Business Processes

Ingen elementer matcher filteret.

• BP-1097 Attack the Networks

  Attack the Networks (AtN) is the proactive pillar of the C-IED approach and the “prevent” and “pursue” activities of the C-IED concept of operations. It is defined as: in C-IED, to isolate the component parts of networks through the coordinated and selective use of cognitive and physical activities to defeat an improvized explosive device system. This must not be interpreted as implying that only lethal force is effective against individuals or groups. The joint force commander can engage and interdict threat networks employing IEDs by many means other than the use of force. Countering them by employing non-lethal activities can enhance the overall security of forces, whereas improperly applied lethal force can have the opposite effect. Attack the networks must therefore be interpreted in a broad sense and with understanding.

• BP-1000 Business Processes

  Business processes represent a collection of related, structured activities or tasks by people or equipment in which a specific sequence produces a service or product to accomplish specific (strategic and operational) organizational goals. Efficient and streamlined execution of business processes directly contributes to the success of defence enterprises. A defence enterprise at its most basic level is composed of a ministry or department of defence - which is that part of the government that is responsible for matters of defence and that usually includes all branches of the military - plus the military forces - the professional organizations and units delivering the military instruments of power. This taxonomy provides a suitable framework for the defence enterprises through: • A common language that allows comparing and linking process architectures of different organizations; • A foundation structure for classifying processes into groups of related processes; • A checklist or starting point for identifying candidate processes undertaken within your organization; and • A basis for determining how process ownership can be assigned. In the context of the C3 Taxonomy, business processes are focussed on their relevance to military missions and the achievement of superiority on the battlefield. The second layer of the associated taxonomy specifies four main categories: • Govern – to direct defence policy, military operations at the strategic level, as well as direct rules and standards applying to the entire defence enterprise whilst maintaining accountability for defence activity and spending. • Generate – to develop and create military forces, including the acquisition of the equipment, systems and other items needed so that military units are ready for operations. • Operate – to command and control military forces domestically and abroad, and employing the military instruments of power. • Enable – to allow and empower the defence enterprise to work properly by providing supporting services.

  • BP-1486 Govern

    The "Govern" business process area is composed of the underlying activities and procedures to support the implementation of government defence policy and directing and supervising all organizations and functions of the defence enterprise including military forces and civilian components. This includes setting direction through prioritization and decision-making, monitoring performance, compliance and progress against agreed direction and objectives. The primary objectives of the governance processes are to ensure the policy, defence and contingency planning, force development (including capability development, training, and readiness assessment) and ultimately military operations are conducted in accordance with overall defence policy and guidance and that the defence enterprise continually improves itself to counter emerging threats. The "Govern" business process area has the following breakdown: • Strategic Awareness – Describes activities aimed at characterizing the current and future operational environment, including adversary capabilities and force distribution, to ensure governments have adequate and flexible responses to evolving threats; it supports the identification of required capabilities through defense planning processes. • Strategic Initiative – A systematic process focused on executing and measuring strategic actions across People, Strategy, and Operations, involving developing, evaluating, executing, and adapting initiatives to achieve strategy success and increase value. • Strategic Direction – Encompasses planning across the strategic, operational, and tactical levels of military operations, analyzing situations, capabilities, and potential courses of action to understand causes, effects, and boundaries despite complexity. • Strategy Development – Involves researching, identifying, and selecting strategic options, then allocating resources effectively to meet organizational objectives while considering key questions about future directions. • Strategic Concept Development – Defines long-term vision and practical strategies, fostering consensus and supporting the development of clear mission statements and objectives to guide organizational change and planning efforts. • Policy Development – Supports strategic decision-making by establishing measures, initiatives, and frameworks that address threats, outline military scope, alliances, readiness, and response options, ensuring comprehensive strategic posture formulation. • Industry Development – Aims to maintain and strengthen a domestic defense industry that fosters technological leadership, self-reliance, and supply security, balancing costs with sustaining skills and capabilities essential in times of crisis. • Business Modelling – Describes how organizations create, deliver, and capture value, ensuring new services and products align with or adapt existing business models to avoid costly development mistakes and sustain success. • Partnering – Focuses on building and maintaining international and domestic partnerships, engaging in dialogue and cooperation to enhance policy, interoperability, capacity building, crisis management, and security efforts across regions and globally.

    • BP-2041 Strategic Awareness

      The processes for Strategic Situational Awareness (SA) describe the activities to to characterize the current and future operating environment including adversary capabilities and distribution of forces, detect attacks, and discern actual attacks from false alarms across the spectrum of conflict, both conventional and nuclear. Governments must have these adequate, sufficient and flexible capabilities to respond to current and future challenges. Through its Defence Planning processes the defence enterprise identifies the capabilities and forces it requires.

      • BP-2051 Strategic Foresight Analysis

        Understanding the current and future security environment is required to prepare the Defence Enterprise to address emergent security challenges successfully. The Strategic Foresight Analysis provides the insights required for defining a framework for future Military Operations and Defence Planning processes.

      • BP-1525 Indications and Warnings

        Indications and Warning (I&W) refers to the monitoring of defined indicators and the provision of warnings to relevant authorities in case of changes in indicators to support effective decision making. These intelligence activities are intended to facilitate the detection and reporting of intelligence information regarding developments that could involve a threat to national security. The I&W processes provide long term crisis anticipation and assessment of the level of potential threats to the government. Identifying potential threats is the first line of defence and deterrence therefore it is imperative to provide strategic early warning for national security authorities.

    • BP-2052 Strategic Initiative

      "Execute and measure strategic initiatives" is a process that defines a systematic way of exposing reality and acting on it in three core areas: People, Strategy and Operations to achieve strategy success. To help organizations capture a measurable increase in value derived from successful strategy execution the five sub-processes should be considered: to develop, evaluate and select strategic initiatives; to plan strategic initiatives and establish high-level measures; to evaluate and Select strategic initiatives; to execute strategic initiatives; and to test and adapt.

      • BP-1304 Develop, Evaluate and Select Strategic Initiatives

        Developing strategic projects that help fulfil long-term goals. Develop time-bound projects that are discretionary in nature and lie beyond the scope of the organization's routine operations.

      • BP-1836 Plan Strategic Initiatives and Establish High-level Measures

        Creating a statement of the organization's direction to guide decision making around the allocation of resources. Provide a focus on the organization's overarching goals to ensure coherent and considered action. Strategic objectives are ranked by their importance in achieving the strategic goals. All subsequent operational or tactical planning and resource allocation is based on strategic priorities.

      • BP-1356 Evaluate and Select Strategic Initiatives

        Examining projects of strategic significance that lie outside the purview of the organization's routine operations. Closely analyze strategic initiatives for their applicability and feasibility, given the organization's vision. Selecting relevant projects of strategic significance that create opportunities for the organization to realize its long-term objectives, on the basis of their suitability to the organization's constraints and reality. Select from the strategic initiatives, based on their applicability and feasibility for the organization. Enlist senior management, especially strategy personnel.

      • BP-1373 Execute Strategic Initiatives

        Successfully implement strategic initiatives. Execution of strategy is also defined as the process of implementing logical set of connected activities by an organization to make a strategy work.

      • BP-2082 Test and Adapt Strategic Initiatives

        Processes to ensure that constant review of the Strategic Initiatives is conducted in order to align outcomes with evolving enterprise requirements, and to minimize risk to delivery.

    • BP-2049 Strategic Direction

      Modern military theory categorizes military operations into three levels: strategic, operational, and tactical, to better understand the causes and effects of war and conflict, even as their boundaries blur and do not always align with command hierarchies. Each level involves planning—analyzing the situation, estimating capabilities and limitations of both friendly and enemy forces, and devising possible courses of action. Since the operational and tactical levels are focused on execution, the strategic level is equally concerned with implementing overarching policy, which must be continually reevaluated due to the dynamic nature of military campaigns. The strategic level is primarily the responsibility of national command authorities and top military leaders, where they determine security objectives and develop policies to utilize national and multinational resources effectively. Strategy at this level is both an art and a science—focused on employing armed forces and other instruments of national power in a synchronized manner to achieve national or multinational aims. It involves formulating a strategic concept, preparing all national instruments of power for conflict, and translating policy into clear military objectives, which then serve as the foundation for theater-level planning and operations.uidance for preparing the military forces, and leadership of the military forces to achieve strategic objectives.

      • BP-1824 Plan Direct Action

        Direct Action (DA) missions are short duration strikes and other small scale offensive operations principally undertaken by SOF or other strategic assets to seize, destroy, capture, recover, or inflict damage on designated personnel or material. Generally, the relevant political areas will draft their advice to the government. The Chief of Defence (CHOD) advice will include the endorsement of the DA OPLAN, as well as the rule-of-engagement request. This CHOD advice and are provided to Government which, has all inputs fused into a consolidated set of political military recommendations. After political approval of the DA OPLAN, the Government typically issues an execution directive in case the initiation of the DA mission was desired.

      • BP-1830 Plan Military Campaign

        Generally, the relevant political areas will draft their advice to the government. The Chief of Defence advice will include the endorsement of the Strategic CONOPS, and subsequently the Strategic OPLAN, as well as the supporting strategic SoR and rule-of-engagement request. This CHOD advice and the Strategic Commander’s products are provided to Government which, has all inputs fused into a consolidated set of political military recommendations, possibly in the form of a strategic political-military plan, on which basis a mission may be executed. After political approval of the OPLAN, with its related strategic SoR and set of Rules of Engagement, the Government typically issues an execution directive in case the initiation of the military campaign was desired.

      • BP-1258 Decision and Directive Execution

        The Decision and Directive Execution process provides the operations assessment which is critical to inform the military and political leadership on progress being made towards achieving objectives and the end state. This, in turn, allows for adjustments to be made to the plan or in extraordinary cases, adjusting the end state. A periodic mission review is an important activity for providing these assessments to the highest military commanders and the government. Military operations are conducted under dynamic conditions where changes in the strategic and operational environment are constantly happening. The Government and the highest military commanders require a feedback process in order to determine the effectiveness of military operations and make recommendations for changes.

      • BP-1221 Crisis Indication and Warning

        The Crisis Indications and Warning (I&W) Process involves the initial consideration of information on a particular issue that is of potential interest to the Government, that has come to light through the Indications and Warning, or other information provided by the intelligence community or other sources, to determine if further military action is required.

      • BP-1085 Assess Crisis

        The Crisis Assessment Process is essentially descriptive in nature, designed to inform the Goverment and Defence Minister of the particular characteristics of the crisis at hand and identify the range of actual or potential implications to security interests taking into account multi-agency assessments. The highest military commanders will produce a strategic assessment of the situation which will form part of the strategic military advice to the government. The military advice feeds the work of the government and other agencies that have a crisis management responsibility. Together with these other agencies advice on political-military guidance, end state, specific crisis response measures , participation by allied countries, and the level of additional interaction with International Organizations is being developed.. Should the government decide that the situation requires a military response, it will task the Defence Enterprise to develop response options to achieve the agreed strategic objectives and end state.

      • BP-1290 Develop Crisis Response Options

        The Government typically tasks the relevant political and military agencies to launch an assessment of the crisis and provide advice on the developing crisis situation, and its implications for national security. This is the so called Political-Military Estimate (PME) process. The Crisis Response Development Process is prescriptive in purpose. It aims at finalizing the desired end state and further developing the strategic, political and military response strategy to deal with the crisis at hand. In this final phase of the PME process, a Strategic Commander may be tasked to develop military response options (MRO) and to provide for each MRO an estimation of the size and nature of required forces, along with other resource requirements. Taking this advice into account, the Chief of Defence will develop its strategic military advice enclosing the Strategic Commander's MROs for consideration by the Government. In parallel, other political and non-military considerations developed by other agencies would be further eleborated and refined. Both the strategic military advice and other political and non-military advice would be combined into a consolidated civil/military advice serving as a draft initiating directive for consideration by the Government.

      • BP-2103 Transition and Campaign Termination

        The Transition and Termination Process supports the transition and eventual OPLAN cancellation, once the review process starts to indicate achievement of the end state and the possibility to draw down and/or handover a mission. The transition has to be based on sound assessments and a mutual synchronization and consultation process with all relevant players in pursuit of a comprehensive approach, particularly when stabilization and reconstruction activities are involved. The procedural handling of strategic military advice for the transition withdrawal and hand-over to an appropriate authority will follow the pattern of the normal operations planning process (OPP).

    • BP-2058 Strategy Development

      Strategy development is the process of researching and identifying strategic options, selecting the most promising, and deciding how resources will be allocated across the organization to achieve its objectives. In shaping this process, organizations need to ask themselves a number of key questions about their future. These include clarifying their mission by asking, What business are we in, or what business should we be in? They must also assess performance by considering, How are we doing? What is going well, and what is not so successful? Reflection is equally important, requiring the organization to ask, How did we get to this point? What went well, and what went wrong? From there, the focus shifts toward improvement and growth by asking, How can we improve our position? What options are open to us? At the same time, it is vital to identify obstacles through the question, What might hinder us from getting there? Finally, strategy development also requires discipline in choosing what not to pursue, making it necessary to ask, What should we not do?

      • BP-1291 Develop Data Strategy

        A strong data strategy starts with identifying the business drivers for data science and understanding what it can offer beyond traditional analytics. Instead of relying on a single expert, organizations should build stable teams that combine diverse skills and prioritize communication to ensure insights are clearly understood. Visualization and storytelling help extend the impact by making data accessible to non-specialists, while broad access to both structured and unstructured data enables deeper discovery. To create lasting value, analytics should be operationalized, moving from descriptive to predictive and prescriptive models, all underpinned by sound governance that balances innovation with ethics and public trust.

      • BP-1303 Develop Training Strategy

        When developing a training strategy, an organization should ensure that training activities are balanced and address the full spectrum of objectives, ranging from localized business operations to large-scale, high-intensity missions. Resource considerations must guide the design of training programs, ensuring that they are both high quality and broad in scope, while also exploring opportunities to link training with affiliates where it is mutually beneficial and cost-effective. The organization’s level of ambition should shape the overall vision and provide direction for strategic leadership, ensuring that training efforts align with long-term goals. Finally, training objectives must be time-bound and connected to broader strategic objectives, ensuring relevance, focus, and measurable progress.

    • BP-1165 Strategic Concept Development

      Define strategic concepts and long-term vision is a governance and planning process used to help groups to define a vision and develop practical ways to enact change. Implementing this process into an organization's efforts supports developing a clear mission, building consensus, and grounding an organization's strategic objectives.

      • BP-1914 Reflection Phase

        A series of seminars hosted by individual allies is organized to enhance the strategic debate by engaging stakeholders, cooperating entities , and relevant actors in focused discussions on different aspects of the Strategic Concept. One seminar examines the core tasks and functions, while another explores its role within a broader network of security actors, emphasizing contributions to global civil and military crisis management and cooperation with international organizations and NGOs. A third seminar addresses the security environment, and a fourth focuses on capabilities, including planning, transformation, and procurement planning, which requires flexibility and prioritization. In addition, groups of experts will analyze other relevant topics as appropriate, ensuring a comprehensive exploration of the organization's future direction.

      • BP-1193 Consultation Phase

        Following the seminars, experts visit allied capitals to discuss their findings and proposals with governments and, where possible, parliamentary committees. Public outreach events are organized on these occasions by the capitals concerned. Finally, the experts present their analysis and recommendations to the head of enterprise (Secretary General). Based on the experts’ analysis and recommendations and allies’ initial reactions, the Secretary General produces their own report on elements in a draft Strategic Concept. It is submitted to governments and the Secretary General collects political guidance from the governments to refine the draft Strategic Concept.

      • BP-1319 Drafting and Final Negotiation Phase

        The Head of Enterprise (Secretary General) prepares their draft of the strategic concept, and meets with alliance Permanent Representatives to discuss the evolving draft. Finally, the Secretary General presents the Strategic Concept text to alliance leaders at a suitable coordination event. After approval and any necessary ratification by Heads of State and Government, the text becomes a new alliance Strategic Concept.

    • BP-1840 Policy Development

      The business process for Policy Development enables the development of the measures and initiatives that governments do or do not take in relation to decision-making and strategic goals, such as when and how to commit military forces. Defence policy identifies threats of hostility and aggression based on intelligence analysis, and defines military scope of national security, defence alliances, combat readiness, the defense enterprise and its military forces and the use of military technology. It also defines the national defense strategy, the "when" of committing military forces and the strategic posture, the "how", towards any possible threats. The more options a defence policy provides to the government, the better it is considered in its formulation. The defence strategy and military doctrine are developed though strategic policy and capability development processes. Defence policy is created through making important organizational decisions, including the identification of priorities and different alternatives such as defence personnel and technology programs or budget priorities, and choosing among them on the basis of the impact they will have on the overall development. Defence policies can be understood as political, management, financial, administrative and executable mechanisms arranged to reach explicit military goals and objectives. There is no general process on how to develop defence policy, nevertheless there is a set of are common activities that many nations use when developing defence policy.

      • BP-1091 Assess the Security Environment

        Assessing all forces, entities, and systems that are external to an organization but can affect its operation. Analyze far-reaching currents in the macro situation, assess the competition, evaluate technological changes, and identify societal as well as ecological issues of concern. Create a big-picture understanding of externalities, with sufficient depth across individual aspects.

      • BP-1310 Direct Strategic Response

        Writing an organization's strategic response will necessitate an enduring process of strategic thinking underpinned by enhanced understanding. In turn, that will require strategic situational awareness of the current environment and the ability to exercise strategic anticipation of what might happen in the future. Those levels of understanding will take time to acquire and will necessitate significant engagement with collaborating nations, academia and other stakeholders. Key steps to developing a strategic response include: • Achieving an enhanced understanding of ends, ways and means as they apply to an organization’s instruments of influence. • Setting appropriate objectives in line with strategic requirements and determining priorities against those. • Accounting for the need to coordinate employment of all levers of influence to achieve the organization’s strategic objectives. The strategy will also need to reflect the reality that many challenges require a comprehensive approach across the global community involving a wide spectrum of instruments of influence. • Determining and agreeing the effects that the organization’s instruments of influence will be required to deliver. • Developing metrics and measures of effect to allow assessment of the delivery of effects against ends to ensure that the organization’s instruments of influence are employed efficiently and coherently to maximise its outputs and the effects achieved. • Ensuring that the strategy is aligned with extant planning and capability development processes, which will secure the means required for its successful implementation.

      • BP-1944 Review Strategic Readiness

        Operational readiness is the ability of a unit, formation, ship, weapon system, or equipment to carry out its intended missions, while structural readiness reflects the overall size and composition of the force and how prepared the defense enterprise is to conduct its mission. The distinction lies in balancing capabilities available immediately with those that can be generated in the future, requiring strategists to answer the questions: Ready for when? and Ready with what? Since resources do not allow all units to remain fully prepared at all times, decisions must be made about what capabilities belong in active forces and what can be placed in reserves. Reserve forces need time to mobilize, with activities including training, equipping, medical and administrative preparation, and deployment of platforms, often taking months. Assumptions about how quickly political leadership will authorize mobilization and the amount of strategic warning available are central to force design. If policymakers assume sufficient time before a crisis, more of the force can be maintained at lower levels of operational readiness. Ultimately, the expected type of conflict, combined with assumptions about warning and decision-making timelines, guides structural choices about the size, readiness levels, and mix of the force.

      • BP-1941 Review Nuclear Posture

        Whilst many nations aim to realize a world without nuclear weapons, it is impossible to abolish nuclear weapons soon. Those nations that have access to nuclear weapons will review their nuclear posture to respond to changes in the nuclear security environment such as nuclear terrorism and nuclear proliferation.

      • BP-1487 Guide Defence and Force Planning

        In developing Defence and Force Planning Guidance, an appropriate review body will reflect the contemporary security environment and the political, military, economic, legal, civil, environmental, scientific and technological factors that could impact on the development and delivery of required capabilities. The initial draft will also take into account: the organization’s assessed long-term ‘direction of travel’; inputs from the organization leadership, other organization staff entities and the planning domains; appropriate intelligence and threat analyses; as well as relevant lessons learned from operations, exercises and other activities. The substance of the draft Guidance, in particular the formulation of the organization’s Level of Ambition for planning purposes, is solely the prerogative of affiliates. The organization’s Level of Ambition should be expressed in a way that will support the determination of the quantitative and qualitative pool of forces and capabilities needed to meet it. The draft of the Guidance will be developed and agreed by affiliates and then submitted to the organizations coordinating council for endorsement and subsequent approval by affiliate leadership.

      • BP-1879 Prioritize Capability Development

        This process is intrinsically interlinked with the Defence Planning processes, with the output of the Assess Capabilities process informing the prioritization of alliance capability development. It is important to recognize affiliate capability priorities may not always align with wider alliance priorities, and managing any divergence is a necessary function of this process.

      • BP-1894 Provide Policy and Military Advice

        As changes to the strategic environment become apparent to the organization's governing council through the Maintain Strategic Situational Awareness process, they will task appropriate policy planning committees to generate advice on specific issues and threats. These policy planning committees will then instigate programmes of work to develop suitable responses and recommendations for endorsement by the organization's governing council.

    • BP-1528 Industry Development

      Defence industrial development aims to strengthen national autonomy and technological leadership by maintaining a domestic defence industry that adapts to emerging threats, rather than relying on converting commercial production in times of crisis. While this enhances self-reliance, it is costly, and governments must decide which capabilities to sustain at home to preserve skills, technology, jobs, or assured supply, and where to rely on alternatives. These alternatives include trading defence equipment internationally and forming alliances to pool resources with like-minded nations. Defence trade is thus a vital element of security policy, though usually limited to trusted allies. The growing use of commercial off-the-shelf (COTS) technologies adds further complexity, making international cooperation and governance essential through a web of alliances and agreements that balance both economic and security considerations.

      • BP-1878 Prioritizing Defence Industrial Development

        Aligning own capability priorities with those of international cooperating entities is challenging but can leverage synergies and result in long term cost savings. Prioritizing National Defence Industrial Development should be conducted as a collaborative process of ensuring a transparent, cooperative and cost-effective approach to meet essential enterprise capability requirements, without compromising national interests.

      • BP-1832 Plan National Industrial Specialization

        When under budgetary pressure, Nations often make unilateral decisions when shaping their equipment plans. When this happens, other nations can fall under an increased obligation to maintain certain capabilities. Such specialization "by default" is the inevitable result of uncoordinated budget cuts. The organization should encourage specialization "by design" so that members concentrate on their national strengths and agree to coordinate planned defence budget cuts with the associated nations. This process then ensures that the organization retains highly specialized capabilities within the industrial bases of its members without compromising national requirements.

      • BP-1293 Develop Industrial Cooperation Mechanisms

        Acting together, nations can develop capabilities which they could not afford individually, for example by sharing the often considerable development costs of complex military capabilities, and achieving savings simply through economies of scale. Cooperating groups of nations may take different forms, such as a small group of nations led by another nation, or strategic sharing by those who are close together in terms of geography, culture or common equipment requirements.

    • BP-1106 Business Modelling

      A business model describes the rationale of how an organization creates, delivers, and captures value in economic, social, cultural or other contexts. The business model is an outcome of creating new organizational structures or changing existing structures to pursue a new opportunity. The business models of an organization are critical for its business success. New services and products must fit the existing business model, unless the organization is expressly willing to adapt its model to support the new product or service. Evaluating fit with the business model early and often throughout the development process helps prevent costly mistakes. The processes of developing, maintaining and evolving business models form a part of business strategy. Business model development generally refers to the activity of designing an organization's business model. It is part of the business strategy process and involves design methods. There is a difference between crafting a new business model when none is in place, and maintaining or reconfiguring an existing business model. The differences between the two processes are profound (for example, lack of resource in the former case and inertia and conflicts with existing configurations and organizational structures in the latter). The two sub-process are not mutually exclusive, meaning reconfiguration may involve steps which parallel those of designing a business model.

      • BP-1287 Develop Business Models

        Creating a model that describes the goals of an organization and the business processes needed to achieve those goals. This involves information gathering, securing necessary approvals and authorizations, integrating with preexisting models, including the general business concept and business strategy, and formally accepting the model as the basis for organization's day-to-day operations.

      • BP-1650 Maintain Business Models

        Revising and updating business models to reflect the changes in the services, product inventory, market behavior, available resources or accrued expenses. Determine how and when to modify the accepted business model in response to incoming feedback.

      • BP-1340 Establish Business Model Governance

        Creating and implementing a strategy, responsibilities and control mechanisms for managing business models that are timely, efficient and cost-effective. Business model governance includes Force Performance Management: the relevance of activities of the military force in relation to strategic outcomes and the overall political priorities. The Performance of military forces in delivering its activities in terms of: • Efficiency –- the extent to which expected outputs are produced with the least amount of input (resources). • Effectiveness -– the extent to which the Fleet is achieving its expected outcomes. • Economy –- the extent to which costs of resources used are minimized but having regard for quality and quantity.

    • BP-1812 Partnering

      Most Governments seek to contribute to the efforts of the international community in projecting stability and strengthening security outside of their national territory. One of the means to do so is through cooperation and partnerships. Governments develop and maintain a network of partnerships across their region or around the globe. Governments pursue dialogue and practical cooperation with these governmental and non-governmental stakeholders on a wide range of political and security-related issues, from shaping policy to building defence capacity, developing interoperability and managing crises. Successful partnerships require extensive pre-mission preparation, in-mission coordination and post-mission evaluation. Broadly speaking, the Defence Enterprise opens up parts of its processes, procedures and structures to the participation of all stakeholders, allowing them to make concrete contributions through these. In some cases, special programmes may be created to assist and engage all stakeholder on their specific needs.

      • BP-1192 Consultation

        The business process of consultation supports the regular exchange of information, opinions, and decisions among affiliates, with the aim of reaching consensus on policies and actions. In the context of cooperating military organizations, consultation is especially important as it ensures that decisions reflect shared understanding and agreement rather than unilateral action. By facilitating open communication, consultation strengthens coordination and builds a foundation for collective decision-making. Military organizations serve their nations, but in collaborative environments, they must also consider the needs, expectations, and priorities of participating nations and other cooperative entities. Consultation enables leadership to better understand these perspectives, ensuring that cooperation provides mutual benefits. This is achieved through active engagement, where organizations maintain both formal and informal channels of communication to support dialogue and alignment. These channels may include formal meetings, focus groups, or requests for written responses to proposals and plans. The purpose is threefold: to allow organizations to express their needs and expectations, to provide opportunities to comment on initiatives aimed at delivering shared benefits, and to address concerns that voices are being overlooked. In doing so, consultation not only improves cooperation but also builds trust and legitimacy in the development of policies, standards, strategic plans, and multilateral capability initiatives.

      • BP-1286 Develop and Maintain Interoperability

        Interoperability is the ability to operate together using harmonized standards, doctrines, procedures and equipment. It is essential to the work with multiple participating nations for achieving common tactical, operational and strategic objectives. Interoperability can occur in various organizational environments. Based on ISO 14258, interoperation occurs between two (or more) entities in one of the following ways: integrated, unified or federated. The federated situation is the most probable scenario for full interoperability because in many situations it is the most efficient (economically feasible) solution to work together with multiple participating nations.

  • BP-1481 Generate

    The "Generate" business process area is composed of the underlying activities and procedures to support the tasks of planning, organizing, directing, resourcing and controlling the efforts of the enterprise to transform military forces and capabilities to meet long-term objectives as set and ruled by the governance processes. The Generate Processes covers determining required defence capabilities and options for capability development according to possible scenarios of security threats; as well as developing capabilities and forces as directed by governance. Force and Capability Development encompasses all capability dimensions (Doctrine, Organization, Training, Material, Leadership, Personnel, Facilities and Interoperability). The "Generate" business process area has the following breakdown: • Defence Planning – Outlines the necessary development, reform, and transformation efforts required to address future challenges based on national security and defence policies, including future force structure planning. • Research and Innovation – Supports both immediate operational needs and long-term solutions by developing new methods and leveraging capabilities to defeat adversaries and enhance overall security capacity. • Standardization – Facilitates the development and adoption of common standards among nations and military forces to improve resource efficiency, interoperability, safety, and operational effectiveness. • Readiness Evaluation – Verifies and validates capabilities through exercises and operations, ensuring compliance with organizational standards and requirements, guided by a formal verification plan. • Capability Development – Identifies and develops solutions to support future missions, considering operational environments, enemy capabilities, and ongoing modernization efforts to keep military systems effective and relevant.

    • BP-1260 Defence Planning

      Defence and security planning outlines specific changes (development/reform/transformation) required in response to the needs of, threats to, and vision and objectives for national defence, articulated in the national security and defence policies/strategies. Security and defence planning, particularly long-term defence planning defines the means, including the future force structure, which would allow defence and security sector institutions to deal effectively with likely future challenges. Security sector and defence planning is an integral component in support of security and defence policymaking. Security and Defence Planning encompasses the planning of armaments, logistics, command, control, communications, resources, civil-military emergencies, and in some cases, nuclear planning. Security and Defence Planning is done in the framework of governance processes that address security and defence policies and national security objectives. Security and Defence Planning represents the process via which security objectives translate into security and defence capabilities.

      • BP-1348 Establish Planning Guidance

        The process for Establish Planning Guidance describes activities to develop a unified guidance document for defence planning which sets out the overall aims and objectives to be met. The highest-level guidance document is published at the political level, and that document should be agreed at the highest civilian / political levels to represent an expression of the goals of the governing body. A subordinate military guidance for planning, coming from senior military leaders, may provide further details and clarification of the political guidance and take specific military judgement on achieving the aims and objectives into account.

      • BP-1284 Determine Requirements

        The process to Determine Requirements takes strategic or operational guidance and identifies the complete set of capabilities considered necessary to meet the quantitative and qualitative ambitions set out therein. A structured, comprehensive, transparent and traceable process, which uses analytical support tools and relevant subject matter expert analysis, will be utilized. The output of this analysis is a single set of requirements that spans the planning horizon from short to long-term, to support the efforts of all planning domains. The process uses, amongst other things, intelligence, results from previous planning cycles, including responses to Capability Reviews, established conceptual analyses and lessons learned both from operations and exercises as well as other activities.

      • BP-1083 Assess Capabilities

        Capabilities define what an organization must be able to do in order to achieve the outcomes set by its overall strategy. They serve as the fundamental building blocks of the defence enterprise, distinct from one another and generally stable over time. Defence organizations maintain a portfolio of capabilities that can be combined in different ways to deliver results. However, each capability is only effective if properly managed throughout its lifecycle, which typically includes requirements, development and acquisition, operational use, and eventual disposal. A Capability Map provides a structured view of the defence enterprise by visualizing its capabilities at a given stage of maturity, whether current, planned, or future. Capabilities can be broken down into more specific elements, linking strategic direction from the top down with supporting components and assets from the bottom up. This makes the Capability Map a vital tool for aligning assets such as weapon systems and command-and-control networks with strategic goals. By comparing requirements with the map, defence planners can identify capability gaps, assess risks, and determine how these gaps affect the achievement of strategic objectives.

      • BP-1019 Address Capability Gaps

        The process to address capability gaps describes the activities necessary to compare and determine requirements and assessed capabilities against the baseline capabilities of a defence organization, and determine the mission parts that require capability development in order to be fulfilled.

      • BP-1751 Monitoring and Evaluating

        Monitoring – the systematic process of collecting, analyzing and using information to track a defence planning system's progress toward reaching its objectives and to guide management decisions. Monitoring usually focuses on processes, such as when and where activities occur, who delivers them and if the processes are conducted as planned. Monitoring is conducted after a planning cycle has begun and continues throughout the entire planning period. Evaluation – the systematic assessment of the defence planning system's overall performance. Evaluation focuses on expected and achieved accomplishments, examining the results chain (inputs, activities, outputs, outcomes and impacts), processes, contextual factors and causality, in order to understand achievements or the lack of achievements. Evaluation aims at determining the relevance, impact, effectiveness, efficiency and sustainability of interventions and the contributions of the intervention to the results achieved. An evaluation should provide evidence-based information that is credible, reliable and useful. The findings, recommendations and lessons of an evaluation should be used to inform the future decision-making processes regarding improving the defence planning system's.

    • BP-1934 Research and Innovation

      A central element of military science is developing methods to defeat adversaries by leveraging available capabilities alongside emerging concepts. To achieve this, many military organizations pursue a dual-track approach to capability development: accelerated innovation programs that address immediate operational needs and longer, traditional acquisition processes that provide structured, sustainable solutions. The Research and Innovation process underpins both tracks, consisting of business processes designed to support research, accelerate capability development, and advance overall security capacity. The outcomes of research primarily serve to establish new capabilities or enhance existing ones for military and security purposes. A secondary but important consideration is the dual-use potential of technologies, which can benefit the wider commercial sector. Given the rapid pace of technological change, the military invests in broad research to guard against strategic surprise, often in close cooperation with academia and industry. This collaboration ensures access to cutting-edge expertise while spreading the risks associated with innovation. Research and innovation processes follow a structured path, beginning with the identification of research priorities, management of portfolios and risks, and initiation of specific programs or projects. These efforts typically progress through exploratory studies, incremental research, development, and evaluation, leading either to continuation, termination, or transition of results into capability development. Because military research explores disruptive and high-risk technologies, it relies on strong risk management, often through iterative approaches. Technology Readiness Levels (TRLs) are commonly used to measure maturity, helping determine when research outcomes are ready to move into mainstream capability development with acceptable levels of risk.

      • BP-1957 Scientific Research

        Maintaining advantages depends upon leveraging advanced knowledge and emerging disruptive technologies, which present both opportunities and threats to the organization. In the business domain, disruptive innovations create a new market and value network which eventually disrupts the existing market and value network, thus displacing established market leading firms, products, and alliances. For the military, disruptive technologies transform defence capabilities and methods, shifting the force balance and unhinging opponent capabilities. These emerging and disruptive technologies are heavily driven by commercial investments and interests, and clearly must be leveraged to meet military capability requirements and minimize vulnerability to potential threats. A viable S&T strategy sets the direction for an organizations scientific research to reap the benefits of global S&T by: accelerating capability development; providing timely and targeted scientific advice to the affiliates and organization leadership; and building a thriving and diverse S&T community. Achieving these goals requires strengthening the organization S&T network, including increasing participation of non-traditional players from Industry and academia. It also involves: focusing the organization’s S&T programmes of work on critical affiliate capabilities; actively pursuing disruptive and emerging S&T; connecting, converging and consolidating high-impact projects; producing more prototypes; promoting demonstrations; and utilizing the novel and time-relevant S&T results toward affiliate and alliance capabilities and decision-making.

        • BP-1675 Manage Research Portfolio

          Military Research conducts initial research, development, and testing of new technologies to improve military operations and ensure technological superiority over potential adversaries. As a result, some investments focus on conducting research to generate scientific knowledge, exploring new technologies, demonstrating the feasibility of a technology concept, and pursuing other science and technology endeavors. The research portfolio management processes align overall military strategy, the research and innovation strategy, risk tolerance, resource capacity, and evaluation results. Portfolio management requires active management of the collection of programs/projects within the portfolio. Military organizations are typically large enterprises with multiple stakeholders, so typically a multi-tiered execution portfolio concepts, tailors capability value modelling to inform decisions relative to resource allocations from the governance level to portfolios to programs. The models can assist with optimizing portfolio effectiveness of capabilities while balancing short-term needs with long-term capabilities, especially for weapon and combat-oriented information systems. The challenge for a military organization is finding the right balance between developing breakthrough or “disruptive” technologies—those considered to be innovative—and investing in moderate, “incremental” technology enhancements. This often results in a bi-modal approach with two research portfolios, one for incremental research & development (IRD) and the other one for disruptive research & innovation (DRI). Each portfolio needs to develop its own set of critical questions on portfolio value and risks that drive a missions/capability value case that informs strategy.

        • BP-1549 Initiate Research

          Processes for initiation of a research program or project, including funding, selection of research partners and conducting exploratory or feasibility studies to determine the scientific, technical and commercial merit and feasibility of new ideas.

        • BP-1177 Conduct Research

          Military research projects and programmes are typically conducted iteratively or in spirals. Each increment or spiral will execute a defined research or development task. After completion, the results will be assessed to decide if the research/development should continue or stop, or if the results are mature enough to start the transition into acquisition and operational use or to be incorporated into existing capability development programmes.

        • BP-2106 Transition Research

          Transition Research involves the process of moving research results, such as new technology, from the science and technology environment into operational military field units for evaluation. Once evaluated, these technologies can be integrated into existing capability development programs or serve as the foundation for new capability initiatives. This process ensures that innovative solutions developed through research are effectively transitioned into practical use, helping the military maintain technological superiority and operational efficiency. However, achieving a successful prototype does not guarantee that large-scale, reliable, and cost-effective production is feasible. Transitioning a technology from laboratory development to full-scale manufacturing presents many challenges, primarily due to process variability and inherent randomness in manufacturing operations. As technologies become more complex, there is an increasing need for close coordination between research, acquisition, and supply chains to mitigate risks and ensure reliable transition outcomes. The transition pathway for a research project is inherently dynamic and requires continuous management and adaptation. This involves two interconnected sub-processes: planning and implementing the transition. Throughout the project's lifecycle, research teams must revisit and adjust their transition plans to address evolving needs within the acquisition, industry, and operational communities. Successful transition planning aims to identify end-user communities, secure funding, find opportunities for testing and demonstration, and collaborate with participating nations and external entities. It also emphasizes the importance of visibility and thought leadership to highlight the significance and potential impact of the research and its technological innovations.

      • BP-1377 Experimentation

        Experimentation is the application of the experimental method to the solution of defence capability development problems, potentially across the full spectrum of conflict types. Experimentation offers a unique means to support the development and transformation of military forces by advancing the knowledge of complex networked systems and capabilities and their potential for developing them further for future fielding.

        • BP-1200 Control Experimentation

          Experimentation is intrinsically a controlled activity, although the degree of possible and required control varies from case to case. The experiment design should be explicit in describing which variables must be controlled in order to prevent rival explanations for the findings, and which variables can be allowed to remain uncontrolled though usually recorded. It should also describe the control regimes to be put in place to ensure that this occurs in practice. The identification of intervening variables and learning effects must be well understood. However, simply outlining the required measures in the experiment design document is not sufficient. The experiment director and his team must actively seek to impose the required controls throughout the planning and execution phases of the experiment.

        • BP-1274 Design Experiment

          The experiment design process is a logical journey from the questions to be answered, or hypotheses to be tested, to the detailed definition of the experiment. Thus the experiment design is the cornerstone of the control regime throughout the life of the experiment, since it sets out in broad terms what needs to be done. Success in designing experiments is rooted in early stakeholder engagement to establish objectives and intent. An integrated analysis and experimentation campaign goes a long way toward providing the framework for detailed stakeholder guidance. Furthermore, nothing allows for the control of variables during experiment design more than early, firm decision making. The longer decisions on scenario, participation, funding, technical environment, and study issues are allowed to linger, the more options the experiment designers must keep open and the harder it is to control the variables that can affect the outcome of the experiment.

        • BP-1827 Plan Experiment

          The planning of major defense experiments requires a management team, which takes the decisions required to settle high-level issues, has oversight on the activities of the various teams, and ensures that the experiment planning and organization develops toward the objectives in a timely manner. A series of reviews throughout the planning period is usually necessary to ensure that the process of preparing for the experiment is remaining on track. For larger experiments, e.g., joint or coalition ones, it is common to employ conferences for this purpose, organized and run by the management team; typically three or four might be used.

        • BP-1370 Execute Experiment

          The experiment management team usually transforms into the control staff during execution. The controller’s role is to ensure that the experiment is progressing according to schedule or to be on top of the situation if it is not. The controller observes the players and collects their input daily and works closely with the analysts in monitoring the progress of the experiment. The controller provides feedback to the experiment director and implements changes as required to ensure the event achieves the experiment objectives. In doing so, the controller must deal with military judgment (observations from the players) and scientific objectivity (input from the analysts).

        • BP-1056 Analyze Experiment

          The analysis or assessment team for an experiment should ideally be derived at least partly from the experiment design team, and they should work closely with the team responsible for the concept under experiment and the team responsible for providing the experiment’s technical environment. Initially, they should review the concept and approach planned to conduct the experiment and prepare an analysis plan to meet the needs of the experiment design. During the course of an experiment, analysts compare observations and results and begin to integrate their views of what is being learned from the experiment. As sufficient data is collected, analysts begin to form preliminary insights. However, the temptation to announce some startling finding (especially one that it is believed the experiment sponsor will like) should be resisted at all costs, because it is quite likely that when the analysis is complete, that finding will at best need to be modified, and at worst, changed altogether. Thus, first impressions should generally be conservative; this is an important control consideration.

      • BP-1164 Concept Development

        Concept development involves applying scientific methods and structured thinking to create future military capabilities. It is primarily a forward-looking process focused on exploring and evaluating new ideas before committing significant resources. The main goal is to identify potential solutions to capability gaps or shortfalls. Unlike a traditional, linear process, concept development progresses iteratively, with ideas refined through hypothesis testing and dialogue. This approach allows concepts to evolve over time as they are explored for their merit and feasibility, often forming and reforming in response to new insights and evidence. For a concept to be truly valuable, it must undergo a validation process where it is tested and either accepted or rejected by relevant stakeholders. Validation is a rigorous and often disorderly process that involves both formal activities—such as workshops and experiments—and informal activities, like exercises within operating forces or discussions in professional circles. This process ensures that a concept is not only approved on paper but also accepted and understood by the institution's community. The interplay between development and validation helps strengthen promising ideas, and open debate and testing are essential to ensure that the final concept is both feasible and valuable for military use.

        • BP-1864 Prepare Concept Development

          Preparing for concept development begins with identifying a clear problem or opportunity, along with potential solution ideas and evaluation criteria. Since each concept will be unique, it’s essential to define specific requirements tailored to the particular development activities. The development approach involves assembling method components that ensure the final results can be effectively measured against the established evaluation criteria. These methods should be adaptable, taking into account the nature of the problem, available resources, and the expertise within the methodology to ensure a focused and efficient development process. A crucial part of the preparatory activities is conducting a comprehensive review of relevant literature. This review aims to describe, summarize, and document the historical development of the problem or opportunity, as well as the operational and technological factors involved. It should include a wide range of sources such as research reports, defense publications, first-hand accounts, and previous concept development work both nationally and internationally. Such thorough literature review helps avoid duplicating efforts, provides valuable insights, and fosters new knowledge. Since quality literature review takes time, careful planning is needed to allocate sufficient resources, ensuring the review remains focused and manageable, ultimately contributing significantly to the success of the capability development project.

        • BP-1264 Define Problem Area

          The process of problem formulation and scoping involves breaking down the different aspects of the problem area and creating suitable and manageable goals. This breakdown process will normally entail a detailed analysis using Delphi techniques, analyses, seminars, experiments, studies and operational experience. In particular experiments in the form of open, two-sided war gaming, possibly run as seminars, can be very effective problem formulation tools, because they will include experienced commanders and a simulated opposition force early on in the development process, which can facilitate the research of the concept and the development of theories for the analyses that will follow. Methods such as Morphological Analysis (MA), SWOT Analysis, Influence Diagrams (ID), and System Dynamics (SD) are useful for scoping problems, especially when dealing with complex "Wicked" problems. These approaches often require external expertise, as they help clarify issues that are not immediately obvious and may go beyond the internal capabilities of the armed forces. Problem structuring methods (PSM), which include techniques like Soft Systems Methodology (SSM), SODA, and the Analytic Hierarchy Process (AHP), are commonly used to assist in problem formulation. Across all these methods, having access to external expertise is typically a crucial prerequisite for effective problem understanding and solution development.

        • BP-1168 Conduct Concept Development Iteration

          A Concept Development Iteration involves two primary activities: postulating a hypothesis and testing it. With each cycle, the level of detail and complexity grows, starting with initial studies, analyses, seminars, and workshops to evaluate the concept. Early testing may include assessments of capability gaps, SWOT analysis, and Cost Benefit Analysis (CBA). As the iteration progresses, more complex methods such as war gaming, modelling and simulation (M&S), and larger experiments like field trials and demonstrations are incorporated to refine and validate the concept further.

        • BP-1357 Evaluate Concept

          At the end of multiple CD iterations, the results must be analyzed (e.g. using feasibility analysis, sensitivity analysis, variation analysis and methods from Multiple Criteria Decision Making (MCDM), often known as Multiple Criteria Decision Analysis or Multiple Criteria Decision Aid (MCDA) to evaluate the overall concept against the criteria set in the preparatory stage.

    • BP-2035 Standardization

      The business process for Standardization enables the development and implementation of standards based on the consensus of different parties. Nations need to share a common set of standards, especially among military forces, to carry out multinational operations. Standardization allows for more efficient use of resources and thus enhances the operational effectiveness of military forces. Standardization helps to maximize compatibility, interoperability, safety, repeatability, or quality. Cooperating with participating nations and external entities greatly increases the effectiveness of a nation's defence capabilities when conducting operations. Nations need to also cooperated in the development of their military forces to achieve interoperability – the ability of diverse systems and organizations to operate together - and to prevent duplication and promote better use of economic resources. Standards are normally classified into one of three main areas as follows, although some standards may apply to more than one area: • Operational standards – standards which affect future and/or current military practice, procedures or formats. They may apply among other things, to such matters as concepts, doctrine, tactics, techniques, logistics, training, organizations, reports, forms, maps and charts. • Materiel standards – standards which affect the characteristics of future and/or current materiel to include telecommunications, data processing and distribution. They may cover production codes of practice as well as materiel specifications. Materiel includes complete systems, including command, control and communications systems, weapons systems, sub-systems, assemblies, components, spare parts and materials and consumables (including ammunition, fuel, supplies, stores and consumable spares). • Administrative standards – standards concerning terminology - which apply to both the "operational" and the "materiel" fields - but this category also includes standards which facilitate an organization's administration in fields without direct military application (e.g. reporting of economic statistics).

      • BP-2033 Standard Development

        The standard development process typically involves several key steps, beginning with the identification of a "standardization need" by a stakeholder or stakeholder group. Following this, a formal request is submitted to an appropriate Standards Development Organization (SDO), which then reviews the request for approval. Once approved, the SDO oversees the development of a specification through a fair, multi-stakeholder process, culminating in a multi-party agreement on the specification’s inclusion as a standards document. After final approval by the SDO, the standards are published, making them available for use and implementation. While the overarching goals remain consistent across different SDOs, each organization applies its own rules, processes, and terminology throughout the standards development lifecycle. These organizations are typically governed by boards, committees, and staff who adhere to policies and procedures designed to uphold the integrity and transparency of the process. The development process is initiated by a formal proposal, which then prompts the SDO to facilitate team formation and oversee the project, ensuring that all activities follow established guidelines and standards for fairness and participation. Once an approval is granted to develop a new standard, the sponsor recruits a collaborative team, often called a "Working Group," composed of volunteers from various organizations and interests. These participants, chosen or appointed according to SDO policies, work together to draft, review, and refine the standard. Officers within the Working Group oversee the process, facilitating consensus, decision-making, and adherence to rules, while each participant’s contribution is governed by established guidelines to prevent any one interest from dominating the process. The standard development cycle involves numerous iterations, with drafts undergoing revisions, reviews, and approvals. The finalized draft is endorsed by the Working Group, submitted for review and approval by the Standards Committee, and ultimately published as an official standard. Recognizing that standards are dynamic, they are often updated, amended, or replaced over time to reflect market conditions and technological advancements. Throughout their lifecycle, standards may have various statuses, such as active, withdrawn, or superseded, and may include supplementary materials like errata, amendments, or handbooks to aid in their application.

        • BP-1550 Initiate Standard Development

          Standardization requirements are established through either top-down or bottom-up approaches. These requirements define the capability to be achieved and specify the level of standardization needed. When these requirements are part of an organization’s formal standardization program, they are known as Organization Standardization Requirements (OSRs). The process begins with stakeholders or stakeholder groups identifying a standardization need, followed by submitting a request to an appropriate Standards Development Organization (SDO). Once the request is reviewed, the SDO must approve the project to proceed with the standards development activities.

        • BP-1301 Develop Standardization Solution

          Based on the agreed requirement, priority standardization needs are identified and the standardization objectives (referred to as SOs) are formulated.

        • BP-1022 Agree Standardization Solution

          The formulating or updating of organizational standards is frequently inherently international in character and hence must be coordinated internationally in applicable organization bodies. In view of the wide range of organization activities for which standards are desirable, the formulation of proposed standards will normally be decentralized. Formulation of standards can best be accomplished by multinational bodies of national experts.

        • BP-1899 Publish Standard

          Adopting Organization Standards – Specific proposed standards may not be relevant to all affiliates. A proposed standard may be ratified and designated an Organization Standard if several (not necessarily all) affiliates agree that it is acceptable as a goal for implementation. Promulgating Organization Standards – After sufficient affiliates have ratified the proposed standard it will be promulgated by the organizations standardization body.

        • BP-1655 Maintain Standardization Solution

          Doctrine addressesfundamental principles and has an enduring nature, which makes it less susceptible to short-term policy changes. Consequently, enduring doctrine should be considered when developing policy. Policy and doctrine should strive to be consistent and mutually supportive.

      • BP-2034 Standard Implementation

        Standards alone do not ensure interoperability; they must be actively implemented within capabilities. For technical standards, this involves integrating them into systems, while procedural standards require adoption within workflows and staff training. Often, implementation failures stem not from the specifications themselves but from unknown or misaligned incentives. To mitigate this, it is best practice to clearly define and document the expected benefits upfront, ensuring all stakeholders understand the value and motivation for adherence from the start of the standardization process. Implementing agreed organization standards is generally the responsibility of each affiliate, which should be encouraged and supported through active observation, monitoring, and reporting of implementation outcomes on a case-by-case basis. Best practices to facilitate effective implementation include convening capability program managers from different nations to raise awareness of specific standards, agreeing on timelines for standards deployment, and providing support tools for developers to create interoperable solutions. Additionally, working with implementers to gather feedback, certifying solutions against standards, and evaluating interoperability through practical demonstrations or tests—such as plugfests—are critical steps to ensure standards are effectively adopted and deliver the intended benefits.

        • BP-1888 Promote Standards

          The processes for Promote Standards describe the activities for the promotion and adoption of standards from early engagement through to ratification, promulgation and distribution of standards.

        • BP-1328 Enable Conformance Testing

          The processes for Enable Conformance Testing describe the activities for the setup and execution of testing of a system's conformance to relevant doctrine and technical standards.

        • BP-1342 Establish Certification Programme

          The processes for Establish Certification Programme describe the activities for the verification and certification of conformance to relevant doctrine and technical standards.

        • BP-1382 Facilitate Interoperability Testing

          Interoperability Test Events or Plugfests are group test events that allow participants to collectively test their products or services with each other in accordance with a specific test plan. These test plans are comprised of interoperability tests based on functional aspects of a given standard.

      • BP-1188 Conformity Management

        Conformity Assessment processes involve evaluating whether products, processes, services, and management systems meet applicable standards or technical specifications through methods like testing and inspection. These activities often overlap with Evaluation processes, sharing similar objectives and methods. Conformity assessments can be conducted either by the providers of the products or services themselves or by independent assessment organizations to ensure impartiality. It is important that conformity assessments are carried out prior to the organization’s acquisition of products, processes, or services to ensure they meet the necessary standards and specifications.

        • BP-1526 Indicative Testing

          Executed during product development process to test a new product before conducting third-party Conformity Assessment and/or certification. Any nonconformities can be identified at an early stage, reducing the need for re-testing during a formal compliance test.

        • BP-1823 Plan Conformity Assessment

          Following the receipt of the request of the applicant, this step identifies the relevant standards and the necessary competences and procedures should be applied, which can be a combination of sampling, testing and audit. This step typically involves several key activities, starting with the receipt of the assessment request and a thorough review of related documentation. Based on this review, a decision is made regarding the specific actions needed to assess the conformity of products, processes, services, or management systems. The scope of work is then clearly defined to ensure clarity on what will be evaluated and how. Finally, a detailed Conformity Assessment Plan is developed to structure and guide the entire assessment process effectively.

        • BP-1865 Prepare Conformity Assessment

          The conformance assessment body provides clear instructions to all involved parties, such as inspectors, laboratories, and auditors, ensuring they understand their roles and responsibilities. It also verifies that these parties are capable of performing the tasks documented in the Conformity Assessment Plan. This may include activities like sampling products, conducting laboratory testing, performing factory audits, or carrying out pre-shipment inspections. These actions collectively ensure that the assessment is thorough, consistent, and compliant with relevant standards.

        • BP-1084 Assess Conformity

          This is the analysis of the products, processes, services and management systems, and the evaluation of the results. At the end of this step, conclusions are recorded in a report, where all detected non-conformity is recorded.

        • BP-1098 Attest Conformity

          This is when the decision to certify or attest the conformity is made, which is documented and signed off. Ultimately, the decision is materialized with the issuance of an Attestation or Certificate of Conformity or a Non-Conformity Report.

        • BP-2070 Surveil Conformity

          This type of continuous conformity assessment involves ongoing evaluation of certified products, processes, services, and management systems to ensure they remain compliant with the requirements of the military enterprise, such as within a supply chain. The assessment is usually conducted on a random basis, employing various methods to verify ongoing conformity. Examples include random loading supervision, arrival verification, surveillance of quality management systems, control audits of manufacturing processes, regular inspections, random laboratory testing of products, and checks of factory production registries. These activities help maintain confidence in the continued performance and compliance of certified items over time.

    • BP-1366 Readiness Evaluation

      The processes for Readiness Evaluation describe the activities to verify and validate generated capability in terms of compliance with agreed organizational standards and requirements. Verification may be carried out through exercises and other operations. The verification activity should be carried out on the basis of a verification plan.

      • BP-1791 Operational Readiness Evaluation

        The processes for Operational Readiness Evaluation (OPEVAL) involve a comprehensive assessment and certification of a force package, unit, or headquarters to determine their operational capabilities. This is a multi-level, iterative process, where individual units are certified first, then combined and evaluated as part of an interoperable force package. The goal is to ensure each component meets required standards before integration into larger operational formations. OPEVAL is conducted by an independent organization to validate that the evaluated entity meets specific criteria across various domains, including availability, flexibility, deployability, readiness, connectivity, sustainability, survivability, medical force protection, and interoperability. The evaluation process also uncovers the conditions under which the entity can accomplish its objectives effectively and identifies factors that may limit its performance levels. The overall OPEVAL process is divided into several key sub-processes: managing the OPEVAL program, planning and preparing for evaluation events, conducting the operational assessment, performing technical evaluations, and reporting the results. These sub-processes ensure a structured approach to verifying operational readiness, ultimately providing confidence in the force's capability to operate effectively in relevant scenarios.

        • BP-1673 Manage OPEVAL Programme

          The processes for managing the OPEVAL program encompass activities essential for overseeing the entire lifecycle of the evaluation. This begins with program initiation, where objectives and scope are established. Next is specification, which involves defining detailed requirements and criteria for the evaluation process. Planning follows, covering the development of schedules, resources, and procedures to carry out the evaluation effectively. During the conduct phase, the actual operational and technical assessments are performed, and finally, feedback is gathered to review outcomes, identify improvements, and inform future evaluations.

        • BP-1821 Plan and Prepare OPEVAL Events

          The processes for Plan and Prepare Operational Evaluation (OPEVAL) Events describe the activities for the planning, development of materials and preparation of events supporting the OPEVAL programme.

        • BP-1173 Conduct Operational Evaluation

          The processes for Conduct Operational Evaluation describe the activities for the execution of operational force evaluation against objectives.

        • BP-1178 Conduct Technical Evaluation

          The processes for Conduct Technical Evaluation describe the activities for the execution of technical testing and evaluation against requirements.

        • BP-1920 Report OPEVAL Results

          The processes for Report OPEVAL Results describe the activities for the collection and reporting of the OPEVAL results, its publication and distribution.

      • BP-2080 Technology Readiness Assessment

        A Technology Readiness Assessment (TRA) is a formal, systematic process that uses metrics to evaluate the maturity of essential hardware and software components within a capability. It often employs a maturity scale known as Technology Readiness Levels (TRLs), which are organized based on the characteristics of the demonstration or testing environment where each technology has been evaluated at specific points in its development timeline. This provides a standardized way to measure and compare the progress of different technologies and their readiness for operational use. TRAs are snapshot evaluations conducted at specific points in time, offering a clear view of how well a crucial technology has been demonstrated up to that moment. These assessments can be performed and updated repeatedly throughout the capability development process, with no fixed schedule or number of evaluations required. Key steps include defining the TRA strategy, preparing individual assessments, selecting critical technologies, evaluating their TRLs, reporting results, and planning future technology maturation activities to ensure continuous progress toward full operational readiness.

        • BP-1265 Define TRA Strategy

          The processes for Define TRA Strategy describe the activities for the establishment of the goals and objectives of the assessment(s) and the development of the strategy required to achieve them.

        • BP-1871 Prepare Individual TRA

          The processes for Prepare Individual TRA describe the activities to prepare a single TRA for execution and assessment as part of a strategy and plan.

        • BP-1963 Select Critical Technologies

          The processes for Select Critical Technologies describe the activities for selection of critical technologies and trusted supply-chains for evaluation.

        • BP-1358 Evaluate Critical Technologies

          The processes for Evaluate Critical Technologies describe the activities for the evaluation of selected critical technologies and trusted supply-chains against mission capability requirements.

        • BP-1923 Report TRA Results

          The processes for Report TRA Results describe the activities for the collection and reporting of the TRA results, its publication and distribution.

        • BP-1837 Plan Technology Maturation

          The processes for Plan Technology Maturation describe the activities for the ongoing development and assessment of technologies to meet the mission's goals, objectives and capability requirements.

      • BP-2083 Testing

        The Testing process follows an iterative five-step approach designed to provide objective evidence to support decision-making throughout the development of a capability. The process starts during the early, formative stages of the program, with the Coordination Function for Verification & Validation (V&V) and Testing establishing the information needs of various decision makers. This occurs in alignment with the development of program requirements, the acquisition strategy, and the analysis of alternatives, ensuring testing activities are aligned with overall program goals. The five key steps include assessing testability to determine whether the system or component can be effectively tested, planning the test activities in detail, executing the planned tests, analyzing the results to evaluate performance and identify issues, and finally, reporting the findings. This structured approach ensures that testing provides meaningful insights at each stage, supporting informed decisions about progressing, modifying, or concluding development activities based on objective evidence.

        • BP-1090 Assess Testability

          The process for Assess Testability begins with establishing early feedback on measurability and testability of certain foundation documents that describe the capability under test. Feedback on test requirements and resources needed to support critical issue evaluation and data requirements should help shape the rationale for the given foundation documents that will baseline Step 1 identification of test information required for the decision maker. The required information usually centers on the current capability under test, which may be in the form of concepts, prototypes, EDMs, or production-representative/production systems, depending on the capability development phase. The required information consists of performance evaluations of effectiveness and suitability, providing insights into how well the system meets the user’s needs at a point in time.

        • BP-1838 Plan Test

          The process for Plan Test addresses the pre-test analysis of the evaluation objectives to determine the types and quantities of data needed, the results expected or anticipated from the tests, and the analytical tools needed to conduct the tests and evaluations. The use of validated models and simulation systems during pre-test analysis can aid in determining how to design test scenarios, how to set up the test environment, how to properly instrument the test, how to staff and control test resources, how best to sequence the test trials, and how to estimate outcomes. Test managers determine what valid data exist in historical files that can be applied and what new data must be developed through testing.

        • BP-1374 Execute Test

          The process for Execute Test covers the test preparation, the actual test activity and associated data management. The necessary tests are executed to accumulate sufficient data to support analysis. Data are screened for completeness, accuracy, and validity before being released for further utilization.

        • BP-1063 Analyze Test Results

          The process for Analyze Test Results compares the measured outcomes (collected test data) from testing with the expected outcomes from test planning, tempered with technical and operational judgment. This is where data are synthesized into actionable information. When the measured outcomes differ from the expected outcomes, the test conditions and procedures must be reexamined to determine whether the performance deviations are real or were the result of test conditions, such as lack of fidelity in computer simulation, insufficient or incorrect test support assets, instrumentation error, or faulty test processes. The assumptions of tactics, operational environment, systems performance parameters, and logistics support must have been carefully chosen, fully described, and documented prior to test. Modelling and Simulation (M&S) may normally be used during the data analysis to extend the evaluation of performance effectiveness and suitability.

        • BP-1922 Report Test Results

          The process for Report Test Results describes how the test methods and results are formally documented, coordinated and submitted to the decision maker to decide a proper course of action. This process may also identify additional requirements for test data and iterate the test process again.

    • BP-1111 Capability Development

      The business process for military Capability Development functions to identify and develop solutions that involve a comprehensive mix of elements known as DOTMLPF-I—doctrine, organization, training, materiel, leadership and education, personnel, facilities, and interoperability. This approach considers all aspects necessary to accomplish future missions or achieve desired effects within specific operational environments. These environments include factors like geography, enemy culture and demography, and the overall preparedness of opposing forces. Capability development also involves ongoing efforts to maintain and modernize military capabilities, ensuring that technologies and systems remain effective and relevant through continuous updates and upgrades. DOTMLPF-I serves as a mnemonic for staff planners to ensure a holistic review of all critical issues—termed Lines of Development—during the capability development process. Each element plays a vital role: doctrine governs how forces fight; organization details how forces are structured; training prepares personnel; materiel includes the essential equipment; leadership and education foster effective command; personnel availability supports operational needs; facilities provide the necessary infrastructure; and interoperability ensures systems and forces can operate together seamlessly within and across national and allied forces. Every element is interconnected, and their combined development is essential for a comprehensive, effective military capability. In terms of technology, weapons, and equipment, these assets are designed to fulfill specific functions aligned with operational requirements outlined in national defense policy and planning. Defense development plans aim to provide a broad understanding of capability needs, emerging trends, and potential shortfalls, helping to shape future investments and modernization efforts. By considering all lines of development—both individually and collectively—forces can be prepared to effectively meet current and future operational demands, ensuring strategic superiority and operational coherence across different environments and coalition partnerships.

      • BP-1842 Portfolio, Programme and Project Management

        The Project, Programme, Portfolio Management (P3M) Framework is a comprehensive set of policies, processes, tools, and governance models designed to help organizations realize strategic and tactical benefits from their investments in projects, programs, and portfolios. It provides a structured approach to managing various levels of work, ensuring that activities align with organizational goals and deliver value effectively. This framework promotes consistency and discipline across all aspects of managing initiatives, enabling better decision-making and oversight. Project Management (PM) involves applying knowledge, skills, tools, and techniques to specific project activities to meet defined requirements. Since projects are temporary endeavors intended to produce a particular product, service, or result, project management focuses on delivering outcomes within a set timeframe and scope. Success is measured by whether the project fulfills its objectives, while failure indicates an inability to meet these requirements. Programme Management (PgM), on the other hand, concerns the centralized management of related projects to realize benefits and gain control that would be difficult to achieve individually. Key themes include benefits realization, stakeholder engagement, financial oversight, and governance, all working collectively to support the overarching program goals. Portfolio Management (PfM) oversees an entire collection of projects and programs, prioritizing and managing them to achieve specific business objectives. Its focus areas include strategic alignment, value optimization, risk management, resource allocation, and performance tracking. Overall, the P3M approach aims to enhance transparency, accountability, compliance, cost efficiency, fund utilization, and benefits realization across the organization’s project landscape.

        • BP-1841 Portfolio Management

          In a standard portfolio, portfolio management aims to enhance the effectiveness and efficiency of managing multiple projects and programs that have independent objectives. It focuses on providing a unified approach that supports the successful delivery of these initiatives by establishing a coherent framework for oversight and control. The core components of this approach include creating an infrastructure that enables project and program management, defining management procedures and processes to ensure consistency, and coordinating limited resources to align demand with supply and maximize optimal resource allocation. A structured portfolio also coordinates projects and programs to collectively realize an organization’s strategic goals. Its primary aim is to balance implementing change initiatives with maintaining current business operations, all while maximizing return on investment. Key elements include maintaining a balanced portfolio aligned with strategic objectives despite changing conditions, and improving overall delivery by providing a portfolio-wide view of risks, resources, dependencies, and schedules. This approach ensures that the organization remains agile and focused on achieving its strategic priorities. Effective portfolio management requires continuous review and adjustment of investments to maintain the right balance between costs and benefits. It involves creating and closing projects and programs as necessary to adapt to evolving organizational needs. Additionally, it ensures that change is coordinated with the organization’s capacity to absorb it, avoiding overload and inefficiencies. By removing overlapping or underperforming activities, structured portfolio management helps organizations optimize resource use and deliver maximum value aligned with strategic objectives.

        • BP-1886 Programme Management

          Programme Management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims, programme management is often closely related to systems engineering, industrial engineering, change management, and business transformation. The programme manager has oversight of the purpose and status of the projects in a programme and can use this oversight to support project-level activity to ensure the programme goals are met by providing a decision-making capacity that cannot be achieved at project level or by providing the project manager with a programme perspective when required, or as a sounding board for ideas and approaches to solving project issues that have programme impacts. The programme manager may be well placed to provide this insight by actively seeking out such information from the project managers although in large and/or complex projects, a specific role may be required. However this insight arises, the program manager needs this in order to be comfortable that the overall programme goals are achievable

        • BP-1887 Project Management

          Project management is the process of leading the work of a team to achieve goals and meet success criteria at a specified time. The primary challenge of project management is to achieve all of the project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, quality and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The objective of project management is to produce a complete project which complies with the client's objectives. In many cases the objective of project management is also to shape or reform the client's brief to feasibly address the client's objectives. Once the client's objectives are clearly established they should influence all decisions made by other people involved in the project – for example project managers, designers, contractors and sub-contractors. Ill-defined or too tightly prescribed project management objectives are detrimental to decision making.

      • BP-1110 Capability Development Initiation

        The processes for Capability Development Initiation mark the first phase in the overall Capability Development cycle, with primary goals of defining the scope and setting clear benefit expectations. This phase ensures that the initiation and approval of capability projects are aligned with the organization’s ongoing activities and strategic priorities. It provides a critical foundation to guide subsequent development activities, ensuring they support broader organizational objectives. This initiation phase sets the stage for successful capability development by focusing on five key areas. First, high-level capability requirements are established, emphasizing general capabilities while deferring minor, less critical requirements to later phases to avoid cost overruns and delays. Next, initial market surveys and capability reviews are conducted to identify potential solutions and formulate a strategic approach. Simultaneously, capability architecture development begins to initiate systems engineering efforts. Finally, these activities culminate in the formulation of a comprehensive capability development strategy, after which the program is officially authorized, and the necessary governance and management structures are put into place.

        • BP-1346 Establish High-level Capability Requirements

          The process for Establish High-level Capability Requirements involves identifying the initial capabilities needed to achieve mission goals and objectives. This includes assessing existing operational capabilities to determine gaps and areas that need development. During this phase, risks and issues that could impact the successful achievement of these requirements are identified and managed proactively. As development progresses, the high-level capability requirements are continuously reviewed and updated to reflect new insights, changing operational needs, and emerging challenges. This iterative process ensures that the requirements remain relevant and aligned with the organization’s strategic priorities, providing a clear foundation for subsequent design, development, and implementation activities.

        • BP-1814 Perform Initial Market Surveys and Capability Reviews

          The processes for Perform Initial Market Surveys and Capability Reviews describes the activities to conduct market surveys against established capability requirements to support an initial capability development strategy for the potential acquisition of solutions or solutions components.

        • BP-1545 Initiate Capability Architecture Development

          The processes for Initiate Capability Architecture Development describes the activities to support the initial architected capability development, including capability interdependencies.

        • BP-1341 Establish Capability Development Strategy

          The processes for Establish Capability Development Strategy describes the activities to establish and verify the capability development strategy to meet mission goals and objectives.

        • BP-1100 Authorize Capability Development Programme

          The processes for Authorize Capability Development Programme describes the activities to support the authorization and approval of budgets for agreed capability development to meet mission goals and objectives.

      • BP-1315 Doctrine Development

        The Doctrine Development process focuses on enhancing the operational effectiveness of military forces by reflecting on fundamental principles and incorporating best practices. It is based on existing capabilities and continuously evolves through lessons learned from operations, training, exercises, and validated concepts. As security challenges emerge and change, doctrine adapts to address new threats and gaps, with the development process serving as a means to identify and fill doctrinal voids that may arise over time. Doctrine may also include terms, tactics, techniques, and procedures (TTPs), which are closely related yet distinct elements. While doctrine provides overarching principles and guidance, TTPs offer specific instructions on how to implement those principles in practice. The development of doctrine follows four key sub-processes aligned with its lifecycle: initiating the development project, creating the doctrinal publication, obtaining stakeholder approval, and maintaining or updating the publication. Although primarily aimed at military forces, doctrinal publications are also valuable for participating nations and other stakeholders, helping them understand the organization’s capabilities, operating philosophies, and strategic approach.

        • BP-1546 Initiate Doctrine

          The processes for Initiate Doctrine involve activities to kick-start the development of new or revised doctrine, beginning with identifying doctrinal gaps or voids that require attention. This is followed by preparing and submitting a project proposal, which is then assessed for its relevance, scope, and resource requirements. Once the proposal is validated, it is approved and formalized through promulgation of a project directive, providing clear guidance for further development. Additionally, this process includes harmonizing the new doctrine with existing allied joint publications to ensure consistency and interoperability across forces.

        • BP-1292 Develop Doctrine

          The processes for Develop Doctrine involve activities to create and refine doctrinal publications, starting with assigning custodians, authors, and editors responsible for the development work. The team then conducts the first meeting to plan and coordinate their efforts, followed by studying existing drafts and reference materials to ensure accuracy and relevance. Developing a terminology lexicon helps establish clear and consistent language throughout the doctrine. The draft is then reviewed and classified for confidentiality or dissemination level, and multiple drafts are circulated among stakeholders for feedback and refinement to ensure the final doctrine is comprehensive, clear, and aligned with operational needs.

        • BP-1021 Agree Doctrine

          The processes for Agree Doctrine involve activities to review, finalize, and officially ratify doctrinal publications. Initially, the draft doctrine is staffed among relevant personnel and stakeholders, with comments collected and collated to identify necessary revisions. The custodian or working group then considers these comments to refine the draft, preparing subsequent versions for further review. Once consensus is reached, the doctrine is ratified, promulgated, and issued with an official NATO effective date, marking its formal adoption and readiness for implementation across allied forces.

        • BP-1652 Maintain Doctrine

          The processes for Maintain Doctrine involve activities to ensure the continued relevance, accuracy, and effectiveness of doctrinal publications through implementation, validation, and ongoing review. This includes implementing the doctrine within operational environments and validating its applicability and effectiveness through feedback and assessments. Periodic review of the doctrine is conducted to identify necessary updates or revisions, re-initiating development if significant changes are needed. Once updates are approved, a ratified edition of the doctrine is issued, ensuring all personnel have access to the most current and operationally relevant guidance.

      • BP-1810 Organizational Development

        The processes for Organizational Development involve activities to design effective organizational and force structures that align with strategic objectives. This includes developing organization, force, and unit structures that optimize operational capabilities while ensuring affordability and balance. Additionally, it entails designing occupations, career fields, common jobs, and training requirements to support the workforce needs of the organization. Further activities include developing organizational models to visualize and evaluate different configurations, determining organizational authorizations to define responsibilities and authority levels, and documenting these authorizations to establish clear organizational governance. These steps ensure the force structure is well-designed, properly resourced, and capable of meeting current and future operational demands effectively.

      • BP-2098 Training Development

        The processes for Training Development focus on aligning the military training strategy with assigned missions to ensure the preparation of trained and ready individuals, staffs, and units. These processes provide a capabilities-based approach that integrates training programs with command priorities, existing and planned capabilities, and available resources. Training activities include mission rehearsals for individuals, teams, and units, utilizing doctrine and tactics, techniques, and procedures to prepare forces for strategic, operational, or tactical missions, enabling commanders at all levels to respond effectively to operational requirements. While the application of training processes is intentionally deliberate, it must also be adaptable to changing circumstances. The primary goal is to ensure that military forces are equipped and prepared to deploy a versatile range of capabilities across a broad spectrum of mission scenarios. There are two main types of training: • Collective training – the training of a group of individuals (from crews, teams, squads to entire headquarters staff) to do tasks required of a group as a whole. • Individual training – the training an individual receives, either in training institutions or units, that prepares the individual to do specified duties and tasks.

      • BP-1929 Requirements Engineering

        The processes for Requirements Engineering encompass activities that support the definition, documentation, and ongoing maintenance of requirements within the Capability Development process. These activities vary significantly based on the type of capability being developed and the unique practices of the involved organizations. They aim to ensure that requirements are well-understood, accurately captured, and aligned with operational needs and objectives. These activities are typically organized into six steps, often depicted as a chronological sequence, though in practice they frequently overlap and occur iteratively. In larger programs and projects, requirements are rarely fixed or fully modeled from the outset; design activities may commence even as requirements are still being investigated or refined. The key steps include requirements inception or elicitation, analysis and negotiation, developing architectural concepts, specifying detailed requirements, validating these requirements, and establishing processes for their continuous management throughout the capability lifecycle.

      • BP-2018 Sourcing

        The processes for Sourcing describe activities to ensure that all material, weapon systems, facilities and/or related services and supplies are delivered in line with the appropriate requirements and based on suitable agreements. Those agreements are necessary to procure product and services on schedule and set up the required supply chains, within defined costs and with a specific performance. These key elements must be in balance.

        • BP-2063 Supply Chain Development

          The Processes for generating a Supply Chain ensure that a capability is provided with products and/or services that are in line with the appropriate requirements based on a suitable agreement. The supply process also responds to and corresponds with the acquisition process. It is not the nature of most military capability programmes to produce parts of the system or to provide services by itself. A military supply-chain requires a cross-functional approach to procuring, producing and delivering products and services for military capabilities. Military needs call for reliability of supply during peace and war, as compared to price and technology factors. In military supply-chains, due to the high costs of a stock-out, keeping larger inventory for consumables is a more acceptable practice. Some examples of these are food and forage, clothing, spare parts, ammunition, or POL (Petroleum, oil and lubricants). The broad management scope includes sub-suppliers, suppliers, internal information, budgeting and procurement. In general most suppliers are other organizations, agencies or industry. The relevant activities in relationship with setting up a the non-military elements of a supply-chain are typically provided in conjunction with the acquisition process.

