A forgotten factor of the changing times: Why freight forwarders and logistics infrastructure are as important for our defense as tanks

Secret OPLAN DEU: How the state must access private resources in an emergency

Germany is no longer a front-line state, but the logistical lifeline of NATO – yet we lack the crucial link for this new role

While special funds and weapons systems are being debated in Berlin, a quiet but radical transformation of Germany's security architecture is taking place behind the scenes. Operationally, this turning point means one thing above all: Germany has become the central hub of the alliance. NATO planning scenarios assume that, in a crisis, up to 800,000 soldiers, along with heavy equipment, would have to be deployed eastward through Germany. A Herculean logistical task for which the Bundeswehr, after decades of downsizing, is simply not equipped.

The inconvenient truth is: without the massive involvement of the private sector, Germany's defense capabilities remain a paper tiger. But how can the economic power of one of the world's strongest economies be mobilized legally, efficiently, and quickly in a crisis? While countries like Finland and the United Kingdom have long since established robust models of civil-military cooperation, Germany is still struggling with fragmented responsibilities and outdated structures.

This article analyzes the gap between the strategic ambitions of the “Operations Plan Germany” (OPLAN DEU) and operational reality. It shows why we need a “Digital Supply Hub”, what we can learn from our Scandinavian partners, and why national security will no longer be decided solely in the Ministry of Defense, but also in the logistics centers and boardrooms of German industry.

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• STUDY: Private-sector-military cooperation for a defensible and resilient Germany

Without cooperation with the business sector, German security remains a paper tiger

Germany is facing a fundamental shift in its security policy. Since the annexation of Crimea in 2014, and further intensified by Russia's full invasion of Ukraine in 2022, the threat landscape has undergone a qualitative transformation. The country, considered a potential battleground during the Cold War, now assumes a completely new role: Germany has become NATO's logistical hub. This shift is not merely symbolic, but operationally essential. NATO defense planning scenarios assume that up to 800,000 soldiers, with all their equipment, will need to be deployed eastward across German territory within six months. This scale exceeds the structural limits of existing military logistics and makes the involvement of the private sector not an option, but a strategic necessity.

But while political leaders proclaim a new era and the Bundeswehr is being equipped with record sums, the crucial link is missing: a functioning system for the systematic integration of private sector resources into national defense. The German Operations Plan (OPLAN DEU) anticipates this private sector support, but the practical structures for its implementation are fragmented, under-regulated, and technologically outdated. This gap between strategic necessity and operational reality is not merely an administrative problem; it represents a fundamental security risk.

To be perfectly clear, the German Armed Forces (Bundeswehr) do not possess the logistical capacity to handle this task alone. Their structures were decentralized in the 2000s and 2010s under the assumption that the likelihood of a large-scale conflict on German soil was marginal. Decades of cost-cutting and a focus on international deployments have left deep gaps in national defense logistics. While arms investments are the most visible symbols of rearmament, the quieter reality is less dramatic: the Bundeswehr needs partners in civil society, and especially in the private sector, to fulfill its missions.

This insight is not new, but its practical implementation is unprecedented. How can the German state systematically, legally, and reliably integrate the country's economic capabilities into defense scenarios without compromising either economic or military security?

Germany's realignment: From conflict zone to logistics hub

Germany's security policy transformation is radical. The country not only faces an external threat, but must simultaneously adapt its internal architecture. This adaptation affects not only the military or the arms industry, but the entire state system and society.

The National Security Strategy and the new defense policy guidelines signal a paradigm shift. Security is no longer understood as a purely military problem, but as a task that can only be solved at the societal and national levels. The concept of Comprehensive Defence reflects this holistic approach. It organizes defense into seven segments: military defense, political resilience, economic resilience, informational defense, civil protection and resilient infrastructure, and social cohesion. Each segment contributes, and if one segment weakens, the entire protective shield collapses.

At the heart of this framework lies the segment of military defense. The German Defense Plan (OPLAN DEU) combines the key military requirements with the necessary civilian and private-sector support services. It is not strategically, but operationally oriented and describes in concrete terms how Germany fulfills its contribution to national and collective defense within the framework of NATO defense planning. What is publicly known in this context raises immediate questions: If allied troops are to be deployed to staging areas on the eastern flank, who plans and executes this deployment? Who provides supplies, logistics, energy, and accommodation?

