An analysis of the logistical dimensions – strengths and weaknesses of the JOINT WHITE PAPER for European Defence Readiness 2030

Introduction: The indispensable role of logistics for European defence readiness

Modern warfare, characterized by high intensity, technological complexity, and the need for rapid response capabilities, places immense demands on the logistical capabilities of armed forces. Logistics and defense logistics are not merely supporting elements, but form the backbone of military operational capability. They encompass the planning, execution, and control of the transport, supply, maintenance, and infrastructure necessary to generate, deploy, maintain, and regenerate forces. Logistics is considered a crucial factor for military effectiveness in expert circles; NATO describes it as "vital to every military operation." The ability to deliver and supply materiel and personnel at the right place at the right time determines the success or failure of military operations. The conflict in Ukraine has dramatically underscored this dependence on functioning supply chains, resilient maintenance, and the ability to rapidly deploy forces and resources.

Against this backdrop, the European Union, with its Joint White Paper “on European Defence – Readiness 2030” (hereinafter referred to as the “White Paper”), has presented a strategic framework for strengthening the defence capabilities of its Member States in the face of a rapidly deteriorating security environment. The stated objective of achieving comprehensive “defense readiness” by 2030 at the latest inherently implies a massive logistical effort. Without a significant increase in logistical capacity – from industrial production and strategic stockpiling to military mobility – the “Readiness 2030” objective remains a political declaration of intent without operational substance.

This article analyzes the extent to which the White Paper addresses this fundamental logistical need. It examines the specific measures and initiatives proposed in the field of logistics and defence logistics, identifies the challenges recognized and objectives declared in the document, and assesses the depth and appropriateness of the treatment of logistical issues in the context of their paramount importance for the military capability of the EU and its Member States.

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Logistics and defense logistics in the White Paper “Readiness 2030”: A stocktaking

The White Paper devotes considerable space to the various facets of logistics and defense logistics, although the terminology varies and aspects such as supply chains or strategic stockpiles are often addressed in the context of strengthening the European Defence Technology and Industrial Base (EDTIB) or supporting Ukraine. A systematic review of the document reveals several key areas in which logistical considerations play a central role.

EUR-Lex – Document 52025JC0120 – JOINT WHITE PAPER for European Defense Readiness 2030

Military mobility

The White Paper identifies military mobility as a “key enabler for European security and defence and our support for Ukraine.” It emphasizes the need to create an EU-wide network of land corridors, airports, seaports, and support elements and services to facilitate the “seamless, rapid transport of troops and military equipment across the EU and in partner countries.” To achieve this, the document calls for the simplification of regulations and procedures, as well as prioritised access for armed forces to transport facilities, networks, and resources. Specifically, it identifies four priority multimodal corridors (rail, road, sea, and air) for short-term, large-scale movements of troops and equipment, within which 500 “hotspot projects” for urgent upgrades have already been identified, such as widening railway tunnels or reinforcing bridges. The objectives include strengthening deterrence and response capabilities, as well as continued support for Ukraine, for which an expansion of the EU mobility corridors is proposed.

Supply Chains and Security of Supply (EDTIB)

A central concern of the White Paper is the development of a “stronger, more resilient defense industrial base” (EDTIB). It openly acknowledges that the European defense industry is currently unable to produce systems and equipment “in the quantity and at the speed required by Member States” and remains “too fragmented.” To ensure security of supply, the document proposes measures to secure the supply of critical inputs, including raw materials and key components such as chips, and aims to reduce strategic dependencies. Instruments such as the “Observatory for Critical Technologies for the Space and Defense Sectors” and the planned “Platform for the Joint Procurement of Critical Raw Materials” are intended to contribute to this goal. Long-term objectives include increasing production capacity, reducing dependencies, creating an EU-wide market for defense goods, and generally ensuring security of supply.

Strategic stockpiles and industrial readiness

Closely linked to strengthening the EDTIB is the demand for a “strategic stockpile of munitions, missiles, and components, as well as sufficient production capacity in the defense industry to ensure timely resupply.” The White Paper proposes supporting the creation of strategic stockpiles and so-called “defense industrial readiness pools” through the European Defence Industry Programme (EDIP). These pools are intended to comprise reserves of EU-produced defense goods, critical components, and related raw materials. The objectives are to ensure timely resupply, the rapid replenishment of depleted Member States’ stockpiles, and overall industrial responsiveness in times of crisis.

