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- October 17, 202611°
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NATO’s $50 billion-plus procurement plan opens opportunities for Ankara industry
An ASO report outlines the opportunities that the procurement planning worth more than $50 billion, announced at the NATO summit, could create for Ankara’s industrial sector. The report says that sectors beyond defense can also join new procurement networks through their production capacity and technical capabilities.
Ankara Chamber of Industry (ASO) Chairman Seyit Ardıç said they aim to ensure that companies in Ankara become strategic business partners in international supply chains rather than remaining merely capacity providers. Ardıç’s assessment appears in the ASO report titled “The 2026 NATO Ankara Summit and Ankara Industry’s New Position: From Ownership to Capacity.”
The report examines the impact of the anticipated changes in NATO’s production and procurement system on Ankara’s industrial sector. In addition to the high-value procurement and investment figures announced at the summit, the report considers the share that companies in Ankara could secure from this process and the steps they need to take to prepare for the new period.
NATO’s procurement planning
The summit included the announcement of new procurement planning worth more than $50 billion. The report explains that this figure represents the combined total of national procurement announcements by allied countries, not NATO’s common budget.
The report says NATO’s new industrial strategy could make existing production capacity and areas of demand more visible. It adds that this structure could create new opportunities for companies to join international supply chains.
The report, which also includes a road map for ASO members, emphasizes that the summit’s lasting impact cannot be measured solely by its financial scale. It says the transformation in defense production and procurement structures must also be taken into account when assessing this impact.
From ownership to capacity in production
The report says that owning a factory alone will not be sufficient in the new period and that access to documented capacity through production networks will also become a strategic option. The report summarizes this approach with the phrase “from ownership to capacity” in its title.
Ankara’s production and technology infrastructure also creates opportunities for companies in sectors beyond defense whose capacity can be adapted, the report says.
Civilian sectors can also join supply networks
The report says NATO’s new production approach is not limited to companies operating in the defense industry. It adds that industrial organizations without an original defense product but with documented production capacity, machinery infrastructure and technical capabilities can also join the system.
The approach, which aims to rapidly increase production during periods of crisis, could also open a new field for civilian industry. Companies in food processing, automotive parts, plastics, chemicals, rubber and packaging could become part of this structure by adapting their production capacities to different needs, the report says.
Warning to companies about the value chain
The report says making production capacity visible in international systems could help companies in Ankara reach new customers, while also increasing competition with similar production centers in Türkiye and abroad.
For this reason, the report emphasizes that companies should focus not only on order volumes but also on their position in the value chain. It warns that companies offering only production capacity, without developing design, intellectual property, customer relations and technological learning capabilities, may remain easily replaceable subcontractors even if their turnover increases.
“Our strength is on the shop floor”
Ardıç said Ankara’s strength in the defense industry rests not only on major organizations but also on a broad production infrastructure. He said five Turkish companies ranked among the world’s 100 largest defense industry companies are ASO members, adding that many small and medium-sized enterprises are part of the defense industry’s supply chain through their production and engineering capabilities.
Ardıç said Ankara’s production strength must be moved to a stronger position in international value chains. “Our strength is on the shop floor; the area we need to develop is this strength’s position in the value chain. Ankara has strong production capacity, but the share it captures lags behind what it produces,” he said.
Ardıç said being visible in international systems is not enough on its own and that companies should not assume certification will automatically bring them business. He said certification is a condition for avoiding elimination in competition but is not a guarantee of being selected, adding that new production networks offer significant opportunities for Ankara’s industrial sector.
Ardıç said companies must document their production capacity and machinery infrastructure in a way that makes them visible in international supply chains. He added that companies should then focus on capabilities that will make them preferred and indispensable, saying their main objective is to build strategic business partnerships beyond being capacity providers.
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