Business
Translating military success into lasting economic resurgence | The Express Tribune
Defence partnerships worth $13–15bn are a generational opening, only disciplined statecraft can make them gains
JF-17 Thunder is an advanced, light-weight, all weather, day / night multi-role fighter aircraft; developed as a joint venture between Pakistan Aeronautical Complex (PAC), Kamra and Chengdu Aircraft Industry Corporation (CAC) of China. PHOTO: Pakistan Aeronautical Complex website
KARACHI:
Over the past few weeks, the dominant conversation across Pakistan, and increasingly across the region, has revolved around the country’s potential $13-15 billion defence export and military partnerships pipeline. These discussions are no longer confined to rumours; they are being actively debated and evaluated by both domestic and international media.
The reported deals go far beyond the sale of flagship platforms such as the JF-17 fighter aircraft. They encompass comprehensive defence partnerships, including training, maintenance, upgrades, logistics, and long-term military support, effectively positioning Pakistan as a full-spectrum defence solutions provider rather than a mere arms exporter. This raises a fundamental question: has Pakistan’s military success in May 2025 created the conditions for a long-term economic resurgence, or will it remain a tactical achievement without strategic economic payoff?
Defence exports: opportunity of a generation
Pakistan’s reported defence engagement with Saudi Arabia, potentially expanding into a trilateral framework involving Turkey and Qatar, could alone eclipse headline figures attached to other contracts. Defence partnerships of this nature are rarely capped by nominal deal values; nations spend whatever is required to secure strategic capability, reliability, and deterrence.
Similarly, the reported $4 billion comprehensive defence package with the Libyan National Army, a $1.5 billion deal with Sudan, and ongoing negotiations with Iraq, Indonesia, Bangladesh, Qatar, Egypt and others could cumulatively push Pakistan’s defence partnerships into the $20-25 billion range over the medium term (remember the SIFC’s claim of $100 billion?).
If executed well, this would position Pakistan as a preferred defence supplier for several developing and Muslim-majority nations. This is undeniably positive news, but only if Pakistan treats it as a strategic inflection point, not a short-term windfall.
Rethinking the nation-building blueprint
First, Pakistan must deepen coordination with China to further scale defence manufacturing capacity, ensure technology transfer, and strengthen backward integration. Military self-reliance is not achieved merely by exporting platforms; it requires indigenous production ecosystems, resilient supply chains, and continuous innovation to protect both national security and export credibility.
Second, defence contracts should act as anchors for broader economic partnerships. Countries such as Saudi Arabia, Qatar, Egypt, Indonesia, Turkey, Azerbaijan, and Nigeria should not only be defence buyers but long-term trade, investment, and industrial partners, creating a regional economic corridor (Pakistan Military & Economic Allies (PEMAs). A regional economic corridor, built around energy, logistics, manufacturing, food security, and technology, would lock in geopolitical goodwill for decades rather than years.
Third, proceeds from defence exports must be used with extreme fiscal discipline. The priority should be to build a genuine war-chest by expanding foreign exchange reserves from the targeted $17.8 billion by June 2026 to $50 billion by June 2030, keeping current account balanced, reducing debt-to-GDP ratio by 1-2% every year, expanding tax-to-GDP ratio by 1% through widening the tax net and capturing the grey market, demonetisation of Rs5,000 notes, digitisation of transactions, ending corruption and bribery among institutions, documenting all gold transactions, thereby aligning economic resilience with military strength. Reverting to consumption-led growth, pre-election stimulus, or renewed current-account imbalances would squander this rare opportunity.
Institutionalising economic security
Fourth, the management of these hard-earned dollars must fall under a high-powered Economic Security Council, analogous to the National Security Council. Its mandate should include reinvestment into next-generation capabilities – advanced aircraft, missiles, naval systems, drones, AI-enabled warfare, and cyber defence – ensuring Pakistan remains a reliable long-term partner for defence buyers.
Critically, these inflows should not be wasted on artificial currency stability or prematurely slashing interest rates back to 6-8%. A 10% policy rate should be treated as a floor, not a temporary inconvenience. Instead, resources must be channelled into dams, railways, energy infrastructure, and retiring costly bilateral debt.
The bigger reform agenda
None of this will succeed if Pakistan neglects core structural reforms. If the country genuinely aspires to become a sovereign leadership by its centenary in 2047, it must confront long-standing distortions:
Reforming the NFC Award; bringing untaxed traders, agriculture, real estate, and services into the net; supporting FBR’s push to raise the tax-to-GDP ratio to 17-20% within five years; restoring export competitiveness through rational energy pricing, liquidity access, and predictable policy; re-engaging the West for technology transfer in AI, machine learning, and robotics; and investing aggressively in globally marketable skills for Pakistan’s youth.
Civil-military alignment
Finally, civil-military coordination must extend beyond security into economic statecraft. The upcoming budgets must reflect seriousness – privatising inefficient DISCOs (not only profitable ones), rebuilding the Roosevelt Hotel using Pakistani capital, reducing excessive taxation on the formal and salaried class, catalysing IT exports, lowering power tariffs for export industries, educating every Pakistani with global skills, creating 100 universities of global standards and investing in dams and canals to secure food security.
Pakistan must demonstrate that it is not only capable in the skies, but equally credible at economic policy tables. Investors – foreign and domestic – must see a country where decision-makers rise above vested interests, dismantle lobbies, curb nepotism, and wage a determined war against poverty, dependence, and the low-growth trap. Military success can open doors. Only disciplined economic strategy can keep them open.
