Thank you for the question.
I might actually just turn to Mr. Jacobson on the question of project managers in particular.
The CADSI report, as I read it, has really three critical recommendations in it. One is around this notion I think you've just raised of a defence industrial policy. The second one is really around streamlining the existing process, given the variety and number of players in the process. The third one, which I think is certainly beyond my pay grade, is the question of machinery and the issue of a single cabinet-level person. I'm sure you're very familiar with the report.
On the question of the industrial policy, I think that CADSI, and we've worked with them very closely, has identified a huge opportunity. The Canada First defence strategy lays out probably about $240 billion worth of procurement over the next 20 years.
Somebody earlier asked the question about the clarity of the forward investment trajectory. Our ability to lay out with greater certainty and clarity what procurements are coming at what time; our ability to work with early-stage Canadian companies in the R and D and the S and T areas that will allow them to get ready for larger procurements as they come up for bidding three, four, and five years out; our ability to partner with others in supply chain opportunities--we've looked at all of that quite closely. I think we're ready to start having a very serious, deliberate discussion about a kind of defence industrial policy.
It doesn't always have the greatest ring to it, a defence industrial policy, but it's fundamentally about an opportunity to strengthen the Canadian supply base. We're fully on board with CADSI around that issue. To be honest, I think we can take their issue a little bit further.
On the question of streamlining--and then I'll turn to Jake Jacobson quickly on the issue of project managers, because it's an important question--it's a complex process. I accept that. I think we all accept it's a complex process. The accountabilities are the accountabilities. In my two and a half years on the job, I haven't seen anything that I would kind of call turf in any way. We have exceptionally strong relationships with our Public Works colleagues, with our Treasury Board colleagues.
You know, sometimes it's a little bit hard; the Privy Council Office has a lot of stuff flowing through it into the decision-making process. Sometimes it's a little bit hard to get their attention, but we get their attention when we need it. But I wouldn't say that we have had anything held up around something called turf.
There are a lot of questions out there. These are big projects for Canada. These are often projects where you're procuring stuff that has a life of 20 years, or 30 or 40 years. I think if we miss by a year in order to get it right, that's probably a year's worth of thinking and designing that's worth that particular time.
On machinery, there are different models. In fact, Jake's predecessor as the ADM Materiel has written a book on machinery options, always the purview of the Prime Minister. I think every model out there has its benefits and its costs. We work with what we have, and I would say we probably do an exceptionally good job.
Jake, I don't know if you want to say something about project managers.