        • BP-1885 Procurement Management

          The business process for Procurement Management ensures that all assets and services procured from external organizations — such as government agencies or industry partners — meet the specified requirements and are secured through appropriate agreements. Recognizing that the military cannot produce all parts of a capability internally, this process emphasizes the importance of collaborating with entities who provide products, support, or services. Establishing clear and balanced agreements with these entities is essential to ensure timely delivery, cost control, and meeting performance standards. Procurement activities cover the entire lifecycle of establishing and managing agreements that translate stakeholder needs into accepted products or services. This includes identifying and specifying requirements for goods and services, conducting market research to identify potential suppliers, and requesting proposals or quotations through RFPs and RFQs. Once proposals are received, the process involves preparing acquisition agreements, evaluating supplier performance, and addressing any issues that arise to maintain a productive supplier relationship. Additionally, procurement involves arranging and receiving the procured items, performing quality assurance checks to verify standards are met, and analyzing the overall results of the procurement activities. Continuous management of supplier relationships and performance is crucial to ensure that deliverables align with contractual obligations, supporting the overall effectiveness and efficiency of capability development and sustainment efforts.

      • BP-1067 Architecting

        The processes for Architecting support the development of architectures for many purposes, and their development can be described as both a process and a discipline. Architecting is a practice for conducting enterprise analysis, design, planning, and implementation, using a holistic engineering approach at all times, for the implementation of strategy. Architecting applies principles and practices to guide organizations through the business/mission, information, application and technology changes necessary to implement their strategies and to develop capabilities that deliver solutions that can meet an organization’s needs to achieve its mission.

        • BP-1073 Architecture Governance

          The Architecture Governance process involves establishing standards and policies related to one or more architecture frameworks, and ensuring that their development aligns with stakeholder concerns, organizational policies, and environmental constraints. This process provides a structured approach to overseeing architecture activities, ensuring consistency, compliance, and the integration of architectural elements within the broader strategic and operational context. Effective governance helps maintain the integrity of architecture efforts and supports decision-making throughout their lifecycle. Key activities within this process include preparing and planning the governance effort, monitoring, assessing, and controlling governance activities to ensure they meet objectives, and establishing clear architecture collection goals. The process also involves making governance decisions, continuously monitoring compliance with directives and guidance, and reviewing the implementation of governance policies to confirm they are effectively integrated and followed. This ensures that architecture development remains aligned with organizational priorities and adapts to changing requirements over time.

        • BP-1074 Architecture Management

          Architecture Management is a structured process designed to plan, execute, and oversee architectures throughout their lifecycle, ensuring that they align with enterprise governance and stakeholder expectations. These activities involve establishing the necessary capabilities for managing one or multiple architectures within defined responsibilities, developing plans that follow governance directions, and providing guidance and leadership for architectural activities to ensure consistency and alignment with organizational goals. The process also includes monitoring and assessing the development of architectures to ensure compliance with management directives, and making informed decisions on corrective actions when necessary, with iterative adjustments as required. Architecture Management is typically led by different organizations within the defense enterprise, depending on the specific types of architectures being developed—such as enterprise, capability, or solution architectures. Its effectiveness relies heavily on clear roles, responsibilities, and coordination across these organizational units to maintain coherence and support strategic objectives.

        • BP-1070 Architecture Description

          The Architecture Description process involves analyzing the problem situation by defining its purpose, scope, and objectives, followed by identifying key stakeholders along with their concerns and requirements. It requires formalizing and classifying these core requirements based on the collected needs, and exploring potential solutions that can address these requirements effectively. Additionally, this process includes defining relevant architecture viewpoints tailored to stakeholder concerns, enabling the development of models and views of candidate architectures from those perspectives. Once the models are developed, the process emphasizes providing a clear rationale for each potential solution by demonstrating how they align with and trace back to the original requirements and motivation data. Stakeholders review these architecture candidates, giving their approval or feedback for further refinement. Finally, the process involves establishing relationships between the candidate architectures and the subsequent design and development activities, ensuring coherence throughout the system's lifecycle and supporting informed decision-making.

        • BP-1068 Architecture Conceptualization

          The Architecture Conceptualization process involves generating multiple architecture alternatives to address stakeholder concerns and meet essential requirements. It begins with planning and preparing for the conceptualization effort, ensuring that activities are well-structured and aligned with project goals. Throughout the process, continuous monitoring, assessment, and control are applied to guide the development of solutions and ensure they stay on track with established objectives. Key activities include analyzing the problem space to understand the context and establishing clear architecture objectives and success criteria. It involves synthesizing potential solutions within the solution space, characterizing these options, and exploring the trade-offs involved. The process also includes formulating candidate architectures, capturing their key concepts and properties, and relating them to other architectures and relevant entities. Finally, it requires coordinating the use and acceptance of the conceptualized architecture by the intended users to ensure practical applicability and stakeholder buy-in.

        • BP-1072 Architecture Evaluation

          Architecture Evaluation is a process that assesses how well an architecture aligns with its defined objectives and addresses stakeholder concerns. This involves clearly defining the purpose, scope, and specific goals of the evaluation to ensure clarity and focus. Key stakeholders are identified, along with their concerns or questions related to the architecture, so that the evaluation can be tailored to address their interests effectively. The evaluation process also includes establishing criteria based on stakeholder priorities, determining appropriate techniques, methods, and tools to perform the assessment, and collecting relevant metrics and data. The architecture is then evaluated against these criteria, and the findings are analyzed to produce insights and actionable recommendations. This systematic approach helps ensure the architecture is fit for purpose and continuously improves to meet evolving stakeholder needs.

        • BP-1071 Architecture Enablement

          The Enablement Processes are responsible for ensuring that the necessary capabilities, services, and resources are available to support the execution of other architecture activities. This begins with preparing and planning the enablement effort, establishing a clear strategy to identify what is needed and when. Throughout the process, continuous monitoring, assessment, and control are essential to ensure that enablement activities stay aligned with overall objectives and adapt to changing requirements. Key activities include managing the various enablers that facilitate architecture work, acquiring and developing the necessary capabilities, services, and resources, and deploying them effectively. The process also emphasizes ongoing improvement of enablement capabilities, ensuring that support functions remain effective, efficient, and capable of evolving alongside the architecture activities they sustain. This systematic approach guarantees that the foundation for architecture development and management is solid, timely, and adaptable to organizational needs.

      • BP-2122 Verification

        The Verification processes involve activities aimed at providing objective evidence that a capability, product, service, or system element complies with relevant requirements, specifications, regulations, and standards. These activities also include documenting and communicating any anomalies or discrepancies encountered during the process. The main goal is to substantiate that the elements under investigation—whether a technical system, process, capability, or unit—meet the defined requirements and characteristics, confirming their readiness and conformity. For systems, the ISO/IEC/IEEE 15288 standard outlines three key activities within the Verification process: preparing for verification, conducting the verification activities, and managing the results. Preparation involves planning and establishing verification criteria to ensure a structured approach. Performing verification is the execution phase where evidence is gathered through testing, inspection, or analysis. Managing results involves analyzing the findings, documenting compliance or non-compliance, and addressing any identified issues to ensure the system or element adheres to specified standards and requirements.

      • BP-2120 Validation

        The Validation processes involve activities that ensure a capability, unit, product, service, or system effectively satisfies the operational needs of the user within the intended environment. This process provides objective evidence that, when used as intended, the element achieves its mission objectives in real-world operational conditions. Validation aims to demonstrate throughout the lifecycle that the right system has been developed and delivered for its specific purpose, confirming its suitability and effectiveness in supporting operational goals. Both Verification and Validation are essential components of a comprehensive quality management system and are established during the development of operational, capability, and system-level requirements. According to the ISO/IEC/IEEE 15288 standard, the Validation process comprises three key activities: preparing for validation, performing the validation, and managing the results. Preparation involves planning and defining the validation criteria, performing the validation focuses on executing tests and assessments to gather evidence, and managing the results ensures that findings are documented, analyzed, and any necessary corrective actions are implemented to confirm the system’s operational suitability.

      • BP-1558 Investment Management

        The processes for Investment Management describe the activities for financial analysis, strategy, financial planning, budgeting, and an authorization process in place to make effective investment decisions. Investments or capital expenditures are non-recurring purchases of assets which are expected to provide benefits over a long period of time. Examples of capital expenditures include buildings, vehicles, software, machinery, furniture, and computer equipment.

      • BP-1949 Risk Management

        The process for Risk Management (RM) describes the activities to manage an organization's risks by identification, analysis and then evaluation whether those risks should be modified by mitigating actions in order to satisfy their risk criteria. Throughout these processes organizations communicate and consult with stakeholders and monitor and review the risk and the controls that are modifying the risk in order to ensure that no further risk mitigation is required. The key enabling process related to Risk Management is Risk Management Governance, whereby an organization conducts processes that Risk Management is appropriately integrated across all areas of business or operations.

      • BP-2104 Transition Management

        The processes for Transition Management encompass activities required to introduce a new capability, unit, system, or enabling system into its operational environment, as well as to modify the environment of an existing element. This includes transferring accountability and responsibility from development entities to operational organizations. The primary focus is to establish and execute procedures that ensure a controlled and well-managed start to the operational phase, covering utilization and support functions. Transition planning should coordinate across all lines of development (DOTMLPF-I), considering interactions with other capabilities, interfaces, and support supply chains like industry. Though transition is often viewed as a single point in time—such as deploying a capability into operation—it is actually an ongoing process that occurs over multiple phases. Activities include planning the transition, preparing the environment and resources, executing the hand-off to operations, and closing the transition once the capability is embedded and supported. Different transfer approaches can be employed, such as Big Bang, Staged, or Phased transitions, each tailored to organizational needs and risk considerations. These approaches are documented in the Capability Programme Transition Plan, which also aligns with the Testing & Evaluation strategy, Business Change plans, and benefits measurement protocols to ensure a smooth, effective, and measurable transition. The transition process also involves carefully managing the integration of outputs to ensure quality and readiness. It’s essential that only outputs with verified performance and known quality are transitioned into operation, protecting the integrity of the operational environment. Additionally, the process must support organizational change, including resource reallocation, process adjustments, and stakeholder engagement, to prepare the organization for the new capability. Retirement is considered a special type of transition, involving activities to remove or decommission a capability from the operational environment, which, although similar protocols are followed, focuses on the withdrawal or deactivation of resources rather than deployment.

      • BP-1903 Quality Management

        The processes for Quality Management describe the activities to ensures that an organization, product or service is consistent on the basis of four sub-processes: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on output quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as outputs to achieve more consistent quality. Quality can be defined as fitness for intended use or, in other words, how well the product performs its intended function.

  • BP-1779 Operate

    The "Operate" business process area is composed of a collection of processes for the conduct of planning, preparing and executing command and control (C2) for military operations in all operational domains and for all military functions. From a cognitive perspective, command and control can be grouped into inter-connected and synchronized interlocking phases. • Collecting – to manage the collection of sensing data followed by processing to support situational awareness and decision making. • Decision Making – to build awareness, anticipate threats, assess risks and options, and make effective decisions. • Effecting – to exploit all military instruments of power to deliver effects and achieve execution superiority, and assess the effectiveness and consequences. • Connecting – to link and harmonize the above three phases through communication and information capabilities. These phases are reflected in the organizational business processes in the Operate area, using doctrinally established naming conventions and process decompositions. The processes are not discrete; they overlap and recur as circumstances demand. Planning starts an iteration of the operations process. Upon completion of the initial order, planning continues as leaders revise the plan based on changing circumstances. Preparing begins during planning and continues through execution. Execution puts a plan into action by applying military forces to achieve an operational effect. Assessing is continuous, supported by Analytical Support processes, and influences the other three activities. Domain and function specific sub-processes define specializations of the common business process. The "Operate" business process area has the following breakdown: • Plan Operations – Involves deciding in advance what actions and resources are needed to achieve objectives, considering the “ways,” “means,” and “ends” while addressing associated risks, and recognizing the importance of both systematic and psychological aspects of planning. • Prepare Operations – Consists of activities aimed at enhancing a unit’s readiness for an operation, including plan refinement, rehearsals, reconnaissance, coordination, and movement, starting from receipt of a warning order until execution begins. • Execute Operations – The process of putting the plan into action by deploying forces to accomplish the mission, with ongoing adjustments based on changing circumstances and enemy actions, translating decisions into operational actions. • Terminate Operations – Involves the strategic decision to end operations once objectives are achieved, based on established criteria, to preserve gains and ensure their enduring effect. • Domain-specific Operations – Focuses on deploying and exploiting military capabilities within physical or non-physical environments, coordinating activities across different domains, including where they interact or join. • Function-specific Operations – Encompasses operations across five domains, relying on essential military functions that support domain-specific capabilities, with recognition of varied organizational structures but a common understanding of critical functions.

    • BP-1833 Plan Operations

      Planning is deciding in advance what actions and resources are required to reach a goal. Whilst formal planning is a systematic process that involves the creation and maintenance of a plan, it is also important to recognize the people dimension as planning involves psychological aspects that require conceptual skills.Planning of military operations is the deliberate process of determining how (the ways) to use military capabilities (the means) in time and space to achieve objectives (the ends) while considering the associated risks. The typical Military Operations Planning Process consists of a series of sub-processes to understand the situation and mission, develop a course of action, and produce an operation plan or order. The outputs of each step lead to an increased understanding of the situation facilitating the next step of the planning process. The Military Operations Planning Process combines the conceptual and detailed aspects of planning and integrates the activities of the commander, staff, subordinate headquarters, and other forces throughout the planning process. The output of the Military Operations Planning Process is an improved understanding of the situation and a plan or order that guides the force through preparation and execution. Commanders and staffs generally perform these steps sequentially; however, they may revisit several steps in an iterative fashion, as they learn more about the situation before producing the plan. Depending on the echelon, all activities of the operations process can occur simultaneously if a headquarters is sufficiently staffed with planners. These headquarters can plan, prepare, execute, and assess operations simultaneously, cycling through multiple iterations of the operations process. However, commanders who are lacking planning staff, tend to move sequentially through the activities of the operations process.

      • BP-1547 Initiate Planning

        During this stage, commanders create a foundation from which they will develop their plans. They analyze current state (situational analysis) and have a preliminary look at possible future opportunities and threats. They examine organization's strengths and weaknesses. Commanders at this point must have an understanding of "why we wish to solve uncertainties, and a vision of what we expect to gain by when.". Commanders need to determine (a) what threats to achieving the organization's objectives are developing and (b) how changes in the environment present opportunities for greater achievement of those objectives. Once commanders decide on a mission and an associated timeframe they formulate their intent and establish high level goals and objectives to provide direction for the planning activities of the entire organization.

      • BP-1172 Conduct Joint Intelligence Preparation of the Operating Environment

        Joint Intelligence Preparation of the Operating Environment (JIPOE) meshes closely with the Intelligence Cycle. During the JIPOE process, new intelligence requirements are identified and entered into the Intelligence Cycle

      • BP-1061 Analyze Mission

        Analysis is a key stage because the information gained in this stage will shape the following planning activities. In this stage, research of the Operational Environment is conducted to gather as much information and data relevant to accomplishing the mission and any external or internal issues that can affect the mission and objectives are examined and planning premises are established. Premises are planning assumptions about the environment in which the plan is to be carried out. Premises encompass the expected environment of plans in execution. Important premises include- (a) forecasts, (b) basic policies and (c) existing plans. Planners must establish, circulate, and obtain consent to utilize critical planning premises. Identified strengths and weaknesses of an organization as well as any threats and opportunities that may arise must be recorded. Premises must be limited to assumptions that are critical to the mission and its plan. Throughout the planning process, premises must be monitored and updated. Planners use these premises to evaluate future events, and to develop 'action statements' and alternative course of action (COA).

      • BP-1289 Develop Courses of Action

        Determine what resources the organization currently has that can help reach the defined goals and objectives of the mission. Identify any areas of which the organization must seek external resources. The issues facing the organization should be prioritized by their importance to mission success. Once prioritized, begin formulating courses of action. The process of COA Development includes planners working backwards through the system. They start from the goals and objectives (expected outcomes and outputs) and work backwards through the system to identify the actions needed to produce the results. Then they identify what inputs (or resources) are needed to carry out the actions. Because situations are fluid, it is critical in this stage to determine available alternative ways of achieving objectives and to develop alternative approaches that target each step of the plan. The number of alternatives should be reduced to the most promising and fruitful ones by preliminary look. To help the prioritization, the opposing Centers of Gravity (COG) that should be defeated to satisfy the mission objectives and thosefriendly COGs to defend. COGs are those characteristics, capabilities, or localities from which a military force, nation, or alliance derives its freedom of action, physical strength, or will to fight.

      • BP-1355 Evaluate Alternatives

        After determining the alternative Courses of Action and having made an analysis of their strong and weak points, planners evaluate the alternatives in the light of premises and goals. Evaluation is not an easy process because alternatives have so many variables and limitations. Some alternatives can be seen through, some may appear to promise a high potential for mission success but may require too much resources. Some may be less desirable or efficient than others; still another may better suit the organization's immediate goals. Hence, planners evaluate and compare alternatives against the considerations for both feasibility, consequences and risks. Structured decision support tools can support the complex evaluation process.

      • BP-1962 Select Course of Action

        This is the point at which the basic concept of the operation (CONOPS) is adopted by the leader – the point of decision making. The CONOPS is stating "what" will be done. Normally, commanders will select the alternative that, in their judgement, will best enable the organization to accomplish the mission. After selecting the most appropriate course of action the "how" part needs to be developed and stated in the operations plan and supporting plans.

      • BP-1297 Develop Plan

        After a preferred Course of Action and the associated outline plan has been adopted, it is necessary to develop derived plans for each segment of the organization to support the main plan and to finalize the main plan. Typically the objectives for derivative plans are formulated as the results to be attained and the purpose of the outputs in the context of the main plan, not how to achieve them. To synchronize actions, the detailed dependencies and sequencing of activities are determined and deconflicted. Planners typically establish control measures to aid cooperation among the different segments without imposing needless restriction on freedom of action. Contingency plan may be devised for an outcome other than in the selected plan. Contingency plans are used for risk management for an exceptional risk that, though unlikely, would have severe consequences for mission success.

      • BP-1160 Commit Resources

        Without resource (include units, people, materials, technologies, money, etc.,), plans cannot be executed; they become paper exercise. Resources provide meaning to plans. Hence, as a part of a plan, resource requirements are determined that need to be fulfilled or committed before a plan can be executed. Budgeting plans and commits the financial resources required for executing the plan.

      • BP-1375 Execute the Plan

        After synchronizing and resourcing of the overall plan consisting of main and derivative plans. The leader will decide to put the plan into action and initiate an operation by directing or ordering the involved entities to prepare and execute their parts of the plan. Commanders will command and control the operation and assess the effectiveness of the intended effects and outcomes as well as determine any possible unintended consequences.

      • BP-1656 Maintain the Plan

        Most commanders put together a plan to initiate an operations and gain and organize the required resources. A plan is not a one-time document, at least it shouldn’t be. Ultimately, a plan is about results, about achieving mission success and declaring an operation completed. However, it's rare that everything goes according to plan. Therefore it is important to regularly review planned vs. actual results, and to conduct a practical analysis of the reasons for variance so that planners can plan course corrections or fine tune the plan. During preparation revising and refining the main plan and the supporting plans is a key activity. The Maintain the Plan process ensures that the overall plan is up-to-date and as accurate as possible. Communication synchronization is a process that helps implement guidance by coordinating, synchronizing, and ensuring the integrity and consistency of top-down narratives, themes, messages, images, and actions throughout a operation across all relevant communication activities.

    • BP-1873 Prepare Operations

      The Prepare Operations process consists of those processes and activities performed by military forces to improve their ability to execute an operation. These activities are designed to improve the formation or unit’s ability to conduct the operation and include, but are not limited to, plan refinement, back-briefs, rehearsals, coordination, reconnaissance and preliminary movement. Preparation of a formation or unit for a specific operation starts with receipt of a warning order and ends when execution begins. Sound, efficient battle procedure is key to making preparation fit the time available, in order to contribute to tempo. Higher headquarters may develop the best of plans; however, plans serve little purpose if subordinates do not receive them in time. Subordinates need enough time to fully comprehend the plan, rehearse key portions of the plan, and ensure Soldiers and equipment are positioned and ready to execute the operation. Preparation creates conditions that improve friendly forces’ opportunities for success. It requires commander, staff, unit, and soldier actions to ensure the force is trained, equipped, and ready to execute operations. Mission success depends as much on preparation as on planning. Preparation helps the force transition from planning to execution. Preparation normally begins during planning and continues into execution by uncommitted units. Like the other activities of the operations process, commanders drive preparation activities with a focus on leading and assessing.

      • BP-1870 Prepare Forces

        Task-organizing the force is a vital part of operational planning, involving actions such as detaching units that are no longer needed, repositioning forces for operational effectiveness, establishing liaison with other units and organizations for coordination, and integrating new units and soldiers into the existing force structure. During the preparation phase, commanders execute these activities to create a cohesive, well-structured force tailored to the mission's specific requirements. This process ensures that personnel and units are properly aligned, trained, and supported, providing a solid foundation for successful mission execution as a unified, adaptable force.

      • BP-1862 Prepare Battlespace

        Battlespace preparation involves shaping the battlespace to gain an advantage, on land this could include such as building fighting and protective positions, improving cover and concealment, and reinforcing obstacles. Engineer units are critical in assisting units in preparing terrain to include building and maintaining roads, trails, airfields, and bases camps prior to operations.

      • BP-1863 Prepare Command and Control

        During preparation, units must tailor the command and control systems including the command arrangements and communications and information systems to meet the specific needs of each operation. This includes not only the communications, but also the location of key leaders and how the commander expect information to move between and be available for units and leaders in an Area of Operations.

      • BP-1872 Prepare Medical Support

        Along with processes necessary to prepare for deployment of a medical capability into an operation, including elements of training, equipment preparation and logistics/supply management, preparation of medical support also requires the conduct of preventative health care for the wider force. Preventive health care encompasses services aiming to identify, prevent, and control acute and chronic communicable and non-communicable diseases, illnesses, and injuries. This includes medical screenings, vaccinations, advice and training on protective countermeasures and hygiene.

      • BP-1874 Prepare Sustainment

        Resupplying, maintaining, and issuing supplies or equipment are major activities during preparation. Repositioning of sustainment assets can also occur. During preparation, sustainment personnel at all levels take action to optimize means (force structure and resources) for supporting the operations plan. These actions include, but are not limited to, identification and preparation of bases, coordinating for host-nation support, and improving lines of communications.

      • BP-1867 Prepare Detention

        Personnel and units must be prepared to capture, detain, retain or hold individuals for a wide variety of reasons. This may include members of their military, a foreign or adversary force, civilians or other persons for specified operational reasons. The humane treatment of these individuals is of critical importance, in accordance with both domestic and international conventions and laws. In order to prepare for this eventuality during an operation, the processes, facilities, and C2 arrangements relating to detention must be practiced and readied. Especially important is whole force Captured Persons training, in order to ensure adherence to national and international legal requirements.

      • BP-1913 Refine Plans

        "Bottom-up" revising and refining the plan is a key activity of preparation. During preparation, premises and assumptions made during planning may be proven true or false. Intelligence analysis and reconnaissance may confirm or deny Preparation enemy actions or show changed conditions in the area of operations because of shaping operations. The status of friendly forces may change as the situation changes. Rehearsals may identify coordination issues or other problems needing adjusted. In any of these cases, commanders identify the changed conditions, refine their plans, and if necessary request updates to maintain the main plan.

      • BP-1916 Rehearse Operations

        Rehearsal of operations and critical tasks prepares a unit/task force and headquarters staff for the responsibility of the upcoming operations such as deployment and re-deployment actions, rehearsal of contingency plans and staff battle drills, establishment and refinement of staff activities (e.g.. battle rhythm), and reporting procedures and processes.

    • BP-1372 Execute Operations

      Execution involves translating a well-developed plan into action by applying military forces to accomplish the mission and making adjustments in response to changing circumstances. During this phase, commanders, staffs, and subordinate units focus on implementing decisions, while managing the effects of friction, uncertainty, and enemy actions that can influence the plan's success. This dynamic process requires continuous adaptation to maintain operational momentum and effectiveness. Achieving efficiency, effectiveness, and synergy among force components is essential for creating desired operational effects. This is accomplished through active operations management, which guides the employment of capabilities, evaluates the progress toward objectives, exploits favorable situations, mitigates adverse ones, and regularly revises operational assessments. The decision cycle—comprising Monitor, Assess, Plan, and Direct—serves as a framework for command and staff to execute required actions, provide directives, and monitor results to ensure mission success and respond promptly to evolving operational conditions.

      • BP-1750 Monitoring

        Monitoring involves measuring ongoing activities that may impact the operating environment or impact ongoing or future operations. The baseline for this measurement is the plan which allows the staff to assess the current status against the one envisioned in the plan. The commander and staff identify where the current situation deviates from the one envisioned in the plan. Although staff sections monitor their individual staff functions to maintain current staff estimates, the preponderance of the organizations monitoring function is conducted by dedicated monitoring cells, and is depicted visually through the Common Operational Picture display

      • BP-1092 Assessing

        Within the decision cycle, assessment is determining the impact of events as they relate to overall mission accomplishment. This is the operations assessment process. Fundamental to operations assessment are judgments about actual progress in designated mission areas as measured against the expected progress in those same mission areas. These judgments allow the commander and the staff to determine where adjustments must be made to operations and serve as a catalyst for planning. Ultimately, operations assessment allows the commander and staff to keep pace with a constantly evolving situation while staying focused on mission accomplishment.

      • BP-1245 Current Planning

        In the planning portion of the decision cycle, the commander and staff make adjustments to the current plan or develop new plans, branches, or sequels with the purpose of successful completion of the overall mission.

      • BP-1311 Directing

        The commander directs actions to ensure that current orders and directives are completed as intended. This direction is done with the broader purpose of accomplishing the overall mission. Tools like the commander’s intent and CCIRs assist the commander in this role. The preponderance of the commander’s directing function is conducted by the joint operations centre (JOC). Command styles are dependent on personality, and there is no single formula or template. In deciding on their approach to directing the joint force during execution, the commander should consider how best to utilize the following activities.

      • BP-1163 Communicating

        Processes for ensuring that the commander, his staff and supporting forces are able to collate and exchange information and deliver direction efficiently.

    • BP-2081 Terminate Operations

      The Processes to support a commander when the objectives have been achieved, in order to preserve what has been gained, and to ensure it endures. It is the strategic commander's responsibility to make the appropriate examination and to determine termination criteria which describe military and non-military conditions that justify the recommendation to terminate operations.

      • BP-2101 Transition

        Transition activities involve the gradual transfer of functions, supporting institutions, infrastructure, and responsibilities from the deploying forces to the host affiliate, aiming to establish a sustainable level of capability that does not rely heavily on ongoing military involvement. The goal is to transition all functions performed by the joint force in an organized manner, ensuring continuity and stability. As the transition progresses, some functions may evolve into activities managed jointly by the alliance and local government or security forces. Once all aspects of the transition are completed, the organization can either withdraw or continue to support under a new or adjusted mandate, depending on the security environment and agreement with the host. This transition process is a component of broader, long-term reform and transformation efforts managed by various actors, including the host government and international participants. The organization must remain prepared to provide security until local forces or other entities are capable of assuming full responsibility. Due to the complex and political nature of transitions, negotiations with multiple stakeholders—and often shifting interests—are essential, making the process non-linear and adaptive. Planning must therefore be flexible, with actors identifying acceptable outcome ranges and working within those parameters to develop a viable transition plan that can respond to evolving political and operational realities. Transition activities commonly occur within a multilateral, inter-agency environment involving several actors, with the alliance being one among many contributors. No single entity can fully manage or control the entire transition process independently, making collaboration, coordination, and shared planning critical. Each actor’s ability to shape or execute transition activities is limited by their roles, capacities, and the collective nature of the effort, emphasizing the need for a coordinated approach to achieve a successful and sustainable transition.

      • BP-1843 Post-Termination Redeployment

        The redeployment of forces after termination of an operation is a highly complex political, military, economic and environmental matter. It is not simply a case of reversing the deployment plan, but rather a distinct operation in its own right. In terms of delivery, it consist of the same elements for planning a deliberate operations (i.e. planning, preparation, execution and assessment). Redeployment consists of the four distinct stages: disengagement, rearward movement, staging and dispatch within the JOA, and strategic redeployment from the JOA to the national location.

      • BP-1174 Conduct Operational Records Retention and Disposition

        The processes outlined in this section pertain to the collection, compilation, and storage of operational records that are legally or mandate-driven to be retained following the conclusion of an operation. These activities ensure that important records are properly managed, maintained, and handled in accordance with applicable laws and organizational policies, safeguarding valuable information for future use and accountability. The primary objectives of these processes—appraisal, retention, archiving, or destruction—are to support missions, optimize resource utilization, facilitate information sharing, and promote public understanding of the organization's goals and achievements. They involve evaluating the value of information to determine whether it should be kept permanently or temporarily, establishing appropriate retention periods based on operational needs and legal obligations, and ensuring that, once these periods expire, information is either transferred to the archives for future reference or securely destroyed in accordance with its assigned value and retention policy.

    • BP-1317 Domain-specific Operations

      The deployment and exploitation of military instruments of power are greatly influenced by the environment in which forces, systems and services must operate. Traditionally, this had resulted in a separation of doctrine and principles of warfare for physically separated domains and consequently, the need to coordinate and align activities where these domains interact or join. More recently, this approach has also resulted in the recognition of non-physical domains. Most nations now recognize an overarching domain for the joint employment of services and five separate operational domains, for which domain-specific business processes are defined that are not replicated at the joint level. • Joint – Joint Operations • Air – Air Operations • Sea – Maritime Operations • Land – Land Operations • Space – Space Operations • Cyberspace – Cyberspace Operations

      • BP-1577 Joint Operations

        The Joint Operations process describes activities required for planning, preparing, command and control in a joint employment of services. This relates to operations and exercises in which elements of at least two services participate, and which require special arrangements, procedures and tactics to guarantee that the sum of effects is greater than the individual contributions of those forces.

      • BP-1024 Air Operations

        The Air Operations Processes describe activities required for planning, preparing, command and control operations and exercise in and through airspace.

        • BP-1742 Monitor Air Situation

          Monitoring the current air situation varies across the Planning, Preparation, and Execution phases of the Operations Cycle, supporting the overall Operations Assessment process and enabling commanders to evaluate the progress of the operation. This process enhances situational awareness (SA) by providing frequent updates to the common operational picture, allowing commanders to make informed decisions and maintain a clearer understanding of battlefield developments. Additionally, it helps commanders sustain their SA over time with reduced degradation, ensuring they can respond effectively to dynamic operational conditions.

        • BP-1082 Assess Air Situation

          The business process for Assess Air Situation enables the evaluation of the effects and gauging the progress in accomplishment of actions, effects and objectives. They also help to evaluate requirements for future action. Assessment measures progress toward and end state and delivers reliable feedback into the planning process, deliberately comparing forecast outcomes with actual events to determine the overall effectiveness of force employment. Commanders continuously compare assessments of the operational environment and progress of operations to their initial vision and intent to make sound and effective decisions to ensure objectives are met and the military end state is achieved.

          • BP-1002 ACC Information Requirements and OA Plan Development

            The Air Component Command (ACC) Information Requirements and Operations Assessment (OA) Plan Development Process is employed by the JFAC Strategy Assessment Team in order to generate, coordinate and secure approval of information requirements and the Operations Assessment Plan for a selected Course of Action (COA).

          • BP-1005 ACC OPP Assessment and Advise

            The Air Component Command (ACC) Operations Planning Process (OPP) Assessment and Advise Process is employed by the JFAC Strategy Branch in order to understand the strategic situation, the nature of the problem, alliance end state, alliance military strategic objectives and to provide COM AIRCOM and/or COM JFAC advice to COM JFC on the Strategic Commander's draft Military Response Options (MRO).

          • BP-1001 ACC Friendly and Enemy Situation Assessment

            The Air Component Command (ACC) Friendly and Enemy Situation Assessment Process monitors and assesses friendly and enemy operational situation in accordance with the Operations Assessment (OA) Plan.

          • BP-1004 ACC Operations Assessments Generation and Publication

            The Air Component Command (ACC) Operations Assessments Generation and Publication Process is used to generate the Operational Assessment Briefing, JFACC assessment recomendations and the Operational Assessment Report (ASSESSREP).

          • BP-1025 Air Situational Awareness

            The purpose of the Air Situational Awareness process, supported by Knowledge Development, is the development and maintenance of a level of understanding of air situation to support assessments, and decision-making in the provision of Air advice to Joint Force Command (JFC) during the planning and conduct of operations.

          • BP-1159 Combat Assessment

            The Combat Assessment process includes gathering battle damage information in order to permit rapid future mission decision-making and plans including the development of target re-attack recommendations.

        • BP-1026 Air Tactical Planning

          The Air Tactical Planning Processes encompass all efforts to develop situational awareness, provide assessments and advice, analyze missions, develop Concepts of Operations (CONOPS), and develop Joint Air Operation Plans, all as part of the Operations Planning Process (OPP). The Air Component Command (ACC) typically leads the Air Tactical Planning Processes.

          • BP-1013 ACC OPP Mission Analysis Preparation

            The Air Component Command (ACC) Operations Planning Process (OPP) Mission Analysis Processes are the starting point for the main effort of the air operations planning process. These processes are employed by the Air Operations Planning Group in order to analyse the assigned mission, to identify all tasks necessary to accomplish it, to determine the key facts and assumptions that will influence mission accomplishment, and any limitations on the commander's freedom of action for the development of the operational design.

            • BP-1003 ACC Objectives Measures and Indicators Development

              The Air Component Command (ACC) Objectives, Measures and Indicators Development Process is employed by the JFAC strategy and assessment teams and strategy assessment teams in order to translate JFACC tasks into published Operational Objectives (OO), Tactical Objectives (TO), Actions (or Tactical Tasks [TT]), Criteria for Success, Measures of Effectiveness (MOE), Measures of Performance (MOP), and associated Requests for Information (RFI) and Priority Intelligence Requirements (PIR).

            • BP-1012 ACC OPP Mission Analysis Execution

              The Air Component Command (ACC) Operations Planning Process (OPP) Mission Analysis Process is employed by the JFAC Strategy Team in order to analyse the assigned mission, to identify all tasks necessary to accomplish it, to determine the key facts and assumptions that will influence mission accomplishment, and any limitations on the commander's freedom of action for the development of the operational design.

          • BP-1007 ACC OPP CONOPS Development

            The Air Component Command (ACC) Operations Planning Process (OPP) Concept of Operations (CONOPS) Development Processes are employed by the Air Operations Planning Group (AOPG) to support development of a CONOPS describing the air effort necessary to achieve assigned tasks and objectives. The CONOPS is the formal expression of the Commander's intent for the conduct of the campaign or operation, including the employment, deployment and sustainment of forces. These processes analyse, generate, compare possible Courses of Action (COAs)to aid the Commander's selection to be outlined in the CONOPS.

            • BP-1009 ACC OPP Course of Action Development

              The Air Component Command (ACC) Operations Planning Process (OPP) Course of Action (COA) Development Process is used to analyze possible enemy COAs, own forces COAs, and other factors influencing COA development. A range of tentative COAs are developed with a subset accepted by the commander for further evaluation and comparison.

            • BP-1008 ACC OPP Course of Action Comparison

              The Air Component Command (ACC) Operations Planning Process (OPP) Course of Action (COA) Comparison Process conducts wargames and records results. This process reviews key aspects of friendly and enemy COAs and allows analysis of actions-reactions-counteractions to achieve operational objectives. The comparison of friendly COAs reveals which COA has the highest probability of success.

            • BP-1010 ACC OPP Course of Action Selection

              The Air Component Command (ACC) Operations Planning Process (OPP) Course of Action (COA) Selection Process supports the selection of a COA from which the COM JFAC will construct a Concept of Operations (CONOPS) The COM JFAC may select a COA, with or without modification, or may direct that additional COAs be investigated.

          • BP-1023 Air and Missile Defence Operations

            The Air and Missile Defence (AMD) Operations Processes incorporate all business processes specific for Air Defence and Missile Defence operations. Air Defence (AD) operations protect friendly forces, populations and vital interests from enemy air and missile attacks. Defensive Counter Air (DCA), synonymous with Air Defence, consists of all active and passive air defence operations to detect, identify, intercept and destroy or negate enemy air and missile forces attempting to attack or penetrate friendly battlespace, or to nullify or reduce the effectiveness of such attacks should they escape destruction. An Air Defence Commander (ADC) is designated with authority to plan, coordinate and integrate DCA operations. Responsibilities of the ADC include: a) Develop, integrate and distribute a joint Air Defence Plan (ADP); b) Develop and execute a detailed plan to disseminate timely air and missile warning and cueing information to components, forces, allies, coalition partners and civil authoritites, as appropriate; c) Implement approved identification and Rules of Engagement (ROE); d) Ensure timely and accurate track reporting among participating units to provice a consistent comon operational picture; e) Establish sectors or regions, as appropriate, to enhance decentralised execution of DCA operations.

            • BP-1050 AMD Planning

              The Air and Missile Defence (AMD) Planning Processes are responsible for developing plans for defensive operations to counter air and missile threats. These plans aim to establish air and missile defence identification procedures and to effectively integrate air defence capabilities of component forces, Host Nations (HN) and coalition forces, as applicable. The Joint Forces Commander (JFC) operational concept and apportionment decisions serve as the basis for these plans.

              • BP-1031 AMD Air Defence Mission Analysis and Statement

                The Air and Missile Defence (AMD) Air Defence Mission Analysis and Statement Processes consist of business processes for updating the Prioritized Critical Asset List (PCAL), developing the Joint Prioritized Defended Asset List (JPDAL), examining commanders guidance and other source planning documents, and creating the "shell" for the Air Defence Plan (ADP).

                • BP-1049 AMD PCAL Generation

                  The Air and Missile Defence (AMD) Prioritized Critical Asset List (PCAL) Generation Process is employed by air defence planners to refine the Prioritized Critical Asset List (PCAL) developed during deliberate planning by updating, prioritizing, coordinating and submitting to the JFC for approval.

                • BP-1044 AMD JPDAL Development

                  The business process for Air and Missile Defence (AMD) Joint Prioritized Defended Asset List (JPDAL) Development enables the development and update of the JPDAL by applying air and missile defence resources and courses of action (COAs) to the JPCAL. It also identifies shortfalls and risks to critical assets not receiving protection from air and missile attack. The JPDAL is a subset of the JPCAL, identifying assets to be protected from air and missile attack. The JPDAL results form applying a process that employs the CVRT methodology, air and missile defence resources, and defence design to the JPCAL in order to determine what is feasible.

                • BP-1037 AMD Air Defence Plan Shell Development

                  The Air and Missile Defence (AMD) Air Defence Plan (ADP) Shell Development Process is employed in order to develop the ADP shell (or template) tailored to a specific operation, exercise or event. The sections of the ADP will be updated by manual or automated means from source data as it becomes available (created in separate business processes).

                • BP-1038 AMD Air Orders and Plans Review

                  The Air and Missile Defence (AMD) Air Orders and Plan Review Process is employed by C2 planners in order to extract information from plans, orders and other documents to support Air Defence Plan development.

              • BP-1030 AMD Air Defence Design

                The Air and Missile Defence (AMD) Defence Design Processes consist of three sub-processes that are used to identify friendly air defence assets and capabilities with possible friendly Courses of Action (COAs), to identify adversary operational capabilities and capabilites with possible COAs, and to develop a defence design while considering the C2 architecture, communications and network requirements. This is an iterative process throughout the planning cycle.

                • BP-1043 AMD Friendly Capabilities and Interoperability Analysis

                  The Air and Missile Defence (AMD) Friendly Capabilities and Interoperability Analysis Process is used to analyze Host Nation and joint/coalition/allied air defence assets to determine operational capabilities and interoperability. It involves analysis of the higher headquarters mission, JFC guidance, available resources, assumptions and risk. Intel products support further analysis of the friendly situation as well as the enemy situation. This process generate a mission analysis briefing providimg an overview of the analysis to date and a mission statement to the JFACC/ADC.

                • BP-1029 AMD Adversary Offensive Air Capability Analysis

                  The Air and Missile Defence (AMD) Adversary Offensive Air Capability Analysis Process is used to analyze an adversary's offensive air and missile capabilities, which is key to planning a defensive response. Identifying enemy COAs and determining the operational viability of threat assets supports the identification of defensive air assets in the Air Defence Plan (ADP). Elements of the enemy C2 architecture may also be considered.

                • BP-1041 AMD Defence Design Generation

                  The Air and Missile Defence (AMD) Defence Design Generation Process is employed to support defensive planning in support of Air and Missile Defence Plan (ADP) development. The defence design is focused on a layered defence building from the protected assets outward. The process may include developing the Regions/Sectors first and the placement of assets to defend, then the defenders, air orbits and CAP points etc. Command arrangements for air and missile defence ar often complex,

                • BP-1040 AMD Coverage Coordination

                  The Air and Missile Defence Coverage Coordination Process is employed by the Air Defence Commander's planning staff in order to coordinate air defence design information provided by assigned and supporting force elements contributing to the overall Defensive Counter Air (DCA) effort. The aim of this process is to achieve a coordinated, theatre-wide defence design with a level of confidence that meets the Joint Commander's objectives for the protection of critical assets. During complex operations/campaigns conducted in a large JOA/theater of operations, the ADC may recommend and the JFC may approve the division of the operational area into separate air defence and surveillance regions, each with a Sector Air Defence Commander (SADC) who could be delegated responsibilities and decision-making authority for DCA operations within the region.

              • BP-1046 AMD Operating Procedures Development

                The business process for Air and Missile Defence (AMD) Operating Procedures Development enables the collaborative examination and update of the Air and Missile Defence operating procedures and coordinating instructions for an Air and Missile Defence Plan (ADP) in development. Processes are also identified in order to develop warnings, notification and response procedures for friendly forces in the event of enemy attacks.

                • BP-1045 AMD Operating Procedures and Coordinating Instructions Review

                  The Air and Missile Defence (AMD) Operating Procedures and Coordinating Instructions Review Process is employed to collaboratively examine and update the air and missile defence operating procedures and coordinating instructions for an Air and Missile Defence Plan (ADP) in development.

                • BP-1039 AMD Attack Warnings and Notifications Development

                  The Air and Missile Defence (AMD) Attack Warnings and Notifications Development Process is used to develop warnings, notification and response procedures for friendly forces in the event of enemy attacks. C2 Plans will work with the appropriate component liaisons, Host Nation, Allied and Partner Nation Forces, Agencies and other liaisons to develop and coordinate these procedures.

              • BP-1033 AMD Air Defence Plan Development

                The business process for Air and Missile Defence (AMD) Air Defence Plan (ADP) Development enables the compilation and coordination of the ADP with component liaisons/air and missile defence commands, forces and Host Nations, before it is submitted for approval by higher commands and authorities. The ADP is designed to be the ADC's plan of action and is a living document. Supporting forces may wish to provide supplements to the plan to reflect additional guidance or intentions. The ADP may serve as a reference document to other more detailed messages such as OPTASKLINK, OPTASKAAW, SPINS and ACO.

                • BP-1048 AMD OPTASKLINK Development

                  The business process for Air and Missile Defence (AMD) Operational Tasking Data Link (OPTASKLINK) Development penables the development, coordination, update and distribution of OPTASKLINK messages.

                • BP-1047 AMD OPTASKAAW Development

                  The Air and Missile Defence (AMD) Operational Task (OPTASK) Anti-Air Warfare (AAW) Development Process is employed by Command and Control (C2) planners to develop, coordinate and distribute the OPTASK AAW message and updates.

                • BP-1035 AMD Air Defence Plan Drafting

                  The Air and Missile Defence (AMD) Air Defence Plan (ADP) Drafting Process is used by Command and Control (C2) planners to compile the ADP. The ADP consists of a basic document including a description of the situation, available commanders guidance and direction, Enemy ORBAT, Friendly ORBAT, Neutral ORBAT, definition of the AMD operations with defence design, command relationships, and communications and network info. The ADP also has a number of annexes with more detailed operating procedures, communications information, network information, Weapons Engagement Zones (WEZ) and air defence related rules of engagement.

                • BP-1032 AMD Air Defence Plan Components Coordination

                  The Air and Missile Defence (AMD) Air Defence Plan (ADP) Components Coordination Process is employed by Command and Control (C2) Planners in order to compile and coordinate the draft ADP with component liaisons, Host Nation, Allied and Partner Nation air and missile defence commands, Space liaisons, agency and other stakeholders. The draft ADP will be submitted to the Air Defence Commander (ADC) for review.

                • BP-1036 AMD Air Defence Plan Higher Echelons Coordination

                  The Air and Missile Defence (AMD) Air Defence Plan (ADP) Air Defence Plan (ADP) Higher Echelons Coordination Process is employed in order to submit a draft ADP through the ADC to the JFC for approval.

                • BP-1034 AMD Air Defence Plan Dissemination

                  The Air and Missile Defence (AMD) Air Defence Plan (ADP) Dissemination Process is employed in order to publish and disseminate the JFC-approved ADP. The C2 Plans cell will disseminate the approved ADP to all required consumers internal and external to the JFAC Headquarters.

            • BP-1042 AMD Execution

              The Air and Missile Defence (AMD) Execution Processes are responsible for the execution of plans for defensive operations to counter air and missile threats.

        • BP-1306 Direct Air Forces

          Air Domain specific Command and Control Processes. Air operations are controlled through an overarching air C2 and communications and information systems (CIS) structure centred in the JFAC. It includes the structures, personnel, procedures and equipment necessary to plan, direct and control air operations, and to coordinate air operations with other components.

          • BP-1027 Airspace Control

            The Airspace Control (ASC) Processes encompass the processes and activities of structuring the airspace and scheduling its use to meet the integrated services airspace utilization requirements. Airspace Control processes are conducted in conjunction with and in support of air operations planning and tasking activities. The planned and coordinated use of airspace increases the flexibility of defending forces and helps prevent inadvertent attacks on friendly forces or third parties, such as civil air traffic. Coordinated air defence and airspace control also enable the execution of offensive attacks against an adversary.

            • BP-1078 ASC Develop Airspace Control Plan

              The ASC Develop Airspace Control Plan Process describes the steps to establish alliance agreed procedures for airspace control within the designated airspace control area. The Airspace Control Plan(ACP) directly supports the achievement of campaign or Operational Plan (OPLAN) objectives. The ACP outlines command and control arrangements between the Air Control Authority (ACA), the Air Defence Commander (ADC), component commands, fire support agencies, and civil Air Traffic Control (ATC) along with the procedures for coordinating and deconflicting airspace requirements. An ACP should be responsive to operational developments. Basic Flow of Events: • The JACC reviews enemy courses of action, OPLANs, ADP and military/ civil ATC resources to determine an overview of airspace usage requirements. • The JACC requests textual and grahical displays of military and civilian airspaces and control and coordination measures by a variety of criteria to include: source, area, time, type. • The JACC will define the boundaries of the Airspace Control (ASC) area for which the ACP applies. • The JACC coordinates service requirements with service components liaisons. • The JACC coordinates Air Ground Surveillance (AGS) Remotely Piloted Aircraft (RPA) utilization of airspace for AGS operations. • The JACC coordinates Host Nation concerns and requirements with Host Nation liaison. • The JACC coordinates how military ATC resources are to be employed and integrated into existing civil ATC systems • The JACC coordinates how AD units will interface with civil ATC systems • The JACC determines how the ROE will effect airspace control and air defence. • The JACC determines IFF/SIF procedures and any other combat ID procedures. • The JACC determines geo-reference datum standards, units of measurement, grid reference for the AOR/JOA. • The JACC compiles the initial draft of the ACP for the ACA.

            • BP-1075 ASC Coordinate Airspace Control Plan

              The ASC Coordinate Airspace Control Plan Process describes the coordination of the ACP for JFC approval. Basic Flow of Events: • The ACA reviews the initial draft and coordinates the draft with the ADC, service components and Host Nation liaisons for any required updates. • The ACA/JACC compiles the final draft of the ACP. • The ACP is forwarded to COM JFAC for review. • Upon COM JFAC approval, the ACP is forwarded to the JFC for review. The JFC will address any concerns with the COM JFAC and the ACA. • The JFC approves the ACP. • The ACP is distributed to the designated address list.

            • BP-1079 ASC Maintain Airspace Environment

              The Airspace Control (ASC) Maintain Airspace Environment Process enables the Joint Airspace Control Cell (JACC) to: • establish an airspace environment as directed by the Airspace Control Plan (ACP) and planned air operations/missions, • validate airspace requirements derived from planned air and other component operations and validated airspace requests, • develop an airspace structure by the use of Airspace Control Means (ACMs), control and coordinating measures, and civil airspace plans, • resolve identified conflicting and overlapping ACMs • release/disseminate the Airspace Control Order for the defined validity period.

              • BP-1081 ASC Manage Airspace Requests

                The Airspace Control (ASC) Manage Airspace Requests Process enables the generation, submission and processing of Airspace Control Means Requests (ACMREQ). Based on operational requirements, subordinate and supporting Air, Land, and Maritime commanders forward their ACMREQs for the activation or deactivation of ACMs to the Joint Airspace Control Cell (JACC). The JACC generates the Airspace Control Order once all requests have been addressed and conflicts resolved.

              • BP-1076 ASC Deconflict Airspace

                ASC Deconflict Airspace Process enables airspace mangers to resolve conflicts in requested ACMs. During mission planning selected ACMs may require a deconfliction check to verify there are no overlaps in validity time and space. The deconfliction may be required in the mission planning process of the MAOP and ATO to coordinate airspaces with missions, and from airspace requests, ACMREQs, received from supporting air, maritime, and land forces.

              • BP-1080 ASC Maintain Airspace Structure

                The ASC Maintain Airspace Structure process enables the JACC to structure airspace and schedule its use. The JACC updates airspaces upon approval of ACMREQs and new requirements identified in the mission planning process.

              • BP-1077 ASC Develop Airspace Control Order

                The ASC Develop Airspace Control Order outlines the development of the Airspace Control Order (ACO). The JACC will promulgate the activation of pre-planned Airspace Control Means (ACMs) and/or procedures, and other airspace control information by issuing an ACO. ACMs and/or procedures will be valid for the period of the ACO or the specified time frame. ACO planning is usually synchronized with the ATO planning cycle.

      • BP-1690 Maritime Operations

        The Maritime Operations process describes activities required for planning, preparing, command and control sea-based operations and exercise.

        • BP-1747 Monitor Maritime Situation

          Monitoring the current maritime situation varies throughout the Planning, Preparation, and Execution phases of the Operations Cycle, supporting the overall Operations Assessment process by enabling commanders to evaluate the operation's progress. This process enhances situational awareness (SA) by providing frequent updates to the common operational picture, allowing commanders to maintain a clearer and more accurate understanding of maritime conditions. It also helps reduce SA degradation over time, ensuring commanders can make well-informed decisions and respond effectively to dynamic maritime environments.

          • BP-1950 RMP Management

            The Recognized Maritime Picture (RMP) Management processes assess the current maritime situation. This involves the compilation of information from maritime command and control information systems and from radar, tactical data links and other sources.

          • BP-2128 White Shipping Picture Management

            White Picture Management is a supplementary process to RMP Management. It includes control and monitoring the WP building and sharing but it is important to note that this takes place outside the MN. WP is built on the unclassified domain at the operational level and called Regional WP. Depending on the mission needs, part or whole of WP can be shared with Operational-level to be included as a feed to the Operation RMP or to be managed as separate Operation WP. All standard identities in WP on unclassified domain must be NEUTRAL.

        • BP-1088 Assess Maritime Situation

          The Assess Maritime Situation Processes encompass all efforts to evaluate effects and gauge progress in accomplishment of actions, effects and objectives. They also help to evaluate requirements for future action. Assessment measures progress toward and end state and delivers reliable feedback into the planning process, deliberately comparing forecast outcomes with actual events to determine the overall effectiveness of force employment. Commanders continuously compare assessments of the operational environment and progress of operations to their initial vision and intent to make sound and effective decisions to ensure objectives are met and the military end state is achieved.

        • BP-1692 Maritime Tactical Planning

          Planning processes in the maritime domain follow the same steps as per the Plan Operations process, however, are conducted on behalf of the Maritime Component Commander by his staff.

        • BP-1309 Direct Maritime Forces

          The Direct Maritime Forces business processes define the conditions and activities to execute the allocation, tasking and control of maritime forces, including naval units, maritime air and supporting assets, and their capabilities to achieved assigned operational objectives at and from the sea, including direct action, medical and logistical support, in coordination with other domains.

          • BP-1688 Maritime Command

            Maritime Command process describes activities specific to the command of various maritime forces and assets.

          • BP-1689 Maritime Control

            In striking a balance between orchestrating operations and granting freedom of action to subordinates, commanders will use three methods of control: mission command, command by veto, or detailed control type orders. The type of control used will depend on the nature of the operation or task, the environment, the nature and capabilities of the adversary and, perhaps most of all, the quality of the force and its respective commanders.

      • BP-1591 Land Operations

        The Land Operations process is centered on translating a plan into action by applying combat power to achieve the mission, utilizing situational awareness to monitor progress and inform decisions for execution or adjustments. Fundamental to this process is the decision to either carry out the planned phases, branches, and sequels or to alter the plan in response to changing circumstances. Throughout the process, the commander directs the application of combat power, ensuring that activities are synchronized effectively and maintaining continuous operations to prevent the enemy from regaining momentum or stability. Executing land operations involves more than just follow-through; it is a constant process characterized by four key activities: monitoring the ground situation, assessing current conditions, forecasting future progress, and making informed decisions to adapt plans as needed. Commanders must remain vigilant to unforeseen enemy actions, environmental changes, or opportunities that require rapid response. Success in execution hinges on the ability to identify these changes promptly and adapt strategies accordingly, whether through accepted plans or innovative solutions to emerging challenges. The adaptation to change within land operations employs two main methods. The first involves proactive anticipation during the planning and preparation stages, where commanders develop branches and sequels to address potential changes. This anticipation process continues throughout the operation, utilizing analysis and judgment to understand evolving situations, establish decision criteria, and predict consequences. The second method, improvisation, is employed in situations where unexpected enemy actions or environmental shifts leave little time for formal planning. While improvising is a less preferred approach, it often becomes necessary to respond swiftly and effectively to unforecasted developments, distinguishing itself from anticipatory planning primarily by timing.

        • BP-1745 Monitor Ground Situation

          Monitoring the current ground situation varies across the Planning, Preparation, and Execution phases of the Operations Cycle, supporting the Operations Assessment process by enabling commanders to evaluate operational progress effectively. This process helps commanders achieve a higher level of situational awareness (SA) through frequent updates to the common operational picture, ensuring all involved personnel have a shared understanding of battlefield conditions. Additionally, it assists in maintaining that SA over time with minimal degradation, allowing commanders to adapt quickly to evolving circumstances and make informed decisions to keep the operation on track.

        • BP-1087 Assess Ground Situation

          The Assess Ground Situation processes consist of two distinct tasks: monitoring the current situation and progress of the operation, and evaluating the operation against criteria of success. These tasks take different forms during Planning, Preparation, and Execution phases of the Operations Cycle. Together they allow commanders to assess the situation in terms of expectations and progress of the operation.

          • BP-1596 Land Situational Awareness

            The purpose of the Land Situation Awareness Process, supported by Knowledge Development, is the development and maintenance of a level of understanding of land situation to support assessments, and decision-making in the provision of Land advice to Joint Force Command (JFC) during the planning and conduct of operations.

          • BP-1592 Land Operations Evaluation against Criteria of Success

            Evaluating the operation against criteria of success process take different forms during Planning, Preparation, and Execution phases of the Operations Cycle. The Land Operations Evaluation Against Criteria of Success process allows commanders to assess the situation in terms of expectations.

        • BP-1597 Land Tactical Planning

          Operational-level objectives are translated into tactical-level plans through the operations planning process by the joint force commander and the component commands. Planning is done in a collaborative manner with advice from the component commanders and their staff to ensure that their capabilities can fulfil the tactical objectives. This also ensures that tactical-level commanders understand the operational level context in which their actions are to occur.

          • BP-1586 Land Appreciation and Assessment of Options

            The Land Appreciation and Assessment of Options process is the Phase 2 of the Land C2 Processes at the level of the Land Component Command (LCC). The purpose of the Land Appreciation and Assessment of Options process is twofold: # To understand: #* the strategic and operational situation, #* the nature of the problem, #* the alliance's desired end state, #* the alliance's strategic, military strategic and land objectives. # To provide land advice to Joint Force Command (JFC) for its own operational advice.

          • BP-1595 Land Orientation

            The Land Orientation process is Phase 3 of the Land C2 Processes at the level of the Land Component Command (LCC). The purpose of the Land Operational Orientation Process is to determine the land problem that must be solved, the specific land conditions that must be created, the key land factors that will influence the achievement of those conditions, and any limitations on the Commander’s freedom of action for the development of the overall land design.

          • BP-1588 Land CONOPS Development

            The Land Concept of Operations (CONOPS) Development Process is Phase 4a of the Land C2 Processes at the level of the Land Component Command (LCC). The purpose of the Land CONOPS Development process is to determine how best to carry out operations that will accomplish the mission effectively and efficiently in accordance with the Commander’s Intent. This is a collaborative planning effort to produce a land CONOPS in coherency with the strategical and operational CONOPS.

          • BP-1593 Land OPLAN and OPORDER Development

            The Land Operational Plan (OPLAN) and Operational Order (OPORDER) Development Process is Phase 4b of the Land C2 Processes at the level of the Land Component Command (LCC). The purpose of the Land OPLAN and OPORDER Development process is to: • Develop the arrangements and further specify the required activities to implement the concept of operations; • Specify the conduct of land operations, including the deployment, employment and sustainment of forces; and • Provide a basis for planning by subordinate/supporting land forces and entities and subsequent adaptation, as required, to meet changes in the land operational environment.

          • BP-1589 Land Execution Assessment and OPLAN Review

            The Land Execution, Assessment and Operational Plan (OPLAN) Review Processes are Phase 5 of the Land C2 Processes at the level of the Land Component Command (LCC). The purpose of Land Execution, Assessment and OPLAN Review is the execution of the developed and approved land operational plan. Execution requires the command and control of land military forces and interaction with other non-military means to conduct integrated, coordinated or synchronized land actions that create desired effects. To accomplish this, the land operational plan has to not only sit within the joint operational plan and strategic plan but also within the comprehensive political approach adopted by the organization and any other contributors. The operational level will have defined the parameters and levels of liaison and interdependent planning for its subordinates and it is within these guidelines that the land operational level must interact with civilian and multinational agencies and structures. Even at the beginning of execution, planners will need to consider the impact of emerging information on the Land OPLAN and any adaptations or changes that have to be made.

            • BP-1587 Land Assessment

              The Land Assessment process is taking place in the Execution, Assessment and OPLAN Review Processes (Phase 5 of Operations). The purpose of the Land Assessment process is to assess a current situation. This process is necessary for lead a land operation. This process is concomitant with the Execution processes and with OPLAN Review processes

            • BP-1590 Land Execution

              Execution entails much more than just putting the plan into action. Executing is a continuous process of three activities: (1) Assessing the current state and forecasting progress of the operation. (2) Making execution and adjustment decisions to account for unforeseen enemy actions and exploit opportunities. (3) Directing actions to apply combat power to accomplish the mission. During execution, command support must continuously manage relevant information. It must compare the common operational picture against the commander’s intent, identify variances from the plan, and recommend solutions for the commander to decide, correct, or exploit the variances. Finally, it must direct actions to execute decisions to counter unforeseen enemy or friendly actions or exploit opportunity.

            • BP-1594 Land OPLAN Review

              The Land Operational Plan (OPLAN) Review Process is taking place in the Execution, Assessment and OPLAN Review Processes (Phase 5 of Operations). The purpose of the Land OPLAN Review process is to review the OPLAN in order to fit to the actual situation. This process is necessary for lead a land operation. This process is concomitant with the Land Execution processes and with the Land Assessment process.

          • BP-1598 Land Transition

            The Land Transition process is Phase 6 of the Land C2 Processes at the level of the Land Component Command (LCC). The purpose of the Land Transition process is to review, develop and coordinate a tailored Land OPLAN for transition, including the handover of responsibility to the United Nations (UN), other international organizations or indigenous actor in the crisis area, so that alliance Land forces can withdraw in a controlled manner so as to avoid this action being a destabilizing influence in the region.

        • BP-1307 Direct Ground Forces

          The wide range of military and civilian activities and capabilities, combined with the demands for coordination, make command and control of the land operation a highly complex task. The scale of the command and control task poses a particular challenge to land force commanders. It originates from: the number of soldiers, units and independent weapon systems involved; their interaction with their adversaries; their dependence on the terrain; their contact with the local people; their mutual interdependence; and the inherent risk of error and friction.

      • BP-2019 Space Operations

        The Space Operations process describes activities required for planning, preparing, and execution of operations and exercises with respect to the utilization of space capabilities. These processes inform decision-making and enable sufficient access and freedom of action across all operational domains.

      • BP-1250 Cyberspace Operations

        The Cyberspace Operations processes describe activities required for planning, preparing, command and control operations and exercises in and through Cyberspace. Cyberspace operations are likely to be an integral part of military operations and missions and need to be considered from the early stages of planning. The commander should, to the maximum extent possible, deconflict, synchronize, and coordinate Cyberspace activities in all domains to obtain the desired effects.

        • BP-1254 Cyberspace Operations Planning

          The Cyberspace Operations Planning processes consist of a set of seven consecutive sub-processes, and one independent iterative process, based on Allied Joint Doctrine for the Planning of Operations.

          • BP-1059 Analysis of the Cyberspace Operating Environment

            Commanders continuously monitor their areas of interest to anticipate potential crises and allow them to assist the strategic level in understanding any situation. This also includes an analysis of cyberspace as part of the overall understanding of the operating environment, for instance the generation of a recognized cyberspace picture (RCP). This allows continuous assessment of relevant parts of cyberspace to take place, involving coordination and information exchange with relevant staff branches, all of which should be conducting their own assessments.

          • BP-1253 Cyberspace Operations Integrated Planning

            Planning for cyber operations should address how to effectively integrate capabilities and effects in cyberspace, counter an adversary’s use of cyberspace, defend mission critical networks, operate in a degraded environment, efficiently use limited assets and consolidate operational requirements for capabilities and effects in cyberspace. Cyber operations planning follows the normal sequence of planning activities. Cyberspace-specific assessments should be achieved in very close coordination with the broader information environment assessment at both the strategic and operational levels.

        • BP-1256 Cyberspace Operations Risk Management

          Risk management is an ongoing process that requires careful balancing between achieving operational effects and the potential risks involved, involving deliberate decisions on how to address and treat those risks. Given that cyberspace is a global domain, there is a significant risk of command and control (CO) activities impacting areas outside the joint operations zone, potentially causing unintended effects on friendly forces or other entities, regardless of their involvement in the mission. This risk must be integrated into the planning process to mitigate adverse consequences across the broader operational environment. Differences in how affected parties perceive and react to COs and their effects—particularly in the complex and often unclear landscape of cyberspace—can also introduce risks, including escalation, which must be actively assessed and managed to prevent undesired consequences.

        • BP-1255 Cyberspace Operations Preparation

          Preparation for Cyberspace Operations involves two key processes: pre-deployment training and preparing the joint operations area. Pre-deployment training focuses on planning and exercising the integration of cyberspace operations (COs) beforehand, ideally involving all elements of the force to ensure seamless coordination and effectiveness. Preparing the joint operations area entails shaping, securing, and maintaining access to the operational environment, which is essential for mission success and is conducted in close coordination with the commander. During this phase, COs may support activities aimed at shaping the environment, with the commander assessing their legal, operational, and policy compliance to ensure they are acceptable and within the established guidelines, thereby setting the conditions for successful operations.

        • BP-1252 Cyberspace Operations Execution

          Cyberspace Operations will be conducted according to the operation plan. As such, cyber effects that are voluntary provided by associated nations, when authorized, might give the commander alternative options to create effects. These options are integrated, coordinated and synchronized across force components to achieve objectives as efficiently as possible.

        • BP-1251 Cyberspace Operations Contribution to Target Nomination

          Like all operations, Cyberspace Operations (COs) are first considered within the joint targeting process to identify options for conducting COs that can create specific effects aligned with the commander’s mission objectives. Throughout planning and during execution, target nominations are necessary to implement these operations, initiated through the joint targeting process, then developed and fed into relevant working groups and boards for inclusion on the joint prioritized target list (JPTL). The target development cycle during planning must incorporate inputs for COs at all relevant levels, recognizing that certain types of COs may require substantial time to plan, develop, authorize, and execute, and thus must be carefully integrated into the overall operational timeline.

    • BP-1480 Function-specific Operations

      Operations take place in and across five different operational domains, and one of the aspects that binds these all together in a joint fashion is that they all are dependent on the availability and provision of military functions that complement their domain-specific capabilities. Countries may have a different appreciation of the breakdown structure of these military functions, but in general the identification and recognition of these military functions is commonly accepted. Within the context of the Business Processes taxonomy a list of military functions is included. By no means is this intended to be regarded as a complete list, and over time more functions may be incorporated, or functions may merge with different descriptions. • Intelligence • Joint Targeting • Joint Fires • Special Operations • Force Protection • Counter-IED • Personnel Recovery • Electronic Warfare • Logistic Support • Medical Support • CIS • CIMIC • Military Engineering • Strategic Communications

      • BP-1553 Intelligence

        The processes for Intelligence operations describe the activities necessary to achieve the operational requirements for Joint Intelligence, Surveillance and Reconnaissance (JISR) and deliver Intelligence products in support of operational decison-making and situational awareness. The complexity of modern operations produces a greater need for all-encompassing intelligence, which uses a wide range of sources and agencies to develop understanding of the operational environment. This relies upon geospatial, cultural and linguistic capabilities for information collection and the subsequent processing into intelligence and dissemination.

        • BP-1308 Direct Intelligence

          Direction is defined as the determination of intelligence requirements, planning the collection efforts, issuing of orders and requests to collection agencies, and maintenance of a continuous check on the productivity of such agencies. Direction is the key to the intelligence process. There are two distinct types of direction required to make the process work: external and internal. External direction comes from commanders at each level and sets the parameters for intelligence requirements and objectives. Internal direction comes from the senior intelligence officer to each specialist element of the intelligence staff.

        • BP-1554 Intelligence Requirements Management

          Intelligence Requirements Management (IRM) is a set of integrated management processes and services which: validate, summarize and prioritize incoming intelligence requirements; initiates the collection of associated information; quality controls processed outputs; and oversees dissemination of intelligence products. This management process is led by the intelligence staff or agency and provides the means to access and manage intelligence requirements, related information objects, their status and relationship to decision making. IRM underpins the vast majority of the intelligence cycle, ensuring that requirements are prioritized, coordinated and actioned correctly.

          • BP-1282 Determine Intelligence Requirements

            Intelligence Requirements are determined from Intelligence Direction and received Request for Information. The IRs are refined into Specific Intelligence Requirements (SIRs) and Essential Elements of Information (EEIs) in coordination with the requestor. This is achieved by decomposing the IR into more specific and detailed questions and indicators, the latter task is an analytical function conducted analytical function conducted in close cooperation with the IRM staff. IRs may be standing or emerging.

          • BP-1828 Plan Intelligence Collection

            Review and retrieve relevant data, information and intelligence available to address the IRs, if gaps exist determine the appropriate collection means and update the Intelligence Collection Plan.

          • BP-2077 Task Intelligence Collection

            If no or insufficient data or information exists (intelligence gaps), IRM staff will initiate collection, via the generation of a Collection Requirement, or ask to another organization to fulfil the requirement via RFI, managing the responses as well as identifying persisting intelligence gaps.

          • BP-1746 Monitor Intelligence Collection

            Monitoring the performance of the various agencies in fulfilling collection tasks is a business process that is used to measure, analyze, and improve the performance of the collection management process. The objective of this business process is to: • enable increased efficiency and effectiveness, • alleviate risks, and • drive continuous improvement.

        • BP-1572 Joint ISR

          The business process for Joint Intelligence, Surveillance and Reconnaissance (JISR or Joint ISR) enables the provision of JISR capabilities in support of a Commander’s objectives and requirements. The fundamental steps within the JISR cycle that would be conducted are: Task, Collect, Process, Exploit, and Disseminate. These steps may be conducted in part or in full at the tactical level, such as at ISR detachments and Human Intelligence (HUMINT) teams, but may also involve those at the operational level, such as J2 collection managers and Combined Air Operations Centre (CAOC) ISR Division (ISRD) staff, depending on the activities and situation encountered.

          • BP-1562 JISR Tasking

            The Joint Intelligence, Surveillance and Reconnaissance (JISR) Tasking process supports tasking within the JISR cycle, either deliberate or dynamic/ad hoc. Deliberate tasking is the output of the collection requirement management process; dynamic/ad hoc tasking is the output of the collection operations management process. Tasking should focus on the person or organization being supported. The more involved the customer gets in tasking, and the more detailed that tasking is, the better the final product becomes in a timely manner. This tasking is based upon ISR requirements, and it drives the rest of the collection cycle. Proposed tasking inside the ISR cycle is the result of the Collection Requirements Management process and is an input to ISR system mission planning.

          • BP-1559 JISR Collection

            The Joint Intelligence, Surveillance and Reconnaissance (JISR) Collection Process supports the gathering of unprocessed data. It can take the form of various collection disciplines such as imagery (IMINT), signal intelligence (SIGINT), or a report from a person (HUMINT). The JISR Collection process comprises of Collection Operations Management and ISR Asset Collection.

          • BP-1561 JISR Processing

            The Joint Intelligence, Surveillance and Reconnaissance (JISR) Processing process supports the conversion of collected data to a useable format. For example, SIGINT intercepts are translated, HUMINT reports are formatted and source information added, and IMINT is converted to customer specifications.

          • BP-1560 JISR Exploitation

            The Joint Intelligence, Surveillance and Reconnaissance (JISR) Exploitation process takes full advantage of any information that has come to hand for tactical or strategic purposes. ISR exploiters analyze processed data and extract information to determine its significance. The final product is created according to the customer’s requirement. There can exist different levels of exploitation for each JISR capability or asset. The levels range from rapid and preliminary assessment of collected JISR data or information up to a more time consuming in-depth assessment via reach-back capabilities. The different levels of exploitation are dependent on the specifications and characteristics of the JISR capability or asset and its supporting organization and personnel (near sensor, in-theatre, in reach-back).

          • BP-1313 Disseminate JISR Products

            The Joint Intelligence, Surveillance and Reconnaissance (JISR) Dissemination Process supports timely posting or publishing of exploited and processed information for use in follow on activities outside the JISR process (i.e. intelligence analysis, targeting). The JISR Dissemination Process involves the transmission of the collected exploited information to the requester. It may take on various forms: real time or NRT data links directly from collection platform to requesters.

        • BP-1663 Manage Collection

          Collection Management is about taking the validated collection requirements and assigning them to collection activities, whether joint intelligence, surveillance and reconnaissance (JISR) asset related or not, and ensuring the collection activities are closely coordinated with operations staffs at all times.

        • BP-1157 Collect Intelligence

          The Intelligence Data Collection Process supports the exploitation of sources by collection agencies and the delivery of the information obtained to the appropriate processing unit for use in the production of intelligence. Intelligence, Surveillance and Reconnaissance (ISR) assets conduct the bulk of all collection activities, but non-dedicated ISR assets can also contribute. Collection activity requires close collaboration with both intelligence and command staff to optimize the use of collection assets.

        • BP-1883 Process Intelligence

          The Intelligence Data Processing Process supports the conversion of information into intelligence through collation, evaluation, analysis, integration and interpretation. The process is iterative and may generate further requirements for collection before dissemination of the intelligence.

        • BP-1312 Disseminate Intelligence

          The Intelligence Data Dissemination Process supports the timely conveyance of intelligence, in an appropriate form and by any suitable means, to those who need it. It also requires security, conformity to the user’s requirement and a mechanism for feedback.

      • BP-1583 Joint Targeting

        The business process for Joint Targeting enables the activities and procedures necessary to achieve the commander’s objectives, identifying the actions necessary to create the desired effects based on means available, selecting and prioritizing targets, and the synchronization of fires with other military capabilities and then assessing their cumulative effectiveness and taking remedial action if necessary. It is both an operational level and component level command function. The Joint Targeting Cycle (JTC) has a logical progression that aids decision-making and provides the JFC with a methodology linking objectives with effects throughout the battlespace. It is flexible enough to be adapted to any military operation desired and across diverse functional areas, such as air interdiction and information operations. This process enables the JFC to most effectively employ allocated resources to achieve the assigned objectives. Joint forces require a common joint targeting process in order to minimize the likelihood of conflicting or duplicative actions during military operations, as well as to mitigate potentially undesirable consequences resulting from the outcome of those operations. Consequently, components must understand the joint targeting process if they are to create the effects necessary to accomplish the JFC’s objectives.

        • BP-1578 Joint Target Development

          The Joint Targeting Development Process involves the analysis of the adversary to determine the best targets to engage in order to achieve the JFC’s objectives. Intelligence Preparation of the Battle Space (IPB) will normally build basic information on adversary facilities, organizations, individuals, and equipment. Multiple target analysis methods, such as Target System Analysis (TSA) and Critical Node Analysis, are normally employed to identify the adversary’s strengths, weaknesses, and Centres of Gravity (COG). The analysis performed in target development must be conceived of as proceeding through successively greater levels of detail, flowing from the macro (broad scope) level to the micro (narrowly focused) level. Critical to the success of the entire targeting process is the establishment of intelligence requirements at all levels, which in turn drives the production of collection plans. The ultimate goal of this expansive research is to support COG analysis and determine exploitable vulnerabilities of the adversary. Targeteers will then select specific targets and target elements that can efficiently be engaged to affect the COG.

        • BP-2095 Time Sensitive Targeting

          The business process for Time Sensitive Targeting (TST) enables the effective engagement of the full range of time-sensitive targets likely to be confronted by joint force commander in operations. Time-sensitive targets are targets that pose (or soon will pose) a clear and present danger to friendly forces or are highly lucrative, fleeting targets of opportunity that the Joint Force Command (JFC) has designated as requiring expedited response. Prosecution and destruction of these targets or rendering them harmless represents significant combat capability to help achieve the mission objectives.

