

The ML-1 railway was to upgrade the old rail infrastructure of Pakistan, doubling track, signalling upgrade, and increasing train speed to 165 km/h from 80 km/h, increasing capacity to 34 from more than 150 trains per day. This was needed to transport copper and gold from the Reko Diq mine in Balochistan, a priority project being developed by Barrick Gold. The success of the mine is reliant on solid logistics, which the existing railway is not capable of delivering.

China initially made a concessionary loan offer of 85% of the project’s cost, but talks fell through for nearly a decade. Costs fluctuated between $6.8 billion and $9.85 billion before eventually settling at $6.7 billion, capturing financial imponderables. Pakistan’s arrears of $1.5 billion to Chinese power producers and its requirement of an IMF bailout also caused concern. Security issues, including the killing of 21 Chinese nationals since 2021, were also a cause of Beijing’s suspicion.

 

Why China Pulled Back

China’s retreat is triggered by Pakistan’s economic weakness and security issues. Haroon Sharif of the Pakistan Regional Economic Forum went on to state that China revalued ML-1’s finances and Pakistan’s payment issues and determined the risks were too high. China’s foreign lending strategy is also transforming under the pressure of domestic economic constraints, reducing its appetite for foreign high-risk projects. CPEC power plant payments due for deferment, planned to relieve Pakistan’s energy crisis, have put a strain on confidence.

Geopolitically, China’s approach is shifting. Foreign Minister Wang Yi, on Aug. 21, 2025, signalled a readiness to allow third-party involvement in CPEC, in contrast to Beijing’s earlier sole-financing policy. This suggests that China would prefer to have Pakistan utilise foreign lenders like the ADB, limiting its exposure while maintaining strategic connections in place. Despite this, China reasserted its “ironclad” alliance with Pakistan, with emphasis on cooperation in sectors other than infrastructure.

 

Pakistan’s Turn to the ADB

With China exiting, Pakistan sought a $2 bilion loan from the ADB to upgrade the 480-kilometer Karachi-Rohri section. The ADB, after surveying the site in July 2025, consented in principle to fund it, the very first time that a priority CPEC project will rely on a multilateral lender. Unlike China’s low-interest loans, the ADB’s market-rate funding may contribute to Pakistan’s debt overhang. The initiative also comprises competitive bidding, introducing transparency but putting Pakistan’s project management abilities to the test.

ADB’s role does not end at ML-1, with $410 million for infrastructure pertaining to Reko Diq. A high government official predicted a “crisis” in the absence of ML-1 upgradation, since the current railway will not be able to carry the mine cargo, crucial for Pakistan’s export strategy.

 

Geopolitical and Economic Implications

CPEC has been delayed since its inception in 2015. Initial steam, like the Gwadar East Bay Expressway, was arrested by Pakistan’s economic troubles, security issues, and bureaucratic delays. The Prime Minister Shehbaz Sharif’s visit to China in 2025 secured $8.5 billion of non-infrastructure contracts but highlighted coordination gaps with his unilateral “CPEC 2.0” announcement.

Pakistani dependence on external finance—IMF, the Gulf states, and now the ADB—is its weakness. In the absence of reform, new loans risk making the debt trap irreversible. Indian objections to CPEC passing through contested Kashmir and global doubts over Pakistani finance create additional layers of complexity.

 

Conclusion

China’s retreat from the situation at the ML-1 project is an inflexion point for CPEC. For Pakistan, its approach towards the ADB is a necessity and also part of a wider shift towards multilateral financing. The necessity for loans from lenders like ADB, IDB and others may diversify its funding base, but ultimately, Pakistan will still require foreign bailouts in the future. Pakistan now has the prospect of a risky path that requires it to bridge its strategy with China, the U.S., and global lenders. Success with ML-1 and Reko Diq and other projects will depend on whether Pakistan can manage its debt, create security, and implement infrastructure to catalyse economic potential. Pakistan’s diplomacy now is less centred on China and it’s more a matter of global integration. However, this is not guaranteed.

 

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742: REPERCUSSIONS OF KEY CHANGES IN THE NEW DEFENCE PROCUREMENT MANUAL 2025

 

Presented my views on the subject during a discussion on CNBC News Channel

 

The Defence Procurement Manual (DPM) 2025 has been approved by Raksha Mantri Shri Rajnath Singh, replacing the 2009 manual. It aims to streamline and simplify revenue procurement processes for the Ministry of Defence, aligning with modern warfare needs and promoting self-reliance under Aatmanirbhar Bharat. The DPM 2025 governs ₹1 lakh crore in revenue procurements for FY 2025, and incorporates technology, fairness, and accountability to meet contemporary public procurement standards. Highlights according to the press release include:-

Enhanced Self-Reliance. A new chapter promotes innovation and indigenisation, encouraging collaboration with private industries, MSMEs, startups, academia, and DPSUs to develop defence items/spares in-house.

