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| Australian Defence Force Capability Acquisition and Sustainment Group | |
|---|---|
| Name | Capability Acquisition and Sustainment Group |
| Native name | CASG |
| Formed | 2015 |
| Preceding1 | Defence Materiel Organisation |
| Jurisdiction | Canberra, Australian Capital Territory |
| Headquarters | Russell, Australian Capital Territory |
| Parent agency | Department of Defence |
Australian Defence Force Capability Acquisition and Sustainment Group
The Capability Acquisition and Sustainment Group is the Australian Department of Defence executive agency responsible for materiel acquisition and sustainment for the Australian Defence Force, including long‑term projects such as ships, aircraft, and land systems overseen from Canberra, Sydney, Adelaide, and Melbourne. It administers procurement frameworks derived from legislative instruments such as the Defence Act 1903 and implements recommendations from public inquiries including reports by the Australian National Audit Office, the Commonwealth Ombudsman, and parliamentary committees such as the Joint Committee of Public Accounts and Audit. The group interacts with international partners like the United States Department of Defense, NATO militaries, and regional partners including Japan, South Korea, and Singapore.
The organisation was established in 2015 following reforms that replaced the Defence Materiel Organisation after critiques from reviews by the 2013 Defence White Paper, the Australian Strategic Policy Institute, and audits by the Australian National Audit Office. Its antecedents include procurement structures shaped by events such as the acquisition of Hobart-class destroyer frigates, the Collins-class submarine program, and lessons from the War in Afghanistan, which prompted reassessments comparable to reforms post‑INTERFET operations. Reviews by figures linked to inquiries like those commissioned after the Victorian Auditor-General's Office reports influenced governance changes adopted in 2015 and thereafter.
CASG operates under the authority of the Secretary of Defence and the Chief of the Defence Force, reporting to ministers including the Minister for Defence and the Minister for Defence Industry (Australia). Its executive structure comprises divisions responsible for acquisition, sustainment, programme delivery, and industry engagement with senior officials drawn from cadres that include former senior officers of the Royal Australian Navy, the Australian Army, and the Royal Australian Air Force. Internal governance references statutory frameworks such as the Public Governance, Performance and Accountability Act 2013 and aligns with international standards promoted by agencies like the National Audit Office (United Kingdom) and procurement norms from the World Trade Organization.
CASG manages lifecycle activities for defence materiel spanning requirements validation, project definition, contracting, delivery, and in‑service support for systems including Anzac-class frigate, Hobart-class destroyer, Evolved Sea Sparrow Missile, F-35 Lightning II, and armoured vehicles related to the LAND 400 program. It conducts risk management in accordance with practices used by counterparts such as the United States Defense Contract Management Agency and the Canadian National Defence. The group administers sustainment for bases like HMAS Albatross, RAAF Base Amberley, and integrates supply chain arrangements with suppliers including Boeing, BAE Systems, Thales Group, Lockheed Martin, and Northrop Grumman.
Major projects overseen include shipbuilding programs at facilities like Osborne Naval Shipyard and Garden Island, submarine acquisition tied to initiatives influenced by the AUKUS partnership and earlier agreements like the Collins-class submarine sustainment; aerospace programs such as the F-35 Lightning II acquisition, tanker and surveillance procurement connected with Airbus platforms, and land programs including LAND 400 and armoured vehicle projects procured from companies like General Dynamics and Rheinmetall. CASG manages complex programs involving partners such as ASC Pty Ltd, Australian Submarine Corporation, and international shipyards in South Korea and Spain for platform construction and sustainment.
Procurement follows policy frameworks articulated in the Defence Procurement Policy and is subject to oversight by the Australian National Audit Office, the Australian National Audit Office’s international equivalents, and parliamentary scrutiny via committees such as the Senate Foreign Affairs, Defence and Trade References Committee. Competitive tendering, request for tender processes, and strategic partner arrangements are used, with contracts often structured as fixed‑price, cost‑plus, or incentive arrangements similar to methodologies used by the United States Department of Defense and the Ministry of Defence (United Kingdom). Export controls such as rules aligned with the Wassenaar Arrangement and procurement offsets reflect engagement with agencies like the Australian Trade and Investment Commission.
CASG cultivates relationships with domestic industry participants including Thales Australia, Boeing Australia, BAE Systems Australia, Rheinmetall Defence Australia, and shipbuilders at Naval Group joint ventures, while supporting sovereign capability initiatives referenced in the 2016 Defence White Paper and the 2020 Defence Strategic Update. Partnerships extend to research institutions such as the Defence Science and Technology Group, universities like the University of Sydney and Australian National University, and cooperative arrangements with international suppliers from United States, United Kingdom, France, and Japan to secure supply chains for munitions, sensors, and propulsion systems.
CASG has been subject to critique and review by entities including the Australian National Audit Office, the Australian National Audit Office’s performance audits, parliamentary inquiries by the Joint Committee on Public Accounts and Audit, and investigative reporting by outlets such as The Australian Financial Review and The Sydney Morning Herald. Criticisms have focused on cost overruns in programs like the Collins-class, schedule slips in the Air Warfare Destroyer program, and risk management shortcomings identified in reviews comparable to those after the Bosman Inquiry in other jurisdictions. Reforms have included implementation of recommendations from independent reviews, adoption of strengthened governance measures, enhanced industry engagement strategies, and alignment with international best practice as promoted by agencies such as the International Organization for Standardization.
Category:Defence companies of Australia Category:Australian Department of Defence