        • BP-1580 Joint Targeting Capabilities Analysis

          The Joint Targeting Capabilities Analysis process analyzes the prioritized targets from the target development phase and matches appropriate capabilities in order to achieve the JFC’s objectives whilst minimizing undesirable effects. The capabilities analysis includes both lethal and non-lethal options and related means in order to allow the JFC to have a clear understanding of capability requirements and all possible options available upon which to base his ultimate employment decisions.

        • BP-1581 Joint Targeting Force Planning and Assignment

          The Joint Targeting Force Planning and Assignment process integrates the capabilities analysis results with the operational considerations resulting in prioritized targets being assigned to the available engagement assets. This is the foundation for the planning and execution of operations that perform discrete tasks that support the JFC’s objectives.

        • BP-1582 Joint Targeting Mission Planning and Execution

          The Joint Targeting Mission Planning and Execution process supports the direct planning and execution of engagements, and includes coordinating the necessary assets to conduct assessments of such engagements. Component commanders are responsible for the conduct of this phase. The core process within this phase of Joint Targeting is the Find, Fix, Track, Target, Engage, Exploit and Assess (F2T2E2A), also known as the Dynamic Targeting Proccess.

        • BP-1579 Joint Targeting Assessment

          the Joint Targeting Assessment process intends to measure progress of the joint force toward mission accomplishment. The process is continuous and directly tied to the commander’s decisions throughout planning, preparation and execution of operations. Assessment is performed at all levels. Strategic- and operational level assessment efforts concentrate on broader tasks, effects, objectives, and progress toward the desired end state and are incorporated in strategy and guidance development. Tactical level assessment typically focuses on task accomplishment and target engagement.

      • BP-1570 Joint Fires

        The processes for Joint Fires describe the activities necessary to provide the ability to use kinetic and non-kinetic means in to generate the desired lethal and/or non-lethal effects from all domains of operations. Joint Fires enable the coordinated and integrated employment of land-, air- and naval fire support platforms delivering indirect firepower to achieve the required effects on ground targets to support Land Operations in the full spectrum of conflict. The processes encompass the integration of indirect fires and effects to influence the adversary forces, installations or functions or to maintain freedom of movement. The two broad categories of targets are planned and immediate. Planned targets are targets that are known to exist in an operational area and against which attacks have been scheduled in advance (see Joint Targeting Processes) or are on-call. Immediate targets, either unplanned or unanticipated, are targets that have been identified too late to be included in the normal targeting process, and therefore, have not been scheduled.

        • BP-1569 Joint Fire Support Planning

          Joint fire support planning is a continual and cyclical process that synchronizes, executes, and assesses joint fires at tactical, operational, and strategic levels with joint fire support communications systems and architectures. Prior to execution, fires planning is performed as part of the joint planning process. After OPLAN approval and during execution, fire support is planned as part of the joint targeting process using the joint targeting cycle.

        • BP-1568 Joint Fire Support Execution

          During execution, control of joint fire support forces is normally exercised through the J-3. The J-3 integrates and synchronizes fires with other major elements of the operation such as maneuver, information-related activities, special operations, and logistics. The Joint Fires Element (JFE) manages the daily joint fire support coordination responsibilities. Since the JFE is composed of representatives from operations, plans, targeting, intelligence, and each subordinate and supporting command, it can be a powerful coordination and synchronization tool for the J-3. The JFE performs the tasks outlined by the J-3. The JFE may assess joint fires and joint fire support operations, providing rapid feedback to the JFC for decision making. Joint fire support execution requires operational battle tracking of friendly forces and equipment, targets, and threats to friendly forces. This is especially important as joint fires are coordinated across components (Service or functional) and between or within operational areas. Joint fires require planning, coordination, and synchronization to maximize effectiveness and minimize risks to friendly forces. The JFE can assist the J-3 with implementing measures to reduce the risk of friendly fire incidents, to include disciplined execution of OPORDs, ACOs, ATOs, SPINS, targeting guidance, deconfliction, ROE, CID, and PID procedures and maintain the detailed SA necessary to synchronize the joint fire support system.

        • BP-1567 Joint Fire Support Assessment

          As an essential part of the overall operation assessment, the JFC-level and component-level staff will assess joint fire support. The staffs should assess how effectively the joint fire support system supports forces in contact, supports the CONOPS and associated fire support plan, synchronizes joint fire support, and sustains joint fire support operations. Positive indicators include a continuous flow of targeting information up and down the chain of command; availability of capabilities that can create both lethal and nonlethal effects; access to the requested type of joint fire support; consistent use of the most effective joint fire support; patterns of avoiding unnecessary duplication; civilian casualties and collateral damage; efficient use of airspace; prompt joint fire support for troops in contact, along with rapid coordination methods; protecting the force; and flexible supported and supporting staffs. Negative indicators include insufficient creation of effects or achievement of objectives, patterns of friendly fire incidents, or unanticipated or unacceptable amounts of civilian casualties or collateral damage.

      • BP-2027 Special Operations

        The processes for Special Operations define the activities to support the synchronization of special operations planning by the Special Operations Component Command (SOCC) in relative parallel with operational-level planning, and then command and control the execution of approved plans. Special operations are military activities conducted by specially designated, organized, trained, and equipped forces, manned with selected personnel, using unconventional tactics, techniques, and modes of employment. These activities may be conducted across the full range of military operations, independently or with conventional forces, to help achieve the desired end-state. Politico-military considerations may require clandestine or covert techniques and the acceptance of a degree of political or military risk not associated with operations by conventional forces. Special Operations deliver strategic or operational-level results or are executed where significant political risk exists.

        • BP-2026 Special Operations Planning

          The Special Operations Planning process supports the utilization of a component-level planning process by the Special Operations Component Command (SOCC), to synchronize special operations planning in relative parallel with operational-level planning. A hasty planning process is used for planning when time is constrained and when the planning will result in an order to the SOCC and/or its subordinate elements. Hasty planning is not used to develop a SUPLAN or an OPLAN. At the tactical level (task groups and task units) the Special Operations Forces (SOF) decision-making process is utilized for mission planning.

          • BP-2028 Special Operations Situational Awareness

            The Special Operations Situational Awareness process supports the development and maintenance of a level of understanding to support assessments and decision making by the Special Operations Component Command (SOCC). Because the alliance does not have a standing SOCC to maintain awareness of events happening within the alliance’s sphere of interest, the NSHQ Situational Awareness Centre maintains an understanding of on-going global events. The process formally brings when the Strategic Commander designates an area of interest and assigns responsibilities for situation monitoring to a JTF HQ. Although the NSHQ commander may not stand up a SOCCPG at this point, the NSHQ and the SOFAD at the designated JTF HQ should begin the knowledge development process. This process includes developing SOCC RFIs, making initial judgements about the potential threats and risks, and building the SOCC’s knowledge base concerning conditions, trends, population, and previous assessments of the environment. A SOPLE may be deployed to assist and to augment the assigned SOFAD. During this phase, SOCC planners initiate the CPOE and develop their initial assessment.

          • BP-2024 Special Operations Planning Appreciation

            The Special Operations Planning Appreciation process supports the opportunity for the commander and staff to fully develop their understanding of the situation. Once the staff have developed their understanding of the situation, they apply their professional expertise, judgement, and critical thinking skills to provide sound special operations advice to the Joint Force Command (JFC). For the Special Operations Component Command (SOCC), this process starts with a WNGO from the Joint Task Force Headquarters. Throughout this process, the SOCC continues to develop and refine their CPOE. Activities during this phase include the activation of SOCC planning elements, initiation of the estimate process, and development of the commander’s initial guidance. It is important to appreciate the level and scope of international engagement, including the legal and political aspects, and the international media and public opinions. The SOCCPG must fully understand the alliance's desired end state and strategic and military operational objectives.

          • BP-2025 Special Operations Planning Orientation

            The Special Operations Planning Orientation process supports the determination of the operational problem that must be solved, the specific conditions the Special Operations Component Command (SOCC) must create, the key operational factors that influence the achievement of those conditions, and any limitations on the SOCC’s freedom of action as the SOCCPG develops the overall operational design. This process starts with the receipt of the JFC’s operational planning directive. This process includes a review of the planning guidance, a detailed mission analysis, the development of the commander’s operational design, and the formulation of the commander’s initial intent. Mission analysis includes a thorough examination of the higher commander’s mission, intent, and desired end state as well as all assigned and implied tasks, in order to precisely state the mission and desired end state. This is complemented by a COG and factors analysis, the development of decisive points/conditions, and the creation of the operational design. The SOCCPG presents their mission analysis to the commander to assist him in formulating his planning guidance. The process concludes with the commander issuing guidance to the SOCCPG for the development of Courses of Action (COAs) and issuing the SOCC planning directive (SOCCPD) to subordinate commanders to initiate planning.

          • BP-2021 Special Operations CONOPS Development

            The Special Operations Concept of Operations (CONOPS) Development Process supports the determination of the best way to carry out operations effectively and efficiently in accordance with the Joint Force Command's (JFC) intent. This process starts with a review of the CPG as a basis for updating staff estimates and developing Courses of Action (COAs). Potential COAs are initially described in broad terms and tested for viability. Viable COAs are coordinated with subordinate commands, refined through analysis, evaluated through wargaming, and compared among themselves and against the opposing force COAs to determine relative advantages and disadvantages. The results are presented in a COA decision brief to the commander. On the basis of the commander’s decision and any further guidance, the SOCCPG refines the selected COA and produces a coherent component level CONOPS and a joint statement of requirements (SOR), which are the final products of this planning stage.

          • BP-2023 Special Operations Plan Development

            Special Operations Plan Development process supports the development of a plan based on the approved CONOPS, that addresses deployment, employment, force protection, and sustainment of special operations. This process must meet the criteria for timeliness and adequacy as specified by the JTF HQ. A SOPLE is the SOCC representative at the JTF HQ, the Joint Force Command (JFC), and/or the ACO. The SOPLE ensures that the SOCC requirements and requests are adequately addressed in the development of the JCO, the JTF HQ synchronization matrix, and the joint prioritized effects list. Once the JTF HQ CONOPS is approved by the strategic commander, the SOCC should expect an activation warning that is provided for representatives to the force generation conference where nations commit their contributions to the operation. An activation request is sent to each nation’s Ministry of Defence to confirm their force commitments; The strategic commander releases the Allied Forces List (AFL). The AFL and the SOCC CONOPS are the basis for the SOCC SUPPLAN and appropriate annexes. This phase also includes revisions to the JTF HQ Annex K, Special Operations, based on any changes or adjustments received during the CONOPS approval process and AFL.

          • BP-2022 Special Operations Execution and Assessment

            Special Operations Execution and Assessment process supports the execution of the approved plan of the Special Operations Forces Command (SOCC). The SOCC’s task is to conduct special operations in support of the JFC’s goals and objectives. Throughout this process, the SOCC must monitor the environment and assess the outcome of SOF actions across the entire battlespace. Combat assessment is a continual process that occurs during every step of planning and execution. If, during execution, adjustments are required to the plan, the SOCC may amend the plan based on the direction and guidance of the SOCC and with the concurrence of the Joint Task Force (JTF). The tools available to amend or adjust a plan are a FRAGO, JCO, or rewriting of the SUPPLAN. The SOCC directs which format he prefers or which best meets the higher commander’s operational or timeline requirements for amending a plan during execution.

          • BP-2030 Special Operations Transition Planning

            Special Operations Transition Planning process supports the transition to the next phase of the campaign, prepare for the next rotation of Special Operations Forces (SOF), or arrange the transition from one mission for the Special Operations Component Command (SOCC) to a new one. The aim of this process is to ensure that the transition between units, whether at the unit level or by the SOCC does not become a destabilizing influence in the operational area or TOO. The SOCC-P2 ensures a high level of cooperation and coordination amongst the functional components in a TOO, directs the integrations with local and regional civilian agencies, and provides for sufficient oversight and higher HQ guidance of SOF transition plans in order to avoid any potential missteps.

        • BP-2029 Special Operations Targeting

          The Special Operations Targeting process, mirroring and sitting within the Joint Targeting process, supports the implementation of a comprehensive approach which advocates that all actors, military and non-military, be considered during the Course of Action (COA) development. In this context, the Special Operations Component Command (SOCC) ensures that the effects of kinetic and/or non-kinetic actions are considered logically with an understanding of how those actions affect the targeted and non-targeted actors. It can be detrimental to leap directly into the hard targeting process of find, fix, finish, exploit, analyze, and disseminate (F3EAD), particularly in a theater dominated by unconventional warfare.

      • BP-1477 Force Protection

        The business process for Force Protection (FP) enables the measures and means to minimize the vulnerability of personnel, facilities, equipment, materiel, operations, and activities from threats and hazards in order to preserve freedom of action and operational effectiveness thereby contributing to mission success. They cover a wide range of protective measures, effects, actions and tasks and use a spectrum of military capabilities.

        • BP-1476 Force Protection Mission Analysis

          Mission analysis is a logical process for extracting and deducing, from the OPORD and commander's guidance, the specified and implied tasks, and mission essential actions necessary to fulfil a mission. It is a dynamic process that continues as the situation and the mission are reviewed. Any of the tasks and actions identified through mission analysis that fall within the FP fundamental elements should be covered in detail in the FP annex to the operation plan or order. Additionally, the FP C2 element will need to coordinate and assign these as mission tasks to the appropriate FP assets. The mission analysis includes the determination of the higher command authority’s intent; the analysis of Allied security and military direction, including short and long-term objectives to attain the end state; and pre-conditions for success.

        • BP-1475 Force Protection Hazard and Threat Identification

          Force Protection Hazard and Threat Identification is a three-step process that begins with identifying critical assets and capabilities essential to mission success through a criticality assessment. The next step involves determining the likely threats and hazards to personnel and these vital assets via a threat assessment. Finally, a vulnerability assessment is conducted to identify weaknesses that could be exploited by threats and to evaluate the potential impact of incidents on the force’s operational effectiveness and political support, thereby influencing overall mission success.

        • BP-1947 Risk Assessment and Force Protection Task Analysis

          Armed with the results of the mission analysis and hazard and threat identification (criticality, threat, and vulnerability assessments), a FP task analysis and initial risk assessment will then be conducted. Specified FP tasks are those specifically identified as a result of the mission analysis. Other FP tasks will be derived from a detailed analysis of the hazards and threats from the previous step. The risk assessment will be completed to determine the potential adverse effects from those hazards and threats, the probability of occurrence, and the degree of exposure. Risks are then prioritized and FP measures, tasks, and activities identified. Pending the type of operation, any residual risk is accepted by the commander in close coordination with participating nations.

        • BP-1285 Develop and Implement Force Protection Measures, Tasks, and Activities

          Risk decisions in force protection are primarily the responsibility of commanders, beginning with the highest level such as Strategic Command (SC) or Joint Force Command (JFC). The senior commander typically makes the initial response decision, implementing overarching force protection measures, tasks, and activities, and setting guidance on the level of risk that can be accepted. Subordinate commanders then develop their own risk responses for their forces, ensuring that measures are tailored to their specific operational context. Responsibilities for force protection measures are distributed accordingly, with the highest level overseeing protection for the entire force, while subordinate commanders handle protection for their respective units or elements. During this process, force protection measures, tasks, and activities are developed and analyzed as hazards are reassessed to determine residual risk—the remaining risk after controls are applied. This analysis compares the risk reduction achieved through proposed controls against the original risk, and decisions are always based on the residual risk level. The process continues until an acceptable level of risk is achieved, or when all risks are reduced to a point where the benefits of continuing operations outweigh the potential costs. Once finalized, these measures are translated into clear orders, integrated into standard operating procedures (SOPs), mission briefings, and staff estimates, establishing authority, accountability, and support to ensure effective implementation while maintaining awareness of remaining risks. Since no single security measure provides complete protection, a combination of interrelated, mutually supporting measures is necessary to achieve an acceptable overall level of security.

        • BP-1524 Incident Response and Recovery

          Incident response encompasses a range of measures aimed at neutralizing, isolating, containing, and resolving a specific threat or act. The primary objectives are to stop the incident, minimize its impact on mission success, reduce casualties, facilitate recovery, and restore operational capability as quickly as possible. Effective response often requires coordination among multiple disciplines such as security, safety, firefighting, search and rescue, public affairs (PA), explosive ordnance disposal (EOD), and chemical, biological, radiological, and nuclear (CBRN) teams. All response actions should follow established process and procedures outlined in response plans to ensure a structured and effective approach. The incident response process involves immediate actions by first responders—such as quick reaction forces, fire departments, medical teams, and hazardous materials units—as well as establishing an emergency operations center. Response activities include implementing measures to contain, isolate, or terminate the incident, alerting higher headquarters and related units, conducting operational continuity and alert plans, and deploying additional protective measures as needed. Gathering information, assessing damage, preserving evidence, and communicating updates internally and externally are vital steps. Coordinated information management through information operations (Info Ops) helps degrade adversary exploitation, demonstrate the host nation's (HN) response, and reassure the public of the force’s commitment to protection. Medical measures, such as casualty evacuation procedures, are also integral to the response effort. Recovery operations focus on mitigating damage, restoring capabilities, and alleviating hardship caused by natural, accidental, or deliberate threats. These operations involve coordinated activities to restore essential functions, protect health, and provide safety and emergency relief. They require the collaboration of disciplines such as military engineering, security, EOD, medical, logistics, decontamination, transportation, communications, and PA. Recovery efforts may be supported by pre-positioned supplies and mitigation materials within the installation. The goal is to implement all necessary steps to restore maximum operational capability after an incident has been contained, ensuring safety and continuity for ongoing operations.

        • BP-2059 Supervise and Review

          Regardless of whether an incident has occurred, supervision and review is required to validate the effectiveness of the overall FP plan, to make necessary adjustments, to ensure that risk controls are implemented and enforced to standard, and that a feedback mechanism is in place. It also validates the adequacy, scope, and effectiveness of selected FP measures, tasks, and activities in supporting the objectives and desired outcomes. While this is presented as the final step in the FP model, supervision and review should occur throughout the process to provide the ability to identify weaknesses and to make changes or adjustments to controls based on performance, changing situations, conditions, or events. Commanders must review actions and processes to ensure that lessons learned and best practices are recorded.

      • BP-1211 Counter-IED

        The business process for Counter Improvized Explosive Devices (C-IED) enables operations in multiple military functional areas and, therefore, relies on an integrated and comprehensive approach that is joint, inter-agency and multinational (inter-governmental). This should be accomplished through permanent and intensive civil-military interaction (CMI) with civil-military cooperation (CIMIC) as the main facilitator. Commanders at all levels must be proactive in interacting with the civil environment to harmonize efforts. It is also imperative for politicians from governments of troop contributing nations to engage with other governments as well as the financial and industrial sectors that directly or indirectly play a part in the IED system. The C-IED approach must be embedded throughout the preparation, planning and execution of operations. This will link to campaign design and campaign management which will enable a commander to analyse, plan and subsequently execute and assess in an environment with an IED threat. C-IED is the responsibility of commanders at all levels. It requires the support and understanding of all those participating in operations. The desired outcome of C-IED is to minimize the risks posed by an adversary’s IED system so it is no longer a significant constraint on the successful conduct of operations.

        • BP-1259 Defeat the Device

          Defeat the device (DtD) is a joint activity focused on detecting, neutralizing, and mitigating the effects of Improvised Explosive Devices (IEDs) and related events. It plays a vital role within the Counter-IED (C-IED) approach by combining reactive and proactive operational and tactical measures to enhance host nation (HN) and allied force protection, ensure freedom of movement, and support stabilization efforts. DtD aims to enable maneuverability, protect populations, and maintain physical security, relying heavily on intelligence and understanding of threats. It considers the objectives, methods, and enablers needed to defeat devices, recognizing that adversaries are highly adaptive, requiring the organization to remain flexible and agile in anticipating and countering their tactics, techniques, and procedures (TTP). Technology and science support capability development, but reliance solely on technology is insufficient; a balanced approach incorporating friendly force TTPs is essential. As a joint activity, DtD is conducted across the full spectrum of operations and may involve interagency cooperation, integrating technical issues with other actors inside or outside the joint operations area (JOA). Central to this effort is the Explosive Ordnance Disposal (EOD) and improvised explosive device defeat (IEDD) capacity, which is critical to a joint force's success. Commanders must establish clear priorities for DtD activities, balancing the need to maintain mobility and freedom of action at tactical and operational levels against the necessity of exploiting IED neutralization efforts to attack enemy networks (AtN). These priorities are dynamic and can shift depending on the mission context, adversary TTP, and operational demands, requiring commanders to adapt strategies to sustain force protection while supporting broader operational objectives.

        • BP-1875 Prepare the Force

          As part of the overall C-IED approach, prepare the force (PtF) is a joint task and comprises all measures required to prepare friendly forces for the mission. The aim is to enable friendly forces to accomplish their mission under a permanent IED threat. It is about preparing the wider force for operations and the C-IED approach and not just about preparing C-IED enablers or a C-IED task force. This chapter will focus on the broader aspects of C-IED rather than the detailed and specific requirements of specialists. For ongoing operations the continuous process of manning, equipping, training and educating is required. These activities are synchronized to deliver capability and checked against lines of development (LOD) which are the functional areas used to ensure that capability development is coherent and coordinated across the force. In many cases, PtF will require considerations beyond the force to include the host nation (HN), other governmental agencies, non-governmental departments, private security companies, as well as national non-deployed elements. Integrating the knowledge gained from the lessons learned process and operational analysis is an important aspect to build and consolidate force preparedness

        • BP-1212 Counter-IED Understanding and Intelligence

          Understanding and intelligence underpin the pillars of activity that define the countering improvized explosive device (C-IED) approach.. Understanding and intelligence are essential to comprehend the operating environment and to enabling effective targeting of the adversary threat network. Methods for understanding and intelligence need to be comprehensive, which at the operational level requires cooperating with various organizational and host nation (HN) agencies and entities. It is also necessary to design an effective information management (IM) system to collect and fuse all sources of information to facilitate a rapid information exchange between all involved elements. Understanding and intelligence supports the three pillars of the C-IED approach: # Defeat the device – There is a clear need to understand the characteristics of IEDs and how the adversary employs them. This enables the organization to develop the correct drills, tactics, techniques and procedures (TTP) and force protection (FP) measures. Success in defeat the device (DtD) activities, and subsequent exploitation, provides intelligence to further refine drills and TTP in all three pillars. # Attack the networks – Understanding and intelligence underpins attack the networks (AtN) activities by identifying the links and nodes as well as providing focus on critical vulnerabilities and high value targets. It also enables better understanding of the actors and how to influence them. The fusion of intelligence and operational considerations is critical to effective targeting of adversary threat networks. It informs decisions such as to whether it is advantageous to target an individual immediately or wait to allow the situation to develop and gain additional intelligence while interdicting at a time of our choosing. # Prepare the force – Understanding and intelligence enables prepare the force (PtF) activities by providing situational and cultural awareness and familiarity with the environment prior to deployment. The organization uses understanding and intelligence for planning effective training and exercises, enabling mission rehearsals and developing the correct mind-set, drills and TTP. It also assists with understanding how the threat may evolve and feeds into capability development and improvements to all aspects of delivering the C-IED approach.

      • BP-1818 Personnel Recovery

        The processes for Personnel Recovery (PR) describe the activities to recover and reintegrate personnel who have become isolated or captured. Most PR activities extend across component and national lines of responsibility. The availability of recovery assets determines the potential for successfully recovering isolated personnel. No single force, recovery system or organization is suitable for all situations and may require a mix of conventional, unconventional and non-conventional recovery systems. Operational flexibility and multi-system redundancy, along with robust command and control are the primary factors in successful recovery operations. The isolation, capture and/or exploitation of alliance personnel during operations may have a significant negative impact on operational security, morale of assigned forces and public support. In addition, operations may rely on interaction with agencies or other non-alliance actors for which the alliance may have a responsibility.

        • BP-1858 Personnel Recovery Planning

          The Personnel Recovery (PR) Command and Control (C2) Planning Processes define the processes support the operational planning for PR events. Planning recovery operations is a part of all alliance peacetime, wartime, and Crisis Response and Limited Contingency Operations Personnel Recovery Planning will include the establishment of the Joint Personnel Recovery Center (JPRC) and Personnel Recovery Coordination Cell (PRCC) of a Joint Task Force (JTF). PR planning includes as a primary outcome, the development of an overarching PR requirement and Courses of Actions (COAs) to meet those requirements. It includes, but is not limited to identifying and providing recovery resources to support operations. Planners must identify required PR capabilities and request those capabilities from participating nations at the earliest possible time to properly support their combat operations/forces. Commitment from the nations to support PR either directly with dedicated assets or indirectly by being prepared to support when requested is paramount.

          • BP-1854 PR Mission Analysis

            The Personnel Recovery (PR) Conduct Mission Analysis Process describes the activities required to conduct the analysis of a PR mission. In PR mission analysis, planners first determine the context in which the mission should be performed and specifies tasks necessary to accomplish the PR execution tasks. Next, PR planners determine the capability to accomplish those specified tasks with assigned forces, identifies shortfalls, and develop requirements to address the shortfalls. The results of the mission analysis are presented to the joint commander, who provides guidance for the development of plans to conduct the PR mission.

          • BP-1857 PR Plan Development

            The Personnel Recovery (PR) Plan Development Process describes the activities the JPRC should perform to produce a PR estimate in parallel with the operational planning process (OPP).

          • BP-1856 PR OPLAN Annex Development

            The Personnel Recovery (PR) Operational Plan (OPLAN) Annex Development Process describes the activities required for the generation of the PR appendix to an OPLAN.

          • BP-1859 PR Readiness Maintenance

            The Personnel Recovery (PR) Readiness Maintenance Process is used by personnel assigned to the Jooint Personnel Recovery Centre (JPRC) and Personnel Recovery Coordination Cells (PRCC) in order to maintain readiness to plan and conduct personnel recovery operations.

        • BP-1847 PR Execution

          The Personnel Recovery (PR) Command and Control (C2) Execution Processes describe the activities to execute PR. PR operations comprise five execution tasks: Report, Locate, Support, Recover, Reintegrate. These tasks are completed either sequentially, in parallel or simultaneously. The responsible Personnel Recovery Coordination Cell (PRCC) will attempt to recover the isolated personnel utilizing available (organic) PR capabilities, and notify the Joint Personnel Recovery Centre (JPRC). If the PRCC determines it is unable to accomplish the recovery with its own resources, the JPRC will coordinate with other PRCCs to gain an initial assessment on the capabilities within each component and feasibility of component courses of action. As soon as practical, the JPRC should establish and promulgate supporting and supported relationships, nominate a lead component PRCC to plan and execute the recovery and allocate additional resources as necessary.

          • BP-1848 PR Incident Reporting

            The Personnel Recovery (PR) Incident Reporting Process enables the Joint Personnel Recovery Center (JPRC) to create a PR event and distribute the information to all PR units and the C2 architecture.

          • BP-1846 PR Component PR Incident Support

            The Personnel Recovery (PR) Component PR Incident Support Process defines the processes the Joint Personnel Recovery Center (JPRC) may provide when a component command is conducting a PR mission within own component capabilities.

          • BP-1849 Personnel Recovery Incident Response

            The Personnel Recovery (PR) Incident Response Processes describe various types of appropriate incident response activities for PR.

            • BP-1850 PR Isolated Personnel Location

              The Personnel Recovery (PR) Isolated Personnel Location Process involves the effort taken to precisely find and authenticate isolated personnel. It starts upon recognition of an isolation event and continues until the isolated person is recovered.

            • BP-1853 PR Isolated Personnel Support

              The Personnel Recovery (PR) Isolated Personnel Support Process is employed by the Joint Personnel Recovery Centre (JPRC) and the Personnel Recovery Coordination Centre (PRCC) maintaining situational awareness and ensuring the sustainment of the Isolated Personnel (ISOP). Support to the ISOP may include establishment of two-way communications, provising morale building support, aerial resupply, suppression of enemy threats or other means to preclude capture or a worsening situation. Support may also include physical and psychological support to the isolated personnel's unit or family.

            • BP-1855 PR Mission Planning Support

              The Personnel Recovery (PR) Mission Planning Support Process assists the Rescue Mission Commander in developing the mission plans and Scheme of Manoeuvre (SOM) in response to a Personnel Recovery (PR) incident.

            • BP-1851 PR Isolated Personnel Recovery

              The Personnel Recovery (PR) Isolated Personnel Recovery Process enables the coordinated actions and efforts of commanders and staffs, forces,and isolated personnel to bring isolated personnel under the physical custody of a friendly organization. The recovery task is accomplished through PR operation and mission planning, individual and synergistic actions of commanders and staffs, forces, and isolated personnel.

            • BP-1852 PR Isolated Personnel Reintegration

              • The Personnel Recovery (PR) Isolated Personnel Reintegration Process monitors the return of the ISOP to own forces, supports the debrief of the PR related missions, and collects the various debriefs for dissemination and storage.

      • BP-1325 Electromagnetic Warfare

        The business processes for Electromagnetic Warfare (EW) describe the activities in support of military use of electromagnetic (EM) energy and directed energy (DE) to control the spectrum or to attack the enemy. EW consists of three divisions: electromagnetic attack (EA), electromagnetic protection (EP), and electromagnetic warfare support (ES). Electromagnetic warfare (EW) is military action that exploits electromagnetic energy to provide situational awareness and create effects. EW is a key segment of electromagnetic operations (EMO), and can provide the operational level commander with a means to shape the electromagnetic environment (EME) to support operations while denying the same to the adversary or enemy.

        • BP-1321 Electromagnetic Attack

          The Electromagnetic Attack business processes describe the activities which support this function within the Electromagnetic Environment (EME). EA involves the use of electromagnetic (EM) energy for offensive purposes. EA includes capabilities that can limit an enemy’s ability to operate in the EME. In addition, EA capabilities project power through the EME to neutralize an enemy. Typical EW capabilities of EA include jamming, deception and neutralization.

          • BP-1320 Electromagnetic Attack Planning and Tasking

            The Electromagnetic Attack (EA) Planning and Tasking Process enables the user to fully assess EA and Electromagnetic Surveillance (ES) capability and resources before execution.

          • BP-1938 Review EA Status and Capability

            The Assess Electromagnetic Attack (EA) Status and Capability Process enables the user to monitor and visualize the current status and capability of assigned EA resources so that EA, Electromagnetic Surveillance (ES) and Electromagnetic Defence (ED) can be used together to provide support within the Electromagnetic Environment (EME). The aim is to create a rolling plan to support current tasking and future objectives.

            • BP-1052 Analyse Anticipated EA Status and Capability

              The Analyse Anticipated EA Status and Capability business processes define the conditions and activities to execute the collection, fusion and evaluation of intelligence, surveillance and reconnaissance (ISR), electromagnetic spectrum (EMS) for operations (EMO) data, and air/space operations information to determine an adversary's current and potential electromagnetic attack (EA) capabilities, posture and intent, in order to inform joint planning, targeting and protective measures across all domains.

        • BP-1323 Electromagnetic Surveillance

          The Electromagnetic Surveillance (ES) business processes describe the activities which support this function within the Electromagnetic Environment (EME). ES is applied to monitor the use of EM energy, either actively or passively. ES uses data gathered from the EME, to provide instant Situational Awareness (SA) and support the provision of intelligence. ES data provides the foundation for the Recognized Electromagnetic Picture (REMP) and ultimately the common operational picture. ES is tasked by, or under the control of, an operational or tactical commander, to exploit information derived from the detection of EM radiation and the measurement of EM wave parameters.

          • BP-1336 Electromagnetic Surveillance Planning and Tasking

            The Electromagnetic Surveillance (ES) Planning and Tasking Process enables the user to manage and disseminate tasking to subordinate Electromagnetic Support Measures (ESM) resources, in support of both the J2 Collection Plan and Planned Operations.

          • BP-1337 Electromagnetic Surveillance Reporting

            The Electromagnetic Surveillance (ES) Reporting Process supports generation of ES reports and/or messages at any given time in standard format(s). These may be for dissemination to either higher or lower echelons as well as the same level.

            • BP-1368 Electromagnetic Warfare Products and Reports

              The Electromagnetic Warfare Products and Reports business processes define the conditions and activities to execute the planning, production, dissemination and archiving of electromagnetic warfare (EW) information products and reports in order to provide commanders and staff with a timely and coherent picture of the electromagnetic environment, including friendly and adversary EW activities, their effects and risks, in support of joint planning, execution, assessment and targeting across all domains.

          • BP-1338 Electromagnetic Surveillance Signal Identification

            The Electromagnetic Surveillance (ES) Signal Identification Process supports the resolution of unknown or ambiguous ES Reports received, by providing an authoritative ID of the signal and sharing the result across the joint force so that an accurate view can be provided. The Cooperative Electromagnetic Support Measures Operations (CESMO) Fusion Cell (CFC) performs a key role in this process.

          • BP-1339 Electromagnetic Surveillance Status and Capability of Assigned Assets

            The Electromagnetic Surveillance (ES) Status and Capability of Assigned Assets Process enables the user to monitor and visualize the current status and capability of assigned ES resources. The Recognized Electromagnetic Picture (REMP) will be automatically updated with new feeds or information.

        • BP-1369 Execute EMO

          The Execute Electromagnetic Attack (EA) Process facilitates coordination of EA assets or capabilities to ensure the planning supports execution of current and future operations. This includes Targeting, Joint Fires, Navigation Warfare (NAVWAR), PsyOps and InfoOps. Electromagnetic Surveillance (ES) / Electromagnetic Defence (ED) are used alongside to provide support within the Electromagnetic Environment (EME). This will be used to create a rolling plan for the Current (0-24/36 hours) and Future (24/36-96 hours) Operations.

        • BP-1743 Monitor and Report EM Operations

          The Monitor and Report Electromagnetic (EM) Operations process facilitates gathering of data for reviewing the impact on a planned TS-EOB. This provides feedback to support both Electromagnetic Attack (EA) and Electromagnetic Surveillance (ES) Planning and Tasking.

          • BP-1748 Monitor MIJIWARNREP

            The MIJIWARNREP Process requires monitoring so that the effect can be located and targeted appropriately if necessary.

        • BP-1826 Plan Electromagnetic Operations

          The Plan Electromagnetic (EM) Operations process enables the REMP Manager to develop a Course of Action (COA) using the Recognized Electromagnetic Picture (REMP) to set alerts, thresholds, business rules in order to define output information products as well as organize the information to provide a range of different views. Planning Electromagnetic (EM) Operations links to a set of business processes which support planning and assessment of operations alongside the management of inputs and outputs of information products between the different organizational levels operating within the Electromagnetic Environment (EME).

          • BP-1086 Assess EM Operations

            The Assess Electromagnetic Operations (EMO) process enables the Recognized Electromagnetic Picture (REMP) Manager to determine Measures of Effectiveness (MoE) and Measures of Performance (MoP) to assist in the Electromagnetic (EM) Planning process and trend analysis.

            • BP-1361 Evaluate the EM Effect Realised by the Task

              Evaluate the Electromagnetic (EM) effect of a task in relation to environment and objectives with provided Measures of Effectiveness (MoE).

            • BP-1362 Evaluate the EM Task

              To Evaluate the Electromagnetic (EM) Task, the Measures of Performance (MoPS) need to be analysed so that the success of the task(s) may be evaluated.

          • BP-1326 EM CONOPS Development

            The Electromagnetic (EM) CONOPS Development process is an essential part of Planning EM Operations.

          • BP-1378 Exploit REMP for Execution

            The Exploit REMP for Execution process enables the REMP Manager to effectively use information in a Recognized Electromagnetic Picture (REMP) in order to check the status and capability of Electromagnetic Attack (EA) and Electromagnetic Surveillance (ES) assigned resources for execution of Electrmagnetic (EM) Operations.

          • BP-1722 Merge Data to Extend EOI List

            The process of merging data to extend the Emitter Of Interest List (EOI) is essential to ensure EM signatures are added for identification purposes.

          • BP-1943 Review Rules of Engagement

            The Review Rules of Engagement (ROE) process links to a ROE Management process conducted by the higher echelons. It is required for Electromagnetic (EM) Planning prior to execution of plans.

          • BP-2067 Support Planning and Assessment

            The user is able to create multiple versions of Electronic Order of Battle (EOB) to support planning and assessment. These may be loaded into the REMP to provide information for predictive propagation and analysis in support of change management and detailed planning.

        • BP-1907 Recognized Electromagnetic Picture Management

          The Recognized Electromagnetic Picture (REMP) Management set of business processes describe the functions which support planning within the Electromagnetic Environment (EME).

          • BP-1548 Initiate Recognized Electromagnetic Picture

            The Recognized Electromagnetic Picture (REMP) process is initiated so that information related to Electromagnetic Operations (EMO) can be displayed and used in collaboration with all echelons and coalition forces. This picture will combine or merge with other common operating pictures.

          • BP-1657 Maintain Theatre Specific Electronic Order of Battle

            The Create and Update Theatre Specific Electronic Order of Battle (TS-EOB) process enables the REMP / EOB Manager to update the existing TS-EOB or Initial Electronic Order of Battle (I-EOB) with the most recent Electromagnetic (EM) information to create a new version, which may be stored.

          • BP-1219 Create Theatre Specific Electronic Order of Battle

            The Create Theatre Specific Electronic Order of Battle (TS-EOB) process permits the REMP / EOB Manager to create the first version of the TS-EOB using the Initial EOB (I-EOB) and other available sources of information.

          • BP-1674 Manage Recognized Electromagnetic Picture

            The Manage REMP process enables the REMP Manager to dynamically manage the potentially large volumes of information received. The information will need filtering and analysis to provide useful views depending on the requirements provided in planning.

      • BP-1616 Logistic Support

        The business process for Logistic Support describes a range of logistic solutions. These solutions must strike a balance between expeditionary agility and adequate sustainment and take advantage of multinational, host nation (HN) and commercial support solutions as early as possible. The Logistic Support solutions will include an increasing reliance on the reverse supply chain to return unserviceable or surplus items from the JOA for repair and restocking of the strategic base inventory.

        • BP-1793 Operations Logistics Chain Management

          The Operations Logistics Chain Management (OLCM) capability must be flexible and adaptable to support different types of operations, functioning effectively across all phases and within a network of diverse mission participants, including national and civilian logistics chains. It is essential that OLCM provides comprehensive logistics visibility, which includes accurate and real-time information on mission-essential resources, capabilities, facilities, requirements, and processes as planned. This visibility ensures that all stakeholders have a clear understanding of logistic status, enabling informed decision-making and efficient resource allocation throughout the operation. Beyond visibility, the OLCM capability supports logistics management and decision support for responsible logisticians, such as CJ4s and the Logistics Support Group (JLSG). It manages committed logistics resources, requirements, and processes, coordinating across national and civilian logistics chains to ensure continuity and effectiveness. The associated processes involve maintaining the logistics capability during operations, initializing logistics plans for specific missions, providing ongoing visibility, coordinating among various actors, and ultimately closing the operation-specific logistics chain. By delivering transparency and management functions, the OLCM enables force commanders and staff to collaborate effectively, prioritize tasks, synchronize efforts, and coordinate logistics across a complex network of mission, national, and host nation (HN) chains, enhancing operational cohesion and efficiency.

          • BP-1776 OLCM Core Capability Maintenance

            OLCM_1.1 Maintain Core OLCM Capability • UBPM v2.1 – Maintain Core OLCM Capability is a capability management process at Strategic level providing a core set of features required for the OLCM to function. These features are generic and, as a result, the "Maintain Core OLCM Capability” process is an on-going process, not linked to a specific operation or phase.

            • BP-1600 LOG FS Core Data Management

              OLCM_1.1.1 Manage LOG FS Core Data • UBPM v2.1 – Activity responsible for defining and maintaining • LOG FS Reference Data – Reportable Item Codes (RIC), Item information, Geo-Locations, Lines of Communication, relevant encyclopaedic data, HNS information, parameters and thresholds for different types of logistics nodes and distribution chains, legal constraints regarding Logistics activities, access up-to-date NATO documents (policies, procedures, STANAGs). • NATO Standing Capabilities Data Base – The management of this information is shared with Logistics Collaborative Planning processes at strategic level specific to OPP Phase 1 and 4b respectively: OLCM_2.1.1 Contribute and Review Encyclopaedic Information on Crisis Area and OLCM_2.6.1 Update the Status of Forces Available to NATO

            • BP-1778 OLCM Templates Management

              OLCM_1.1.2 Manage OLCM Templates • UBPM v2.1 – Activity responsible for managing generic templates for various operation types and sizes; examples include: Logistics C2 structures; generic multi-national force profiles and holdings; Sustainment planning factors; theatre logistics architecture and logistic chain design; templates for common reports and logistics products (e.g. logistics planning products like Annex S); contingency scenarios and appropriate logistics support solutions that could to be used as a basis for the design of a specific mission. Templates include generic force profiles and holdings and NRF reported Force Profiles and Holdings.

            • BP-1924 Reportable Lists Management

              OLCM_1.1.3 Manage Reportable Lists • UBPM v2.1 – Activity responsible for the management of the predefined generic reportable lists: • Reportable Logistics Resources • Reportable Logistics Requirements • Reportable Logistics Processes for different types of mission. It includes RLP definitions and Reporting/ information exchange requirements in terms of logistics resources, requirements and processes and for various operations (types and sizes) or phases of an operation; Critical lists (e.g. MEEL, Critical Operation Spares and Equipment list) with associated priorities (which will be used to drive alerting and the calculation of Sustainment impact of an event or option).

            • BP-1951 Role Management

              OLCM_1.1.4 Manage Roles • UBPM v2.1 – Activity responsible for definition and maintenance of Generic roles and assigned responsibilities, with respect to logistics processes and operation of logistic facilities, nodes, modes and infrastructure in the JOA.

            • BP-1635 Logistics Event Types and Thresholds Management

              OLCM_1.1.5 Manage Logistics Event Types and Thresholds • UBPM v2.1 – Activity responsible for Managing Logistics Events Types to be monitored, for different types of missions. Associate metrics to Logistics Events Types, with corresponding thresholds and actions to be performed in case of threshold violation, enabling decision support functionality.

            • BP-1601 Logistic MoEs and Thresholds Management

              OLCM_1.1.6 Manage Log MoEs and Thresholds • UBPM v2.1 – Activity responsible for defining and configuring different sets of Logistic MoEs (Key Performance Indicators to measure the effectiveness and efficiency of the operations logistic chain) with different thresholds values for different Planning Situations for Operations in the form of Generic MoEs and Thresholds. in order. These MoEs are the measurable aims set for logistics in a specific operations area and therefore can be identified as Measures of Effectiveness associated to specific Logistic conditions and captured as part of the OPLAN/ Annex OO Operations Assessment. These will be further configured - together with the associated thresholds - for the Operation, based on Logistic MoEs defined and captured in OPLAN/ Annex R / Annex OO (Operational assessment)/ Annex S and ACO Directives.

            • BP-1028 Alert Types and Thresholds Management

              OLCM_1.1.7 Manage Alert Types and Thresholds • UBPM v2.1 – Activity responsible for configuring sets of Generic Alert Types and Thresholds for different types of missions, enabling decision support functionality.

            • BP-1350 Establishment and Management of Business Rules

              OLCM_1.1.8 Establish and Manage Business Rules • UBPM v2.1 – Activity responsible for defining and configuring Generic Business Rules for processing Logistics Events and evaluating MoEs. These include Generic Rules for event triggering, monitoring and escalation of logistic events, triggering actions and workflows, Sets of pre-defined user actions and/ or automated system responses to be considered in case of a particular event or threshold violation (e.g. sending Notifications, raising Alerts, initiating automated processes, assigning tasks).

            • BP-2017 SOPs, Trainings, Procedures and Test Readiness Development

              OLCM_1.1.9 Develop SOPs, Trainings, Procedures and Test Readiness • UBPM v2.1 – Activity responsible for developing SOPs and Training Guidance, Procedures and testing the readiness of the capability through exercises. This is a pre-requisite for maintaining and ensuring the readiness of the OLCM Capability with respect to DOTMLPFI.

            • BP-1813 Past Operations Information Management

              OLCM_1.1.10 Manage Information from Past Operations • OLCM v2.1 – Categories of information from past operations will need to be managed according to their purpose: • # Previously authorized changes to generic OLCM capability configuration and parameters will be applied, with impact on future operations and exercising that will use this data. • # Relevant logistic data to be used as basis for simulating various scenarios (e.g. for COA development, training/ exercises). Includes • #* Various measured parameters of the logistics chain from different historical missions • #* Visibility over Contract Integrator Planning: visibility of historical data from previous missions shall be available for the purpose of process improvement at strategic level during the maintenance of the core OLCM capability • #* Analysing historical data in order to look for alternatives to improve parts of the chain (e.g. cost effectiveness). • #* Use of data snapshots captured from operations and exercises as a baseline for simulating various scenarios for training, exercises and in order to look for alternatives to improve parts of the chain (e.g. cost effectiveness) • # Logistics data for auditing (e.g. information related to disposal and hand-overs as result of the OPP/ Phase 6 Transition)

          • BP-1774 OLCM Capability Initialization

            OLCM_1.2 Initialise the OLCM Capability • UBPM v2.1 – The Operation Logistics Chain is operation specific and therefore it needs to be initialised for a specific operation based on inputs from Core OLCM Capability (Templates and Generic Parameters) and gradually tailored based on results from Logistics Collaborative Planning, as details become available from the Operations Planning Process (Strategic Planning Directive, CONOPS and OPLAN development). The initialization of the OLCM Capability is a one-off activity for each operation. Adjusting the OLC due to re-planning is a separate on-going management activity performed throughout the duration of an Operation, with specifics for each phase of the operation (e.g Sustainment, Redeployment).

            • BP-1970 Setup OLCM Capabililty

              OLCM_1.2.1 Setup OLCM Capability • UBPM v2.1 – The NAC Initiating Directive (NID) is the trigger for initiating the Strategic Planning. Following it, anytime between the SACEUR's Strategic Planning Directive and the CONOPS development, the planners (RDG) and the Strategic Log can decide for the early setup of the OLCM capability, including data collection and processing which will feed OLCM decision support systems. [AJP4.6] Multinational joint theatre logistics addresses the requirements for and the organization and functions of logistic support across the spectrum of current and potential NATO operations. There is no fixed template for C2, which may vary from operation to operation depending on type, scale, complexity and location. Each concept therefore has the flexibility to provide for a number of courses of action, against which an operation-specific support option recommendation may be made to adopt the most appropriate C2 arrangement in the context of the mission. The operation type will be used to select the appropriate set of templates for OLCM Capability for the given operation. The type, scale and location of the operation will be determined based on the Strategic Planning Directive Selected templates for the given operation type, scale and location are used to setup the Initial Operation Specific OLCM Capability Templates as part of the Logistics Collaborative Planning process; these will be based on inputs (generic/ core templates applicable to the given operation) provided by process OLCM_1.1 Maintain Core OLCM Capability. This configuration will be performed and continue at operational level, throughout OPP Phase 3 OLCM_1.2.1 Setup OLCM Capability will use the Initial Operation Specific OLCM Capability Templates and the Initial LOG FS Refence Information, taking into consideration additional planning products as they develop - HNS, Contracting and Multi-national Solutions (as captured in the SPD and further refined through Mission Analysis and COA Development), followed later on by the CONOPS, CJSOR and ADL - to fine-tune this setup, throughout OPP Phase 3a/ Phase O3a: Mission Analysis and Phase O3b:/ COA Development (OLCM_2.12 Logistics Contribution to Operational Estimate and OLCM_2.13 Logistics Input to COA Development); this activity also contributes towards an Initial RLP. Operation Specific OLCM Capability Templates and Operation Specific LOG FS Reference Information reflect the logistics information accumulated during the planning process: Strategic lines of Communication (LOC), Access to the theatre and entry points, including APODs/SPODs, Intermediate Staging Bases (ISB) if required, Possibilities for HNS, Theatre lines of communication, etc. LOG FS installation for the specific operation (as an Initial Operational Capability (IOC)) will be deployed and configured. This process is enabled by process ENB_6 Enable LOG FS.

            • BP-1773 OLCM Capability Configuration

              OLCM_1.2.2 Configure OLCM Capability • UBPM v2.1 – Once the CONOPS is approved, the ACTWARN is issued and the OPLAN is being developed as part of OPP Phase 4b (Operational OPLAN Development), JFC J4 will perform the OLCM Capability Configuration. The baseline for this configuration is provided by: • The Generic OLCM Capability Configuration managed by the process OLCM_1.1 Maintain Core OLCM Capability; • The initial Setup (reference and core logistics Information) performed during the earlier stages of the OPP (OLCM_1.2.1 Setup OLCM Capability) The Operation Specific Roles, MoEs and Thresholds, Event Types and Thresholds, Alert Types and Thresholds will be configured by J4 Staff based on the main planning products: • OPLAN/ Annex R - for Logistics C2, OLC Templates (Sustainment parameters, Priorities/ Mission Essential Equipment and Supply Chain Timelines), Logistic Reporting and Visibility • OPLAN/ Annex S - for Nodes and Modes, Movement Visibility and Reporting requirements • OPLAN/ Annex B - for C2 structure • OPLAN/ Annex OO - the Operations Assessment will include Logistics for the Measures of Efficiency and associated thresholds which will be used for the configuration; these parameters will be re-visited and updated as necessary during Execution. These products, together with the ADL, MNDDP, RSOM Plan and OPLAN Service Support Concept contribute to the development of the Initial RLP and provide the planning baseline to start monitoring the execution. In order to set up a proper baseline for the logistics event monitoring during execution, a series of business rules will need to be configured for the following purposes: • To define triggers for logistic events • To determine the related events for a given Logistics Event, • To define triggers for alerts and computation rules for determining their severity • To determine possible response actions to an event • To evaluate the Logistic MoEs and compare evaluated them with the associated thresholds and generate Logistic Events Activities • OLCM_1.2.2.1 Determine OLC Configuration Parameters • OLCM_1.2.2.2 Configure Operation Specific Log MoEs and Associated Thresholds -definition of parameters and thresholds for the current operation based on the OPLAN • OLCM 1.2.2.3 Configure Operation Specific Logistics Event Types and Thresholds - determine the Types of Logistics Events and Alert Types, with their thresholds for the Operation • OLCM 1.2.2.4 Configure Operation Specific Alerts and Associated Thresholds • OLCM_1.2.2.5 Configure Operation Specific Reporting Requirements - identify all applicable Reporting Lists for current operation, type and frequency of Logistics Reporting • OLCM 1.2.2.6 Configure Operation Specific Roles - definition of Roles and permissions based on the Logistics C2 Organization for the Operation • OLCM 1.2.2.7 Configure Operation Specific Business Rules • OLCM 1.2.2.8 Process Planning Information • ENB_6 Provide and Support CIS to Support the Operation The values configured as part of this process will be updated throughout the Operation every time the OPLAN is updated during the operation, as part of the Adjust OLC process.

          • BP-1636 Logistics Information and Visibility Management

            OLCM_1.3 Manage Logistics Information & Visibility • UBPM v2.1: • [AJP-4.6B] Information management will be a key enabler in allowing COM JLSG the logistic visibility needed to plan, execute and manage theatre-level logistic operations in accordance with the direction of the joint HQ DCOS support/ CJ4. • [OLCM CONOPS] The JLSG, on behalf of CJ4, will monitor the logistic status of the joint force through LOG FS, which will be updated by respective units on a basis determined by the CJ4. Information provided identifies the status of mission essential items and commodities stipulated by CJ4. Logistics Visibility and Situational Awareness addresses the data collection and reporting followed by analysis, responding to questions like what happened and what is happening in order to create the basis for Logistics Decision Support functions: Prediction (what will/ could happen) and Operation (make it happen). Visibility is supported by Reporting tools over a data repository fed by external sources (stakeholders in the OLC), and sometime enriched with additional data, which enable data comparisons and benchmarking. Each logistic function has its own sources of data from the co-existing NATO and National logistics chains, data collection plans and validation rules; therefore, specific collection and validation activities will be performed by the specific JLSG HQ branches: • OLCM 1.3.11 Collate and Validate Operational Data - JLOC in coordination with J2 • OLCM 1.3.2 Collate and Validate M&T Data, J4/ M&T • OLCM 1.3.3 Collate and Validate Supply and Services Data, J4/ Log • OLCM 1.3.5 Collate and Validate Infrastructure and Engineering Support Data, JENG • OLCM 1.3.7 Collate and Validate Maintenance and Repair Data, J4/ Log • OLCM 1.3.8 Collate and Validate Medical Support Data, JMED • OLCM 1.3.6 Collate and Validate Host Nation Support Data • OLCM 1.3.4 Collate and Validate Contractor Support Data, J4 in coordination with THOC • OLCM 1.3.1 Collate and Validate Logistics Reporting Data, J4/ Log Main enabling capabilities for Logistics Visibility are: • Definition of the Key Performance Indicators • Real-time data collection of information (e.g. from RFID tags on assets or shipments) Logistics relevant data should be evaluated using a 5 step process: • Data Profiling – inspect the data for obvious errors, inconsistencies,redundancies or incomplete information. • Data Quality – correct, standardize and verify the data, paying particular attention to and questioning those values that lie outside the expected range • Data Integration – match, merge or link data from a variety of disparate sources, looking deeper where independent sources provide different pictures • Data Augmentation – enhance data using information from internal or external sources that were not included in the original analysis plan or data collection matrix • Data Monitoring – look at the longer-term history of data to ensure control of data integrity over time Once collected, data will be validated (according to Steps 1 and 2 above). Validated Logistics data is then subject to aggregation (Step 3 above) and assessment (Step 4 above) leading to the RLP. Logistics data is subject to continuous monitoring during Execution (OLCM_1.3.9 Monitor Logistics Data) and further analysis during Transition (OLC closure: OLCM_1.5.1 Manage OLCM specific Mission Data). Data collection plans are defined as part of the OPLAN and revised during execution (see processes OLCM_2.17.6 Manage Joint Mission Reportable Lists, OLCM_2.17.7 Update the Theatre RLP Definition for the Operation and OLCM_2.17 Execution). • OLCM_1.3.9 Monitor Logistics Data • OLCM 1.3.10 Manage Recognized Logistics Picture • OLCM_2.17.6 Manage Joint Mission Reportable Lists

            • BP-1156 Collate, Filter and Distribute Logistics Reporting Data

              In support to the requirement of maintaining the RLP, CCs and NSEs will submit their Logistics reports (incl. Medical) to the JLSG HQ in accordance with Annex CC of the JFC OPLAN. The majority of the Reports used by JLSG are based on the APP-11 reporting supplement. Where no adequate reports exist or where higher HQ requires a different structure (such as BI-SCs) then JHQ Main will produce its own mission/operation tailored reports.

            • BP-1155 Collate and Validate M&T Data

              OLCM_1.3.2 Collate and Validate M&T Data • UBPM v2.1 – In order to be flexible and adaptive, the Movement Control system requires timely and adequate information from operators and users on factors that may affect the movement flow. This is essential for efficient planning, coordination and execution of Movement Control tasks and for situational awareness. Transparency (access to the information) and visibility is required of the consignment (personnel, equipment, materiel, units), the assets and infrastructure. Detailed RSOM Planning enables the provision of visualization and oversight of theatre movements during both deployment execution and sustainment operations. It is especially important to support the planning and management of the operational theatre LOC, focusing on rail and road movement coordination, tracking, reprioritization and re-routing. It will also be important to display and track in-theatre air and sea movements, such as for example Intra-Theatre Airlift System (ITAS) flights and ferry. Activities: OLCM 1.3.2.1 Collate M&T Data [JLSG SOP] The Battle Rhythm involves a large amount of information exchange in many directions, at all levels and through different methods. This requires overall control in order to ensure that all staff is able to collect, store and distribute relevant data quickly and efficiently so electronic storage media does not become overloaded and information is not misplaced. OLCM 1.3.2.2 Validate, Adjust and Filter M&T Data Verify that contributions to the RLP related to M&T are valid, current, and properly managed. This will include • Validating the provider of data and eliminating redundancies (same data from different sources or provided multiple times), • Checking data for adequacy and relevance (includes filtering of unnecessary data as per the current reporting requirements in place), • Checking data for completeness (as per the current reporting requirements in place) • Checking data for possible expiration • Validate data together with the provider, if necessary These activities will be assisted by adequate data management tools. Once satisfied, the data manager will authorize the use of that data contribution for information processing (validated M&T data contribution). OLCM 1.3.2.3 Release M&T validated Data Relevant, timely and correct knowledge of the joint logistics situation in operations are pre-requisite for planning and conducting military operations. Logistics data collected from the various Movement and Transportation sources will be released after - being sanitized and validated - for further assessment, aggregation and inclusion in the Recognized Logistics Picture.

            • BP-2061 Supply and Services Data Collation and Validation

              OLCM_1.3.3 Collate and Validate Supply and Services Data • UBPM v2.1 – As described in chapter 6, the integral nature of logistics means that the boundaries between process areas are not clearly defined. For example, supplies and services may be provided by contractors or a host nation. In order to support the OLCM capability, data on selected supplies and services must be collected in an ongoing manner. This data must be validated and checked for duplication, inconsistencies, etc. before it can be used to support analysis and decision making. The Service function of logistics covers the provision of manpower and skills in support of combat troops or logistic activities. This includes a wide range of services such as labour resources, postal and courier services, canteen, laundry and bathing facilities, support to mortuary affairs (including burial), housing and accommodation, water provision, etc. Activities: • OLCM 1.3.3.1 Collate Supply and Services Data • Logistics data is collected through Logistics Reporting mechanisms (such as the LOGUPDATE) and will include information concerning stock levels (including required levels), supply chains, consumption rates and service schedules, etc. Nations and NATO should agree to report operational maintenance information on equipment, critical spares and support capabilities in the earliest phases of LOPP and throughout the operation. The NATO Commander will identify specific reporting requirements for the maintenance assets designated to support the forces that will be under his control and may inspect maintenance operations to validate those maintenance reports. [JLSG SOP 702] The JLSG HQ Supply and Services Section plans, coordinates and executes support for all classes of supply for which the JLSG HQ is responsible, as follows: • Class I and III: Planning, monitoring, storage, provision to 3rd level, distribution to 3rd and 2nd level and executing logistic aspects of the OPLAN related to supply resources. CL I rations: Mainly national responsibility but nations are encouraged to use multinational solutions (bi-or multilateral arrangement). • Class II and IV: (when possible) Monitoring, coordinating, planning logistics aspects of the OPLAN related to supply resources. If and where possible, nations are encouraged to use bi- or multilateral solutions. • Class IV: Planning and providing building and construction materials for NATO owned infrastructure and projects. • Class V: Transportation and storage on 3rd level. OLCM 1.3.3.2 Validate, Adjust and Filter Supply and Services Data It is necessary to verify that contributions to the RLP related to Supplies and Services are valid, current, and properly managed. This will include: • validating the provider of data and eliminating redundancies (same data from different sources or provided multiple times), • checking data for adequacy and relevance (includes filtering of unnecessary data as per the current reporting requirements in place), • checking data for completeness (as per the current reporting requirements in place), • checking data for possible expiration. These activities will be assisted by adequate data management tools. Once satisfied, the data manager will authorize the use of that data contribution for information processing (validated supply and services data contribution). OLCM 1.3.3.3 Release Supply and Services Validated Data for Processing Relevant, timely and correct knowledge of the joint logistics situation in NATO operations are pre-requisite for planning and conducting military operations. Logistics data collected from the various Supply and Services will be released after - being sanitized and validated - for further assessment, aggregation and inclusion in the Recognised Logistics Picture. Such Validated logistics data will be used in the management of the OLC, in decision support analysis.

            • BP-1197 Contractor Support Data Collation and Validation

              OLCM_1.3.4 Collate and Validate Contractor Support Data • UBPM v2.1 – Contractor Support data contributes to the logistics picture. JLSG verifies that these contributions are valid, current, and properly managed. This will include • Validating the provider of data and eliminating redundancies (same data from different sources or provided multiple times), • Checking data for adequacy and relevance (includes filtering of unnecessary data as per the current reporting requirements in place), • Checking data for completeness (as per the current reporting requirements in place) • Checking data for possible expiration. These activities will be assisted by adequate data management tools. Once satisfied, the data manager will authorize the use of that data contribution for information processing (validated logistics data contribution). Activities: OLCM 1.3.4.1 Collate Contractor Support Data Contractor Support Data will be collected from various sources for validation, adjustment and filtering purposes in preparation of the release to the RLP. OLCM 1.3.4.2 Validate, Adjust and Filter Contractor Support Data OLCM 1.3.4.3 Release CSO validated Data for Processing Validated Contractor Support data will be used in the management of the OLC, decision support analysis and will also form part of the RLP. Data that has been validated and filtered will be marked as releasable and will then be available to these functionalities.

            • BP-1537 Infrastructure and Engineering Support Data Collation and Validation

              OLCM_1.3.5 Collate and Validate Infratructure and Engineering Support Data • UBPM v2.1 – Engineering and Infrastructure Data contributes to the logistics picture. JLSG verifies that this contribution is valid, current, and properly managed. This will include • Validating the provider of data and eliminating redundancies (same data from different sources or provided multiple times), • Checking data for adequacy and relevance (includes filtering of unnecessary data as per the current reporting requirements in place), • Checking data for completeness (as per the current reporting requirements in place) • Checking data for possible expiration. These activities will be assisted by adequate data management tools. Once satisfied, the data manager will authorize the use of that data contribution for information processing (validated logistics data contribution). The ENG RLP Layer shall include (but not be limited to) aggregated information regarding: • Maintenance Status for MSRs • Maintenance Status for Theatre Logistic Infrastructure • The Status of the Theatre Engineer Logistic Stocks (at TLB, FTLB) • MILENG Assessment Activities: OLCM 1.3.5.1 Collate Data OLCM 1.3.5.2 Validate, Adjust and Filter Data OLCM 1.3.5.3 Release IES validated Data for Processing Relevant, timely and correct knowledge of the joint logistics situation in NATO operations are pre-requisite for planning and conducting military operations. Logistics data collected from IES will be released after - being sanitized and validated - for further assessment, aggregation and inclusion in the Recognized Logistics Picture. Such validated logistics data will be used in the management of the OLC, in decision support analysis. Data that has been validated and filtered will be marked as releasable and will then be available to these functions.

            • BP-1498 Host Nation Support Data Collation and Validation

              OLCM_1.3.6 Collate and Validate Host Nation Support Data • UBPM v2.1 – Host Nation Support Data contributes to the logistics picture. JLSG verifies that this contribution isvalid, current, and properly managed. This will include • Validating the provider of data and eliminating redundancies (same data from different sources or provided multiple times), • Checking data for adequacy and relevance (includes filtering of unnecessary data as per the current reporting requirements in place), • Checking data for completeness (as per the current reporting requirements in place) • Checking data for possible expiration. These activities will be assisted by adequate data management tools. Once satisfied, the data manager will authorize the use of that data contribution for information processing (validated logistics data contribution). Activities: • OLCM 1.3.6.1 Collate HNS Data • OLCM 1.3.6.2 Validate, Adjust and Filter HNS Data • Verify that contributions to the RLP related to HNS are valid, current, and properly managed. • OLCM 1.3.6.3 Release HNS Validated Data for Processing • Validated HNS data will be used in the management of OLC, decision support analysis and will also form part of the RLP. Data that has been validated and filtered will be marked as releasable and will then be available to these functionalities.

            • BP-1659 Maintenance and Repair Collation and Validation

              OLCM_1.3.7 Collate and Validate Maintenance and Repair Data • UBPM v2.1 – JLSG collects information regarding Repair Facilities and Maintenance and Repair Technical Information and verifies that contributions to the RLP related to Maintenance and Repair are valid, current, and properly managed. This will include • Validating the provider of data and eliminating redundancies (same data from different sources or provided multiple times), • Checking data for adequacy and relevance (includes filtering of unnecessary data as per the current reporting requirements in place), • Checking data for completeness (as per the current reporting requirements in place) • Checking data for possible expiration. These activities will be assisted by adequate data management tools. Once satisfied, the data manager will authorize the use of that data contribution for information processing (validated Maintenance and Repair data contribution). Activities: OLCM 1.3.7.1 Collate Maintenance and Repair Information OLCM 1.3.7.2 Adjust and Filter Maintenance and Repair Data Verify that contributions to the RLP related to Maintenance and Repair are valid, current, and properly managed. OLCM 1.3.7.3 Release Maintenance and Repair Data for Processing Relevant, timely and correct knowledge of the joint logistics situation in NATO operations are pre-requisite for planning and conducting military operations. Logistics data collected from Maintenance and Repair will be released after - being sanitized and validated - for further assessment, aggregation and inclusion in the Recognised Logistics Picture. Such validated logistics data will be used in the management of the OLC, in decision support analysis. Data that has been validated and filtered will be marked as releasable and will then be available to these functionalities.

            • BP-1717 Medical Support Data Collation and Validation

              OLCM_1.3.8 Collate and Validate Medical Support Data • UBPM v2.1 – Verify that contributions to the RLP related to Medical Support are valid, current, and properly managed. This will include • Validating the provider of data and eliminating redundancies (same data from different sources or provided multiple times), • Checking data for adequacy and relevance (includes filtering of unnecessary data as per the current reporting requirements in place), • Checking data for completeness (as per the current reporting requirements in place) • Checking data for possible expiration. These activities will be assisted by adequate data management tools. Once satisfied, the data manager will authorize the use of that data contribution for information processing (validated Medical Support data contribution). Activities: OLCM 1.3.8.1 Collate Medical Support data Collected medical data is received and made ready for processing. Data is usually received through logistics reporting mechanisms, though other mechanisms may be used if necessary. OLCM 1.3.8.2 Validate, Adjust and filter medical support data Collected medical data is processed to ensure that data is consistent, unique and reasonable. Anonymisation of data may occur if necessary. OLCM 1.3.8.3 Release Medical validated Data for processing Relevant, timely and correct knowledge of the joint logistics situation in NATO operations are pre-requisite for planning and conducting military operations. Logistics data collected from Medical will be released after - being sanitized and validated - for further assessment, aggregation and inclusion in the Recognized Logistics Picture. Such validated logistics data will be used in the management of the OLC, in decision support analysis. Data that has been validated and filtered will be marked as releasable and will then be available to these functions.

            • BP-1632 Logistics Data Monitoring

              OLCM_1.3.9 Monitor Logistics Data • UBPM v2.1 – Consider the longer-term history of data to ensure control of data integrity over time. The Data Collection Matrix is part of the Assessment Plan; certain assumptions were made about the availability of data during the planning process. During execution of the assessment process, problems may arise due to: • Poor quality data • Unreliable data or unreliable/inconsistent collection • Data appears inaccurate • Gaps appear in data, perhaps caused by non-availability

            • BP-1908 Recognized Logistics Picture Management

              OLCM_1.3.10 Manage Recognised Logistics Picture • UBPM v2.1 – The purpose of the NATO RLP is to provide logistics data to NATO COP to enable NATO-led forces to share a common view of the logistics situation, to support common understanding in order to improve logistics situational awareness, and to support the decision-making process. NATO RLP refers not only to the graphical presentation of the logistics situation but, extensively, also to all relevant logistics information that is required to fulfil the Joint Force Commander’s (COM JTF) needs for his logistics situational awareness and the information needs of logistics units to manage the COP. The JTF HQ staff will define the theatre RLP requirements for a particular operation. The JLSG HQ is responsible for providing and maintaining the RLP, using NATO Functional Services applications. Process triggered by OLCM_1.2.1 Setup OLCM Capability (in case of early RLP development) or periodically during the operation. Activities: Strategic Level: OLCM 1.3.10.4 Coordinate Information Management (strategic) Longer term or wider management of information issues, for explicit/ refined guidance (in addition to OPLAN) guidance for release of information. JTF Level: OLCM 1.3.10.3 Coordinate Information Management (Operational) Longer term or wider management of information issues, for explicit/ refined guidance (in addition to OPLAN) for release of information. The process also accounts for changes in reporting requirements; this changes need to be considered in the next reporting cycle. OLCM 1.3.10.9 Coordinate provision of Logistics Visibility to HN/NGO/IO CJ4 is responsible for formal cooperation with NGO/IOs it is therefore CJ4 responsibility to pursue up the chain of command if formal cooperation is needed. OLCM 1.3.10.11 Assess, Approve and Disseminate RLP Analyse, assess, approve and disseminate the final daily RLP product received from JLSG HQ both up (JFC and SHAPE) and down (NSE) the chain of command and integrate the RLP into the COP. JLSG Level: OLCM 1.3.10.1 Aggregate logistics information Combine, evaluate and assess the reports submitted by CCs, JHQ FE (or FSE) for theatre units, JLSG units, and NSEs. OLCM 1.3.10.2 Coordinate Information Management (Strategic) Longer term or wider management of information issues, for explicit guidance for release of information. OLCM 1.3.10.5 Coordinate National Logistics Assessment Aggregated logistics data might require provider's assessment before JLSG assessment can be performed. OLCM 1.3.10.6 Assess Logistics Information Process Logistics Information based on Validated Logistics Data - aggregated and assessed - contributing to the RLP development and also providing the required logistics reports. OLCM 1.3.10.7 Provide Theatre Recognized Logistics Picture (RLP) [AJP4B] The JLSG is responsible for providing the overall theatre recognized logistics picture to JFCs, NATO Nations NSEs, Partner NSEs and other logistics actors as needed and authorized. The RLP is established and maintained by the JLSG to enable the JFC to create the Common Operational Picture. The final aggregation of data takes place at the JFC level and is disseminated as the RLP, both up and down the chain of command. The Local RLP Manager (at user sites in all levels of command) is responsible for the local management of RLP data and its appropriate depiction. Within each organization and command that contributes to the RLP, the Local RLP Manager must ensure that contributions to the RLP are valid, current, and properly managed. OLCM 1.3.10.8 Provide Logistics Report to National Logisticians [OLCM MMR/ Para 8] In order to execute mutual and coordinated support, LOGBIDS should be accessible to national logisticians Provision of Logistics Visibility to NATO Nations will employ the following rules: • the information provided by Nations under the agreed visibility requirements during the Planning process becomes available to all NATO Nations • all JLSG collected info becomes available to NATO Nations Exceptions: PFP Nations will get limited visibility information provided on bi-lateral agreement basis and their data will not be visible to other Nations. Rules regarding how visibility is gained over contributions from non-NATO nations , or how non-NATO nations – if allowed - would gain visibility will be derived from the OPLAN. OLCM 1.3.10.10 Provide logistics reports to HN/ IO/NGO It is the JLSG responsibility for informal and pre-agreed information sharing with NGO/IOs; this information needs to be sanitized and limited in accordance with disclosure rules. OLCM_1.3.10.12 Analyse Logistics Information Analyse Logistics Information • compute the actual consumptions during operations, based on historical information captured and compare vs the expected consumptions • compute estimated times of arrival and compare with planned figures • compute (re)supply times per segment of the supply chain and compare with planned figures • compute defined Logistic MoEs and compare with associated thresholds OLCM_1.3.10.13 Archive Logistics Information Logistics information must be continuously maintained and guaranteed to preserve its time related relevance; expiration and archiving for raw logistics data as well as for aggregated logistics information will be done according to configurable business rules.

            • BP-1783 Operational Data Collation and Validation

              OLCM_1.3.11 Collate and Validate Operational Data • UBPM v2.1 – Logistics relevant Operational Data i.e threat levels/ topography/ weather is identified and provided to JLSG Branches. Filtering, adjustment and validation might be required: operational information can come from either JTF level in which case it is already validated, or from subordinate units (in which case validation is required). Activities: OLCM_1.3.11.1 Collate, Adjust and Filter Operational Data OLCM_1.3.11.2 Process Operational Data Identify and release Logistics relevant Operational Data for the use of JLSG HQ Branches. Releases Operational validated Data for processing.

          • BP-1775 OLCM Capability Management

            The OLC Management is the shared responsibility of the JLSG HQ and JTF HQ. The JLSG HQ has a mission tailored Crisis Establishment. Same processes will apply (possibly in a simplified version) but might be executed by another part of the organizational structure assuming the specific responsibilities for the specific role in the each process. (OLCM_1.4 Manage Operation Logistics Chain) OLC Management involves the Logistics Command and Control aspects for: • Movement and Transport (M&T) • Supply and Services • Contractor Support • Host Nations Support (HNS) • Military Engineering (MILENG) Support • Medical Support and Maintenance and Repair OLC Management provides for: • Monitoring ,measuring and analyzing the performance of logistics processes by considering the aggregated logistics situation. • Employing a NATO Standard Priority System (SPS) to enable the logistic authority to prioritize logistic requirements and coordinate distribution operations. • Analysing information and forecast future resources, requirements, bottlenecks and provide alternatives in order to support the logistics planning and decision making process. • Processing logistics data to enable the calculation and the forecasting of resources and requirements in order to manage items on the RIL (e.g. mission essential or critical resources and requirements). • Optimisation, synchronization, monitoring and execution of the Logistics Concept of Operations. • Re-planning activities during all phases of the operation as result of Course of Action development and instruction.

            • BP-1780 Operation Logistics Chain Event

              OLCM_1.4.1 Process Operation Logistics Chain Event • UBPM v2.1 – The OLCM Capability should be able to Log and Process Logistics Events, escalating them according to user defined business rules. It is assumed that the validation of the Logistics Event is performed at source. Activities: OLCM 1.4.1.1 Log the Logistics Event. Any new event notification will lead to the creation of a new event or to the update of an existing one, with the corresponding timestamp being recorded. Logistics Events are recorded against the entity for which the event was generated (Triggering Entity). This process will be triggered in following cases: • for a newly logged Logistics Event • based on elapsed time. For certain event types, their severity will be impacted by time (for example delays or forecasted delays type of events) • ad-hoc logistics events Each event will have an associated • Event Type, • Severity (traffic light) • Status OLCM 1.4.1.2 Update impacted Events. Assess the potential impact of the Event on related events already logged (related events will be determined based on configurable rules); as a result, related events might be escalated, downgraded or closed. OLCM 1.4.1.5 Manage Alerts. JLOC is responsible for current planning and coordination of JLSG responses to incidents that adversely impact the achievement of the JLSG Mission. Common Logistics Event Resolved within means and capabilities. Trigger the Event Response Action corresponding to the event type (each Event Type and threshold might have an associated type of Event Response Action that will be triggered upon violating the threshold). The response action for Common Events remains the responsibility of the Lead Branch (Logistics Functional Area) where the event originated.