Supporting services and enablers

The White Paper also identifies a number of “strategic enablers” that are essential for carrying out the full spectrum of military tasks. These include, among others, aircraft for strategic airlift and aerial refueling, reconnaissance and surveillance capabilities, maritime situational awareness, the use and protection of space-based and other secure communications, and explicitly, “military fuel infrastructure.” The importance of dual-use infrastructure, which can serve both civilian and military purposes, is also highlighted, as it enables efficiency gains and contributes to overall resilience.

The following table summarizes the logistics-related initiatives and proposals of the White Paper:

Logistics-related initiatives and proposals in the White Paper “Readiness 2030” encompass a wide range of measures to strengthen military mobility, security of supply, and industrial readiness. For example, Europe-wide networks of land corridors, airports, and seaports, along with 500 hotspot projects, are intended to enable seamless and rapid troop deployment, while bureaucratic hurdles are being reduced through simplified regulations. At the same time, interoperability will be improved through the integration of Ukrainian corridors. A joint communication and corresponding legislative proposals aim to create a coherent legal framework. Supply chains and the European Defence Industrial Base (EDTIB) are to be made more resilient through the diversification of sources and the identification of critical raw materials and components. A critical technology monitoring center will enable early risk detection, while a platform for the joint procurement of critical raw materials is intended to increase supply efficiency. Strategic stockpiles of ammunition, missiles, and components will be secured through coordinated reserves and strategically located depots. Support services and enablers such as air transport, surveillance, and secure communications are essential for military tasks. Dual-use infrastructure strengthens both armed forces and economic connectivity. Cross-cutting measures such as the Omnibus Regulation simplify regulations, while SAFE instruments provide up to €150 billion in EU-backed loans to promote joint procurement and increase investment in defence capabilities. These initiatives aim to comprehensively strengthen Europe's strategic, industrial, and operational resilience.

The analysis of these elements highlights a shift in the understanding of logistics within EU defense planning. The White Paper no longer treats logistics merely as a support function that reacts to requirements. Rather, it is increasingly understood as a strategic enabler and, in some respects, even as a distinct capability area requiring proactive design, substantial investment, and a long-term perspective. This is manifested in the explicit mention of “military mobility” and “strategic enablers” (including military fuel infrastructure) as priority capability areas to be developed. The call for “massive advance investment in the defense sector” and the creation of “predictability for industry” indicates an understanding that goes beyond simply meeting needs and aims to build robust, forward-looking capabilities. Proposals such as the “defense omnibus regulation” aim to remove systemic barriers not only for the defense industry in general, but also implicitly for its logistical performance and the efficiency of supply chains. The initiative to create “strategic stockpiles” of critical goods and “pools for industrial readiness in the defense sector” underscores this shift towards proactive inventory management and capacity planning that goes beyond traditional, more reactive logistics. Taken together, these aspects signal a move towards viewing logistics as an integral and malleable component of the targeted “Readiness 2030”.

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Analysis of the logistical dimensions in the White Paper: Strengths and weaknesses

The White Paper “Readiness 2030” presents an ambitious framework for strengthening European defense logistics. A detailed analysis reveals both significant strengths in the strategic direction and potential weaknesses and challenges in implementation.

Strengths of the White Paper's logistics strategy

A key strength of the document is its explicit recognition of the urgency of logistical improvements. The White Paper repeatedly uses phrases such as “as soon as possible,” “immediately,” and “urgent,” particularly in the context of replenishing ammunition stockpiles and enhancing military mobility. This rhetoric reflects an awareness that time is a critical factor in the current security environment.

The White Paper also pursues, at least in principle, a comprehensive approach by attempting to link various logistical aspects – mobility, industrial base, strategic stockpiles – and to conceive of them as part of the overarching “ReArm Europe” plan. This integrated perspective is necessary because the individual logistical components are highly interdependent.

Another positive aspect is the clear focus on cooperation and joint procurement. The White Paper emphasizes the efficiency gains and cost reductions that can be achieved through joint procurement, particularly for consumables such as ammunition, but also for more complex systems. The target of jointly procuring 35% (later increased to at least 40% in the context of the European Defence Industrial Strategy (EDIS)) of all defence equipment is a concrete step in this direction.

Finally, highlighting dual-use infrastructure for military mobility is strategically sound. Such infrastructure, which meets both civilian and military requirements, represents a win-win situation, as it contributes to strengthening defense capabilities while simultaneously promoting the civilian economy and connectivity.