The honest answer is: The German Armed Forces cannot do this alone. That's why it has to be done.

Seven requirements for a functioning cooperation

Successful private-sector-military cooperation is not simply an expanded procurement logic. It requires sound, clear standards. An analysis of international best practices and NATO's own principles yields seven key requirements that serve as a compass for shaping this cooperation.

The first requirement is: primacy of operational requirements. Unlike civilian supply chains, military supply systems must prioritize effectiveness over efficiency. A supply system may be highly cost-effective, but if it fails in a crisis, it is worthless. Specifically, this means that stockpiling, redundancies, and preparedness are not waste, but strategic investments.

The second requirement concerns operational capability. Private-sector-military cooperation must maximize, not minimize, the capabilities of the deployed forces. This means that the private sector must be integrated into strategic planning not as a subsidiary force, but as an equal partner.

Thirdly: Clear governance and responsibilities. As long as it remains unclear who is responsible for what, confusion will arise. Germany's federal system and the principle of departmental responsibility further complicate this clarification, but do not make it impossible. What is needed is a functional, not institutional, understanding of governance: Responsibilities do not need to be redistributed, but their cooperation must be structured in a binding manner.

Fourth: Interoperability and standardization. If a private company's truck doesn't understand the German Armed Forces' fuel management system, and vice versa, chaos ensues. National standards are not bureaucracy, but a necessity for survival.

Fifth: Security and compliance. The involvement of the private sector in security-relevant processes requires robust security structures. Data must be protected, access controlled, and trust established through validation.

Sixth: Transparency and information situation. A shared situational awareness is the fundamental prerequisite for effective command and control. This does not mean full transparency of all military planning, but rather a structured, mutual understanding of needs and capabilities.

Seventh, and perhaps the most critical requirement: resilience and redundancy. The private sector is no less vulnerable than military structures. A cyberattack on the energy system, labor unrest at a logistics partner, geopolitical sanctions can disrupt all planning. The system must therefore not only function, but also continue to operate even when parts of it fail.

International experiences: What other NATO states are doing right

Not all countries are starting from scratch in this challenge. The Netherlands, the United Kingdom, Finland, and Sweden have developed different models for systematically integrating private and military resources. Their experiences are not directly transferable, but they offer valuable lessons.

The Netherlands employs a society-wide approach in which private operators of critical infrastructure are integrated into state crisis preparedness. The National Coordinator for Counter-Terrorism and Security (NCTV) acts as the central coordination point, and there are regular, mandatory situation and crisis exercises with the private sector. The system is based on the principle that national security is not only the responsibility of the state, but also of economic actors.

The United Kingdom has a long tradition of public-private partnerships. The most prominent example is AirTanker, a consortium of private companies that provides aerial refueling services for the Royal Air Force. There is also the STUFT concept, which systematically integrates civilian maritime fleets into wartime scenarios. This model is based on binding, long-term contracts that provide security for both parties.

Finland has developed a particularly interesting model. The country has a legally enshrined system of comprehensive defense in which private sector actors do not participate voluntarily, but are obligated to provide services in emergency and defense situations. The National Emergency Supply Agency (NESA) manages this cooperation operationally. Finland also practices an intensive training culture in which private sector actors must regularly demonstrate their capabilities under simulated crisis conditions.

Sweden has reactivated its classic Totalförsvar system. The country relies on the clear integration of the private sector into planning, staff exercises, and regional crisis management teams. Preparedness is structured sectorally, with clear redundancies and buffer reserves. Sweden demonstrates that integrating the private sector does not mean that the state loses control.

These four countries share several characteristics: They have binding governance structures, clear legal regulations for the role of the private sector, integration in planning and practice, a central situational awareness system, and finally, incentive and protection mechanisms for private actors.

Hub for security and defense - Image: Xpert.digital

The hub for security and defense offers well-founded advice and current information in order to effectively support companies and organizations in strengthening their role in European security and defense policy. In close connection to the SME Connect working group, he promotes small and medium -sized companies (SMEs) in particular that want to further expand their innovative strength and competitiveness in the field of defense. As a central point of contact, the hub creates a decisive bridge between SME and European defense strategy.