            • BP-1634 Logistics Event Analysis

              OLCM_1.4.2 Conduct Analysis for Exceptional Logistics Event • UBPM v2.1 – JLOC is responsible for current planning and coordination of JLSG responses to incidents that adversely impact the achievement of the JLSG Mission. JLOC will assess the potential impact of logistics events. This assessment will determine the severity of the Logistics Events (the event being processed as well as any existing Logistics Events being affected by it). In case of Logistics Event that can be resolved within the JLSG's means and capabilities the event will be dealt with within the JLOC where all functional areas are represented or the JLOC Chief - and where the severity of the event requires it, the Chief of Staff - may appoint a Lead Branch and optionally Supporting Branches in order to develop options for resolving the event. The response action for such events remains the responsibility of the Lead Branch (Logistics Functional Area) that originated the event or was assigned to resolve it. The solution might lead to a FRAGO or in certain cases to the OPLAN revision. In the latter case, JLSG HQ/ Plans will be tasked to initiate planning activities in coordination with JTF HQ.

            • BP-1806 Options for Escalated Logistics Event

              OLCM_1.4.3 Develop Options for Exceptional Logistics Event • UBPM v2.1 – After receiving guidance, the JLSG develops Options for analysis and comparison. This will involve generating options, coordinating them with stakeholders (including impacted parties) and prioritizing the options. Options resulting from planning (Logistics Collaborative Planning product) will also be considered where available/ applicable.

            • BP-1808 Order Production

              OLCM_1.4.4 Produce Order • UBPM v2.1 – Planning for the approved Option will be refined and the appropriate type of task will be developed. Depending on the Option, this might lead to the amendment of the OPLAN or OPORD. A FRAGO is always the result of an Exceptional Event. The approved Option will identify the actors involved in the execution of the order. The JLSG JLOC will provide a short-term planning focus (including the production and dissemination of warning orders and fragmentary orders), ensuring coordination with joint operational HQ plans and directives. Time constraints may preclude adherence to a strict planning structure.

            • BP-1367 Event Closure and Archive

              OLCM_1.4.5 Close and Archive Event • UBPM v2.1 – The Logistics Event will be continuously monitored and once all related activities are completed, it will be closed. Before closing an event, JLOC should ensure that all pending actions related to the event's resolution had been fulfilled; where necessary, this should be confirmed with the responsible parties. Related/ impacted events might be closed at the same time. Information associated to the closed event(s) will be extracted and archived for future reference and analysis (based on configured business rules). The corresponding Event Response Action (Event Closed) will be logged against the Logistics Event and its status updated accordingly.

            • BP-1768 OLC Effectiveness and Efficiency Monitoring

              OLCM_1.4.6 Monitor the OLC Effectiveness and Efficiency • UBPM v2.1 – JLSG will employ metrics (Logistic MoEs or Key Performance Indicators) to monitor effectiveness of the Operation Logistics Chain. These Logistics MoEs have associated thresholds configured and will be evaluated based on configurable rules. As a result of this evaluation, new Logistics Events (of type Evaluated Logistic MoEs) might be triggered when thresholds are violated.

            • BP-2088 Theatre Logistics Coordination and Execution

              OLCM_1.4.7 Coordinate and Execute Theatre Logistics • UBPM v2.1 – On COM JTF’s behalf, plan, coordinate and execute theatre-level logistics by exercising coordinating or control authority over assigned and unassigned units. Such authority will vary from mission to mission and will always be based on the actual level of control or coordinating authority specified in the Transfer of Authority (TOA). It may be enacted by: • Applying LOGCON over NSEs, to the degree specified in the TOA and where applicable for NATO operations; • Applying OPCON and LOGCON over integrated third-line logistic units; • Applying OPCON and LOGCON over multinational integrated logistic units; • Applying LOGCON over the units of logistic role specialist nations and logistics lead nations; • Applying OPCON and LOGCON of the maritime shore logistic elements (advanced logistic support site and forward logistic site), where practicable; • Applying OPCON and LOGCON of the combined air terminal operation units; or (7) coordination with NSEs, HNs and other relevant entities. • Tactical control/command of units passing through the joint operations area as part of the RSOM process • Planning, establishing and integrating theatre-level logistic support through the TLB, RSOM units, medical facilities, military engineering (MILENG) units, maritime shore logistic elements (advanced logistic support site and forward logistic site) and airfield logistic elements assigned to it. • Directing priorities for the provision of integrated joint logistic support in the theatre in accordance with priorities set by the COM JTF. • Coordinate with the deployed operational HQ, CCs and Troop contributing Nations (TCNs) as necessary

            • BP-1971 Shared Resources Management

              OLCM_1.4.8 Manage Shared Resources • UBPM v2.1 – The process Manage Shared Resources provides visibility to offers and requests for logistics resources and requirements. It brings together providers and requestors by providing a common military market. It functions in the same time as a search machine providing access to the complete available information about logistics Resources and requirements especially, but not limited, with respect to the specific operation. That implies that the process has to provide visibility over the resources and requirements in the AOR, on the way to or from the AOR, but also connecting to databases providing data about the requested capability, that is just somewhere made visible and /or available by any actor and marked basically as sharable. This process does not replace, but complements the processes for coordinating Supply and Services. The LOG_1 Supply and Services processes rely on the visibility mandated to be provided by TCNs/Actors (i.e assigned as well as critical/reportable resources) and provides very formal processes for their management. The process Manage Shared Resources should provide the opportunity for every actor to offer and search for any Resources they are interested in, on a facultative basis. The principle is • To enable actors to “google” in all available databases for the Resources they are looking for by inserting any kind of search words or codification information; • To provide a facility to report and search for any resources that actors are prepared to share on voluntary basis, including non-critical ones (with respect to the visibility requirements in the O-Plan) - Resources and • To provide a capability to match requirements to offers in a coordinated fashion . Note: Shareable Resources must specify the Compenzation method which can be any of those supported by STANAG 2034, Coordinating Parties in both NATO and National coordinated Supply processes can consider using the common military market as one option for fulfilling the demands. The role of Coordinating Authority (JLSG, NSPA, etc) is limited to providing visibility and matching options for requests, providing the Requestor with the details required to contact the Provider for performing the transaction; it will not include financial and transportation arrangements for the transaction

            • BP-1209 COP/ RLP Monitoring

              OLCM_1.4.9 Monitor COP/ RLP • UBPM v2.1 – The JLOC is to coordinate and manage the JLSG response to incidents and adverse conditions as displayed on the COP and/or RLP that impact the JLSG's Mission. The coordination and management activity will be facilitated through the JLOC Combined Assessment/Action Group (CAG). The JLOC Chief and/or Battle Captain are to implement a CAG as and when required drawing on specialist support from other JLSG HQ Sections / Branches.

            • BP-2093 Theatre Priorities Management

              OLCM_1.4.10 Manage Theatre Priorities • UBPM v2.1 – JTF J4 will Synchronize and prioritize the execution of theatre logistic tasks in conjunction with JLSG HQ. Task and coordinate with CCs and JLSG regarding logistic and M&T support. JTF J4/ LOP will set theatre priorities and authorize appropriate actions to overcome logistic deficiencies & difficulties. National priority systems will dictate sustainment flow into theatre, except where an item interacts with the NATO operations support chain. In such instances, a NATO standard priority system would translate national movement priorities into a standardized NATO priority for managing items within the support chain. To support this arrangement the JTF HQ support division will maintain a joint mission essential equipment list linked to mission essential operational capability and this will be employed as the mechanism for determining flow into theatre for high priority items. The use of the highest priority code within the arrangement will normally be controlled by a coordination board within the JTF HQ support division and executed by the JLSG HQ.[AJP 4.6B] The NATO SPS is based on the following three components: • Unit priority – The first component would have 3 tiers and be based on a unit’s capability and derived from theatre mission priorities. The tiers could be manually assigned OR defaulted as per below and allowing manual override. During the pre-deployment phase this could be SOR based and thereafter during sustainment it would be based on the Capabilities associated to that Unit in association to the Mission Essential Capabilities list. • Urgency of Need. could be allocated based on Urgency of Need (the relative importance of the request within the unit) – a 4 level system is proposed (A-D): Immediate/ Priority/ Routine/ Low • NATO Standard Priority Code (NSPC). When combined, Unit Priority and Urgency of Need generate 12 NATO Standard Priority Codes (NSPC). These can be organized in NATO Priority Categories (NPC) (configurable in number and definition per operation) which could be used as package and transportation priority labels. For each Priority Category, there should be published operation-specific SCPT; these should be initialised in the OPLAN and revised as required during execution. Allocation to transportation is in accordance with the NPC. A set of configurable business rules for de-conflicting National requests for a NATO or (other Nation’s) National resource. In absence of a conflict, such requests will continue to be honoured on a First in First Out basis (or iaw extant SOPs). (Configurability would be required based on specific operations, phases, nodes or modes. NSPS Rules should be used in conjunction with a set of tools providing: • Improved visibility (near-real time) of throughput and stocks • Analysis and forecasting for capacity, throughput and impact of delaying selected logistics resources or requirements When National and NATO Chains intersect (APOD/SPOD) and National supplies need to be transferred to NATO Transport, NATO priority Supply Priority (potentially combined with RDD) should drive the prioritization. This also has a potential to allow for re-prioritization at intermediate Nodes to balance the effect of any delays incurred up-stream in the SC. Priorities for Logistics Resources and Requirements will be allocated (in case of NATO assigned resources) and monitored as part of the main processes: • LOG_2.3.2 Coordinate, synchronize and de-conflict Strategic Leg Movements - Movement requests submitted by Nations (in LOG_2.3.2.2 Submit Movement Request, with NATO priorities allocated)) will be prioritized by AMCC (OLCM_1.4.10.3 Prioritize Slot Requests and Allocate Slots), and allocated slots coordinated with the port operators. • LOG_2.5.4 Perform Onward Movement and LOG_2.3.2 Coordinate, Synchronize and De-conflict Strategic Leg Movements: Movement requests submitted by Nations (LOG_2.3.2.2 Submit Movement Request) will be prioritized by JLSG HQ (OLCM_1.4.10.4 Prioritize Requests and Allocate Intra-theatre NATO Transport), coordinated with the providing unit/agency and CC HQ. • LOG_1.6.6 Request/Agree NATO Coordinated Provision of Supplies/Services– requests for NATO coordinated supplies are prioritized by JLSG (OLCM_1.4.10.2 Prioritize Requests and Allocate NATO Common Items/ Supplies), in the context of LOG_1.3 Replenishment of Supplies/Services, based on the previously assigned NSPC. • LOG_5.6 Perform Repair and Recovery • LOG_3.2 Provide MILENG Support to Logistics • LOG_6.2.1_Coordinate and Prioritize HNS • LOG_4.2 Contract Management and Coordination Use Case 1 Prioritize Transport Flow at Congested Node – Ability to prioritize flow/handling of transportation assets through a congested Node (examples of LOC node choke points: Base Entry Points, Border Crossing Point (BXP))and handle backlogged LOC. Assets may contain single priority bulk or multiple priority items. Example Problem – Sustainment vehicles entering a NATO base undergo security checks before they are allowed to enter. A 2 day backlog of vehicles has developed due to the limited throughput of the check facilities. OLCM solution – Incoming vehicle consignments visible from NSE consignment visibility lists are crosschecked with JLOC priorities (identified through Mission Essential List/RIL)

            • BP-1881 Priority Deconfliction

              OLCM_1.4.11 Deconflict Priorities • UBPM v2.1 – In case of National requests with similar level of priority the de-confliction will compute/ suggest the corresponding NATO priorities and prioritize according to them. In case of a tie, RDD and additional National Markers can be compared; however, this could be doubled by use of impact analysis tools to assists re-prioritiZation decisions. If there is a conflict, where two TCNs with equal priority would like to use common resource (transport asset/POD ), NATO should first coordinate the issue to the conflicting parties (if feasible), and if the equality is not broken as a result of this mediation should exercise First Come First Serve.

            • BP-1190 Consequence Assessment Plan Monitoring

              OLCM_1.4.12 Monitor Plans for Consequence Assessment • UBPM v2.1 – Process triggered by Logistics Collaborative Planning. A change in plan OPLAN (at strategical, operational or tactical level) or future planning (contingency plans) needs to be monitored and consequences need to be assessed and proactive actions suggested (i.e. adjustments of the Logistics Chain). JLSG HQ/ Logistics Plans Section is responsible for the planning and the development of JLSG HQ tactical plans and orders and to give input to operational plans and orders

          • BP-1771 OLCM Capability Closure

            OLCM_1.5 Close Operations Logistics Chain Capability • UBPM v2.1 – At the end of an operation, the corresponding OLC Capability will be closed: the physical logistics chain will be de-activated (planning and execution of closing activities are performed as part of transition processes), information collected for the operation will be analyzed and archived, analysis results might be used to re-configure the thresholds for various parameters. Lessons learned will be identified.

            • BP-1777 OLCM Specific Mission Data Management

              OLCM_1.5.1 Manage OLCM specific Mission Data • UBPM v2.1: • Collect and Consolidate Lessons Identified • OLCM_1.5.1.1 Collect OLCM Mission Data • OLCM_1.5.1.2 Analyse Operation Specific Information • Analyse Operation Specific • Events, Alerts, Logistic MoEs and associated thresholds • Business Rules • Roles • Reportable Lists • Infer and propose changes to corresponding generic parameters based on Operation-specific information, for example propose threshold updates to "generic" values for KPIs and Alerts (if generic thresholds used in operation proved to deviate too much from the results collected from the operation and this is assessed as being for justified reasons that can also apply to future operations, then new values should be proposed as "generic" based on the new experience). • OLCM_1.5.1.4 Proposed Inputs to Core OLCM Capability. Based on the analysis of the logistics data collected during the operation, JFC J4 will • Draw conclusions • Develop proposed inputs (changes) to Maintain Core OLCM Capability's generic parameters and templates; such inputs will be proposed to SHAPE for review and approval • OLCM_1.5.1.5 Prepare OLCM related Lessons Identified • OLCM_1.5.1.6 Prepare OLCM Inputs to Mission report • OLCM_1.5.1.3 Archive Operation Logistics Information [OLCM MMR - Para 22] LOGBIDS shall be able to store and archive specific user defined OLC data to allow analysis (effectiveness, efficiency, Lessons Learned, forecast) for future tasks

            • BP-1769 OLC Information Review

              OLCM_1.5.2 Review OLC Information • UBPM v2.1 – Review the logistics information collected during the operation and the proposed changes to the Generic OLC Capability parameters; SHAPE will consider these changes for authorization, with the aim to have them applied to the Core OLCM Capability.

            • BP-1120 CC OLC Closure

              OLCM_1.5.4 Close CC OLC • UBPM v2.1 – Triggered by de-activation order/ CC activities related to the Closure of the Operation Logistics Chain (this is gradual activity performed during Transition phase as part of the Manage OLC Capability, with the final tasks related to de-activation and closure being performed as part of Close OLC Capability).

            • BP-1770 OLCM Capability Closure Confirmation

              OLCM_1.5.5. Confirm OLCM Capability Closure • UBPM v2.1 – Follows the physical de-activation / Final tasks/ checks related to de-activation and closure are performed during Close OLC Capability. - generate a message to SHAPE (OLCM Closed)

            • BP-1639 Logistics IT Infrastructure and Services Deactivation

              OLCM_1.5.7 Deactivate Logistics IT Infrastructure and Services for the Operation • UBPM v2.1 – Process triggered by the Deactivation Order and responsible for the deactivation of the LOG FS installation for the specific operation. This process cannot start before all operational specific data has been collected and archived.

            • BP-1099 Authorization of Mission Driven Updates to Generic OLCM

              OLCM_1.5.3 Authorize Mission Driven Updates to Generic OLCM Capabilty Configuration • UBPM v2.1 – Authorizes threshold updates to the "generic" values for Logistic MoEs and Alerts and the associated thresholds, as well as to all other Generic OLC Capabilty Configuration, based on analysis of Operation-specific information. For example, if generic thresholds used in operation proved to deviate too much from the results collected from the operation and this happened for justified reasons that can apply to future operations as well - new values should be proposed as "generic" based on the new (validated) experience.

        • BP-1624 Logistics Collaborative Planning

          The Logistics Planning processes are integral part of and support the OPP processes. They are initiated as part of the Operations Planning Process at the respective level (strategic/ operational/ component) in support to a particular planning phase. The Level 2 Logistics Collaborative Planning processes are grouped into three categories based on the level at which they are executed. Furthermore, one or more Logistics Planning processes at a given level will map to (be executed as part of) a certain phase of the OPP.

          • BP-1542 Initial Logistics Understanding Development

            OLCM_2.1 Develop Initial Logistics Understanding of Crisis Area • UBPM v2.1 – The Strategic LOG SME will capture and analyze logistic reference information in order to build situational awareness. This will be a continuous process throughout the phase. The information collected during this phase will serve as the baseline for future planning. The Strategic LOG SME will submit requests for Information (RFIs) when information is unknown and continue to update the baseline data as new information becomes available. The main logistic outputs from this phase are encyclopaedic information about the area of interest, essential understanding about potential risks and threats, and the identification of SACEUR’s critical information requirements (SCIR). The process will be triggered at Strategic Level as part of the OPP/ "Develop Baseline Understanding of, and Monitor, the Emerging Crisis" process in Phase 1. • LCP UOR v2.0 – The principal user is the Strategic Logistic SME of which a number will be assigned to the multi-disciplinary strategic planning process. The purpose is to quickly gain situational awareness of the area of the crisis as a baseline for more detailed planning work which will follow political decision-making. A range of experts are consulted to provide their domain knowledge and understanding. A variety of information sources are accessed (from open-source to intelligence material) and relevant information captured for future use. The information collected during this phase will serve as the baseline for future planning. The Strategic Logistic SME will submit requests for Information (RFIs) when information is unknown and continue to update the baseline data as new information becomes available. Information is shared widely between the political, strategic and operational level planning teams.

            • BP-1329 Encyclopaedic Information on Crisis Area Review

              OLCM_2.1.1 Contribute and Review Encyclopaedic Information on Crisis Area. In this process, the Strategic LOG SME will review and update, if necessary, existing LOG FS Reference Information, pertaining to the Crisis Area in order to begin development of the initial Logistics Estimate needed for further planning. This information will include, but is not limited to: • Civil logistic infrastructure and capabilities, including effect of seasonal climatic variations from SHAPE J9. • Environmental health threats from SHAPE JMED. • Existing in-transit agreements from SHAPE LEGAD. • Existing Host-nation Agreements (HA) from SHAPE LEGAD and JFC. • Existing UN missions and logistic planning activities of other international organizations in the country/region from Strategic Log SME. • Available Strategic Lift (STRATLIFT) from SHAPE AMCC

            • BP-1508 Identification of Logistics SMEs for Planning

              OLCM_2.1.2 Identify / Allocate Logistics SMEs needed for Planning. In this process, the Strategic LOG SME will identify which Strategic HQs Support functions and outside agencies (i.e. AMCC, NSPA) need to augment the planning group. This cell of subject matter experts are vital to continued planning efforts in order to properly address the logistic situation. They may be present, on call, or available through other means of communication.

            • BP-1544 Initial Systems Perspective of the Crisis Area

              OLCM_2.1.3 Develop Initial Systems perspective of the Crisis Area (PMESII). In this process, the Strategic Log SME will develop an initial systems perspective of the area of interest (AOI) by identifying basic logistic characteristics related to the Political, Military, Economic, Social, Infrastructure and Information (PMESII) environment and how they relate within the operational environment. This will include, but not limited to the basic facilities, services, and installations needed for the functioning of a community, organization, or society. Includes logistics, transport infrastructures, schools, hospitals, water and power distribution, sewage, irrigation, geography etc. Strategic Log SME will receive inputs from Operational Log SME and will exchange RFIs with SHAPE RDG.

            • BP-2073 System Analysis

              OLCM_2.1.4 Provide Logistics Contribution to System Analysis. In this process, the Strategic LOG SME will analyse the logistic data in order to develop an appreciation and understanding of the logistic situation. In this analysis, the Strategic Log SME will need to identify and understand how logistics will factor into any potential operation in the crisis area. Additional information requests need to be relayed to the International Military Staff (IMS) at NATO HQs for possible inclusion into the Strategic Assessment Team (SAT) or the Operational Liaison & Reconnaissance Team (OLRT) reconnaissance. Both the SAT (Strategic) and the OLRT (Operational) are used for reconnaissance to collect critical planning data.

            • BP-2042 Strategic Commander's Critical Information Requirement Identification

              OLCM_2.1.6 Identify SACEURs Critical Information Requirement. The main logistic outputs from this phase are encyclopedic information about the area of interest, essential understanding about potential risks and threats, and the identification of The Strategic Commander's critical information requirements (SCIR).

            • BP-1645 Logistics RFI

              ENB_9.1 Create and Respond Logistics RFIs. In this process, the Strategic Log SME will submit RFIs and follow-up on responses, distribute inbound Logistics RFIs and follow-up on responses. Note: The actual RFI management is done through the RFI Management System (RFIMS) at Strategic Planning level (SHAPE).

          • BP-1622 Logistics Appreciation Development

            OLCM_2.2 Develop Logistic Appreciation of the Crisis • UBPM v2.1 – During this phase the Strategic LOG SME will conduct further analysis the data collected during Stage 1. It is very important to identify the critical logistics capabilities and limitations, or choke points, that have an influence on the ability to conduct an operation. Process triggered as part of RDG/SACEUR Initiate Strategic Assessment process and providing Military Logistics contribution to military considerations (process RDG/ Develop Military Considerations). • LCP UOR v2.0 – The Strategic Logistic SME reviews and updates the analysis of the strategic environment (PMESII) developed during Phase 1. It is very important to identify the critical logistics capabilities and limitations, or choke points, which have an influence on the ability to conduct an operation. Strategic Logistic SME makes logical deductions and conclusions in order to create a common understanding of the logistic environment amongst strategic, operational and national planners. He identifies requirements for establishing and operating staging bases, maintaining Lines of Communication (LOCs) and developing infrastructure. Strategic Logistic SME identifies NGO/IO activity in the AOI that may have an effect on logistics.

            • BP-2050 Strategic Environment and Key Factors Analysis Contribution

              OLCM_2.2.1 Provide Log Contribution to Strategic Environment and Key Factors Analysis. Strat log SME will review and update the analysis of the strategic environment (PMESII) developed during Phase 1 (Initial Strategic Environmental Analysis from RDG and Contracted Support Solutions (Pre-arranged or Potential) from NSPA) making logical deductions and conclusions in order to create a common understanding of the logistic environment amongst strategic, operational and national planners. This will help guide planning and identify critical gaps in information and knowledge in an effort to further develop the logistic picture. A request for information (RFI) should be submitted for existing gaps in order to help clarify the common operational picture.

            • BP-1610 Logistic Means Appreciation

              OLCM_2.2.2 Appreciate Logistic Means. Identify requirements for establishing and operating staging bases, Air and Sea Ports of Debarkation (APOD/SPOD), storage and distribution of fuel, maintaining lines of communications (LOCs), and developing infrastructure collecting Basic Contractual Instruments (BCI) from NSPA and Multi National Solutions from National Log Planner.

            • BP-1065 Appreciation of UN/NGO/IO Logistic Resources and Activity

              OLCM_2.2.3 Appreciate UN/NGO/IO Logistic Resources and Activity in the Area. Through coordination with CIMIC, Strat Log SME will identify the Non- Governmental Organization (NGO) / International Organization (IO) activities in the AOI that may have an effect on logistics and those areas where potential operations come into direct conflict with NGO/IO activities in the AOI and identify possible areas for cooperation or interaction (coordinated through CIMIC).

            • BP-1906 Readiness and Availability of Deployable Forces Appreciation

              OLCM_2.2.4 Appreciate the Readiness and Availability of Deployable Forces. Strat log SME will appreciate the readiness and availability of deployable forces, including the NRF and other Graduated Readiness Forces (GRF) and the potential impact to other on-going alliance operations. Determine timeline to deploy the NRF and other Graduated Readiness Forces (GRF) to meet urgent requirements assuming STRATLIFT is readily available. Appreciate availability of strategic lift and transportation assets in coordination with AMCC.

            • BP-1715 Medical Means Appreciation

              OLCM_2.2.5 Appreciate Medical Means. Strat log SME will examine the crisis area taking into account available HN medical facilities, existing diseases, and other medical conditions which play a factor in the AOI and determine what medical requirements the alliance may need to meet these conditions. The Strategic LOG SME will coordinate with the Strategic HQs Resources/ Medical Directorate – to determine medical requirements to support alliance operations.

            • BP-1608 Logistic Infrastructure Means Appreciation

              OLCM_2.2.6 Appreciate Logistic Infrastructure Means. Strat log SME will examine the AOI and begin to identify what requirements the alliance may need to develop the infrastructure to support any potential operation through coordination with Military Engineers (MILENG) (including the alliance owned deployable camps/ CP 156).

            • BP-1845 Potential Multi-National and Contracting Solutions Appreciation

              OLCM_2.2.7 Appreciate Potential Multi-National and Contracting Solutions. Identify Potential Multi-National and Contracting Solutions.

            • BP-1222 Crisis Response Measures Review

              The Crisis Response Measures Review process enables the review of logistics requirements for pre-authorized, requested and preventative Crisis Response Measures (CRM). Note: Guided by the NATO Crisis Response System (NCRS) SME, the functional SMEs will review requirements for CRMs, based on the situation, and recommend selected measures for approval, including, at an early stage, CRMs for the preparation and deployment of a SAT and/or an OLRT. In particular, the RDG should review CRMs in the following subject areas: Logistics (M), Forces Readiness (O), CIS (P), Critical Infrastructure and services (Q). The functional SMEs of the RDG will provide justification and rationale to support each recommendation they make for declaration of a CRM, or the devolution of CRM declaration authority.

            • BP-1733 Military Logistics Considerations

              OLCM_2.2.9 Provide Military Logistics Considerations. The SSA should outline considerations on the application of military instruments of power to assist in resolution of the situation, including: necessity, suitability, availability and existing constraints. With care to remain at the strategic level, it may further describe how the military instrument may be used to achieve strategic objectives and effects, for example: The NRF (suitability, availability, implications of its use for this purpose); Possible Impact on other military operations. The SSA should outline if this situation has implications for other on-going military operations (e.g. geographical proximity, involves actors involved within the coalition or alliance in another on-going operation, or possible competition for limited resources).

            • BP-1492 HN Support in Crisis Area Appreciation

              OLCM_2.2.10 Appreciate HN Support in Crisis Area. Appreciate the support by potential host nations (HNs) in the crisis area.

            • BP-1897 Provision of Information on Availability of STRATLIFT

              OLCM_2.2.11 Provide Information on Available STRATLIFT. Gather information on available STRATLIFT and their assessment on suitable APODs/SPODs.

            • BP-1271 Deployment Timeline Determination

              OLCM_2.2.12 Determine Deployment Timeline. Contribute to determining the timeline to deploy the NRF and other Graduated Readiness Forces (GRF) to meet urgent requirements assuming STRATLIFT is readily available and appreciate availability of strategic lift and transportation assets.

          • BP-1627 Logistics Contribution to MRO Development

            OLCM_2.3 Provide Logistics Contribution to MRO Development • UBPM v2.1 and LCP UORv2.0 – During the OPP Phase 3 at Strategic level "Phase S3: Military Response Options" the RDG develops the MROs under an ACOS J5 lead, supported by the CCOMC and SHAPE directorates and Special Staff (as required and approved), for NAC consideration in support of their Political-Military Estimate (PME) process. • UBPM v2.1 – The logistic planning process that contributes to this is OLCM_2.3 Provide Logistics Contribution to MRO Development. This process is triggered as part of the "Phase S3: Military Response Options/ Select and Develop Military Response Options, Strategic Framework, C2 and Logistics Requirements" process, in order to Determine the Main Logistic and Support Requirements regarding the MROs under RDG's development and identify gaps; the process will be performed for each MRO under consideration. The main logistics Information Product generated by this process is the Logistically Supportable MROs which is used by • Operational Log SMEs (part of the designated headquarters’ JOPG), to develop their input to the JOPG's Operational Advice. • RDG/"Phase S3: Military Response Options/ Analyse, Evaluate and Compare Military Response Options" in developing the Operational Advice. [COPD] As part of this process, the Strategic LOG SME will review the tasking to determine any requirements for additional guidance and/or clarification (as part of OLCM_2.3.1. Review NAC Tasker for Military Response Options) and coordinate1 and provide advice on the main implications of the logistics, engineering and medical support requirements for each option to verify feasibility and to facilitate a rough financial estimate. • LCP UOR v2.0 – As the force capability requirements are being generated for each MRO, they will be provided to AMCC to determine the requirements for force deployment and the timeline to deploy NATO Response Forces.

            • BP-1759 NAC Military Response Option Tasker Review

              OLCM_2.3.1. Review NAC Tasker for Military Response Options (UBPM v22.1). The Strategic Log SME will review the tasking to determine any requirements for additional guidance and/or clarification. The review should focus on understanding: • The nature of the task and any guidance and direction • The time available. • The political aim, possible NATO role, desired NATO end state, or end state conditions, and strategic objectives23, if stated. • Potential military and non-military roles. • Requirements for clarification. • Requirements for external coordination.

            • BP-2085 Theatre Logistic Requirements Determination

              OLCM_2.3.2 Determine Theatre Logistic Requirements (UBPM v2.1). Strategic Log SME will • Identify theatre logistics requirements for establishing and operating staging bases, air and sea ports of debarkation (APOD/SPOD), storage and distribution of all classes of supply, maintaining lines of communication (LOCs), • Estimate logistics support requirements • Refine overall logistic requirements, including those for non-alliance entities, in collaboration with National Logistics Planners. OLCM Capability Templates, providing contingency scenarios and appropriate logistics support solutions, can be used as basis for providing Logistics Contribution to MRO development.

            • BP-1617 Logistic Support Requirements Determination for External Organizations

              Through coordination with the RDG and CIMIC, identify the Non-Governmental Organization (NGO) / International Organization (IO) potential logistics support requirements and areas as for cooperation and/or interaction.

            • BP-1574 Joint Logistic Infrastructure Requirements Determination

              OLCM_2.3.4 Determine Joint Logistic Infrastructure Requirements (UBPM v2.1). Based upon the assessment of the crisis area, determine the requirements for developing the infrastructure to facilitate potential alliance operations through coordination with MILENG (including the alliance owned deployable camps).

            • BP-1469 Force Capability Requirements

              Determine Force Capability Requirements (incl. STRATLIFT). As the force capability requirements are being generated for each MRO, they will be provided to determine the requirements for force deployment - including strategic lift (stratlift) - and the timeline to deploy alliance Response Forces.

            • BP-1756 MROs and Operational Logistic Advice Review

              OLCM_2.3.6 Review MROs and Operational Logistic Advice (UBPM v2.1) The Strategic Log SME will review the Operational Level Advice, from the JOPG, to see how it may affect logistic planning related to the MROs and make any necessary adjustments. This process will be performed for each developed MRO. The result (in form of Logistically Supportable MROs) is provided to the RDG who, considering the inputs, will analyse, evaluate and compare the MROs.

            • BP-1758 Multinational Solutions Determination

              OLCM_2.3.7 Determine Multinational Solution (UBPM v2.1). In coordination with SHAPE/ J4, begin to solicit nations for potential Logistic Lead Nation (LLN), Logistic Role Specialist Nation (LRSN), Multinational Integrated Logistics Unit (MILU), and Multinational Integrated Medical Unit (MIMU) support in an effort to embrace collective responsibility and create MN solutions. Coordinate with NSPA for developing and sharing contracted options in an support to MN Solutions. Provide rough estimate for the associated costs.

            • BP-1493 HNS Availability

              OLCM_2.3.8 Determine HNS Availability (UBPM v2.1). Determine the HN resources that are available to the alliance in support to alliance logistic requirements.

            • BP-1649 Strategic Main Support Requirements Identification

              Strategic Main Support Requirements will be identified and a corresponding mind map will be developed which will identify the general logistic requirements for the operation. Note: Planners at each level will build separate diagrams. However, subordinate levels will use the higher level mind map as a baseline for further development. It is important that the planners pay close attention to which layer is being developed.

            • BP-2065 Support Determination of General STRATLIFT Solutions

              OLCM_2.3.10 Support Determination of General STRATLIFT Solutions (UBPM v2.1). Based on the Appreciation of the Force Capability Requirements, AMCC will identify the requirements for Strategic lift and costs for the alliance.

            • BP-1195 Contracting Requirements and Potential Solutions

              OLCM_2.3.11 Identify Contracting Requirements and Potential Solutions (UBPM v2.1). The Strategic Log SME will identify requirements and areas of support which can be provided through commercial means and coordinate with NSPA to investigate possible contracted solutions for the identified logistic requirements. Provide rough cost estimates.

            • BP-2089 Theatre Medical Requirements Appreciation

              Appreciate Theatre Medical Requirements (UBPM v2.1). Determine the type of medical care needed within the AOI. This will include type (i.e. veterinary, preventive med, etc…) and level (i.e. role 2, role 3, etc…)

            • BP-1210 Cost Estimation for Logistic Support Requirements

              Provide Cost Estimation for Logistic Support Requirement (UBPM v2.1). The Strategic HQ J8 will estimate the approximate costs to the alliance for logistic support requirements (including infrastructure).

            • BP-1807 Options Review and Requirements Refinement

              Review Options and Refine Requirements (UBPM v2.1) National Logistics Planners will review the options and refine theatre logistic requirements.

          • BP-2020 SPD and Service Support Development

            OLCM_2.4 Develop SPD/ Service Support • UBPM v2.1 – The corresponding logistic planning process is OLCM_2.4 Develop SPD Logistic Concepts; as part of this process the Strategic Log SME will better refine the logistic architecture in support of the development of the CONOPS. This process is triggered as part of the “Phase S4a: Strategic CONOPS Development / Initiate Strategic Planning, Review Guidance, and Develop Work Plan”. The main logistics Information Product generated by this process is the SPD/ Service Support which is used by: • RDG to Develop and Issue SACEUR’s Strategic Planning Directive • Operational Log SME as input for their key factor analysis in process OLCM_2.12.1 Review Key Logistic Factors • LCP UOR v2.0 – The early part of Phase 4a covers the development of the strategic CONOPS, based on the selected MRO, including coordination of operational requirements with designated operational commands and political-military coordination with NATO HQ. As part of this process a Strategic Planning Directive (SPD) is issued to the designated operational level Commander (COM JHQ). Upon receipt of the NAC Initiating Directive (NID) and MC guidance, the Strategic logistic SME will review the information to reveal impacts on logistics and begin to liaise with Non-NATO entities as authorized by the NID. The Strategic logistic SME reviews each of the key factors which influence logistics support and review optimal methods of logistic support arrangements such as Multinational Joint Theatre Logistics, HNS, lead nation and role specialist nation and contractor support. He makes the necessary changes to the support concept to logistically support the designated MRO and writes the support paragraph of the strategic planning directive. The service support paragraph will provide brief guidance to subordinate commands on the overall logistic concept (to include broad order costs) and must include: Logistic Concept, Movement Concept, HN Support Concept.

            • BP-1945 Review the NID and Establish Liaison and Coordination

              OLCM_2.4.1 Review the NID and Establish Liaison and Coordination (UBPM v2.1). Upon receipt of the NID and MC guidance, the Strategic Log SME will review the information to reveal impacts on logistics, update the selected MRO and Establish Liaison and Coordination for Collaborative Planning. They will provide input to RDG while considering the requirement to prepare and/or deploy an OLRT at this point, in concert with the JHQ and the Operational Log SME.

            • BP-1191 Consideration of Required Service Support and C2

              OLCM_2.4.2 Consider Required Service Support and C2 (UBPM v2.1). For the updated selected MRO, with consideration to NAC and COP guidance, consider and refine the possible theatre logistics architecture required to support the MRO, such as: strategic LOC, access to the theatre and entry points, including APODs and SPODs; intermediate staging bases (ISB), if required; etc. Review each of the key factors which influence logistics support and review optimal methods of logistic support arrangements such as Multinational Joint Theatre Logistics, HNS, lead nation and role specialist nation and contractor support. Coordinate with JFC, NSPA and Nations to develop these MN solutions.

            • BP-1967 Service Support Concept Development

              OLCM_2.4.3 Develop Service Support Concept (SPD (UBPM v2.1). Develop Service Support Concept to be included in the Strategic Planning Directive (SPD). Based on the NID and the Strategic Commander's initial intent and guidance, the Strategic LOG SME will make the necessary changes to the support concept to logistically support the designated MRO. The Service Support concept will be described in the support paragraph of the strategic planning directive which will be used at the operational level to guide and direct planning. The service support paragraph will provide brief guidance to subordinate commands on the overall logistic concept (to include broad order costs) and must include: Logistic Concept, Movement Concept, Host Nation Support Concept.

            • BP-1772 OLCM Capability Configuration Initiation

              OLCM_2.4.4 Initiate OLCM Capability Configuration for the Operatio (UBPM v2.1). Once the Strategic Commander’s Strategic Planning Directive is issued, the Strategic Log SME in collaboration with RDG may decide to initiate the OLCM Capability Configuration. The type, scale and location of the operation will be determined based on the Strategic Planning Directive. Selected templates for the given operation type, scale and location are used to setup the Initial Operation Specific. OLCM Capability Templates as part of the Logistics Collaborative Planning process; these will be based on inputs (generic/ core templates applicable to the given operation) provided by process OLCM_1.1 Maintain Core OLCM Capability. This configuration will be performed and continue at operational level, throughout OPP Phase 3 (OLCM_2.12 Logistics Contribution to Operational Estimate and OLCM_2.13 Logistics Input to COA Development).

          • BP-1189 CONOPS and Strategic Service Support Development

            OLCM_2.5 Develop CONOPS Strategic Service Support Concept • UBPM v2.1 and LCP UOR – During Phase 4a, following release of the SPD to COM JHQ, the drafting of the strategic CONOPS begins, incorporating the detail and guidance contained in the SPD as a start point. While the work on the strategic CONOPS remains the responsibility of the RDG, it will be, as required, supported by those directorates and divisions and Special Staff. During this phase the weight of effort switches from the strategic level to the operational level. The development of the strategic CONOPS relies heavily on the work of the operational level, especially their development of the operational requirements to support COM OHQ’s concept for the operation, including the deployment, employment, and sustainment of forces. This input is normally provided, in addition to regular collaborative activity between the RDG and the JOPG, through submission of a draft operational CONOPS. • UBPM v2.1 – The corresponding logistic planning process is OLCM_2.5 Develop CONOPS Strategic Service Support Concept; as part of this process the Strategic Log SME will better refine the logistic architecture in support of the development of the CONOPS. This process is triggered as part of the “Phase S4a: Develop Strategic CONOPS (with annexes)”. The main logistics Information Product generated by this process is the Strategic CONOPS/ Strategic Service Support Concept which is used by RDG to Develop Strategic Service Support Concept. • LCP UOR v2.0 – The Strategic logistics planner will better refine the logistic architecture in support of the development of the CONOPS. The main logistics Information Product generated by this process is the Strategic CONOPS/ Strategic Service Support Concept which is used by RDG to Develop Strategic Service Support Concept.

            • BP-2087 Theatre Logistics Architecture

              OLCM_2.5.1 Determine Theatre Logistics Architecture (UBPM v2.1). Using the Logistic Concept in the Service Support Paragraph of the SPD as a baseline, further develop the theatre logistic architecture based on the NID and the Strategic Commander’s initial intent and guidance. The updated concept will include the selected: • Strategic lines of Communication (LOC). • Access to the theatre and entry points, including APODs/SPODs. • Intermediate Staging Bases (ISB) if required. • Possibilities for HNS. • Theatre lines of communication.

            • BP-1204 Coordination and Capture of Multinational Solutions

              OLCM_2.5.2 Coordinate and Capture Multinational Solutions (UBPM v2.1). Based on the evaluation of key logistic factors, begin to capture existing and developing multinational solutions. Coordinate with NSPA to identify possible contracted solutions. At the initial planning conference, brief the current status of all available contracted and MN solutions to the nations.

            • BP-1540 Initial Log Planning Conferences

              OLCM_2.5.3 Conduct Initial Log Planning Conferences (UBPM v2.1). Continue to lead in the development of the logistics support concept in coordination with nations and the JFC through an Initial Logistic Planning Conference which is conducted as early as possible to formally inform nations about the strategic logistic concept, including movements, provision of supplies and medical support. Although collaborative efforts have been taking place at this point, this is an opportunity for planners from all participating nations, including those who have not been able to contribute, to further develop the logistics concept.

            • BP-1207 Coordination of Host Nation Support Arrangements

              OLCM_2.5.4 Coordinate Host Nation Support Arrangements (HNS) (UBPM v2.1). Based on the results of the Initial Logistics Planning Conference, coordinate with the Strategic HQ Support staff and the Legal Advisor (LEGAD) to ensure that essential (legal) arrangements are in place to allow the support staff to initiate requests for Host Nation Support (HNS) agreements, summarizing requirements and outlining the scope of the desired arrangements.

            • BP-1268 Deployment and Sustainment Concept Coordination

              OLCM_2.5.5 Coordinate the Deployment and Sustainment Concep (UBPM v2.1). Through close collaboration with the designated JFC, continue to develop the Strategic Service Support Concept as part of the Strategic CONOPS including the following: • Movement Concept • HNS Concept • Supply and Maintenance Concept • Joint Logistic Infrastructure Concept • Medical Support Concept • Contractor Support • Funding (Coordinated with Strat HQ J8) • Manpower (Coordinated with Strat HQ J1)

            • BP-2079 TCSOR Eligibility for Common Funding

              OLCM_2.5.6 Identify areas in the TCSOR that are eligible for common fundin (UBPM v2.1). As planning for the theatre logistic architecture matures, identify those areas which may be eligible for common funding (e.g. strategic APODs / SPODs).

            • BP-1095 Assistance in CJSOR Development

              OLCM_2.5.7 Assist in the Development of the CJSO (UBPM v2.1). Continue to work closely with JOPG in developing the CJSOR to ensure the proper logistic capabilities are reflected. The Logistics contribution to the CJSOR, TCSOR will be included by RDG in the Illustrative Operational Requirements.

            • BP-1753 Movement Concept Development

              OLCM_2.5.8 Develop Movement Concept (UBPM v2.1). Develop the Movement Concept (Strategic Lift and RSOM) as part of the strategic Service Support Concept of the strategic CONOPS, in support to RDG. This activity requires strong collaboration with Nations and Operational Log SMEs.

            • BP-1154 CMI Coordination

              OLCM_2.5.10 Coordinate with CMI (UBPM v2.1) Coordinate with J9 Civil-Military Interaction to see the impact of potential alliance operations on non-alliance agencies operating in the AOI

          • BP-1626 Logistics Contribution to Force Generation

            OLCM_2.6 Logistic Contribution to Force Generation • UBPM v2.1 – Phase 4b involves two interrelated processes (Strategic OPLAN Development and Force Generation) that must be harmonized to ensure that the plan being developed is adequately resourced in terms of the capabilities being generated. They are conducted in parallel at the strategic and operational levels to: identify and confirm national commitments; • To balance the force package against mission requirement; and • To appreciate risks from any critical shortfalls. The activation and pre-deployment of enabling forces has also to be included. • Force Generation (FG) – Following NAC approval of the CONOPS and the issue of a NAC FAD, Force Generation (FG) can be formally initiated by the Strategic Commander to coordinate force activation with member nations, participating nations and other external entities designated by the NAC, as required, in coordination with the JHQ. FG continues throughout Phase 4b in parallel to the strategic OPLAN development. The logistic process corresponding to Phase 4b/ Force Generation is OLCM_2.6 Logistics Contribution to Force Generation and it is triggered by the process FOG/ Review Force Requirements, Force Availability and Possible Contributions. • LCP UOR v2.0 – Phase 4b involves Strategic OPLAN Development and Force Generation. They are carried out in parallel at the strategic and operational levels and must be harmonized to ensure that the plan is adequately resourced and includes the activation and pre-deployment of enabling forces. Force Generation is formally initiated by the Strategic Commander to coordinate force activation with member nations, participating nations and other external entities designated by the NAC in coordination with the JHQ.

            • BP-2117 Update Status of Forces Available

              Update the Status of Forces Available for a military operation. Force data should be validated and saved in a common database of forces and support staff to update core logistics database as required. The Strategic Log SME will request that nations update the logistic status of their forces. The Strategic Log SME will also ensure that the a Standing Capabilities Data Base is maintained.

            • BP-1644 Logistics Requirements for CRM Review

              OLCM_2.6.2 Review Logistics Requirements for CRM (UBPM v2.1). Continue to review logistic requirements for CRM to enhance NATO’s preparation and readiness, contributing to the FOG/ Review NATO CRMs process

            • BP-1811 Participation in Force Generation Conference

              OLCM_2.6.3 Participate in Force Generation Conferenc (UBPM v2.1). Participate in the Force Generation conference to encourage national contribution of Combat Service Support (CSS) assets and to present MN solutions to the Nations. The conference result is a draft CJSOR with national commitments for each serial, which sets the stage for the Initial Logistics and Movements Conferences that are typically convened immediately following the FG conference. Coordination of required manpower and theatre capabilities can be accomplished during the conference or separately.

            • BP-1150 CJSOR Logistic Shortfalls

              OLCM_2.6.4 Address CJSOR Logistic Shortfalls • UBPM v2.1 – Once the level of participation is determined, the planner can assess whether any capability shortfalls exist. If identified JOA level shortfalls cannot be resolved through additional SN contributions, the planner should look to the HN and/or the possibility of CSO. If shortfalls remain, the logistics planner must make appropriate recommendations to the operational planning staff, to include an assessment of how the shortfall in JOA level logistics support will impact on the accomplishment of the mission. Strategic Log SME will address all CJSOR logistic shortfalls and will coordinate with NSPA in conjunction with the operational level command to develop possible solutions. Critical shortfalls in force/capabilities required for mission success are identified and filled through force balancing or reported through the MC to the NAC with an assessment of the risks and suggested mitigation possibilities.

            • BP-1186 Confirmation of Host Nation Support

              OLCM_2.6.5 Confirm Host Nation Support • UBPM v2.1 – Confirm what HNS will be available to NATO forces.

            • BP-1187 Confirmation of Multi-National and Contracted Solutions

              OLCM_2.6.6 Confirm Multi-National and Contracted Solutions • UBPM v2.1 – Confirm with NSPA the details concerning arranged contracted support for NATO operations. Refine Multi-national solutions - based on going collaboration with the JFC and nations, continue to refine and work MN and contracted logistic solutions.

            • BP-1611 Logistic Requirements for the Pre-deployment of the Enabling Forces Review

              OLCM_2.6.7 Review Logistic Requirements for the Pre-deployment of the Enabling Force (UBPM v2.1). Ensure enabling forces meet the requirements for the pre-deployment to support the logistic plan. Such requirements typically include: • Security of LOC, entry points and lodgement areas. • Joint Logistics Support Group (JLSG) HQ. • Reception, staging and onward movement of forces. • Logistics and contracting support. It should be ensured that these requirements are reflected in the FAD, addressed in the ACTWARN, coordinated with nations during the FG conference and, finally, included in the ACTREQ.

            • BP-1093 Assessment of Theatre Logistic Support Arrangements

              OLCM_2.6.9 Assess the Theatre Logistic Support Arrangements (UBPM v2.1). Assess the cost associated with logistic capabilities and see where contracted or MN solutions would be more beneficial to force commanders and nations. Assess the theatre Log support arrangements. This includes the availability of Host Nation Support and In-Country Resources for the force and the mobilisation of complementary logistics contractor support. Conduct an assessment in the following areas to determine if capabilities are meeting requirements taking into account associated costs to nations. • Medical requirements – Verify that all medical support meets TCN standards. • Joint logistic infrastructure requirements – Identify and prioritize capabilities to support logistic infrastructure requirements in coordination with MILENG. • Logistic requirements – Review all logistic requirements and assess the status in meeting the needs of forces. • Funding – Assess the cost associated with logistic capabilities and see where contracted or MN solutions would be more beneficial to NATO Commanders and nations.

            • BP-1185 Confirmation of HNS Logistic Arrangements

              Confirm HNS Logistic Arrangements (UBPM v2.1).

            • BP-1918 Report Force Readiness

              Report Forces Readiness

            • BP-1507 Identification of Force Commitments

              Identify Force Commitments (UBPM v2.1). Nations should acknowledge receipt of the Activation Warning (prepared by RDG during S4b - Coordinate National Offers and Request Forces/ Issue the Activation Request) and, depending on the circumstances, respond with informal force offers identifying force commitments to fill specific serials on the provisional CJSOR. The Activation Request, prepared by FOG based on national commitments established in the draft CJSOR, requests nations to formally confirm their force contributions to the force package in the draft CJSOR, and to identify the forces that they intend to provide. • Based on coordinated commitments and specific requirements established in the Activation Request, contributing nations should respond by identifying in their FORCEPREP messages those enabling forces they are prepared to deploy into the theatre in advance of an Activation Order. • Nations respond to the Activation Request with FORCEPREP messages which provide detailed information regarding the forces they will contribute to the force package, including the readiness status, planned command relationships and any caveats on employment. They should also provide updated ORBAT force data.

          • BP-1630 Logistics Contribution to Strategic OPLAN Development

            OLCM_2.7 Logistics Contribution to Strategic OPLAN Development • UBPM v2.1 – Immediately following SACEUR’s submission of the strategic CONOPS, pending NAC approval, the development of the strategic OPLAN begins to further coordinate the arrangements required to implement the CONOPS. It includes legal agreements, deployment, force protection, information strategy, sustainment, C2, training support and certification, and operations assessment. Strategic OPLAN Development ends with a viable strategic OPLAN endorsed by the MC and approved by the NAC. The Strategic Log SME will ensure that required strategic resources, capabilities and supporting activities are coordinated and arranged to facilitate operational success by the designated JFC within the JOA. The RDG will focus on strategic and theatre level planning requirements associated with force preparation and sustainment (e.g. training, evaluation and certification, theatre logistic support, capability development etc.) and strategic deployment related to movements architecture, operation of strategic lines of communications and ports of debarkation (etc.). The logistic process corresponding to Phase 4b/ Strategic OPLAN Development is OLCM_2.7 Logistics Contribution to Strategic OPLAN Development and it is triggered by the process RDG/ Initiate Strategic OPLAN Development. The Logistics related Information Products developed during this phase are: • Strategic OPLAN/ Service Support Paragraph and Supporting Annexes (R, S, EE) • Allied Distribution List (ADL). • Multi-national Detailed Deployment Plan (MNDDP) • LCP UOR v2.0 – Phase 4b involves Strategic OPLAN Development and Force Generation. They are carried out in parallel at the strategic and operational levels and must be harmonized to ensure that the plan is adequately resourced and includes the activation and pre-deployment of enabling forces. The Strategic Log SME will ensure that required strategic resources, capabilities and supporting activities are coordinated and arranged to facilitate operational success by the designated JFC within the JOA.

            • BP-1167 Conclude HNS Agreements

              LOG_6.1.3 Conclude HNS Agreements (UBPM v2.1). Develop HNS Memorandum of Understanding (MOU). MOU is the foundation document in the HNS planning process. The MOU represents the formal establishment of the overarching principles for provision of HNS between ACO, the TCN(s) and the HN and establishes the basis for follow-on HNS documents. The MOU must be negotiated by SHAPE with the respective host nation(s) on behalf of the JFC and TCNs following the SOFA or exchange of letters. It should support the operational needs of the JFC and therefore requires Operational Log SME input (see process LOG_6.1.6.2 Development of the Technical Arrangement (TA) for Provision of HNS) and CC HQ's input (see process LOG_6.1.6.1 Develop the Joint Implementation Arrangement (JIA))

            • BP-1621 Logistical Support to the Force in Theatre Planning

              OLCM_2.7.2 Plan Logistical Support to the Force in Theatr (UBPM v2.1). Based on information collected at the Movement, Force Generation and Logistic conferences, the SOPG LOG planner will further develop the logistic support plan designed for the CONOPS.

            • BP-1619 Logistical Conferences

              OLCM_2.7.3 Conduct Logistical Conference (UBPM v2.1). Logistic conferences, arranged by ACO, will be required to confirm logistic arrangements, especially with the HN(s) and TCNs to ensure that they meet operational needs and allow a sufficient build up of logistic resources, including stockpiles for Petroleum, Oil and Lubricants (POL) and critical munitions. Any shortfalls in HN support may require the activation and deployment of additional logistic units. The following areas have significant operational impact and must be closely coordinated with planning for other areas with the details provided in Annex R - Logistics: • Logistic standards – Logistic standards must reflect the expected operational tempo and demands for each phase based on estimates from the supported JFC and supporting commands. • Host Nation Support – The level and scope of HN support must be confirmed based on close contacts with the HN(s) including access to specific facilities, infrastructure and logistic operating units, especially ground transportation – Provisions must be made for TCN to coordinate with HN(s) within guidelines established by SACEUR ( AJP-4.5 (B)). • National Responsibilities – National responsibilities for specific logistic functions under framework, lead or role specialization nation arrangements must be confirmed in particular for critical logistic activities such as POL distribution. • Joint Logistic Infrastructure Concept. Coordinate with MILENG in the development of the critical theatre engineering requirements such as the improvement of the APOD/SPODs, LOCs, and facilities. These requirements must be identified and prioritized against operational requirements.

            • BP-2092 Theatre Movements Architecture Design and Development

              OLCM_2.7.4 Design and Develop the Theatre Movements Architecture (UBPM v2.1). The design, development, of the movements architecture is AMCC responsibility. Movement Architecture depicts the integration of specialized M&T personnel into staff/commands at all levels.

            • BP-1471 Force Flow Finalisation

              OLCM_2.7.5 Finalise the Force Flow (UBPM v2.1). Develop the Allied Disposition List (ADL). The ADL is released by SACEUR and establishes the required flow of forces into the theatre on behalf of the supported JFC. It provides the operational basis for AMCC to coordinate with nations on behalf of SACEUR for the strategic deployment of HQs and forces to their required destination, including the coordination of strategic lines of communication, modes of transportation, and strategic lift. On this basis, each TCN develops Detailed Deployment Plans (DDPs) for its forces for coordination and de-confliction by AMCC to create a multinational DDP (MNDDP) that will best achieve the required flow of forces into the theatre once an activation order is issued.

            • BP-1205 Coordination and Deconfliction of Detailed Deployment

              OLCM_2.7.6 Coordinate and Deconflict Detailed Deployment Plans (DDP) with Nation (UBPM v2.1). Once the ADL is released by SACEUR, it provides the authority for the AMCC to coordinate and deconflict the Detailed Deployment Plan (DDP) with nations on behalf of SACEUR, for the strategic deployment of HQs and forces to their required destination, including the coordination of strategic LOC, modes of transportation and strategic lift.

            • BP-1755 Movement Planning Conferences Coordination

              OLCM_2.7.7 Coordinate the Movement Planning Conferences (UBPM v2.1). Coordinate with AMCC in the development of the initial, mid and final movement conferences based on the draft CJSOR. The goal of these conferences is to gather national DDPs in an effort to create NATO’s MNDDP. Information captured as a result of the Movement conferences will be detailed in Annex S –Movements. • Initial Movement Planning Conference (IMovPC). The IMovPC is hosted by AMCC as soon as possible after ACTWARN and will provide the first step on the deployment planning cycle. A JOPG representative will attend to ensure that the movement plan reflects the operational Commander’s intent. IMovPC should review and confirm the following: • Overall concept of operations. • HN resources to include APODs, SPODs and railheads. • Requirement for sharing logistic and infrastructure resources with relevant non-NATO actors operating in the JOA. • Required force flow based on the ADL. • Movement control organization network and point of contact register. • Main Movement Planning Conference (MMovPC). The purpose of the MMovPC is to coordinate the details of the actual deployment of forces based on national deployment planning. The main activities of the MMovPC are: • Review the DDPs. • Start the initial de-confliction process, including de-confliction with cooperating relevant non-NATO actors operating in the JOA, as required. • Start the strategic air and sea assessment and identify national shortfalls. • Confirm HN support agreements and MOUs as well as resources and throughput capabilities. • Final Movement Planning Conference (FMovPC). The aim of the FMovPC is to provide a fully coordinated and de-conflicted Multi-National DDP agreed by all HQs, TCNs and the HN(s). The MNDDP will form the basis of all further movement planning in support of the plan.

            • BP-1766 Deployment Planning Fast Track Planning

              Deployment Planning Fast Track Planning Process. • Prior to the stand-by phase of forces – Offers for operational forces have been accepted, an Movement and Logistic Database Building Exercise is done in order to collect all relevant DDPs (Detailed Deployment Plan) and data from different levels. Generic scenario will be provided and all other necessary ADAMS data (such as geo mapping and LOC designation). Priorities will be coordinated, CRDs (Commanders Required Dates) and final destinations to establish the DOA (Desired Order of Arrival) to allow forward planning to take place. Partially sourced ADAMS DDPs will be forwarded to relevant organizational entities. Nations will provide separate DDPs for the forces committed. • National DDPs will include the following details for each unit: • Number of personnel. • Equipment deployed to include any details affecting its transportation • Ports of Embarkation (POEs). In addition, the plan is to contain details of sustainment (e.g. DOS) and the nationally/shared assured access to strategic lift, allocated to the mission to meet the CRDs. Any additional requirements for strategic lift are to be entered as generic assets and requested separately. • Based on detailed information (manning, required camp facilities,...) provided and the Commanders Required Date for installation operational structure, to send the DDPs for the different elements of the deployable operational entities, including the equipment support and supplies. • The CCs will forward their DDPs that a complete strategic lift plan can be created. • On receipt of all DDPs, all DDPs will be coordinated and deconflicted for the forces into a MNDDP (Multinational Detailed Deployment Plan). The DDPs for the forces will be kept separately in order to include them into the MNDDP upon leadership decision. Possibilities for shared use of strategic lift are to be identified to assure maximum use of scarce transportation assets. • An Initial Movement Planning Conference (IMPC) with all stakeholders involved will be held to develop the plan as follows based on leadership guidance: • Confirm and negotiate changes to national DDPs required to achieve deconfliction and the most efficient deployment plan to meet CRDs. • Identify and address potential for shared use of resources. • Confirm that there is no duplication in use of limited assured access arrangements and identify an accurate requirement for the minimum additional strategic lift required to deploy forces and to meet the CRDs. • In order to reduce costs and to improve deployment and sustainment coordination, the concept of cooperative use of strategic lift assets will be developed. All involved organizations with a coordinating capability will support this approach. In order to facilitate the contracting of the strategic lift, a lead entity can be determined. Technical Arrangements (TAs) will be established between the leading entity and other entities participating in the shared use of the contracted lift. • A MNDDP will be distributed to all stakeholders involved in the planning. Be aware that a draft MNDDP might be distributed after the IMPC, but this will definitely change many times until the deployment actually commences. Upon activation of a real operation during the stand-by phase of the force Commander’s requirements, as part of the OPP, will receive the as to which of the forces are required and where, when and in what order (DOA). This additional SOR information, combined with the forces already declared and decisions as to what PODs to be used, gives the ability to construct a DDP for the real operation, to source it and to send it.

            • BP-1796 OPLAN Annex S Development

              OLCM_2.7.9 Develop OPLAN - Annex S (UBPM v2.1). AMCC will develop OPLAN - Annex S (Movements).

            • BP-1305 Development of final LOG Support Plan to operational forces

              Develop final LOG support plan to operational forces. Develop Logistic Support to operational forces. Based on information collected at the Movement, Force Generation and Logistic conferences, the Strategic LOG SME will further develop the logistic support plan designed for the CONOPS. Coordination is required to provide Contracting Solutions to plan Logistical Support to the Force in Theatre and to coordinate and deconflict Detailed Deployment Plans (DDP) with Nations.

          • BP-2053 Strategic Logistics Execution

            OLCM_2.8 Execution • UBPM v2.1 – During this phase and once the OPLAN is approved, the plan is handed over for the execution phase and the Strategic Operations Centre (SOC) takes the lead for execution. CCOMC must remain actively engaged to monitor the validity and update the OPLAN as appropriate. The purpose of Phase 5 - Execution is to facilitate, with strategic advice, direction and guidance, the commencement and conduct of a NATO military operation for the achievement of MSOs to contribute to the achievement of the NATO end state. Coordinated by the CCOMC, Phase 5 includes all strategic level activities to ‘execute’ the strategic OPLAN. These activities include supporting the initiation and conduct of the operation, including periodic review of strategic progress (e.g. strategic Operations Assessment) and, as required, conducting a plan review. The commencement of Phase 5 requires: the decision by the NAC to execute the operation, and the promulgation of a NED, and the FG of the forces described in the strategic OPLAN. • LCP UOR v2.0 – The Execution phase facilitates, with strategic advice, direction and guidance, the commencement and conduct of a NATO military operation for the achievement of Military Strategic Objectives (MSOs) to contribute to the achievement of the NATO end state. Coordinated by the CCOMC, Phase 5 includes all strategic level activities to ‘execute’ the strategic OPLAN. These activities include supporting the initiation and conduct of the operation, including periodic (mission) review of strategic progress (e.g. strategic Operations Assessment) and, as required, conducting a plan review. [Called simply "Execution" in the UOR; title modified for clarity].

            • BP-1613 Logistic Situation Monitoring

              OLCM_2.8.1 Monitor the Logistic Situatio (UBPM v2.1). SHAPE J4 will monitor the logistic situation ensuring the harmonization effort between military and civil actors.

            • BP-1786 Operational Logistic Shortfalls

              OLCM_2.8.2 Address Operational Logistic Shortfalls (UBPM v2.1). SHAPE J4 will assist the JFC in addressing operational logistic shortfalls.

            • BP-1629 Logistics Contribution to PMR

              OLCM_2.8.3 Provide Logistics Contribution to PM (UBPM v2.1). SHAPE J4, assisted by JTF HQ/ J4 will provide Logistics Contribution to PMR.

            • BP-1208 Coordination, Synchronisatioin and De-confliction of Strategic Leg Movements

              LOG_2.3.2 Coordinate, Synchronise and De-conflict Strategic Leg Movement (UBPM v2.1). SHAPE AMCC will supervise the Strategic Deployment.

            • BP-1194 Contracting Governance Oversight

              LOG_4.3.2 Conduct Contracting Governance Oversigh (UBPM v2.1).

          • BP-2054 Strategic Logistics Transition

            OLCM_2.26 Transition (UBPM v2.1) • UBPM v2.1 and LCP UOR v2.0 – The purpose of Phase 6 - Transition is to coordinate the transition and termination of a NATO military operation; this involves the handover of responsibility to proper authority (e.g. the UN, other international organizations or indigenous actor) in the crisis area and the withdrawal of forces under NATO military command, in a controlled manner so as to avoid this action being a destabilising influence in the region. • UBPM v2.1 – Throughout the execution phase of an operation, periodic operations assessments will be conducted to evaluate the progress made towards the desired objectives and the NATO end state; eventually SACEUR will conclude that the MSOs have been achieved and, with consideration to the overall conditions of the NATO endstate to which military efforts contribute, will recommend to the NAC that planning for transition and termination of the NATO military operation should commence. This phase covers all the activities for the transition and termination of a NATO military operation to facilitate the transition of NATO military responsibilities to proper authority and the withdrawal of forces under NATO military command. Depending on the situation transition and termination planning for transition may involve activities to facilitate the coordination and management of the transition and withdrawal within the construct of the current strategic and/or operational OPLANs; alternatively, appropriate operations planning activities may be needed, involving some or all of the activities described in Phases 2-4 and leading to a new or revised NAC-approved transition strategic CONOPS or OPLAN. As the exact moment for transition may be difficult to define, Phase 5 and 6 are likely to overlap. The commencement of Phase 6 requires: a NAC decision sheet to begin preparation for transition and withdrawal of NATO forces under military command, with SACEUR and/or COP direction and guidance; or SACEUR (and/or COP) direction and guidance to commence considering the issues associated with a future transition and withdrawal. Each situation will be different; the NAC guidance and direction may necessitate commencing with a strategic assessment (including military considerations), proposal of military options, a transition CONOPS or a revised/new OPLAN. This activity will be supported by the most recent Operations Assessment of the operation (e.g. PMR) In the former case, the planning processes specific for phases 2 to 4b will be triggered, leading to the development of appropriate products for the NAC, as requested, leading to their approval of a revised or new strategic OPLAN (e.g. strategic assessment, military options, transition CONOPS and/or transition OPLAN). Following NAC approval of the strategic OPLAN, SACEUR approval of the operational transition OPLAN. • UBPM v2.1 and LCP UOR v2.0 – Each situation will be different; the NAC guidance and direction may necessitate commencing with a strategic assessment (including military considerations), proposal of military options, a transition CONOPS or a revised/new OPLAN. The planning processes specific to phases 2 to 4b may be repeated to develop appropriate products for the NAC (e.g. strategic assessment, military options, transition CONOPS and/or a transition OPLAN). The LOG planner will assist in planning the transfer of authority and re-deployment of NATO forces.

            • BP-1206 Coordination and Deconfliction of Detailed Redeployment

              OLCM_2.26.1 Coordinate and Deconflict Detailed Redeployment Plans (DDP) with Nation (UBPM v2.1). Develop MN Re-deployment plan.

            • BP-1781 Operation Termination

              Operation Termination (UBPM v2.1). Operation Termination: • LOG_2.3.2 Coordinate, Synchronize and De-conflict Strategic Leg Movements – AMCC will monitor re-deployment movement • OLCM_2.8.2 Address Operational Logistic Shortfalls - monitor operational logistic requirements and coordinate with nations to fill shortfalls. • The process dealing with OLC Capability closure is OLCM_1.5 Close Operations Logistics Chain Capability: At the end of an operation, the corresponding OLC Capability will be closed: the physical logistics chain will be de-activated (planning and execution of closing activities are performed as part of transition processes), information collected for the operation will be analyzed and archived, analysis results might be used to re-configure the thresholds for various parameters. As part of this process, the following activities are performed at Strategic level: • OLCM_1.5.2 Review OLC Information and OLCM_1.5.3 Authorize Mission Driven Updates to Generic OLC Capabilty Configuration - Review the logistics information collected during the operation and the proposed changes to the Generic OLC Capability parameters; SHAPE will consider these changes for authorization. • ENB_8.1 Create and Respond Logistics RFIs. In this process, the Strategic Log SME will submit RFIs and follow-up on responses, distribute inbound Logistics RFIs and follow-up on responses. Note: The actual RFI management is done through the RFI Management System (RFIMS) at Strategic Planning level (SHAPE).

          • BP-1633 Logistics Estimate of the Crisis

            OLCM_2.9 Develop Logistics Estimate of the Crisis • UBPM v2.1 – The JFC Staff will collect and analyze reference information received from the JFC Liaison in the RDG in order to build situational awareness. The information collected during this stage will serve as the baseline for future planning. The JFC Staff will submit requests for Information (RFIs) when information is unknown and continue to update the baseline data as new information becomes available. The main logistic outputs from this stage are encyclopaedic information about the area of interest and essential understanding about potential risks and threats. It is important that the intelligence/knowledge staff coordinates its collection requirements with SHAPE to avoid redundant efforts and to make the best use of all available means in NATO. This is a sub-process of the OPP process "Phase O1: Initial Situational Awareness of Potential/ Actual Crisis/ Develop Baseline Understanding of, and Monitor, the Emerging Crisis at Operational Level. • LCP UOR v2.0 – The purpose of Phase 1 at the operational level is to develop and maintain a level of understanding to support operational assessments and the provision of operational level advice and decision making to SACEUR during the planning for and conduct of operations. Phase 1 begins with SACEUR’s designation of an AOI and assignment of responsibilities for situation monitoring. This process is focused on information gathering to support subsequent planning activities.

            • BP-1939 Review Encyclopaedic Information

              OLCM_2.9.1 Review Encyclopaedic Information on Crisis Area • UBPM v2.1 – Operational Log SME (JFC) will review existing reference information pertaining to the Area of Interest (AOI) and update as necessary to include, but not limited to: • Civil logistic infrastructure, including effect of seasonal climatic variations; • Environmental health threats; • Existing in-transit agreements; • Existing Host-nation Agreements (HA); • Civil capabilities; • Existing UN missions and logistic planning activities of other international Organizations in the country/region.

            • BP-1935 Review and Update Initial Systems Perspective

              OLCM_2.9.2 Review and Update from a Logistics perspective the Initial Systems Perspective of the Crisis Area (PMESII) • UBPM v2.1 – Operational Log SME (JFC) will develop an initial systems perspective of the AOI by identifying basic logistic characteristics related to the Political, Military, Economic, Social, Infrastructure and Information (PMESII) environment. At a minimum, the JFC Staff will focus on the infrastructure - the basic facilities, services, and installations needed for the functioning of a community, organization, or society. This includes logistics, communications and transport infrastructures, schools, hospitals, water and power distribution, sewage, irrigation, geography etc.

            • BP-1631 Logistics Contribution to Systems Analysis

              OLCM_2.9.3 Provide Logistics Contribution to Systems Analysis • UBPM v2.1 – Provide logistics contribution to the understanding of the crisis area; identify and understand how logistics will factor into any potential operation in the crisis area.

            • BP-1510 Identify Logistics SMEs for Planning

              OLCM_2.9.5 Identify Logistics SMEs for Planning • UBPM v2.1 – The Operational LOG SME will identify JTF HQ (Log, M&T, HN) and JLSG HQ contribution to the planning group.

            • BP-1538 Initial Commanders Critical Information Requirement

              OLCM_2.9.6 Identify Initial Commander's Critical Information Requirement (CCIR) • UBPM v2.1 – Based on the initial analysis, the staff should advise the Commander on critical information requirements (CIRs).

          • BP-1623 Logistics Appreciation of Strategic Assessment

            OLCM_2.10 Logistics Appreciation of the Strategic Assessment • UBPM v2.1 – The Operational LOG SME is responsible for the logistic analysis (and, as part of OLCM_2.11 process: operational evaluation of the military response options) and providing the operational commander with an assessment of the logistic viability to establish conditions required to accomplish strategic objectives and the desired endstate. The process is triggered as part of OPP process for Phase 2 Initiate Operational Level Appreciation of the Crisis. Activities: • OLCM_2.10.1 Commander’s Guidance related to SACEUR WNGO. Operational Log SME will review the SHAPE request for Operational Advice (WNGO) and begin to determine logistic implications. • OLCM_2.10.2 Identify SMEs needed for planning. JFC DCOS Resources will establish the DCOS Resources planning team and J4 will represent this team in JOPG. Operational Log SME will identify which JFC Support functions are need. This cell of subject matter experts are vital to continued planning efforts in order to properly address the logistic situation. They may be present, on call, or available through other means of communication. In addition, consideration might be given to sending a logistic liaison officer to SHAPE and receiving a liaison from CC. • OLCM_2.10.3 Appreciate the SSA. Operational Log SME will: -review the analysis of the strategic environment (PMESII) developed during phase 1 by the RDG; -begin to identify key factors from an operational point of view in order to enhance the common understanding of the logistic environment amongst strategic, operational and national planners, in order to help guide planning and identify critical gaps in information and knowledge in an effort to further develop the logistic picture and complete the logistic estimate (e.g. Infrastructure aspects, including utilities, energy, transportation nodes, networks and means, communications, industry and public facilities); -gain an initial understanding of the capabilities strengths and weakness of potential logistic operations in the AOI. -Additional information requests, as a result of knowledge gaps, need to be relayed to the RDG for possible inclusion into the Strategic Assessment Team (SAT) or to the Operational Liaison & Reconnaissance Team (OLRT), when deployed. Both the SAT (Strategic) and the OLRT (Operational) are used for reconnaissance to collect critical planning data. • ENB_8.2 Create and Respond Logistic RFIs Continue to develop CCIR list. LCP UOR v2.0: Develop an operational-level understanding of the strategic situation, the nature of the problem and NATO’s desired end-state, including political, military and military strategic objectives as outlined in SACEUR’s Strategic Assessment.

            • BP-1942 Review of Guidance related to SACEUR WNGO

              OLCM_2.10.1 Review Commander’s Guidance related to SACEUR WNGO • UBPM v2.1 – Review the SHAPE request for Operational Advice (WARNO), begin to determine logistic implications, review and analyse the Logistics Estimate from Strategic level.

            • BP-1504 Identification and Allocation of (Operational) SMEs Needed for Planning

              OLCM_2.10.2 Identify/ Allocate SMEs Needed for Planning • UBPM v2.1 – Identify which JFC Support functions need to augment the JOPG. This cell of subject matter experts are vital to continued planning efforts in order to properly address the logistic situation. They may be present, on call, or available through other means of communication. For this purpose, JFC DCOS Resources will establish the DCOS Resources planning team and J4 will represent this team in JOPG. In addition, consideration might be given to sending a logistic liason officer to SHAPE and receiving a liaison from CC.

            • BP-2031 SSA Appreciation

              OLCM_2.10.3 Appreciate the SSA • UBPM v2.1: • Update and refine the analysis of the strategic environment (PMESII) developed during phase 1 by the RDG. Begin to identify key factors from an operational point of view in order to enhance the common understanding of the logistic environment amongst strategic, operational and national planners. This will help guide planning and identify critical gaps in information and knowledge in an effort to further develop the logistic picture and complete the logistic estimate (e.g. Infrastructure aspects, including utilities, energy, transportation nodes, networks and means, communications, industry and public facilities) • Gain and initial understanding of the capabilities strengths and weakness of potential logistic operations in the AOI. • Additional information requests, as a result of knowledge gaps, need to be relayed to the RDG for possible inclusion into the Strategic Assessment Team (SAT) or to the Operational Liaison & Reconnaissance Team (OLRT). Both the SAT (Strategic) and the OLRT (Operational) are used for reconnaissance to collect critical planning data.