Weaknesses and potential challenges

Despite these strengths, significant weaknesses and challenges are apparent that could jeopardize the successful implementation of the White Paper's logistics agenda.

Financing these ambitious goals represents one of the biggest hurdles. While the White Paper cites impressive sums, such as the SAFE instrument with up to €150 billion in EU-backed loans or the potential of €800 billion through the coordinated activation of the national escape clause of the Stability and Growth Pact, the actual mobilization of these funds, their targeted allocation, and, above all, their sustainability remain uncertain. External analyses, and in particular the European Court of Auditors' (ECA) special report on military mobility (SR 04/2025), paint a sobering picture. The budget for military mobility under the Connecting Europe Facility (CEF) was drastically reduced from the originally proposed €6.5 billion to €1.69 billion and, according to the ECA, was already fully spent by the end of 2023, leaving a significant funding gap until the next Multiannual Financial Framework (MFF) from 2028 onwards. This discrepancy between the stated goals and the resources actually provided is a critical weakness that undermines the credibility of the entire initiative. Without adequate and, above all, reliable funding, many of the logistical projects outlined in the White Paper will remain unattainable.

The coordination and governance of the diverse initiatives is another critical challenge. While the White Paper advocates for “more effective coordination and steering between Member States,” the reality is often characterized by national interests, differing priorities, and fragmented decision-making. The ECA report explicitly criticizes the complex and fragmented governance structure of EU military mobility and the lack of a clearly defined central point of contact. Implementing the logistics agenda therefore requires an exceptionally high level of political will to cooperate and the creation of effective, potentially new, coordination mechanisms that go beyond existing approaches.

Bureaucratic and regulatory hurdles are identified in the White Paper itself as obstacles to military mobility. The proposed “Omnibus Regulation in the Defence Sector” aims to remedy this by, for example, facilitating the mutual certification of defence equipment and accelerating approval procedures. However, overcoming deeply entrenched national regulations and procedures – such as those concerning customs, the authorization of dangerous goods transports, or differing infrastructure standards – is a lengthy and complex task. The effectiveness of such simplification efforts depends crucially on their consistent and harmonized implementation by all member states.

A lack of concreteness and measurability pervades many of the proposals. While the White Paper sets the overarching goal of "Readiness 2030," it often remains vague in defining concrete, measurable indicators or detailed timelines for implementing specific logistical improvements. A positive exception is the clear target of supplying Ukraine with at least 2 million rounds of artillery ammunition per year. However, the ECA report on military mobility confirms the general lack of indicators and specific targets in Action Plan 2.0. Without clear benchmarks and binding timelines, it will be difficult to objectively measure progress, clearly assign responsibilities, and intervene if necessary.

Furthermore, some logistics aspects critical to military effectiveness are addressed in less detail in the White Paper. These include:

• Comprehensive maintenance capacities: The White Paper mentions maintenance, repair and overhaul (MRO) primarily in the context of support for Ukraine. A broader, comprehensive strategy for the maintenance of complex weapons systems by EU member states themselves, including coordinated spare parts management and the establishment of joint or networked MRO centers, is largely lacking.
• Specific logistics personnel development: While the need for talent development in the defense industry is generally emphasized, the targeted training and further education of civilian and military logistics specialists is not explicitly addressed as a priority.
• Detailed medical evacuation and supply chains: Given the “real prospect of large-scale war” described in the White Paper itself and the lessons learned from current conflicts, this aspect has been given insufficient attention. However, the capability for rapid medical evacuation (CASEVAC), such as that being developed by companies like ARX Robotics for unmanned ground systems, and the assurance of robust medical supply chains are of vital importance.
• Fuel logistics beyond pure infrastructure: While “military fuel infrastructure” is mentioned as a strategic enabler, detailed explanations regarding the procurement, storage, distribution and protection of fuel resources in crisis and conflict scenarios, including the diversification of energy sources for the military, are lacking.

These gaps in the detailed design could severely limit the operational readiness and, in particular, the endurance of European armed forces, despite progress in other logistical areas.

