Defining readiness in defence supply chains

April 29, 2026

DPRTE 2026 provided a clear signal that the UK and global defence sector is entering a new phase – one defined by greater urgency, complexity and agility.

For GXO, our first year at the event, and as headline sponsor, it was an opportunity to showcase our global capability and to listen to how priorities are evolving across the sector. From keynote sessions, panel discussions and industry conversations, a consistent theme emerged: the sector is moving beyond steady-state efficiency towards end-to-end supply chains designed for readiness, resilience and adaptability. What stood out most was the shift from planning to delivery – with a clear focus on how capability can be mobilised, integrated and scaled at pace.

A sector shifting towards readiness

A strong and consistent message across DPRTE was how the sector is redefining readiness. As set out in the UK Strategic Defence Review, and reinforced through keynote sessions, defence capability is increasingly defined by how quickly it can be delivered, how effectively it can be sustained, and how well it can respond to changing demand. This represents a move away from long-term, predictable planning towards more dynamic, responsive, resilient operating models. Consequently, a key implication for supply chains is for them to be designed to scale and adapt and respond at pace, rather than operate within fixed capacity models.

Partners and collaboration in practice

One of the clearest themes from DPRTE was the move towards more open, joined-up collaboration across the defence ecosystem. This is not a single type of partnership, but a more connected way of working to deliver a connected, multi-domain defence ecosystem.

A more integrated Ministry of Defence, primes and suppliers

We’re also seeing closer, more collaborative relationships between MOD and prime contractors, harnessing a shared focus on delivering capability at pace, improving programme outcomes and reducing risk across the supply chain. Furthermore, there’s increasing integrated relationships between primes and their supply chain partners, with logistics providers becoming more embedded within operations and greater coordination across procurement, manufacturing and logistics.

Collaboration across industry

This growing recognition that suppliers also need to work more closely together was brought into sharper focus through discussions such as the Torus Defence Supply Chain panel. Here, organisations combined capabilities to address system-wide challenges, improve coordination and deliver at greater scale. It’s a level of collaboration that is increasingly required to support complex, international programmes that depend on globally connected supply chains.

Technology enabling integration and visibility

Of course, technology acts as the connector between MOD, primes and globally distributed supply chain partners, and it was consistently positioned as a critical enabler of integration across defence supply chains. At DPRTE there was a spotlight on improving visibility across complex programmes, using data to support faster, more informed decisions, and connecting supply chains across multiple domains and geographies. Practical examples included:

transport control towers
digital thread tracking materials end-to-end
AI-enabled procurement and planning

The benefits that were observed included improved efficiency, reduced reliance on excess inventory and a stronger coordination across the supply chain.

From efficiency to adaptive capacity

Another notable shift was moving from efficiency to adaptive capacity. This reflects the requirement for supply chains to scale infrastructure quickly, mobilise workforce at pace, and access transport and logistics capacity where and when it’s required. Crucially, this is not about holding more stock but about having the capability to respond when needed and leveraging existing infrastructure and networks. This places a greater emphasis on:

infrastructure depth
workforce scale
integration across supply chain partners

The defence sector is ready to respond

One of the strongest impressions from DPRTE was that the sector is recognising these challenges and is actively preparing to respond. Across the industry there is proven capability, established infrastructure and experience in operating in complex, regulated environments. Compliance is a critical part of this capability, ensuring supply chains can operate securely, reliably and in line with defence requirements. For GXO, this means proven:

capability that is already in place and ready to be deployed – people, sites, transport, technology, process and compliance
the ability to integrate quickly into existing programmes
experience from other sectors that can be applied to defence
the ability to operate across both UK and global supply chains

There is also a clear recognition of the role logistics can play in integrating supply chains, coordinating across partners and enabling delivery at pace. The foundations are in place – now the focus is on how effectively capability can be mobilised, integrated and scaled at pace.

Our conclusions

DPRTE 2026 reinforced that defence supply chains are evolving rapidly in response to changing operational demands. It means the future will be defined by collaboration across the defence ecosystem, integration enabled by technology, and the ability to scale at pace. The challenge is now about how quickly and effectively the defence sector can bring together the capability that already exists so we’re ready to respond.

Article submitted by: Rachel Gilbey, Managing Director, UK&I, Healthcare, Aerospace, Defence, Public, Infrastructure (HADPI)

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