Ease of Doing Business. Simplified processes, relaxed penalties (e.g., minimal 0.1% Liquidity Damages post-prototype, capped at 5-10%), and supportive financing options address industry concerns, fostering participation.

Expedited Procurement. Empowers Competent Financial Authorities (CFAs) at lower levels to facilitate faster decision-making, timely payments, and flexibility in extending delivery periods or bid dates, thereby boosting participation.

Support for Innovation. Assured orders for up to 5-10 years, technical support, and handholding for suppliers to ensure successful development.

Operational Efficiency. Allows 15% upfront provision for repair/refit/maintenance to reduce equipment downtime and provisions for limited tendering (up to ₹50 lakh) and proprietary item procurement.

Transparency & Fairness. Aligns with Ministry of Finance guidelines, promotes competitive bidding by removing DPSU No Objection Certificate requirements, and streamlines Government-to-Government procurement.

Jointness & Preparedness. Facilitates coordination among the Armed Forces, ensuring timely resource availability at optimal costs to maintain military readiness.

 

Repercussions of Key Changes

 Assured guarantee of orders in terms of quantity, up to five years and beyond that, up to another five years in exceptional circumstances: This provides long-term financial predictability for vendors, encouraging investments in production capacity, technology, and workforce. For the industry, it lowers entry barriers for private firms and MSMEs, boosting confidence to participate in defence contracts and fostering sustained supply chains. It could accelerate indigenisation by enabling economies of scale, potentially reducing costs over time. However, it might lock the government into commitments if requirements change, though the special circumstances clause adds flexibility. Overall, this enhances defence readiness by ensuring the timely availability of spares and equipment, reducing procurement uncertainties.

 

Requirement of obtaining NOC from some DPSUs before open bidding has been dispensed with & tenders will be awarded purely on a competitive basis: By removing the NOC barrier, this levels the playing field between public (DPSUs) and private entities, promoting fair competition and potentially driving down costs through broader bidding. For private industry, it increases opportunities to win contracts, encouraging more participation from startups and non-traditional players, which could spur innovation and efficiency. DPSUs may face heightened competition, pushing them to improve performance but possibly eroding their traditional advantages. The repercussion on procurement is faster and more transparent processes, reducing bureaucratic hurdles. This supports defence readiness by diversifying suppliers and mitigating risks from over-reliance on a few entities, though it could initially lead to adjustment challenges for DPSUs.

 

Upfront provision of 15% in growth of work to be allowed in maintenance of various aerial & naval platforms to reduce equipment downtime: This flexibility accounts for evolving maintenance needs, such as increased complexity or fleet expansions, allowing contracts to adapt without renegotiation. It directly improves operational readiness by minimising downtime for critical assets like aircraft and ships, ensuring higher availability during missions. For the industry, it provides revenue stability and encourages specialised service providers to invest in skills and infrastructure. Potential downsides include slightly higher upfront costs for the government, but the focus on efficiency could offset this through reduced long-term disruptions. This change aligns with modern warfare demands, enhancing the armed forces’ agility.

 

Liquidated Damages will not be levied during the development phase: Eliminating penalties in the early R&D stage reduces financial risks for developers, particularly startups and innovators experimenting with new technologies. This encourages bolder participation in prototype development, fostering innovation and accelerating indigenisation efforts. For the procurement process, it shifts focus from punishment to collaboration, potentially shortening development timelines by removing fear of harsh repercussions. However, it might lead to laxity if not monitored, though overall it boosts industry confidence and supports defence readiness by speeding up the introduction of advanced systems.

 

Minimal liquidated damages of 0.1% will be levied post-development of the prototype: This lenient post-prototype penalty (far below typical rates) incentivises vendors to prioritise quality over rushed delivery, while still maintaining some accountability. It makes contracts more attractive to industry players, especially smaller firms, by minimising financial exposure during scaling-up phases. Repercussions include enhanced innovation through reduced risk, but it could slightly prolong timelines if vendors exploit the leniency. For defence readiness, it ensures reliable prototypes transition smoothly to production, contributing to better-equipped forces without excessive delays.

 

Maximum liquidated damages to be levied have been lowered to 5% & in case of inordinate delays, a maximum penalty of 10% will be levied: Capping penalties at 5% (with 10% only for extreme cases) protects vendors from crippling financial losses, making defence contracts more viable and encouraging broader industry involvement. This could lower overall bid prices as risks decrease, benefiting procurement efficiency. Implications for innovation are positive, as firms can invest more in R&D without fearing disproportionate penalties. However, it might weaken deterrence against delays, potentially affecting timelines if not paired with strong oversight. On defence readiness, it ensures continuity in supply chains, prioritising long-term partnerships over short-term punitive measures.

 

In summary, these changes collectively aim to streamline procurement, reduce delays, and promote self-reliance, with broad positive repercussions for private industry growth and military efficiency. They could transform India’s defence ecosystem by attracting more domestic players, though careful implementation will be key to balancing leniency with accountability.