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• The Working Group Defense of the SME Connect - Strengthening SMEs in European defense

The German solution: Functional integration instead of institutional reorganization

International examples reveal a clear pattern: successful cooperation arises not from formal regulations alone, but from lived, institutionalized practice. For Germany, this does not mean copying a Finnish or Swedish model, but rather adapting the principles to the German reality. Germany has a federal system, a pronounced departmental system, and a deep separation between civilian and military spheres. These structures cannot simply be dismantled, nor can they be transformed in just a few years.

Instead, the focus should be on functional integration. The National Security Council, planned for establishment in 2026, could fulfill this function. Such a council would not be a new command authority above the various ministries, but rather an integration platform where information, needs, and priorities converge. The National Situation Center in the Federal Chancellery could generate the central situational overview, bringing together military requirements, civilian contracts, and private-sector capacities in a structured format.

This, however, also requires a new perspective on the private sector. Currently, its involvement in security planning is fragmented across sectors, often limited to disaster relief, and only sporadically underpinned by legal frameworks. What is needed is a cooperation-based preparedness model that identifies and maintains available capacities across sectors and makes them accessible in escalation situations. This can be achieved through availability contracts, as practiced by the British Royal Air Force with AirTanker. It can be accomplished through tax incentives for redundancy structures. It can be achieved through the standardization of mobilization contracts.

The example of the convoy support centers shows that the first step has already been taken. The German Armed Forces have commissioned the company Rheinmetall with €263 million to establish such centers. This is not just a procurement measure, but an exemplary new form of public-private partnership. It should be systematized and expanded.

The Digital Supply Hub: A strategic instrument, not an IT project

The analysis reveals a key need: a system that matches military requirements with private sector capacities in real time, without disclosing operational command information or compromising civilian data sovereignty. A so-called Digital Supply Hub Germany could provide the solution.

This is not an IT project in the strict sense, but rather a strategic instrument for linking public responsibility with private sector performance. The platform would function in three modules. The first module, the infrastructure twin, would digitally record and evaluate all relevant logistics infrastructure: tank farms, truck parking areas, rail terminals, port handling facilities, large parking lots, and access roads. This would not function as a passive register, but as an active instrument that combines transparency with scenario planning.

The second module, the service twin, would map the service dimension. What private-sector services are available? Freight forwarding, emergency power generators, catering, mobile communication units, fleet capacity, diesel supplies, workshops. Each service would be documented with information on response times, activation conditions, and contractual terms.

The third module is the supply situation dashboard with integrated simulation capabilities. Here, an interactive map of Germany would display all potential support locations, supplemented by regional supply profiles and a resource heatmap. Users could simulate various scenarios: What happens if a central transshipment point fails? How much additional transport capacity is available? Where do bottlenecks occur? The system could use AI-supported algorithms to identify bottlenecks early and suggest alternative options.

Crucially, military data is not part of this platform. Its sovereignty remains entirely with the German Armed Forces. The platform focuses on what is available from the private sector, thereby creating a robust foundation for wartime without assuming operational command responsibility.

Such a platform would operate on three levels. At the strategic level, it would provide, for the first time, a fact-based foundation for national supply planning. Budgetary resources could be directed precisely where capacity gaps arise. At the operational level, it would serve to manage ongoing processes. Demands and capacities would be matched in real time, resources prioritized, and supply hubs flexibly established. Finally, at the tactical level, it would provide troop units with the precise information they need for reliable on-the-ground supply.

Private sector best practices for resilient healthcare

In recent years, the private sector has developed mechanisms to secure resilient supply chains. These are not theoretical, but have proven themselves on a daily basis. They can be directly applied to the security policy context.

The first principle is transparency through digital situational awareness. Companies use so-called supply chain control towers, which consolidate data from various sources into a real-time overview. The benefit lies not only in visualizing the status quo, but also in identifying deviations early and taking corrective action. Delayed shipments can be rerouted, and alternative suppliers can be activated before production stoppages occur. Modern control tower systems have automated early warning mechanisms that immediately flag critical deviations.

