European military logistics according to the US model? Strategic teaching and a timetable for European defense logistics

From fragmentation to integration: the way to strong European military logistics

This article analyzes the Global and Innovative Military Logistics of the United States in order to identify transferable teachings for European defense logistics and to propose a strategic timetable for strengthening them. In view of the current geopolitical situation, an integrated, innovative and resistant European logistics network is of crucial importance. The analysis shows that the strengths of the United States lie in centralization, promotion of innovation and public-private partnerships, while Europe is struggling with fragmentation, infrastructural gaps and bureaucratic hurdles. The core challenge for Europe is not only in the selective takeover of US technologies or structures, but rather in the cultivation of a strategic culture of integrated, forward -looking and technologically agile logistics, similar to the one that supports the success of the United States. The US model is effective due to its holistic approach-uniform leadership, f & e-investment and data integration. Europe's current fragmented approach cannot be solved solely by isolated projects; It requires a fundamental change in the way of thinking and in the cooperative will that goes beyond national silos. The success of the United States is just as much based on organizational philosophy as on specific tools. This article outlines strategic first steps for quick successes and a long -term vision for the further development of European skills.

The strategic need for improved European defense logistics

The changing European security landscape, characterized by a new focus on collective defense, underlines the critical role of logistics for the quick laying and maintenance of armed forces. The war in Ukraine serves as a significant reminder of the logistical requirements of modern conflicts and has disclosed the dysfunctionality of the European defense technology and industrial basis as well as the need to increase the stocks. The aim of this article is to create a comparative analysis and formulate action-oriented recommendations for European NATO members.

In this context, efficient military logistics has developed from a purely operational factor to a strategic deterrent. The ability to quickly and sustainably move armed across Europe is a crucial part of credible deterrent to potential aggressors. Warnings of German intelligence services of a possible Russian attack and the long periods for re -filling stocks as well as the realization that a conventional imbalance of the forces requires a “flexible, delay -free armed forces”, indicate that logistical performance directly influences the deterrent position. A visible and proven ability to lay rapid troops can prevent aggression and thus makes logistics a strategic, not just operational.

The American model: US transport command and defense logistics agency-columns of global and innovative military logistics

The United States have two central organizations with the US Transport Command (Ustranscom) and the Defense Logistics Agency (DLA) that shape their global military logistics and continuously drive innovations.

US transport command (Ustranscom): centralized global mobility

Ustranscom is a functional, standardized high command that is responsible for the provision of air, land and sea transports to fulfill national security needs. It was founded in 1987 and is based on the Scott Air Force Base in Illinois. The Ustranscom is subject to the army (Surface Deployment and Distribution Command - SDDC), the Marine (Military Sealift Command - MSC) and the Air Force (Air Mobility Command - AMC).

The dimensions of the Ustranscom operations are remarkable: with over 138,000 employees, including active military, reservists and civilian employees, it operates in 75 % of the countries worldwide. Every week it carries out an average of over 1,900 air missions, has 25 ships at sea and is responsible for 10,000 land transports. These figures illustrate the ability to sustainably sustainable, large -scale global operations. An essential feature is the strong dependence on commercial partners. Ustranscom uses a significant extent to civil capacity and has a significant contractual sport folio, for example in the 2018 fiscal year with $ 2.0 billion for air transport and $ 1.1 billion for sea transport. This pragmatic approach to the use of civilian skills is a key feature.

The uniform command structure and the immense size of Ustranscom not only serve operational efficiency, but also give the United States a significant strategic influence in global power projection and commercial logistics standards and availability. The sheer volume of the operations of Ustranscom and its global reach make it an important player on the global transport market. This enables favorable conditions with commercial partners and potentially influence infrastructure development in key regions to support US needs. This level of centralized control and market power currently lacks Europe, which is more likely to act as a collection of smaller demands.

Defense logistics agency (DLA): Innovation in material support and supply chain management

The defense logistics agency (DLA) has the mission to develop and provide new skills through applied technologies and innovative solutions in order to improve the perseverance of the armed forces. Your focus is on the securing of global supply chains, the automation of internal processes and the management of challenges in the industrial basis.

