ABSTRACT
This chapter examines defence acquisition as a process of investing in the technologies, goods and services, which are required for a nation to deliver its national security objectives. It considers three main areas: the role of acquisition as part of a broader defence strategy, the importance of understanding dynamics in acquisition decisions – including issues of inertia and status quo bias, and, finally, acquisition strategies which includes procurement, product life cycles, and capability management.
Through a number of real-world examples and motivating case studies, we demonstrate that acquisition, as a concept, transcends simple issues of procurement and consists of a much more holistic idea, focused on achieving strategic objectives and which considers all aspects of the administrative and bureaucratic processes, the systems controlling the development and oversight of the activities, and the alignment with organisational goals.
