Harry Pickett, business development manager and defence specialist at quality management business G&P, explains why the UK military sector should learn valuable lessons from Europe’s automotive sector.
Published in June 2025, the Strategic Defence Review (SDR) sets out a clear framework for the future of the UK’s defence industry. Having moved the country decisively towards “war fighting readiness”, the 144-page document, written by former defence secretary Lord Robertson and specialist adviser Fiona Hill, is a commendable piece of work and a potential game changer for the sector. As well as a commitment to invest more, the review highlights the role of new technology and how UK know-how can be harnessed to improve our defence credibility.
Outlining the need for new investment into tech-enabled defence systems, the review recommends the formation of a Digital Warfighter Group by July 2026. It also highlights the need for a new Cyber and Electromagnetic Command function to oversee cyber-operations.
However, it’s not all about digital threats. The SDR also outlines substantial investment in conventional military capabilities.
Indeed, the government’s commitment to building up to a dozen new conventionally armed, nuclear-powered submarines to replace the seven-strong Astute class from the end of the next decade represents a long-term pipeline for maritime electronics. Similarly, the Royal Navy is set to embrace unmanned technology in a big way, investing in a hybrid aircraft carrier air-wing and autonomous platforms for anti-submarine warfare.
The army will also drive significant new investment into hardware, with a tenfold increase in lethality, according to the review. This new spending is squarely aimed at the production of unmanned aerial vehicles (drones) to complement more traditional aircraft.
In total, this new investment, rising to 2.5% of GDP in 2027 (with the ambition to reach 3% by the next parliament), is positive. But how do we ensure we get maximum value from this new money, which could see the defence budget rise to over £70bn by 2027/28?
It’s all about procurement
While the UK defence force is universally respected for its professionalism, discipline and capability, its reputation fares less well when it comes to procurement. Too often major programmes have been mired in controversy, due to overspending, technical challenges and late delivery of operational equipment.
While there are many examples of best practice in defence procurement, such as the F-35 programme, which demonstrates the benefits of international collaboration, there remain numerous opportunities for quality improvement.
Published in 2023, the Sheldon Review into the armoured cavalry programme made for sober reading. Highlighting “numerous missed opportunities,” alongside issues with scheduling, technical and safety issues, the review also stated that reporting was at times unclear or overly optimistic. Furthermore, Sheldon highlighted improvements that could be made in the areas of communication, liaison and collaboration.
Echoing this theme, the SDR has highlighted the need for the defence sector to overhaul its acquisition processes to improve productivity and create a new partnership with industry. Key to this is to shift away from the customer-vendor relationship to create the conditions where companies with high levels of intellectual property can scale and grow.
This requires a more intelligent approach including:
- Engaging industry early in the procurement process on desired outcomes and problem-solving – with a specific focus on quality, supply chain management and traceability
- Ensuring that suppliers are rewarded for their productivity and for taking greater risk in their investments
- Removing barriers to collaboration, especially for smaller companies
Achieving this operating model will not be easy, requiring a significant shift in culture for many within the defence sector. We at G&P Quality Management run quality improvement programmes to support prime and sub-prime suppliers, to integrate more seamlessly with their OEMs’ entire supply chains, with the ultimate aim of achieving zero defects.
This type of experience provides a clear roadmap for both suppliers and the MOD, demonstrating how to attain best practice in the area of procurement.
The findings of the Sheldon Report also suggested a silo culture within defence procurement, which would simply not survive within the automotive supply chain, where teamwork, knowledge share and open collaboration are all prerequisites to success.
What’s needed is a fundamental shift in supply chain procurement, which may have become entrenched and outmoded. Our experience of working with globally respected OEMs across Europe provides some valuable lessons about quality.
Indeed, successful programmes in the automotive industry are characterised by strong leadership from the front, which clearly and consistently defines what success looks like and what is expected from supplier partners.
Similarly in the automotive sector, Tier 1 and 2 suppliers engaging with car makers benefit from an extremely prescriptive process, which defines in huge detail how components are quality tested, checked, integrated and delivered to the lineside. Issues such as traceability are fundamental, meaning that EN9100 type standards need to be adopted.
Practical support
Our work with MAKE UK Defence suggests that there are three main areas within the supplier base that would benefit from external support. While these standard quality improvement methodologies are well known within mainstream automotive, we believe they represent ‘low hanging fruit’ across many within the defence supply chain.
Manufacturing Quality Engineering (S/MQE):
- Includes capacity and capability audits
- Assesses supplier readiness
- Addresses traceability and counterfeit avoidance
- Adhere to export control regulations like ITAR
Supply chain and quality standards:
- Registration to platforms such as JOSCAR
- ISO 9001: 2015 and ISO 14001:2015 certified
- Compliant with cybersecurity standards
Advanced engineering and skilled technicians:
- Precision repairs, inspections and assembly
- Component sorting and validation services to protect supply chain integrity
Open reporting
Most automotive component suppliers currently utilise cloud-based supply chain platforms that provide real-time information on parts status and delivery. While this might not be common practice for some defence contractors (as the MOD is still in the process of rolling out digital reporting), this open, dynamic approach creates a culture of responsiveness and ownership when it comes to procurement.
It is vital to know when quality issues have been identified, or when external events may affect delivery of components. And this kind of information needs to be managed openly and constructively. Within the automotive supply chain, exception reporting is seen as the ‘canary in the coalmine’, which provides opportunities to overcome challenges together.
Meaningful change is crucial for the UK defence sector, but this will take time and courage from those at the top. We are already working with industry leaders and MOD insiders to highlight the potential for improvement in this area and are encouraged by the defence sector’s willingness to embrace change.
Ultimately, the Strategic Defence Review provides a clear direction for the UK’s defence and, by extension, automotive suppliers able to transfer knowledge and technology into the sector. Our track record with global OEMs provides a compelling model for defence procurement chiefs who want to drive meaningful change across the industry. Success will be based on a shared vision, collaboration and a willingness to embrace new working methodologies.
For more information about G&P, visit: www.gpqm.com
