ISSUE 183 : Nov/Dec - 2010 - Australian Defence Force Journal

The drive towards sustainability by the US Navy and others overseas reinforces a core role forthe Defence Materiel Organisation and also the use of the ‘Rapid Prototyping, Developmentand Evaluation’ program, particularly in terms of major capital equipment and otherdeployable capabilities. Adoption of sustainability thinking is also vital across other elementsof Defence including the Defence Support Group and the Chief Information Officer Group forinfrastructure, garrison support, non-equipment procurement and information technology. Asustainable defence capability could also see the need for greater risk-sharing, increased useof sole-sourcing and longer term contracts, all of which would further encourage industry topartner with Defence on sustainability.The limitations of Defence’s acquisition culture were summed up by former CDF Admiral ChrisBarrie when he noted:In a great many cases, Defence must purchase goods and services overseas because Australianindustry does not produce what we require. This gives Defence access to the best equipment at thecheapest price’.If the ADF is to provide a sustainable defence capability, Defence must see industry as a partner.And uncertainty as a risk must be mitigated through bold action, trust and investment. Aclear statement of market demand from the Government, combined with an educated andsustainability-orientated Defence buyer—focused on real taxpayer value for money—areessential. The ‘cheapest option’ approach will continue to marginalise the ability for Australianindustry to become world-leaders in the defence industry sector (and ultimately hamper thefruition of sustainable ADF capabilities). Culture change also requires Australian industry tolead by example and adopt sustainable business practices and technologies, and to beginachieving efficiencies which can be offered to the ADF both as cost savings and operationalcapabilities.Innovation and opportunitiesTo be considered a strategic capability partner, industry must become a specialist in sustainableinnovation. This will require investment from industry. But it should lead to world-leadinginnovations that will contribute to ADF and allied capabilities, as well as providing valuableexport earnings. These innovations could be in a range of areas and across all products andservices, from large to small and operational to supporting. Examples might include pollutionprevention to minimise waste and emissions, product stewardship to address sustainabledesign, operation and end-of-life disposal, and clean technologies that are inherentlysustainable. 38 Other initiatives could be:• Targeted and collaborative Government/Defence/industry/academia investment in researchand development. The creation by Defence industry of strategic alliances and partnershipswith innovative civil sector industries, particularly those pursuing sustainability initiatives.• Leadership and investment by industry in sustainability principles, which would have thepotential to lower industry costs as energy costs increase.• The offer by industry of platforms and systems to the ADF that promote increased efficiencyand incorporate expansion capabilities to include future energy alternatives. Also theretrofitting of current platforms and the incorporation of LCM into capability development. 39• The monitoring by industry of international innovations and the follow-on securing ofcommercial relationships to offer these innovations to the ADF.93