          • BP-1318 Draft MRO Analysis

            OLCM_2.11 Analyse Draft MROs • UBPM v2.1 – The designated JOPG will collaborate with the RDG in the development of MROs; this is done primarily through the JHQ liaison element at SHAPE, but the JOPG could also be requested to advise the RDG in a certain area RDG will coordinate the draft MROs with the nominated JHQ to ensure broad concurrence with the proposed MROs and seek formal operational advice as part of process Coordinate and Submit MROs. As part of the second part of the OPP "Phase O2: Operational Appreciation of Strategic Environment", the Operational LOG SME is responsible for the operational evaluation of the military response options and providing the operational commander with an assessment of the logistic viability to establish conditions required to accomplish strategic objectives and the desired end state. This process is triggered by SACEUR's request for Operational assistance with MRO development. The overall main OPP activities in support to developing the commander’s operational advice are: • Assist SHAPE with MRO development.The Operational Log SME with advice from designated subordinate and component commands must Appreciate the Main Resource Requirements (main logistics and financial estimates) for each option to verify feasibility in terms of: • Strategic lift requirements and costs for NATO, as part of process OLCM_2.11.1 Identify Force Deployment Requirements (incl. STRATLIFT), in coordination with the Strategic Log SME • Theatre logistics requirements for establishing and operating staging bases, Airports of Debarkation (APODs)/ Seaports of Debarkation (SPODs), storage and distribution of all classes of supply (including fuel and ammunition), establishing and maintaining lines of communications (LOC), and developing infrastructure - as part of process OLCM_2.11.2 Identify Theatre Logistic Requirements, in coordination with the Strategic Log SME, Joint Logistic Support Group (JLSG) ( OLCM_2.11.13 Support Logistic Requirements Identification and Assessment) and Component Commands (HQs) (OLCM_2.19.1. Contribute to MRO Logistic Requirements Identification and Assessment) • Logistic support potentially required by relevant international actors in extreme situations - as part of process OLCM_2.11.6 Appreciate Logistic Support Requirements for non-NATO Entities, in coordination with the Strategic Log SME • MILENG support and infrastructure requirements - as part of process OLCM_2.11.4 Identify Joint Logistic Infrastructure OLCM_2.11.10 Consolidate Main Support Requirements - The Operational Log SME will identify develop the Main Support Requirements mindmap (TOPFAS) which will identify the general logistic requirements for the operation. They will use the higher level mindmap (strategic level) as a baseline for further development. The Operational Log SME will: • Identify potential contracting solutions in collaboration with NSPA and JLSG HQ - as part of process OLCM_2.11.7 Identify Potential Contracting Solutions • Identify areas of potential collaboration to provide MN logistic solutions with the aim of reducing the logistic footprint in the JOA, as part of process OLCM_2.11.9 Identify Areas of Potential Mutinational Collaboration, in coordination with the Strategic Log SME • Identify Host nation resources available to NATO in support to their logistic requirements as well as HN required logistics support , as part of process OLCM_2.11.3 Identify HNS requirements,,in coordination with the Strategic Log SME • Analyse Draft Military Response Options developed by the RDG and Provide Operational Advice. The Operational Log SME will provide logistic input to the development of conclusions to the evaluation of MROs (Operational Advice), as part of process OLCM_2.11.8 Provide Logistics Operational Advice, in coordination with the JLSG (OLCM_2.11.12 Contribute to Operational Logistic Advice) and Component Commands (HQs) (OLCM_2.19.2 Contribute to Operational Logistic Advice) • ENB_8.2 Create and Respond Logistics RFIs. Operational Log SME (JFC) will develop RFIs and respond to external RFIs and will liaise with the JOPG RFI Manager for this, which in turn will liaise with the JOC, as the coordinating authority for all incoming and outgoing RFIs (except for intelligence RFIs, which is processed through the J2). • The Operational Log SME will also coordinate the relevant RFIs and their inclussion for OLRT consideration, when it deploys (as input to OLRT process OLCM_2.11.11 Collect Theatre Information). Main Information Products generated by this process: Operational Logistic Feasibility of MROs and Operational Logistics Advice LCP UOR v2.0: The designated JOPG will collaborate with the RDG in the development of MROs; this is done primarily through the JHQ liaison element at SHAPE, but the JOPG could also be requested to advise the RDG in a certain area. The RDG will coordinate the draft MROs with the nominated JHQ to ensure broad concurrence with the proposed MROs and seek formal operational advice. As part of the second part of the OPP "Phase O2: Operational Appreciation of Strategic Environment", the Operational LOG SME is responsible for the operational evaluation of the military response options and providing the operational commander with an assessment of the logistic viability to establish conditions required to accomplish strategic objectives and the desired end state.

            • BP-1468 Force Deployment Requirements

              OLCM_2.11.1 Identify Force Deployment Requirements (incl. STRATLIFT) • UBPM v2.1 – The JOPG will appreciate the adequacy of the primary military capabilities and: • The capability of the NRF to meet urgent requirements. • The readiness and availability of other Graduated Readiness Forces (GRF). • The need to incorporate capabilities from participating nations, or opportunities for their incorporation. • Impact on force generation for the option and other operations over time. JOPG Log Planners should coordinate with the RDG to estimate how long it would take to deploy the NATO Response Force (NRF) to the crisis area assuming STRATLIFT is readily available. This information will give the Operational Commander an idea of when he can expect forces in theatre.

            • BP-2086 Theatre Logistic Requirements

              OLCM_2.11.2 Identify Theatre Logistic Requirements • UBPM v2.1 – Contribute to identification of potential: • theatre logistics requirements for establishing and operating staging bases, Air and Sea Ports of Debarkation (APOD/SPOD), storage and distribution of fuel, maintaining lines of communications (LOCs), and developing infrastructure • logistic support requirements to operationally support each of the MROs.

            • BP-1496 HNS Requirements

              OLCM_2.11.3 Identify HNS requirements • UBPM v2.1 – Review the HNS information collected by the RDG and Identify additional areas of host nation support by potential Host Nations in the crisis area and request to negotiate their availability through SHAPE RES Logistics.

            • BP-1573 Joint Logistic Infrastructure Requirements

              OLCM_2.11.4 Identify Joint Logistic Infrastructure Requierments • UBPM v2.1 – Review the joint logistic infrastructure requirements identified by the RDG and identify any additional requirements related to military engineering support to logistics in the crisis area to operationally support each of the MROs.

            • BP-1618 Logistic Support Requirements for non-coalition entities

              Appreciate Logistic Support Requirements for non-coalition entities Logistic support potentially required to support relevant international actors in extreme situations.

            • BP-1844 Potential Contracting Solutions

              OLCM_2.11.7 Identify Potential Contracting Solutions • UBOM v2.1 – Identify potential contracting options in collaboration with NSPA and support from JLSG HQ.

            • BP-1640 Logistics Operational Advice

              OLCM_2.11.8 Provide Logistics Operational Advice • UBPM v2.1 – This process is triggered by the JOPG process Analyse Draft Military Response Options; the JOPG will require input from Operational Log SME and designated subordinate and component commands, who must appreciate the main implications of the logistics, engineering and medical support requirements for each option to verify its feasibility. The Operational Log SMEs will determine the operational logistic feasibility of the military response options developed by the RDG in terms of • Strategic lift requirements and costs for NATO • Theatre logistics requirements • Logistic support potentially required to support relevant international actors in extreme situations. • MILENG support and infrastructure requirements. • Medical support. • Budget estimates, including costs associated with deployable communication and information systems (DCIS) deployment and sustainment (e.g. satellite costs) and service provision. Due to the lack of detail of requirements in an MRO (as compared to that provided in a CONOPS), the financial estimate at this point will likely be only a rough order magnitude covering, if possible, both military budget (MB) and NATO Security Investment Programme (NSIP) aspects. The Operational Log SME will provide logistic input to the development of conclusions to the evaluation of MROs (Operational Advice). JOPG-identified requirements critical for operational success (e.g. in-theatre support and infrastructure) can be captured in Operational Advice Annexes. If however, they are considered critical to the viability of one or all MROs then they can also be highlighted to SACEUR in the Operational Advice main body.

            • BP-1506 Identification of Areas of Potential Mutinational Collaboration

              OLCM_2.11.9 Identify Areas of Potential Mutinational Collaboration • UBPM v2.12 – Identify areas of potential collaboration in an effort to develop MN logistic solutions with the aim of reducing the logistic footprint in the JOA.

            • BP-1648 Main Support Requirements Consolidation

              Consolidate Main Support Requirements The Operational Log SME will consolidate the Main Support Requirements which will provide the general logistic requirements for the operation. They will use the higher level mind map (strategic level) as a baseline for further development.

            • BP-2084 Theatre Information Collection

              OLCM_2.11.11 Collect Theatre Information • UBPM v2.1 – Once the If the Operational Liaison and Reconnaissance Team (OLRT) deploys the RDG may receive their reports and have the possibility of interaction with them through the JOPG.

            • BP-1199 Contribution to Operational Logistic Advice

              OLCM_2.11.12 Contribute to Operational Logistic Advice • UBPM v2.1 – The JLSG may be required to contribute to the development of operational advice. In which case, they should be alerted to any requirements for liaison or planning support to the JOPG.

            • BP-1505 Identification and Assessment of Support Logistic Requirements

              OLCM_2.11.13 Support Logistic Requirements Identification and Assessment • UBPM v2.1 – The JLSG may be required to support the Logistic Requirements Identification and Assessment.

          • BP-1628 Logistics Contribution to Operational Estimate

            OLCM_2.12 Logistics Contribution to Operational Estimate • UBPM v2.1 – Operational Phase 3 "Operational Estimate" has two parts. The first part is "Phase O3a: Mission Analysis" which consists of an in-depth analysis of the crisis situation to determine the operational problem that must be solved and the operational conditions that must be established. It identifies the key operational factors that will influence the achievement of those conditions, and any limitations on the Commander’s freedom of action. The main outcome of Phase 3a is the Commander’s initial operational design, with the Commander’s planning guidance, and the Operational Planning Guidance (OPG) to formally trigger the Mission Analysis at the component level. Upon receipt of SACEUR’s Strategic Planning Directive, as part of the process OLCM_2.12 Logistics Contribution to Operational Estimate, the Operational LOG SME will conduct a thorough review of strategic guidance and a detailed logistic analysis of the mission and operational factors that will influence mission accomplishment. Information collected up to this phase will be included in the Operational Planning Guidance (OPG). The OPG will provide guidance to subordinate and supporting commands to assist their planning. The main Information Products are: • The Mission Analysis/Logistics Input used by process JOPG / Analyse Mission which will integrate it into the OPG/ Mission Analysis. • Logistics Contribution to the Initial Force Estimate and C2 Requirements used by process JOPG / Estimate Initial Force/Capability and C2 Requirements which will integrate it into the OPG/ Initial Force/Capability Estimate. Coordination. As part of this process, the Operational LOG SME will coordinate with the following: • RDG and Strategic Log Planner: • To coordinate and receive information on relevant national and international actors. • To confirm the requirements for enabling and initial entry forces. • to provide required input to JOPG's review of SACEUR’s direction and guidance and requirement to prepare and deploy an OLRT. • NSPA. – to pass on logistic requirements in order for them to investigate possible contracted solutions. • JLSG and Component Commands – To help identify and assess logistic requirements • NATO Log Planners - for their early engagement in the multinational solutions development • OLRT - to consider their feedback in the Mission Analysis The main logistics activities are: OLCM_2.12.1 Review Key Logistic Factors - The Operational Log SME will provide required input to JOPG's review of SACEUR’s direction and guidance and requirement to prepare and deploy an OLRT; they will conduct further analysis of the key factors developed in phase 2, review the SPD to check for changes to the strategic appreciation of the key strategic (PMESII) factors contributing to the crisis, and update the Operational Logistic estimate based on new information available. Activities will include: • Review SACEUR direction and guidance. • Determine milestones and key issues for consideration by the cdr. • Further analysis of information collected in Phase 2, updated with recent information and based on new guidance. Examples: consider the environment, weather, infrastructure assess the capacity of the staging area etc. • Provide logistic input to Key factors analysis OLCM_2.12.2 Conduct Time/Space/Force analysis - The JOPG and the Operational Log SME have to consider the effects of the operational environment on the main actors as well as NATO forces as they interact Time, Space and Force. OLCM_2.12.3 Coordinate with Relevant National and International Actors - The Operational Log SME must capture potential multi-national and host nation support solutions and coordinate with IOs/ NGOs. OLCM_2.12.5 Identify Critical Operational Logistic Support Requirements - Following the Factor ->Deduction -> Conclusions approach, the Operational Log SME will derive relevant Conclusions,determining logistics requirements and specific operational conditions that must be established with respect to forces/actors, time and space; the Operational Log SME must capture military requirements, sustainment and strategic support required to accomplish the mission. Additionally, any assumptions established in order to continue planning must be noted. ENB_8.2 Create and Respond to Logistics RFIs -Logistics related RFIs must be submitted to SHAPE OLCM_2.12.6 Provide Logistic Input to Operational Mission Analysis - As mission analysis takes place, the Operational Log SME will continue to provide logistic input to the collection and analysis of data: • Logistic planning Assumption • Logistic limitations (constraints/restraints) • Logistic review of CoG: Support and review the COG analysis conducted on each of the main actors; COG analysis draws upon the systems analysis of the main actors and related systems to identify the COG and determine its critical capabilities, critical requirements and critical vulnerabilities. • Logistic review of Operational Design • Logistic input on CCIRs In parallel, the Operational Log SME will: • Ensure RFIs and requests for the implementation of CRMs have been forwarded to the RDG (ENB_8.2 Create and Respond Logistics RFIs.). • Confirm through the RDG the requirements for the pre-deployment of enabling and initial entry forces OLCM_2.12.8 Provide initial Force estimate and C2 requirements - Using their contribution to JOPG's high level troops-to-actions analysis (identifying the major logistics capabilities required for the operation) as well as the mission analysis, the Operational Log SME will update the estimate of required operational logistics capabilities. • OLCM_1.2.1 Setup OLCM Capability will use the he Initial Operation Specific OLCM Capability Templates and the Initial LOG FS Refence Information, taking into consideration additional planning products as they develop - HNS, Contracting and Multi-national Solutions (as captured in the SPD and further refined through Mission Analysis and COA Development), followed later on by the CONOPS, CJSOR and ADL - to fine-tune this setup, throughout OPP Phase 3a/ Phase O3a: Mission Analysis and Phase O3b:/ COA Development (OLCM_2.12 Logistics Contribution to Operational Estimate and OLCM_2.13 Logistics Input to COA Development); this activity also contributes towards an Initial RLP. Operation Specific OLCM Capability Templates and Operation Specific LOG FS Reference Information reflect the logistics information accumulated during the planning process: Strategic lines of Communication (LOC), Access to the theatre and entry points, including APODs/SPODs, Intermediate Staging Bases (ISB) if required, Possibilities for HNS, Theatre lines of communication, etc. LOG FS installation for the specific operation (as an Initial Operational Capability (IOC)) will be deployed and configured. LCP UOR v2.0: Operational Phase 3 ‘Operational Estimate’ has two parts. The first part is Phase 3a (Mission Analysis) which consists of an in-depth analysis of the crisis situation to determine the operational problem that must be solved and the operational conditions that must be established. It identifies the key operational factors that will influence the achievement of those conditions, and any limitations on the Commander’s freedom of action. The main outcome of Phase 3a is the Commander’s initial operational design, with the Commander’s planning guidance, and the Operational Planning Guidance (OPG) to formally trigger the Mission Analysis at the component level. Upon receipt of SACEUR’s Strategic Planning Directive the Operational LOG SME will conduct a thorough review of strategic guidance and a detailed logistic analysis of the mission and operational factors that will influence mission accomplishment. Information collected up to this phase will be included in the Operational Planning Guidance (OPG). The OPG will provide guidance to subordinate and supporting commands to assist their planning.

            • BP-1585 Key Logistic Factors Review

              OLCM_2.12.1 Review Key Logistic Factors • UBPM v2.1 – Upon receipt of the SPD, from the JOPG, the Operational Log SME will provide required input to JOPG's review of SACEUR’s direction and guidance and requirement to prepare and deploy an OLRT. The Operational Log SME will conduct an analysis of the key factors developed in phase 2. Make deductions about mission implications and draw conclusions related to the mission requirements that must be addressed in logistics planning. Review the SPD to check for changes to the strategic appreciation of the key strategic (PMESII) factors contributing to the crisis. Update the Operational Logistic estimate as updates or new information becomes available. Activities will include: • Review SACEUR direction and guidance. • Determine milestones and key issues for consideration by the cdr. • Further analysis of information collected in Phase 2, updated with recent information and based on new guidance. Examples: consider the environment, weather, infrastructure assess the capacity of the staging area etc. • Provide logistic input to Key factors analysis.

            • BP-2096 Time/Space/Force Analysis

              OLCM_2.12.2 Conduct Time/Space/Force analysis • UBPM v2.1 – The Operational Log SME will contribute to the JOPG's high level troops-to-actions analysis to identify the major logistics capabilities required for the operation. The JOPG and the Operational Log SME have to consider the effects of the operational environment on the main actors as well as NATO forces as they interact Time, Space and Force: • Time – To identify time imperatives for the deployment and the employment of forces as well as operational risks and mitigation measures in case time imperatives can not be achieved. • Space – To take into consideration the adequacy of LOCs that exist into and within the theatre looking at security and sustainability. This will include terrain, distance, and environment. • Force – To assess the impact of logistic force capabilities and capacities in relation to meeting mission requirements. This will help determine if the force can be sustained across the full range of operations commensurate with the Commander’s intent. This must include a risk assessment and identification of mitigation plans if possible.

            • BP-1760 National and International Actors Coordination

              OLCM_2.12.3 Coordinate with Relevant National and International Actors • UBPM v2.1 – The JOPG, supported by Operational Log SME, will need to consider with which international and national actors there is a need to interact for the following reasons: • Complementary non-military activity in support of military action. • Complementary military actions in support of non-military activity. • Mutual support. • De-confliction of critical activities. The Operational Log SME must collaborate with National Log Planners to identify potential Multi-national solutions and with Fost Nation for potential host nation support solutions; they will also coordinate with IOs/ NGOs for identifying areas of Mutual support and De-confliction of critical activities.

            • BP-1223 Critical Operational Logistic Support Requirements

              OLCM_2.12.5 Identify Critical Operational Logistic Support Requirements • UBPM v2.1 – Following the Factor ->Deduction -> Conclusions approach, the Operational Log SME will derive relevant Conclusions,determining logistics requirements and specific operational conditions that must be established with respect to forces/actors, time and space. As mission analysis is taking place, the Operational Log SME must capture military requirements, sustainment and strategic support required to accomplish the mission. Additionally, any assumptions established in order to continue planning must be noted and a RFI on that subject submitted to SHAPE. The Operational Log SME will collaborate with NSPA to identify potential Contract solutions.

            • BP-1609 Logistic Input to Operational Mission Analysis

              OLCM_2.12.6 Provide Logistic Input to Operational Mission Analysis • UBPM v2.1 – As mission analysis takes place, the Operational Log SME will continue to provide logistic input to the collection and analysis of data: • Logistic planning Assumption • Logistic limitations (constraints/restraints) • Logistic review of CoG: Support and review the COG analysis conducted on each of the main actors; COG analysis draws upon the systems analysis of the main actors and related systems to identify the COG and determine its critical capabilities, critical requirements and critical vulnerabilities. • Logistic review of Operational Design • Logistic input on CCIRs In parallel, the Operational Log SME will: • Ensure RFIs and requests for the implementation of CRMs have been forwarded to the RDG • Confirm through the RDG the requirements for the pre-deployment of enabling and initial entry forces

            • BP-1612 Logistic Requirements Indentification and Assessment

              OLCM_2.12.7 Indentify and Assess Logistic Requirements • UBPM v2.1 – Identify Logistics requirements and provide them to the Operational Log SME. Coordinate with NSPA to identify commercial solutions for Theatre level requirements (e.g. fuel)

            • BP-1539 Initial Force Estimate and C2 Requirements

              OLCM_2.12.8 Provide initial Force estimate and C2 requirements • UBPM v2.1 – On the basis of their contribution to JOPG's high level troops-to-actions analysis, identifying the major logistics capabilities required for the operation, and on the mission analysis, the Operational Log SME will update the estimate of required operational logistics capabilities; they will also compare it with the force capability requirements provided in the SPD. The Operational Log SME will also work together with the component/subordinate command liaison to establish the basic C2 requirements based on the mission analysis and operational factors. This information will be provided to JOPG as part of the Estimate Initial Force/Capability Requirements process.

          • BP-1637 Logistics Input to COA Development

            OLCM_2.13 Logistics Input to COA Development • UBPM v2.1 – As part of the OPP "Phase O3b: COA Development", guided by the Commander, the JOPG will develop a set of COAs, all of which will accomplish the mission effectively in accordance with the Commander’s intent, including that expressed through his operational design and his CPG. Selected COAs will be developed, analysed and compared, to develop a coordinated staff recommendation. Phase 3 concludes with the Commander’s decision on a COA and a refined final operational design, as a basis for the development of a CONOPS in Phase 4. An Operational Planning Directive (OPD) is released to formally trigger COA development at the component level. The logistic process supporting this phase is OLCM_2.13 Logistics Input to COA Development triggered as part of the OPP Process JOG/ Phase O3b: COA Development - Develop Own COAs Activities OLCM_2.13.2 Coordinate MN and Contract Solutions - Operational Log SME will begin to liaise with service integrators and identify potential contracted solutions and coordinate with the RDG to identify possible areas for MN solutions. incorporate identified MN Solutions into COA development and coordinate with the RDG in advising nations on possible options. OLCM_2.13.3 Prepare Transportation Feasibility Estimate (TFE) - Prepare a transportation feasibility estimate (rough order of magnitude) of the deployment of the main forces based on their assumed readiness in order to forecast their potential arrival into the theatre and the JOA OLCM_2.13.1 Assess the Logistic Feasibility of COAs - Assist in the development of each COA by identifying any critical logistic shortfalls and capabilities, assessing its logistic feasibility, performing risk evaluation and developing deployment options and associated timelines. OLCM_2.13.4 Provide Logistics Input to Selected COA Refinement - The Operational Log SME, following the Commander’s direction and guidance, will coordinate with JOPG to refine the selected COA and the final operational design. OLCM_1.2.1 Setup OLCM Capability will use the he Initial Operation Specific OLCM Capability Templates and the Initial LOG FS Refence Information, taking into consideration additional planning products as they develop - HNS, Contracting and Multi-national Solutions (as captured in the SPD and further refined through Mission Analysis and COA Development), followed later on by the CONOPS, CJSOR and ADL - to fine-tune this setup, throughout OPP Phase 3a/ Phase O3a: Mission Analysis and Phase O3b:/ COA Development (OLCM_2.12 Logistics Contribution to Operational Estimate and OLCM_2.13 Logistics Input to COA Development); this activity also contributes towards an Initial RLP. Operation Specific OLCM Capability Templates and Operation Specific LOG FS Reference Information reflect the logistics information accumulated during the planning process: Strategic lines of Communication (LOC), Access to the theatre and entry points, including APODs/SPODs, Intermediate Staging Bases (ISB) if required, Possibilities for HNS, Theatre lines of communication, etc. ENB_8.2 Create and Respond Logistics RFIs. Operational Log SME (JFC) will develop RFIs and respond to external RFIs and will liaise with the JOPG RFI Manager for this, which in turn will liaise with the JOC, as the coordinating authority for all incoming and outgoing RFIs. JLSG HQ contribution to this phase includes: • OLCM_2.13.5 Assist COA Development - JLSG HQ is involved throughout COA development at operational level, including at the COA Decision Briefing. For each COA, identify the supplemental support capabilities required. Provide appreciation of logistic capabilities: required as well as what is available. • OLCM_2.13.6 Develop JLSG Level Logistically Feasible COAs - LCP UOR v2.0: As part of the OPP Phase 3b (COA Development), guided by the Commander, the JOPG will develop a set of COAs, all of which will accomplish the mission effectively in accordance with the Commander’s intent, including that expressed through his operational design and Comprehensive Political Guidance (CPG). Selected COAs will be developed, analysed and compared, to develop a coordinated staff recommendation. Phase 3 concludes with the Commander’s decision on a COA and a refined final operational design, as a basis for the development of a CONOPS in Phase 4. An Operational Planning Directive (OPD) is released to formally trigger COA development at the component level.

            • BP-1607 Logistic Feasibility of COAs Assessment

              OLCM_2.13.1 Assess the Logistic Feasibility of COAs • UBPM v2.1 – The Operational Log SME will: • Update the logistic estimate focusing on logistic factors most likely to affect COA development. • Assist in the development of each COA by • Identifying any critical logistic shortfalls and capabilities, • Assessing its logistic feasibility, and performing Risk Evaluation • Developing deployment options and associated timelines. This may result in the recommendation to phase an operation in order to establish a suitable logistic posture. As part of Develop Own COAs process, the Operational Log SME will determine the most effective/efficient theatre level support capabilities to support the operational force and coordinate the supplemental support capabilities required by components. Eventually it forms the basis for the illustrative operational statement of requirements (CJSOR, TCSOR) during operational CONOPS development. Inputs are required from subordinate commands who will better appreciate what is required as well as what is available. [FPG-L] LOGISTIC ANALYSIS OF OWN COAs. Make an orderly examination of the logistics factors influencing the proposed COAs to determine the manner and degree of that influence. The objective of this analysis is to determine if the logistics requirements can be met and to isolate the logistics implications that should be weighed by the commander in the Commander’s Estimate of the Situation. • Analyze each COA from the logistics point of view. The detail in which the analysis is made is determined by considering the level of command, scope of contemplated operations, and urgency of need. • For each COA under consideration, analyze the logistics factors. Examine these factors realistically from the standpoint of requirements versus actual or programmed capabilities, climate and weather, hydrography, time and space, enemy capabilities, and other significant factors that may have an impact on the logistics situation as it affects the COAs. • Throughout the analysis, focus to logistics considerations must be maintained. The analysis is not intended to produce a decision; it is intended to ensure that all applicable logistics factors have been properly considered and serve as the basis for the comparisons. COMPARISON OF OWN COAs. • List the advantages and disadvantages of each proposed COA – from the Logistic point of view. • Use a worksheet similar to that used for the Commander’s Estimate, if necessary. CONCLUSIONS. • State whether or not the mission can be supported from a logistics standpoint. • State which COA under consideration can best be supported from a logistics standpoint. • Identify the major logistics deficiencies that must be brought to the commander’s attention. Include recommendations concerning the methods to eliminate or reduce the effects of those deficiencies. • Identify how logistic support for each COA may conflict with IO/NGO activity.

            • BP-1642 Logistics Options Coordination

              OLCM_2.13.2 Coordinate Logistics Options • UBPM v2.1 – Confirm through the RDG the authorization for direct liaison and coordination with relevant national and international actors. Once confirmed, the Operational Log SME will begin to liaise with service integrators and identify potential contracted solutions and coordinate with the RDG to identify possible areas for MN solutions. Incorporate identified MN Solutions into COA development and continue to coordinate with the RDG in advising nations of options. Note: Where this assessment is based on NRF information, it will require additional coordination with Nations to get their confirmation.

            • BP-2107 Transportation Feasibility Estimate

              OLCM_2.13.3 Prepare Transportation Feasibility Estimate (TFE) • UBPM v2.1 – Prepare a transportation feasibility estimate of the deployment of the main forces based on their assumed readiness in order to forecast their potential arrival into the theatre and the JOA. Movement experts in the JOPG should develop an estimate of the feasible deployment of the main forces, based on their assumed readiness, to forecast their potential arrival in the TOO and the JOA. The deployment can be modeled using tools provided by operations and logistics functional services. The estimated arrival of forces should be used as a basis for their employment in the wargame. Deployment issues should be addressed through the RDG to the Allied Movements Coordination Centre (AMCC) at SHAPE. Developing a thorough transportation feasibility estimate is resource and time consuming. A rough order magnitude appreciation of the feasibility of the transportation of each COA may be necessary prior to approaching the Commander for final guidance on the COAs under development; however, a full transportation feasibility estimate may only be available for COA analysis and war gaming.

            • BP-1638 Logistics Input to Selected COA Refinement

              OLCM_2.13.4 Provide Logistics Input to Selected COA Refinement • UBPM v2.1 – The Operational Log SME, following the Commander’s direction and guidance, will coordinate with JOPG to refine the selected COA and the final operational design.

            • BP-1094 Assist with COA Development

              OLCM_2.13.5 Assist COA Development • UBPM v2.1 – JLSG HQ is involved throughout COA development at operational level, including at the COA Decision Briefing. For each COA, identify the supplemental support capabilities required. Provide appreciation of logistic capabilities: required as well as what is available.

            • BP-1566 JLSG Level Development of Logistically Feasible COAs

              OLCM_2.13.6 Develop JLSG Level Logistically Feasible COAs • UBPM v2.1 – The OPD issued by JOPG will formally trigger COA development at the JLSG level.

            • BP-1148 CJSOR Assistance

              The Combined Joint Statement of Requirements (CJSOR) Process coordinates with the RDG in the development of the CJSOR. Ensure that required logistic capabilities are adequately reflected in the CJSOR. Inputs are required from subordinate commands who will better appreciate what is required as well as what is available.

          • BP-1782 Operational CONOPS Development

            OLCM_2.14 Operational CONOPS Development • UBPM v2.1 – During Phase 4a the Operational Log SME will better refine the logistic architecture in support of the development of the CONOPS to include the development of the service support paragraph. Phase 4a begins with a review of the Commander’s planning guidance and selected course of action (COA)as a basis for updating staff estimates . It ends with the Commander’s approval of the CONOPS and CJSOR and their submission for SACEUR approval.This is a collaborative planning effort between the JOPG, RDG and Component Commands and JLSG, with the aim to produce a coherent strategic level CONOPS for submission to the NAC and subsequent approval of the Operational CONOPS by SACEUR. Theatre logistics and military engineering are integral parts of the operational CONOPS and must be described within the context of the overall campaign or operation. The corresponding logistics process is OLCM_2.14 Operational CONOPS Development. Information Products. Service Support Paragraph and supporting annexes (R, S) for the CONOPS. Coordination. The Operational LOG SME will coordinate with the following: • RDG, Component Commands and JLSG • To coordinate in the development of the medical support concept. • To gather information and coordinate in the development of the movement concept. • To coordinate in the development of the infrastructure engineering concept. • To coordinate in the development of the supply, maintenance, and HNS concept to include MN and contracted solutions. • To assist in developing the CJSOR. • NSPA. – to coordinate in the development of contracted solutions. • Host Nation – To coordinate the formation of Technical Arrangements (TA). Activities • OLCM_2.14.1 Describe the Service Support Concept - Develop the Service Support concept to include a sustainability statement. Details will be provided in the main body of the CONOPS under Service Support and in Annex R - Logistics, Annex S - Movements, EE MILENG and Annex QQ - Medical. • OLCM_2.14.2 Assist in CJSOR Development - Contribute to the development of the logistics aspects of the illustrative operational statements of requirements (including CJSOR and Theatre Capabilities Statements of Requirements (TCSOR)), ensuring that required logistic capabilities are adequately reflected. • OLCM_2.14.3 Request Logistics CRMs - Consider the requirement for implementation of addition Logistics CRMs, • OLCM_2.14.4 Attend Initial Logistics Planning Conference - work with the RDG in the development of the logistics support concept through an Initial Logistic Planning Conference which ACO conducts as early as possible to formally inform nations about the strategic logistic concept, including movements, provision of supplies and medical support. • LSG/ OLCM_2.14.5 Assist in Developing the Support Plan and Supporting Annexes -Develops RSOM requirements. Assists the Operational Log SME in the development of the Support Plan and Supporting Annexes. Provide RSOM input and coordinate with SHAPE/ AMCC for the development of the Movement Concept. • JLSG/OLCM_2.14.6 Develop SOR and Assist in the Development of CJSOR - JLSG HQ will assist the JOPG and Operational Log SME in the development of the CJSOR. Develop own CC Illustrative CJSOR, including RSOM Requirements. • JLSG/OLCM_2.14.7 Develop JLSG CONOPS - The JLSG will be completing their estimates, and confirming their own missions, prior to commencing development of their component CONOPS. The JOPG must maintain close collaboration with the JLSG, to ensure that their CC Draft CONOPS reflects the Commander’s intent and that necessary details are incorporated in the operational CONOPS. • ENB_8.2 Create and Respond Logistics RFIs. Operational Log SME (JFC) will develop RFIs and respond to external RFIs and will liaise with the JOPG RFI Manager for this, which in turn will liaise with the JOC, as the coordinating authority for all incoming and outgoing RFIs LCP UOR v2.0: During Phase 4a the JOPG LOG Planner will better refine the logistic architecture in support of the development of the CONOPS to include the development of the service support paragraph. The purpose of Phase 4a is to determine how best to carry out operations that will accomplish the mission effectively and efficiently in accordance with the Commander’s intent. This is a collaborative planning effort between the strategic and operational levels to produce a coherent strategic level CONOPS for submission to the NAC and subsequent approval of the Operational CONOPS by SACEUR.

            • BP-1966 Service Support Concept Description

              OLCM_2.14.1 Describe the Service Support Concept • UBPM v2.1 - Develop the Service Support concept to include a sustainability statement. As a minimum it should describe arrangements for staging and entry into the JOA, main and forward logistic bases, CL III supply and distribution, theatre joint logistic infrastructure priorities, theatre medical support and provisions of common funding and where known, Lead or Role Specialist nations for Commodities or logistic functions. Theatre logistics and military engineering are integral parts of the operational CONOPS and must be described within the context of the overall campaign or operation. Details will be provided in the main body of the CONOPS under Service Support and in Annex R - Logistics, Annex S - Movements, and Annex QQ - Medical, Annex EE - MILENG Support. Annex R, as a minimum, should describe arrangements for: • Staging and entry into the JOA. • Theatre and forward logistic bases. • Petroleum, oils, lubricants (POL) supply and distribution. • Strategic theatre infrastructure support and priorities. • Development of the theatre infrastructure framework. • Logistic command, control and co-ordination relationships. • Reporting procedures.

            • BP-1151 CJSOR / TCSOR Assistance

              OLCM_2.14.2 Assist in CJSOR/ TCSOR Development • UBPM v2.1 – Determine capabilities (RSOM Enablers). Develop the CJSOR in collaboration with the RDG and the Component OPG. Ensure that required logistic capabilities are adequately reflected in the Illustrative CJSOR, which contains the (generic) forces requirements of a commander for a specific operation. Consider RSOM Requirements as identified by the JLSG.

            • BP-1926 Request Logistics CRMs

              OLCM_2.14.3 Request Logistics CRMs • UBPM v2.1 – Request for additional LOG Crisis Response Measures (if necessary). In order to support the timely availability of forces/capabilities, the Operational Log SME will consider the requirement for implementation of addition Logistics CRMs, which will be captured by the JOPG, in Annex JJ - NATO Crisis Response System, together with the other CRMs.

            • BP-1541 Initial Logistics Planning Conference

              OLCM_2.14.4 Attend Initial Logistics Planning Conference • UBPM v2.1 – Continue to work with the RDG in the development of the logistics support concept through an Initial Logistic Planning Conference which ACO conducts as early as possible to formally inform nations about the strategic logistic concept, including movements, provision of supplies and medical support. Although collaborative efforts have been taking place at this point, this is an opportunity for planners from the JFC and all participating nations, including those who have not been able to contribute, to further develop the logistics concept. JFC might choose to hold additional Operational level Log Planning Conferences led by DCOS support, with participation from CCs, Nations, NSPA and HN.

            • BP-2066 Support Plan and Supporting Annexes Development

              OLCM_2.14.5 Assist in Developing the Support Plan and Supporting Annexes • UBPM v2.1 – Develops RSOM requirements. Assists the Operational Log SME in the development of the Support Plan and Supporting Annexes. Provide RSOM input and coordinate with SHAPE/ AMCC for the development of the Movement Concept.

            • BP-1300 Develop SOR and Assist in the Development of CJSOR

              OLCM_2.14.6 Develop SOR and Assist in the Development of CJSOR • UBPM v2.1 – Assist the JOPG and Operational Log SME in the development of the CJSOR. Develop own JHQ Illustrative, including RSOM Requirements.

            • BP-1563 JLSG CONOPS Development

              OLCM_2.14.7 Develop JLSG CONOPS • UBPM v2.1 – The JLSG will be completing their estimates, and confirming their own missions, prior to commencing development of their component CONOPS. The JOPG must maintain close collaboration with the JLSG, to ensure that their Draft CONOPS reflects the Commander’s intent and that necessary details are incorporated in the operational CONOPS.

            • BP-2032 Staff Functional Input to the Service Support Concept

              Provide Staff Functional Input to the Service Support Concept • UBPM v2.1 – Provide J1, J6, J8, J9, JMED, JENG specialized input to the Service Support Concept.

          • BP-1625 Logistics Contribution (Op Level) to Force Generation

            OLCM_2.15 Logistics Contribution (Op Level) to Force Generation • UBPM v2.1 – Operational OPLAN development is an iterative, collaborative process that focuses on synchronizing and coordinating the deployment, employment, protection, support and sustainment of the operational force during different phases of the operation within a single operational level plan. Parallel, collaborative planning with subordinate and supporting commands, as well as with cooperating relevant national and international actors, ensures that the activities of all forces and operational functions are synchronized and coordinated to create the effects required to achieve the operational objectives and contribute to the achievement of MSOs and the desired end-state. Synchronization of operational OPLAN and component plan development is critical throughout the process. The purpose of Phase 4b is to develop the arrangements and further specify the required activities to implement the concept of operations, to specify the conduct of operations, including the development, employment and sustainment of forces, as well as, to provide a basis for planning by subordinate/ supporting commands and subsequent adaption as required to meet changes in the operational environment. Phase 4b concludes with: SACEUR’s approval of the operational OPLAN,; the Commander’s promulgation of the operational OPLAN and the approval of the component plans. The corresponding logistic planning processes at operational level are * OLCM_2.15 Logistics Contribution (Op Level) to Force Generation • OLCM_2.16 Operational OPLAN Development. The Key Logistics Activities at JHQ Level for process OLCM_2.15 Logistics Contribution (Op Level) to Force Generation are: • OLCM_2.15.5 Attend to Force Generation Conference - coordinate participation in Strategic movement planning. This includes the designation of APODs/SPODs and APOEs/SPOEs as well as staging areas and responsibilities • OLCM_2.15.1 Address CJSOR logistic shortfalls - Address all CJSOR logistic shortfalls and coordinate with NSPA in conjunction with ACO to develop possible solutions • OLCM_2.15.2 Confirm Host Nation Support (HNS) - Confirm the level and scope of HN support based on close coordination with SHAPE and HN(s) including access to specific facilities, infrastructure and logistic operating units. Operational Log SMES will confirm the level and scope of HN support based on close coordination with SHAPE and HN(s) including access to specific facilities, infrastructure and logistic operating units. The Logistic Planning Conferences will be the main venue to confirm logistic arrangements; Operational Log SMES provide TCNs with directions and guidance to coordinate with HN(s). • OLCM_2.15.3 Confirm Multinational and Contractor Support – Operational Log SME will coordinate with NSPA to plan the integration of Contractor Support to overcome any HNS shortfalls and will ensure contracted solutions meet operational requirements. • OLCM_2.15.4 Confirm HN Capabilities - The logistic element of an OLRT plays a critical role in reconnaissance of movement infrastructure and coordination with the HN, as well as with relevant international actors operating in the area, for the use of facilities and LOC. The JOPG, in close coordination with the OLRT must confirm with the HN, as early as possible, the availability and capabilities of the movement • ENB_8.2 Create and Respond Logistics RFIs. Operational Log SME (JFC) will develop RFIs and respond to external RFIs and will liaise with the JOPG RFI Manager for this, which in turn will liaise with the JOC, as the coordinating authority for all incoming and outgoing RFIs The Key Logistics Activities at JLSG Level: • OLCM_2.15.6 Provide JLSG Contribution to Force Generation Conference - the JLSG will liaise with SHAPE, JTF HQ and CCs at the Force Generation Conference • OLCM_2.15.7 Provide contribution to CJSOR logistic shortfall resolution : Liaise with JTF HQ to contribute to CJSOR logistic shortfall resolution. Given the expected or actual force package based on the provisional (and then draft) CJSOR and eventually the AFL, the JLSG will support JOPG and Operational Log SME to review and to identify and address any critical shortfalls. LCP UOR v2.0 – The Activation Warning message (ACTWARN) and Provisional CJSOR are issued by SACEUR to inform nations about the forces required to implement the approved Strategic CONOPS based on the provisional Combined Joint Statement of Requirement (CJSOR). The Operational Logistic SME confirms the level and scope of HN support, refines Multi-National and contracted logistic solutions and plans the integration of Contractor Support to overcome HNS shortfalls.

            • BP-1149 CJSOR Logistic Shortfalls (Operational)

              OLCM_2.15.1 Address CJSOR logistic shortfalls • UBPM v2.1 – The ACTWARN Message and Provisional CJSOR are issued by SACEUR to inform nations about the forces required to implement the approved Strategic CONOPS based on the provisional Combined Joint Statement of Requirement (CJSOR). The provisional CJSOR provides nations with an early indication of the type and scale of forces and capabilities required to implement the military strategic concept. Operational Log SME, based on the requirements of component commands will address all CJSOR logistic shortfalls and coordinate with NSPA in conjunction with ACO to develop possible solutions.

            • BP-1184 Confirm Host Nation Support

              OLCM_2.15.2 Confirm Host Nation Support (HNS) • UBPM v2.1 – Confirm the level and scope of Host Nation Support (HNS), in close coordination with SHAPE and Host Nations, including access to specific facilities, infrastructure and logistic operating units. The Logistic Planning Conferences will be the venue for confirming the logistic arrangements. During plan development detailed planning and coordination is required with TCNs and HN(s) as well as subordinate/supporting commands to ensure that supplies and services can be delivered to the force to meet operational requirements for each phase. This is especially important with the HN(s) to ensure that they can meet operational needs and contribute to the build up of logistic resources, including stockpiles for POL and critical munitions.

            • BP-1757 Multi-National and Contracted Solutions

              OLCM_2.15.3 Multi-National and Contracted Solutions • UBPM v2.1 – Based on ongoing collaboration with SHAPE and nations, continue to refine and work MN and contracted logistic solutions.Plan the integration of Contractor Support to overcome any HNS shortfalls. If required and feasible, plan the integration of Contractor Support to replace missing military logistics forces. Ensure contracted solutions meet operational requirements.

            • BP-1181 Confirm HN Capabiliities

              OLCM_2.15.4 Confirm HN Capabiliities • UBPM v2.1 – The logistic element of an OLRT plays a critical role in reconnaissance of movement infrastructure and coordination with the HN, as well as with relevant international actors operating in the area, for the use of facilities and LOC. The JOPG, in close coordination with the OLRT must confirm with the HN, as early as possible, the availability and capabilities of the movement infrastructure.

            • BP-1472 Force Generation Conference

              OLCM_2.15.5 Attend to Force Generation Conference • UBPM v2.1 – The Operational Log SME will attend the Force Generation Conference, where the strategic CONOPS is presented and which will aim to fill the provisional CJSOR, leading to the Draft CJSOR. Liaise with SHAPE to coordinate participation in Strategic movement planning.

            • BP-1564 JLSG Contribution to Force Generation Conference

              OLCM_2.15.6 Provide JLSG Contribution to Force Generation Conference • UBPM v2.1 – Liaise with SHAPE, JTF HQ and CCs at the Force Generation Conference

            • BP-1198 Contribution to CJSOR Logistic Shortfall Resolution

              OLCM_2.15.7 Provide contribution to CJSOR logistic shortfall resolution • UBPM v2.1 – Liaise with JTF HQ to contribute to CJSOR logistic shortfall resolution. Given the expected or actual force package based on the provisional (and then draft) CJSOR and eventually the AFL, the JLSG will support JOPG and Operational Log SME to review and to identify and address any critical shortfalls.

            • BP-1614 Logistic Support Concept Contribution

              Contribute to Logistic Support Concept • UBPM v2.1 – JTF HQ will involve Troop-contributing Nations (TCNs) in the logistic planning process at the earliest opportunity, to develop an effective and efficient logistic support concept designed to provide logistic support to the force in accordance with the mission. This includes a requirement to encourage TCNs to develop and make use of multinational structures in accordance with NATO logistics policy and doctrine.

          • BP-1790 Operational OPLAN Development

            OLCM_2.16 Operational OPLAN Development • UBPM v2.1 – Operational OPLAN development is an iterative, collaborative process that focuses on synchronizing and coordinating the deployment, employment, protection, support and sustainment of the operational force during different phases of the operation within a single operational level plan. Parallel, collaborative planning with subordinate and supporting commands, as well as with cooperating relevant national and international actors, ensures that the activities of all forces and operational functions are synchronized and coordinated to create the effects required to achieve the operational objectives and contribute to the achievement of MSOs and the desired end-state. Synchronization of operational OPLAN and component plan development is critical throughout the process. The purpose of Phase 4b is to develop the arrangements and further specify the required activities to implement the concept of operations, to specify the conduct of operations, including the development, employment and sustainment of forces, as well as, to provide a basis for planning by subordinate/ supporting commands and subsequent adaption as required to meet changes in the operational environment. Phase 4b concludes with: SACEUR’s approval of the operational OPLAN,; the Commander’s promulgation of the operational OPLAN and the approval of the component plans. The corresponding logistic planning process is OLCM_2.16 Operational OPLAN Development; as part of this process the Operational Log SME will ensure that required operational resources, capabilities and supporting activities are coordinated and arranged to facilitate operational success for the JFC Commander and subordinate commands within the JOA. The JOPG will focus on operational level planning requirements associated with deployment timelines, sustainment and operational lines of communication. The Logistics related Information Products developed during this phase are: • Operational OPLAN/ Service Support Paragraph and Supporting Annexes (R, S, EE) • Allied Distribution List (ADL) Input. The Key Logistics Activities at JHQ Level: Triggered as part of Initiate Operational OPLAN Development: • OLCM_2.16.1 Preliminary Deployment Planning - Joint Logistic Support Group (JLSG) and JHQ movement planners will meet, after the force generation conference, to review and coordinate strategic movements, together with SHAPE and national movement planners, based on the force flow in the provisional CJSOR Triggered as part of Plan for Command and Control: • OLCM_2.16.2 Review Logistic C2 Requirements Planning - Based on the CONOPS description of the C2 arrangements required to conduct the operation, on the force package and further planning by subordinate / supporting commands, the Operational Log SME in coordination with JOPG will further develop specific aspects of the C2 arrangements, including those to consider the multinational nature of the forces from all contributing nations and the necessary arrangements for coordination with non-NATO entities. • OLCM_2.16.3 Plan for Transfer of Authority (TOA) - Focusing on M&T matters and RSOMI operations, the Operational M&T Planner should confirm the level of authority required for the employment of each force in the force package against each nation’s FORCEPREP message and further establish precisely when, where and under what conditions TOA should occur. Triggered as part of Plan Force Preparation and Sustainment: • OLCM_2.16.4 Review Requirements for Logistic and Military Engineering Support to the Force in Theatre. - Review requirements for logistic and military engineering support to the force in theatre in order to ensure that forces required to mount and conduct operations are fully capable of meeting mission requirements. • OLCM_2.16.5 Plan Logistical Support to the Force in theatre - detailed planning and coordination is required with troop contributing nations (TCNs) and HN(s) as well as subordinate/supporting commands to ensure that supplies and services can be delivered to the force to meet operational requirements for each phase. • OLCM_2.16.6 Plan for the Rotation of HQs and Log Personnel and Forces - Requirements and initial plans to replace HQs and forces should be developed considering the likely tempo of operations and the possibility to adjust force levels over time. Triggered as part of Plan Force Deployment: • OLCM_2.16.7 Review the Requirements for Planning the Deployment of Force - coordinate movement and transportation issues with functional staff. The Operational planner should focus on the availability and access to specific facilities, infrastructure and ground transportation Units. Specific deployment requirements must be established for each force in the force package identified in the AFL, according to the final force flow, including the following: • Strategic lines of communication and entry points into the theatre. • timing and sequence of arrivals • Priority for sequence of movement (Priority is set to allow de-confliction at PODs.) • Command authority to be transferred. • OLCM_2.16.8 Plan M&T Support to the Force in Theatre - The Operational M&T planner will focus on the availability and access to specific facilities, infrastructure and ground transportation Units and will coordinate with the subordinate/supporting commands to meet operational requirements for each phase. . In addition, he should provide TCNs with directions and guidance to coordinate with HN(s). Any shortfalls in HN support may require the activation and deployment of additional logistic units or the utilization of contracted solutions. Use of operational deployment simulations tools will help to identify chock points and shortfalls. • OLCM_2.16.9 Design and Develop the Theatre Movements Architecture - The design, development, implementation and control of movements architecture within the theatre is a JHQ and JLSG responsibility. The logistic element of an OLRT plays a critical role in reconnaissance of movement infrastructure and coordination with the HN, as well as with relevant international actors operating in the area, for the use of facilities and LOC. The JOPG, in close coordination with the OLRT must confirm with the HN, as early as possible, the availability and capabilities of the following infrastructure: • APOD/SPODs and other key transportation nodes such as railheads. • Staging areas and facilities required for operational entry into the JOA. • Reception areas and facilities. • LOC to and within areas of operation. Coordinate with the Allied Movement Coordination Centre (AMCC) to assist in deployment planning with nations as well as with the host nation(s) : • OLCM_2.16.10 Confirm the Force Flow - The AFL provides the information regarding force capabilities and limitations, including any caveats on employment, as well as their support requirements needed to develop the plan. Operational planning by the JFC focuses on the deployment and logistical support of forces within the theatre and their operational employment in JOA. The JFC assists the development of ADL from the AFL. The ADL establishes the time-phased flow of the individual forces that comprise the force package into the theatre and to their final destinations in their designated areas of operations, including final air and sea ports of debarkation as well as the transfer of command authority to the gaining NATO force commanders. • OLCM_2.16.13 Establish Command Authority and M&T Responsibilities for Deployment - The Operational Log SME will support the JOPG in establishing specific requirements and responsibilities for the conduct of specific aspects of deployment operations • OLCM_2.16.12 Plan for RSOM and Sustainment - further plan for the RSOMI and sustainment operations in close coordination with the theatre logistics commander (e.g. COM JLSG HQ) • OLCM_2.16.17 Develop NATO DDP - Operational Log SMEs will develop the DDP for the JTF HQ. • OLCM_2.16.11 Coordinate Detailed Deployment Plans with Nations - Deployment planning is typically conducted with nations at the strategic level, but is heavily reliant on operational requirements provided by the JOPG (M&T and Log SMEs) representatives during a series of Movement Planning Conferences, attended by SNs, HNs, relevant NATO HQs and appropriate civil transportation experts and planners from the Transportation Planning Boards and Committees As part of Coordinate Operational OPLAN for Approval and Handover: • OLCM_2.16.21 Develop LOG support to NATO Force - During OPLAN development detailed planning and coordination is required with TCNs and HN(s) as well as subordinate/supporting commands to ensure that supplies and services can be delivered to the force to meet operational requirements for each phase. The log support concept should include multinational logistic support and commercial support solutions OLCM_1.2.2 Configure OLCM Capability – once the planning matures (starting with CONOPS development and culminating with the OPLAN) the JFC/ J4 staff will perform the OLCM Capability Configuration. The baseline for this configuration is provided by: • The Generic OLCM Capability Configuration managed by the process OLCM_1.1 Maintain Core OLCM Capability; • the initial Setup (reference and core logistics Information) performed during the earlier stages of the OPP (OLCM_2 Provide Logistics Collaborative Planning for Operations) The Operation Specific Roles, MoEs and Thresholds, Event Types and Thresholds, Alert Types and Thresholds will be configured by J4 Staff based on the main planning products: • OPLAN/ Annex R - for Logistics C2, OLC Templates (Sustainment parameters, Priorities/ Mission Essential Equipment and Supply Chain Timelines), Logistic Reporting and Visibility • OPLAN/ Annex S - for Nodes and Modes, Movement Visibility and Reporting requirements • OPLAN/ Annex B - for C2 structure • OPLAN/ Annex OO - the Operations Assessment will include Logistics for the Measures of Efficiency and associated thresholds which will be used for the configuration; these parameters will be re-visited and updated as necessary during Execution. These products, together with the ADL, MNDDP, RSOM Plan and OPLAN Service Support Concept contribute to the development of the Initial RLP and provide the planning baseline to start monitoring the execution. In order to set up a proper baseline for the logistics event monitoring during execution, a series of business rules will need to be configured for the following purposes: • to define triggers for logistic events • to determine the related events for a given Logistics Event, • to define triggers for alerts and computation rules for determining their severity • to determine possible response actions to an event • to evaluate the Logistic MoEs and compare evaluated them with the associated thresholds and generate Logistic Events ENB_8.2 Create and Respond Logistics RFIs. Operational Log SME (JFC) will develop RFIs and respond to external RFIs and will liaise with the JOPG RFI Manager for this, which in turn will liaise with the JOC, as the coordinating authority for all incoming and outgoing RFIs The Key Logistics Activities at JLSG Level: • OLCM_2.16.14 Contribute to Deployment and Sustainment Planning at Operational Level - The JLSG HQ will Review the Requirements for Planning the Deployment of Forces and, in coordination with JFC, will design, develop, implement and control of movements architecture within the theatre • OLCM_2.16.15 Develop RSOM and Theatre Distribution Plan - The JLSG will assist in the detailed development of the RSOM plan and, at a time decided by the operational commander, assume responsibility for the in-theatre central database • OLCM_2.16.16 Contribute to Movement Conferences • OLCM_2.16.18 Develop JLSG HQ DDP - the M&T section prepares the deployment plan for the JLSG HQ. • OLCM_2.16.19 Develop Sustainment Plan for RSOM Enablers - JLSG must develop a sustainment plan that meets the logistic requirements. JLSG logistic units need to be deployed early in order to be able to support. The support requirements need to be incorporated in the RSOM OpOrd. • OLCM_2.16.20 Produce RSOM Op Order - Based on the JF COM OPLAN, the de-conflicted MNDDP, requirements of deploying forces, HNS Agreements and JLSG force package capacities & capabilities, JLSG HQ has to develop an OpOrd which has to contain direction and guidance for the subordinated units, NSEs and units undergoing RSOM . LCP UOR v2.0: Operational OPLAN development is an iterative, collaborative process (with subordinate and supporting commands, as well as with cooperating relevant national and international actors) that focuses on synchronizing and coordinating the deployment, employment, protection, support and sustainment of the operational force during different phases of the operation within a single operational level plan. The Operational Log SME will ensure that required operational resources, capabilities and supporting activities are coordinated and arranged to facilitate operational success for the JFC Commander and subordinate commands within the JOA. The JOPG will focus on operational level planning requirements associated with deployment timelines, sustainment and operational lines of communication. Phase 4b concludes with SACEUR’s approval (and the Commander’s promulgation) of the operational OPLAN and the approval of the plans of the Component Commands.

            • BP-1860 Preliminary Deployment Planning

              OLCM_2.16.1 Preliminary Deployment Planning • UBPM v2.1 – Typically SHAPE and national movement planners will meet soon after the force generation conference to review and coordinate strategic movements based on the force flow in the provisional CJSOR. Joint Logistic Support Group (JLSG) and JHQ movement planners must participate in this initial meeting. The main issues include: • Designation of APOD/SPODs in theatre as well as staging areas and responsibilities for their operation. • Designation of air and sea ports of embarkation (APOEs/SPOEs) and responsibilities for their operation. • Allocation and coordination of strategic air and sealift. • CRDs.

            • BP-1605 Logistic C2 Requirements Planning Review

              OLCM_2.16.2 Review Logistic C2 Requirements Planning • UBPM v2.1 – Based on the CONOPS description of the C2 arrangements required to conduct the operation, on the force package and further planning by subordinate / supporting commands, the Operational Log SME in coordination with JOPG will further develop specific aspects of the C2 arrangements, including those to consider the multinational nature of the forces from all contributing nations and the necessary arrangements for coordination with non-NATO entities. Ensure that the responsibilities of an Area Commander (if designated), CCs and RSOM HQ will be clearly delineated by the Force Commander in the OPLAN. Review supported and supporting relationships with subordinate commands to confirm precisely the sustainment requirements of the supported Commander designated for each phase and/or line of operation. Tasks to supporting Commanders should be specified in the JFC plan main body. Supporting/supported relationships are detailed in OPLAN Annex B - Task Organization and Command Relationship. Resulting tasks are detailed in OPLAN Annex C -. Forces, Missions/Tasks and reflected in respective component annexes as well as subordinate/supporting plans.

            • BP-2100 Transfer of Authority Planning

              OLCM_2.16.3 Plan for Transfer of Authority (TOA) • UBPM v2.1 – Plan for Transfer of Authority (TOA). Focusing on M&T matters and RSOMI operations, the Operational M&T Planner should confirm the level of authority required for the employment of each force in the force package against each nation’s FORCEPREP message and further establish precisely when, where and under what conditions TOA should occur. This information should be included in the Activation Order and provide the basis for nations’ Order of Battle Transfer of Authority (ORBATTOA) messages.

            • BP-1604 Logistic and Military Engineering Support Requirements Review

              OLCM_2.16.4 Review Requirements for Logistic and Military Engineering Support to the Force in Theatre • UBPM v2.1 – Review requirements for logistic and military engineering support to the force in theatre in order to ensure that forces required to mount and conduct operations are fully capable of meeting mission requirements.

            • BP-1620 Logistical Support to the Force in Theatre (Operational) Planning

              OLCM_2.16.5 Plan Logistical Support to the Force in Theatre • UBPM v2.1 – The logistic concept that was developed during CONOPS development described how joint multinational logistic support to the force would be accomplished in theatre. During OPLAN development detailed planning and coordination is required with troop contributing nations (TCNs) and HN(s) as well as subordinate/supporting commands to ensure that supplies and services can be delivered to the force to meet operational requirements for each phase. Logistical conferences will be required to confirm logistic arrangements, especially with the HN(s) to ensure that they meet operational needs and allow a sufficient build-up of logistic resources, including stockpiles for POL and critical munitions. Any shortfalls in HN support may require the activation and deployment of additional logistic units. The following areas have significant operational impact and must be closely coordinated with other planning and with the details provided in OPLAN Annex R - Logistics: • Logistical Standards. Logistical standards must reflect the expected operational tempo and demands for each phase. Experts from subordinate/supporting commands must assist in refining operational requirements for fuel and munitions. • Host Nation Support. The level and scope of HN support must be confirmed based on close contacts with the HN(s) including access to specific facilities, infrastructure and logistic operating units, especially ground transportation. Provisions must be made for TCN(s) to coordinate with HN(s) within guidelines developed by the JOPG and established by the Commander. • National Responsibilities. Logistic execution by framework, lead or role specialised nations must be confirmed for critical logistic activities such as POL distribution. • Multinational Solutions. Multinational Solutions supporting the mission like a JLSG, Contractors or multinational enablers have to be specified; their tasks and responsibilities and those of nations need to be clearly delineated.

            • BP-1952 Rotation of HQs and Log Personnel and Forces Planning

              OLCM_2.16.6 Plan for the Rotation of HQs and Log Personnel and Forces • UBPM v2.1 – The JOPG M&T Planner should anticipate the requirement to sustain the operation through to its termination. Requirements and initial plans to replace HQs and forces should be developed considering the likely tempo of operations and the possibility to adjust force levels over time.

            • BP-1930 Requirements for Planning the Deployment of Forces Review

              OLCM_2.16.7 Review the Requirements for Planning the Deployment of Forces • UBPM v2.1 – The strategic deployment of forces into a TOO and their onward movement into and within the JOA constitutes the initial operational manoeuvre (influenced by the operational level through the ADL/AFL) and must be planned as an operation requiring the expertise of operations, movements and logistic planners. Planning should cover the entire sequence of activities required for mounting, embarkation, debarkation, reception, staging, onward movement and integration. It requires close coordination with the AMCC, TCN(s), the HN(s), port operating organization, the JLSG HQ and gaining commands. Legal arrangements must be in place or assumed regarding the status of forces and understandings/agreements with the HN(s) as well as arrangements for transit and over-flight.

            • BP-1647 M&T Support to the Force in Theatre Planning

              OLCM_2.16.8 Plan M&T Support to the Force in Theatre • UBPM v2.1 – During OPLAN development detailed planning and coordination is required with TCNs and the HN (through the OLRT/JLRT) as well as subordinate/supporting commands to meet operational requirements for each phase. The HNS has significant operational impact and must be closely coordinated. Any shortfalls in HN support may require the activation and deployment of additional logistic units or the utilization of contracted solutions. The Operational M&T planner should focus on the availability and access to specific facilities, infrastructure and ground transportation Units. In addition, he should provide TCNs with directions and guidance to coordinate with HN(s). Use of operational deployment simulations tools will help to identify chock points and shortfalls.

            • BP-1470 Force Flow Confirmation

              OLCM_2.16.10 Confirm the Force Flow • UBPM v2.1 – JFC determines the order of arrival in theatre, priority and required dates which are then incorporated into the strategic movement planning process and reflected in the MNDDP. This is done in close coordination with SHAPE and the contributing nations. The Operational Commander is responsible for the flow of forces from the POD to the FD. Based on detailed planning for the employment, sustainment, support and C2 of the force, and on the AFL force package, the Operational Log SME must assist AMCC in the development of the ADL and coordinate deployment information for the force; the Operational Log SME will make any final revisions to the force flow in the ADL (including initial entry operations, the operational deployment within the JOA and when sustainment operations will commence). Specific deployment requirements must be established for each force in the force package identified in the AFL, according to the final force flow, including the following: • Strategic lines of communication and entry points into the theatre. • Final destination in the JOA • Timing and sequence of arrivals • Priority for sequence of movement (Priority is set to allow de-confliction at PODs.) • Command authority to be transferred. In particular the Operational Log SME M&T representatives will coordinate with SHAPE-AMCC since they must ensure that COM JTF strategic movement priorities are reflected in the MNDDP.

            • BP-2091 Theatre Movements Architecture Design and Development (Operational)

              OLCM_2.16.9 Design and Develop the Theatre Movements Architecture UBPM v2.1: The design, development, implementation and control of movements architecture within the theatre is a JHQ and JLSG responsibility. The logistic element of an OLRT plays a critical role in reconnaissance of movement infrastructure and coordination with the HN, as well as with relevant international actors operating in the area, for the use of facilities and LOC. The JOPG M&T Planner, in close coordination with the OLRT must confirm with the HN, as early as possible, the availability and capabilities of the following infrastructure: • APOD/SPODs and other key transportation nodes such as railheads. • Staging areas and facilities required for operational entry into the JOA. • Reception areas and facilities. • LOC to and within areas of operation.

            • BP-1953 RSOM and Sustainment Planning

              OLCM_2.16.12 Plan for RSOM and Sustainment • UBPM v2.1 – Based on the MN DDP and the scheduled arrival of forces, the Operational Log SME will further plan for the RSOIM and sustainment operations in close coordination with the theatre logistics commander (e.g. COM JLSG HQ). The operational commander must develop a comprehensive sustainment plan that ensures logistic systems, structures and resources meet the requirements determined for the operation. This includes the provision of sustainment guidance and coordination from the joint theatre level to national units and component commands of the expeditionary force. Such plans must also provide logistic guidance to the TCNs necessary to establish the required logistic capabilities to sustain the expeditionary force. Sustainment plans must include the early identification of nations prepared to assume the responsibilities of LLN or LRSN for functional areas or classes of supply.

            • BP-1279 Detailed Deployment Plans Coordination

              OLCM_2.16.11 Coordinate Detailed Deployment Plans with Nations • UBPM v2.1 – Coordinate with the Allied Movement Coordination Centre (AMCC) to assist in deployment planning with nations as well as with the host nation(s) via the OLRT/JLRT. J4 M&T representatives will have a very close collaboration with SHAPE/ AMCC in order to ensure that COM JTF strategic movement priorities are reflected in the MNDDP. JFC is responsible for all movements within its JOA as designated by SACEUR including RSOM in coordination with HNs, when appropriate. JFC determines the order of arrival in theatre, priority and required dates which are then incorporated into the strategic movement planning process and reflected in the MNDDP. This is done in close coordination with SHAPE and the contributing nations. The Operational Commander is responsible for the flow of forces from the POD to the FD. Deployment planning is typically conducted with nations at the strategic level, but is heavily reliant on operational requirements provided by the JOPG (M&T and Log SMEs) representatives during a series of Movement Planning Conferences, attended by SNs, HNs, relevant NATO HQs and appropriate civil transportation experts and planners from the Transportation Planning Boards and Committee, as follows: • Initial Movement Planning Conference (IMovPC). The IMovPC is hosted by the AMCC as soon as possible after ACTWARN and will provide the first step of the deployment planning cycle. A JOPG representative will attend to ensure that the movement plan reflects the Commander’s intent. IMovPC will: • Confirm the overall concept of operations. • Confirm HN resources to include APODs, SPODs and railheads. • Establish or confirm possible requirement for sharing logistic and infrastructure resources with relevant international actors operating in the JOA. • Review and confirm the required force flow based on the ADL. • Establish the movement control organization network and point of contact register. • Main Movement Planning Conference (MMovPC). The purpose of the MMovPC is to coordinate the details of the actual deployment of forces based on national deployment planning. The main activities of the MMovPC are: • Review the DDPs. • Start the initial de-confliction process, including de-confliction with cooperating relevant international actors operating in the JOA, as required. • Start the strategic air and sea assessment and identify national shortfalls. • Confirm HN support agreements and MOUs as well as resources and throughput capabilities. • Final Movement Planning Conference (FMovPC). The aim of the FMovPC is to provide a fully co-ordinated and de-conflicted MN DDP agreed to by all HQs, TCNs and the HNs. The MN DDP will form the basis of all further movement planning in support of the plan. Key elements of these conferences are an agreement on movement concept as defined in the operational plan (OPLAN), movement architecture, command and control and defined responsibilities (framework/lead/nations/divisions).

            • BP-1344 Establish Command Authority and M&T Responsibilities for Deployment

              OLCM_2.16.13 Establish Command Authority and M&T Responsibilities for Deployment • UBPM v2.1 – The Operational Log SME will support the JOPG in establishing specific requirements and responsibilities for the conduct of specific aspects of deployment operations. Critical aspects to be developed include: • Mounting operations to prepare assigned HQs and forces for deployment. • Security of entry points, staging/reception areas, and LOCs within the theatre. • Operation of air and sea port facilities and reception areas. • Operation of staging areas. • Control of onward movements into and within the JOA.

            • BP-1785 Operational Level Contribution to Deployment and Sustainment

              OLCM_2.16.14 Contribute to Deployment and Sustainment Planning at Operational Level • UBPM v2.1 – The JLSG HQ, as the primary theatre level RSOM executing authority, should be established as soon as possible and must be involved in the Operational Planning Process (OPP), particularly in the development of the Multinational Detailed Deployment Plan (MNDDP) for any NATO deployment. This includes early reconnaissance. The JLSG HQ will: • Plan for Force Deployment/ Review the Requirements for Planning the Deployment of Forces. • Design and Develop the Theatre Movements Architecture. In coordination with JFC, design, development, implementation and control of movements architecture within the theatre.

            • BP-1954 RSOM and Theatre Distribution

              OLCM_2.16.15 Develop RSOM and Theatre Distribution Plan • UBPM v2.1 – The JLSG will assist in the detailed development of the RSOM plan and, at a time decided by the operational commander, assume responsibility for the in-theatre central database and arranging for J6 support to network(s) and servers. • Further plan for the RSOI and sustainment operations in close coordination with the theatre logistics commander (e.g. COM JLSG HQ). • Synchronization ensures that after the strategic deployment RSOM of personnel, equipment, materiel and support enablers are performed in accordance with the Desired Order of Arrival (DOA) and IOT meet the Commanders Required Dates (CRD). Furthermore, it ensures an effective and efficient support by the JLSG for the deploying units IOT be ready for the onward movement to their FDs. Successful synchronization requires the involvement of JLSG from the very beginning of the Operational Planning Process (OPP). It will result in the Multi-National Detailed Deployment Plan (MNDDP), which reflects the synchronized flow of forces into the JOA • Plan Arrangements for the integration of FP assets for convoy operations during the onward movement. Deployment plans should reflect the arrangements and sealift and/or airlift assets need to be loaded accordingly • Define the boundaries of the JLSA, which will include the RSOM infrastructure,in OPLAN, in order to avoid confusion. It is essential that the responsibilities of Joint Enabling Area Command (if established), LCC and JLSG HQ be clearly delineated with regard to such tasks as security, movement control and maintenance of Main Supply Routes (MSRs) and other issues related to area responsibility • Define and agree the MAs/PHAs (limited emergency) billeting facilities to accommodate personnel in case of disruption of the flow of force, during planning process or at the Final Logistic Planning Conference and Movement Planning Conferences. • Commanders of SPOD Ops Coy and PRUs are responsible for drafting the procedures to be followed by the units using the MAs/PHAs. These procedures will be part of the JLSG OpOrd and will include the layout of the area and all specific regulations regarding dangerous cargo, procedures to refuel, medical services, food distribution, etc. • SA Ops Coy Commander is responsible for its internal working procedures. He is responsible also to draft the procedures to be followed by the units using the area. These procedures will be part of the JLSG OpOrd and will include the layout of the area and all specific regulations regarding dangerous cargo, procedures to refuel, medical services, food distribution, training requests/procedures, etc. • During the onward movement, Convoy Support Centres (CSCs) will be established as required and coordinated with the Component Commands (CCs.) Mobile CSCs may be considered to preposition support. This will be detailed in the JLSG OpOrd .

            • BP-1754 Movement Planning Conferences Contribution

              OLCM_2.16.16 Contribute to Movement Planning Conferences • UBPM v2.1 – Typically SHAPE and national movement planners will meet soon after the force generation conference to review and coordinate strategic movements based on the force flow in the provisional CJSOR. Joint Logistic Support Group (JLSG) and JHQ movement planners must participate in this initial meeting.

            • BP-1763 Development of Detailed Deployment Plan

              Develop Detailed Deployment Plan Operational Log SMEs will develop the Detailed Deployment Plan as an input to the operational OPLAN Development.

            • BP-1565 Deployment Plan Development

              Movement & Transport section (M&T) prepares a deployment plan as input to the operational OPLAN development.

            • BP-2071 Sustainment Plan for RSOM Enablers Development

              OLCM_2.16.19 Develop Sustainment Plan for RSOM Enablers • UBPM v2.1 – During the execution of the RSOM operation, JLSG RSOM enablers and units in RSOM need to be logistically supported. JLSG must develop a sustainment plan that meets the logistic requirements. JLSG logistic units need to be deployed early in order to be able to support. The support requirements need to be incorporated in the RSOM OpOrd.

            • BP-1955 RSOM Operational Order

              OLCM_2.16.20 Produce RSOM Op Order • UBPM v2.1 – Based on the JF COM OPLAN, the de-conflicted MNDDP, requirements of deploying forces, HNS arrangements and JLSG force package capacities & capabilities, JLSG HQ has to develop an OpOrd which has to contain direction and guidance for the subordinated units, NSEs and units undergoing RSOM . This Op Order will be based on the following: • Force Commanders Intent • RSOM Force Package and Capabilities • HNS Agreements and contracts • Other CCs roles and responsibilities

            • BP-1602 Logistic Support to Operational Forces Development

              Develop LOG support to operational forces. The logistic concept that was developed during concept development described how joint multinational logistic support to the force would be accomplished in theatre. During OPLAN development detailed planning and coordination is required with TCNs and HN(s) as well as subordinate/supporting commands to ensure that supplies and services can be delivered to the force to meet operational requirements for each phase. The log support concept should include multinational logistic support and commercial support solutions.

            • BP-1182 Confirm HN Capabilities

              Confirm HN Capabilities • UBPM v2.1 – Confirm the availability and capabilities of the HN.