The following table systematizes the identified challenges and gaps:

According to the White Paper “Readiness 2030” and external analyses, various challenges and gaps exist in the area of ​​logistics. Insufficient and uncertain funding for military mobility leads to delays or even the failure of infrastructure projects and restricts the deployment of forces. Similarly, general funding problems for defense ambitions contribute to the persistence of capability gaps, as necessary resources are not mobilized and dependencies on national budgets exist. Fragmented governance and a lack of coordination hinder the implementation of joint projects, promote inefficiencies and, above all, duplication of effort, while bureaucratic and regulatory hurdles slow down cross-border movements and impede industrial cooperation. Furthermore, a lack of specificity and measurable criteria makes progress difficult to assess, and a lack of accountability encourages the dilution of objectives.

Underdeveloped maintenance capacities across the EU reduce the availability of weapon systems, extend downtime, and diminish endurance. Furthermore, a lack of specific logistics personnel training leads to a shortage of specialists for complex logistics tasks and inefficient resource utilization. Inadequate planning for medical evacuations and supplies results in avoidable casualties in the field, negatively impacting morale and combat effectiveness. Finally, gaps in detailed fuel logistics limit the operational range and endurance of mobile forces.

The logistical transformation of Europe outlined in the White Paper thus faces a fundamental dilemma. On the one hand, the need for a rapid, comprehensive, and cooperative strengthening of logistical capabilities is clearly recognized and addressed. On the other hand, deeply entrenched national inertia, considerable bureaucratic complexity at both EU and national levels, and chronically uncertain and often inadequate funding threaten to undermine these ambitious goals. The White Paper itself acknowledges the fragmentation of the European defense landscape, for example, when it states that the EDTIB is “too fragmented” and that “dominant national actors are primarily focused on domestic markets.” External analyses, such as the frequently cited ECA report on military mobility or studies on the defense industry, confirm these structural problems. National experts, for example from Austria, also express specific reservations or national interests that could hinder smooth joint implementation, such as regarding the raising of SAFE loans or cooperation with Ukrainian industry. The success of the White Paper's logistics agenda depends crucially on whether the much-vaunted "cooperation dividend" can actually be realized and whether political rhetoric can be translated into concrete, adequately funded, and effectively coordinated measures. This requires more than the instruments mentioned in the White Paper; it requires a profound shift in political culture and in the commitment of Member States to set aside reservations about national sovereignty where common European solutions are clearly superior.

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External perspectives and critical appraisal of the logistical aspects of the White Paper

The plans for strengthening European defence logistics, as outlined in the White Paper “Readiness 2030”, have been analyzed and commented on by various external stakeholders and experts. These perspectives offer an important critical assessment and help to evaluate the feasibility and potential effectiveness of the proposed measures.

Financing challenges in detail

The ambitious logistical goals of the White Paper, particularly in the area of ​​military mobility, stand in stark contrast to the current financial realities. A key point of criticism is the drastic reduction of the budget for military mobility under the Connecting Europe Facility (CEF) from the €6.5 billion originally proposed by the Commission to just €1.69 billion for the period 2021-2027. The European Court of Auditors (ECA), in its Special Report 04/2025, notes that these already limited funds were completely exhausted by the end of 2023, leaving a significant funding gap until the start of the next Multiannual Financial Framework (MFF) in 2028. The ECA emphasizes that even individual large infrastructure projects necessary for military mobility can cost more than the entire EU budget allocated for this purpose. This underfunding jeopardizes the timely implementation of urgently needed infrastructure improvements.

The SAFE instrument (Security and Action for Europe) presented in the White Paper, which aims to mobilize up to €150 billion in EU-backed loans for joint procurement, and the possibility of activating the national escape clause of the Stability and Growth Pact, which could potentially release a further €650 billion, are indeed central pillars of the financing strategy. Nevertheless, critics express doubts about the sufficiency of the proposed funds, for example for the European Defence Industry Programme (EDIP), and about the general feasibility of mobilizing such large sums given national budgetary constraints and political reservations about the “mutualization of debt”.

Strengthening the industrial base (EDTIB) also requires massive investments. However, the ongoing fragmentation of the European defense industry and demand, as well as the high dependence on non-EU suppliers (almost 80% of EU member states' procurement spending goes to companies outside the EU), call into question the effectiveness of these investments as long as no fundamental structural reforms are implemented to consolidate and increase the efficiency of the EDTIB.

