Rearmament and Warfighting Readiness

Al Carns Excerpts

Wednesday 8th July 2026 Commons Chamber

[Amanda Martin (Portsmouth North) (Lab)]

rose—

[Al Carns (Birmingham Selly Oak) (Lab)]

rose—

[Mike Martin]

I will give way to the former Minister.

[Al Carns]

Does the hon. Gentleman agree that, from sail to ironclad, ironclad to dreadnought, dreadnought to highly capable frigate, we need to make the next generational leap? If we find ourselves caught in programmes that deliver last year’s capability, we will remove any wriggle room or space to make that jump into autonomy and automation.

[Mike Martin]

I agree with everything that the hon. Member has just said, and I thank him. However, all I am highlighting is that, on past performance, going from PowerPoints to ships at sea in nine years with several classes of ship seems extremely risky. Moreover, the DIP sets aside only £1.3 billion in the first funded period to set up those ships. The remainder of the investment falls beyond 2030. I want to move to autonomy because it is the right thing to do, but that seems like an incredibly risky bet.

--- Later in debate ---

[Al Carns (Birmingham Selly Oak) (Lab)]

Everyone in this debate will rightly speak about defence spending, procurement and ammunition, and those things all absolutely matter, but I want to ask a broader question: what does warfighting readiness actually mean in 2026? For too long, we have measured military strength by the number of ships afloat, aircraft we fly or tanks we field, and those capabilities will remain essential, but recent conflicts have reminded us that wars are rarely won by militaries alone; wars are won by nations. They are won by industries that can out-produce an adversary, economies that can absorb shocks, and societies resilient enough to sustain conflict over time.

I have seen this at first hand in Ukraine. Time and again, I have met individuals whose courage is beyond question, but courage alone is not enough. Success depends on whether ammunition arrives when it is needed, whether new technology can be adapted in weeks rather than years, and whether industry can keep pace with the demands of the battlefield. The side that learns, adapts and regenerates fastest gains the advantage, and that should challenge how we think about readiness.

Warfighting readiness is no longer simply the responsibility of the Ministry of Defence. It is an industrial strategy, an energy strategy and a technological strategy. Ultimately, it is a national resilience strategy. If our energy networks are vulnerable, if our communications can be disrupted, if our supply chains depend on hostile states, if our British industry cannot rapidly increase production when conflict begins, our armed forces will inherit those weaknesses from day one of any crisis. That is why resilience must sit at the heart of our national security.

We often talk about stockpiles, and rightly so, but I think the more important question is not how many missiles are sitting in a warehouse today; it is how many missiles British industry can produce every month after six months of sustained conflict. Modern warfare consumes munitions at a pace that few of us can comprehend or imagine, but Ukraine is teaching us lessons: 7,000 to 10,000 drones flying a day; 12,000 artillery rounds fired a day; and 1 million drones, in some cases, produced over two months.

[Derek Twigg (Widnes and Halewood) (Lab)]

I recently met a number of small and medium-sized enterprises and start-up companies that want to produce drones and autonomous systems and to integrate AI more, but they are concerned about the pace of change in the MOD. Does my hon. and gallant Friend believe that the MOD needs to start pacing up and getting on with the job of working with these companies to provide us with the sort of protection we need?

[Al Carns]

I could not agree more with my hon. Friend. Data is the new gunpowder. AI is absolutely critical in defence, and we should use all of our technological advantage to move faster and further than ever before. We should be bold and jump to the next generation of systems, and not wait for anyone else to lead—we should lead ourselves.

The lesson from my perspective is clear: stockpiles matter, but the ability to regenerate them matters even more. That is why I welcome the Government’s commitment to rebuild munition stockpiles, expand domestic production capacity and invest in British defence industry. Those are investments not just in military capability, but in national resilience.

The same is true for technology. Ukraine has demonstrated that innovation cycles measured in months can outperform procurement cycles measured in decades. Drones, autonomous systems, software and artificial intelligence are changing warfare at an extraordinary speed, and it will only ever get faster. Readiness, therefore, means building a procurement system that can adapt just as quickly, giving innovative British companies a route into defence and ensuring that our armed forces can evolve as rapidly as the threats they face. We have at present over 10,000 people in Defence Equipment and Support—that is, 10,000 people doing procurement. I am not saying that it is inefficient, but I am saying that bureaucracy sometimes gets in the way of speed.