The DLA maintains 14 top programs in the areas of manufacturing technology, logistics research and innovation in the small company sector. The budget for logistics research and development (F&E) in the fiscal year 2024 was $ 19.6 million, which is a clear commitment to continuous improvement. Over 100 partnerships with universities, industry, partial disputes and other federal authorities promote a collaborative innovation environment. Particularly noteworthy is the adaptation of artificial intelligence (AI) and data analysis: The DLA has more than 55 AI models in different phases and in June 2024 has set up a AI excellence center to optimize AI use and ensure interoperability. AI is used to evaluate supplier risks, for the identification of fake products, to predict bottlenecks and for the demand forecast.

The structured DLA approach, its extensive partnerships and the establishment of a AI excellence center testify to a conscious strategy for the cultivation and integration of innovations that go beyond ad hoc acceptance. This enables proactive risk management, for example the identification of unreliable suppliers instead of only reacting to disorders. The “4 P's” of the DLA (people, attitude, precision, partnerships) and their orientation towards the national defense strategy indicate a strategic, not just tactical, perspective of logistics innovation. The mandate of the AI ​​Excellence Center, the "safe and responsible integration of AI" and "preventing duplication", testifies to vision in controlling technological adaptation-a decisive lesson for Europe that is often fragmented. The ability to use AI for the “recommendation of alternative, pre -qualified suppliers in the event of faults” is a meaningful example of proactive resilience.

Technological lead: AI and data analysis in US military logistics

The US military increasingly relies on AI and data analysis to improve its logistical skills. General Randall Reed, commander of Ustranscom, emphasizes the intention to expand data analysis and AI, including the Maven Smart System (MSS), processed the image and video material of drones and sensors to support logistics operations and daily decisions. The use of autonomous drones for freight transport is also being researched.

In addition to military developments, commercial companies such as Transcom (a commercial company that can be distinguished from Ustranscom, but illustrated the available technology) also offer AI solutions for automation, agent support and analytics in logistics, including automated translation and conversational AI. The US approach attaches importance to making data accessible to the participants via clear dashboards in order to enable sound decisions, a principle that is also used in the commercial sector and can be transferred to the military area.

KI is increasingly not only using and using the US military not only for automation, but as an enforcementist and critical tool for decision-making, which improves the location recording and the pace of operation. General Reed's statement that MSS enables commanders to “compare the understanding very quickly and bring themselves up to date”, shows the role of AI in the promotion of a common position and the acceleration of the Ooda cycle (observing, orienting, deciding) in the logistical context. Researching autonomous drones, even if their reach and payload are currently limited, indicates a future -oriented approach to use new technologies for logistical core functions. In contrast to Europe's rather the beginning and fragmented introduction of such technologies in the defense area, this is in contrast to Europe.

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European defense logistics: Current skills, initiatives and persistent challenges

European defense logistics are faced with considerable challenges, ranging from structural fragmentation to infrastructural defects to bureaucratic obstacles. Despite various initiatives at the EU and NATO level, there are fundamental problems.

The fragmented landscape: national silos and interoperability gaps

A central problem is the lack of interoperability. The European countries lack fundamental logistical interoperability. This is illustrated by the existence of 178 different weapons systems in the EU compared to only 30 in the USA, which makes maintenance, training and joint operations difficult. The “strongly fragmented European defense technology and industrial basis, protected by close national interests”, leads to duplication and inability to close skill gaps or to compete globally in the field of defense innovation. In addition, there are divergent priorities: While Eastern European countries prioritize the Russian threat, southern nations concentrate on challenges in the Mediterranean, which makes a common defense strategy and shared logistical goals difficult.

The emphasis on national sovereignty in procurement and logistics in the defense area, paradoxically, has led to a reduced collective operational sovereignty and resilience for Europe as a whole. The “Proliferation of separate national programs” leads to “higher costs and inefficiencies”. This fragmentation means that Europe is “unable to close capacity gaps, to fill dwindling weapons and to compete at the global level at defense innovation”. The striving for individual national industrial advantages and autonomy has thus undermined the collective ability to provide effective, interoperable and economically sustainable defense skills, including logistics.

