Mr. Chair, let me apologize in advance that I'm not the assistant deputy minister for materiel, who could give you a very detailed answer, but I will give you a general answer on that.
First of all, you talked about the long lead times. One of the interesting things in defence procurement, of course, is that with the help of people like General Rousseau, we try to project what the security environment is going to be 20 to 40 years out, because you need to be able to plan a long time out. Every military in the world keeps its equipment for a long time. It's expensive and it actually has a very long shelf life. You can continue to modernize the systems and keep those things floating and flying and doing what they need to do.
Defence procurement is highly complex. It requires many years to try to determine what the capabilities are that you require, and you challenge that: Do you really need all of that? Are you really looking at the future security environment? This is just to tell you that the overall time in any nation's procurement strategy is very long.
In terms of Canada, I would briefly say that on the ship front we had the national shipbuilding strategy, which was designed to situate Canadian shipyards, Canadian industry, and to give the Canadian Forces the capability, the Royal Canadian Navy the capability that it needed, by getting out of the boom and bust cycles, giving a bit of a heads up to industry to say that this is what we need and this is where we're going to invest. I think people are familiar that we have a Vancouver shipyard and we also have Irving. Between them they are working on the fleets of ships that we need for the next number of years.
In addition, I would just mention the government's announcement of the national procurement strategy, which is designed, again, to make sure that we get the folks of the Canadian Forces the capability and the equipment they need, but in a way that makes that investment real and brings it back to Canadian industry and builds Canadian jobs.