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The author describes the transformations needed in government and industry to achieve a new, more effective system of national defense.
Defence Industries in the 21st Century explores the transformation in the global defence industrial production through examining the interaction between international and domestic factors. With the global defence industry and arms market likely continue to expand and mature, the ways in which this progression could influence international politics remain obscure. In practice, as the contents of this book show, the defence industrial bases and arms export policies of emerging states display significant variance. This variance is the result of a unique balance between domestic and international factors that has shaped the defence industrialisation behaviour and policies of the less industrialised states. One of the most important conclusions of the book is that the interplay between domestic and international factors clearly influences the variation in the emerging states’ defence industrialisation policies, as well as their success or failure. While international factors create opportunities, they also limit the options available to emerging economies. Domestic factors also play an important role by shaping the policy choices of the states’ decision makers. Exploring the balance between international and domestic factors and the ways in which they influence defence industrialisation in emerging states, Defence Industries in the 21st Century will be of great interest to scholars of Defence Industries, Arms Manufacturing, and Defence, Strategic and Security Studies more generally. The chapters were originally published in Defence Studies, Comparative Strategy and All Azimuth.
The Oxford Handbook of U.S. National Security frames the context, institutions, and processes the U.S. government uses to advance national interests through foreign policy, government institutions, and grand strategy. Contributors examine contemporary national security challenges and the processes and tools used to improve national security.
“His collection of nine essays offers a comprehensive and insightful assessment of the Chinese defense science and technology (S&T).” —Pacific Affairs Among the most important issues in international security today are the nature and the global implications of China’s emergence as a world-class defense technology power. Since the beginning of the twenty-first century, the Chinese defense industry has reinvented itself by emphasizing technological innovation and technology. This reinvention and its potential effects, both positive and negative, are attracting global scrutiny. Drawing insights from a range of disciplines, including history, social science, business, and strategic studies, Tai Ming Cheung and the contributors to Forging China’s Military Might develop an analytical framework to evaluate the nature, dimensions, and spectrum of Chinese innovation in the military and broader defense spheres. Forging China’s Military Might provides an overview of the current state of the Chinese defense industry and then focuses on subjects critical to understanding short- and long-term developments, including the relationship among defense contractors, regulators, and end-users; civil-military integration; China’s defense innovation system; and China’s place in the global defense economy. Case studies look in detail at the Chinese space and missile industry. “Constitutes high-quality, cutting-edge research on China’s defense industries. It should enjoy broad appeal—among academics, policy makers, security analysts, and business people in countries around the world.” —Andrew Scobell, RAND Corporation “Forging China’s Military Might belongs in any political science shelf interested in China’s issues and international security and considers the nature of China’s emergence as a world power.” —Midwest Book Review
For much of the last 25 years, NATO has focused on crisis managementin places such as Kosovo and Afghanistan,resulting in major changes to alliance strategy, resourcing,force structure, and training. Re-embracing collective defense —which lies at the heart of the Treaty of Washington’s Article 5 commitment— is no easy feat, and not something NATO can do through rhetoric and official pronouncements. Nonetheless,this shift is vitally necessary if the alliance is to remain the bulwark of Western defense and security. Russia’s illegal annexation of Crimea and its invasion of Ukraine have fundamentally upended the security environment in Europe, thrusting NATO into the spotlight as the primary collective defense tool most European states rely upon to ensure their security. Collective defense is one of the alliance’s threecore missions, along with crisis management and cooperative security. It is defined in Article 5, the most well-known and arguably most important part of NATO’s founding treaty, which states: “The Parties agree that an armed attack against one or more of them in Europe or North America shall be considered an attack against them all.” Although all three missions are vital to the interests of NATO’s many member states, collective defense has become first among equals once again. However,three very significant hurdles stand in the way of the alliance and its member states as they attempt to re-embrace collective defense. These loosely correspond to an ends-waysmeans construct. First is the alliance's strategy toward Russia. Is Russia an adversary,a partner,neither,or both? How should strategy and policies change to place the alliance and its members on more solid ground when it comes to managing Russia? Second are the ongoing disputes over resourcing and burden-sharing. In recent years, it has become commonplace for American leaders to publicly berate European allies in an effort to garner more contributions to the common defense. How might the alliance better measure and more equitably share security burdens? Third is the alliance’s readiness to fulfill its objectives. Many allies have announced or are implementing increases in defense spending. However, governments of European NATO member states are strongly incentivized by domestic politics to favor acquisition of military hardware or spending on personnel salaries and benefits,usually at the expense of readiness. The result is that NATO military forces risk quickly becoming hollow in a way that is often underappreciated, which will prevent the alliance from fulfilling the collective defense promise inherent in Article 5. The book examines all such questions to assess NATO’s return to collective defense and offer a roadmap for overcoming those challenges in both the short and long-term.
This is a book about strategy and war fighting. It contains 11 essays which examine topics such as military operations against a well-armed rogue state, the potential of parallel warfare strategy for different kinds of states, the revolutionary potential of information warfare, the lethal possibilities of biological warfare and the elements of an ongoing revolution in military affairs. The purpose of the book is to focus attention on the operational problems, enemy strategies and threat that will confront U.S. national security decision makers in the twenty-first century.
Since 1939, the U.S. government, using the National Defense Stockpile (NDS), has been stockpiling critical strategic materials for national defense. The economic and national security environments, however, have changed significantly from the time the NDS was created. Current threats are more varied, production and processing of key materials is more globally dispersed, the global competition for raw materials is increasing, the U.S. military is more dependent on civilian industry, and industry depends far more on just-in-time inventory control. To help determine the significance of these changes for the strategic materials stockpile, the Department of Defense asked the NRC to assess the continuing need for and value of the NDS. This report begins with the historical context of the NDS. It then presents a discussion of raw-materials and minerals supply, an examination of changing defense planning and materials needs, an analysis of modern tools used to manage materials supply chains, and an assessment of current operational practices of the NDS.
Written by senior military and interagency leaders who have served on every service headquarters staff, as well as the staffs of the Department of State, Director of National Intelligence, Department of Homeland Security, Department of Defense, and the Vice President of the United States, the authors bring to the table over 150 years of operational experience, more than 50 worldwide deployments, 7 Bronze Stars, 4 doctorates and over 50 published articles and books.
The UK spends approximately £20bn annually on military goods and services, around two-thirds of the total Defence Budge The challenges are constantly evolving, and there has been a succession of reforms to the acquisition process, each building on the last, and between them delivering significant improvement: more recent equipment projects show less tendency towards cost growth and time slippage; there is a more holistic, 'throughlife' approach to providing capability (Chapter 5); and a stronger and more mutually beneficial relationship with industry (Chapter 6). Around 98 per cent of major projects deliver the operational performance needed at the front line. But they also tend to increase in cost - by an average of 2.8 per cent each year - and to suffer delay averaging 5.9 months. More projects must be delivered to cost and time. An independent report into defence acquisition by Bernard Gray (available at: http://www.mod.uk/NR/rdonlyres/78821960-14A0-429E-A90A-FA2A8C292C84/0/ReviewAcquisitionGrayreport.pdf) concluded that overall plans for new equipment were too ambitious, and needed to be scaled down to match the funding likely to be available; and management of equipment portfolios must be improved. This strategy is built around those conclusions. The framework is designed so that the Ministry of Defence will make better decisions about what equipment (and wider services) to buy, how to ensure they are delivered on time, to cost and provide the desired performance; and in doing so, recognise and properly manage all the other strands (training, personnel, information, doctrine, organisation, infrastructure and logistics) needed to deliver and sustain effect on the ground.