Enabling Acquisition Change
Aug 2006, Vol. 151, No. 4
By Paul Drayson
The best of MoD projects, research and management are world-class. But this does not leave room for complacency. Delivery of what our Armed Forces need at a fair price needs to be improved continually. Further, the Armed Forces must be supported in a way that is effective and affordable. This provided the basis for the Defence Industrial Strategy (DIS).
But the DIS was never intended to be the end of the road as far as the MoD was concerned. It was fundamentally accepted from the start that the MoD and industry both had to change.
In general, the DIS was well received by industry because it recognized it made sense in the new environment. Today, six months after the publication of the DIS, whilst some companies have responded extremely positively with real action, there is still uncertainty as to whether industry as a whole has taken the message on board. Industry, however, must support the MoD in its internal changes and all companies should implement the DIS now.
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By Paul Drayson
The best of MoD projects, research and management are world-class. But this does not leave room for complacency. Delivery of what our Armed Forces need at a fair price needs to be improved continually. Further, the Armed Forces must be supported in a way that is effective and affordable. This provided the basis for the Defence Industrial Strategy (DIS).
But the DIS was never intended to be the end of the road as far as the MoD was concerned. It was fundamentally accepted from the start that the MoD and industry both had to change.
In general, the DIS was well received by industry because it recognized it made sense in the new environment. Today, six months after the publication of the DIS, whilst some companies have responded extremely positively with real action, there is still uncertainty as to whether industry as a whole has taken the message on board. Industry, however, must support the MoD in its internal changes and all companies should implement the DIS now.
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