Let me repeat a few lines from the previous article on the same subject, the “Defence Acquisition Management Part I” published on December 22, 2025. “Some subjects are significant but do not figure in either the literature or our discussions. Defence Acquisitions Management (DAM) is perhaps one of those subjects that should find far more space in our writings and academic discourse. However, it appears to be a no-go area for ordinary people and remains the prerogative of military professionals or, at best, the bureaucracy.”
After understanding the significance of a unique security architecture, systems, and processes, the course discussed the fine distinctions between the terms acquisition, procurement, logistics, and supply. According to the U.S. Department of Defence, the acquisition means “The conceptualisation, initiation, design, development, test, contracting, production, deployment, Logistics Support (LS), modification, and disposal of weapons and other systems, supplies, or services (including construction) to satisfy DoD needs, intended for use in or in support of military missions.”.” In contrast, the Defence Procurement is the process of “purchasing defence equipment, goods, or services – a subset of the larger acquisition process. Covers buying, contracting, and tendering for weapons, vehicles, ammunition, IT systems, logistics services, etc. Involves vendor selection, bidding, negotiations, and contract management.”
Likewise, the Defence Logistics includes “the planning, coordination, and management of all activities required to move, supply, and maintain military forces.” One can see that it has a broader scope and it is more comprehensive, covering all stages of the process: “procurement, storage, transportation, distribution, maintenance, and disposal of materiel.” Defence Logistics also caters for the “personnel movement, medical services, fuel, food, and infrastructure. It focuses on ensuring that troops have the right resources, at the right place, at the right time.” At the same time, the Defence Supplies include “personnel movement, medical services, fuel, food, and infrastructure, including arms, ammunition, spare parts, uniforms, rations, fuel, and medical supplies.” It is necessary to mention that it can be produced domestically or imported.
Capability-based planning provides the much-needed strategic flexibility, innovation pathways, and integrated, cost-effective force development, making it easier for decision-makers to select the arms and equipment to acquire from the open market.
The discussions moved on to understanding the national security needs and requirements for a unique security architecture that each state has determined for itself. It’s a method of defining operational requirements by focusing on the military effects and outcomes that must be achieved so that the planners know what equipment to buy, OR what capability gap must be filled, allowing for a broader range of potential solutions (systems, doctrine, training, organisation, infrastructure, or combinations thereof).
The participants, particularly those from the civilian defence industry, found the discussion interesting because the operating environment is increasingly complex and multi-domain (land, sea, air, cyber, space), technologically dynamic, unpredictable, and characterised by rapidly evolving threats, with a focus on effects rather than platforms. Participants’ awareness was enhanced through examples from the ongoing Russia-Ukraine War and the May 2025 India-Pakistan limited-duration war.
Emphasis was laid on the defence acquisition ensuring a balanced consideration of all DOTMLPF-I (Doctrine, Organisation, Training, Materiel, Leadership, Personnel, Facilities, and Information). Capability-based planning (CBP) delivers operational, financial, and innovation benefits. However, CBP also faces multiple challenges, including overly broad capability definitions, difficulty translating high-level effects into actionable requirements, stakeholder resistance from platform-centric communities, the risk of analysis paralysis from too many scenarios, and budget pressures that force premature solution selection.
Hence, the discussion on A Capabilities-Based Approach in defence acquisition management concerns defining the military effect required, why it is needed, and under what conditions, before deciding how to achieve it. Capability-based planning provides the much-needed strategic flexibility, innovation pathways, and integrated, cost-effective force development, making it easier for decision-makers to select the arms and equipment to acquire from the open market.
Over the next two days, several more topics were covered in detail, such as SMART Requirements in Defence Acquisition Management, which means Specific, Measureable, Attainable, Relevant and Time-Based. Subsequently, the Acquisition Logistics: Ten Integrated Product Support (IPS) Elements and Defence Supply Chain Management (DSCM) were discussed in detail. This introductory course on DAM was concluded with a presentation on Managing Risk in International Armaments Acquisitions. In the end, a summary of all five presentations was provided, and the course concluded.
At the risk of repetition, it is necessary to mention that the primary content for the presentations was drawn from the book “Defence Acquisition Management: A Reader,” published by the U.S. Naval Postgraduate School, Monterey, CA. However, I had to add much more to it so that the diverse group of participants could draw maximum benefit from the course. The feedback from the participants, both on the spot and on social media, was very encouraging, and some of them were already looking forward to DAM 2, planned for September 2026, In Sha Allah.
The writer of this article has authored four international books: Nuclear Deterrence and Conflict Management Between India and Pakistan, South Asia Needs Hybrid Peace, Understanding Sun Tzu and the Art of Hybrid War, and Diplomacy and Deterrence.”