Infrastructural deficits and bottlenecks

The physical infrastructure in Europe has significant defects that hinder military mobility. Germany, a central logistics hub, suffers from railways, streets and bridges that are in a “desolate condition” due to lower investments. There is also a lack of special railway wagons. Another serious problem is the incompatibility of the lane width: The railways of the Baltic States mainly use the Russian broads (1520 mm), which is incompatible with the European normal gauge (1435 mm). The Rail Baltica project aims to fix this problem, but is faced with delays and cost increases (total costs $ 27 billion, phase 1 to 2030 for $ 17 billion).

In addition, the excessive dependence on digital systems such as the European Rail Traffic Management System (ERTMS) without manual relapse levels has a weak point in the event of a conflict due to electronic warfare or power failures. Also demands for the upgrading of the rail infrastructure for axle loads of 25 tons could only bring limited benefits for very heavy military equipment (e.g. a 70-ton tank) if this is not accompanied by more easily rolling material or a corresponding design of the device.

Persistent sub -investments and unresolved interoperability problems in the critical European transport infrastructure are not only current inconvenience, but also represents a long -term strategic burden that effectively reacting the defense plans of NATO and the ability to react to crises effectively. The high costs and long schedules of projects such as Rail Baltica underline the extent of the challenge. Germany's infrastructure is sometimes "technically unable to handle such heavy transports". The problem of the Baltic track width directly affects NATO's ability to strengthen a strategically important region. The criticism of the focus on higher axle loads without taking into account the overall weight of the vehicles or the susceptibility of purely digital systems indicates the need for a more holistic and more resistant infrastructure planning. These are not quick solutions; They require sustainable political will and massive, long -term investments. The slow progress and financing problems of the action plan for military mobility also tighten this problem.

Bureaucratic and regulatory hurdles for military mobility

In addition to physical infrastructure problems, administrative processes also hinder the rapid laying of troops and material. There are “immense bureaucratic obstacles in the preparation of military convoys for transport by the EU”. Procedure guidelines are often not up to date, which leads to lengthy approval procedures. Simplification, standardization and acceleration of procedures are just as important as the modernization of the infrastructure. National initiatives, such as the Operation Plan Germany, have to be better interlinked with European projects. Overlaps in the responsibilities of EU and NATO can also strengthen certain bureaucratic actors (e.g. the European Commission), but coordination remains inadequate in areas such as the protection of critical infrastructures.

Bureaucratic and regulatory hurdles act as significant “soft” bottlenecks that potentially destroy the advantages of infrastructure investments. Their overcoming not only requires technical solutions (such as digitization), but also sustainable political commitment to give some national procedural controls in favor of collective speed and efficiency. "Bureaucratic hurdles and lengthy approval procedures can ... slow down the process". This means that even if a state -of -the -art motorway or railway line exists, quick relocation is impossible if permits take weeks. The “obligation to military mobility 2024” by the EU aims to accelerate the cross -border permits by 2026, which shows the recognition of this problem. However, the persistence of these problems indicates that national reluctance to tighten or delegate approval processes remains a central challenge. The overlaps between the EU and NATO can lead to “forum shopping” or blockades by Member States and thus make quick, uniform action more difficult.

Overview of current EU/NATO initiatives

Various initiatives at EU and NATO levels aim to improve European defense logistics.

EU campaign plan for military mobility (MMAP 2.0)

This plan offers a comprehensive framework for the development of a well -networked military mobility network and covers infrastructure, regulatory aspects, skills and partnerships. However, the original budget of the "Connecting Europe" (CEF) facility of EUR 1.69 billion was almost exhausted for dual-use infrastructure projects (2021-2027), while the original commission proposal was EUR 6.5 billion. The European Court of Auditors found an underestimation of the financial needs. The challenges include a lack of solid financing, limited progress, restricted focus on military requirements as well as a lack of leadership and strategic coordination.

