The month in the post. at. Defense Procurement Agency: What succeeded

A month ago, I became so. at. Head of the Defense Procurement Agency (AOP) at a time when it was in a state of crisis. At the same time he remained in the post of CEO in the state operator of the rear (DOT).

Misunderstanding with key stakeholders, distrust of the market, outdated procedures – all this threatened the ability of AOP to provide an army with weapons. Management changes have caused concern for the public. Objective anxiety was justified – big money for the direction of the highest priority. Subjective – leave the brackets.

It was a difficult month, the results of which I will describe next. However, a brief summary for the notees of spreading stories: there is a lot of work, but everything should go.

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The tasks during this period were to stabilize the activities of the agency, not to stop because it is working well, and to offer new approaches to the performance of those functions that have accumulated a critical mass of questions. Many work in basic things: processing processes, introduction of digital tools and in general management of management as a practice. That is, determining the goals, planning indicators, measuring the fact and adjusting the results. A separate task is to maintain the autonomy of the agency and to introduce a clear distribution of responsibility on the perimeter of AOP within the defense ecosystem.

Let’s start with the numbers Despite some sad forecasts, we managed to continue and accelerate the contract. More than 110 contracts for more than UAH 120 billion of budget obligations were signed a month.

I would like to point out that the current focus of attention, which is displaced from the Armed Forces of the Armed Forces for the cost of contracts concluded, needs to be revised. This approach creates the illusion of performance, but in reality does not guarantee the timeliness and completeness of supply. The contract is not the ultimate goal, but only the beginning. The main task is that weapons reach the military in time in the amount they need it. At least within the available financial resource.

Security Management and Liability Distribution We have analyzed the current activities of AOPs in detail, identified obvious shortcomings and developed an updated organizational structure that will implement rebuilt -oriented processes. This structure meets the international standards of software management and is familiar to our Western partners from NATO countries. What does that mean?

The organizational structure now has a functional platform that introduces process standards and provides resources to implement programs. Software offices are guided by product logic, their product is a security. Separately highlighted support functions that serve all programs: lawyers, IT, industrial analytics, etc.

What does it give?

A responsible person appears for the whole process of providing a specific nomenclature. The software director will determine the specific planned indicators that record the terms, volumes and control points of execution of contracts.

Extra pairs of eyes appear, which makes the process more transparent, reduces corruption risks and risks of making errors.

Clearly described processes determine specific responsible at each of the stages, as well as increase data safety.

All programs are managed within uniform standards, clear rules and requirements for the market.

We also revised the order of interaction with the Ministry of Defense of Ukraine. Initiated the abolition of unnecessary or duplicate approvals, which delayed the security process or blurred the liability.

Creating transparent rules of game for manufacturers We started the practice of open meetings with the market. Started with drones. More than 200 manufacturers – from large companies to startups – have been able to express their problems and suggestions.

At this meeting we presented two key approaches to purchases:

procurement of standardized aggregated positions through competitive bidding – launching frames on FPV Prozorro;

Dot -chain Defense is a digital system that will allow the military to choose drones on their own, leave feedback and evaluate quality. Based on the successful experience of the IT system, DOT has developed a Dot -chain Defense module that will be used in the UAV Armed Forces process. It will operate in the format of UAV marketplaces and will allow you to collect the need and supply applications directly from the units. We expect it to reduce the supply cycle of UAV from months to weeks, and in the future – to a matter of days. In general, the first Dot-Chain Defense functionality is ready-we only expect the appropriate regulations to put it into work.

Increasing the trust of international partners Recently, you could hear the opinions of different experts that international partners seem to be skeptical of cooperation with AOP. This is not true – partners not only support us, but are also ready to expand the interaction.

During this month, we held a series of meetings with partners: representatives of the governments of Denmark, Norway, the United Kingdom, the Netherlands and the Czech Republic. These are partners who, among others, play an important role in providing Ukraine with weapons. We are working together to make supplies faster, more predicted and more efficient:

• The Danish Model countries increase assistance to Ukraine in 2025. The “Danish model” is not just financial support, but a mechanism that gives us more opportunities for flexible and prompt delivery of critically important weapons. Moreover, trust credit.
• Denmark, Norway, Sweden, United Kingdom, Lithuania, Canada and other strategic partners are ready to fit into the long -term development of our defense procurement system. We are negotiating integrated experiences on experience and joint activity to increase market competitiveness, introduce better planning practices and make purchases stable in war conditions.
• With representatives of the Netherlands, Ireland and the Czech Republic, we build a dialogue on future financial support for purchases.

It is important to remember: partners focus on institutions and are ready to invest in their development.

The Tyle State Operator is working in full -time Those who followed the development of the DOT noticed that all the decisions I have listed above were applied to AOPs – this is what has already confirmed the efficiency in the non -lethal. All processes are configured, software directors are highly professional specialists, the team works according to the plan.

We started buying for the 2025 budget in Dot last year. Now this allows you to test new approaches to purchasing without the risk of disrupting supply.

We launched a new food supply pilot for the Armed Forces. We already have a logistics operator in the process of selection of manufacturers.

We continue to develop our Dot -chain IT system, which works in the field of food provision. From a new one, the system allows you to control the quality of canned products. All laboratory test protocols are entered in its database, which indicates their number, the date of production of products TU, manufacturer, volume of party, etc. Soon, military units will be able to submit online scaffers on their own for completeness and terms of deliveries.

Finally Special thanks to the members of the Supervisory Board of DOT. For supporting me in the task of maintaining a neighboring institution at an important moment.

I also thank you and pleasantly impressed with the AOP team for their openness to change and their willingness to implement them.

A column is a material that reflects the author’s point of view. The text of the column does not claim the objectivity and comprehensive coverage of the topic that rises in it. The editorial board of “Ukrainian Truth” is not responsible for the accuracy and interpretation of the information provided and plays only the role of the carrier. The point of view of the UP editorial board may not coincide with the point of view of the author of the column.