 

Historical Evolution of the DPM

The Indian government’s defence procurement policies have evolved significantly since the introduction of the Defence Procurement Procedure (DPP-2002), driven by the need to streamline military hardware acquisition and enhance self-reliance. This evolution, spurred by post-Kargil War recommendations, reflects a shift toward indigenous design, development, and manufacturing, aligning with initiatives such as ‘Make in India’ and ‘Aatmanirbhar Bharat’. The policies have progressed from DPP-2002 to the Defence Acquisition Procedure (DAP-2020) and the Defence Procurement Manual (DPM-2025), with each iteration emphasising transparency, efficiency, and indigenisation.

 

Early History and DPP-2002. Following the Kargil War, the Group of Ministers recommended a structured procurement process, leading to the DPP-2002. This policy aimed to ensure the timely, transparent, and competitive acquisition of equipment for the Armed Forces while fostering self-reliance in defence manufacturing.

Evolution and Revisions. The DPP was revised multiple times (e.g., DPP-2005, DPP-2013) to address practical challenges and emerging needs. A significant milestone was DPP-2016, which replaced DPP-2013 and prioritised indigenous design, development, and manufacturing (IDDM) to reduce dependence on imports.

Defence Acquisition Procedure (DAP-2020). In October 2020, DPP-2016 was superseded by DAP-2020, which further emphasised self-reliance. Developed through consultations with foreign and domestic industries, DAP-2020 streamlined procurement processes and reinforced the focus on indigenous manufacturing.

Defence Procurement Manual (DPM). The DPM-2009 was the first comprehensive manual to guide procurement, offering flexibility while aligning with government regulations. Updates, including DPM-2010, followed it. The latest, DPM-2025, approved in September 2025, introduces a dedicated chapter to promote self-reliance through innovation, indigenisation, and collaboration with industries, academia, and public/private sectors. It also provides assured orders to support long-term development.

 

Key Trends in Policy Evolution

Self-Reliance. The ‘Aatmanirbhar Bharat’ initiative has been central, with policies increasingly prioritising domestically produced defence systems.

Indigenisation. Emphasis on IDDM systems has grown, encouraging private sector participation and reducing reliance on imports.

Streamlined Processes. Continuous efforts have been made to simplify procedures, reduce delays, and enhance responsiveness to the Armed Forces’ needs.

This progression from DPP-2002 to DAP-2020 and DPM-2025 reflects India’s commitment to building a robust, self-reliant defence ecosystem through innovation, collaboration, and efficient procurement practices.

 

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References and credits

To all the online sites and channels.

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Disclaimer:

Information and data included in the blog are for educational & non-commercial purposes only and have been carefully adapted, excerpted, or edited from reliable and accurate sources. All copyrighted material belongs to respective owners and is provided only for wider dissemination.

 

References:-

  1. Ministry of Defence, Government of India. (2025). “Defence Procurement Manual 2025: Official Release.”
  1. The Times of India. (2025). “Defence minister approves new manual to streamline procurement, boost indigenisation.”
  1. Economic Times. (2025). “Defence Procurement Manual 2025: Key reforms to enhance private sector participation.”
  1. India Today. (2025). “New defence procurement rules to reduce delays, support Aatmanirbhar Bharat.”
  1. The Hindu Business Line. (2025). “New Defence Procurement Manual to boost ease of doing business, promote indigenisation.”
  1. Financial Express. (2025). “DPM 2025: Lower penalties, faster procurement to boost defence industry.”
  1. Business Standard. (2025). “Defence Procurement Manual 2025 to cut downtime, enhance readiness.”
  1. LiveMint. (2025). “New defence procurement rules to drive innovation, reduce risks for vendors.”
  1. Sengupta, P. (2021). “Aatmanirbhar Bharat and Defence Procurement: Evolution of Policy Framework.” Journal of Defence Studies, 15(3), 45-62.

741: A Picture is Worth a Thousand Words

 

All Pictures: Courtesy Internet

 

 

SCARY:  स्वच्छ अंतरिक्ष अभियान  NEEDED

 

 

AI ASSITED, MULTI-SENSOR, MULTI WEAPON, LAYERED DEFENCE SYSTEMS REQUIRED TO DEAL WITH THIS THREAT 

 

 

 

 

HIGH WORKING  AGE POPULATION: A TWO EDGED SWORD

 

 

 

RESULTS OF USING ITS DEEP POCKETS AND CHEQUE BOOK DIPLOMACY

 

 

 

FACTORY OF THE WORLD  FOR NO REASON

 

 

 

MILITARY INDUSTRIAL COMPLEX – INFLUENCING THE WORLD AFFAIRS

 

 

 

NO WONDERS USA IS INVOLVED IN EVERY WAR

 

 

 

GETTING A FOOT HOLD – LONG AND CHALLENGING WAY AHEAD

 

 

EXPENSIVE INSTRUMENTS OF BVR,  NO CONTACT WARFARE 

 

 

Value Additions are most Welcome

 

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