How dangerous is the Defence Material Organisation to our Defence Industry?

If anyone takes the time to study the Defence Material Organisation (DMO), you will find gross inefficiency.

Certainly the Australian Defence industry thinks so; and worse.

Mr Burns said the Defence Teaming Centre canvassed extensively its 230 member companies to compile a written submission to the Senate's Defence and Trade References Committee inquiry into procurement of defence contracts.

Its submission maintains the DMO:

LACKS any capacity to learn from its mistakes;

CANNOT attract the right staff to project manage its projects;

SCARES companies into thinking there will be repercussions if they complain;

HAS no drive or motivation;

TAKES an adversarial approach to companies;

MAKES false allegations against companies.

The DMO has been under attack for its efficiency since last year when it was revealed two Adelaide projects were on a list of 22 which were running up to a decade late; the Collins-class submarine reliability and sustainability project and the Collins-class submarine replacement combat system.

The results above match pretty closely to what I hear from industry people that have to deal with the DMO. Really. How does one make payroll and keep investors happy having to deal with that kind of hostile business environment?

H/T- To a reader for finding this story.