Following the Government statement on plans for reform of the Ministry of Defence’s acquisition system, Philip Dunne welcomes the lessons being learned from Ukraine and backs the integrated procurement model with more focus on agility, exportability and innovation. He calls for Senior Responsible Owners (SROs) of programmes to remain in post for a longer timeframe to ensure continuity.
Philip Dunne (Ludlow) (Con)
I remind the House of my entry in the Register of Members’ Financial Interests.
I commend my hon. Friend for the remarkable pace at which he has got to grips with the challenges of acquisition in defence. He has not been in post for very long, but he has brought intellectual rigour to those challenges, which some of us have been trying to do for a while. I also endorse everything that was said by the Chair of the Select Committee, my right hon. Friend the Member for Horsham (Sir Jeremy Quin), who is an expert on these issues. I am particularly pleased that he has sought to bring the learning from the current conflict in Ukraine back into our own system here in the UK. Other countries are learning how to adapt their acquisition systems rapidly, and we need to do the same.
I completely endorse the integrated procurement model. Its precursors were in the complex weapons programme, which has been running for more than 10 years. I think the fact that my hon. Friend has referred to it in the current contract that he announced yesterday for the next stage of the competition for the medium helicopter lift is a good example of that. He spoke about introducing agility, about exportability and about innovation. Many of us have been pushing the MOD to proceed with all those developments. The spiral development and, in particular, the move from an initial and a final operating capability to a minimum deployable should have a huge impact on the acceleration of processes.
SROs have been referred to. If my hon. Friend can consider extending terms— double or triple terms—for service personnel and key civil servants in that role, he will assist enormously in retaining knowledge within the system.
The Minister for Defence Procurement (James Cartlidge)
It is a privilege to take a question like that from the former Minister for Defence Procurement, who followed another former Minister for Defence Procurement—the Chairman of the Select Committee. I hope that my right hon. Friend does not mind my repeating what he said to me privately when I got the job. At that time, he made the same point about the importance of SROs’ spending as long as possible in their roles, which was also in the Sheldon report. Obviously there is an employment law issue—in the sense that we cannot insist on that—but I have referred to statistics which show that we are investing more in SROs, in the Army in particular.
My right hon. Friend spoke of learning lessons from Ukraine—he is absolutely right. One lesson that I have been struck by is the importance of understanding electronic warfare, jamming and interference, and the way in which the battle space has changed. That is why I keep emphasising the importance in our system of securing data from the front and from war gaming to inform procurement.
My right hon. Friend made an important point about the complex weapons programme. This involves a portfolio approach that should lead to more agile commercial relationships, enabling a better demand signal to industry, which drives its investment, but also allows us to take a nimbler approach when dealing with industry.