The Type 26 and Type 31 programmes are judged to be doing reasonably well despite criticism of their management. The proposed remedy draws on the former Third Sea Lord, the senior naval officer responsible for procurement, and the Director of Naval Construction. Their staffs brought civil servants, naval architects, constructors and officers into a command structure that coordinated programmes between companies and politicians. Removing that layer as an efficiency measure is criticized because modern systems, including uncrewed vessels, make coordination more demanding. Comparable technical leadership could challenge attractive marketing and identify worthwhile equipment that receives less publicity. Restoring that function is a recommendation for procurement governance.
Chapter · 55:26-57:26
The case for restoring naval procurement leadership
The former Third Sea Lord and Director of Naval Construction model is offered as a way to coordinate complex programs between politicians, industry, and naval specialists.