The second principle is scenario planning and simulation. Resilient supply chains don't just react to current disruptions, but anticipate potential crises. Digital twins enable what-if analyses: How does the failure of a supplier affect the entire value chain? What alternative sources of supply or routes exist? In this way, stress-tested supply chains with prepared alternatives are created.

The third principle concerns the balance between efficiency and resilience. Just-in-time logistics minimizes costs but makes systems more susceptible to disruption. Pure inventory increases resilience but ties up capital. The solution is a hybrid model: non-critical parts are shipped according to JIT principles, while critical components are selectively stockpiled. This is the reality in modern companies.

The fourth principle is supplier management with an escalation logic. Service-level agreements (SLAs) define binding quality requirements, delivery times, and response processes. If deviations occur, tiered action plans are implemented. This ensures that risks are identified early, not just in a crisis.

All these mechanisms are transferable to national supply management. Transparency in the form of digital situational awareness directly addresses the need to create a comprehensive national supply situational awareness picture. Scenario planning can be applied to troop deployments. Hybrid inventory strategies should be considered analogously for critical resources such as fuel. Contract management with escalation logic ensures that private sector services can be reliably activated in a crisis.

Implementation in Germany: Requirements and concrete steps

Several prerequisites must be met in order to implement such a solution.

First: Political and administrative anchoring with an open architecture. The National Security Council could act as the governing body. An open, modular architecture without proprietary barriers is a fundamental prerequisite for compatibility in both federal and business contexts.

Secondly: Development of a sector-specific data and provision framework. Private sector partners possess supply-relevant data that is not yet systematically collected. Clearly defined, legally sound models are needed for providing this information while safeguarding data sovereignty and competitive neutrality.

Thirdly: Creating incentives for participation. Integration can only succeed if the state offers reliable incentive structures. These can include: access to state emergency services, institutional visibility, avoiding redundant data requirements, and a documentable contribution to the resilience strategy. Participation must be economically feasible and politically valued.

Fourth: Integration into federal situational awareness systems. The platform must incorporate dynamic feedback, such as on the limited operational capability of a fuel depot or the temporary unavailability of a service provider. This requires binding interfaces between military systems, federal structures, and private sector systems.

Defensive capability through functional networking

Germany faces an unprecedented path. This turning point is not merely a question of defense spending, but a fundamental rethinking of the nature of defense capability. The Bundeswehr (German Armed Forces) can no longer function without the private sector. This is not a sign of weakness, but of reality. A highly developed industrial nation like Germany possesses logistics capacities, infrastructure, communication systems, and expertise in the private sector that are militarily indispensable.

The challenge lies in integrating these capabilities systematically, reliably, and in compliance with security regulations, without militarizing the civilian sector or jeopardizing economic autonomy. Functional integration, rather than institutional reorganization, is the solution. A shared situational awareness, clear rules, regular exercises, binding incentives, and investment guarantees are the tools for this.

The Digital Supply Hub Germany is not a utopia, but a practical necessity. It will not replace military leadership, but it will enable it to actually fulfill its missions in the event of a defense emergency. It will not centralize the state, but strengthen federal responsibilities through better information. It will not militarize the economy, but rather harness its existing capabilities for a common goal: the security of Germany within its alliance with NATO.

Without this cooperation, the promise of a new era remains empty. With this cooperation, Germany can truly become what NATO needs: a resilient logistical hub, supported not by a single institution, but by the strength of society as a whole.

Markus Becker

I would be happy to serve as your personal advisor.

Head of Business Development

Chairman SME Connect Defense Working Group

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Konrad Wolfenstein

I would be happy to serve as your personal advisor.

contact me under Wolfenstein ∂ Xpert.digital

call me under +49 89 674 804 (Munich)

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The global economy is currently experiencing a fundamental change, a broken epoch that shakes the cornerstones of global logistics. The era of hyper-globalization, which was characterized by the unshakable striving for maximum efficiency and the “just-in-time” principle, gives way to a new reality. This is characterized by profound structural breaks, geopolitical shifts and progressive economic political fragmentation. The planning of international markets and supply chains, which was once assumed as a matter of course, dissolves and is replaced by a phase of growing uncertainty.

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• Strategic resilience in a fragmented world through intelligent infrastructure and automation - The requirements profile of the dual-use logistics expert

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