Constant structured cooperation (Pesco)

Logistics projects such as the “Network of Logistics Hubs in Europe and Support for Operations” (Netloghubs) aim to use existing logistics facilities for multinational purposes, shorten response times and increase capacity. Progress is reported in connection with the project military mobility. Nevertheless, many PESCO projects with delays are faced with delays due to inadequate financial and practical planning and can be perceived as “tiring” due to limited personnel resources. There are also concerns about NATO's possible undermining. Only half of the projects planned to 2025 are on schedule.

European Defense Fund (EVF)

The EVF aims to promote cooperation, boost innovations and reduce the fragmentation of investments, with a budget of EUR 8 billion for the period 2021-2027. For 2025, EUR 35 million are planned for “protection and mobility of the armed forces”. The fund supports synergies between civilian and defense -relevant sectors. However, the scope is modest compared to the US expenditure or the entire European defense requirement.

NATO initiatives

NATO has highly integrated structures, regional defense plans, ability goals and military standards that have been developed for decades. The focus is on increasing defense expenditure (2%target, demands for more) and the re-filling of stocks. Exercises such as Steadfast Defender 2024 test the collective defense and mobility and aim to improve civil-military cooperation and resilience.

Although numerous EU and NATO initiatives aim to improve European defense logistics, there is a risk of initiative overlaps, duplication and dilution of limited (financial and personnel) resources if there is no stronger, overarching strategic coordination and prioritization between the EU, NATO and the Member States. MMAP 2.0, Pesco projects (such as Netloghubs and military mobility), EVF financing and NATO defense planning touch all aspects of logistics and mobility. A “lack of leadership and strategic coordination” in the field of military mobility is explicitly mentioned. Pesco can be perceived as “tiring” due to limited personnel resources, and there are fears regarding “double work” between the EU and NATO. Without a clear distribution of roles or a uniform strategic vision that serves these initiatives, their collective effect could be lower than the sum of its parts. For example, despite the eligibility of military mobility, the EIB is not involved in action plan 2.0 measures as part of its SESI initiative.

Important European initiatives in the field of defense logistics and their strategic orientation

Important European initiatives in the field of defense logistics and their strategic orientation - Image: Xpert.digital

The European initiatives in the field of defense logistics show a strategic focus on improved military mobility and logistics skills. The EU Action Plan Military Mobility 2.0 (MMAP) under the leadership of the EU Commission and the European Foreign Service forms the comprehensive framework for a networked mobility network that includes infrastructure, regulation, skills and partnerships. However, this ambitious project is compared to considerable funding gaps - while 6.5 billion euros are required, only 1.69 billion euros are available. This discrepancy leads to limited advances and a lack of strategic coordination, although the initiative is fundamental to the creation of the framework conditions for quick troop movements.

In addition, with the Network of Logistic Hubs (Netloghubs), Pesco develops a physical network of logistics hubs that use existing systems, shortens the response time and increases capacity. The progress is related to the Milmob project, but Pesco generally fights with delays and planning deficits. The potential for creating an effective network for storage and support depends heavily on integration and standardization. At the same time, the Pesco project Military Mobility focuses on the regulatory and procedural aspects of mobility and thus complements the infrastructure measures. The participation of third countries such as the USA, Canada, Norway and the United Kingdom is remarkable.

The European Defense Fund (EVF) of the EU Commission supports this efforts through the promotion of cooperation and innovation as well as the reduction of investment fragmentation. With a total budget of 8 billion euros for the period 2021-2027 and specific 35 million euros for the area of ​​“Protection and mobility of the armed forces” in 2025, the fund can promote research, development and procurement of logistics skills. However, the actual effect depends on the setting of priorities and the scope of the funds used.

The overarching framework is the long -established NATO of regional defense plans that determine ability goals and standards and create integrated structures for collective defense. With their focus on increasing defense spending and operational readiness, including regular exercises on mobility test, they form the strategic framework where the EU initiatives should align. The success of all initiatives mentioned ultimately depends on adequate financing, political will and effective coordination between the various actors.

Teaching from the USA for the transformation of European defense logistics

The analysis of the American model offers valuable starting points for the further development of European defense logistics. It is less about a direct copy than the adaptation of basic principles.

