Aéro Montréal says federal Industrial Defense Strategy can channel defence contracts to Québec aerospace

Aéro Montréal assesses the federal Industrial Defense Strategy as a practical opening for Québec firms to capture a larger share of defence contracts and related technology spending, provided Ottawa couples procurement ambition with execution mechanisms that reduce barriers to entry for local suppliers.

The cluster identifies three priority levers – procurement simplification, modernization of the Industrial and Technological Benefits (ITB) Policy, and accelerated security‑clearance and facility accreditation – that would materially improve SMEs’ ability to compete for, start and scale on defence programs.

Ottawa frames the Strategy around long‑run industrial objectives and signals roughly C$500 billion of defence‑related investment over ten years with an aspirational target that about 70% of defence purchases be sourced from Canadian firms; Aéro Montréal says those targets increase urgency for predictable, multi‑year contracting and transparent domestic‑content rules.

The Strategy’s establishment of a central delivery function — the Defence Investment Agency — and new capital vehicles (including a proposed Defence Platform at the Business Development Bank and targeted funds) are cited by the cluster as useful complements that can mobilize finance to de‑risk capacity expansion by Québec suppliers if capital is paired with clear procurement pipelines.

Aéro Montréal notes three of Ottawa’s ten prioritized sovereign capabilities — aerospace technologies, space technologies, and autonomous and unmanned systems — map directly to strengths in Québec’s industrial and research ecosystem, creating a practical alignment between national demand and regional supply.

On implementation, the cluster urges operational fixes that mirror wider Strategy measures: shorter vetting timelines, streamlined accreditation for secure sites, and a permanent industry advisory forum to shorten procurement lead times and improve demand predictability for suppliers.

Faster security vetting and earlier subcontractor onboarding could shorten contract start‑up timelines, lift SME participation rates and make Québec firms more competitive for follow‑on export opportunities linked to defence programs.

The cluster also flags workforce and talent as binding constraints: the national plan’s demand signals will push firms to hire and train quickly, drawing on international hires where needed, but that approach requires coordinated vetting, skills transfer and conditional workforce measures to avoid undermining domestic skills development.

Investor interest responding to clearer demand and dedicated financing platforms could help firms scale, but financiers will seek contracting predictability, export‑control clarity and measurable, enforceable local‑content commitments before committing capital.

Under the leadership of Mélanie Lussier, Aéro Montréal says it will work through the Québec Defense And Security Coalition with federal and provincial partners to secure concrete timelines, regional allocation envelopes and compliance mechanisms that translate Strategy targets into measurable local industrial outcomes.

Key execution risks remain: national targets and new delivery bodies improve clarity, but real industrial benefit depends on procurement design, enforceable ITB outcomes, predictable multi‑year contracting and the speed at which administrative friction (security clearances, certifications) is removed.