Pause, take a deep breath
Ainsley Fraser puts some points to consider going forward for the next Strategic Defence Review
Whatever the colour, political complexion or balance of government after the election, there is going to be a Strategic Defence Review (SDR). Whether it is accompanied by a second round Defence Industry Strategy (DIS2) remains to be seen. There is already a strategy for acquisition reform, which makes a very valuable contribution to the necessary changes which have to happen. From a defence industry supply chain and logistics support perspective, all of these present a timely opportunity to pause, reflect - and inhale a long, slow intake of breath – and hopefully some common sense. Our armed forces – all of them – need and deserve a
properly planned equipment supply and support strategy for the future, which is based on long-term thinking. The acquisition system which reforms and evolves to drive it, also needs to recognise the depth of empathy which exists between operational forces in the frontline – and the dedicated teams of designers, engineers, manufacturers and industry partners, who work tirelessly to provide a capability that is fit for purpose. The procurement process
is the servant and facilitator – not the end in itself. An independent review of defence procurement activity over the last decade – and the last five years in particular – would expose a trend. We all know it’s there – but nobody seems to have articulated it. Buying policy has been made up pretty much on the hoof. Part of that is out of necessity – the demands of two concurrent theatres of operation. The other is more worrying – the lack of adequate core funding.
This has been driven not only by a deep-seated attitude within the Treasury – that defence is somehow less important and a lower priority than frontline services and social engineering - but also its sympathy with a political ideology, dogma and imperative which, from time to time has manifested itself almost as dismissive contempt for Britain’s obligations as a player of serious weight and influence on the world stage. The result has been at least weighting – if not bias – for more and more requirements to be met via the Urgent Operational Requirement (UOR) process – because that has evolved as the more likely
38
G4 DEFENCE
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48