Establishment of a uniform strategic supervision and coordination mechanisms

The United States benefits from a single, functional high command (Ustranscom) for global mobility. Europe is missing an equivalent, which leads to fragmented efforts. Even if a complete replica of Ustranscom may be politically unrealistic, Europe needs a stronger central body or a mechanism to coordinate national efforts, to determine joint standards, to monitor joint projects (such as Netloghubs) and to work more effectively with NATO. This could build on existing structures, but with an extended mandate and corresponding resources. The strong integration of commercial partners through Ustranscom and the partnerships of the DLA offer a model for the use of civilian expertise and capacity, which is crucial for dual-use infrastructure and growth skills in Europe.

The teaching from the USA is not only a better “coordination” between existing national European units, but the need to move towards real integration of important strategic logistics functions, possibly through a special European institution with real authority and resources, even if this is politically challenging. Ustranscom not only coordinates, it leads and controls important means and processes. European initiatives are often based on voluntary cooperation and consensus between the Member States (Pesco model). The “lack of leadership and strategic coordination” found for military mobility indicates the weakness of purely coordinating approaches when national interests divergent or scarce resources. A committee with a stronger mandate could advance the standardization, enforce common processes and manage shared means of managing more effectively.

Use of innovation: a European approach for AI, data analysis and automation in logistics

The Proactive F&E E-strategy of the DLA, your AI excellence center and its partnerships offer a template for the promotion of a European defense innovation ecosystem with a focus on logistics. Europe can take over AI for predictive maintenance, supply chain transparency, risk assessment (supplier examination, uncovering counterfeits as in) and the optimization of resource assignment, similar to the US applications. A prerequisite for effective AI are standardized, shared data. Europe must overcome data silos and establish common data architectures for logistics, whereby teachings from the US focus can be drawn to a “uniform AI ecosystem” and “data for everyone”. Investments in automation, such as autonomous systems for freight transport (based on the interest of Ustranscom in drones) and warehouse automation, should also be checked.

Europe should avoid a quick shot in the introduction of AI and instead concentrate on building basic skills (data standards, secure cloud infrastructure, development of AI talents) and then aimed at highly effective AI applications in logistics. This requires strategic patience and sustainable, targeted investments instead of chasing every new AI trend afterwards. The US DLA has set up a “AI Excellence Center” in order to “standardize processes and prioritize applications”. This implies a methodological approach. General Reed's comments on MSS show that AI is integrated into central decision -making processes. The current fragmentation of Europe makes a uniform data strategy difficult, but makes it essential. EVF financing can be a catalyst, but must be geared towards these basic elements and interoperable solutions, not only for isolated national projects. The warning of excessive dependence on digital systems also implies the need for a robust, safe and resistant AI, not just any AI.

Strengthening the defense industrial basis and promotion of internal European cooperation

In order to overcome industrial fragmentation, Europe can learn from the involvement of the defense industrial basis (DIB) through the DLA in order to promote a more integrated and competitive European defense technology and industrial basis (EDTIB). The large -volume procurement in the USA (implied by the Budget of Transcom and the scope of the DLA) is in contrast to Europe's smaller, national orders. A procurement of logistics drivers on a European scale could reduce costs and improve interoperability. Dual-use technologies and infrastructure projects that benefit both civil and military logistics should be systematically identified and supported, in accordance with the goals of MMAP 2.0 and the EVF. In addition, US models of robust public-private partnerships (Ustranscom, DLA) should be taken over to use commercial innovation and capacities.

A robust European defense logistics system requires a conscious and integrated defense industrial strategy that prioritizes interoperability, scale effects and security of care for important logistical enablers and goes beyond purely national industrial yields. The "fragmented European defense technology and industrial basis is protected by close national interests and is therefore not able to close gaps in ability". It is argued that "procurement on a European scale will be decisive in order to achieve military production at lower costs". This implies that logistical improvements cannot be separated from industrial policy. Initiatives such as the EVF aim to reduce the fragmentation, but a more fundamental change is necessary, in which the Member States are not considered the joint procurement and development of logistics platforms as a loss of national work shares, but as a profit of collective security and efficiency.

