4 minute read
Strategy Refresh Signals Clear Intent for DTC
by Boylen
Work is well advanced on delivering the DTC’s new Three-Year Strategy launched on July 1.
The DTC CEO Libby Day made the following comments about the formation of the strategy and results that have been achieved to date:
“When I was appointed, the Board gave me a clear mandate to develop a strategy-led organisation.
“We undertook deep engagement with members and stakeholders about their priorities and needs, over a 12-month period. South Australia is the defence state, so the input of state and federal governments was also critical to long-term success.
“AUKUS Pillars 1 and II came out of that, and importance of both national and global connections.
“So, too, did the importance of growing Australia’s midtier base, and championing workforce skills and industry development at every opportunity.
“The other challenge I was given was that DTC's threeyear funding from the State Government, through Defence SA, was drawing to a close. It was clear that DTCs strategy needs to align with State and Federal strategies.
Early Results
“The great news is that in the 2025 South Australian budget, which was delivered in June, not only was our funding recommitted, it increased. In addition, the funding has gone from three years to four years,” said Libby.
“That’s a “big tick” for the DTC as we lead into 2026, in that the government recognises we are focused in the right areas at the right time.
“So where are we now?
“We've launched a three-year strategic plan and are now working on the deliverables for year one.
“That includes specific connections and support for workers at a national and global level. We've got key programs, such as supply diversification, that we are closely examining to see where we can play a meaningful role.
“On the issue of growing the mid-tier base, we are developing a strategy to attack, attract, retain and develop mid-tier members. That will be underpinned and supplemented by other measures as part of workforce skills and industry development.”
Clear Priorities
For defence industry leaders - both local and international - the refreshed DTC strategy signals a clear intent: to connect SMEs to global defence programs, invest in capability, nurture talent, and influence the strategic direction of defence policy.
This direction is set out in five Strategic Priorities, with a series of Key Initiatives supporting each priority.
“The strategy is a reflection of our commitment to being an agile organisation,” said DTC CEO, Libby Day.
“Major shifts in the defence landscape are impacting our members and we are responding to the changing dynamic with a three-year plan.
“Being agile is enshrined in our culture and values. So, too, is our commitment to being a member-first organisation.
“More than ever before, extensive stakeholder engagement will be critical to the success of our advocacy efforts. This engagement with government, primes and key decision makers means the DTC isn’t just responding to strategy, we are actively helping shape it.”
Vision
A thriving, sustainable Defence Industry with SA at its core.
Mission
Champion the capability and capacity of the Defence Industry and National Security ecosystem.
Culture & Values
Engaged | Being member-centric and connected.
Collaborative | Partnering on mutually beneficial outcomes for all stakeholders.
Trusted | Professional and positive, utilising informed decision making.
Agile | Responsive to changing market circumstances.
Strategic Priorities
Drive connections nationally and globally to support members in AUKUS P1 and P2.
Grow the Mid-Tier base to balance industry participation in the Defence Industry sector.
Champion workforce skills and Industry Development opportunities.
Influence national policy and strategy through effective advocacy, engagement & communication.
Strengthen DTC membership through sustainability, diversification, and efficiencies.
Key Initiatives
Supporting Strategic Priority 1
Establish and maintain key relationships at domestic and global levels with AUKUS to align outcomes for members.
Deliver practical outcomes to members through specialist knowledge transfer, relationships, and pathways to work in global supply chains.
Supporting Strategic Priority 2
Develop alignment in a definition of mid-tier.
Establish a program for mid-tier suppliers within the National ecosystem.
Deliver an uplift program focused on increased capability and capacity of suppliers.
Supporting Strategic Priority 3
Deliver workforce and skills initiatives that support the planning and development of a future workforce.
Establish a supplier diversification program for improving business acumen and supplier qualifications.
Supporting Strategic Priority 4
Build out and deliver a comprehensive member engagement plan to connect with Primes, end users, and allied industries, including dual use.
Influence direction of the DIDS.
Reposition the DTC as a lead partner in the National Defence sector.
Supporting Strategic Priority 5
Modernise membership experiences and organisation capacity utilising new technology
Outcome
DTC is the trusted partner to adapt to market forces on behalf of our members so they thrive and win.