[Gordon McKee (Glasgow South) (Lab)]

My hon. Friend is making an excellent speech. Does he agree that embedding that culture of innovation and iteration in the MOD is critical to ensuring that we can move as quickly as possible?

[Al Carns]

I completely agree with my hon. Friend. This is about cultural change as much as adopting technology. If we were to adopt even the very simplest AI models now in how we do procurement, and move on to the next generation, we would find that the system speeds up, efficiencies are made and the right kit gets into the right hands far quicker than it does now.

Ultimately, rearmament is not about preparing for war because we expect it; it is about ensuring that war never happens in the first place. The purpose of rearmament is deterrence, and deterrence rests on three foundations: capable armed forces, political resolve and the industrial capacity to sustain both. If any one of those is missing, deterrence becomes far less credible when faced with an autocratic nation with huge industrial resilience. As we discuss rearmament today, let us think beyond platforms, procurement and spending lines. The defining lesson of modern conflict is that warfighting readiness is not simply a military condition; it is a national condition.

[Calum Miller]

The hon. and gallant Gentleman is in a unique position to advise the House on his assessment of the DIP as published. Can he give us his view on whether the quantity of funds provided and the certainty of the period over which they will be provided are sufficient to achieve the kind of industrial step change that he is advocating in his excellent speech?

[Al Carns]

I have been clear, since several weeks ago, that I was not content with the funding for the DIP or the transformational nature of it. I have been really encouraged in the last couple of weeks by the speed at which it is moving. We need to move more, and I think the spending review in due course will round that off. My perspective is that we must not underestimate the level of change that is required. This is systemic within the Department and within the single services, and it has to move a quantum leap forward—no pun intended—if we are going to deliver the change that is required.

If Britain wants armed forces that are capable of fighting and winning, we must build a country that can endure, adapt and sustain them. In modern conflict, as Ukraine has taught us, the line between the military and civilian worlds has all but disappeared. That is what true readiness looks like, and that is the challenge before us.

--- Later in debate ---

[Ian Roome]

I certainly do, and I will come that later in my speech. There are areas where the Government seem to have cut corners: munitions reserves, medical support, industrial resilience—all essential for enduring a longer crisis.

Professionals talk logistics. In 1940, Sir Winston Churchill appointed Lord Beaverbrook to rapidly streamline aircraft production. Lord Beaverbrook responded by throwing out all the old rules and doubling production output inside 12 months. His sayings have become famous, describing the factories as the frontlines of the war. He said:

“Organisation is the enemy of improvisation”,

“Committees take the punch out of war,”

and

“The need is great, the time is short, urgency must be the watchword.”

He sounds like a nightmare to work for, but he helped rescue this country in an hour of great crisis.

[Al Carns]

What the hon. Member says brings a huge historical relevance to today. Throughout history, whenever we have been moving towards crisis, we have got rid of almost all of our procurement rules and regulations to streamline capability and get it into the hands of warfighters. Does he agree that the procurement system and those 10,000 people in DE&S could use AI and some of the incoming quantum capabilities to streamline our whole procurement process?

[Ian Roome]

I agree with the hon. and gallant Gentleman, and I thank him for his distinguished service too. We are seeing that in how we are learning lessons from Ukraine. I have been out there and seen the systems, so I totally agree. Defence reform is a very important element that the MOD should look at, and I am sure the Minister will have something to say about that.

I cannot find that spirit of urgency that Lord Beaverbrook showed in 1940 in the defence investment plan. The purpose of rearmament is not to prepare for war; it is to prevent that disaster, to deter aggression and to bolster our allies. As Liberal Democrats, and I am sure across the House, we believe Britain’s security depends on our alliances. A stronger Britain means a stronger NATO. A safer Europe means a safer United Kingdom. We must preserve the peace previous generations sacrificed so much to secure. Let this House be remembered not as the House that scrambled in an emergency, but that saw the danger coming and acted.