Military Mobility – The Critical Analysis of the European Court of Auditors (ECA SR 04/2025)

The ECA's Special Report 04/2025 is one of the most important external assessments of the EU's efforts in the area of ​​military mobility and delivers a sobering conclusion. The ECA's main criticisms include:

• The action plan for military mobility 2.0 was not built on a sufficiently solid foundation.
• Progress in implementation is variable and often insufficient.
• The governance structures are complex, fragmented, and lack a clear central point of contact.
• Military and geostrategic aspects were not sufficiently considered in the selection of dual-use infrastructure projects.
• There is a lack of clear indicators, targets and timelines, which makes effective monitoring difficult.
• The funds are not only insufficient, but are also already fully committed for the current MFF period, resulting in a multi-year funding gap.

The ECA's findings undermine the somewhat optimistic portrayal in the White Paper and point to profound structural and conceptual problems in one of the core projects of European defense logistics. The discrepancy between political ambitions and the reality of implementation becomes particularly clear here.

NATO-EU cooperation in logistics

The White Paper emphasizes the need for close cooperation and complementarity with NATO. This cooperation is already established and institutionalized, particularly in the areas of military mobility and defense capability development, for example through the Structured Dialogue on Military Mobility. The challenges remain in avoiding duplication, ensuring full interoperability, and clearly defining respective roles. The EU is increasingly seen as a “defense enabler” that can support the implementation of NATO plans through its regulatory and financial instruments, especially regarding military mobility and strengthening industrial readiness. However, differing memberships and institutional cultures can still create points of friction.

Schedules and Measurability

Criticism of the vagueness of timelines and measurable indicators in the White Paper is supported by external observations. While the general goal of "Readiness 2030" provides a horizon, concrete milestones are lacking for many specific logistical improvements. The ECA explicitly confirms this deficiency for the action plan on military mobility. An exception is the goal of jointly procuring at least 40% of defense equipment (originally 35%), the achievement of which, however, depends on numerous factors and whose progress must be closely monitored. Experts such as Roland Berger emphasize the need for faster procurement processes and industrial agility, which underscores the urgency but also highlights the challenge inherent in the lengthy nature of infrastructure and armaments projects.

Expert opinions on specific logistical aspects

Assessments from military experts and industry representatives provide further important perspectives. For example, former commander of US Army Europe, General Ben Hodges, repeatedly highlights the inadequate European infrastructure (especially insufficiently load-bearing bridges, tunnels that are too narrow, and incompatible rail networks) as one of the biggest obstacles to rapid military mobility in Europe. He also warns of Europe's critical dependence on the US for strategic transport capabilities (e.g., heavy airlift aircraft, military cargo ships). While this analysis supports the White Paper's calls for massive infrastructure investments, it also raises questions about the scalability and timeframe for developing genuinely European strategic deployment capabilities.

Developments in new technologies, such as those being driven by ARX Robotics with its unmanned ground systems for material transport and medical evacuation (CASEVAC), demonstrate the disruptive potential for defense logistics. While the White Paper mentions AI and drones as important capability areas, the concrete integration of these technologies into comprehensive, modernized logistics concepts and processes could be more detailed and visionary in the document.

These external analyses, particularly the detailed and critical report by the European Court of Auditors, serve as an important reality check for the ambitions outlined in the White Paper. They clearly demonstrate a significant gap between political objectives—such as seamless and rapid military mobility—and the current implementation reality, characterized by insufficient funding, fragmented governance, and persistent bureaucratic hurdles. This gap is not merely technical or financial in nature but is deeply rooted in the complex structure of the European Union, its differing national priorities, and the challenge of engaging 27 sovereign states in coherent and decisive action. While the White Paper correctly identifies many of the problems, the proposed solutions may not be sufficient to achieve the 2030 readiness target in its intended form, given the depth and persistence of these structural issues. Overcoming this discrepancy requires a fundamental effort that goes beyond the measures outlined in the White Paper and presupposes a genuine change in the political will and cooperation culture of the Member States.

Conclusions and recommendations for strengthening Europe's logistical performance

Summary assessment

The White Paper “on European Defence – Readiness 2030” marks an important and necessary step in the development of a more coherent European defence policy. It explicitly recognizes the strategic importance of logistics for military capability and proposes a series of initiatives addressing key areas such as military mobility, industrial capacity, and strategic stockpiling. The document's strength lies in its comprehensive description of current shortcomings and its clearly articulated political commitment to addressing them through increased cooperation and investment.

