Barry Akers, Hillfoot Commercial Director, explains why metallurgical expertise and a knowledge-partner approach are becoming fundamental to defence manufacturing as rising geopolitical tensions intensify pressure on already constrained global steel supply chains.
The Government’s UK Defence Investment Plan commits £298 billion over four years, including major investment in submarines, munitions, combat aircraft and drone capability. For British manufacturers, the opportunity is significant.
But increased defence production will also place greater pressure on complex international steel supply chains already facing changing trade conditions, geopolitical uncertainty and material shortages. Which raises an important question: Can the steel and materials supply chain keep pace?
Resilience doesn't simply mean buying British
Government policy is placing greater emphasis on domestic steel capability and industrial resilience, while changing trade measures are altering the conditions under which some steel is imported into the UK. A strong domestic steel industry matters to UK defence.
But specialist defence manufacturing is part of a global steel supply chain. Some requirements can be met domestically; others depend upon specialist grades, manufacturing routes and capabilities sourced internationally.
For manufacturers, resilience therefore means understanding what can be sourced in the UK, where imports remain necessary, how secure those supply routes are – and what alternatives exist if circumstances change.
Because material availability can quickly become more than a procurement problem. It can become an engineering, production and programme risk.
When the steel on the drawing no longer exists
Defence faces another challenge that makes material knowledge particularly important. Military platforms can remain operational for decades, with replacement components still referencing original drawings and material specifications. But steel doesn't stand still.
Grades become obsolete. Manufacturing routes change. Mills cease production. Standards evolve.
The component, however, still needs to deliver the strength, durability and performance intended by its original designer, while satisfying today's requirements for provenance, traceability, certification and supply-chain security.
That changes the engineering question. Instead of:
“Where can we find this old steel grade?”
It becomes:
“What performance was this material originally specified to deliver – and what's the best way to deliver it today?”
The design may be decades old. The material solution doesn't have to be.
This is where the distinction between a steel supplier and a materials knowledge partner becomes increasingly important. Hillfoot combines metallurgical expertise, steel-grade knowledge, manufacturing understanding and global sourcing capability.
Our technical team can work with manufacturers to understand the performance behind an original specification, identify modern equivalents, evaluate alternative grades and manufacturing routes, and establish reliable sources of supply.
For more complex requirements, our MetPlus methodology service takes that approach further. MetPlus brings together metallurgy, production knowledge and global sourcing expertise to develop material solutions around the requirements of an application. So, instead of beginning with: “We need Grade X.”
The conversation can begin:
“We need the performance Grade X was designed to deliver. What is the best material and manufacturing route to achieve it?”
From steel supply to supply assurance
This is ultimately where we think the defence supply-chain conversation needs to move. At the recent Farnborough International Airshow, one of the recurring themes in Hillfoot's conversations was supply shortages.
While Hillfoot can provide significant reassurance through dedicated and consignment stocks, steel-grade equivalents and established relationships with mills around the world. But no individual supplier can pretend the wider problem doesn't exist.
“Material shortages and supply uncertainty are global issues, increasingly influenced by geopolitics, trade policy, manufacturing capacity and rising demand. That's why material risk needs to be considered during engineering and programme planning, not when a shortage has already become a production problem.”
Early engagement allows performance, availability, manufacturing route, certification, provenance and long-term supply to be considered before critical decisions become locked in.
So perhaps the most important question for defence manufacturers isn't:
“Can my supplier provide the steel I need today?” It's: “Can they help ensure I have the right material when I need it tomorrow?”
The earlier that risk is understood, the greater the opportunity to engineer it out.
Defence sector growth brings opportunity. And pressure.
The pressure is already building. New MOD figures released in the last few days (Aug 26) show that direct jobs supported by defence expenditure in weapons, ammunition and military fighting vehicles increased by 51% in a single year, while defence-supported employment across the UK grew by 26,000 roles.
Defence is becoming a major growth industry, placing increasing demands on manufacturers, designers, steel stockholders and the wider materials supply chain.
For businesses, that represents a significant opportunity. But in critical defence applications, growth cannot come at the expense of integrity, quality or dependability.
That's why choosing the right long-term materials partner matters: one with the metallurgical knowledge, sourcing capability and manufacturing expertise to anticipate problems and develop alternatives as supply conditions change.
Because knowing where to buy steel matters. Knowing what to do when it isn't available could be critical. Read the UK Defence Journal report.
Planning your next defence project?
To discuss your steel procurement plans, material challenges or future defence requirements, or to learn more about MetPlus™, call me on 0114 233 1133.