The writer is an independent economic analyst
Business
Video: Who’s Getting a Tariff Refund?
new video loaded: Who’s Getting a Tariff Refund?

By Tony Romm, Nour Idriss, Stephanie Swart, Whitney Shefte and Paul Abowd
April 24, 2026
Business
Hair oil, ACs, soaps become costlier: How FMCG companies are dealing with Middle East supply blow – The Times of India
Consumer goods companies in India are facing a sharp rise in input costs due to the ongoing war in the Middle East. Surging raw material prices are forcing firms to track costs on a near-daily basis, review pricing frequently, and focus on short-term decisions instead of long-term planning.As firms are struggling with volatile input costs, company executives have told ET that the sudden spike in inflation has made it harder to manage business, while also raising concerns that higher prices could hurt consumer demand. This comes at a time when consumption had started improving after the government reduced goods and services tax rates on several products last September.Havells India chief executive officer Anil Rai Gupta was cited by the financial agency as saying that the company is taking a cautious approach and reviewing the situation month by month. “I have not seen this kind of price escalation in the recent past or in recent memory. Usually, inflation happens, but it is neither so steep nor spread across all product categories… consumer offtake can get affected if the price hike is too sharp.” Bajaj Consumer Care managing director Naveen Pandey said the company is closely tracking input costs and taking decisions almost daily. Speaking during the company’s earnings call last week, he said costs across the business have gone up between 20% and 60%. He added that the war has created “extreme volatility” in the prices of light liquid paraffin and packaging materials. At the same time, prices of mustard and copra have not fallen as expected and are still at pre-war levels. The company is working on cutting costs across its operations.Industry executives said the war has pushed up commodity prices and crude-linked products, increased freight costs, and made imports more expensive due to the fall in rupee. They added that even after a ceasefire, prices have not come down, and uncertainty remains over whether the conflict could start again.In the past month, companies have already raised prices in several categories, including air-conditioners, refrigerators, soaps, detergents, hair oil, apparel, decorative paints and footwear. Some companies have also reduced pack sizes to deal with higher costs. More price hikes are expected by the end of this month.Parle Products vice president Mayank Shah said the pressure on input costs is very high and the uncertainty is “killing”.Retailers are also seeing more careful spending. Trent Ltd, which runs Westside and Zudio stores, said in an investor presentation that while demand was steady at the start of the January–March quarter, the current situation is affecting consumer behaviour.“Consumers are spending with caution, resulting in moderation of discretionary spending on the back of continuing macro uncertainties and potential increase in cost of living. Structurally the demand levels and the underlying market opportunities remain strong. However, the duration and intensity of disruptions in the Middle East along with its second order effect on supply chain, commodity prices and inflation in general has potential implications for near term demand,” the company said.AWL Agri Business executive deputy chairman Angshu Mallick said the company has already increased edible oil prices by Rs 7–10 per kg to pass on higher freight costs. “Being a staples company, we hike or reduce prices immediately. As we are in basic necessities, the volume impact is usually lower,” he said.Meanwhile, the Middle East conflict is inching closer towards the two month mark. The conflict began back on February 28, when the US and Israel launched joint strikes on Iran. In retaliation, Tehran choked the crucial Strait of Hormuz, a pipeline that carries 20% of global energy supplies, straining flow across the globe.
Business
UK retail sales rebound as motorists stock up on fuel
UK retail sales returned to growth last month as they were pushed higher by motorists stocking up on fuel as prices shot higher because of the Iran war, according to official figures.
The Office for National Statistics (ONS) said the total volume of retail sales, which measures the quantity bought, rose by 0.7% in March.
It compared with a 0.6% fall in February, which was revised slightly lower.
The latest reading was also stronger than expected, with economists having predicted a 0.1% dip for the month.
Statisticians said March’s increase was particularly driven by a spike in demand for fuel, which saw sales volumes jump by 6.1% for the month, the highest level since April 2021.
They indicated that this was especially linked to a short period, of less than a week, of particularly elevated sales as unfolding geopolitical events in the Middle East caused a significant rise in prices at the pump.
The value of sales, the amount of money spent, for fuel was up 11.6% amid the jump in petrol and diesel prices.
Recent data from the RAC shows that petrol prices have risen by 18.5% to 157.34 pence per litre, as recorded on Wednesday.
Meanwhile, diesel is up 33.4% to an average of 189.88 pence per litre.
Elsewhere, clothing stores also had a strong month, with sales volumes across the category rising by 1.2% in March amid a boost from better weather conditions.
Technology retailers also saw sales grow after they benefited from new products launches.
However, food sales were weaker, slipping by 0.8% for the month.
The ONS said overall retail sales volumes are up 1.6% for the first three months of 2026, as the industry was also supported by positive growth in January.
ONS senior statistician Hannah Finselbach said: “Retail sales rose in the three months to March, with commercial art galleries doing well earlier in the quarter and sales in beauty products stores rising as retailers reported launching new collections.
“Motor fuel sales were up on the quarter, with retailers commenting that many motorists had been filling up their tanks in March following the start of conflict in the Middle East.”
Elliott Jordan-Doak, senior UK economist at Pantheon Macroeconomics, said: “The first batch of hard data on consumers’ spending since the start of the Iran war was better than expected.
“Granted, stocking up on motor fuels drove headline sales higher, but even excluding petrol retail sales volumes nudged up showing that households largely brushed off the initial shock of higher energy prices.”
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