            • BP-1183 Confirm HN Support

              Confirm HN Support • UBPM v2.1

            • BP-1270 Deployment Planning Requirements Review Contribution

              Contribute to Deployment Planning Requirements Review • UBPM v2.1

            • BP-1615 Logistic Support Development Contribution

              Contribute to Logistic Support Development • UBPM v2.1

            • BP-1731 MILENG Understanding of the Deployment Area Development

              Develop MILENG understanding of the deployment area • UBPM v2.1 – MILENG understanding of the deployment area includes the critical infrastructure required to enable deployment and RSOM, the areas in which the application of MILENG mitigates risk to mission success (eg environmental protection) and the level of MILENG capability already available eg through HNSA (LOG_6)

            • BP-2090 Theatre Movement Architecture Design and Development

              Design & Develop the theatre movement architecture • UBPM v2.1

          • BP-1376 Execution (Operational)

            OLCM_2.17 Execution • UBPM v2.1 – Operational Planning Within JFC HQ/ ICE/ JTF HQ • The focal point for planning in the JFC HQ is the J5 Branch together with the J3 (Effects & Influence). These branches are generally in charge of understanding and assessing the unfolding operation in order to be able to recommend and/or issue further planning amendments as necessary in a timely manner. • Generally, J5 deals with planning kinetic and non-kinetic actions while the J3 (Effects & Influence) would focus on the desired and undesired effects of such planning activity. Therefore, a close relationship in terms of planning and coordination must exist between the two branches. • The J 35 (Synchronization & Execution Section is the other major player in terms of execution planning and sequencing. This section, through the Joint Coordination Board (JCB), maintains the joint campaign on the planned path and periodically produces a Joint Coordination Order (JCO) or FRAGO in close coordination with J5 and J3 (Effects & Influence), as and when required. The focal point for all activity is to ensure that the operation remains on track or can be returned to track as per the OPLAN. • J5 will look at three main horizons and J5 personnel will be allocated to the task by the Branch Head and may range from the full JOPG to a Crisis Action Team as considered appropriate. • The J5 taking into account the campaign level assessment process, maintains its responsibility for the coordination and production of contingency planning throughout a given operation; to include the continued development of CONOPS, OPLAN, SUPLANS, Branches & Sequels and D&G. The main responsibity of J5 is to develop future plans in the long term horizon. During the Campaign synchronization J5 supports J3 in the development of current plans as required, which remain a J3 responsibility. In short term horizon, J5 establishes a close coordination with the ICE IOT monitor current operations. In particular J5 and the JOPG will support the execution of current operations by: • monitoring the execution of the campaign and recommend conditions for the transition within the phases • producing relevant planning directive and guidance to include sequels for subsequent phase if required • developing additional branch plans or review the existing ones, for the current phase to respond to any potential “what if” in order to redirect the operation back to the planned track. Normally this activity is conducted within the Battle Rhythm and in close coordination with the Assessment Board/WG and the Joint Coordination Board WG (Ref. AD 80-70). • The JF HQ or the ICE (when established) are responsible for the monitoring and analyzing the current situation (0 to 72 hours timeframe) within the constraints of the OPLAN and the COM’s current supplemental guidance. The operational focus for these Centres is on determining the “what is” the situation for COM. Planning Horizons In summary, within the JF HQ there are 3 different time horizons under which the JF HQ/ ICE or JTF HQ (when established) will manage, coordinate and synchronize the mission. The levels of planning team involvement range from the full JOPG to smaller teams within J5. For some situations or short notice events Crisis Action Teams (CAT) may be the most appropriate way of dealing with a planning need while some aspects of Joint Time Sensitive Targeting (JTST) or Joint Personnel Recovery (JPR) may best be dealt with in the ICE or JTF HQ (when established) or by the appropriate CC. While the normal 3 planning horizons will be sufficient for most missions, events may drive the situation within each of the 3 horizons, but a more immediate event may require the ICE to plan at very short notice. Logistics Staff maintains responsibility for monitoring logistic actions during the execution phase. JFC Staff will monitor the logistic situation ensuring the harmonization effort between military and civil actors and will coordinate with SHAPE Support Logistics to fill operational logistic shortfalls. Logistics activities at operational level during Execution phase include: JTF J4 • OLCM_2.17.1 Coordinate Logistics Advice within JTF HQ - Co-operate closely with representatives in the J5, J3/5 and JAB. This will be crucial to ensure the coherence of information and advice provided to the JTF HQ Commander and higher echelons. This task will require contribution from the JLSG HQ on logistics intelligence and situation. • OLCM_2.17.2 Provide Inputs to FRAGOs and Orders • OLCM_2.17.4 Provide Assessment of Logistic Capabilities - Provide assessments of logistic capabilities and constraints, evaluating their impact on current and planned operations • OLCM_2.17.3 Contribute to Joint logistic Support Plan Development - Support JFC DCOS OPS / J5 in the development of the joint logistic support plan at the operational level in consultation with the assigned CCs, JLSG HQ, TCNs, NSPA • OLCM_2.17.6 Manage Joint Mission Reportable Lists - Establish logistic reporting requirements for subordinate forces and prepare & forward logistic reports to higher authority as required • OLCM_2.7.7 Update the Theatre RLP Definition for the Operation • OLCM_1.3.10.11 Assess, Approve and Disseminate RLP • OLCM_2.17.5 Monitor and Assess Operational Events from a Logistice Perspective - Monitor, evaluate, analyse and assess the logistic situation within the JOA. This logistic situation is to be provided mainly through the Recognised Logistic Picture (RLP), defined by J4 but developed and maintained by the JLSG HQ. • OLCM_1.4.10 Manage Theatre Priorities - Allocate priorities to the logistic requirements and authorize appropriate actions to overcome logistic deficiencies & difficulties. • ENB_8.2 Create and Respond Logistics RFIs. Operational Log SME (JFC) will develop RFIs and respond to external RFIs and will liaise with the JOC RFI Manager, as the coordinating authority for all incoming and outgoing RFIs JLSG HQ • OLCM_1.4.12 Monitor Plans for Consequence Assessment • OLCM_1.3.10.7 Provide theatre recognized logistics picture (RLP) - Managing logistic information and the Recognised Logistics Picture (RLP) • OLCM_1.3.10.6 Assess Logistics Information - Provide a commander’s assessment report • LOG_2.5.1 Manage M&T for RSOM and Sustainment Operations - Plan, coordinate and execute RSOM in support of the force. LCP UOR v2.0: Operational level (JFC HQ/ ICE/ JTF HQ) logistics staffs and those of the JLSG HQ maintain responsibility for monitoring logistic actions during the execution phase, ensuring the harmonization of effort between military and civil actors and will coordinate with SHAPE Support Logistics to fill operational logistic shortfalls.

            • BP-1584 JTF HQ Logistics Advice Coordination

              OLCM_2.17.1 Coordinate Logistics Advice within JTF HQ • UBPM v2.1 – Co-operate closely with representatives in the J5, J3/5 and JAB. This will be crucial to ensure the coherence of information and advice provided to the JTF HQ Commander and higher echelons. This task will require contribution from the JLSG HQ on logistics intelligence and situation.

            • BP-1479 FRAGOs and Orders Input

              OLCM_2.17.2 Provide Inputs to FRAGOs and Orders • UBPM v2.1: • FRAGOs: J4 contributes on FRAGOs preparation by J35, with regards to the logistics functional area. Whenever is necessary, J4 will prepare and coordinate relevant FRAGOs. The release authority can be delegated by Commander when needed. For JLSG to start contributing to the long-term planning process, they would need tasking (e.g. a FRAGO) from the CJ4 • Joint Coordination Order (JCO): J4 contributes on JCOs development by J35, with regards to the logistics functional area, as necessary to refocus the campaign as appropriate. • Plans /Branch Plans: J4 contributes to Plans and Branch Plans development by J5, with regards to the logistics functional area, on contingency options within a particular phase of an operation as required. • Sequels: J4 contributes on Sequels development by J5, with regards to the logistics functional area, within a campaign or the following phase(s) of an operation.

            • BP-1575 Joint Logistic Support Plan Development

              OLCM_2.17.3 Contribute to Joint Logistic Support Plan Development • UBPM v2.1 – Support JFC DCOS OPS / J5 in the development of the joint logistic support plan at the operational level in consultation with the assigned CCs, JLSG HQ, TCNs, NSPA. The operational commander must develop a comprehensive sustainment plan that ensures logistic systems, structures and resources meet the requirements determined for the operation. This includes the provision of sustainment guidance and coordination from the joint theatre level to national units and component commands of the expeditionary force. Such plans must also provide logistic guidance to the TCNs necessary to establish the required logistic capabilities to sustain the expeditionary force. Logistic sustainment planning will be reviewed constantly after deployment of the force and continue until the end of the mission.

            • BP-1606 Logistic Capabilities Assessment

              OLCM_2.17.4 Assess Logistic Capabilities • UBPM v2.1 – Provide assessments of logistic capabilities and constraints, evaluating their impact on current and planned operations. This includes logistic services, fuel operations, logistic information systems, logistic plans, concepts, doctrine, exercises and training as well as operational host nation support planning.

            • BP-1641 Logistics Operational Events Monitoring and Assessment

              OLCM_2.17.5 Monitor and Assess Operational Events from a Logistics Perspective • UBPM v2.1 – Monitor, evaluate, analyse and assess the logistic situation within the JOA. This logistic situation is to be provided mainly through the Recognised Logistic Picture (RLP), defined by J4 but developed and maintained by the JLSG HQ. J4 will maintain SA by monitoring and assessing all lines of operational events, paying particular attention to related areas of specific expertise. J4 will disseminate relevant information and events received, normally by the implemented J-Reps, in order to build a complete and accurate COP. J4 will provide SAB inputs in a pre-defined format and scheduled time.

            • BP-1576 Joint Mission Reportable Lists Management

              OLCM_2.17.6 Manage Joint Mission Reportable Lists • UBPM v2.1 – [OLCM CONOPS] The Reportable Item List established in the planning phase will designate mission essential and other equipment to be tracked and reported by NSEs on a regular basis. JTF J4/ LOP will establish logistic reporting requirements for subordinate forces and prepare & forward logistic reports to higher authority as required. CJ4 will monitor and update the Reportable Items List. JLSG and CCs provide inputs (request addition to the Reportable Lists). Activities: OLCM_2.17.6 ,1 Update Joint Mission Reportable Lists The Lists of Reportable Logistics Resources and Requirements (originally derived from the OPLAN/ Annex A) are subject to updates by the JFC in response to the changing operational environment. OLCM_2.17.6.2 Coordinate Logistics Visibility Requirements with Nations Arrange MOUs or other mechanisms with TCNs to agree on the Logistics Visibility Requirements and the information exchange mechanisms that will need to be activated to satisfy these requirements. This may include technical arrangements to enable information exchange and an agreed business process to carry out during the lifetime of the Operations Logistics Chain.

            • BP-2094 Theatre RLP Definition Update

              OLCM_2.17.7 Update the Theatre RLP Definition for the Operation • UBPM v2.1 – Update the format of the RLP in line with the requirements for information (on different levels).

          • BP-2102 Transition (Operational)

            OLCM_2.27 Transition • UBPM v2.1 – The purpose of Phase 6 - Transition is to coordinate the transition and termination of a NATO military operation, including the transition of NATO military responsibilities to proper authority and the withdrawal of forces under NATO military command and their return to national command (reverse TOA). Throughout the execution phase of an operation, periodic operations assessments will be conducted to evaluate the progress made towards the desired objectives and the NATO end state; eventually after concluding that achievement of strategic military objectives is approaching and, with consideration to the overall conditions of the NATO end-state to which military efforts contribute, SACEUR will recommend to the NAC that planning for transition and termination of the NATO military operation should commence. This phase covers all the activities for the transition and termination of a NATO military operation to facilitate the handover of responsibility to proper authority (e.g. the UN, other international organizations or indigenous actor) in the crisis area and the withdrawal of forces under NATO military command, in a controlled manner so as to avoid this action being a destabilising influence in the region. Depending on the situation, transition and termination may be able to be managed within the construct of the existing strategic and operational OPLANs; alternatively, appropriate operations planning activities may be needed, leading to NAC approval for a specific transition strategic CONOPS or OPLAN. As the exact moment for transition may be difficult to define, Phase 5 and 6 are likely to overlap. The commencement of Phase 6 requires: a NAC decision sheet to begin preparation for transition and withdrawal of NATO forces under military command, with SACEUR direction and guidance; or SACEUR direction and guidance to commence considering the issues associated with a future transition and withdrawal. Logistic Activities during the phase. The JOPG LOG planner will assist in planning the transfer of authority and re-deployment of NATO forces. Specific Logistic Tasks during this stage (Note: logistics tasks corresponding to Phases 2 to 4b are not repeated here). • Coordinate with relevant non-NATO actors within the engagement space. • Provide logistics input in developing the Re-Deployment plan. This process will be similar to the step taken in previous stages to include mission analysis, operational design, and concept development. • Ensure there is continuous logistic support when developing the transfer of authority (TOA) of NATO owned infrastructure • The process dealing with OLC Capability closure is OLCM_1.5 Close Operations Logistics Chain Capability: At the end of an operation, the corresponding OLC Capability will be closed: the physical logistics chain will be de-activated,As part of this process, the following activities are performed at Operational level: • OLCM_1.5.1 Manage OLCM specific Mission Data - information collected for the operation will be analyzed and archived, analysis results might be used to re-configure the thresholds for various parameters. ENB_8.2 Create and Respond Logistics RFIs. Operational Log SME (JFC) will develop RFIs and respond to external RFIs and will liaise with the JOPG RFI Manager for this, which in turn will liaise with the JOC, as the coordinating authority for all incoming and outgoing RFIs. LCP UOR v2.0: The purpose of Phase 6 - Transition is to coordinate the transition and termination of a NATO military operation, including the transition of NATO military responsibilities to proper authority and the withdrawal of forces under NATO military command and their return to national command (reverse TOA). Depending on the situation, transition and termination may be able to be managed within the construct of the existing strategic and operational OPLANs; alternatively, appropriate operations planning activities may be needed, leading to NAC approval for a specific transition strategic CONOPS or OPLAN. As the exact moment for transition may be difficult to define, Phase 5 and 6 are likely to overlap and the planning processes specific to phases 2 to 4b may be repeated.

            • BP-1684 Managing the Transition within the Current Operational OPLAN

              Assist in Managing the Transition within the Current Operational OPLAN • UBPM v2.1 – Operational direction and guidance provided to CCs, to assist in managing the transition and termination of the NATO military operation within the current operational OPLAN and component plans.

            • BP-1784 Operational Input to Decision-making for the Transition

              Provide Operational Input to Decision-making for the Transition • UBPM v2.1 – Operational input provided to assist SACEUR decision-making for the transition and termination of NATO’s role in the crisis, including the associated military operation(s).

        • BP-2062 Supply and Services Management

          Supply and Services Management encompasses a wide range of activities essential for effective logistics support, including stockpile planning, handling logistic requests, and asset tracking to ensure optimal resource utilization. It also involves maintaining logistic sustainment, utilizing logistic simulations for planning purposes, and managing ammunition information, warehousing, storage, and stock levels to support operational needs. Additionally, it covers manpower management, personnel skills and competencies, host nation support, and customer information, all aimed at ensuring a coordinated and efficient logistics system capable of responding to dynamic mission requirements.

          • BP-2057 Strategic Stockpile Planning

            The Strategic Stockpile Planning process describes the calculation of strategic stockpile requirements in order to meet the organization's Level of Ambition (LoA) and supports the capability requirement review process. The primary focus is on high-cost, long lead-time items (e.g. Battle Decisive Munitions (BDM)).

            • BP-2039 Stockpile Planning Data Management

              The primary user of the Stockpile Planning capability shall be an analyst. The user shall be knowledgeable in the area of Defence Planning, the CRR and the NDPP in general. This user shall be able to create and manage all Stockpile Planning data, use the capability and view, investigate and present the results thereof.

            • BP-2038 Stockpile Planning Data Exchange

              Employ standardized data exchange definitions in order to make data exchange possible with NATO and between different national systems (TCNs, HN). Same should apply between NATO and NGOs/ IOs as required.

            • BP-1331 Engagement Results Calculation

              The system shall allow the user to calculate the expected outcome of engagement(s) between a given set of platform types and either an individual target or a target set. The analysis will determine the expected number of engagements, the number of target kills, the number (and type) of munitions expended and the platforms lost to attrition. This calculation shall include consideration of various factors to provide the most optimal results. The factors shall include cost, attrition, effectiveness and collateral damage risk. (This functionality shall be used to derive the representative munitions mix). The system shall allow the user to influence the engagement results to better reflect operational doctrine and reality. For example, limitations may be placed on specific munitions types, such as PGMs in general, or laser-guided munitions (to represent the impact of poor weather conditions).

            • BP-1269 Deployment Levels Calculation

              The system shall allow the user to determine the average number of deployments that a unit would expect to perform during an operation, within a given time window. For this calculation, the rotation policy, plan combination/timeline and requirements will have to be considered. The system shall display to the user the combination, plans and deployments which were used in the calculation.

            • BP-2040 Stockpile Requirement Calculation

              The Stockpile Requirement Calculation process enables to determine the stockpile requirements associated with a given Capability Code (CC). This calculation shall vary depending upon the CC domain considered (e.g. land, air-defence, air-to-ground, maritime). This calculation shall express results in terms of CLPP (Combat Loads Per Platform) or EPP (Engagements Per Platform) as appropriate for the domain. These values shall be stored for later use and/or reporting as part of the platform/national parameter set data. The process shall be designed to be transparent in how the stockpile requirement results are generated. Furthermore, the process shall be designed to allow updates to the (domain specific) methodology with minimal maintenance effort. Stockpile Requirement Calculation” states: “Based on the relevant stockpile planning methodology document and supported by the NATO Case Study, platform, munitions, combat load and engagement data, the system shall determine the stockpile requirement for each engagement domain. This shall be expressed in terms of CLPP (Combat Loads Per Platform) or EPP (Engagements Per Platform).

            • BP-2037 Stockpile Comparison

              The system shall allow the user to compare the munitions holdings within a force profile with the stockpile requirement. The stockpile requirement shall be defined as the number of platforms x CLPP x combat load size (or equivalent value for EPP if appropriate). The user shall be able to filter the calculation for stockpile requirement by force category (e.g. NATO Deployable only) and/or readiness (e.g. 90 days readiness or better). The end result shall be Requirement = X munitions, Holdings = Y munitions, with a visual indication of whether the holdings are sufficient. The System shall also be able to perform the stockpile comparison using the required values for both platforms and munitions holdings. This shall result in the user being able to view four separate values together: # Stockpile Requirement (based on platform holdings) # Stockpile Requirement Target (based on required platforms) # Munitions Holdings (based on munitions holdings) # Munitions Target (based on required munitions) The process supports multiple simultaneous comparisons covering multiple nations and/or multiple years.

          • BP-2072 Sustainment Planning

            The Sustainment Planning process describes the determination of operational sustainment requirements, for all (NATO) classes of supply needed to support a specified operation.

          • BP-1646 Logistics Simulation

            The Logistics Simulation process describes how to simulate, test and validate the feasibility and robustness of inter- and intra-theatre supply and movement and transportation plans to find the most effective and efficient course of action by the rapid generation of a wide variety of “what-if” scenarios through the use of scripted events.

            • BP-1976 Simulation Scenario Management

              The Simulation Scenario Management process describes the activities to use a logistics plan for the baseline definition of the simulation section (i.e. without any scripted events).

            • BP-1956 Run Simulation Scenarios

              The Run Simulation Scenarios process describes the activities to provide two modes of operation: the basic mode enables deterministic simulation runs and the advanced mode enables stochastic batch simulation runs. The advanced (stochastic) mode allows the user to select which parameters shall use ‘randomness’, the variations to include and the number of iterations to perform. Visualization is a key feature of simulation. The ability to visualize the results of the simulation(s), as an individual run progresses, after it has completed and aggregated over multiple runs, is vital to the confidence that the user shall have in the operational validity of the model. As such, the ability to capture screenshots of all visualization elements for use in reports and briefings is required.

            • BP-1974 Simulation Results Analysis

              The Simulation Results Analysis process describes the activities to analyze the results of logistics simulations based upon a variety of analytical support features.

          • BP-1051 Ammunition Information Management

            The Ammunition Information Management process describes for Commanders, Logistic staffs and other users access and visibility to ammunition data to support the decision making, planning, interoperability and execution aspects for ammunition.

          • BP-1499 Host Nation Support Management

            The Host Nation Support Management processes describe the provision of logistics capabilities and the filling of potential shortfalls regarding maintenance, transportation, medical support, supply, communications, force protection, billeting and messing, facilities and infrastructure. It involves also maintaining maintaining a HNS Catalogue to provide the required HNS information to the others.

            • BP-1494 HNS Catalogues

              The information in the Host Nation Support (HNS) Catalogue forms an integral part of mission planning. The information in gathered from HNs on a routine basis and is maintained and updated as necessary by the HN staff on the basis of updates received from the HN or from reconnaissance. Direct updates by the HN are ideal and where this is not the case a mechanism to capture data efficiently is required. The catalogue itemizes nations’ capabilities under a number of headings including RSOM, Movement and transportation and the support capabilities available from Land, Air and Naval Forces. The catalogue also contains general information including POCs and reference information including relevant STANAGS and Allied Joint Publications and relevant national regulations and procedures. Each capability shall be available as part of a list (by type or by nation for example) and as a graphic displayable on a map and appropriate map areas can be designated for a specific mission. The graphic items shall support access to metadata (in a pop-up window or similar) related to the item (for example a warehouse may have total capacity and available capacity data associated with it). HN declarations of availability are also able to be captured. The overlaid data effectively provides a ‘recognized HN Picture’ to assist planners.

            • BP-1166 Concept of Requirements

              A Concept of Requirements (COR) is developed which addresses the broad functional support requirements for the mission or training exercise. It aims to scope the overall level of support required for the mission and is developed in consultation with sending nations, accounting for NATO’s own needs as well as those of the nations. It includes outline requirements land, air, maritime, security, transportation, telecommunications, facilities, etc., providing the HN with a list of the required types of support. The COR is an overview document which doesn’t include details regarding the timing and quantity of the required support. The COR is in effect an initial SOR. HN Catalogue items deemed ‘required’ for the mission may be tagged accordingly such that a view of the HN requirements data may be displayed, filtering out that which is not required. Basic flow: • Logistic staffs of the relevant Allied Force, commanders and SNs conduct preliminary site surveys within the HN (if/as authorized). • The strategic HN planner develops the COR with input from nations. • The strategic HN planner submits the COR to the HN, copied to the NATO Commander. • The HN identifies shortfalls against the COR(s) and discuss these with the appropriate NATO Commander and SNs. Alternative flows: • The preliminary site surveys might occur in the form of a thorough review of the respective HNS Catalogue. Assumptions: # Based on the COR a Technical Agreement (TA) will be drawn up between the Operational Commander (carried out by his J4 staff) in consultation with SNs and the HN. # HN Requirements should be visible alongside Force and other Requirements (including Logistic Support requirements) to ensure appropriate consideration is given by all parties to the appropriate sourcing and provision of mission capability across the spectrum.

            • BP-1495 HNS Planning and Coordination and Develop SOR

              The (HN) Statement of Requirements (SOR) is the principal planning instrument for all MIL HNS services, generating the current HNS picture. Development of the SOR enables coordination between actors in support of future military activities. SORs are developed detailing specifics (e.g. number of berths etc.) based on the general conditions expressed in the TA. The process is iterative and includes determining the availability of specific HN capabilities. As HNS availability is established items may be tagged accordingly such that a view of HNS availability may be displayed, filtering out capabilities that are not required or available. Basic flow: • The Operational HN Planner and the nations determine their own HNS requirements in the zones of interest and fill in the relevant parts of their SORs. • The Operational HN Planner updates the NATO element of the COR with additional detail to further develop the SOR. • Nations share information about their own arrangements with NATO and the Operational HN Planner adds national detail to the combined HN SOR for the mission. • HNs study the NATO and nations’ HNS requirements and confirm availability. • NATO, nations and the HN coordinate and refine the SORs from the generic to the specific as the situation develops Alternative flows: • If necessary, site surveys are conducted for the purpose of clarifying detailed SORs and the ability of the local infrastructure to support the NATO formation and/or SN forces; Exceptions: # HNS services availability is subject to national priorities and it is to be anticipated during the planning phase of this use case. # Planning in coordination with HNs civilian/other national authorities is excluded for this use case (to be performed directly between the involved parties - only POCs available).

            • BP-1571 Joint Implementation Agreements

              Joint Implementation Agreements (JIAs) include financial obligations and serve as the fundamental ‘contract’ between the HN and SNs/NATO Commander for the provision of specific HNS. Consequently they are signed on a bilateral basis even though they may have been developed collectively/multilaterally. As the JIAs will detail financial obligations and impose requirements on the HN, SNs and the Combined Joint Force Commander the signature level should be consistent with the authority required by each to make such arrangements. In respect of general provisions, each SN/CJTF Commander may sign on a collective signature page indicating their acceptance. In respect of specific provisions each SN/JF Commander may sign on a bilateral basis. If JIAs are produced planning is decentralized and is conducted in one of two ways: • By one or more JICs under the direction of the JHNSSC (more likely for contingency planning). • With the HN in conjunction with SNs and with the support of the JHNSSC (more likely where time is constrained). Basic flow: • HN completes availability/cost details on SORs & incorporates detail into draft JIA. • HN forwards draft JIAs to SNs/CJTF formations for review. • JHNSSC determines the appropriate level of signature required. • JIA contents are approved by both HN and SN/CJTF formations. Alternative flows: • 1a. JIAs are concluded bilaterally between authorized commanders. • 3a. Where a JHNSSC is not formed the relevant CJTF Commander determines the appropriate level of signature required. Exceptions: # For small or medium level exercises the development of JIAs may not be required and the SOR will be appended to the TA.

            • BP-1497 HNS Service Transactions

              On completion of the necessary agreements, the necessary transactions are executed. This involves service requests, consumption and payment activities. Data shall be able to be maintained regarding the status of current operations in HNS locations (PODs, Hubs, Bases, BxPs etc.) and LoCs’ current operations. This shall include data about requested-confirmed-accepted/delivered-received/invoiced-paid capacities (MIL) of HNS services associated to each of the above mentioned HNS infrastructure and capabilities and provide information about expert POCs (MIL & Other national authorities & CIV). Basic flow: • Based on previously agreed SORs, JFC/JTF, SNs/TCNs and HNs proceed with the execution of planned transactions which include requests and their confirmation / acceptance, service delivery and receipt, invoicing and payment. • The Operational level HN staff update the status of each service accordingly. • The HNS picture updates accordingly. Alternative flows: • Direct ACT/SHAPE, NATO HQs, SNs/TCNs and HNs coordination may be backed up via usual email between designated POCs. Exceptions: # HNS services availability is subject to national priorities and it is to be determined during the request-confirm-accept phase of this use case; # HNs civilian/other national authorities’ services are excluded for this use case (only POCs are available for this type of transactions, to be performed directly between the involved parties). Assumptions: # This use case is intended as the actual transaction platform for all MIL HNS services, generating the active HNS picture, as a coordination tool for all the actors, in support of current military activities.

          • BP-1322 Electronic Customer Information Access

            The Electronic Customer Information Access processes describe the access to Electronic Customer Information provided to customers with a real-time interaction with information held in corporate systems. They allow customers and participating nations to submit and monitor requisitions (supply and maintenance) and provide an easy access to a broad range of information, including orders history, material master data, and stock availability.

            • BP-1218 Create Requisition

              The user can create a requisition through the eCIS interface. The requisition follows the MILSTRIP standard. MILSTRIP description fields and values are available in NSPA Logistics Manual [NR-200-00]. This document can be accessed through the CIS application. The user also has the ability to attach a document to the requisition. Once the requisition is created successfully, the system returns a unique document number (CDOC) which identifies the requisition. The lifecycle of the requisition is then represented via a status: • Received • In process (sales order created) • Delivered or Partially Delivered • Billed • Completed • Rejected

            • BP-2116 Update Requisition

              The user can send a request for modification. This function is only available when a requisition has a status Received or In Process. The only modifiable values in the requisition are: • Status and media code • The priority or requested delivery date.

            • BP-1109 Cancel Requisition

              The cancel function allows the transmission of a cancellation request for the total quantity of the requisition (partial cancellation is not supported). This function is only available when a requisition has a status Received or In Process.

            • BP-2097 Track Requisition Status

              The user is able to search for requisitions using a combination of several criteria: • ROID • Requisition status • Priority • NSN • Date • Document number The detailed information for each requisition includes: • General information (status, material, dates, priority, ship-to party, etc) • Quantities and billing • Deliveries and requisition history (changes) • Work stoppage (for maintenance requisition) • Attached documents

            • BP-1958 Search for Material

              The user can search and display information about the material master. Several filters are provided, like: • The weapon system/project • NIIN, NSN or part number • Description (including wildcard character support). The detailed material information includes: • General information (e.g. NSN, description, unit of measure, unit price, manufacturer code, etc) • Technical information (e.g. repairability, shelf life, etc) • Related part numbers • NSPA central stock quantities • Customer stock quantities (when the customer stock is managed by NSPA).

            • BP-2036 Stock Availability Check

              The user is able to check if a defined quantity of a material is available for a defined date in NSPA central stock. Stock available in NSPA central stock could have already been committed to an open customer request but not yet issued from stock. This quantity check does not take into consideration the quantities in customer stocks held at NSPA. The system returns the quantity that will be available at the given date.

            • BP-1096 Attach Documents to Requisitions

              The user can attach multiple documents to a requisition. These documents can be viewed in the requisition detailed information. Each document can also be deleted.

            • BP-1482 Generate Reports

              The user is able to generate several reports: • List of customer requisitions • List of billing documents • List of deliveries performed during a given period • List of discrepancies with their status • List of maintenance cases and their statuses • List of materials with their stock situation • Customer financial situation. The user asks for report execution by providing several report-dependent parameters. Then, the request is sent asynchronously to the NSPA ERP system. When the report is generated, it is dropped in a report library where the user can open it. The user can also ask to be alerted by email when the report is ready. A report can also be scheduled to run at predefined intervals: • Daily • Weekly (Saturday) • Monthly (first day of the month).

        • BP-1660 Maintenance and Repair

          Maintenance and Repair is essential to retain the force’s technical capability so it can carry out its operations. It covers all means, including supply support, preventive or corrective actions, and recovery to retain and/or restore equipment to a serviceable condition. Maintenance is executed under the responsibility of the equipment owner.

        • BP-1752 Movement and Transportation

          The movement and transportation system establishes an in-theatre hub to maximize cargo throughput and optimize theatre distribution. All TCNs must provide accurate movement and deployment data to the respective movement and transportation planning staff to deconflict strategic movements with other theatre movements.

        • BP-1196 Contractor Logistic Support

          Contractor Support to Operations (CSO) is the use of pre-planned and/or ad hoc contracted commercial support to operations to perform selected logistic support services. It enables industry to provide certain aspects of logistic support, which is either based on the supply of goods but also services which are not available through force generation. This enables commanders and the Troop Contributing Nations to optimize the use of military resources and capabilities in situations where commercial solutions can be deployed based on the level of threat and available security. CSO can therefore be a force multiplier that can be particularly valuable during the sustainment phase of operations and missions once conditions on the ground are more favourable and safe for industry to operate with limited risk of the impact kinetic warfare.

      • BP-1720 Medical Support

        The processes for Medical Support comprise a set of activities to contribute to the preparation, and preservation of human potential by full and coherent care. Medical and health services comprehend all professional, technical, and related functions performed by medical professionals in a military organization. Those include general and special medical treatment, dental care, mental health care, nursing care, veterinary service, medical laboratory service, patient evacuation, preventive medicine, dietetics and medical logistics. Medical Support contributes to force protection, readiness and sustainability through planning and provision of preventive, acute, and rehabilitative healthcare for military personnel from enlistment to retirement. This includes prevention of disease, health promotion, rapid evacuation, and treatment of the sick, wounded, or injured, and the recovery and return to duty of as many individuals as possible.

        • BP-1719 Medical Support Planning

          The Medical Support Planning process describes the activities and procedures necessary for the medical staff to contribute collaboratively, efficiently and effectively to the Operations Planning Process.

          • BP-1710 Medical Evaluation Management

            The Medical Evaluation Management process describes the framework for nations to certify their own medical capabilities and also to do the medical evaluation of multinational medical modules and units, when formed, to support operations design.

            • BP-1364 Evaluation Campaign and Medical Evaluation Team Initiation

              Initiate Evaluation Campaign & MET • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL): • Creation of an Evaluation Campaign (for a MSS or MMU) with its basic properties, such as name, start, and end time, list of TCNs, LN, and the users assigned as the Lead Evaluator, MET members, and MET observers. The whole MSS for an operation can consist of sub-MSSs, such as such as for a region, or sector, etc. The definition of MSS in MEDICS/MEM should utilize the lowest level MSS defined in an operation with its LN and TCNs. • Definition of the MSS/MMU by breaking its down to units (applicable in case of MMS), capabilities and modules. Annex AH of the MEM provides a predefined list of capability types and their breakdown into a predefined list of modules. However, [NATO AMedP-1.6, 2014] is reviewed regularly and subject to change. Furthermore, the breaking down of the MSS/MMU into capabilities/modules may vary for each operation since it is both operation and nation dependant. As a consequence, for a MMS and MMU, the MEDICS/MEM shall allow the user to select the predefined list of modules/capabilities as defined in the NATO MEM and allow the user to define the optional modules/capabilities. The system shall also allow the administrative users to change/update the predefined list of modules/capabilities. • Initiation of MET includes the following activities: identification of skills for MET, searching for qualified users in the DB (with their level of expertise/skills), nominating the qualified users to take role in MET (e.g., sending applicable users information about the evaluation timelines, required skills), the users reporting about their availability. • Definition of a workflow consisting of MEDICS/MEM evaluation phases each of which having its timelines, and the MET members assigned to actions/tasks for each phase. Inform each unit/module that they will be evaluated given the evaluation campaign timelines. Activities: [Evaluation Campaign Manager/LE]: • Create an Evaluation campaign for a MSS or MMU; • Define the MSS/MMU by breaking down into its units (applicable for the case of MSS), capabilities and modules by using predefined structures or defining customized capabilities/modules. The units, capabilities and modules need to be identified with their leading and contributing nations. • Build MET: • Identify the required skills/expertise for MET members • Define timelines for the Evaluation Campaign • Identify the users involved and assign them to the different MET roles including LE, MET Members, and MET Observers. This process includes nomination of existing users to take role in MET by searching for qualified users in the system and inquiring about their availability. • Define the evaluation workflow for each unit of MSS identified with phase, phases (described in this Section), timelines, and activities/tasks assigned to users (this step includes the step where the units and modules are informed that they will be evaluated given the evaluation campaign timelines).

            • BP-1711 Medical Evaluation Self-Assessments

              The different modules and capabilities collated in the evaluated MMU/MSS will be provided by different TCNs. These TCNs will be requested to perform self-assessment of the modules they contribute. These self-assessments will be performed by filing in an evaluation data set for each contributed Module. Activities: # TCN POC for each Module: #* Fill, a “Key Questions Form” and a “Skill Set Form” (given in Annex E- Annex AG (for “Key Questions Form”) and Annex AI (for “Skill Set Form”) [NATO AMedP-1.6, 2014]) for each module and capability to be provided by the TCN. #* Provide accompanying documentation to LN POC (e.g., SOPs, personnel and equipment establishment, organization) # LN POC: #* Assess the self-assessment of TCNs #* Fill a “Questions Prior to Evaluation (QPTE) Form” (given in Annex C of [NATO AMedP-1.6, 2014]); #* Provide accompanying documentation/references to LE/MET (e.g., SOPs, personnel and equipment establishment, organization)

            • BP-1712 Medical Evaluation Self-Assessments Review

              Review Self-Assessments • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – The aim of this phase is for the MET to review the self-assessments provided by the TCNs and conduct an analysis using the background information provided by the TCNs and LN on personnel and equipment establishment, organization and SOPs. QPTE form is also used as a supporting document in the review. Activities: • [MET Members/LE]: • Check TCN Self-Assessments for minimum required completeness and inconsistencies. This step shall be supported via automated means to the maximum extent, e.g., highlighting of empty fields, inconstancies, etc. • [MET members/LE]: • Provide a review for self-assessments of each module

            • BP-1909 Record Interviews

              Record interviews • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – The aim of this phase is for the MET to prepare for and to conduct interviews of TCNs representatives on site. During this phase, the MET members will go on site to interview the TCNs representatives. Prior to heading to site, the MET will define the evaluation data sets required for interviews in accordance with the interviews schedule and involved MET member. Activities: [LE]: • Schedule/coordinate the interviews with dates, venues, and identify involved users with their roles [MET Members/LE]: • Fill the Interview Data Set with the initial assessment. As guided in [NATO AMedP-1.6, 2014], for each Module/Capability to be evaluated through the interview, the Interview Data Set includes: • A ‘Main Questions during Evaluation (MQDE) Form’ (given in Annex D of [NATO AMedP-1.6, 2014]); • A ‘First Impression Report (FIR) Inputs’ form (given in Annex A of [NATO AMedP-1.6, 2014]). The FIR Inputs form will be used by the MET member to record his/her observations that will be reflected in the FIR.

            • BP-1460 FIR Development

              Develop FIR – UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL). The aim of this phase is to deliver a FIR taking as inputs the contributions of the different MET members that have conducted interviews. During this phase, the FIR Inputs information provided by the interviewers will be reviewed and consolidated into a FIR for delivery to the Commander of the unit under evaluation. Activities: • [MET Members]: • Review the content of the different FIR Inputs and provide it to LE; • [LE]: • Merge FIR Inputs information on a per Module basis as required while keeping track of the contributors; • Complete FIR and associated property fields; • Submit FIR to the Commander of the evaluated unit;

            • BP-1461 FIR Response

              Respond to FIR • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – The aim of this phase is to receive a response about FIR delivered/presented on-site to the Commander of the MSS/MMU following the interviews. Activities: [Commander of the MMU/MSS]: • If required, respond to the MET within a given duration how he/she will address any deficiencies / shortfalls or how he/she will mitigate the identified risks. This comment can be inserted in the Final Evaluation Report (FER) or even appended to it.

            • BP-1452 FER Development

              Develop FER • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – During this phase, the results of the interviews will be collectively evaluated by the Lead Evaluator(s) and Members using all available evaluation data produced during the Evaluation Campaign. For each unit being evaluated, the respective MET will develop an evaluation of unit’s overall capability to accomplish the task and produce a synthetic report called the Final Evaluation Report summarizing findings. It is the responsibility of the Lead Evaluator and Members to formulate and complete the FER, and the responsibility of the Lead Evaluator to approve the FER for release to ACO and to the JTF Commander. The MET at the Level IV evaluation (i.e. MSS), is responsible for building upon the Level III (unit level) evaluation phase by transferring the unit confidence in capability to the operational commander that will hold responsibility for the unit. The MET for the evaluation of MSS holds the responsibility to provide [NATO AMedP-1.6, 2014]: • Reiteration of the medical capability requirements. • Resolution of capability deficiencies. • Assessment reporting of medical capabilities for the Commanders validation. Activities: • LE with support from MET Members: • View all assessments and reports produced as part of the Evaluation Campaign; • Develop / Complete the Final Evaluation Report; • Send FER to ACO/JTF Commander/Commander of MSS/MMU

            • BP-1767 Observations and Feedback

              Record observations/feedback • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – The system shall provide collaboration functions to support the MET Observers to discuss/comment on the evaluation process and products. The comments of MET observers can be an input to the certification done at ACO/JFC level. Activities: [MET Observers]: • Observe/review the evaluation process/products and provide feedback/comment if necessary

            • BP-1787 Operational Medical Support Assessment

              Develop assessment report for the whole medical support of an operation • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – As stated in [NATO AMedP-1.6, 2014], an assessment reporting of medical capabilities for the Commanders validation can take place by using the medical evaluations done for the MSSs and MMUs structured under a operation. Activitites: Develop the assessment report by utilizing the medical evaluations (e.g., FERs) done for MSSs and MMUs structured for an operation

            • BP-1912 Reference Data Management

              Manage the reference data • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – This use case is for the maintenance of the reference data in the system. Activities: Manage reference data; apply changes when STANAGs/doctrines change.

            • BP-1365 Evaluation Campaign Tracking

              Track/view Evaluation campaigns • UOR for a MEDICS Medical Evaluation Manual Capability, v1.0 (FINAL) – To view and track the evaluation campaigns, their properties and statuses. Activities: View/filter/track the evaluation campaigns per operation and/or according to defined criteria (e.g., active ones)

          • BP-1113 Casualty Rate Estimation

            The Casualty Rate Estimation (CRE) Processes describe casualty rate estimates which predict the expected Battle Casualties (BC), Disease and Non-Battle Injuries (DNBI) casualties, for a given operational scenario.

            • BP-1216 CRE Variable Settings

              The CRE Variable Settings process enables the user to perform the setting of variables that tune the Casualty Rate Estimation (CRE) algorithm. As such, this process represents the way the application logic is applied and changes will affect the results of the CRE estimation process. Settings are changed only in the context of an approval process which recognizes the implications of the changes being made. The CRE variables include a variety of user settings, the choices they may select from and the impact these choices have on CRE calculations. As an example, some of the variables can be: estimation factor (worst case, best case, average); weighting on results ; range of values; and parameters/properties/methods specific to the estimation algorithm used (e.g. confidence interval, validity, optimality, methods of derivation, etc). The variables also include casualty categories against which the CRE reports.

            • BP-1114 Casualty Rate Generation

              The Casualty Rate Generation process enables the further inquiries reading the calculation details, the output of the estimation process shall be uniquely linked to all the parameters that the estimation process took as an input: force structure, PAR, the operational scenario, estimation parameters/properties, time interval, etc. The information about (or a link to) the estimation process, the force structure, the scenario description and the estimation parameters shall be included in the outputs/reports of an estimation process. A set of CRE settings representing a particular scenario is called a CRE Profile. Each profile contains data sets relating to the Operational Scenario and the Force Structure. The CRE system will provide a CRE profile as input to the MSS system together with the estimated casualty rates. The MSS system will produce better results if the CRE system provides it with more information in the CRE profile. For example the table above can contain meta-data about the operational phase for which the estimates are given. Another useful input for MSS is a breakdown by unit; CRE can provide table like the one about for each of the units (forces) used as input for the estimation process.

            • BP-1214 CRE Profile and Estimates Publishing

              The Casualty Rate Estimation (CRE) Profile and Estimates Publishing Process enables the publication of the CRE Profile and makes estimates available to stakeholders. The casualty rates generated may be used by other planning and analysis tools to identify/validate/model the medical/logistics/personnel requirements in a NATO operation/mission and the CRE functionality shall be made available to other systems (such as the MSS capability) so that CRE profile can be defined and output generated directly through an external user interface. The system shall allow users with appropriate privileges to publish data (e.g. expose data via web services or other interface). The system shall also allow users with appropriate privileges to export data in a specific format (e.g. excel, word document, pdf).

            • BP-1213 CRE Algorithm Verification and Validation

              The CRE Algorithm Verification and Validation process enables the user to perform the analysis of Casualty Rate Estimation (CRE) results that may lead to the calibration of the CRE variable settings.

          • BP-1118 CBRN Casualty Rate Estimation

            The Chemical, Biological, Radiological and Nuclear (CBRN) Casualty Rate Estimation (CRE) Processes describe casualty rate estimates for CBRN cases.

            • BP-1119 CBRN Environment and Scenario Characterisation

              The methodology in [NATO AMedP-8(C), 2011] starts with the specification of the CBRN environment and scenario. The specification of the CBRN environment includes the estimation of the agent/or effect present in the environment with which individuals are interacting following an attack. Other elements of the CBRN environment include the estimation of the hazard area, the specification of the environment in general, and information about the attack, such as attack time. The estimate of the CBRN environment is assumed to be provided by some source outside of this methodology. A basic element of the scenario specification is the identification of icons within the CBRN environment (e.g. the group of one or more individuals defined by a common location over time). The CBRN CRE capability shall allow the user to identify the icons and their locations as a function over time. The specification of the icons may also include more details which can affect the casualty rates in the given CBRN environment, such as for each or fraction of each icon the breathing rate, vehicle or shelter type occupied, and the type of physical protection available. The list of applicable specifications depends on the type of agent or effect under consideration.

            • BP-1215 CRE Profile Definition

              The Casualty Rate Estimation (CRE) Profile Definition Process enables the representation of particular scenarios in so-called CRE Profiles. Each profile contains data sets relating to the Operational Scenario and the Force Structure. ; Operational Scenario The purpose of developing scenarios is to provide multiple operational contexts within which the application of capabilities such as CRE could be examined. Scenarios seek to facilitate analysis of how best to accomplish assigned mission tasks and satisfy target and collateral constraints. The CRE capability will produce different estimates for different scenarios. Elements that describe a possible scenario are: • Mission Type – Drives attrition rates. Examples: Article V Operation, Non Article V Crisis Response Operation, Defence against Terrorism, Peace Keeping, etc. [AJP-3.4(A), 2010] • Enemy Profile / Threat Assessment / Attrition or Engagement Types (to inform Casualty Clusters) / Battle Environment (Rural, Jungle, Urban etc.) • Operational Event Profiles (to drive clusters) • Mission Phase • Physical Environment (if shown to be applicable) ; Force Structure A mission ‘Force’ is made up of its Force Structure which is hierarchical and is required in order to identify the number, size and type of operational units for the purposes of calculating a CRE. Each force has a given PAR and Forces which include subordinate units will have a PAR equal to the sum of their subordinate's PARs. TOPFAS supports the force generation in the Operational Planning Process and the CRE capability shall be able to import the ORBAT (Order of Battle) and Statement of Requirements (SOR) force structure generated in TOPFAS. The force structure shall specify: • Combat Units (Type/size and number – e.g. 2 x Combat Brigades) • Combat Support Units (CSU) (type/size and number) • Combat Service Support (CSSU) (type/size and number) • Set relationship between units (parents, subordinate) • Other population(s) – Civilians will be included for applicable mission types The CRE capability shall also be able to construct or modify a force structure using basic force element approach (add, edit, delete force elements) or a more rapid force builder approach (select from pre-defined force structures, grouped into the following categories: ground manoeuvre forces, naval forces, and air forces.). The Capability Codes (CC) and Capability Statements (CS) provide the common “language” used in Defence and Operations Planning in order to express capabilities. [NCIA TR-2013-SPW008899-01] provides more information about Defence and Operations Planning and [NAC AC/281-N(2011)0178 (R), 2011] provides CC and CS used as ACO Force Standards and/or Combined Joint Statement of Requirements (CJSOR); these could be used as input for building the force structure. ; Mission phases A joint operation normally consists of a number of stages (or phases) starting with preparatory activities (pre-deployment), continuing with deployment and conflict and ending with post conflict. The aim of staging an operation is to maintain continuity and tempo and to avoid unnecessary operational pauses. Stages are sequential but they may overlap and it is likely that casualty rates will vary during the different phases of an operation [NATO AJMedP-1, 2009]. Users with appropriate permissions shall be able to use the CRE capability to model any stage of an operation and they shall be able to configure parameters for the different operational stages and to generate casualty rates accordingly. ; Time Interval Casualty Rates are generated for a specific category (e.g. unit, phase of the operation), for a certain PAR and for a defined time interval (days, weeks, months). The casualty rates can be calculated on a per-day basis (e.g. day 1 – 0, day 2 – 1, etc.) or aggregated for the entire time interval considered. The system shall allow users with appropriate privileges to configure a timeline for which casualty rates will be generated.

            • BP-1107 Calculation of Dose Dosage or Insult

              CBRN environment and scenario characterisation inputs are used to determine the initial exposure, or quantity of CBRN agent or effect, associated with each icon. Adjustments to this amount are then made for each icon to estimate the final dose/dosage/insult received by individuals at each icon. The calculations that are required to estimate this adjusted value depend on both the type of the agent or effect and the various parameters specifying the interaction between the individuals and CBRN environment, the characterisation of the use of warning and response, and the physical protection. For example, the availability of physical protection may reduce an individual’s final dose/dosage/insult value. These final dose/dosage/insult values are then an input to the next phase of the methodology, namely “Human Response Estimation”. In the methodology the following factors are specified to estimate the final dose/dosage/insult values: • Exposure factors such as breathing rate, and activity level. • Shielding factors which provide a passive form of protection against CBRN agents and effects. For example, for aerosolized chemical and biological agents, the air exchange rate associated with the chosen building or vehicle type is used in the ventilation shielding factor calculation. • Characterisation of warning and response process: In [NATO AMedP-8(C), 2011], warning is defined as a command-approved statement that a CBRN attack is likely, is about to occur, or is presumed to have occurred. Response is defined as the associated decision to take one or more mitigating actions; the mitigating actions themselves are considered in separate components of the dose/dosage/insult calculation methodology. For the characterisation of the warning and response, the user should determine both the availability within the scenario, and if available the time at which it occurs. This time is user defined and may be tied to scenario-specific events such as the time the first individual is exposed or the time at which some percentage of the individuals within the scenario become ill. In all cases, warning and response should be measured from the beginning of the attack. • Characterisation of the use of physical protection: Physical protection is the active use of physical barriers to prevent or reduce exposure to CBRN agents or effects. The methodology distinguishes between physical protection (initiated by command decision and typically triggered by warning) and shielding, which is an inherent characteristic of an icon related to its location.

            • BP-1501 Human Response Estimation

              The Human Response Estimation process provides “injury profiles ” that are used to describe the progression of injury severity levels over time taking the dose/dosage/insult values from previous phase as an input. These severity levels in turn are used to determine whether and when an individual is declared a casualty. According to the methodology described in [NATO AMedP-8(C), 2011] if an individual is considered a casualty at the time an injury due to a causative agent or effect first exhibits a specified “injury severity level” . For all agents and effects, the input to the human response component is the dose/dosage/insult calculated in the previous phase. Given this estimated dose/dosage/insult, the type and severity of an individual’s injury (i.e., the human response) can be estimated which to determine the casualty status of individuals over time. Although the methodology can be generalized as described above, three different approaches are taken in this phase depending on the type of agent or effect. • One approach is to estimate human response to chemical and radiological agents and nuclear effects. In this approach, the output is a set of composite injury profiles based on the dose/dosage/insults received by individuals. • One approach is to estimate human response to non-contagious biological agents. In this approach, the output consists of the number of individuals who are exposed and ill. • One approach is to estimate human response to contagious biological agents. In this approach, the output is simply the number of people in the population in various cohorts that are removed over time, either as non-infectious medical casualties or as fatalities.

            • BP-1117 CBRN Casualty Estimation and Reporting

              The final phase of the methodology focuses on the usage of the outputs of the human response estimation component to determine casualty status as categorized by Killed In Action (KIA), Wounded In Action (WIA), and Died of Wounds (DOW) and how to compile the resulting casualty estimates in a manner useful to the planner.

            • BP-1116 CBRN Algorithm Configuration

              The CBRN Algorithm Configuration process exploits the methodology given in AMedP-8. This methodology is based on assumptions and it defines parameters and properties of the casualty estimation process that can be configured. Following this process, the user (with required permissions if applicable) is able to configure a casualty estimation process.

          • BP-1718 Medical Support Operations Planning

            The Medical Support Operations Planning process describes the contribution of medical support to comprehensive operations planning. Planning and coordination of medical services and capabilities is a medical responsibility, while integrating medical support into the operations environment and implementing/enforcing recommended preventive medicine policies are part of force protection and led by the operations staff. At any time during operations planning and execution the operations staff will determine the response to any situation which may impact upon medical support to the force, and will also make decisions over allocation of scarce resources. The medical staff is responsible for ensuring that the medical implications of the courses of action (COAs) presented by the operations staff are carefully considered. Mission-tailored medical support must reflect the operational requirements.

            • BP-1700 Medical Contribution to Situational Awareness

              At the strategic level, the purpose of Phase 1 - Initial Situational Awareness of a Potential/Actual Crisis is to assist with the identification of relevant emerging crises, and to support North Atlantic Council (NAC) and/or NATO HQ staff in their NATO Crisis Management Process - Phase 1 activities. The activities at this Phase are managed by the CCOMC. They normally begin when their horizon scanning activities identify an emerging potential/actual crisis that may have implications to NATO’s security interests. On direction from the COP, the issue may be returned back to a CCOMC scanning activity, the CCOMC may build an initial understanding of and monitor the crisis and/or conduct an initial estimation of the crisis and its possible implications to NATO, and/or it can elevated to NATO HQ. In addition, SHAPE may also support NATO HQ staff, as appropriate and directed, with the development of any initial advice. Basic Flow: Medical related activities can include: • Provide medical contribution to Situational Awareness (COPD Chapter 3.5): • Contribution to the development of appropriate indications and warnings and initial appreciation of relevant emerging crises, if applicable. • Contribution to the determination of possible threats and risks to NATO security interests with respect to environmental and humanitarian disaster. • Develop an understanding of the system with regard to medical aspects such as identifying medical key personalities, organizations, facilities, features and materiel of each system. • Determine SACEUR’s Critical Information Requirements (CCIR), Priority Intelligence Requirements (PIR), other information and knowledge requirements relevant to medical situation. Establish information requirements about international engagement (IO, GO and NGO) in Area of Interest (COPD Chapter 3.7). • Build the related medical knowledge base

            • BP-1701 Medical Contribution to Strategic Assessment

              The purpose of Phase 2 - Strategic Assessment is to develop and coordinate SSA of an emerging or potential crisis in support of the Political-Military Estimate. A strategic assessment may also be conducted for an on-going NATO operation as part of work leading to development of a revised OPLAN. Basic Flow: Medical related activities can include: • Recommend activation of pre-authorized medical related Crisis Response Measures (CRM). Contribution to the preparation and/or deployment of an Operational Liaison and Reconnaissance Team (OLRT) (COPD Chapter 3.10 (f)). • Identify and analyse medical key issues and factors such as influence of natural environment, medical CBRN, social aspects emanating from medical situation (health, welfare, displaced persons, refugees), and medical infrastructure, etc. (COPD Chapter 3.11-3.12). • Appreciate any medical support by potential host nations (HNs) in the crisis area (COPD Chapter 3.15 (b)). • Determine the strategic (medical) issues requiring an international (medical) response (COPD Chapter 3.11). • Contribute to the identification of threats and risks. Contribute to the estimation of casualty rates (COPD Chapter 3.14). • Contribute to the appreciation of the international interests and engagement in the crisis. Identify the main IO, GO, NGO in the crisis area including those engaged in humanitarian aid, refugees and displaced persons, and medical care. Determine potential cooperation and/or contributions (COPD Chapter 3.13).

            • BP-1699 Medical Contribution to MRO Development

              The purpose of Phase 3 – Military Response Options Development is to finalize the desired NATO end state and further develop the strategic, political and military response strategy for the organization to deal with the crisis at hand. At this phase, operational level planners send their "Operational Advice" to the drafted MROs. Medical contribution in this Phase can include: • Contribute to the estimation of casualty rates for each MRO • Provide medical input to threat and risks for each MRO which can be based on casualty rate estimates (COPD Chapter 3.22 (e)) • Provide Medical Support Requirements (Medical Support Concept) for each MRO (COPD Chapter 3.22 (e)) • Principles, responsibilities, appreciations for Host Nations Medical Support, medical capability requirements, initial appreciations for multinational solutions/contracts

            • BP-1708 Medical Contribution to the Strategic CONOPS Development

              The purpose of Phase 4a is to detail SACEUR’s concept for the conduct of a NATO-led military operation, in concert with other non-military and non-NATO efforts, to achieve the NATO Military Strategic Objectives (MSOs) and establish conditions required to assist in the achievement of the desired NATO end state. During this phase the weight of effort switches from the strategic level to the operational level. The development of the strategic CONOPS relies heavily on the work of the operational level, especially their development of the operational requirements to support COM JHQ’s concept for the operation, including the deployment, employment, and sustainment of forces. This input is normally provided, in addition to regular collaborative activity between the RDG and the JOPG, through submission of a draft operational CONOPS. At the beginning of this phase, the Strategic Planning Directive (SPD) is developed and sent to the operational level HQ, enabling COM JHQ to conduct an Operational Estimate and issue timely guidance to subordinates. Basic Flow: Medical contribution in this Phase can include: • Update the medical support concept of the selected military response option. Provide guidance to the medical planning community (COPD Chapter 3.27 (c)). • Develop the medical support concept in the SPD by building on the medical support concept of the selected MRO (COPD, Chapter 3.29 (b.4, c, and e)). • Provide medical contribution to Strategic CONOPS development (in collaboration with operational level medical planner): • Define the medical support concept including the optimal methods of medical support arrangements including multinational integrated medical units or medical framework/lead nation requirements (COPD, Chapter 3.36 (b.4)) • Contribute to the medical portion of Deployment & Sustainment Concept (COPD Chapter 3.36 (d)) • Provide medical contribution to the strategic CONOPS Main Body (COPD Chapter 3.36-b(4)) • Develop the medical Annex to strategic CONOPS (COPD Chapter 3.36 (b.4)) • Coordinate Operational Requirements (COPD Chapter 3.33) • Review medical resources in the illustrative SORs (i.e., CJSOR, TCSOR, and Manpower SOR)

            • BP-1702 Medical Contribution to Strategic OPLAN Development and Force Generation

              The purpose of Phase 4b is first to identify and activate the forces and capabilities required to implement the strategic CONOPS and accomplish the mission within acceptable risks. Second, it specifies, for MC endorsement and NAC approval, the sequence of the strategic activities and operations, including the deployment, employment, sustainment and C2 of NATO-led forces, for the accomplishment of the agreed NATO military mission, as well as the possible necessary interaction required with cooperating non- NATO entities. Phase 4b involves two interrelated processes (Strategic OPLAN Development and Force Generation) that must be harmonized to ensure that the plan being developed is adequately resourced in terms of the capabilities being generated. They are conducted in parallel at the strategic and operational levels to: identify and confirm national commitments; to balance the force package against mission requirement; and to appreciate risks from any critical shortfalls. The activation and pre-deployment of enabling forces may also be included. Basic Flow: Medical contribution in this Phase can include: • Coordination of medical contribution to Force Generation (i.e., identification of medical shortfalls, the development of Provisional TCSOR, Provisional CJSOR, Draft CJSOR, Draft TCSOR, and Allied Force List (AFL)) • Provide medical contribution to the international legal arrangements (i.e., definition of the status and/or authority of medical personnel and assets in Status of Forces Agreements (SOFAs), HNS agreements) (COPD Chapter 3-51.b) • Medical Contribution to Force Protection (COPD Chapter 3-59.a) • Provide medical contribution to strategic OPLAN: Main Body (Figure 3.11 in COPD) • Responsibility • Health threat & risk • Prioritized medical functions • Host Nation(s) support • Provide medical contribution to strategic OPLAN: Annex QQ - Medical Support Plan (Figure 3.11 in COPD): • Assumptions • Medical Support Concept (Medical functions (Force Health Protection, MEDINTEL, Medical Evacuations, Surgery, Hospitalization, Medical Logistics, CBRN), Support to LN, GO, IO, NGO, HNS) • Medical C2 (CCIR, Reporting, Roles & Responsibilities) • Plan Medical Force Preparation and Sustainment including evaluation and certification of forces (COPD Chapter 3.57 (c.3)) – relates to Medical Evaluation process, see [Bi-SC MEDICS MEM UOR, 2014].

            • BP-1698 Medical Contribution to Initial Situation Awareness of a Potential or Actual Crisis

              The purpose of Phase 1 - Initial Situational Awareness of a Potential/Actual Crisis is to assist NATO with the identification of emerging crises that have relevance to NATO’s security interests and support the SACEUR/SHAPE staff in their strategic OPP Phase 1 activities. Basic Flow: Medical contribution in this Phase includes: • Provide medical contribution to Initial Understanding of an Emerging Crisis (if applicable) • Appreciate Existing Information and Intelligence • Identify Information, Intelligence and Knowledge Requirements: Develop CCIR, PIR, CIKR, PIKR • Provide medical contribution to Initial Military Advice (if applicable) • Contribute to the related medical knowledge base

            • BP-1703 Medical Contribution to the Operational Appreciation of the Strategic Environment

              The purpose of Phase 2 - Operational Appreciation Of The Strategic Environment is twofold: first, to understand the strategic situation, the nature of the problem, NATO’s desired end state, and NATO strategic objectives, including if articulated military strategic objectives (MSOs), through SSA and second, to provide operational advice to SACEUR on the draft strategic MROs. Basic Flow: Medical contribution to the appreciation of SSA can include (COPD Chapter 4.12.d.5, 4.13.b, 4.14.a): • Identify and analyse medical key issues and factors such as influence of natural environment, medical CBRN, social aspects emanating from medical situation (health, welfare, displaced persons, refugees, etc.), medical infrastructure, etc. • Review International Commitments by identifying the main IO, GO, NGO in the crisis area including those engaged in humanitarian aid, refugees and displaced persons, and medical care: Determine potential roles for NATO to enable international efforts, gain synergies and limit interferences, including security and theatre logistic (including medical) support. • Contribute to the appreciation of potential strategic risks and threats Medical contribution to the operational advice to (Draft) MROs can include (COPD Chapter 4.19, 4.20): • Populate the annexes of the operational advice template as provided in Annex D Appendix 1. • Appreciate the conditions described in the NATO end state, to evaluate the effectiveness of each MRO to contribute to establishing these conditions and achieving the end state. (means-ends analysis) • Appreciate Force Capability Requirements. • Appreciate the Main Support Requirements. The JOPG with input from designated subordinate and component commands must appreciate the main implications of the logistics, engineering and medical support requirements for each option to verify feasibility in terms of: • Consider pre-deployment of enabling forces • Operational Evaluation of MROs: JOPG should review the main strategic factors related to time, space, forces/actors and information within the theatre to identify risky situations and their possible consequences on the accomplishment of an operational military mission and force. • Develop Conclusions

            • BP-1706 Medical Contribution to the Operational Estimate and Mission Analysis

              The purpose of Phase 3a - Operational Estimate – Mission Analysis is to understand the problem, the operational environment and the mission. Mission analysis consists of an in-depth analysis of the crisis situation to determine the operational problem that must be solved and the operational conditions that must be established. It identifies the key operational factors that will influence the achievement of those conditions, and any limitations on the Commander’s freedom of action for the development of an overall operational design. The main outcome of Phase 3a is the Commander’s initial operational design, with the Commander’s planning guidance, and the Operational Planning Guidance (OPG) to formally trigger the Mission Analysis at the component level. Basic Flow: Following activities can be done from a medical perspective: • Initiate mission analysis: preparation and deployment of medical staff in OLRT (COPD Chapter 4.24.f) • Understand the operational environment and the main actors: on health and medical situation (COPD Chapter 4.25.c) • Contribute to the analysis of the mission (if required): seek answers to: what conditions must be established, what effects are required, what are the operational actions, What are the operational implications of time, space, forces/actors, what capabilities, support and preconditions for success, what limitations, what are the (plausible) assumptions, what are the outline requirements for civilian-military interaction, what operational risks (COPD Chapter 4.26.a) • Identify and analyse factors (medical): develop factor/deduction/conclusion tables (COPD Chapter 4.26.c) • Determine key factors (COPD Chapter 4.26.e) • Contribute to the Centres of Gravity analysis (COPD Chapter 4.26.f) • Appreciate limitations on operational freedom of action (COPD Chapter 4.26.g) • Determine assumptions (COPD Chapter 4.26.h) • Determine critical operational requirements: information and knowledge requirements, critical operational support & resource requirements, preconditions for success, requirements for interaction with international and national actors, strategic communication and information strategic requirements, CRM (COPD Chapter 4.26.i) • Contribute to the operational risks (COPD Chapter 4.26.j) • Contribute to and review the Operational Design (COPD Chapter 4.27) • Estimate initial force/capability and C2 requirements - contribute to troops-to-actions analysis (COPD Chapter 4.28) • Review critical operational requirements and CRMs (COPD Chapter 4.29) • Contribute to Mission Analysis Brief (MAB) (COPD Chapter 4.30) • Contribute to issuing of OPG (includes many of the above mentioned items)

            • BP-1705 Medical Contribution to the Operational Estimate and COA Development

              The purpose of Phase 3b - Operational Estimate – COA Development is to develop COAs from which one will be selected. Basic Flow: Following activities can be done from a medical perspective: • Contribute to the Development of Own COAs (COPD Chapter 4.35). • Analyse opposing COAs and factors influencing COA Development • Analyse own COAs • Contribute to the conduct Troops-to-Actions analysis: determine the most effective/efficient theatre level support capabilities to support the operational force and the supplemental support capabilities required by component. • Appreciate the force availability: for each COA to appreciate whether the required force/capabilities are likely to be available and ready given the warning time for the operation. • Analyse COAs (COPD Chapter 4.37): For each COA consider doing Casualty Rate Estimation (CRE), medical risk analysis and viability analysis. Contribute to COA Synchronization Matrix (e.g., Service and Support) • Contribute to plan and conduct COA decision briefing (COPD Chapter 4.38) • Contribute to refine selected COA (COPD Chapter 4.39) • Contribute to the Operational Planning Directive (OPD)

            • BP-1704 Medical Contribution to the Operational CONOPS Development

              The purpose of Phase 4a – Operational CONOPS Development is to detail COM JHQ’s concept for the conduct of a NATO-led military campaign or operation, in concert with other non-military and non-NATO efforts, to achieve the NATO military operational objectives and establish conditions required to assist in the achievement of the strategic objectives and the desired NATO end state. The operational CONOPS, developed in collaboration with the strategic and component levels, is the formal expression of the Commander’s intent for the conduct of the campaign or operation, including the deployment, employment, and sustainment of forces. It includes the required detail to outline the necessary operational requirements to realize this vision. Basic Flow: Following activities can be conducted from a medical perspective: • Medical contribution to Operational CONOPS Main Body. The following sections may be applicable for medical consideration: • Operational Direction: Forces and Resources, Cooperation with Others Actors, Risk Management • Execution: Coordinating Instructions (i.e., Specific requirements, direction and priorities): CCIR, medical CRMs, Force Protection, CBRN Defence, Environmental Protection, Public Affairs, Civ-Mil Coop, Operations Assessment, Lessons Learned • Concept for Service Support • Development of Medical Support Concept • The following sections require coordination with the medical planner: Logistic Support Concept, Logistic Standards and Requirements, Host Nation Support Concept, Supply & Maintenance, Contractor Support, Finance. • Development of Annex QQ - Medical. • The following Annexes may require coordination with the medical planner: Logistics: from a medical perspective, Staging and entry into the JOA, Logistic command, control and co-ordination relationships, Reporting procedures, Force Protection, Environmental Support, NCRS, including implementation of specific CRMs, Intelligence, Legal, Operations Assessment, Public Affairs. • Medical contribution to the development of operational requirements, i.e., 'illustrative' CJSOR, illustrative' TCSOR, 'illustrative' manpower SOR. • Recommendations for additional CRMs. • Medical contribution to Review & Update Operational CONOPS & SORs: • Review draft component CONOPS & update draft CONOPS • Review illustrative component SORs & update illustrative SORs.

            • BP-1707 Medical Contribution to the Operational OPLAN Development

              The purpose of Phase 4b – Operational OPLAN Development is to develop the arrangements and further specify the required activities to implement the operational CONOPS; and to specify the conduct of operations, including the deployment, employment and sustainment of forces. Basic Flow: Following activities can be conducted from a medical perspective: • Medical contribution to Operational OPLAN Main Body. The following sections may be applicable for medical consideration: • Operational Direction: Forces and Resources, Cooperation with Others Actors, Risk Management • Execution: Coordinating Instructions (i.e., Specific requirements, direction and priorities): CCIR, medical CRMs, Force Protection, CBRN Defence, Environmental Protection, Public Affairs, Civ-Mil Coop, Operations Assessment, Lessons Learned • Concept for Service Support • Development of Medical Support Concept • The following sections require coordination with the medical planner: Logistic Support Concept, Logistic Standards and Requirements, Host Nation Support Concept, Supply & Maintenance, Contractor Support, Finance. • Development of Annex QQ - Medical. • The following Annexes may require coordination with the medical planner: Logistics: from a medical perspective, Staging and entry into the JOA, Logistic command, control and co-ordination relationships, Reporting procedures, Force Protection, Environmental Support, NCRS, including implementation of specific CRMs, Intelligence, Legal, Operations Assessment, Public Affairs. • Review draft Component plans & update draft operational OPLAN with the Annex QQ

          • BP-1696 Medical Capability Management

            The Medical Capability Management process describes all activities to use the Medical Capability Directory (MCD) and provide an accessible directory that nations can utilize to catalogue their medical capabilities that are likely to be employed within a NATO environment, and to review the medical capabilities of other nations. The “core” MCD process is as follows: • The administrators of the MCD (e.g. ACO) set the definitions of the medical capabilities. • Nations catalogue their medical capabilities, i.e. those medical capabilities that are likely to be employed within a NATO environment. Each nation has a reviewer who will approve the medical capabilities that have been catalogued. • An appointed lead nation for an MMU, ACO or another command, will (initially) plan operations (i.e. MMUs) using the approved catalogued medical capabilities. • The lead nation for an MMU, ACO or another command, will export the initially planned operations or the (raw) catalogued medical capabilities, in order to be used in the further medical support planning process. Furthermore, at all times: • The administrators of the MCD ensure that the definitions of the medical capabilities are kept up to date. • Nations ensure that their catalogued medical capabilities are kept up-to-date. • Nations, ACO and other commands (can) read and query the catalogued medical capabilities of all the nations. • The administrators (can) retrieve logon statistics and logs on any changes made to medical capability data.

            • BP-1693 MCD Medical Capability Addition

              The MCD Medical Capability Addition process describes the activities to add a medical capability (i.e. module) to the Medical Capability Directory (MCD). The purpose of the MCD is to create a catalogue of the medical capabilities of the nations. Basic Flow: # The member enters the parent service or selects a previously entered service (for their nation). # The member enters the parent unit or selects a previously entered unit (for the applicable service). # The member enters the name of the module and other details. # The member selects the module type. # The member enters the capabilities by selecting capability types. # For each capability, the member enters the skills by selecting skill types. # The member saves the module. Alternative Flows: Steps 2-4 may be executed in any order.

            • BP-1694 MCD Planned Operation Addition

              The MCD Planned Operation Addition process describes the activities to add an operation to the Medical Capability Directory (MCD). The MCD allows for initially planning operations, i.e. Mobile Medical Units (MMUs), using the approved catalogued medical capabilities. Basic Flow: # The member enters the name of the operation and other details. # The member defines the MMUs; for each MMU: #* The member enters the name of the MMU and other details. #* The member selects the role. #* The member selects the modules (from a listing of modules that only displays those modules that are applicable for the selected role). # The member saves the operation. Alternative Flows: Steps 2a-2b may be executed in any order.

          • BP-1721 Medical Support Simulation

            The Medical Support Simulation process describes all activities to support planning for operations with medical support simulation. Operations include: • Specific operations under consideration, in planning or underway (“the mission”). This is the domain of strategic and operational level planning staff. • Training exercises (“the training mission”). This is the domain of strategic and operational level planning staff. • Operations which may occur in the future (“a mission”). This is within the realms of contingency planning and the NATO Defence Planning Process. NATO planning is conducted at all levels, i.e. from the North Atlantic Council down to the operational level, including consultations at the tactical level. The Comprehensive Operations Planning Directive (see [ACO COPD, 2013]) describes the military aspects of operations planning as the responsibility of the Supreme Allied Commander Europe. He is responsible for developing Military Response Options (MROs), delivering the strategic Concept of Operations (CONOPS) and the strategic-level Operations Plan (OPLAN). Appropriate CONOPS and OPLANs are also developed at the operational level and below and the operational-level contributes towards the development of many of the strategic-level planning products, including the Combined Joint Statement of Requirements which is the vehicle for determining which forces will be required to deploy in support of the mission. It is developed iteratively with the CONOPS and OPLAN. Together these planning products address the availability and capability of facilities and resources which may be available to the mission commander. In the medical domain these include the availability and quality of host nation logistic infrastructure, facilities and related medical capabilities, options for contracting the support of third parties and the availability of military medical capability. While the early phases of planning emphasises the gathering of available information, later planning phases begin to address the required mix of forces and capabilities to meet the operational requirement. At this point a wide range of factors are examined as part of a detailed mission analysis and theatre requirements begin to take shape. It is during the development of feasible MROs and the detailed analysis of the selected MRO when the MSSC is likely to be of greatest use. It will allow for an assessment of relevant factors, gathered and developed during the operational-level ‘Phase 2’ to contribute directly the mission analysis in the operational-level ‘Phase 3a’. The MSSC’s utility may also extend into the development of courses of action and the data generated may contribute directly to the production of the CONOPS.

            • BP-1112 Casualty Profiles and Medical Capabilities Maintenance

              The Casualty Profiles and Medical Capabilities Maintenance process describes the activities to maintain Casualty Profiles and (generic) medical capabilities (i.e. Medical Treatment Facilities and Medical Evacuation Assets), in order to be able to generate a Casualty Stream and in order to be able to simulate the treatment and evacuation of casualties. Basic Flow: • Create, update or import Casualty Profiles • Create, update or import (generic) Medical Treatment Facilities • Create, update or import (generic) Medical Evacuation Assets Alternative Flows: All steps may be executed in any order. Assumptions: Casualty profiles are available, including the types of injuries and diseases (that are to be simulated), treatment profiles for each injury and disease and prevalence data. Deriving such prevalence data may require the availability of the following MEDICS capabilities: • MEDICS Trauma Registry capability. • MEDICS Disease Surveillance (System) capability. • MEDICS EPI-NATO capability. • MEDICS Medical Reporting capability. The definitions of ‘generic’ medical capabilities are available and/or information on actual medical capabilities is available, e.g. MTFs and medical evacuation assets, defining the capability and capacity of such capabilities.

            • BP-1115 Casualty Stream Generation

              The Casualty Stream Generation process describes the activities to generate a casualty stream for the simulation of the treatment and evacuation of casualties, which is to provide a POI (not required for basic mode), a time of injury and a type of injury or disease for each casualty. The primary input is the Casualty Rate Estimates (provided by the MEDICS Casualty Rate Estimation capability), as well as the CRE Profile for generating these estimates. The CRE Profile may not provide all the information required to generate a Casualty Stream, and therefore may have to be amended with further data. For example, the CRE Profile may not contain the Force Structure. This Force Structure may be needed to generate the Casualty Stream. Basic Flow: • Import Casualty Rate Estimates (and associated CRE Profile) • Amend CRE Profile • Create, update or import Force Structure (not required for basic mode) • Assign locations and operating areas to units (this may be done by dragging and dropping onto a map) • Generate Casualty Stream Assumptions: A MEDICS Casualty Rate Estimation capability is available to provide CRE. Operational information is available, including: • The force structure. • The operational scenario.

            • BP-1020 Advanced Mode Simulation Run

              The Advanced Mode Simulation Run Process describes the activities to define the locations of Medical Treatment Facilities, Medical Evacuation Assets as well as Transportation Networks. Advanced mode will simulate the treatment and evacuation of casualties and will generate an Advanced Report. Basic Flow: • Select advanced mode • Select generic Medical Treatment Facilities or create or import (actual) Medical Treatment Facilities • Assign locations to Medical Treatment Facilities (this may be done by dragging and dropping onto a map) • Select generic Medical Evacuation Assets or create or import (actual) Medical Evacuation Assets • Assign locations to Medical Evacuation Assets (this may be done by dragging and dropping onto a map) • Create or import Transportation Networks • Run simulation in advanced mode. (either in fast running mode or slow/visual running mode) Alternative Flows: • Steps 2 and 3 may be executed at any moment after step 1 and before step 7. • Steps 4 and 5 may be executed at any moment after step 1 and before step 7. • Step 6 may be executed at any moment after step 1 and before step 7. Assumptions: Casualty profiles are available, including the types of injuries and diseases (that are to be simulated), treatment profiles for each injury and disease and prevalence data. Deriving such prevalence data may require the availability of the following MEDICS capabilities: • MEDICS Trauma Registry capability. • MEDICS Disease Surveillance (System) capability. • MEDICS EPI-NATO capability. • MEDICS Medical Reporting capability. The definitions of ‘generic’ medical capabilities are available and/or information on actual medical capabilities is available, e.g. MTFs and medical evacuation assets, defining the capability and capacity of such capabilities. Transportation network information is available (if needed).

