By David Beaumont.
This is the final post from the LIW archives on strategic logistics and logistics challenges prior to the Australia & New Zealand Defence Logistics Conference.
In 2016, the Australian Government released its 2016 Defence White Paper and the supplemental Defence Industry Policy Statement. Industry Statements signify Government intent to Australian Defence industry, and like strategic policy, combine hyperbole with requirements for change. In this case Government – in extolling the self-evident nature of industry as a ‘fundamental input to capability’ – sought closer collaboration between Defence and industry through the development of a native shipbuilding program, to support capability acquisition and sustainment for other major programs, as well as the enhancement of the commercial support on offer to Defence. The Statement also introduced the notion of a ‘Sovereign Defence Industry Capability’, an industrial resource of such vital concern to the Australian Defence Force (ADF) that it must be maintained if not controlled for the purposes of national defence. What the Statement didn’t do, however, was to detail a new path for industry in the context of supporting actual ADF operations.
This issue is one among many examined by Dr Stephan Fruhling, Australian National University, in a recent paper ‘Sovereign Defence Industry Capabilities, Independent Operations and the Future of Australian Defence Strategy.’ As part of the ‘Centre of Gravity’ series of papers, the purpose of its analysis of the idea of ‘sovereign defence industry capabilities’ is to provide strategic policy recommendations, of which there are three. All three are aligned to addressing aspects of the issue of industry support to ADF force s
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