Program directory · National Defence
Defence Materiel Management
- Department
- National Defence
- Program code
- BUR05 (ND)
- Core responsibility
- Procurement of Capabilities
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Defence Materiel Management program ensures that materiel is effectively and efficiently managed across the supply chain to support Canadian Armed Forces training, readiness and employment in accordance with Government of Canada priorities, policies and regulations.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Defence Materiel Management | This program | 2018-19 – 2028-29 | $846M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2021-22 | Spending $101M, against $136M in 2020-21 (−26%). | Actual spending (GC InfoBase) |
| 2022-23 | Employees (FTEs) 522, against 823 in 2021-22 (−37%). | FTEs (GC InfoBase) |
| 2022-23 | Indicators added: % of stock disposed that was identified as surplus; % of stock where Warehouse replenishment settings require review to achieve better materiel positioning and timely customer satisfaction | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Employees (FTEs) 842, against 522 in 2022-23 (+61%). | FTEs (GC InfoBase) |
| 2026-27 | Planned spending $152M, against $114M in 2025-26 (+33%). | Latest Departmental Plan |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 23% | 2023 | 41.5% | Met |
| 2023-24 | ≥ 23% | 2024 | 93.3% The substantial increase in FY 2023-24 is primarily due to the significant amount of ammunition donated to Ukraine during the reporting period. Despite this notable spike, other materiel disposal activities proceeded at a pace that prevented the levels of surplus materiel from exceeding those observed at the end of FY 2022-23. | Met |
| 2024-25 | ≥ 23% | 2025 | 59.8% While achieving the target, the result decreased compared to last year, which was an outlier due to the exceptionally high levels of donations of surplus equipment to Ukraine. | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≤ 7.9% | 2019 | 5.7% | Met |
| 2019-20 | ≤ 7.9% | 2020 | 7.6% | Met |
| 2020-21 | ≤ 7.9% | 2021 | 7.4% | Met |
| 2021-22 | ≤ 7.9% | 2022 | 7.4% | Met |
| 2022-23 | ≤ 5.3% | 2023 | 7.6% The target was not met due to improvements needed in procurement planning and forecasting, as outlined in the Office of the Auditor General (OAG) Supplying the Canadian Armed Forces (CAF) audit. In response to the audit, the department has committed to delivering a next-generation Materiel Forecasting and Planning tool that will provide the data necessary to reduce stock-out rates through an accu… | Not met |
| 2023-24 | ≤ 5.3% | 2024 | 7.2% This indicator shows a slight improvement compared to FY 22-23, with a 0.41% reduction in stockouts – equivalent to approximately 400 fewer materiel master records being out of stock compared to the previous fiscal year. To return to the historical lows observed in FYs 16-17 to 18-19 stability in global supply chains and the successful implementation of key Defence Supply Chain (DSC) Modernizatio… | Not met |
| 2024-25 | ≤ 5.3% | 2025 | 8.4% The target was not met primarily due to the development of a modernized report within the Supply Chain Analytics (DSC) solution. This resulted in a change in the dataset and how the availability rate is calculated. The updated indicator now incorporates more DSC activities that were previously not visible, resulting in a higher but more accurate representation of actual availability. The current… | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≤ 3.3% | 2023 | 3.3% The target was not met due to improvements needed in planning and forecasting related to the distribution of materiel at the warehouse level, as outlined in the Office of the Auditor General (OAG) Supplying the Canadian Armed Forces (CAF) audit. Current Defence Supply Chain modernization efforts are expected to improve results, particularly the department's effort to re-establish appropriate mate… | Not met |
| 2023-24 | ≤ 3.3% | 2024 | 3.6% The materiel positioning rate increased by 0.23% compared to FY 22-23, resulting in approximately 800 additional materiel master records being incorrectly positioned. DND has launched a pilot initiative to establish minimum and maximum materiel levels for items with the highest turnover within our Defence Supply Chain. This initiative aims to identify opportunities for warehouses to optimize thei… | Not met |
| 2024-25 | ≤ 3.3% | 2025 | 3.2% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 23% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≤ 5.3% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≤ 3.3% | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $115M | $115M |
| 2019-20 | $125M | $119M |
| 2020-21 | $131M | $136M |
| 2021-22 | $128M | $101M |
| 2022-23 | $122M | $107M |
| 2023-24 | $110M | $127M |
| 2024-25 | $102M | $141M |
| 2025-26 | $114M | — |
| 2026-27 | $152M | — |
| 2027-28 | $154M* | — |
| 2028-29 | $157M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 980 | 978 |
| 2019-20 | 968 | 972 |
| 2020-21 | 919 | 953 |
| 2021-22 | 1,009 | 823 |
| 2022-23 | 804 | 522 |
| 2023-24 | 803 | 842 |
| 2024-25 | 835 | 983 |
| 2025-26 | 954 | — |
| 2026-27 | 990 | — |
| 2027-28 | 992* | — |
| 2028-29 | 990* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $115,440,624 | $116,459,976 | $117,294,032 | ||||||||
| 2019-20 plan | $124,521,431 | $127,264,973 | $130,394,689 | ||||||||
| 2020-21 plan | $130,688,703 | $130,956,089 | $133,382,033 | ||||||||
| 2021-22 plan | $127,577,070 | $129,414,720 | $131,725,324 | ||||||||
| 2022-23 plan | $121,768,063 | $122,233,422 | $122,925,742 | ||||||||
| 2023-24 plan | $110,143,922 | $112,392,899 | $113,256,561 | ||||||||
| 2024-25 plan | $102,057,749 | $103,383,564 | $103,173,900 | ||||||||
| 2025-26 plan | $113,866,614 | $116,583,722 | $117,358,125 | ||||||||
| 2026-27 plan | $151,979,927 | $154,119,950 | $156,514,829 | ||||||||
| Actual | $115,243,619 | $119,321,079 | $136,123,053 | $100,851,784 | $106,887,679 | $126,524,269 | $140,579,964 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