            • BP-1102 Basic Mode Simulation Run

              The Basic Mode Simulation Run process describes the activities to define locations and not include evacuations. Basic mode will generate a Basic Report which will list the number and types of Medical Treatment Facilities required to treat the provided Casualty Stream. The user shall be able to run basic mode without having to supply any further input. Basic Flow: • Select basic mode. • Run simulation. Assumptions: Casualty profiles are available, including the types of injuries and diseases (that are to be simulated), treatment profiles for each injury and disease and prevalence data. Deriving such prevalence data may require the availability of the following MEDICS capabilities: • MEDICS Trauma Registry capability. • MEDICS Disease Surveillance (System) capability. • MEDICS EPI-NATO capability. • MEDICS Medical Reporting capability.

            • BP-1975 Simulation Results Review

              The Simulation Results Review process describes the activities by the user to review the results that have been generated upon completion of the simulation. For basic mode, this will be the Basic Report. For advanced mode, this will be the Advanced Report. The user shall be able to select different ways of visualizing the results. Basic Flow: • Select reporting options. (e.g. charts) • Review Basic Report (or) Review Advanced Report

        • BP-1716 Medical Mission Management

          Managing medical missions includes tracking and regulating patients, reporting and maintaining the Recognized Medical Picture.

        • BP-1152 Clinical Support

          Clinical support includes maintenance of Electronic Treatment Records and Trauma Registry. The quality of medical records (or medical information) has a significant impact on the quality of care. In a multinational environment medical documentation requires common standards concerning language, key information and formats to be interoperable throughout the theatre of operations and in all national contingents. Clinical records, including post-mortem reports and evidence related to deaths in theatre, must respect medical confidentiality and be accurately maintained for the use of official national or international audit and boards of inquiry. Medical personnel will ensure that documentation of medical treatment is noted on official medical records and medical confidentiality is respected.

          • BP-1324 Electronic Treatment Records Management

            The Electronic Treatment Records (ETR) Management Process describes the activities to securely transfer ETRs between national ETR capabilities, primarily in NATO operations, in order to support the provision of the best possible patient care, while protecting patient privacy. In order to support the treatment of patients, and in order to support the planning of the evacuation of patients, medical care providers require access to the ETRs of those patients. If patients are being treated at a Medical Treatment Facility (MTF) that is led by their home nation, it is assumed that the medical care providers at that facility have “direct” access to the ETRs of those patients (through the national ETR capability), and such use case is out of scope for the capability described in this UOR document. However, if the patients are being treated at an MTF that is not led by their home nation, there is a need to transfer the ETRs of those patients between the ETR capability of their home nation and the ETR capability available to the medical care providers at the MTF. The transfer of ETRs is between national ETR capabilities. This transfer must happen securely and according to NATO’s requirements described in [NC3A RD-3140, 2011]. These requirements impose the use of attribute based access control.

            • BP-1352 ETR Retrieval

              The Electronic Treatment Record (ETR) Retrieval Process describes the activities by a medical care provider (from nation A) to access the ETR of the patient (from nation B), in order to support the treatment of that patient or in order to support the planning of an evacuation of that patient. Basic Flow: • Medical care provider requests access to the ETR. • ETR capability A validates the credentials of medical care provider. • ETR capability A issues and caches security token A. • ETR capability A requests a security token from ETR capability B; this security token request includes security token A. • ETR capability B validates security token A. • ETR capability B issues security token B. • ETR capability B send security token B to ETR capability A. • ETR capability A caches security token B. • ETR capability A sends an ETR access request to ETR capability B; this ETR access request includes security token B. • ETR capability B validates security token B. • ETR capability B authorizes the ETR access request. • ETR capability B sends the ETR to ETR capability A. • ETR capability A caches the ETR. • Medical care provider accesses the ETR. Alternative Flows: If a cached security token B is available, steps 2-8 are skipped. If (only) a cached security token A is available, steps 2-3 are skipped.

            • BP-1354 ETR Treatment Update

              The Electronic Treatment Record (ETR) Treatment Update Process describes the activities by a medical care provider (from nation A) to provide an update on the provided treatment after completing that treatment of a patient (from nation B), which will be added to the ETR of the patient. Basic Flow: • Medical care provider treats the patient and records this treatment. • ETR capability A saves the records of the treatment. • Medical care provider completes the treatment of the patient. • Medical care provider requests to send an update on the recorded treatment to ETR capability B. • ETR capability A validates the credentials of medical care provider. • ETR capability A issues and caches security token [A]. • ETR capability A requests a security token from ETR capability B; this security token request includes security token [A]. • ETR capability B validates security token [A]. • ETR capability B issues security token [B]. • ETR capability B send security token [B] to ETR capability A. • ETR capability A caches security token [B]. • ETR capability A sends an ETR treatment update request to ETR capability B; this ETR treatment update request includes security token [B]. • ETR capability B validates security token [B]. • ETR capability B authorizes the ETR treatment update request. • ETR capability B adds the ETR treatment update to the ETR and saves the ETR. Alternative Flows: If a cached security token is available, steps 4-6 are skipped.

            • BP-1353 ETR Security Policies Management

              The Electronic Treatment Record (ETR) Security Policies Management Process describes the activities by an administrator (from nation A) to manage the security policies of ETRs. Basic Flow: • Administrator creates new security policies. • Administrator updates existing security policies. • Administrator deletes existing security policies. Alternative Flows: All steps may be executed in any order.

        • BP-1491 Health Surveillance

          Maintain Health Surveillance encompasses Disease Surveillance, the NATO Epidemiological (EpiNATO) program, and Force Health Monitoring processes that support force medical readiness. The Force Health Status is continuously monitored through ongoing activities, including the development and maintenance of a comprehensive Prophylaxis library. This library serves as a vital reference for operational planning and assessing the medical preparedness of units, both for ongoing missions and standby elements within the NATO Response Force (NRF). As units are assigned to missions, specific health and vaccination data can be retrieved from national sources and compared against the library standards to evaluate readiness and inform the Commander’s risk assessment, with immunization coverage also considered during Casualty Rate Estimation (CRE). As prophylaxis data accumulates in the system, advanced querying, analysis, and reporting capabilities will enable commanders and stakeholders to better understand health-related risks and force readiness levels. These tools will support trend analysis, key performance indicator (KPI) calculations for force health protection, and lessons learned documentation. The system will allow users to access insights through text-based forms or map views, with geo-referenced query results quickly exportable to the MEDICS layer within the Coalition Operations (COP) tools. Additional processes include maintaining libraries of bioweapons countermeasures reported by nations and compiling a Reference Information Library containing standards, disease symptoms, diagnostics, treatments, vaccination protocols, and medical intelligence—linked to sources whenever possible—to support comprehensive health surveillance and decision-making. The system administrator will oversee routine maintenance of lookup values, operation names, regions, countries, diseases, and application groups to ensure data integrity and accuracy.

          • BP-1474 Force Health Status Monitoring

            The Force Health Status (FHS) Monitoring Processes describe all activities for recording and sharing information about their standing practices of prophylaxis for a set of military relevant diseases for nations.

            • BP-1103 Biological Warfare Countermeasures Library

              The Biological Warfare (BW) Countermeasures Library Process describes the activities by a national user to report the nation’s countermeasures against BW agents. Basic Flow: # Receive data from nations # Load and maintain Biological Warfare (BW) medical countermeasures from nations in narrative format #* Preventive #* Post-exposure Assumptions: The data provided will be narrative text. Not every nation is expected to send information.

            • BP-1792 Operational Unit Prophylaxis Data Capture

              The Operational Unit Prophylaxis Data Capture process describes the activities by nations to report on the total number or percentage of their units having disease immunity (through prophylaxis practices). These units are expected to be the ones contributing to a NATO mission or operation. Basic Flow: # Receive/Request unit prophylaxis coverage data from Troop Contributing Nations (TCN) or nations providing the NRF. # Capture (operational) unit prophylaxis data #* for assigned units not yet earmarked for a specific mission. #* for operationally committed units. #* capture additional national prophylaxis requirements for a specific mission environment and update the National Prophylaxis Library accordingly. Assumptions: For NATO Response Force (NRF)-assigned units the National Prophylaxis Library will contain all extant recommendations. The nations will simply report on their unit immunity ratios per disease mentioned in their National Prophylaxis Library entries. Once a mission is identified nations may determine additional measures (e.g. vaccines against diseases) appropriate to the specifics of the environment. These may be added to the National Prophylaxis Library and reported against by the nations for the Units assigned to the mission.

            • BP-1455 FHS Reference Information Library Maintenance

              The Force Health Status (FHS) Reference Information Library Maintenance Process describes the activities by an authorized user to compile and maintain the FHS Reference Information Library which provides centralized and easy access to information deemed relevant to FHS such as STANAGS, standards, recommended readings, disease symptoms, diagnosis, treatments, vaccination and medicine information, dosage, side effects, adverse effects, disease surveillance and medical intelligence and the like. Basic Flow: # Manage reference information by #* Identifying, locating and entering the information to the library #* Updating/modifying necessary parts #* Deleting obsolete or irrelevant information Exceptions: Links to information sources do not work Assumptions: Only links to the sources will be provided whenever possible and the content otherwise.

            • BP-1762 National Prophylaxis Library Query

              The National Prophylaxis Library Query process describes the activities to query the National Prophylaxis Library. The National Prophylaxis Library used by a national user to declare the nation’s standard, conditional and other vaccination and chemoprophylaxis practices for an application group (of personnel) against a set of diseases (possibly with constraints of region/AOI, mission or operation). Queries can be based on any single parameter or combination of parameters including nations, regions/AOI, missions/operations, applicable groups and diseases, and may be generated by selecting them from a list or, where appropriate, from a map view e.g. by clicking on a region of a map. Where there is no data the query result will indicate that data is not available rather than simply omit the result. For example if a query seeks all nations which do not consider Diphtheria to be a Standard vaccine for Alert Forces, the resulting list of nations would include those for which this is the case as well as those nations for which there is no information yet in this category. This process is an on-going and routine background activity in support of forces and operationally-assigned unit prophylaxis readiness. Basic Flow: # Request / receive data from nations # Load and maintain data into the National Prophylaxis Library # If a declared vaccine is not found in the vaccines list (a kind of FHS Lookup Data), it is added to the list. # Query the National Prophylaxis Library (by nation, region, applicable group or disease, or any combination of these parameters). # Review and if required save / export the results. Alternative Flows: # Precondition: There is no national entry in the library # As a spin off activity of FHS_UC_05, the vaccines declared are used to create a national entry in the library, or modify an existing entry with a region/AOI or mission/operation constraint. Assumptions: Query window can either be a field/list based form or a map view and the query results can be populated in a text/tabular form or when applicable, on the map view.

            • BP-1921 Report Readiness by Operation

              The Report Readiness by Operation process describes the activities to extend the standard query functionality outlined in Use Case 4 to include unit prophylaxis data. Reporting readiness by operation is specific to an operation and of utility to the operations planning process by providing the Commander with an element of his medical risk assessment. Process Reference: COPD Phase 4b, Phase 5 and Phase 6. Basic Flow: # Choose to report by a single nation, selected nations or for all TCNs associated with the mission or with units assigned to the NRF. # Identify shortfalls and make recommendations. # Review and if required save / export the results. Assumptions: There is at least one operation/mission on which the query is based.

            • BP-1454 FHS Lookup Data Maintenance

              The Force Health Status (FHS) Lookup Data Maintenance Process describes the activities done by the system administrator to manage the constant values and lookup tables that lay the ground work for initializing the FHS workspace. The data includes, but is not limited to, the names of diseases/vaccinations, nations, application groups, regions, operations, Biological Warfare (BW) agents, etc. Process Reference: This process is a background activity which’s execution is occasionally invoked manually by the system administrator or triggered automatically by data input into the system. Basic Flow: # Manage meta-data manually by #* Entering the necessary constant values and lookup data into the system #* Updating/modifying necessary meta-data parts #* Deleting obsolete or irrelevant items Alternative Flows: # Any referential information such as the kinds mentioned in the Description field coming with the national input that are not already in the list may be added to the list Assumptions: When new constants or lookup values appear via the Alternative flow, their reception may be automatically approved or after a manual decision process.

        • BP-1709 Medical Evacuation

          The business process for Medical Evacuation (MedEvac) facilitates the movement of patients under continuous medical supervision to and between Medical Treatment Facilities (MTFs), ensuring timely and coordinated care. MedEvac involves relocating wounded, injured, or ill personnel while maintaining ongoing medical support to stabilize and treat them during transit. It is a critical component of the continuum of care, conducted during military operations by designated assets equipped to deliver in-transit care that meets or exceeds the medical standards of the originating unit, ensuring patients receive appropriate treatment throughout the evacuation process.

        • BP-1714 Medical Intelligence Management

          The Medical Intelligence (MEDINTEL) Management process facilitates collaboration and sharing of medical intelligence products within a mission to support operational decision-making. It begins with requesting Medical RFIs, which are specific inquiries for additional medical information submitted by authorized users. These requests are managed by RFI managers who validate, assign, and produce final intelligence reports. Managing tasks is a key element, involving the coordination of information collection from diverse sources. MEDINTEL Information Managers create tasks, which are overseen by Task Coordinators responsible for execution and final product submission. The development of MEDINTEL products is a collaborative effort between medical and intelligence professionals, ensuring expertise and operational needs are integrated. Additionally, personnel submit relevant medical information, such as alerts and observations, which are incorporated into threat assessments to enhance operational insights.

          • BP-1676 Manage RFI with Medical Interest

            Producing medical intelligence starts with an RFI with medical interest. This use case describes managing this RFI. Priority Intelligence Requirements are defined Basic Flow: • Maintain or import Request for information • RFI Submitter creates and RFI with medical interest • RFI Manager updates the RFI with medical interest The RFI is followed by a response from the RFI Manager

          • BP-1671 Manage MEDINTEL Tasks

            In response to an RFI with medical interest the MEDINTEL Virtual Network is tasked with creating medical intelligence products. This use case describes managing tasks to fulfil the RFI. Basic Flow: • Maintain or import Task for the MEDINTEL Virtual Network • Information Manager creates a task linked to the RFI with medical interest • Task Coordinator updates the task linked to the RFI with medical interest The Task is followed by a response from the Task Manager

          • BP-1295 Develop MEDINTEL Products

            The MEDINTEL Virtual Network is tasked with producing medical intelligence products. This use case describes developing these products. Basic Flow: • Maintain or import MEDINTEL Product • MEDINTEL Virtual Network members contribute to MEDINTEL product • MEDINTEL Task Coordinator finalizes the MEDINTEL product MEDINTEL Virtual Network members will contribute to the MEDINTEL product

          • BP-1910 Record MEDINTEL Alerts and Observations

            The MEDINTEL Products, Alerts and Observations are stored in the MEDINTEL Library. This use case describes recording alerts and observations. Basic Flow: • Maintain or import Alerts and Observations • Medical Support Staff contribute to Alerts and Observations Authorized users can search, view, create and update alerts and observations that may be relevant to medical intelligence

      • BP-1125 CIS Processes

        The processes for Communications and Information Systems (CIS) describe the activities to provide services and functions for the proper conduct of command and control (C2) and for effective information sharing. Together with standardized procedures and information management principles, CIS forms a system that the commander, staff, and subordinates use to plan, direct, coordinate, and control operations.

        • BP-1124 CIS Operations Planning

          Communication and Information Systems (CIS) Operations Planning is a continuous, cyclical process that requires close coordination with the J2, J3, and J5 planning branches to ensure CIS plans are aligned with overall operational efforts. It encompasses various aspects such as CIS force layout, information exchange requirements, ICT services, C3 capabilities, frequency planning, service availability, and security, all feeding into the development and ongoing maintenance of comprehensive CIS operations and support plans derived from real-time situation monitoring. The planning sequence begins with mission analysis, including defining high-level CIS requirements, followed by CIS assessment and the development of planning guidance. Next, planners create the CIS concept, considering campaign and lifecycle perspectives, and develop the mission-specific CIS architecture. This process also involves reviewing technical limitations, preparing the CIS (support) plan—covering sustainment and resource needs—and iteratively reviewing both the CIS architecture and plan to ensure readiness, security, and operational effectiveness for the mission. CIS planning considers several critical factors to ensure effective integration and support, including the time available, the scale and nature of the operation, and a thorough understanding of the Information Exchange Requirements (IERs). It also assesses resource availability such as budget, ICT assets and services (both organic and commercial), electromagnetic spectrum, manpower, and facilities, alongside the existing CIS architecture, capability limitations, and interoperability requirements. Additional considerations include the deployability and sustainability of CIS capabilities, security measures to protect communications, the impact on ongoing missions and activities, and the provision of real-life support and force protection for CIS support units, all aiming to optimize command, control, communications, and information management in complex operational environments.

        • BP-1180 Conducting CIS Preparations

          CIS preparations primarily depend on existing commercial, strategic, and tactical communications infrastructure to support initial deployment and ongoing operations. This includes preparing initial CIS deployment packages tailored to support operational plans (OPLANs), which may also need to incorporate en-route communications to facilitate early tactical entry and coordination. The process involves ensuring that communication capabilities are ready to support the deployment phase and quickly establish connectivity in the operational environment. A crucial part of CIS preparation is establishing a battlespace spectrum management (BSM) cell, responsible for coordinating, consolidating, and deconflicting all RF spectrum use to prevent interference and ensure sufficient spectrum resources. The BSM works closely with the host nation or relevant in-theatre agency overseeing spectrum management. During the strategic deployment phase, CIS assets are extended incrementally into the joint operations area (JOA), supporting the build-up of command and control capabilities as forces or assets arrive, ensuring continuous communication throughout the deployment and operational sustainment.

        • BP-1343 Establish CIS in Support of Command Facilities

          HQ CIS facilities should have well-trained personnel and formal procedures in place to be able to constantly monitor and assess CIS status and restore or repair CIS services, when required. SMC covers all layers from communications equipment to business processes. SMC requirements and processes for federated CIS should be thoroughly implemented. The CIS staff within HQs should establish the following capabilities to enable standard HQ operational functions: • Information Processing Services – These services provide the support necessary to accomplish C2. They are further divided into core services and functional services. Core services provide the services common to all users. Functional services provide support for functional and special staff areas. Information processing services consist of data repositories and applications optimized to satisfy the needs of specific staff functions. Both core and functional services rely on information exchange, information assurance, and CIS life-cycle support services • Information Exchange Services – These services provide the core communication network services and the wireless communication transport services needed to access and disseminate information in support of political and military decision making. Information exchange services support the exchange of large quantities of information in diverse formats (e.g., voice, text, still image, video, and data) between geographically dispersed locations in a timely, reliable, and secure manner.

        • BP-1503 CIS Service Operations

          CIS Service Operation covers a broad range of functions essential for maintaining and supporting IT services effectively. Incident Management focuses on addressing and resolving incidents quickly to restore services for users, while Problem Management aims to prevent incidents by analyzing trends and underlying issues, minimizing future disruptions. Technical Management offers specialized technical support and expertise crucial for managing the IT infrastructure and ensuring its stability and performance. IT Operations Control is tasked with overseeing daily routine tasks necessary for smooth IT operations, including job scheduling, backups, and routine maintenance activities that support infrastructure and application stability. Access Management ensures that only authorized users can access specific services, enforcing security policies and managing user permissions. Application Management handles the entire lifecycle of applications, ensuring their proper functioning and alignment with organizational needs. Other vital aspects include Request Fulfilment, which addresses user requests for minor changes or information efficiently. Event Management involves ongoing monitoring of Configuration Items (CIs) and services, filtering events to determine appropriate responses. Facilities Management maintains the physical environment of the IT infrastructure, managing power, cooling, building access, and environmental controls to safeguard hardware and ensure operational continuity.

        • BP-1502 CIS Resource Management

          CIS Resource Management processes involve maintaining comprehensive knowledge of all communication, application, and computing infrastructure resources—such as networks, servers, routers, radios, and satellite communications—used to deliver joint and integrated services to the commander. These processes encompass the direct management of network elements, servers, and other ICT assets within the operational environment, ensuring that the infrastructure supports the seamless end-to-end delivery of required services vital for mission success. Their goal is to ensure the ICT infrastructure runs efficiently, remains accessible to users, is properly maintained, and quickly responds to the needs of military and service users, whether directly or indirectly. The processes also gather and analyze resource data from network components or management systems to integrate, correlate, and summarize information for Service Management systems or proactive resource actions. Sub-processes include ensuring support and readiness, managing the CIS workforce, providing the necessary ICT resources, troubleshooting resource issues, monitoring performance, and managing ICT events by correlating and formatting data into actionable insights. They involve comprehensive analysis, mediation, and reporting of resource status, event records, and performance metrics to maintain optimal ICT operational support throughout the mission lifecycle.

      • BP-1121 CIMIC Support

        The processes for Civil-Military Cooperation (CIMIC) describe a set of capabilities integral to supporting the achievement of mission objectives and enabling alliance commands to participate effectively in a broad spectrum of civil-military interaction with diverse non-military actors. The aim of CIMIC is to support the mission objectives by establishing and maintaining cooperation with non-military actors within the area of operations. Ideally all actors will work to a common goal, but where this is not possible interaction will ensure that activities to support each plan are harmonized as far as possible, to avoid negative impacts on own operations as well as on non-military operations and the civil environment. This will minimize interference or unintended conflict between different actors. CIMIC is applicable to all types of alliance operations. Commanders are required to assess and analyze the civil environment and apply the cross-cutting topics perspectives in all scenarios when planning and conducting military operations. These considerations include the appreciation of large numbers of non-military actors present in the area of operations. The application and profile of CIMIC depends on the type of operation, the civil environment, and the relationship with non-military actors.

        • BP-1889 Provide C2 of CIMIC Support to Operations

          In every mission there will be a requirement for CIMIC assets, to enable the commander to plan, conduct and assess CIMIC activities in support of the mission. CIMIC contribution to alliance operations will be achieved through CIMIC staff operating at all levels of command, CIMIC units at operational and tactical level and CIMIC functional specialists. However CIMIC staff composition as well as CIMIC forces' size and organization will be tailored to the mission and will have to be adaptable as the overall situation evolves. CIMIC assets must be fully integrated into the formations they will operate with. The commander should be granted operational control of the respective CIMIC units to make best use of them. A CIMIC taskforce can be formed by task organizing CIMIC units from allied nations under a centralized headquarters for the purpose of carrying out specific CIMIC tasks.

        • BP-1822 Plan CIMIC Support to Operations

          Through the sequence of planning activities, CIMIC staff need to effectively translate the commander’s planning guidance related to the civil environment into CIMIC related effects, and feasible contributions to a course of action, concept of operations and operation plan.

        • BP-1266 Deliver CIMIC Effects

          CIMIC’s contribution to achieve mission objectives is to support the desired effects in terms of the civil environment. These effects will be defined during the planning process. CIMIC related effects can be for example, an established relationship to non-military actors or a minimized negative impact of military actions on the civil environment.

          • BP-1734 Military Support to Governance

            In the early stages of S&R operations, the military may have to fill the governance void until the security situation improves. For example, this may require the military to support elections and any transitional administration. Such activities will facilitate a return to normality and foster support from the local population. Military expertise may be sought to support various governance activities. This type of S&R activity is difficult to categorize and will depend on the situation and requirements. In the early stages, the military may be the only agency capable of assuming such responsibilities to assist in planning and management and to provide communications and leadership. Planning and conduct of governance related tasks should be done in conjunction with non-military agencies that have expertise in these areas.

          • BP-1735 Military Support to Restoration of Services

            The restoration of services is primarily a civilian responsibility and this encompasses legal, financial and infrastructure issues. In emergencies, high threat situations, or remote areas, military forces may be the only assets available to initiate the restoration of essential services, and set the conditions for other agencies to resume their responsibilities. In such instances, military units should undertake such tasks with the clear intention of transferring them to local, regional and national (governmental) organizations and institutions as soon as possible.

      • BP-1732 Military Engineering Support

        The process for Military Engineering (MILENG) describes the engineer activities undertaken regardless of component or service to shape the physical operating environment. Military engineering provides commanders with the means to use terrain in a manner that best meets campaign and operations’ objectives by applying a range of skills such as field, construction, environmental and geospatial engineering. In applying these skills, all joint functions at all levels of operations are supported . Specialist areas of expertise are environmental protection (EP), infrastructure development, and geospatial engineering support. Significant support is also provided to Countering-Improvized Explosive Devices (C-IED), utility production, route clearance, camp sustainment, post-construction monitoring and explosive ordnance disposal (EOD).

        • BP-2114 Understand and Assess Military Engineering Operational Environment

          The following section describes process to build understanding in preparation for planning and executing Military Engineering Support. Only processes discrete from the C2 Operations - Sensing and Sensemaking processes have been described here. MILENG staff support the analysis of the operating environment through a mutual understanding of its physical characteristics (terrain and infrastructure) and contribute to the identification of its key elements, which may impact on the execution on the operation. This inherent understanding will be an integral part of the OPLAN (decisive conditions, lines of operations) and forms the basis of further course of action (COA) and plan development.

          • BP-1294 Develop Initial Strategic MILENG Understanding of Crisis Area

            The purpose is to maintain situational awareness of the organization’s strategic spaces as a baseline for more detailed planning work which will follow political decision-making. A range of experts are consulted to provide their domain knowledge and understanding. A variety of information sources are accessed (from open-source to intelligence material) and relevant information captured for future use. In common with other functions the main output is to contribute to the Commanders’ understanding of developing crises. The information collected during this phase will serve as the baseline for future planning. The Strategic MILENG Planner will submit Requests for Information (RFIs) when information is unknown and continue to update the baseline data as new information becomes available. Information is shared widely between the political, strategic and operational level planning teams of the NATO Command Structure (NCS), and throughout the NATO Force Structure (NFS) as required. In essence this process informs the crisis identification process, building understanding and developing information and inter-personal networks. In practice this is a continuous process. While the planning for a specific operation proceeds through phases 2-6, Phase 1 will continue across the organization’s strategic spaces.

          • BP-1543 Initial Operational MILENG Understanding of Crisis Area

            At the Operational level, through dialogue with the strategic level staff, MILENG staff maintain situational awareness and undertake routine training. As part of this JFENGR staff will continue routine data collection activities. Upon receipt of a task from the Strategic HQ, or if aware of imminent changes to the political situation or the start of a new crisis, JFENGR staff will intensify information collection. MILENG annexes of applicable contingency plans will be scrutinized and updated. Country databases will need to be maintained to contain as much information as possible on terrain, infrastructure and country specific commercial capabilities in the area of interest.

          • BP-1726 MILENG Strategic Assessment

            On direction from the NAC the Response Direction Group (RDG) in the Strategic HQ will develop SACEUR’s Strategic Assessment. This may be an incremental process. The Strategic MILENG Planner is an integral member of the RDG and reviews and updates the analysis of the strategic environment (PMESII) developed during Phase 1. He will identify MILENG freedoms and constraints which have an influence on the ability to conduct an operation. The Strategic MILENG Planner will start to develop a ‘Recognized Engineer Picture’ supported by the Operational level as appropriate. Concurrent activity and planning at the tactical level is generally carried out on a national basis. At this stage there may not yet be a decision to take a military response so there are no assigned tactical level headquarters or units.

          • BP-1725 MILENG Operational Appreciation

            On receipt of the Strategic Warning Order operational staff will undertake an Operational Appreciation of the Strategic Environment. JFENGR staff will support the planning group at operational level, which supports the development of the operational-level appreciation of The Strategic Commander’s strategic assessment. At this stage there will not yet be a decision to take a military response so there is no assigned tactical level in this Use Case. Nevertheless Components should be conducting Component Appreciation of the Strategic Environment.

        • BP-1831 Plan Military Engineering Support

          The processes in this section relate to the preparation of plans to provide necessary Military Engineering Support to an operation. Only processes distinct from generic processes in the Operational Planning Process have been described.

          • BP-1724 MILENG Contribution to MRO Development

            During the OPP Phase 3 at Strategic level Phase 3 Military Response Options (MROs) the RDG develops the MROs under an ACOS J5 lead, supported by the CCOMC and SHAPE directorates and specialist staff (as required and approved), for NAC consideration in support of their Political-Military Estimate (PME) process. As the force capability requirements are being generated for each MRO, the corresponding MILENG support requirements are also developed, together with the requirement for contractors, specialist capabilities and the likely needs of the Land, Maritime, Air and SOCC.

          • BP-1723 MILENG Contribution to MRO Analysis

            The Joint Operations Planning Group (JOPG) is responsible for the analysis and evaluation of the Military Response Options (MROs). It provides the Joint Force Command (JFC) with an assessment of the military activities required to accomplish the desired strategic objectives and end-state. MILENG planners analyse these activities and identify how MILENG can support them. The outcome of the analysis will influence the force generation process for MILENG capabilities.

          • BP-1729 MILENG Support to Strategic CONOPS Development

            During Phase 4a, following release of the Strategic Planning Directive (SPD) to COM JHQ (or equivalent), the drafting of the strategic CONOPS begins, incorporating the detail and guidance contained in the SPD as a start point. While the work on the strategic CONOPS remains the responsibility of the RDG, it will be supported by the directorates, divisions and Special Staff as required. As part of CONOPS development the MILENG Planner will start constructing the Engineer Force Structures against possible MILENG tasks. This work is captured in the Illustrative Combined Joint Statement of Requirements (CJSOR). The Strategic MILENG Planner will support the refinement of the Recognized Engineer Picture (REP) in support of the development of the CONOPS. At the strategic level the prime considerations are critical infrastructure and Force Generation to facilitate the main MILENG functions; C2, Manoeuvre and Fires, Intelligence, Force Protection, Sustainability CIMIC and Information Operations. During this phase the weight of effort switches from the strategic level to the operational level. The development of the strategic CONOPS relies heavily on the work of the operational level, especially the development of operational requirements to support the Operational Commander’s concept for the operation, including the deployment, employment, and sustainment of forces. In addition to regular collaborative activity between the RDG and the JOPG, this input is normally provided through submission of a draft operational CONOPS.

          • BP-1727 MILENG Support to Operational CONOPS Development

            An Operational-level mission analysis and Courses of Action (COA) development takes place. Thereafter Operational CONOPS are developed together with a CJSOR. ; Phase 3 : JFENGR staff will maintain close coordination with operations planning staffs and logistic planners as well as NATO and national intelligence collection agencies, in order to design MILENG support options for all possible COA. They will advise on the most effective and efficient MILENG support for the preferred COA and draft possible MILENG task organizations. : Engineers will deploy as part of any operational reconnaissance and liaison deployments or technical survey missions in order to establish in-theatre contacts and gather additional information about terrain, infrastructure and in-theatre military or commercial engineer capabilities. ; Phase 4a : During this phase the weight of effort switches from the strategic level to the operational level. The development of the strategic CONOPS relies heavily on the work of the operational level, especially the development of operational requirements to support COM JHQ’s concept for the operation, including the deployment, employment, and sustainment of forces. In addition to regular collaborative activity between the RDG and the JOPG this input is normally provided through submission of a draft operational CONOPS.

          • BP-1730 MILENG Support to Strategic OPLAN and Force Development

            Phase 4b involves Strategic OPLAN Development and Force Generation. They are carried out in parallel at the strategic and operational levels and must be harmonized to ensure that the plan is adequately resourced and includes the activation and pre-deployment of enabling forces. The strategic level is responsible for reviewing the Joint Force Commander (JFC)'s CONOPS and CJSOR for forces. MILENG Force Generation and OPLAN development takes place in parallel to the strategic work. A detailed analysis of each Engineer function is required to tailor MILENG capability for the Operational Commander.

          • BP-1728 MILENG Support to Operational OPLAN Development

            At the Operational level the emerging Strategic OPLAN is developed into an Operational OPLAN to be approved at the Strategic level. When the decision on a COA is made JFENGR staff will start to develop the MILENG support Annex EE, applicable appendices and the MILENG support paragraph to the main body of the OPLAN, including the priorities for tasks, and assist operations planners in the development of the OPLAN. The infrastructure development plan will be finalized together with the MILENG-related CJSOR. MILENG support contracts will be ready for execution once the OPLAN is approved by the NAC. Experience shows that there are rarely enough military engineers available to execute all engineer tasks. This is particularly true at the theatre level. This shortage may be partially overcome by the use of civilian construction and service contractors. Such contracts may be prearranged as part of routine contingency planning where the execution of the contract is linked with the activation of the plan by the NAC. Coordination will occur between strategic and operational-level MILENG staff, the appropriate CCs and the HN. Quality management will be accounted for in task planning and manning levels.

          • BP-2074 Tactical Level Support to Operational Planning

            At this stage the Tactical level is consulted only.

        • BP-1371 Execute Military Engineering Support to Operations

          The following processes relate to the processes involved in delivering Military Engineering effects during operations. Only processes distinct from those contained in C2 Operations - Acting have been described.

          • BP-2055 Strategic MILENG Execution

            The NAC Execution Directive and ACTORD have been issued and the execution of the operation commences with deployment and execution of the OPLAN. JEng advice, direction and guidance contributes to Military Strategic Objectives (MSOs) and the alliance end state. Coordinated by the CCOMC, Phase 5 includes all strategic level activities to ‘execute’ the strategic OPLAN. These activities include supporting the initiation and conduct of the operation, including periodic (mission) review of strategic progress (e.g. strategic Operations Assessment) and, as required, conducting a plan review.

          • BP-1788 Operational MILENG Execution, Campaign Assessment and OPLAN Review

            The operation may be executed on an enduring basis with a regular battle rhythm of Force generation and Operational Reviews resulting in re-orientation as a result of changing circumstances. Alternatively the operation may be a ‘one-off’ deployment. JFENGR staff will participate in periodic assessments /reviews of existing plans. This will include updates to the infrastructure development plan and commercial capabilities. The Execution phase achieves MSOs which contribute to the achievement of the alliance end state.

          • BP-2075 Tactical MILENG Execution

            The Tactical MILENG Execution process enables the execution phase of Military Engineering and achieves MSOs which contribute to the achievement of the alliance end state. MILENG operations are routinely the responsibility of tactical commanders with resources (manpower, money and information) provided in coordination with the operational level. Tactical activity is Commanded and Controlled in theatre with operational oversight from the Joint Force Commander.

        • BP-2105 Transition Military Engineering Support

          This section describes the processes involved with delivering a controlled handover of functions provided by Military Engineering capabilities, to civil or military follow-on organizations.

          • BP-2056 Strategic MILENG in Transition

            The purpose of Phase 6 - Transition is to coordinate the transition and termination of an alliance military operation; this involves the handover of responsibility to proper authority (e.g. the UN, other international organizations or indigenous actor) in the crisis area and the withdrawal of forces under alliance military command, in a controlled manner so as to avoid this action being a destabilising influence in the region. Each situation will be different; the NAC guidance and direction may necessitate commencing with a strategic assessment (including military considerations), proposal of military options, a transition CONOPS or a revised/new OPLAN. The planning processes specific to phases 2 to 4b may be repeated to develop appropriate products for the NAC (e.g. strategic assessment, military options, transition CONOPS and/or a transition OPLAN). The JEng task is to manage both the drawdown of the operation while continuing to deliver MILENG effect. Where priorities conflict the JEng is to deliver strategic direction and guidance. There will be particular coordination conflicts between the needs of the nations, the requirements of the alliance and the needs of the Operational Commander. The JEng must balance the needs of the operation, maintaining the alliance's reputation and resetting for the future by recovering and reconstituting MILENG CUR and CP delivered capability. Finally the JEng must undertake a MILENG strategic review and contribute to the alliance's Lessons process.

          • BP-1789 Operational MILENG in Transition

            DePlanning for the disengagement of alliance forces must be initiated well in advance and may involve a large number of non-alliance actors in order to minimize the negative effects that the departure of alliance troops may have on the overall stability of the theatre. The plan includes the coordination of the handover of responsibility (to the United Nations, other international organizations or indigenous actors in the crisis area) and redeployment of alliance forces in a controlled manner. Each situation will be different; the NAC guidance and direction may necessitate commencing with a strategic assessment (including military considerations), proposal of military options, a transition CONOPS or a revised/new OPLAN. The planning processes specific to phases 2 to 4b may be repeated to develop appropriate products for the NAC (e.g. strategic assessment, military options, transition CONOPS and/or a transition OPLAN). MILENG is responsible for the closure of operational bases and other estate (e.g. ranges) and maintaining freedom of manoeuvre within the theatre.

          • BP-2076 Tactical MILENG in Transition

            The purpose of Phase 6 - Transition is to coordinate the transition and termination of a NATO military operation; this involves the handover of responsibility to proper authority (e.g. the UN, other international organizations or indigenous actor) in the crisis area and the withdrawal of forces under NATO military command, in a controlled manner so as to avoid this action being a destabilising influence in the region. Each situation will be different; the NAC guidance and direction may necessitate commencing with a strategic assessment (including military considerations), proposal of military options, a transition CONOPS or a revised/new OPLAN. The planning processes specific to phases 2 to 4b may be repeated to develop appropriate products for the NAC (e.g. strategic assessment, military options, transition CONOPS and/or a transition OPLAN). MILENG is responsible for the closure of operational bases and other estate (e.g. ranges) and maintaining freedom of manoeuvre within the theatre while concurrently providing MILENG Close Support to the Force.

      • BP-2047 Strategic Communications

        The processes for Strategic Communications (Stratcom) describe the activities to communicate in an appropriate, timely, accurate and responsive manner on the political and military objectives and the execution and effects of a mission. It requires the use of various channels, including the traditional media, internet-based media and public engagement, to build awareness, understanding, and support for its decisions and operations. This requires a coherent institutional approach, coordination of effort within the coalition and between all relevant actors, and consistency with agreed policies, procedures and principles. The list of associated disciplines includes Public Diplomacy, Public Affairs (PA), Military Public Affairs, Information Operations (Info Ops), Psychological Operations (PSYOPS).

        • BP-1898 Psychological Operations

          This section describes the processes that are required to deliver alliance psychological operations’ (PSYOPS) as a key enabler in a commander’s campaign plan and its use across the full spectrum of military operations. It is highly likely that there will be a psychological impact resulting from almost all actions (or inactions) undertaken by the alliance. This impact is likely to be felt not only in the immediate operational area but also, due to the sophistication of modern media communications, much further afield. It is incumbent upon commanders at all levels, therefore, to take into account both the actual and potential psychological effects (a measurable behaviour change in a target audience) that may arise from actions in their area of operations.

          • BP-1895 Provide PSYOPS Command and Control

            Normally PSYOPS support will be provided by a Combined Joint Psychological Operations Task Force (CJPOTF) with a PSYOPS lead nation providing the nucleus around which the CJPOTF can be formed as a serial on the combined joint statement of requirements (CJSOR). The CJPOTF structure is particularly appropriate when it has command and control of tactical PSYOPS formations. The CJPOTF is formed through the CJSOR/force generation process and is best fashioned around a nucleus contributed by a PSYOPS lead nation. It may lack some of the functional staff agencies or sections (CJ1 – CJ6) and will most likely depend upon the supported headquarters for the necessary administrative, logistical, and communications support.

          • BP-1834 Plan PSYOPS Support to Operations

            Planning for PSYOPS in NATO operations should be developed and executed in accordance with alliance' planning process. the PSYOPS planner should integrate PSYOPS into formalized planning processes and procedures. This is mainly undertaken at the strategic and/or operational level, although it has an impact on PSYOPS planning at lower levels. Planning for PSYOPS in NATO operations should be developed and executed in accordance with alliance planning processes. the PSYOPS planner should integrate PSYOPS into formalized planning processes and procedures. This is mainly undertaken at the strategic and/or operational level, although it has an impact on PSYOPS planning at lower levels. PSYOPS planners will contribute at each phase, but the specific PSYOPS capability of Target Audience Analysis (TAA) (which provides a rich contextual understanding of why populations behave in certain ways), will be particularly useful during early phases of planning. Also, early in the process, the Strategic Operations Planning Group (SOPG) will consider using pre-authorized or preventative crisis response measures which could include PSYOPS contributions.

          • BP-1267 Deliver PSYOPS Support to Operations

            PSYOPS provide a critical supporting capability that a commander can use to help achieve his objectives across the full range of NATO operations, through the specific targeting of audiences. PSYOPS activities can create a supportive atmosphere and a willingness to cooperate by influencing target audience behavior, attitudes and perceptions to support mission objectives.

        • BP-2043 Strategic Communication Information Gathering

          This process looks at how StratCom Planners generate understanding and situational awareness of the information and communication environment to provide decision support for the Operational Commander during the generation of the OPLAN, and consequent execution.

        • BP-2046 Strategic Communications Planning

          Planning the orchestration of political and military activities at all levels within the OPCON chain, vertically and horizontally, to deliver a synchronized narrative in order to create a clear and consistent communication effect. The StratComAD will play a vital role in supporting the Commander during the generation of the StratCom annex of the OPLAN. During execution of the operation, StratCom planners will support the J3/5 cycle by reacting to changes in the communication environment, and supporting generation or adjustment of communication plans as required.

        • BP-2045 Strategic Communications Plan Review

          The process to establish and monitor evaluation mechanisms to enable the provision of consistent and accurate communication environment situational awareness to the operation Commander. This process supports iterative and reactive planning cycles, while also providing the Commander with additional metrics of effect.

        • BP-2044 Strategic Communications Execution

          Close coordination within and between headquarters is essential during the execution of operations. Equally important is to integrate non-lethal and lethal information effects to support the implementation of strategic-political communication guidance and achieve desired effects. Coordination mechanisms include: • Internal – to coordinate throughout the staff and vertically with higher and subordinate HQ elements. • External – to coordinate with external entities, outside media, and other organizations. This can be done through a close coordination with J9, or can be done directly from Staff elements within the operational level HQ. • Information sharing and collaboration. – For effective implementation of StratCom and messaging integration, Commands should use collaborative software/hardware capabilities for vertical and horizontal integration of all internal and external stakeholders. To foster common understanding and to ensure timely coordination it is essential to develop common databases/websites/portals etc. for all key stakeholders.

        • BP-2048 Strategic Communications Transition

          Processes to ensure that risk in the information and communication environment is monitored and managed during the drawdown of an operation, and handover to follow on activities and organizations is coordinated.

  • BP-1327 Enable

    The "Enable” process area includes those basic business processes that are required to run and manage any large enterprise. These generic processes focus on providing those support services that are required throughout the entire defence enterprise such as Financial Management, Human Resources Management processes, etc.. Since enabling processes are aimed at general support within the defence enterprise, they may interface as needed with almost every other process in the enterprise, be they governance, strategy, force development or operations processes. Most of the common business processes are defined in the “Enable” process area, however, those processes that are specific to the conduct of military operations are defined in the “Operate” process area (e.g. organic Tactical CIS Support, planning and providing Health Services Support (HSS) for combat operations). The "Enable" business process area has the following breakdown: • Personnel Support – Describes the processes for planning, managing, and employing personnel resources to ensure effective staffing and workforce utilization. • Engineering and Infrastructure Support – Contains processes that enable the organization to deliver activities without delays or impediments caused by physical environment constraints, supporting operational infrastructure. • Customer Relationship Management – Maintains positive relationships with customers by identifying their needs and ensuring the service catalog supports those needs, linked closely with service level management. • CIS Support – Includes processes for managing components of a Communications and Information Systems environment, supporting security, confidentiality, integrity, and availability of information. • Education, Training, Exercises and Evaluation (ETEE) – Describes processes related to education, training, exercises, and evaluations vital for military readiness and capability development. • Analytical Support – Supports decision-making outside operational contexts, providing organizational insights, data analysis, and supporting data science relations for strategic analysis. • Supplier Management – Ensures value for money from suppliers, managing contracts to meet business needs and verifying supplier performance via a comprehensive supplier and contract database. • Financial Support – Facilitates sound financial management across organizations through governance, resource management, internal controls, and resource efficiency, with staff compliance required. • Health Services – Establishes health policies and services to support organization members’ well-being, enabling routine operational support. • Information Management – Supports handling information through its lifecycle to ensure availability, quality, and appropriateness for organizational demands. • Task Management – Manages the creation, assignment, tracking, and reporting of organizational tasks and their outcomes, ensuring efficient task execution. • Facility Management – Ensures built environment functionality, safety, and efficiency, focusing on physical assets (Hard FM) and personnel services (Soft FM) to enhance quality of life and productivity. • Legal Support – Provides legal services across all command levels, offering advice on legal implications and supporting operational planning and legal compliance. • Risk Management Governance – Governs the risk management framework, overseeing its continual improvement to support risk-aware decision-making throughout the organization.

    • BP-1819 Personnel Support

      The Personnel Support process describes the business processes for the planning, management and employment of personnel resources.

      • BP-1686 Manpower

        The business process for Manpower enables the analysis of manpower requirements and planning appropriate personnel resource solutions.

        • BP-1809 Organizational Design and Change of Military Manpower

          The processes for Organizational Design and Change of Military Manpower describe the activities to qualify the need for change, to minimise and standardize the organizational design to meet that need, ensuring the appropriate delegation of authority and responsibilities, and verifying the expected benefits of the change.

        • BP-2123 Workforce Requirements Analysis

          Workforce Requirements Analysis processes focus on evaluating the scale and capability of the workforce needed to support the organization's objectives, comparing the required manpower against predicted needs based on current and future missions. This analysis ensures that the size and skills of the workforce align with operational demands, enabling efficient and effective achievement of mission goals. Organizational structures are crucial in determining the manpower needed to accomplish assigned missions, as they define how resources are allocated and tasks are coordinated. Across the organization, units must be organized to optimize resource use and facilitate a seamless transition from peace to conflict with minimal manpower costs. When designing structures for organizational bodies, the goal is to develop organizations capable of delivering essential command and control expertise and maintaining the necessary competencies within the available resource framework, ensuring readiness and operational effectiveness.

        • BP-1683 Managing Manpower in Peacetime Establishments

          The primary consideration in the establishment of positions is the responsible and successful execution of the assigned military mission, using the minimum number of personnel. This process covers the rules for the maintenance and staffing of Peacetime Establishment changes of the organization's Military Bodies.

        • BP-1484 Generate the Annual Manpower Plan

          The Generate the Annual Manpower Plan business processes define the conditions and activities to execute the planning, consolidation and approval of the annual human resource requirements and posts, into a plan, ensuring the authorised establishment and assured staffing levels are aligned with the organization's needs to achieve its mission, operational goals and objectives, in accordance with established governance and standards.

        • BP-1670 Manage Manpower Post Categories, the Manpower Mix and Manning Responsibilities

          The capabilities and cost effectiveness of any Military Body are significantly influenced by the sum and mix of all employed manpower resources available to perform the required work (comprising authorized international military and civilian posts, local wage rate civilian employees, contractor personnel, and consultant personnel). Obtaining the proper balance of these categories of manpower resources is a primary responsibility of all Commanders and their manpower management staffs. This process deals with establishing various manpower categories and determining the most efficient mix, as well as clarifying Peacetime Establishment manning responsibilities.

        • BP-1685 Manpower Planning

          Enlargement of an organization requires manpower planning principles and a methodology on which to base procedures to incorporate staff officers of new members of the organization into the staffs of headquarterss, the International Military Staff and the Military Committee Agencies.

        • BP-2119 Use Integrated Resource Management

          A system of IRM is being developed by the NMAs to enable commanders to plan and manage their resources more effectively. The IRM system is based on Management Plans which, in a single document, link resources to missions (outputs) and show manpower, capital investment and military budget operations and maintenance (O&M) funds required to achieve the mission of each HQ.

        • BP-1665 Manage Crisis Establishments

          CEs are developed as part of contingency planning for operations or in response to crisis operation requirements and are bespoke to the mission. By their nature they must be flexible and responsive in order to support the operational commander and are continually revised and updated in response to changing requirements of the mission. An estimate of CE manpower requirements should be included in the OPLAN.

        • BP-1679 Manage Voluntary National Contributions for Interm Posts

          The principles and procedures by which additional manpower can be provided and accounted for on a non-permanent basis.

      • BP-1500 Human Resource Management

        The business process for Human Resource Management enables the management and employment of civilian and military human resources (personnel).

        • BP-1911 Recruitment and Retention

          Processes that attract and retain an appropriate and capable workforce. This requires a carefully planned strategy as well as activating the necessary programmes to stimulate workforce motivation and well-being.

        • BP-2124 Workforce Training and Development

          Process that deal with assessment of evolving workforce skillset requirement, and change management processes to ensure appropriate training and development is provided to new and extant members of the workforce.

        • BP-1817 Performance Management

          Processes to assess the extent that HR activities are meeting the requirements of the organization. A significant portion of the assessment is conducted through the process of review of individual performance by members of the workforce.

        • BP-1680 Manage Workforce Compensation and Benefits

          Processes to manage and control compensation and benefits costs, to establish fair and equitable remuneration to all workforce, to utilize the compensation and benefits device as an incentive for greater employee productivity and to establish a satisfactory public image.

        • BP-1681 Manage Workforce Relations

          Processes to facilitate efficient and conflict-free interaction between the organizations's workforce, the executive function and any relevant third party actors.

        • BP-1334 Ensure Compliance with Employment Legislation and Regulations

          Processes to ensure that the workforce can conduct its operations in line with relevant legislation and regulations. This also extends to managing and supporting any employment related claims or legal disputes. Civilian Personnel Regulations are drawn up in general terms in order to cover the wide variety of conditions encountered in different organizational bodies; with the exception of regulations governing the pension scheme. The heads of organizational bodies are responsible for this interpretation and implementation within their organizations, and the Advisory Panel (AP) on Administration, one of the two committees which form the foundation of the policy making process, was therefore created by Council with a view to achieving uniform personnel administration policy throughout the organization.

        • BP-1662 Manage Change for Military Personnel Organization

          Change will occur as a result of a number of interacting processes both large and small. It may stem from a wish to change working methods in a Branch or Division or a re-organization in a headquarters or the need to accommodate additional members of an organization. The impact of change on an organization can be far reaching and therefore should be carefully controlled. The purpose of this process is to provide a checklist of main points when considering change and to indicate the implications for manpower management

        • BP-1672 Manage Military Personnel

          Good leadership and management of our personnel is the cornerstone of all our nations‟ best practice principles. However, the individual nations‟ leadership and management practices must take into account the needs of an international organization and environment. Consequently, all commanders and supervisors, at every level, are expected to adjust their leadership and management practices to the extent necessary to enable them to function effectively within the international environment. The MC has set out guidelines as a means of improving effectiveness in integrated military staffs.

    • BP-1332 Engineering and Infrastructure Support

      This process area contains both Engineering and Infrastructure Support processes that allow the organization to deliver its activities without undue impediment from the physical operating environment.

      • BP-2129 Engineering Support

        The Engineering Support provides critical information for military engineering efforts related to logistics infrastructure, including ports, airfields, roads, and other facilities essential to operational logistics. It focuses on supporting theater engineering requirements, such as improving Advance Planning of Disembarkation/Port of Debarkation (APOD/SPOD), Lines of Communication (LOCs), and logistics facilities, with development of the Joint Logistic Infrastructure Concept coordinated closely with MILENG (Military Engineering). Field Engineering Information Products contain detailed facts about engineering capabilities, ensuring that forces can accomplish their tasks without undue geographic or infrastructural hindrance. These products support planning and operational decision-making, while the Roles of engineering personnel involve managing the planning, maintenance, and disposal of infrastructure — crucial for sustaining the joint force and supporting logistics. They also oversee the development of policies, plans, and procedures to ensure engineering support is effective, coordinated, and aligned with overall operational needs. Military Engineering Advisors play a vital role in advising commanders on all aspects of MILENG, helping to prioritize activities and allocate resources effectively. They coordinate engineer and Explosive Ordnance Disposal (EOD) assets across the joint force, ensuring capabilities are utilized efficiently based on operational planning and command directives. Through their expertise and coordination, these advisors help maximize the effectiveness of engineering support during operations, safeguarding logistics, infrastructure, and force survivability.

      • BP-2130 Infrastructure Support

        The Infrastructure Support process considers facts about the development and maintenance of facilities that enable the force or organization in the conduct of their mission. The support to critical theatre infrastructure through Military Engineering (MILENG) is to be identified and prioritized against operational requirements (e.g. infrastructure requirements to support RSOMI (PODs, marshalling and staging areas, LoC, etc.) and in support of sustaining the force (theatre logistic base (TLB), convoy support centres (CSC), main supply routes (MSR), etc.)).

    • BP-1246 Customer Relationship Management

      The business process for Customer Relationship Management (CRM) enables the maintenance of a positive relationship with customers. CRM identifies the needs of existing and potential customers, and ensures that the service provider is able to meet these needs with an appropriate catalogue of services. This process has strong links with service level management.

      • BP-1651 Maintain Customer Relationships

        To ensure that the service provider continues to understand the needs of existing customers and establishes relationships with potential new customers. This process is also responsible for maintaining the Customer Portfolio.

      • BP-1512 Identify Service Requirements

        To understand and document the desired outcome of a service, and to decide if the customer's need can be fulfilled using an existing service offering or if a new or changed service must be created.

      • BP-1972 Sign up Customers to Standard Services

        Signing up customers to standard services involves capturing their requirements and establishing agreed-upon service level targets for existing support services, which require no modifications to meet customer needs. Typical service standards encompass parameters such as response and resolution speed, accuracy, transparency, accessibility, empowerment, and efficiency, ensuring that service delivery consistently meets agreed expectations and supports operational effectiveness.

      • BP-1695 Measure Customer Satisfaction

        To plan, carry out and evaluate regular customer satisfaction reviews. The principal aim of this process is to learn about areas where customer expectations are not being met before customers become completely dissatisfied with a service. Operational Key Performance Indicators should ideally be set for teams rather than focusing too closely on individuals. This means that there can be some flexibility in the targets and behaviours allowed by the team as a whole. Individuals will still need some specific guidelines for their performance, but this should be clearly within the goals of the team and organization, and all targets should be set in the context of providing value for the organization.

      • BP-1489 Handle Customer Complaints

        To record customer complaints and compliments, to assess the complaints and to instigate corrective action if required.

      • BP-1744 Monitor Customer Complaints

        Monitoring customer complaints involves continuously tracking the status of outstanding issues and taking corrective actions as needed to resolve them effectively. This can be achieved through methods such as developing customer complaint tracking software, implementing live chat systems, utilizing trouble ticket programs, establishing customer relationship management (CRM) systems, and integrating social media forums to facilitate prompt and efficient communication and issue resolution.

    • BP-1147 CIS Support

      The CIS Support Process are composed of a collection of business processes that are implemented and executed to support the coherent management of components in a service-enabled Communications and Information Systems (CIS) environment. CIS Support Processes also support the security objectives that are implemented and executed to guarantee adequate levels of confidentiality, integrity and availability of information.

      • BP-1141 CIS Security

        The business process for CIS Security enables the support of security objectives that are implemented and executed to guarantee adequate levels of confidentiality, integrity and availability of information. This process enables a secure environment to meet these objectives to ensure: the confidentiality of information by controlling the disclosure of, and access to, information, supporting systems, services and resources; the integrity and availability of information, supporting systems, services and resources; the reliable identification and authentication of persons, devices and services accessing CIS; and appropriate non-repudiation for individuals and entities having processed the information.

        • BP-1140 CIS Security Prevention

          The business process for CIS Security Prevention enables the control and operation of security measures in order to prevent unauthorized access to information and CIS components.

          • BP-1126 CIS Protection

            The CIS Protection process enables to organize and operate security measures used for CIS in a way that prevents attacks and faults from happening and/or mitigate their impact

            • BP-1224 Crypto Key Management

              The Crypto Key Management process manages cryptographic keys. It supports key generation, transmission, reception, storage, deployment on equipment, accounting, archiving, revocation, recovery, destruction.

            • BP-1225 Cryptography

              The Cryptography business processes define the conditions and activities to execute the planning, provisioning, operation and assured governance of cryptographic services and key management across information systems for data in transit and at rest, in respect of confidentiality, integrity, availability, authentication and non-repudiation. This includes assessment of information protection requirements, full lifecycle management of cryptographic material, and the operation, monitoring and incident response to assure and ensure security.

          • BP-1257 Data Protection

            The Data Protection process enables to organize and operate security measures used to protect data in a way that helps prevent data compromise and/or mitigates the impact of compromise.

          • BP-1515 Identity and Access Management

            The Identity and Access Management processes are the business processes to plan and control processing of attributes utilized for entity identification, authentication, authorization, and accountability as well as to control access (logical and physical) to resources in support of secure business transactions.

            • BP-1335 Entity Affiliation

              The Entity Affiliation process manages affiliation status of the entities (people, hardware, software, facility, etc.) with an organization. It is executed and controlled through systems, specialized to manage specific types of entities: • Human Resources system for employees, • A contracting system for contractors, • Warehouse management system for devices, • System/application register for software components, etc. These systems support collection, processing and recording all data required for the entity affiliation with an organization, triggering further processes for enabling entity’s transactions within the organization.

            • BP-1517 Identity Management

              The Identity Management processes are responsible for collecting/creating, assessing, and handling attributes that pertain to entities in order to facilitate business transactions, access controls, and accountability.

              • BP-1520 Identity Vetting

                The Identity Vetting process is responsible for acquiring and validation of authenticity of various identity information. Usually it is a first step before affiliating an entity with organization.

              • BP-1519 Identity Repository Management

                The Identity Repository Management process builds a unique and single identity for all entities recognized within organization by maintaining a repository of enterprise identities and integrating into it identity information from multiple identity authoritiative data sources.

              • BP-1516 Identity Lifecycle Management

                The Identity Lifecycle Management process manages the lifecycle of enterprise identities from its enrollment to its suspension.

              • BP-1518 Identity Provisioning

                The Identity Provisioning process manages the provisioning of identity information in various identity stores.

            • BP-1220 Credential Management

              The Credential Management process is responsible for collecting/creating, assessing, and handling attributes that can be used as an evidence of a claimed or asserted identity and/or entitlements, associated with an entity.

            • BP-1014 Access Management

              Security enhances freedom of action by limiting vulnerability to hostile activities and threats and covers a range of activities that contribute directly and indirectly to FP. It aims to minimize attacks on personnel, information, equipment and installations through the application of physical, procedural and technical measures.

              • BP-1882 Privilege Management

                The Privilege Management process is responsible for establishing and maintaining entity privileges to protected resources: accounts, entitlements and roles that comprise an individual’s access profile. Accounts enable entity to gain basic access to the resource. Entitlements represent features of an individual that can be used as the basis for determining access decisions to both physical and logical resources and are considered attributes that can be linked to a digital identity. Roles provide additional abstraction layer to simplify privilege assignment. Individuals in a particular role share similar information needs and as a result they likely share similar entitlement attributes. Use of roles or similar attribute groupings significantly reduces the complexity involved in managing user privileges. Privilege Management process supports updates to privileges over time as an entity‘s access needs change. Privileges, when combined with access control policies and resource access rules, are used to make intelligent access control (authorization) decisions. The authorization decision relies on the presence or absence of one or more specific entitlement attributes or roles. The most common entitlement attributes include: employer details, job duties, locations, special qualifications, certifications.

              • BP-1015 Access Policy Management

                The BP-1015 is responsible for creating, maintaining and evaluating access control policies that specify how information about resources, users and devices (their entitlements and privilege attributes), and the environmental context should be combined in order to determine when to grant or deny access to physical or logical resource. Policies can combine information about the resource, the user and the context to make an access decision using several different ways (different access control modes). The most common access control modes include: Access Control List (ACLs), Role-based Access Control (RBAC), Attribute-based Access Control (ABAC), etc. The decision which model (what type of policies) to use depends on required granularity of access control, required ease of administration, overall organization policies, etc. In many cases hybrid approach may be utilized: RBAC often provides a sufficient level of granularity to define access policies for internal resources; however, an application that has an extensive remote user population may require additional access mechanisms capable of handling ABAC contextual information.

              • BP-1603 Logical Access Control

                The Logical Access Control process is responsible for enforcing security for protected online resources.

              • BP-1820 Physical Access Control

                The Physical Access Control process is responsible for enabling identification and control procedures and channelling the flow of entities through fixed entry points to physical facilities in order to deter unauthorized entry by overt or covert means.

            • BP-1407 Federated Identity Management

              The Federated Identity Management process enables an organization to trust digital identities, identity attributes, and credentials created and issued by another organization. This allows to access an organization‘s resources by external users while minimizing and potentially eliminating the need to redundantly collect and manage identity information and credentials.

          • BP-1122 CIS Asset and Configuration Management

            The CIS Asset and Configuration Management process enables to plan and control the CIS assets, CIS services and their configuration.

        • BP-1131 CIS Security Defence

          The business process for CIS Security Defence enables the monitoring, detection and reaction to faults and attacks that occur in a CIS.

          • BP-1138 CIS Security Monitoring

            The business process for CIS Security Monitoring enables the collection of sensor data about all on-going activities as well as the state of all relevant CIS components in a comprehensive fashion through the use of sensors and the alignment of syntax, reference points, and semantics for that sensor data.

          • BP-1133 CIS Security Detection

            The CIS Security Detection process enables to detect malicious activities and faults by analyzing sensor data to identify malicious and suspicious actions and activities, and determine the meaning and importances of these activities by looking at their local and global impact.

          • BP-1143 CIS Security Response

            The CIS Security Response process enables to react when incidents are confirmed by taking actions to stop the attack, fix the fault, or mitigate the effect of either. The incidents are managed to ensure that they are responded in an effective manner. Decision on how to respond need to be evaluuated and then coordinated and disseminated with other stakeholders.

          • BP-1142 CIS Security Recovery

            The CIS Security Recovery process enables to recover from a compromise in the CIS Security resulting from an attack or fault by restoring the systems and information integrity, and restoring the service availability. The full assessment of the attacks and faults and the registration of any compromised information is done in the CIS Security Assessment Process.

        • BP-1128 CIS Security Assessment

          The business process for CIS Security Assessment enables the analysis and understanding of the current status of CIS security. The CIS Security Assessment process ensures that CIS Security is analysed and evaluated on a continual basis in order to reach the appropriate level of security and that the residual risk is understood. This includes the management of risk, the management of trust in both CIS components and other entities, the assessment of how effective and efficient CIS Security is, and the auditing of CIS in order to achieve accountability of CIS Security provision.

          • BP-1144 CIS Security Risk Management

            The CIS Security Risk Management process provides The ability to plan risk management; assess the risk based on analysed threats, values, dependencies, and asset attributes; accredit through verification of policy compliance and validation of the risk management; plan business continuity; manage the treatment of risk; and communicate the risk to the relevant stakeholders.

          • BP-1146 CIS Security Trust Management

            The CIS Security Trust Management process enables to plan and control the trust that can be put in CIS components through the planning of how to manage trustworthiness, the assessment of CIS components and other parties and the management of trustworthiness treatment and supply chain security.

          • BP-1961 Security Assessment

            The Security Assessment process enables to analyse and evaluate the historical and actual effectiveness of CIS Security, as well as the efficiency with which CIS is provided

          • BP-1129 CIS Security Audit

            The CIS Security Audit process enables to systematically review the way in which a CIS has been operated, including how risk has been managed in order to help achieve accountability.

        • BP-1145 CIS Security Sustainment

          The business process for CIS Security Sustainment enables the maintenance of the appropriate level of security over time in CIS.

          • BP-1135 CIS Security Governance

            The CIS Security Governance process enables to establish strategic directions for CIS Security, establish policies to secure CIS and the information it handles, inlcuding standard approaches, minimum and desirable security requirements, definition of metrics, definition of information protection and release policies, definition of CIS Security metadata, and finally, to audit CIS Security for the purpose of accountability.

          • BP-1132 CIS Security Design and Implementation

            The CIS Security Sustainment Process enables to manage CIS Security requirements, and design, implement, verify and validate CIS Security to ensure that the implemented CIS is built in an efficient and adaptive manner, meets the security requirements and function correctly, and is aligned with high-level direction and guidance.

          • BP-1134 CIS Security Education, Training and Exercise

            The CIS Security Education, Training and Exercise process enables to improve the effectiveness of individuals (ex. COTS designers, implementers, users, operators and risks owners) in directing, guiding, planning and operationg CIS Security.

          • BP-1136 CIS Security Improvement

            The CIS Security Improvement process enables to assess the effectiveness and efficiency of CIS Security, recommand improvements of CIS Security, and advance CIS Security through research.

        • BP-1137 CIS Security Information Sharing

          The business process for CIS Security Information Sharing enablesthe management of CIS security information, including collection, reporting and sharing, analysis of its validity, and understanding its importance.

          • BP-1139 CIS Security Organization

            The CIS Security Organization process enables to determine what information is needed for CIS Security, who needs it and, how it will be collected, assessed and exploited.

          • BP-1130 CIS Security Collection

            The CIS Security Collection process gathers and receives information regarding CIS Security from various sources.

          • BP-1127 CIS Security Analysis

            The CIS Security Analysis process enables to analyse and evaluate collected CIS Security Information.

          • BP-1123 CIS Information Reporting and Sharing

            The CIS Information Reporting and Sharing process ensures that available CIS Security Information is optimally utilized to support CIS Security, through reporting and disseminating it as required in support of other CIS Security Capabilities as well as relevant participants.

      • BP-2001 Service Management and Control

        The business process for Service Management and Control (SMC) enables the support of coherent management of components in a service-enabled Communications and Information Systems (CIS) environment.

        • BP-2012 SMC Service Strategy

          Service Management and Control (SMC) Service Strategy involves defining the perspective, position, plans, and patterns that a service provider must execute to achieve organizational business outcomes. It encompasses processes such as Strategy Management for IT services, Service Portfolio Management, Financial Management for IT Services, Demand Management, and Business Relationship Management. While these processes are primarily linked to Service Strategy, many activities extend across various stages of the service lifecycle, ensuring strategic alignment and effective delivery throughout the entire service management cycle.

          • BP-1998 SMC IT Services Strategy Management

            The business process for Service Management and Control (SMC) Information Technology (IT) Services Strategy Management enables the definition and maintenance of an organization’s perspective, position, plans and patterns with regard to its services and the management of those services. Once the strategy has been defined, the IT Services Strategy Management for IT Process is also responsible for ensuring the implementation of the strategy, and that it achieves its intended business outcomes.

          • BP-2010 SMC Service Portfolio Management

            The business process for Service Management and Control (SMC) Service Portfolio Management enables the management of a service portfolio, considering services in terms of the business value that they provide. Service Portfolio Management ensures that the service provider has the right mix of services to meet required business outcomes at an appropriate level of investment.

          • BP-1990 SMC Demand Management

            The business process for Service Management and Control (SMC) Demand Management enables the understanding, anticipating and influencing customer demand for services. Demand Management works with capacity management to ensure that the service provider has sufficient capacity to meet the required demand. At a strategic level, Demand Management can involve analysis of patterns of business activity and user profiles, while at a tactical level, it can involve the use of differential charging to encourage customers to use IT services at less busy times, or require short-term activities to respond to unexpected demand or the failure of a configuration item.

        • BP-2007 SMC Service Design

          Service Management and Control (SMC) Service Design focuses on creating innovative and appropriate IT services, including their architectures, processes, policies, and documentation, to meet current and future business requirements. Its main goals are to design services that deliver the desired business outcomes, develop processes supporting the entire service lifecycle, and identify and manage risks. Additionally, it aims to design secure, resilient IT infrastructures, environments, applications, and data resources, establish measurement methods and metrics, and produce comprehensive plans, standards, and frameworks that support high-quality IT solutions, while also fostering skill development and contributing to the continuous improvement of IT service quality.

          • BP-1991 SMC Design Coordination

            The business process of Service Management and Control (SMC) Design Coordination enables the coordination of all service design activities, processes and resources. Design Coordination ensures the consistent and effective design of new or changed IT services, service management information systems, architectures, technology, processes, information and metrics.

          • BP-1982 SMC Capacity Management

            The business process for Service Management and Control (SMC) Capacity Management ensures that the capacity of IT services and the IT infrastructure is able to meet agreed capacity- and performance-related requirements in a cost-effective and timely manner. The purpose of Capacity Management is to provide a point of focus and management for all capacity and performance-related issues, relating to both services and resources, and to match the capacity of IT to the agreed business demands. Capacity Management considers all resources required to deliver an IT service, and is concerned with meeting both the current and future capacity and performance needs of the business.

            • BP-1981 SMC Business Capacity Management

              The business process for Service Management and Control (SMC) Business Capacity Management (BCM) enables the alignment of IT with business, and acts as a feeder for the Service Capacity Management (SCM) and Component Capacity Management (CCM) processes. The main objective of Business Capacity Management is to ensure that future business requirements are translated into quantifiable IT services. It’s also involved in designing, planning and implementation of the service on time. Business Capacity Management requires understanding service level requirements from the capacity perspective, interpreting the capacity requirements for services and component capacity management processes, assisting with agreeing SLAs, designing, amending and implementing service configuration and controlling major changes done to services.

            • BP-2005 SMC Service Capacity Management

              The business process for Service Management and Control (SMC) Service Capacity Management (SCM) enables the monitoring of end-to-end service capacity against the agreed Service Level Agreement (SLA). Generally, Service Level Agreements deal with service capacities, and not component capacities. Once your service capacity is defined, component capacities are to be aligned to meet your service requirements.

            • BP-1986 SMC Component Capacity Management

              The business process for Service Management and Control (SMC) Component Capacity Management (CCM) enables the monitoring of components to ensure that sufficient capacity is on hand to perform the respective functions optimally. Forecasting future component requirements plays into this as well. By forecasting future capacities, component capacity management can prevent capacity-related incidents, thereby reducing downtime.

          • BP-1980 SMC Availability Management

            The business process for Service Management and Control (SMC) Availability Management ensures that IT services meet the current and future availability needs of the business in a cost-effective and timely manner. Availability Management defines, analyses, plans, measures and improves all aspects of the availability of IT services, and ensures that all IT infrastructures, processes, tools, roles etc. are appropriate for the agreed service level targets for availability.

          • BP-1997 SMC IT Service Continuity Management

            The business process for Service Management and Control (SMC) Information Technology (IT) Service Continuity Management (ITSCM) enables the management of risks that could seriously affect IT services. The purpose of ITSCM is to maintain the appropriate on-going recovery capability within IT services to match the agreed needs, requirements and timescales of the business. ITSCM further ensures that the IT service provider can always provide minimum agreed service levels, by reducing the risk to an acceptable level and planning for the recovery of IT services. IT service continuity management supports business continuity management. The maintenance of appropriate ITSCM policy strategies and ITSCM plans aligned with business plans is key to the success of an ITSCM process. This can be accomplished by the regular completion of Business Impact Analysis and Risk Management exercises.

          • BP-2008 SMC Service Level Management

            The business process for Service Management and Control (SMC) Service Level Management (SLM) enables the negotiation of achievable service level agreements and the assurance that these are met. It's purpose is to ensure that all operational services and their performance are measured in a consistent, professional manner throughout the IT organization, and that the services and the reports produced meet the needs of the business and customers. Service Level Management monitors and reports on service levels, holds regular service reviews with customers, and identifies required improvements. The main information provided by the SLM process includes Service Level Agreements (SLA), Operational Level Agreements (OLA) and other support agreements, and the production of the Service Improvement Plan (SIP) and the Service Quality Plan.

          • BP-1985 SMC Compliance Management

            The business process for Service Management and Control (SMC) Compliance Management ensures that Information Technology (IT) services, processes and systems comply with enterprise policies and legal requirements.

          • BP-2006 SMC Service Catalogue Management

            The business process for Service Management and Control (SMC) Service Catalogue Management (SCM) enabls the provision and maintenance of the service catalogue and the assurance that it is available to those who are authorized to access it. It provides a central source of information on the IT services delivered to the business by the service provider organization, ensuring that business areas can view an accurate, consistent picture of the IT services available, their details and status. The purpose of Service Catalogue Management (SCM) is to provide a single, consistent source of information on all of the agreed services, and ensure that it is widely available to those who are approved to access it.

          • BP-1979 SMC Architecture Management

            The business process for Service Management and Control (SMC) Architecture Management enables the defintion of a blueprint for the future development of the technological landscape, taking into account the service strategy and newly available technologies.

        • BP-2013 SMC Service Transition

          The business process for Service Management and Control (SMC) Service Transition ensures that new, modified or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle. Although these processes are associated with Service Transition, most processes have activities that take place across multiple stages of the service lifecycle.

          • BP-1984 SMC Change Management

            The business process for Service Management and Control (SMC) Change Management enables the lifecycle management and control of all changes, enabling beneficial changes to be made with minimum disruption to Information Technology (IT) services.

          • BP-1983 SMC Change Evaluation

            The business process for Service Management and Control (SMC) Change Evaluation enables the formal assessment of major changes, like the introduction of a new service or a substantial change to an existing service, to ensure that risks have been managed and to help determine whether to authorize the change.

          • BP-2002 SMC Release and Deployment Management

            The business process for Service Management and Control (SMC) Release and Deployment Management enables the planning, scheduling and controlling the build, test and deployment of releases, and for delivering new functionality required by the business while protecting the integrity of existing services. The primary goal of Release Management is to ensure that the integrity of the live environment is protected and that the correct components are released.

          • BP-1977 SMC Application Development

            The business process for Service Management and Control (SMC) Application Development enables the production of applications and systems available which provide the required functionality for IT services. Application Development includes the development and maintenance of custom applications as well as the customization of products from software vendors.

          • BP-2014 SMC Service Validation and Testing

            The business process for Service Management and Control (SMC) Service Validation and Testing enables the validation and testing of a new or changed Information Technology (IT) service. Service Validation and Testing ensures that the IT service matches its design specification and will meet customer expectations, and verifies that IT operations is able to support the new service.

          • BP-2016 SMC Transition Planning and Support

            The business process for Service Management and Control (SMC) Transition Planning and Support enables the planning of all service transition processes and the coordination of the resources to deploy a major release within the predicted cost, time and quality estimates. Occasionally Transition Planning and Support is referred to as "Project Management".

          • BP-2004 SMC Service Asset and Configuration Management

            The business process for Service Management and Control (SMC) Service Asset and Configuration Management ensures that the assets required to deliver services are properly controlled, and that accurate and reliable information about those assets is available when and where it is needed. This information includes details of how the assets have been configured and the relationships between assets.