Comparative overview: US vs. European approaches in military logistics

Comparative overview: US vs. European approaches in military logistics-Image: Xpert.digital

The comparison between US and European approaches in military logistics shows significant differences. While the United States has a centralized and standardized command structure by Ustranscom and DLA, the European approach in EU and NATO is fragmented and cooperative. For Europe, this illustrates the need for stronger central coordination and integration, possibly through a special European body.

In the innovation area, the United States pursues a proactive, ecosystem-controlled approach, while Europe is still project-based and acts in the development phase. This results in the teaching of building a European innovation ecosystem for defense logistics and doing systematic research and development funding.

The F&-Investitations also show significant differences: the USA invest significantly and focused, for example $ 19.6 million for DLA Logistik f & e in the financial year 2024, while Europe uses modest and distributed funds such as EVF funds. Europe should therefore increase and bundle its f & e-investment in key technologies for logistics.

When using AI and data analysis, the United States is already deeply integrated and use it with a supporting decision-making, while corresponding technologies are only emerged in Europe and are used occasionally at the EU level. The strategic introduction of AI for predictive logistics and supply chain transparency as well as the creation of common data standards are important steps for Europe.

The model of public-private partnerships is used extensively and strategically in the USA, while in Europe it is still ad hoc and in development. Europe should systematically develop and use public-private partnerships to open up civilian capacities and innovations.

The integration of the industrial nose is coordinated in the USA while it is fragmented in Europe. Linking logistics needs with a coherent European defense industrial strategy would promote interoperability and scale effects.

In the case of standardization and interoperability, the United States reaches a high level, while Europe has only small to medium -sized values. The prioritization of the development and enforcement of common standards for equipment, procedures and data forms the basis for effective multinational operations and should therefore be increasingly promoted.

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Strategic timetable for a resistant and innovative European defense logistics network

The transformation of European defense logistics requires a graded approach that combines short -term success with long -term development goals.

Phase 1: Immediate strategic steps for quick successes (next 1-2 years)

Streaming cross -border permits and digitization of customs system

Action: Complete implementation of the obligations from the “obligation to military mobility 2024” for accelerating cross-border movement permits (goal: max. 5 working days for land, faster air transports). Investments in digital solutions for customs clearance and transport documentation.

Reason: addresses critical bureaucratic bottlenecks for direct effects on the laying speed.

Pilot projects for AI-controlled predictive maintenance and supply chain transparency

Action: Start of multinational pilot projects (potentially Financed EVF) that concentrate on shared platforms or critical goods and use AI to predict maintenance and improve real-time supply chain transparency. Learning from the BDA models of the DLA.

Reason: demonstrates tangible advantages of AI and creates trust in common data approaches.

Establishment of a common European logistics doctrine and training standards

Action: Development and adoption of a common logistics doctrine in the EU/NATO frame, harmonization of procedures and terminology. Implementation of joint exercises with a focus on logistical interoperability.

Reason: addresses the lack of standardization and improves the ability to work effective.

Fast success in areas such as reducing bureaucracy and successful, visible pilot projects are not only crucial for their immediate operational benefits, but also for the development of political momentum and trust among Member States, which is essential for coping with complex, long -term challenges. European defense initiatives often suffer from slow progress and skepticism. The demonstration of faster, tangible improvements in areas such as cross -border traffic (a widely recognized weakness) can generate a positive feedback loop and the Member States are more willing to commit themselves to deeper integration and investments later. Successful AI pilot projects can demonstrate the technology and demonstrate their value and thus promote broader acceptance.

Phase 2: medium-term development (3-7 years)

Targeted dual-use infrastructure upgrades

Action: prioritization and financing of modernizations of important European traffic corridors that were identified in the TEN-T network and in military requirements, with a focus on rail (e.g. completion of Rail Baltica Phase 1, Removal of German bottlenecks), street and harbor releases for severe military transports. Ensuring adequate financing mechanisms (review of the fazility "Connecting Europe").

