For Defence Group, 2026 is set to mark a transition from developing an international supply network to taking a more active role in manufacturing and technology programmes.
The company aims to strengthen three core pillars of its business model: access to international manufacturers, the capability to work directly with government procurement authorities, and the development of new defence products.
The priority is therefore not simply to broaden the product portfolio, but to build long-term partnerships around areas with the potential for serial production, international deliveries and industrial cooperation.
In 2026, Defence Group’s international engagement will focus primarily on identifying manufacturing partners and emerging technological opportunities.
The team plans to visit key defence exhibitions and industry platforms in France, the United Kingdom, the United States, Germany, Brazil, Italy and Bosnia and Herzegovina. Particular attention will be given to companies open to practical industrial collaboration, including the localisation of selected manufacturing processes, technology transfer and access to new markets.
This approach builds on the company’s international activities in 2025. At IDET, Defence Group held discussions on production localisation, digitalisation and standardisation. At TADTE, the team assessed developments in unmanned systems, electro-optics, communications, navigation and command-and-control (C2) solutions.
02 — FROM SUPPLY TO INDUSTRIAL COOPERATION
The next step is to increase the share of projects in which Defence Group engages not only with finished products, but also with the manufacturing processes and supply chains behind them.
In 2026, the company intends to expand its network of manufacturers capable of delivering defence products at scale and to identify opportunities for joint industrial programmes.
Particular interest lies in projects where an international partner contributes established technology or manufacturing capacity, while Defence Group provides market access, coordinates deliveries, engages with end customers and facilitates cross-border industrial cooperation.
This approach applies to both established defence categories, including weapons and ammunition, and emerging technology segments.
03 — ENERGETIC MATERIALS AND EXPLOSIVES
Cooperation involving explosives and energetic materials for the defence industry will be another strategic priority in 2026.
Defence Group plans to develop international partnerships in the C-4, RDX and TNT segments, working with manufacturers and prospective customers in accordance with applicable regulatory and safety requirements.
The significance of this area extends beyond an individual product category. Reliable access to energetic materials is an essential part of building resilient supply chains for ammunition manufacturers and other defence programmes.
In 2026, Defence Group intends to approach this segment through the development of long-term international contracts and industrial partnerships.
Strengthening engagement with the public sector will be another important area of development.
Defence Group aims to enhance its ability to work directly with government procurement authorities and complete the procedures required to participate in defence procurement programmes.
One of the company’s objectives for 2026 is to obtain accreditation with Ukraine’s Defence Procurement Agency. This would represent a logical continuation of its efforts to enter the Ukrainian public-sector defence market, following the submission of its accreditation documents in 2025.
05 — BUZZARD: FROM DEVELOPMENT TO PRODUCTION
The development of Buzzard, a new reconnaissance unmanned aerial system, will be one of the most technology-driven initiatives on Defence Group’s agenda for 2026.
Working alongside its partners, the company plans to advance the programme from design and component improvements towards production readiness and preparation for serial manufacturing.
For Defence Group, this represents an important step towards a broader industrial role: moving beyond the supply of finished systems to becoming an active partner in the development and production of a defence product.
In 2026, Defence Group will pursue opportunities in unmanned technology beyond the Buzzard programme. The company plans to continue identifying promising UAV and UGV solutions, prioritising systems with established manufacturing potential and the capacity to scale for defence-sector requirements.
Areas of particular interest include autonomous ground platforms, reconnaissance systems, drone components, navigation and communications technologies, and command-and-control solutions.
This focus reflects the trends identified by the Defence Group team at international exhibitions in 2025, particularly the growing role of unmanned ground vehicles, the integration of unmanned platforms, and advances in electro-optics, navigation and C2 capabilities.
07 — A MORE RESILIENT SUPPLY CHAIN
Strengthening the underlying supply infrastructure will remain a key priority. Defence Group’s own warehouse facility, registered in the Czech Republic, has already established a foundation for independently managing the storage, transshipment and dispatch of defence-related cargo.
In 2026, the company plans to integrate this infrastructure into a broader supplychain management model, supported by a wider network of manufacturing sources, alternative transport routes and the ability to coordinate international programmes with fewer intermediaries.
This capability is particularly important for large-scale contracts, where logistics reliability and the synchronisation of production schedules with delivery requirements are as critical as the products themselves
In 2026, Defence Group will focus on the intersection of four areas: international cooperation, defence manufacturing, technology development and government procurement.
The company does not aim to establish a presence in every segment of the defence market. Instead, it will prioritise areas where its international partner network, industrial capabilities and practical experience can deliver long-term value. The objective for 2026 is to turn individual partnerships and promising technologies into tangible manufacturing programmes, international contracts and new defence products.
