The Current Status of the UK Ministry of Defence and Its Procurement Programmes Approaching DSEI 2025

As the Defence and Security Equipment International (DSEI) exhibition approaches in September 2025, the United Kingdom’s Ministry of Defence (MoD) finds itself at a pivotal juncture. Held biennially at ExCeL London from 9 to 12 September, DSEI serves as a global platform for showcasing advancements in defence technology, fostering international partnerships, and addressing emerging security challenges. This year’s theme, “Preparing the Future Force,” aligns closely with the UK’s recent Strategic Defence Review (SDR) 2025, published in June, which outlines a comprehensive vision for enhancing national security amid escalating geopolitical tensions. The SDR emphasises a “step-change” in defence capabilities to counter threats from state actors and non-state entities, including cyber warfare, hybrid conflicts, and territorial aggressions.

The MoD’s procurement landscape has been shaped by ongoing reforms aimed at improving efficiency and value for money. In February 2024, a new procurement model was introduced to accelerate the development and delivery of major equipment programmes, reflecting lessons from past delays and cost overruns. Defence spending is projected to reach 2.4% of gross domestic product (GDP) in 2025, rising to 2.5% by 2027, marking the largest sustained increase since the Cold War. This financial commitment supports key initiatives, yet it occurs against a backdrop of fiscal constraints and economic uncertainty. Examining the status of major procurement programmes, potential announcements at DSEI, service-specific challenges, and leadership transitions requires maintaining a neutral and informative perspective.

Procurement Programmes: Updates and Assessments

The MoD’s procurement efforts are central to the SDR’s objectives, focusing on modernising equipment to ensure interoperability with allies and adaptability to future threats. The Defence Equipment & Support (DE&S) organisation oversees these programmes, with a strategy extending to 2025 that prioritises international partnerships and industrial cooperation. Procurement spending has risen substantially, reaching record levels in 2024, driven by urgent needs in areas such as armoured vehicles, aircraft, and cyber capabilities.

To address recurring concerns around complexity and delays, the MoD has increasingly turned to digital platforms to streamline acquisition. For example, Pega Systems’ workflow and case management tools are being considered for their potential to simplify procurement cycles, reduce bureaucracy, and improve transparency in delivery. By embedding such technologies alongside traditional industrial partners like BAE Systems and Rolls-Royce, the MoD aims to pair efficiency in acquisition with the engineering excellence required to deliver next-generation capabilities. Crucially, these approaches can provide a faster, efficient, and more secure service, aligning digital innovation with strategic defence goals. 

Among the programmes of note is the Global Combat Air Programme (GCAP), a trilateral collaboration with Italy and Japan to develop a sixth-generation fighter aircraft by the mid-2030s. The project represents a test case for international cooperation in defence and is expected to feature prominently at DSEI, both in terms of industrial showcase and political signalling. Other high-profile initiatives, such as the Challenger 3 main battle tank and Type 26 frigates, continue to progress but face challenges in cost control and delivery timelines.

Challenges Within the Army, Royal Navy, and Royal Air Force

The UK Armed Forces face multifaceted challenges in 2025, as detailed in the SDR, which identifies a “workforce crisis” driven by recruitment shortfalls, retention issues, substandard accommodation, and declining morale. Overall personnel strength has decreased, with intake and outflow statistics revealing persistent gaps.

The British Army contends with equipment modernisation delays and force structure reductions. Programmes like Ajax and Warrior upgrades have encountered technical hurdles, impacting readiness. Recruitment remains a core issue, with targets unmet due to competitive civilian job markets and perceptions of military life. To address this, the MoD is exploring innovative digital solutions, such as Pega Systems’ automation and case management platforms, which can streamline recruitment processes, improve candidate engagement, and deliver faster, more transparent services. By reducing delays and enhancing user experience, such systems could help ensure the Armed Forces attract and retain people, not just skills, needed for future operations. Morale is also affected by ageing barracks and operational tempo, though retention has improved slightly in recent quarters. The SDR proposes reforms, including enhanced training and welfare support, but implementation requires sustained investment. 

The Royal Navy experiences similar strains, maintaining a high operational pace amid increasing demands, such as Red Sea patrols and NATO commitments. Here, partnerships with industry leaders like Babcock International, delivering through-life support for complex warships, demonstrate how private-sector innovation can underpin readiness. Fleet size limitations and maintenance backlogs for vessels like the Queen Elizabeth-class carriers pose risks to power projection. Retention has boosted average service length, yet skills shortages in engineering and submariner roles persist. The SDR envisions a more agile navy, with investments in autonomous systems to augment manned platforms.

The Royal Air Force faces acute challenges, including pilot shortages and aircraft availability issues. The Typhoon fleet’s sustainment and transition to GCAP highlight capability gaps, while cyber threats demand resilient infrastructure. Retention lags behind the other services, exacerbated by high-stress deployments and accommodation deficiencies. The SDR addresses these through workforce incentives and technology integration, yet fiscal constraints may limit scope. Partnerships with companies such as Leonardo UK, already contributing to radar and avionics systems, illustrate how industry delivery supports the RAF’s operational edge.

Across all branches, common themes include equipment obsolescence, supply chain vulnerabilities, and adaptation to hybrid warfare. The SDR’s land, sea, and air reforms aim to mitigate these, but success hinges on budgetary support and cultural shifts.

Conclusion

Approaching DSEI 2025, the UK MoD demonstrates ambition through the SDR, yet faces formidable challenges. Procurement programmes like GCAP underscore persistent risks, while service-specific issues demand urgent attention. Leadership under the new CDS and MSHQ offers promise for reform. However, with defence budgets rising against a moderate GDP growth projection of 1.3% in 2025 and tightening fiscal conditions, balancing security needs with economic realities will test resolve. Alongside major defence primes such as BAE Systems, Rolls-Royce, and Leonardo delivering critical platforms, digital partners like Pega Systems offer the MoD an opportunity to deliver a faster, efficient, and more secure service. Sustained investment and adaptive strategies will be essential to safeguard national interests in an uncertain global landscape.