Reason: Removes central physical mobility restrictions.

Expansion of the joint procurement of logistics drivers and platforms

Action: Use of framework works such as the EVF and Pesco for the joint procurement of critical logistics goods (e.g. special railway wagons, heavy transporters, modular bridge systems, fuel distribution systems) to achieve scale effects and interoperability.

Reason: reduces the heterogeneity of the equipment and the costs.

Development of a network of European logistics hub (Netloghubs)

Action: Complete operationalization of the PESCO Netloghubs project, establishment of strategically located, jointly accessible hubs for storage, maintenance and prosition of material. Ensuring a robust digital connectivity between the hubs.

Reason: creates a resistant network, shortens laying times and improves the stem capability.

This phase should mark a decisive change from a predominantly nationally based logistics husbandry towards a real network -centered approach, in which joint infrastructure, common means and interconnected hubs form the backbone of European military logistics. The concept of the Netloghubs itself implies a networked approach. The modernization of important corridors instead of only national sections creates system -wide advantages. The joint procurement ensures that the “nodes” (hubs) and “connections” (means of transport) are interoperable and efficient in this network. This goes beyond the pure improvement of individual national skills and aims at building a coherent, pan -European system.

Phase 3: Long-term vision (8-15+ years)

Achievement of a completely interoperable, multimodal European military mobility network

Action: Completion of the development of a seamless, multimodal transport network across Europe that fully meets the military requirements (e.g. load classifications, shares, digital systems). Ensuring resistance through redundancy and manual relapse options.

Reason: The ultimate goal of the efforts to make military mobility.

Sustainable investments in F&E for next generation logistics technologies

Action: Establishment of a long-term European F & E-program for defense logistics, possibly through an extended EVF or a special agency, with a focus on AI, robotics, autonomous systems, advanced materials and energy-efficient transport.

Reason: gets a technological lead and adapts to future threats/needs.

Integration of civil logistics capacities to increase resilience

Action: Development of robust framework conditions and agreements for the fast integration of civil logistics resources (transport, warehousing, maintenance) in crisis cases, based on US models. Guarantee of cyber security integrated civil-military logistics chains.

Reason: offers recovery capacity and increases general national/allied resilience.

The long -term vision not only has to concentrate on achieving current goals, but also on the establishment of a system that is capable of developing threats, technologies and geopolitical changes to the forward -looking adaptation and ensures permanent resilience instead of a static final state. The US model shows continuous development (e.g. the ongoing F&E of the DLA, Ustranscom explores drones). The European challenges are profound. The proposed timetable (section 6) is long -term. This implies that there is no “finish line”. European defense logistics must become a living system that is constantly evaluated, updated and improved, similar to other critical defense skills. This requires permanent change in considering logistics - from a support function to strategic core ability.

Sounded strategic timetable to strengthen European defense logistics

Sounded strategic timetable to strengthen European defense logistics - Image: Xpert.digital

European defense logistics should be significantly strengthened by a tiered strategic timetable. In the short -term phase of one to two years, efforts focus on the tightening of cross -border permits and the digitization of customs processing. At the same time, AI pilot projects for predictive maintenance and supply chain transparency are initiated, while a common European logistics doctrine with uniform training standards is being developed. The EU Commission, the European Foreign Service, NATO, the Member States and Pesco projects are working together to reduce the border crossing times to a maximum of five days for land transports, to establish successful AI pilot projects with verifiable advantages and to implement a common doctrine with first joint exercises.

The medium-term phase extends over three to seven years and focuses on targeted dual-use infrastructure upgrades, especially in the context of Ten-T and Rail Baltica. At the same time, the joint procurement of logistics drivers is expanded and a network of European logistics hubs (Netloghubs) is developed. The EU Commission, the European Defense Agency, the European Investment Bank, Member States, Pesco projects and industry work together to achieve a measurable percentage of the modernized key corridors, increase the number of jointly procured logistics platforms and to achieve cost savings, and to establish operational, networked logistics stroke.