The weaknesses of the White Paper, however, manifest themselves in the often insufficient concretization of many proposed measures, particularly regarding detailed timetables and measurable targets. The financing of these ambitious goals remains precarious and unresolved in many areas, most notably military mobility. Persistent challenges posed by national fragmentation, diverging member states' interests, and deeply entrenched bureaucratic hurdles represent significant risks to successful implementation. Furthermore, it is noticeable that the White Paper tends to emphasize the "hardware" of logistics—that is, infrastructure, materiel, and industrial capacity—more than the "software," which includes aspects such as specialized personnel, their training and development, integrated logistics processes, and common doctrine development.

Most promising approaches and greatest risks

Among the most promising approaches in the White Paper are the promotion of joint procurement, particularly of ammunition and other consumables; the focus on developing dual-use infrastructure; the planned Omnibus Regulation to simplify regulations in the defense sector; and initiatives for the strategic stockpiling of critical raw materials and components. These measures have the potential to increase efficiency, reduce costs, and enhance the resilience of European supply chains.

The greatest risks to the success of the White Paper's logistics agenda lie in the potential failure of projects due to insufficient or unsustainable financing, the blocking of important initiatives by national conflicts of interest or sovereignty concerns, the inadequate overcoming of bureaucratic and regulatory obstacles, and the failure to achieve the hoped-for industrial ramp-up at the required speed and scale. Another significant risk is that of purely symbolic politics, where ambitious plans and programs are announced but not implemented with the necessary consistency, resources, and political will.

Specific, expert-based recommendations

• Prioritization and sequencing of measures: Given the large number of proposed initiatives and limited resources, clear prioritization is essential. The logistical projects should be implemented in a phased, realistic timeline with measurable milestones. Not all objectives can be pursued simultaneously with the same intensity; a focus on the most critical capability gaps and enablers is necessary.
• Ensuring sustainable and adequate financing: In addition to the instruments mentioned in the White Paper, reliable, long-term, and, above all, sufficiently sized financing mechanisms must be established for key areas such as military mobility and industrial transformation. The European Court of Auditors' recommendations for improving the predictability and strategic alignment of financing should be implemented urgently. This could also include examining innovative financing models involving the European Investment Bank and the private sector.
• Strengthening and simplifying governance structures: This requires establishing clear responsibilities and an effective, potentially centralized, coordination mechanism for overarching logistics issues, particularly military mobility. The goal must be to overcome the fragmentation of responsibilities criticized by the ECA and to enable faster, more coherent decision-making.
• Promoting the development of logistics professionals: The EU should establish a specific framework program or initiative to promote the training and further education of civilian and military logistics personnel. This should include the harmonization of training standards, the exchange of best practices, and the creation of European centers of excellence for defense logistics, geared towards the diverse requirements of modern logistics.
• Understanding maintenance as a strategic capability: It is necessary to develop a comprehensive EU-wide strategy for maintenance, repair and overhaul (MRO). This must go beyond ad-hoc support for Ukraine and promote the establishment of joint or networked MRO centers for complex weapons systems in order to maximize availability and endurance.
• Systematically increasing the resilience of logistics supply chains: Continuous, detailed analysis of critical logistics supply chains is required to identify and specifically reduce dependencies. This includes diversifying supply sources, promoting domestic production of key components, and involving civilian actors and international partners, as outlined in the White Paper.
• Deepen and specify NATO cooperation in the logistics sector: Cooperation with NATO must go beyond general declarations of intent. Concrete measures for the further harmonization of standards, procedures, and systems in the logistics sector are necessary to avoid duplication of effort and to fully exploit synergies, for example, in the use of mobility corridors or in stockpiling.
• Accelerating the integration of new technologies into logistics: The potential of new technologies such as artificial intelligence, robotics, autonomous systems and big data analysis for increasing efficiency and modernizing defense logistics must be used more consistently through targeted research and development programs as well as pilot projects and trials.

Realizing the logistical ambitions outlined in the White Paper “Readiness 2030” ultimately requires more than just financial resources, technological solutions, or new institutional arrangements. It demands a fundamental paradigm shift towards a genuine “logistics culture” at the European level. This means no longer viewing logistics as a secondary support function, but rather considering it from the outset as an integral and crucial component of all defense policy planning and capability development. It requires a willingness to break down national silos, share information more transparently, and establish a mentality of shared responsibility for the Union's logistical capabilities. Europe can no longer afford to underestimate logistics, as has often been observed in the past, given current and future security policy challenges. The White Paper has shown the way; its consistent implementation will now determine the credibility and effectiveness of European defense efforts.

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