In the long -term phase of eight to fifteen years and beyond, the focus is on creating a completely interoperable, multimodal European military mobility network. Sustainable investments in research and development of next-generation logistics technologies are promoted, while at the same time civil logistics capacities are integrated for increased resilience. EU institutions that NATO, Member States, research agencies and industry work together to enable seamless multimodal transports to create established research and development programs with concrete innovations and to implement functioning framework works for civil-military logistics integration.

Consideration of national and regional peculiarities within NATO/EU

A unit approach does not meet the diverse challenges and capacities within Europe. Tailor -made strategies are required.

Germany as a central logistics hub

Germany's decisive geographical role is recognized. Investing in the modernization of its infrastructure (rail, streets, bridges), which is in “desolate state”, and the tightening of its national procedures to support NATO/EU movements must be prioritized. German efforts to strengthen the Bundeswehr and its logistical capacities must be supported.

Baltic states - lane and reinforcement

The incompatible railway track must be addressed by continued support for Rail Baltica, whereby it must be ensured that the project meets military requirements. The port and air infrastructure for fast reinforcements must be improved and the pretensioning of material is considered.

Eastern flank - Poland and Romania

Poland's significant investments in the rail infrastructure for defense purposes (EUR 19 billion National rail program, EUR 100 million for military mobility of PKP Cargo) are to be supported. A similar focus is required for Romania and other front states.

South flank - Italy and Mediterranean logistics

Italy's sea -based logistics capacities and port infrastructure should be used for operations in the Mediterranean and to support the eastern flank. The new logistics support ship Atlante improves these skills. The logistics facility of the US Navy in Greece is part of a wider regional logistics network.

Standardization of bridge load classifications (NATO Stanag 2021)

All Member States must consistently apply and update the MLC reviews for critical infrastructures in order to avoid surprises in relocations.

Different defense spending and commitment

Inequalities in defense spending must be recognized and expectations/support mechanisms must be adapted accordingly. Wealthy nations should be encouraged to contribute more to common logistics projects.

Although a uniform European logistical framework is sought, the success depends on the recognition and use of the differentiated responsibilities and skills of the Member States. Important stroke nations bear a larger load for the infrastructure, while front states need robust recording capacities and all have to contribute to joint financing and standardization. Germany's central location makes its infrastructure vital for everyone. The unique rail problem of the Baltic States requires a specific, costly solution (Rail Baltica). Poland's proactive investments should be funded and integrated. Italy's naval power is an important capital in the Mediterranean. This differentiation does not aim to create unequal partners, but to optimize contributions based on geography, existing strengths and specific weaknesses, everything within an agreed common strategic framework.

Creation of a future -proof European defense logistics ability

The strategic importance of a modernized, integrated and innovative European defense logistics system cannot be assessed highly enough. Learning from the US model does not mean direct imitation, but the adaptation of principles of centralization, innovation and cooperation to the European context. Sustainable political will, reasonable resources and the determination to overcome national fragmentation are crucial for the success. European managers are called to promote this transformation for the collective security of the continent.

The strengthening of European defense logistics is not a unique project, but a continuous strategic undertaking that requires constant adaptation, investments and high -ranking political attention in order to remain effective in a dynamic security environment. The US system continues to develop. The European challenges are profound. The proposed timetable (section 6) is long -term. This implies that there is no “finish line”. European defense logistics must become a living system that is constantly evaluated, updated and improved, similar to other critical defense skills. This requires permanent change in considering logistics - from a support function to strategic core ability.

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☑️ Global & Digital B2B trading platforms

☑️ Pioneer Business Development

Konrad Wolfenstein

I would be happy to serve as your personal advisor.

You can contact me by filling out the contact form below or simply call me on +49 89 89 674 804 (Munich) .

I'm looking forward to our joint project.

Xpert.Digital is a hub for industry with a focus on digitalization, mechanical engineering, logistics/intralogistics and photovoltaics.

With our 360° business development solution, we support well-known companies from new business to after sales.

Market intelligence, smarketing, marketing automation, content development, PR, mail campaigns, personalized social media and lead nurturing are part of our digital tools.

You can find out more at: www.xpert.digital - www.xpert.solar - www.xpert.plus