        • BP-2009 SMC Service Operation

          Service Management and Control (SMC) Service Operation encompasses coordinating and executing the activities and procedures necessary to deliver and maintain services at agreed levels for business users and customers. It also involves managing the underlying technology infrastructure that supports service delivery, ensuring that systems and applications function effectively to meet organizational needs. Key components of Service Operation include processes such as Event Management, Incident Management, Request Fulfillment, Problem Management, and Access Management, along with functions like Service Desk, Technical Management, IT Operations Management, and Application Management. While these processes and functions are primarily linked to service operation, many activities extend across various stages of the service lifecycle, supporting continuous service delivery and improvement.

          • BP-1992 SMC Event Management

            The business process for Service Management and Control (SMC) Event Management enables the lifecycle management of events. Event Management is one of the main activities of Information Technology (IT) operations.

          • BP-1994 SMC Incident Management

            The business process for Service Management and Control (SMC) Incident Management enables the lifecycle management of all incidents. Incident Management ensures that normal service operation is restored as quickly as possible and the business impact is minimized.

          • BP-2003 SMC Request Fulfillment

            The business process for Service Management and Control (SMC) Request Fulfillment enables the lifecycle management of all service requests.

          • BP-1999 SMC Problem Management

            The business process for Service Management and Control (SMC) Problem Management enables the lifecycle management of all problems. Problem Management proactively prevents incidents from happening and minimizes the impact of incidents that cannot be prevented.

          • BP-2015 SMC Technical Management

            The business process for Service Management and Control (SMC) Technical Management is responsible for providing technical skills in support of IT services and management of the IT infrastructure. Technical Management defines the roles of support groups, as well as the tools, underlying processes and procedures required.

          • BP-1996 SMC IT Operations Management

            The business process for Service Management and Control (SMC) Information Technology (IT) Operations Management enables the performance of daily activities needed to manage IT services and the supporting IT infrastructure.

            • BP-1995 SMC IT Operations Control

              The business process for Service Management and Control (SMC) Information technology (IT) Operations Control enables the monitoring and control of IT services and their underlying infrastructure. IT Operations Control executes day-to-day routine tasks related to the operation of infrastructure components and applications. This includes job scheduling, backup and restore activities, print and output management, and routine maintenance.

            • BP-1993 SMC Facilities Management

              The business process for Service Management and Control (SMC) Facilities Management enables the management of a physical environment where the IT infrastructure is located. Facilities Management includes all aspects of managing the physical environment, for example power and cooling, building access management, and environmental monitoring.

          • BP-1978 SMC Application Management

            The business process for Service Management and Control (SMC) Application Management enables the lifecycle management of applications.

        • BP-1987 SMC Continual Service Improvement

          The business process for Service Management and Control (SMC) Continual Service Improvement ensures that services are aligned with changing business needs by identifying and implementing improvements to IT services that support business processes. The performance of the IT service provider is continually measured and improvements are made to processes, IT services and IT infrastructure in order to increase efficiency, effectiveness and cost effectiveness.

          • BP-2011 SMC Service Review

            The business process for Service Management and Control (SMC) Service Review enables the review of business services and infrastructure services on a regular basis. The aim of this process is to improve service quality where necessary, and to identify more economical ways of providing a service where possible.

          • BP-2000 SMC Process Evaluation

            The business process for Service Management and Control (SMC) Process Evaluation enables the evaluation of processes on a regular basis. This includes identifying areas where the targeted process metrics are not reached, and holding regular benchmarkings, audits, maturity assessments and reviews.

          • BP-1988 SMC CSI Initiatives Definition

            The business process for Service Management and Control (SMC) Continual Service Improvement (CSI) Initiatives Definition enables the definition of specific initiatives aimed at improving services and processes, based on the results of service reviews and process evaluations. The resulting initiatives are either internal initiatives pursued by the service provider on his own behalf, or initiatives which require the customer’s cooperation.

          • BP-1989 SMC CSI Initiatives Monitoring

            The business process for Service Management and Control (SMC) Continual Service Improvement (CSI) Initiatives Monitoring enables the verification of improvements that are proceeding according to plan, and the introduction of corrective measures where necessary.

        • BP-1965 Service Knowledge Management

          The business process for Service Knowledge Management enables the sharing of perspectives, ideas, experience and information related to services, and for ensuring that these are available in the right place and at the right time. Service Knowledge Management is crucial for well-informed decisions, and it improves efficiency by reducing the need to rediscover service knowledge. It is part of an organization's overall knowledge management process.

    • BP-1351 Education, Training, Exercises and Evaluation

      The Education, Training, Exercises and Evaluation (ETEE) Processes describe the business processes related to Military Function 04 "Education, Training, Exercises and Evaluation".

      • BP-2125 Education

        Education is the systematic instruction of individuals that will enhance their knowledge and skills, and develop competencies. It is the developmental activity that enables the individuals to make a reasonable response to an unpredictable situation.

      • BP-2126 Training and Exercises

        The focus of organizations' training and exercises programme is to ensure that the organization has a coherent set of deployable, interoperable and sustainable forces that are equipped, trained, exercised, and commanded so as to meet the organizations level of ambition (LOA). Two elements should underpin this approach to collective training and exercises. The first is a desire to train and evaluate forces in realistic scenarios. The second is the intent to move from a campaign footing to a contingency footing as forces recuperate and reconstitute forces. Against these criteria, the quantitative and qualitative exercise requirements are derived.

        • BP-1527 Individual Training

          The Individual Training process describes the business processes related to individual training.

        • BP-1158 Collective Training and Exercises

          The Collective Training and Exercises (CTE) Processes define the conditions and activities to execute the initiation, specification, planning, conduct and evaluation of training programmes and exercises in order to prepare and certify headquarters and formations to meet current and future operational requirements, in accordance with established governance and standards.

          • BP-1228 CTE Concept and Specification Development

            The Concept and Specification development process determines the overall exercise requirement; establish the aim, and objectives; and develop a viable exercise concept for achieving them

          • BP-1241 CTE Planning and Product Development

            The Planning and product development process determine specific planning requirements and to draft, coordinate, and promulgate the Exercise Plan (EXPLAN) as well as all required documents related to scenario and exercise play

            • BP-1244 CTE Training Objective Development

              The Collective Training and Exercises (CTE) Training Objective (TO) Development Process defines training priorities and corresponding resources requirements. TOs are developed in parallel with the Exercise Specification (EXSPEC) to provide a common detailed reference between all entities involved in the exercise preparation and conduct. OCE conducts the development of a consolidated and prioritized list of TOs in accordance with the exercise aim, objectives, and settings, based on TA recommendations and ODE advice. TOs are promulgated by the OCE in his Exercise Planning Guidance and confirmed in the Exercise Plan (EXPLAN) to allow minor adjustments.

            • BP-1242 CTE Requirements and Limitations Analysis

              The Requirements and limitations analysis process analyses and determines the requirements from the TA (C2 requirements, training requirements standing crisis planning requirements) and exercise organization ( Exercise control requirements, c2is integration requirements, real life support). Basic Flow of Events: • Review EXSPEC: The CPT conducts a mission analysis based on an analysis of the EXSPEC and other references. • Establish Training Audience HQs C2 Requirements: Consider any further development of the C2 arrangements to be exercised. • Develop Operational Requirements for Planning Situation/ Scenario: Based on the analysis of the mission essential tasks to be exercised, the Commanders’ Conference proposal and TO conditions the exercise must create, the CPT should articulate further operational level requirements that must be met by the exercise planning situation. • Determine IERs and Develop IER Matrix: For all phases of the Operational Conduct Stage the CPT must determine three basic categories of Information Exchange Requirements (IERs) and Functional Services (FS) requirements during the Planning and Product Development Stage; those to be used by the non-deployable Training Audience, those to be used by the Deployable Forces TAs and those required by the EXCON and its supporting elements. Close coordination between the CPT IER/FS members and the OCE OPR is required in order to stay within the given budget and other administrative limits. The product of this exercise process step should be identification of the NCIA support, TA HQs and other assets required to support all three categories IERs and FS requirements during each exercise phase/sub-phase of the Operational Conduct Stage. CIS conditions listed in the TOs should be satisfied first. • Non-Deployable Training Audience IERs and FS Requirements: The non-deployable TA HQs should have HQ-specific standing crisis management plans that specify the IERs and FS requirements for real world crisis situations. For a real world crisis situation it is expected that the IERs and FS requirements in the standing plans based upon the static HQs ACO Fielded System Baseline2 would be updated by the responsible HQ IER/FS specialists during the crisis response planning. The CPT should analyse the IERs and FS requirements specified in the standing plans with respect to the envisioned exercise IERs and FS requirements to determine and document any modifications or additional IERs and FS requirements required for the TA participation in the exercise. • Forces HQs IERs and FS Requirements: Each of the deployable TA HQs should have a generic crisis response plan with IER and FS requirements templates that would be modified to produce real world IERs and FS requirements in the event that the HQ is tasked to join and/or support a real world NATO Deployed Forces (DF) operation. These IERs should be based upon, among other things the Minimum Military Requirements (MMRs) for Deployable Forces C2 to achieve interoperability between NATO and National C2 systems to facilitate common situational awareness3. For a real world crisis situation it is essential that the generic crisis response plan IERs and FS requirements based upon the deployable HQs ACO Fielded System Baseline are updated by the responsible DF HQ IER/FS specialists during the crisis response planning. The CPT should compare the generic crisis response plan IERs and FS requirements with the MMRs and with the IERs and FS requirements envisioned by the CPT to establish the C3 systems and capabilities that will be required to accomplish the DF HQ’ mission essential tasks. • Exercise Control IERs and FS Requirements: The CPT should for each exercise phase/sub-phase determine both the EXCON operational IERs and FS requirements, including requirements of the evaluation, analysis and experimentation teams; and the IERs and FS requirements related to EXCON interaction with the TA. This category also includes the IERs and the FS related to interfacing with the TA command and control information systems. Early determination of IERs and FS requirements is important. Full utilization of IER/FS subject matter experts (SMEs) from the ODE and other supporting HQs, agencies and centres is essential to ensure that the EXCON IERs and FS requirements are identified and planned for, in order to ensure a realistic interaction between EXCON and TA, and to reduce any negative impact on the CIS of the TA. • Determine C2IS Integration Requirements: C2IS in peace HQs will normally be operating on a NATO Secret (NS) Wide Area Network (WAN) during exercises. Deployable Forces HQs will operate on a NS WAN and/or on a Mission Secret (MS) WAN. The CPT should ensure the appropriate subject matter experts, including NATO CIS Services Agency (NCIA) representatives, determine the C2IS Integration Requirements for the exercise, taking into account among other things, the availability, training fidelity, costs, and benefits of use of both NS and MS WANs. • Determine Pre-Operational Conduct Training Requirements: Based on its analysis of the TOs as well as the Operational and Training Assessments provided by the OCE and TA, the CPT will determine and prioritize requirements for pre-Operational Conduct training. Examples of such training for HQs range from simple ‘warm up’ exercises before the Sub-Phase IIIB for single HQs to a more structured pre-exercise training period for multiple HQs using the ACO Fielded System Baseline CIS and with a MEL/MIL designed as a lead-in to the Sub-Phase IIIB STARTEX. • Consider Pre-LIVEX Combat Enhancement Training (CET) and Force Integration Training (FIT) Requirements: Although conduct of CET and FIT is primarily a national responsibility, the CPT should initiate identification of potential CET and FIT requirements to reduce potential conflicts with training audiences’ participation in the LIVEX phases/sub-phases. • Refine Evaluation Requirements: The CPT will review exercise requirements for evaluation and determine the need for the OCE, in consultation with the OSE, to identify individuals to support the DIREVAL in the development of the Evaluation Plans. • Refine Analysis Requirements: The CPT will review exercise requirements for analysis and determine the need for the OCE, in consultation with the OSE to identify individuals to support analysis efforts in the coordination of the Analysis Plans. • Develop Experiment Integration Requirements and Limitations: Early engagement by the HQ SACT Operational Experimentation Branch and the JWC Joint Capability Integration Division is essential when experiments are to be conducted during the exercise. Due to the nature of the experimentation concepts and tasks the exact form of operational experiments to be conducted may not be finalized until late in the EP. This does not absolve planners from ensuring close links with each other to ensure that mismatches do not occur between the exercise aim, exercise objectives, the TOs and the collective experimental requirements. For NATO exercises, experiments will be accommodated to the fullest possible extent but they will always be subordinate to the achievement of exercise and training objectives. When required, CPT, on behalf of the OCE, will request JWC or JFTC to assign an Experimentation Integrator. The Experimentation Integrator will be responsible for the integration of experiments and development of the Experimentation Annex to the EXPLAN. Costs of incorporation of experiments into an exercise will be monitored throughout the exercise process and will be allocated under the “costs lie where they fall” NATO funding principle. • Determine Initial EXCON Requirements: Based on the EXSPEC and OCE guidance the CPT must determine the EXCON requirements, and take note of the evaluation and analysis team participation, given the TA C2 arrangements and exercise locations. The CPT will consult with the ODE, if designated. If no ODE has been designated the EXDIR will be consulted. • Establish Modelling and Simulation (M&S) Requirements and Constraints: The CPT should determine initial M&S requirements based on the PTA mission essential tasks to be exercised, the TO conditions, and the C2IS employed by the TA. Although normally only associated with providing SYNEX support to Command Post Exercises (CPXs), M&S tools can play a role in all types and forms of exercise. NATO has a wide range of M&S tools that should be considered for the OCE to develop the scenario modules and to deliver exercise data in the proper formats and granularity to provide the best training for the TA. Some Bi-SC Automated Information System (AIS) Functional Services such as TOPFAS and LOGBASE4 can also be used by the EXCON as M&S tools in designing the scenario or in war-gaming potential events/incidents and their supporting injections. The use of M&S tools by EXCON must be transparent to the TA. • Assess M&S Tool Options and Cost/Benefits. Care must be taken to identify the M&S solution for the exercise that best will ensure that the exercise aim and objectives are achieved. New scenarios with complex in-theatre forces and fictional geography may require the development of M&S databases with long lead times. Computer assistance for developing, managing and delivering the MEL/MIL injections can enhance a CPX with little additional resource expenditure. M&S can ensure a consistent time/space/force/ information representation of a complex scenario, as well as provide an automated feed of information in the proper formats and levels of granularity to the C2IS employed by the TA. However, caution must be taken when the M&S tools supporting the Opposing Force (OPFOR) simulation also are providing the OPFOR ‘ground truth’ to TA situational awareness Functional Services, such as the TAs’ common/recognized operational pictures, as it is unlikely that the TA would have the same fidelity of information for an actual operation. Special consideration should be given to the use of M&S to support data generation to appropriately represent the comprehensive operating environment. The synchronization of M&S and C2IS requires on time planning to ensure that technical interoperability is set and the connection is authorized. Employment of a tailored M&S solution can also reduce the required number of personnel in the EXCON structure and is highly recommended. Cost/benefits analyses should be conducted to identify the best M&S tools package for the exercise. • Determine Operational CIS Requirements and Constraints. Analysis of the operational CIS requirements should be based on the TA C2 arrangements as well as EXCON requirements during the entire exercise. The CPT CIS member should advise on the availability of organic systems and maximum Points of Presence (PoPs) that can be supported as well as any costs for leased CIS. Rental and/or acquisition of CIS is possible if Deployable CIS (DCIS) assets or NCIA CIS services are not available and if eligible for NATO funding (eg; in compliance with in STANAG 5048 for NATO land forces). • Determine Real Life Support (RLS) Requirements. RLS requirements for exercises will vary from minimal (eg; for exercises that take place within own HQs of the participants) to moderate (eg; for exercises where some HQ elements are deployed in the field or to a training centre) to extreme (eg; where HQs and forces deploy for LIVEX). The CPT should assist the Logistics member and their own HQ Support Group SMEs in determining preliminary requirements based on venues and the level and scope of participation at deployed locations, including for EXCON. • Determine Deactivation Requirements for Exercise Sites. The CPT should determine requirements for deactivation of all exercise sites after each appropriate phase/sub-phase. These requirements should include redeployment of all participants as well as NATO and troop- contributing national assets and completion of all contractual claims, environmental tasks and actions. • Determine Budget Requirements and Eligibility. The OCE Exercise Fund Manager will review and further develop budget requirements and funding eligibility with the CPT for different functional areas such as CIS, RLS, HNS, White cell, SIMPRESS, etc. When the exercise and all connected events have been approved in the respective partner programmes, funds will be allocated for the exercise. • Submit Draft Initial Exercise News Release (IENR) to the OSE. After agreeing the requirement with the OSE, the OCE PAO is responsible for developing, in close coordination with the host nation, the draft IENR. The draft IENR must be submitted to the OSE at least four weeks prior to STARTEX of the Operations Conduct phase or the intended IENR date, whichever is earlier. Subsequent release authority may be delegated to the OCE. If the exercise is likely to be special political considerations or other sensitivities the IENR will need to be processed earlier to allow time for additional staffing potentially up to the NATO MC level. See Chapter 6 of the ACO Public Affairs Handbook.

            • BP-1235 CTE Exercise Planning Guidance Development

              The Exercise planning guidance development process will draft and staff the OCE’s Exercise Planning Guidance. Basic Flow of Events: • Develop Guidance on Missions, Forces and Tasks: The guidance should be based on the OSE’s aim and objectives taking OCE’s intent, constraints and limitations into account as well. It should describe OCE desired flow of the exercise and the missions and tasks to be planned and/or executed by the TA during the exercise. The OCE desired exercise flow will be the basis for the detailed exercise design required for further scenario development. • Provide Further Guidance on TA Command Arrangements: This guidance to the CPT should ensure the scenario is designed to allow freedom of action for the TA to design an operational C2 structure and command arrangements appropriate for the mission and mission essential tasks to be exercised during the different exercise phases/sub-phases. • Provide Guidance on Scenario Development: The OCE’s scenario guidance should focus on further describing those essential strategic and operational conditions that the scenario must establish in order to exercise the mission and essential tasks in an environment and conditions that conform to the TA’s most likely or most challenging potential employment options. • Provide Direction for Use of Operational Networks and C2IS: The CPT should include, in the OCE’s Exercise Planning Guidance, direction for use of operational networks and C2IS based upon: the C2IS integration requirements determined during the first CPTM; the decision on use of NS and/or MS WANs; the determination of the operational CIS requirements and constraints; and the analysis of the three basic categories of IERs and FS requirements; those to be used by the non-deployed TA, those to be used by the deployed TAs and those required by the EXCON and its supporting elements. • Provide Guidance on Pre-Operational Conduct Training: This guidance to the CPT should cover all pre-Operational Conduct EXCON training for each Exercise Phase. The training programmes to be referenced in the EXPLAN should include individual and collective training requirements for EXCON specialized tools, as well as the training requirements for EXCON use of Bi-SC AIS Functional Services. If appropriate, the guidance should include pre-Operational Conduct training for members of the evaluation and analysis teams participating in the exercise. If desired, the guidance may also address some pre-Operational Conduct training requirements for TA commanders and staff. However, the TA HQs will remain responsible for individual and collective training of their own commanders and staff. • Provide Guidance on Pre-LIVEX Combat Enhancement Training (CET) and Force Integration Training (FIT). • Provide Guidance on Evaluation Requirements and Analysis Objectives: The OCE and representatives of the participating evaluation teams and each HQ planning analysis activities during any exercise phase/sub-phase shall examine the ACO evaluation requirements and planned analysis objectives to ensure they fit within the scope and scale of the exercise without compromise to the exercise aim, exercise objectives and TOs. • Provide Guidance on Experimentation: The OCE Experimentation point of contact in cooperation with the HQ SACT Experimentation Venue Coordinator and/or JWC/JFTC Experimentation Integrator will review the experiments and new concepts planned to be conducted during the exercise as approved by the OSE. The purpose is to make sure that any possible new developments regarding approved experiments will not interfere with the exercise aim and objectives and the training objectives. Any potential issues will be resolved between the OSE OPR and OCE OPR. • Provide Guidance on EXCON: The OCE guidance on EXCON should address organization, manning, training, RLS-issues and reflect exercise design, scenario, TA C2 structure, etc. • Provide Guidance on Modelling and Simulation Tools: The OCE M&S guidance should address M&S requirements and resources including manpower, hardware/software, networking and databases. • Provide Guidance on the Use of Deployable CIS and AIS: This should focus on achieving the MMRs for Deployable Forces C2 to achieve interoperability between NATO and National C2 systems to facilitate common situational awareness, NATO and national C2 information, and tracking of forces during all phases of the operations. It should address requirements for integrating Bi-SC AIS Functional Services and ensure the availability of requisite theatre and force data. • Provide Guidance on the Use of Deployable Equipment: Requests for usage of the deployable equipment shall be directed to SHAPE. Taking into account the training objectives, the OCE OPR will submit the request to SHAPE Logistics Directorate as early as possible during the Exercise Process. The request will be balanced against real world requirements and the guidance provided by SHAPE DCOS OPS/INT on the usage of CP-0A0149, CP-5A0156 and CP-9A11015 equipment for training purposes. • Develop Guidance on Establishment and Conduct of Syndicates and Additional Conferences: The CPT must identify these requirements early and ensure they are included in the EP Milestones. Insofar as practicable, exercise planning and development coordination, syndicate meetings and conferences should be conducted virtually using video-teleconferencing (VTC) or network conferencing tools. On syndicates linked to the already planned conferences in the EP the OCE should give general guidance. • Develop Task Allocation and Coordination Requirements: The CPT will determine the requirements for task allocation and coordination and produce the refined milestones and coordinating instructions. • Present Options and Recommendations to OCE for Approval: The CPT will have identified any issues requiring further OCE guidance as well as those that require referral to the OSE for additional direction and/or guidance. The OCE OPR will brief the OCE on the results of the CPT analysis and recommended OCE guidance for consideration and endorsement. • Issue OCE Exercise Planning Guidance: (This step may be skipped if the OCE is also OSE and developed the EXSPEC).

            • BP-1234 CTE Exercise Plan Development

              The Exercise Plan Development Process supports OCE OPR with the development of portions of the EXPLAN and initial planning information in preparation for the site survey and the Initial Planning Conference (IPC). Basic Flow of Events: • Review OCE Exercise Planning Guidance • Develop the OCE's Intent and Concept of the Exercise: This will be based on the OCE Exercise Planning Guidance and further developed to describe how the OCE intends to conduct the exercise. • Develop OCE’s C2 Structure and Arrangements: This is the C2 structure and arrangements for the conduct and support of the exercise, not the C2 structure and arrangements to be developed by the TA. • Develop C2IS Architecture/Data Management Plan. • Draft Pre-Operational Conduct Training Plan (Schedule of Activities): This plan should cover all pre-Operational Conduct EXCON training to support each Exercise Phase. The plan should include individual and collective training requirements for EXCON specialized tools, as well as the training requirements for EXCON use of Bi-SC AIS Functional Services. • Develop Concept of Evaluation/Analysis. This concept should be developed by the DIREVAL in coordination with the EXDIR and the designated evaluation/ analysis team leaders. • Develop Initial Draft Experimentation Annex. JWC or JFTC, with experiment team leaders will develop initial draft Experimentation Annex. The annex should have a main body, and appendices for each experiment, that include experiment information, the concept and scope of the experiment, aims and objectives, conduct of experiment, support requirements, etc. • Develop EXCON Concept and Structure. • Develop M&S Architecture and Data Exchange Requirements. • Determine EXCON CIS Requirements. • Develop CIS Architecture. • Develop RLS Concept. • Update Exercise Budget. • Convene the CPT to Coordinate and Consolidate the Initial Draft EXPLAN: The purpose of this meeting is to produce the initial draft EXPLAN. Note: the number and timing of CPT meetings should be at the prerogative of the OCE OPR rather than only at specific points in the exercise process • Develop Exercise Synchronization Matrix. • Determine EXPLAN Annex Requirements. • Develop HNS Requirements: These requirements should guide the Site Survey and contribute to the subsequent development of the Statement of Requirements for HNS. • Allocate and Coordinate Tasks. • Develop Module 3 - Strategic Initiation: The Strategic Initiation Module establishes the international and NATO political desired end-state, objectives, limitations and directions as well as the supporting strategic military assessments and planning guidance following the NATO Crisis Response System. • Develop Module 4 - Crisis Response Planning Information: The Crisis Response Planning Information Module provides current updated information and data about the international and regional situation. Information and data11 are produced in accordance with ACO directives and in Bi-SC AIS Functional Services and doctrinal APP-11 series formats (where available). • Deliver C2IS Database(s) for Operations Planning: The CPT should ensure that exercise data developed for the TA databases are sufficient to support operations planning. Insofar as practicable, the data should be provided by the EXCON through the standing agreements,processes and procedures that would be used if the planning situation were real. • Develop Evaluation and Analysis Plans. • Assemble Experimentation Annex. • Issue EXPLAN: The OCE OPR will staff the refined draft EXPLAN for approval with the HQ and then distribute it. • Finalise Phase I Training Package: This should include, among other things, topics for: Round Table Discussions (RTD), Panel Discussions (PD), Case Studies (CS), vignettes, practical exercises and subject matter expert presentations. Topics should be linked with appropriate Training Objectives (TO). • Develop Module 5 - Force Activation and Deployment Information: Once the TA initiates Phase II, Crisis Response Planning, the CPT/EXCON will coordinate/generate the national and strategic force generation, activation and deployment information as required to enable the development and completion of the respective OPLAN. This Moduleprovides external information/data in response to player CONOPS and CJSOR, as well as player Commander’s Critical Information Requirements (CCIRs) as required to complete operations planning and to initiate deployment and initial entry operations. Specific products (eg; ACTORD and ORBATTOAs) may be issued prior to or during Sub-Phase IIIA. The CPT/EXCON should carefully analyse the results of the TA’s operational, sustainment, deployment and specialized functional planning against the pre-established Sub-Phase IIIA STARTEX conditions necessary to achieve the exercise objectives and conduct war-gaming of the execution of these plans to determine the optimal STARTEX date/time for the exercise Sub-Phase IIIA. Module 5 information/ data are to be produced in accordance with ACO directives and in Bi-SC AIS Functional Services and APP-11 series doctrinal formats (where available). • Develop Module 6 - Execution (STARTEX and MEL/MIL): The Execution Module describes the current situations at STARTEX for Sub-Phase IIIA and Sub-Phase IIIB, based on a careful analysis of the OPLANs against the Exercise Objectives and TOs and the OPFOR Campaign Plan as well as the likely situation in the theatre. The CPT/EXCON should carefully analyse the TA performance results of the Sub-Phase IIIA against the pre-established Sub-Phase IIIB STARTEX conditions necessary to achieve the exercise objectives to determine the optimal Sub-Phase IIIB STARTEX date/time13. All Module 6 information/data are to be produced in accordance with ACO directives and in Bi-SC AIS Functional Services and doctrinal APP-11 series formats (where available). • Develop M&S Theatre Data (from C2IS Data) per Strategic Guidance: Once the CPT has developed the operational data for use by NATO C2IS and the TA have developed their OPLANs to a degree that the CPT can determine those operations to be modelled and simulated to support to Sub-Phase IIIA based on Scenario Module 6, the OCE/ODE OPR can allow the designated SME to proceed with the development and testing of the M&S data. • Develop and Test M&S Databases and Information Exchanges: In parallel with the development of scenario Module 6 Execution (STARTEX and MEL/MIL) M&S SMEs will develop and test required M&S data and information exchange between M&S tools and operational C2IS. Close cooperation between scenario developers and M&S SMEs will facilitate the required synchronization of scenario and M&S data.

            • BP-1243 CTE Scenario Module Development

              In the Scenario modules development process the exercise map data sets, country information, orbat, infrastructure and opfor campaign plan are developed are developed. Basic Flow of Events: • Module 2 - Theatre of Operations: The Theatre of Operations Module is the second scenario module. It is developed from the Geo-Strategic Module produced during the Exercise Concept and Specification Development Stage and published with the EXSPEC. The Theatre of Operations Module contains static information/data about the region to support strategic assessments and operations planning. This module may consist of wholly or various mixes of real, synthetic and fictitious information/data. Information/data will be produced6 according to NATO information standards and support the use of Bi-SC AIS Functional Services. Products should be developed by the CPT in a cross-functional Operational Information Management Syndicate or Theatre Data Working Group. Products will be required prior to the CRP Initiation, which may occur before the MPC, and may be required earlier to support HQ-specific pre-Operational Conduct training events. • Review Scenario Module 1 – Geo-Strategic Situation: The Geo-Strategic Situation Module published with the EXSPEC should be reviewed to ensure its coherency with the corresponding elements of the Theatre of Operations Module. This may result in scenario design refinements with respect to the use of real, synthetic, fictionalised or fictitious scenario data7. Scenario designers should select the design refinements that best comply with political sensitivities, unavailability of theatre information or other constraints. • Develop Exercise Map Datasets: Information/data will be produced according to NATO information standards and support the use of Bi-SC AIS Functional Services. Geospatial information/data must be compatible with the Bi-SC AIS Core GIS Service. • Develop Theatre of Operations Country Information/Studies: The country data/information should be provided in the applicable format; i.e. STANAG 2077 , Country Catalogue or as specified. • Develop Theatre of Operations ORBAT Data: Select real, fictional, generic and/or mixed forces and provide data in the format and level of detail that would be available if the situation were real. The locations of the ‘friendly’ forces at this point should be their home stations. • Develop Theatre of Operations Infrastructure Data. • Develop OPFOR Campaign Plan (for use by EXCON only).

          • BP-1240 CTE Operational Conduct

            The Operational conduct process prepares the training audience for the exercise in terms of planning and training. It does the execution of the exercise and includes the Assessment of the exercise.

            • BP-1237 CTE Foundation Training

              The Foundation training process delivers a set of individual and collective training programs to equip the TA with knowledge about the upcoming scenario, environment and systems. Basic Flow of Events: • Phase I -– General outline: The allocation of responsibilities for training will depend on institutional budgeting and established programmes of work (POWs) for supporting organizations. It is important to recognize, that Phase I is not a substitute for Individual Training as described in the E&T Approach, as the training focus is especial related to the needs of Phase II and III and tied to setting and scenario. The entire training calendar needs careful planning to best use limited SACT and SACEUR Command Structure resources in support of the individual and collective training requirements. Phase I may be conducted in up to four sub-phases. The number of sub-phases and their timing will depend on the type and size of the exercise. Each Foundation Training sub-phase could require its own planning process with administrative instructions, plans and steps as specified in the EXPLAN. Each Phase may vary IAW required preparation steps, but in a very generic way the following steps could be taken into account IOT plan and execute different sub-Phases. • Conduct Sub-Phase IA – Internal (Individual and Collective) Training. Internal Individual and Collective Training will be conducted at the discretion of TA Commanders utilizing NATO Education and Training Facilities (NETF), Centers of Excellence, Partner Training and Education Centers (PTEC) or own resources as appropriate. This is an internal training of the HQ without any support from ODE. This phase may include: Functional Area Training (FAT), Functional System Training, professional development training, Work Shops, and Syndicate Discussions. Basically this Phase should improve foundation knowledge of each staff member to perform his functional area duty in the future collective training. • Conduct Sub-Phase IB – Academic Seminar. The overall purpose of the Academic Seminar is to prepare TA Commanders and their key staff for the challenges of likely operational missions, and to function as an operational HQ as planned in Phase II, Sub-Phase IIIA and Sub-Phase IIIB of the exercise. The scheduling should be de-conflicted with Phase IC to allow maximum Command Group and Key Leader participation. The Program and timeframe of this Sub-Phase IB may vary depending on the TA Commander’s requirements. • Conduct Sub-Phase IC – Key Leader Training (KLT). KLT is individual training designed for the ‘Key Leaders’ under the responsibility of the PTA commander for a specific exercise venue or upcoming military operation. It is important to link the Key Leaders with their own staff taking part in academics, usually conducted concurrently, to allow the interaction using syndicate discussion and backbrief. This training usually covers presentations and discussions on the different aspects of the future operation. • Conduct Sub-Phase ID – Battle Staff Training (BST). Battle Staff Training is a collective training opportunity to fulfil TA commanders requirements for the enhancement of conducting the decision making process (working groups, boards, etc.) within the HQ. The size and scope of the BST will determine which methods (i.e. vignettes, MEL/MIL) and tools (i.e. role players, mentors) are used for the achievement of the commanders’ aims. Usually it is conducted as a single level training event. The BST will normally be planned and conducted by TA Commanders within own capabilities as specified in the EXPLAN. Relationships between Phases ID, IIA/B depend on the use that is made of the CRP products (CONOPS, OPLAN) during Phase ID. A direct link between Phase ID and Phase IIIB has an impact on the whole exercise planning process3 and requires a much bigger support by external entities (i.e. JWC, JFTC). The support by ACT is established during CTS POW Process.

            • BP-1230 CTE Crisis Response Planning

              The Crisis response planning process will allow the TA to conduct the OPP within the scope of the NATO Crisis Management Process and NATO’s Operations Planning System. The TA will be provided with the Political-Military and Military strategic documents required to trigger specific stages of the OPP. The documents that would be appropriate for the simulated compelling situation will be created beforehand by the OSE EPG, OCE CPT, ODE EPT and/or the EXCON. As a part of collaborative OPP, the TA should contribute to the development of their higher echelon OPP products in accordance with Chapters 3 and 4 of the ACO COPD. The TA will utilize the ACO Comprehensive Operational Planning Directive (COPD) as well as other ACO directives and their SOPs to activate their appropriate HQ crisis organizations, conduct the OPP, acquire the requisite operational data and information, establish and maintain situational awareness, attain situational understanding and produce the CRP exercise phase deliverables within the applicable timeframe.

            • BP-1233 CTE Execution

              In the Exercise execution process the artificial forces (real forces in the case of a live-ex) are activated and deployed so they are in their expected locations according to the scenario. When everything is inline with the scenario the execution is started with STARTEX and will be ended with ENDEX. Basic Flow of Events: • Determine Exercise Sub-Phase IIIA STARTEX. The pre-established Sub-Phase IIIA STARTEX conditions based on, among other things, the OSE’s aim and objectives and the OCE’s TOs, should be applied to war-gaming of the TAs’ OPLANs and other Phase II products against the OPFOR campaign plan within dynamic theatre conditions and environment. • Refine and Issue the Requisite STARTEX Documentation, Data and Information for the TA. This will primarily be found in Scenario Module 5 and in the TA products from the Phase II. • Refine OPFOR Campaign Plan (for use by EXCON only). EXDIR supported by EXCON, OSE/OCE/ODE EPG/CPT and with TA OPR. • Establish Training Site(s). • Establish and Maintain EXCON. A small tailored EXCON will be activated to support Sub-Phase IIIA. See notional Sub-Phase IIIB EXCON organizational structure at Figure 5-2. The EXCON required for Sub-Phase IIIA of a LIVEX will be significantly different from that required for a CPX. It is important to augment the EXCON Grey Cell by HNS experts that could Role Play e.g. Master Harbour or Ministry of Economy and Infrastructure. • Activate Training Team(s). • Activate Evaluation, Analysis and Experimentation Team(s). • Initiate and Control the Conduct of the TA’s Force Activation, Deployment, and RSOM&I. • Manage the Scenario MEL/MIL/Simulation. • Observe and Evaluate the Force Activation, Deployment, and RSOM Phase. Daily feedback from deployed observers, trainers and senior mentors (when employed) are used to assess the progress toward the accomplishment of exercise and training objectives. • Conduct Deactivation Activities for Exercise Sites (If required) • Prepare and Conduct Sub-Phase IIIA Review. • Determine Exercise Sub-Phase IIIB STARTEX. Based on, among other things, the OSE’s aim and objectives and the OCE’s TOs. • Refine OPFOR Campaign Plan (for use by EXCON only). The EXDIR will ensure that the appropriate members of the EXCON refine the OPFOR Campaign Plan based upon the Phase IIIA results to optimize achievement of the OSE’s aim and objectives and the TOs. • Refine and Issue the Requisite STARTEX Documentation, Data and Information for the TA. This will primarily be found in Scenario Module 6 and modified/updated based on the TA products • Provide the TA with necessary Situation Update Documentation prior of the STARTEX of PH IIIB. • Establish RLS/CSS at Exercise Sites. • Establish CIS Connectivity and CIS Services • Activate Force Protection (FP) Plan. • Implement Safety and Environmental Measures. All exercise sites must have precautions in place for real world emergencies such as fires, oil spills, medical emergencies, etc. A sequence of appropriate drills must be performed at each site prior to the start of the exercise, particularly when the exercise is conducted in underground command facilities or aboard a command ship. LIVEX safety and environmental issues are addressed in Annex Q, Live Exercises and Environmental Protection and Environmental Health Hazard Assessment Considerations. • Stand-up EXCON in all Locations. IAW EXPLAN inputs including Senior Mentors and Training Teams. • Conduct EXCON Training IAW EXPLAN. • Deploy TA to the Exercise Sites. • Conduct Warm-up at the TA Locations. This activity is done by TA IOT commence the HQs Battle Rhythm and integrate the augmentee personnel to the staff. This phase is conducted without any interaction between TA and EXCON. • Activate the EXCON VOB/NMIC. The details are included in Annex I. • Activate Evaluation, Analysis and Experimental Team(s). • Commence the Exercise by Executing of Agreed Portion of OPLAN. • Manage and Control the Exercise by Executing MEL/MIL and Simulation. • Collect the Daily Observations from Training Teams’s to Assess the TA TOs Achievement. • Conduct Evaluation. • Conduct Analysis. • Conduct Experimentation. • Execute the End of Exercise and Conduct Deactivation of Exercise Sites. As required.

            • BP-1227 CTE Assessment

              The Exercise assessment process supports the EXDIR in the preparation and facilitation of an AAR for the TA. The EXDIR is supported by appropriate members of the EXCON. For JWC/JFTC supported exercises, the Senior Mentor(s) and the Chief(s) Training Team may contribute to the AAR. Basic Flow of Events: • Collect key observations. • Develop Significant Findings, Conclusions and Recommendations. Recommendations must be derived from current doctrine and may include ACO validated best practices. • Coordinate AAR key points with OCE. • Prepare the AAR Site(s). • Establish VTC Connectivity with all Sites. • Conduct AAR.

          • BP-1226 CTE Analysis and Reporting

            The Analysis and reporting process determines whether the exercise succeeded in achieving the OSE’s aim and Exercise Objectives and the Training Objectives, as well as to analyse all observations captured during the previous phases and validate the proposed remedial actions in order to obtain valid lessons identified on both operational and exercise issues

            • BP-1229 CTE Coordination and Deconfliction

              The Analysis Coordination and deconfliction process ensures that the appropriate information is collected and that the analysist know what their tasks are.

            • BP-1238 CTE Information and Data Collection

              The Information and data collection process collects the information that is subject to analysis. Basic Flow of Events: • Collecting Training Audience Data and Information • Collecting EXCON and/or Specific Team Data & Information • Collecting Real Life Support (RLS) and Communications and Information (CIS) Data and Information.

            • BP-1232 CTE Evaluations, Analysis and Assessments

              The Evaluation, analysis and assessment process evaluates analyses and assesses the exercise in accordance with and within the timeframes of their respective mandates, which are to be specified in the EXPLAN. The depth and breadth of the evaluations and analyses will be directed by the timelines of their respective deliverables.

            • BP-1231 CTE Deliverables Preparation and Issuance

              XXXXX The Issue preparation and deliver process prepares and issues the various deliverables that are the result of the previously described data collection and analysis type activities. The nature, depth and breadth of the data for each of the deliverables will be specified in the EXPLAN with certain deliverables being in direct support of the OCE and others being mandated by and in direct support of entities outside of the OCE. A general rule of thumb is that rapidly generated deliverables will be exercise/TA specific and consist more in evaluations and initial impressions that, due to time constraints, will be based primarily on “initial analysis”. In contrast, due to their extended analysis periods, more in-depth and root-cause analyses are possible with the longer term deliverables.

            • BP-1239 CTE Key Observations and Lessons Transition

              The Key Observations and Lessons Transition Process assures that the findings are captured as lessons learned and lessons identified for future exercises and operations. Basic Flow of Events: # Assuring that findings are captured as LIs or LLs is essential for the improvement of forces for future exercises and operations. All exercise-relevant lessons identified/learned should be reviewed by participating commands in accordance with their own established LL programme directives, for inclusion in the FIR, PXD, FER and subsequent OCE LIL. # To transition findings uncovered during exercises and training into the LL process requires understanding the interrelationships that exist between the data captured in the various exercise/training deliverables (described previously) and the LL process, which is referenced throughout this directive. # However, capturing the observations and potential lessons from an exercise does not guarantee that these will be carried forward. Assuring that they are endorsed and captured as part of the formal NATO LL process and officially actioned so the lessons can be taken forward, rather than ending with the release of the RAR, requires understanding of deliverables, processes and procedures above and beyond a single exercise. # In addition to rapid feedback in support of NATO’s overall exercise programmes, Figure 6-3 also shows how longer term analyses are eventually moved into the NATO LI/LL process via the coordinated Bi-SC endorsement, appointment of action bodies and institution of remedial actions and validation as per the Bi-SC 80-6, Lessons Learned Directive. The following tasks are involved in transitioning observations and lessons from the exercise/TA specific documents into the NATO LL Process.

      • BP-2127 Evaluation

        The purpose of the Evaluation processes are to provide assurance that all declared forces and/or capabilities are ready and prepared to meet current and contingent operational priorities in accordance with an organizations promulgated standards. The Strategic Commander is the ultimate authority for accepting the adherence of forces to operational capability and performance standards. Commanders are responsible for ensuring that the capabilities of their units/HQs (where declared in case of national forces) meet promulgated standards. Associated nations are responsible for ensuring their units meet the required standards in accordance with their declared level of readiness. Additionally, those nations are responsible for ensuring their personnel assigned to coalition headquarters are fully qualified.

    • BP-1060 Analytical Support

      The processes detailed here represent the activities that are conducted to support the organization's decision making process outside of specific operational contexts. Elements of the Analytical Support processes may be implemented as components of a wider function or domain process, but except where there are analytical processes specific to certain environments, analytical functions here are described as enabling processes for the entire organization. There is significant relationship between the Analytical Support processes and the Data Science Processes, and these have been represented independently as far as organizational structure permits.

      • BP-1263 Define Problem

        The Define Problem process focuses on a systematic approach to identify the Problem for which the Stakeholders seek analytics or analysis support.

      • BP-1017 Acquire Data

        The Acquire Data process focuses on identifying and obtaining the data necessary to support the problem at hand, and its approach should be tailored to your specific role and needs. To maximize the value of your data investment, start by examining what data you already have access to but may not be utilizing—often, valuable information is left behind by filtering processes. Adopting a policy of ABC (Adopt, Buy, Create) encourages using existing data sources—whether internal, open-access, or purchased—before resorting to creating new data from scratch. Additionally, it's important to remove format limitations by considering both structured and unstructured or semi-structured data sources, broadening your data acquisition mindset. Identify gaps by asking what crucial data, if accessed, could significantly improve your processes and then actively seek it out. Engaging with a diverse range of publicly available sources can also enrich your data pool, and breaking down data silos by treating data as an enterprise asset ensures broader access and better integration across your organization.

      • BP-1866 Prepare Data

        In an operational setting, data is often collected from diverse sources, with individuals, processes, and opinions constantly changing, which can impact data consistency and quality. Suitable data should be fit for its intended use—whether for short-term decisions, long-term planning, or accurately representing real-world situations. The first step in analysis is to identify what data has been collected, as disorganized data is unmanageable, prevents pattern recognition, and erodes confidence in its quality. Organizing data early helps facilitate initial analysis and sets the stage for deeper exploration. To effectively organize data, building an index of sources along with additional information about each source can greatly improve retrieval and understanding. This extra information may explain trends and anomalies observed during analysis. Since data often begins in different formats and is mixed within sources, converting it into a common format, and tagging it with relevant topics, hypotheses support, or questions, makes comparison easier and enables more accurate statistical analysis later on. This systematic approach ensures data clarity and enhances its value for decision-making and insight generation.

      • BP-1055 Analyze Data

        Once collected, data must be analysed so that valid conclusions can be drawn about the metrics. Change in these metrics must then be analysed in aggregate to determine progress towards individual effects or directly towards objectives.

      • BP-1877 Present Findings

        An important part of developing an assessment is reporting and presenting its key aspects. Depending on the complexity of the findings, the analysis process may identify additional requirements for analysis instead of providing a solution or outcome. In this case, these requirements feed back into the initiation phase of Defining a Problem process.

    • BP-1459 Financial Support

      The business process for Financial Support enables the financial administration of all civilian and military headquarters and other organizations. These bodies are responsible and accountable for sound financial management and shall put in place the necessary governance arrangements to ensure and maintain this. This shall include, but is not limited to, the establishment and maintenance of financial governance, resource management practices, internal controls and financial information systems to achieve the efficient and effective use of resources. All staff, military and civilian, are obligated to comply with these processes, associated Financial Rules and Procedures and internal implementing directives.

      • BP-1457 Financial Management

        The business process for Financial Management enables the management of appropriated funds, budgeting, accounting and charging requirements. Financial Management for managing funds requires an appropriate level of funding to design, develop and deliver services that meet the strategy of the organization in a cost-effective manner.

        • BP-1162 Commitments, Contract Authority and Carry Forward

          Upon approval of their annual and supplementary budgets, the organization's authorities, with the concurrence of the Financial Controller, are authorized to make commitments for goods and services planned for the current fiscal year and to execute payments within approved appropriations. They are also empowered to establish contract authority to incur legal obligations for future years' contracts, which will be recorded as commitments in those subsequent periods rather than against the current year's funds. Any unused contract authority at the end of the fiscal year must be canceled to ensure proper financial discipline and budget integrity.

        • BP-2099 Transfer Appropriations

          Transfers of approved appropriations shall not be made without general or specific prior approval of the relevant finance committee or the Financial Controller within any delegated authority. All transfers shall be recorded in the annual financial statement.

        • BP-1161 Commitments Related to Customer-Funded Bodies

          Customer-funded bodies enter into agreements with customers to deliver goods and services that meet the specified requirements, with these agreements outlining how funds are allocated, committed, and carried forward - often differing from those used by common-funded bodies. The authority for customers to establish such agreements is subject to eligibility rules set by resource committees, ensuring proper oversight and compliance. These agreements are typically categorized into three levels: an overarching agreement that establishes the general relationship and procedural framework; functional level agreements detailing specific deliverables, performance standards, and financial terms, with multi-year commitments requiring Budget Committee approval; and annual commitments aligned with procurement directives for the procurement of goods and services. All agreements are designed to be as binding as practicable, clearly defining dispute resolution methods and ensuring accountability between the committees and customers.

      • BP-1458 Financial Risk Management, Internal Control and Audit

        The business process for Financial Risk Management, Internal Control and Audit enables the identification and management of financial risks and issues.

        • BP-1666 Manage Financial Risk

          Heads of organizational bodies are responsible for ensuring that effective, efficient, and economical risk management procedures are established to support the achievement of objectives set by the Nations. They must proactively identify, assess, and mitigate risks that could impact the successful attainment of these objectives, ensuring that potential issues are managed before they can negatively influence operations or goals.

        • BP-1669 Manage Internal Financial Controls

          Heads of organizational bodies shall ensure that adequate internal financial management functions are established to support effective internal controls. These controls are intended to provide reasonable assurance that the body can safeguard its assets, maintain accurate and reliable accounting data and records, promote operational efficiency, and ensure compliance with established managerial and command policies. Implementing these functions helps to uphold financial integrity and accountability across the organization.

        • BP-1171 Conduct Internal Financial Audits

          All bodies in the organization shall conduct internal financial audits to assess risk exposures and evaluate the effectiveness of internal controls in managing governance, operations, and information systems. These audits focus on ensuring the reliability and integrity of financial and operational data, the efficiency of organizational processes, the safeguarding of assets, and adherence to applicable rules and regulations. Regular internal audits are essential to maintaining organizational accountability and operational soundness.

        • BP-1925 Request External Financial Audit

          External audits of organizational bodies, as governed by established regulations, are conducted by a Board of Auditors appointed by the Council. This Board, known as the International Board of Auditors (IBA), operates in accordance with the Charter approved by the governance authorities, ensuring independence and adherence to agreed standards. Any amendments to the IBA Charter can only be made by the Council, following advice and recommendations from the IBA and the Resource Policy and Planning Board, to maintain proper governance and oversight.

        • BP-1202 Control Write-Offs and Donations

          Senior responsible officers of organizational bodies, acting through the Financial Controller, may authorize the write-off of losses related to cash, stores, and other assets after thorough investigation, within the limits established by the Financial Rules and Procedures approved by the relevant finance committee. Any write-offs exceeding these prescribed amounts must be authorized by the finance committee itself, ensuring proper oversight. A summary of all such write-offs is to be included in the annual financial statements for transparency and accountability. For losses or damages arising from willful acts or gross negligence by staff, the Financial Rules and Procedures set by the finance committee will outline procedures for seeking reimbursement of the affected property or assets. Additionally, donations of property or assets owned and controlled by an organizational body can only be authorized by the relevant finance committee, and all donations must be reported in the annual financial statements to maintain proper control and oversight of assets.

      • BP-1105 Budget Preparation and Approval

        The budgeting process for most defence enterprises is tied to the overall budgeting system of the government. Typically the budgeting process begins six months before the start of the financial year, while some may take an entire fiscal year to complete. Most organizations set budgets and undertake variance analysis on a regular (e.g. monthly) basis. Starting from the initial planning stage, the organization goes through a series of stages to finally implement the budget. Common processes include communication within executive management, establishing objectives and targets, developing a detailed budget, compilation and revision of budget model, budget review and approval.

        • BP-1861 Prepare and Submit the Budget

          Heads of organizational bodies shall submit their budget estimates for the upcoming year to the relevant governing body, ensuring all inputs are provided in a timely manner to facilitate cooperation and effective information exchange. To maintain coordination, other Heads of Bodies may need to adjust their timelines, ensuring their contributions reach the finance committee promptly for review. These submitted budget estimates are then referred by the appropriate governing body to the relevant finance committee for examination and analysis. Concurrently, the governing bodies seek advice from the Military Committee on the military aspects of all budget proposals submitted by the Supreme Commanders and other military entities, ensuring that both financial and strategic considerations are appropriately addressed in the budgeting process.

        • BP-1959 Secure Budget Approval

          The relevant finance committee will submit a report with its observations and recommendations for the approval of the annual budget estimates to the appropriate governing body. The Council or governing body, in turn, generally approves the proposed annual budget and, at the same time, authorizes the relevant finance committee to approve any required supplementary budgets within predefined limits as necessary to support operations and priorities.

        • BP-1960 Secure Interim Financing

          If the annual budget estimates are not approved, the relevant finance committee has the authority to approve interim appropriations to ensure the continuation of critical operations. These interim funds can cover operating expenses for each quarter, limited to one-quarter of the previous year's total operating budget, with allocations generally not exceeding one twelfth per month within that quarter. Additionally, the committee can approve urgent capital expenditures and other essential costs necessary to maintain vital programs or services, ensuring that key operations are sustained during periods of budget uncertainty. However, the delegated power for provisional financing is limited to the first two quarters of the year. Any need to extend this provisional authorization beyond that period must be approved by the applicable governing body. This ensures that interim funding remains temporary and subject to formal approval, maintaining oversight and control over the organization’s financial commitments during uncertain budgetary circumstances.

        • BP-1483 Generate Revised Budgets

          Supplementary budget estimates, proposing adjustments to the approved annual budget, can be submitted following the procedures established by the relevant finance committee. These adjustments should specifically consider factors such as inflation and currency exchange variations, especially if they impact expenditures or budget expressions in a member country's currency, and any significant changes identified must be reported to the finance committee for review. Proposed budget modifications may be approved by the finance committee within the limits set by the organization itself or the applicable governing body. In cases of exceptional financial or operational emergencies requiring significant additional funding, approval must be obtained from the organization or the relevant governing body. Additionally, any increases related to multinational funding arrangements must be pre-agreed with the concerned authorities, ensuring all budget adjustments are properly authorized and coordinated.

      • BP-1884 Processes Relating to the Provision of Funds

        The processes in this section relate to the generation or provision of funds to fulfil the organization's budget requirements.

        • BP-1682 Managing Calls for Funding Contributions

          Contributions to non-customer-funded organizational bodies are assessed based on the adjusted budget appropriations and are typically called in two annual installments, unless the finance committee approves a different schedule. Each installment is calculated to ensure that total currency holdings remain minimal, covering forecasted payments until the next contribution is received. The process of managing these calls for contributions from member nations must adhere to the rules and procedures established by the relevant finance committee to ensure transparency and proper financial oversight.

        • BP-1668 Manage Funding Contributions

          Funding contributions from member governments shall be made in accordance with the budget appropriations and based on the cost-sharing formula approved by the relevant governing body for the applicable fiscal year, ensuring equitable distribution of costs. Expenditures incurred against committed appropriations carried forward are to be shared in accordance with the same cost-sharing formula, applied to the original budget code and year that established the commitment, maintaining consistency and fairness in funding allocation.

        • BP-1667 Manage Funding Contribution Adjustments

          Member governments may be asked to provide an advance payment for the first contribution installment of a new fiscal year to cover authorized expenditures pending the receipt of the official contribution for that year. This advance will be added to the final contribution installment of the previous year, as determined during the assessment process. If the budget has not yet been approved, provisional contribution advances may be requested up to the limits of the provisional appropriations granted, with all advances managed and credited according to procedures established for regular contribution payments.

        • BP-1272 Depositing and Investing Funding Contributions

          Heads of organizational bodies, through the Financial Controller, shall designate the banks where the funds for their respective bodies will be held. They are authorized to make short-term, low-risk investments of any funds not immediately needed, in accordance with sound financial management principles, and must report the income from such investments as miscellaneous income in the annual financial statements. When selecting banks or financial institutions and making investments, they should seek the most favorable conditions regarding costs, returns, and risk, taking into account current market conditions to ensure prudent management of the funds.

      • BP-1016 Accounting

        Military organizations shall adhere to the accounting requirements and reporting standards consistent with the respective accounting framework applicable to the government.

    • BP-2060 Supplier Management

      The business process for Supplier Management enables the delivery of "value for money" from suppliers, ensuring that all contracts and agreements with suppliers support the needs of the business, and that all suppliers meet their contractual commitments. The purpose of the Supplier Management process is to obtain value for money from suppliers and to ensure that suppliers perform to the targets contained within their contracts and agreements, while conforming to all of the terms and conditions. The Supplier and Contract Database (SCD) is a vital source of information on suppliers and contracts and should contain all of the information necessary for the management of suppliers, contracts and their associated services.

      • BP-1654 Maintain Principles and Standards of Conduct

        Transactions relating to the expenditure of the organization's customer nations funds require the highest degree of trust and an impeccable standard of conduct. It is therefore of the utmost importance to the mission entrusted to the Procurement Service that all personnel who may come into contact with procurement matters maintain unquestionable integrity and impartiality and avoid strictly any conflict of interest or even the appearance of a conflict of interest in suppliers’ relationships. The procurement activity is to be carried out in a manner consistent with the highest professional, ethical, moral and legal standards.

      • BP-1653 Maintain Planning and Budget Context

        A procurement action starts with the identification of a need. This can result from a deficiency, the end of an existing service, a policy requirement or any kind of initiative.

      • BP-1288 Develop Contracts Strategy

        At the end of the Procurement Planning Phase, the procurement team must develop a contracting strategy that carefully assesses risks and safeguards the organization's interests, with the analysis depth tailored to the procurement’s value, importance, and complexity. The primary goal is to select the appropriate contract type and establish a cost/price basis to later verify reasonableness, all prior to launching a formal solicitation. Understanding the scope of the requirement is essential for an effective strategy, and this involves determining the appropriate requirement specification type, which varies in format, detail, and flexibility depending on the procurement project’s complexity. For complex procurements, the organization may seek support from other organizational bodies or external consultants for preparing or reviewing specifications. Such consultants are prohibited from recommending vendors or submitting proposals, ensuring an unbiased and transparent procurement process.

      • BP-1551 Initiate the Bidding Process

        The bidding process begins when requisitioning offices submit procurement requests through the Procurement and Contracting Information System (PCIS). These requests are then reviewed by the Division’s Administrative Officer to verify the actual need and certify the request before it is forwarded to the Procurement Service. Procurement actions are initiated only after the request has been processed and deemed acceptable, ensuring it aligns with operational requirements. Requests that are incomplete or require additional verification are referred back to the originator for refinement, clarification, or further investigation to ensure clarity and accuracy. The procurement request must contain a detailed and precise description of the required items or services, including specifications, quantities, estimated prices, delivery timelines, shipping instructions, and any relevant technical documentation or source preferences. This detailed information is essential to enable the Procurement Service to process the request efficiently and accurately. Requests should be submitted early enough to allow sufficient lead time for procurement activities, avoiding delays that could impact operational timelines. During the procurement process, the originator may amend the request to reflect changes such as adjustments in quantities, delivery dates, or specific requirements. The Procurement Service reviews these amendments, informs the requestor of any implications, and updates the procurement plan accordingly. This flexibility ensures that procurement remains aligned with operational needs while maintaining clarity and transparency throughout the process.

      • BP-1333 Ensure Competitive Bidding

        The Ensure Competitive Bidding business processes define the conditions and activities to execute the planning, structure and conduct of open, fair and transparent competition of contracts by all eligible vendors based on objective requirements and criteria, in accordance with relevant governance, standards and best practice.

      • BP-1964 Select Supplier

        The Procurement Service shall draft the solicitation documents in close cooperation with the requisitioner. Approval concerning security measures shall be sought from the organization's Office of Security. The award of a contract should be made to the supplier whose offer has been evaluated and determined as both responsive, compliant and acceptable, as well as offering the lowest price or cost.

      • BP-1101 Award Contract

        Recommendation of award is an essential step in the contracting process. It provides for independent written advice on the acceptability of the Procurement Process undertaken, and the proposed commitment of funds by the procurement authority, through contracts or Purchase Orders. Award is the formal decision and approval to establish a contract or a Purchase Order with the successful supplier, based on independent review of the Procurement Process within the limits of awarding authority. The award phase marks the successful conclusion of the Procurement Process, and at the same time, the starting point for contract finalization and execution.

      • BP-1456 Finalization and Initiation of Contract

        Contract finalization is the process undertaken by the Procurement Officer to establish a written agreement with the supplier, ensuring all essential elements are in place to protect the organizations’s interests and accurately reflect the supplier’s responses to the requirements. This process results in a formal, written document—such as Purchase Orders, service or works contracts, system contracts, or lease agreements—that details the terms, conditions, and obligations of both parties, serving as proof of the contractual commitment. A valid contract is based on an offer and acceptance, forming the legal foundation for the procurement activities. While contracts are typically based on competitive solicitation processes, certain circumstances—such as direct awards, sole source, or complex contracts—may require the Procurement Officer to negotiate and clarify terms with the selected supplier. It is critical to adhere to proper procedures, ensuring negotiations do not alter issues already agreed upon during solicitation and that both parties understand their rights and responsibilities. Post-award negotiations may occur regarding payment terms, delivery schedules, or additional conditions, but any changes must be treated as contract modifications and executed following the established rules for amendments, maintaining transparency and contract integrity.

      • BP-1664 Manage Contract

        Contract management, often used interchangeably with contract administration, is a broader, more strategic function that encompasses the entire procurement cycle—from planning and formation to execution and closeout—and extends beyond routine administrative tasks. It involves the continuous monitoring and oversight of the vendor’s performance to ensure compliance with contractual obligations, including delivery, quality, pricing, discounts, and other key terms, aiming to achieve the best value for money throughout the procurement process. This process is a shared responsibility between the requisitioner, end-user, and the Procurement Service. The Procurement Service, working in cooperation with the requisitioner and end-user, conducts vendor performance evaluations and ratings, providing feedback on delivery and quality levels. In cases of disputes or performance issues that cannot be resolved locally, the involved parties must escalate the matter to the Procurement Service and, if necessary, involve the Office of the Legal Adviser to ensure proper resolution, maintaining contractual integrity and accountability.

    • BP-1490 Health Services

      The processes for Health Services describe the activities to ensure that the organization has robust health policy and services in place to enable delivery of routine (non-operational) functions.

      • BP-1262 Define Medical Responsibilities

        Whilst shared with nations, the duty of care for all personnel within a command rests with the Operational Commander. This encompasses the full spectrum of health and medical issues (including clear and tailored mechanisms of activation and use of national MedEvac assets, Medical Treatment Facilities and the medical lessons learned process, which is a valuable tool in defining, distribution and implementation of promising (best) medical practice). Consequently, commanders need to be advised by medical staff in order to ensure that their decisions and the actions of their subordinates which may affect the health of personnel are properly informed. The medical staff needs to be present within the operational headquarters, in order to be fully aware of the operational situation and able to respond in a timely manner to ensure optimal health and treatment outcome. Direct access of the Medical Advisor to the Commander is essential to ensure timely intervention in all health and medical support matters that require the Commander`s attention, decision or action.

      • BP-1697 Medical Command, Control And Communication

        Direct access of Medical Advisors to their commanders and other key command staff elements is the prerequisite for effective medical support. Medical personnel must be fully integrated into the staff planning processes and appropriately represented management teams. The medical staff must be adequate in size, equipment, training and experience, with clear and tailored authority to undertake appropriate and timely actions, including medical planning. The Medical Director is responsible for timely medical planning and co-ordination. A dedicated and structured command and control system is the essential foundation of an efficient medical support structure. This system, supported by a reliable and secure communications and information management system must be capable of planning, executing, controlling, supporting and auditing the full spectrum of medical support functions. The medical command system should seamlessly provide all resources required to support treatment, evacuation and flow of information from initial point of injury or sickness through evacuation to definitive treatment and final disposition.

      • BP-1713 Medical Intelligence

        One of the essential requirements of medical support in the decision making process is the availability of reliable, timely, specific and applicable medical intelligence, from the initial planning stage throughout the operation as well as during and after deployment. Such intelligence will include assessment of hazards of operational concern such as infectious diseases, environmental and industrial health issues, other public health events, and CBRN threats, as well as assessment of host nation and opponent medical capabilities. Medical Intelligence will support the chain of command with qualified intelligence preparation of the battle space, giving input to the overall force protection concept.

      • BP-1473 Force Health Protection

        Force Health Protection (FHP) measures are an essential element of every operational plan. Elements of the FHP programme, such as vaccination, may in fact be the decisive factor on how quickly an operation can commence, and protective measures will frequently require implementation as soon as the decision is taken to commit to action. The plan will continue throughout the deployment and must extend well into the post-deployment period.

      • BP-1896 Provide Treatment

        The following processes are required to establish a treatment pathway within the organization.

      • BP-1347 Establish MedEvac Procedures

        The evacuation concept is closely inter-related with the medical footprint and the casualty rate and theatre holding policy. The robustness of the evacuation chain is directly related to and depends on the quantity and capability of the treatment assets that will be required in theatre. This fundamental principle provides the argument for establishing a robust medical evacuation system. An effective medical evacuation system is a command responsibility. In support of the commander, the Force Medical Staff will co-ordinate such activity with the operations and movement staff in theatre. The provision of resources will be co-ordinated by medical planning staff and may comprise assets from a number of sources, including common use theatre assets, nationally owned assets, Host Nation Support and Third Party contracted capabilities. Harmonization of the medical evacuation doctrines and capabilities is the responsibility of MEDEVAC asset contributors. Only properly co-ordinated procedures can assure the smooth transfer of patients within a multinational medical support structure.

      • BP-1893 Provide Medical Logistics Framework

        The medical logistic system needs to ensure the sustainability of the medical support system under all operational conditions. National responsibility over planning and executing an effective medical logistic system remains the guiding principle for operational support; however, the Commander may exercise his authority to assure best possible coordination of national activities in this area. Economy of scale may benefit from coordinated supply to common funded multinational assets.

    • BP-1533 Information Management

      The business process for Information Management enables a discipline that directs and supports the handling of information throughout its life-cycle ensuring it becomes the right information in the right form and of adequate quality to satisfy the demands of an organization.

      • BP-1532 Information Management Planning

        The purpose of Information Management Planning is to produce and communicate effective and workable plans required to manage information in an effective (sic) and efficient way. Planning shall cover all stages of the life cycle and shall always consider the mission requirements.

      • BP-1529 Information Collection, Creation or Generation

        The organization collects, creates, and generates information from any source, in any format or medium. Information may be collected, created or genterated by individuals, civil and military bodies or communities of interest as part of a normal business process. Information shall be collected, created, or generated in accordance with the IM Framework and applicable IM plans

      • BP-1534 Information Organization

        The preparation of information for accessibility, exploitability, and disposition. Information must be organized in a standardized way that makes the information easily discoverable and accessible while protecting it from unauthorized access.

      • BP-1535 Information Retrieval and Dissemination

        Supporting the discovery and exploitation of information. Optimising the use, dissemination, sharing and re-use of information by ensuring its relevance, accuracy and authenticity; presenting information in an appropriate and usable format; and ensuring accessibility and secure dissemination within security and sensitivity guidelines.

      • BP-1536 Information Storage and Protection

        The business process for Information Storage and Protection first enables the maintenance of active and inactive information regardless of the medium or format. Secondly, it aims to safeguard the confidentiality of information, to maintain its integrity and ensure its availability throughout the life cycle.

      • BP-1530 Information Disposition

        The disposition process deals with the application of appraisal decisions made in the Information Planning stage to either transfer information of permanent value to an Organization's Archives or destroy information that had only temporary value and is no longer required.

      • BP-1915 Registry

        The business process for establishing and running a Registry that provides capability to store, index and retrieve formal communications and information products essential to the fulfilment of the organization's duties and responsibilities.

      • BP-1521 IKM Entity Management

        The Information and Knowledge Management (IKM) Entity Management Processes enable to manage an entity - a piece of information contained in a document, a website, or any kind of container able to store and transport information.

      • BP-1018 Activity Management

        The Activity Management Process enables creation, capturing and sharing of knowledge inside Comunities of Interest. Knowledge is something which is not tangible ("An Organization is managing People who have Knowledge but is not managing Knowledge"). Thus this has to be managed in a specific way in order to be acquired and maintained inside an Organization.

      • BP-1531 Information Exploitation

        In order for an enterprise to make informed decisions, the information and data within that organization must be utilized — or exploited — to its fullest extent. The structured Information Exploitation process or Data Mining/Analysis process enables people to turn raw information and data into actionable information for decision makers by effectively utilizing the data they have available to them and discovering unseen relationships.

    • BP-2078 Task Management

      The business process for Task Management enables the creation, management, assignment, delegation, collection, aggregation, notification and status reporting of formal tasking, and their resultant products, within an organization.

      • BP-1485 Generate the Strategic Management Plan

        The Strategic Management Plan directs the strategic management of a Strategic Command, defining the overall mission and vision and setting the objectives. Its primary role is to synchronize operational requirements, resources and capabilities ensuring a realistic, balanced and efficient accomplishment of a Strategic Command tasks, monitored by a performance measurement and risk-management tool. In addition to these high level inputs, there are many other events which do not require the involvement of a Strategic Command’s Executive principals but that of a Strategic Command’s staff principals or senior staff. These activities are not a formal part of a Strategic Command’s high-level business processes and activities but they provide input for these activities. Strategic HQ senior staff and DCOSs are responsible for including these activities in their business processes and coordinating them with a Strategic Command’s high-level business processes.

      • BP-1555 Interactions and Liaison

        Interactions and liaison between commands, nations, and operational bodies are an essential aspect of daily military activities, primarily carried out through staff-level communication via email and telephone. These routine interactions are further reinforced by command visits and participation in key events such as battle-rhythm meetings, which help maintain coordination and situational awareness across different levels and entities. Engagement with other commands is mainly managed through staff talks and visits to the Strategic Headquarters, with additional reinforcement provided by conferences and video teleconferences (VTCs) like COS-COS sessions. Interaction with nations occurs through weekly meetings of the National Military Representatives (NMRs), with key players participating monthly in the Strategic HQ Command Group and ongoing NMR Operations Updates. These updates serve as vital battle rhythm events, fostering issues resolution and operational support coordination between SHQ staff and troop-contributing nations, while other battle rhythm events focus on supporting operations or managing strategic command activities.

      • BP-1380 External Coordination

        The External Coordination business processes define the conditions and activities to execute the planning, coordination and execution of tasks with external military and non-military organizations, to align tasks, resources and timetables to enable the achievement of the organization's mission, operational goals and objectives, in accordance with established governance and standards.

      • BP-1556 Internal Coordination

        The following functions provide internal coordination functions for the Strategic commands in relation to the Strategic Management Plan.

    • BP-1383 Facility Management

      The processes for Facility Management (FM) describe the activities over a range of disciplines and services to ensure the functionality, comfort, safety and efficiency of a built environment - buildings and grounds, infrastructure and real estate. It's organizational function is to enable and enhance the integration of people, place, and process within the built environment, with the purpose of improving the quality of life of people and the productivity of the core business. Facilities management is divided into two basic areas: Hard Facilities Management (Hard FM) and Soft Facilities Management (Soft FM). Hard FM deals with physical assets such as real estate and property management, emergency management and business continuity, operations ans maintenance. Soft FM focuses on tasks performed by people such as custodial and hospitality services, catering, security and grounds keeping.

      • BP-1345 Establish Facility Management

        A key function of the Facilities Management function is the establishment of policies and processes to ensure effective and efficient use of the workplace. Facility managers serve the dual role of identifying governance areas and adapting processes to cover them. Whenever a new situation arises, it is up to the facility manager to create and deploy a repeatable framework for handling enduring scenarios in the future. Developing processes is also where the scope of facility management expands its reach. New processes may involve different departments, employees, assets, fixtures, and spaces—all of which connect the many aspects of the business.

      • BP-1552 Integrate Technology

        Modern facility management must integrate and use technology. Workplace management systems aggregate data, which drives crucial decisions about how to run the business and shape the workplace. Identifying and implementing the right technology is a chief responsibility of facility managers. Using an Integrated Workplace Management System, facility managers can collect and analyze data from networked technologies to get insights about the workplace. This fuels better decision-making on how to optimize the work environment for the people using it. It is important to note that not all office technology relies on data collection. Access control systems support safety, while automation technology streamlines processes. While there is a data component to any networked device or software, the true benefit of most technology is in its function. It is up to facility managers to understand and leverage this function for optimal ROI.

      • BP-2069 Support the Workforce

        The primary goal of a facility manager is to create a supportive and comfortable work environment that attracts and retains top talent, enhances efficiency, and fosters a positive workplace culture. They support employees by coordinating desk arrangements, managing employee directories, facilitating moves and space utilization, and overseeing emergency planning. By addressing issues related to accommodation, safety, and comfort promptly, facility managers serve as a crucial link between the workplace and its occupants, ensuring a conducive environment for productivity and morale. In addition to supporting employees, facility managers play a vital strategic role by providing essential planning data to senior leadership for long-term workplace optimization. Their daily interactions with the facilities offer valuable insights into the real costs and operational efficiencies, helping organizations develop strategies that deliver a competitive advantage through improved employee experience and efficient space utilization. Ultimately, facility managers help align workplace infrastructure with broader organizational goals and employee needs.

      • BP-2118 Upkeep and Improve Facilities

        Facility Management is largely rooted in facilities upkeep and improvement of the physical building. It involves not only tending the building, but cultivating partnerships, future planning, and asset management. Facilities are frequently a significant cost, alongside workforce and equipment—Facility managers are responsible for ensuring facilities meet the needs of the people using them.

    • BP-1599 Legal Support

      The mission of Legal Advisers and supporting legal personnel is to provide professional legal services at all echelons of command throughout the range of military operations. The purpose of this section is to describe how the organization's legal community provides legal support to activities, and especially to operations and how commanders should integrate legal support in operational planning and training. Generally the legal support provides information about legal implications, consequences, and, when appropriate, possible courses of action to address requirements and events that affect the performance of the organization‘s mission.

      • BP-2064 Support and Maintain International Agreements

        A defence organization will frequently produce a large number of bi and multilateral agreements. These agreements will often be time-bounded, and even when negotiated on a more enduring basis, will often require adjustment and maintenance. The methodical recording, administration and maintenance of these agreements requires a consistent organizational approach, informed by international norms relating to both national and international law.

      • BP-1890 Provide Legal Advice on Policy

        In all matters, the Legal Adviser should report to the Commander or Deputy Commander. The general mission of all staff Legal Advisers is to perform primary duties in connection with legal matters and function as the principal Legal Adviser and staff assistant to the Commander/Commanding Officer and to the Deputy Commander/Chief of Staff/Chief Staff Officer. Within their commands they will ensure the effective training and utilization of legal assets and will ensure that assigned Legal Advisers are provided the security clearances to fulfil their assigned functions.

      • BP-1891 Provide Legal Advice to Headquarters

        Each Legal Adviser, regardless of the level of command to which he/she is assigned, should take the responsibility to establish priorities for assigned legal assets and to manage these assets to successfully accomplish the mission of the Commander. It is expected that those in supervisory positions will ensure the proper and efficient use of legal personnel and monitor through various means the proficiency and capabilities of these assets, ensure compliance with legal directives and the appropriate processing of legal matters for various commands and initiate action to meet established requirements.

      • BP-1892 Provide Legal Advice to Strategic Commands

        Legal Advisers attached to a strategic command headquarters are responsible for providing guidance and oversight to the Legal Advisers in subordinate organizations, ensuring legal support aligns with mission needs. Their responsibilities include coordinating within the staff to optimize the use of legal resources, promoting ongoing legal education and training to enhance legal performance, and overseeing the availability and quality of legal services across subordinate units. Additionally, these Advisers monitor the legal support provided to individual members, assist commands lacking assigned legal personnel, and maintain regular consultations with subordinate Legal Advisers to identify improvements. They also make recommendations to enhance legal services within the organization, ensuring consistent, effective legal oversight and support at all levels of command.

    • BP-1948 Risk Management Governance

      The processes for Risk Management (RM) Governance describe the activities to govern an organization’s risk management framework that is focussed on the definition, maintenance and continual improvement of an organization’s RM processes. The Risk Management process is about the execution of the RM framework in order to support a risk-aware decision making process.

      • BP-1299 Develop Risk Mandate

        This process documents the case for the establishment of a RM process and obtains approval and commitment from the organization's leadership.

      • BP-1277 Design Risk Management Framework

        Identify the elements composing an organization’s Risk Management Framework. Orchestrate inputs from relevant organization and affiliate stakeholders. Document Organization’s RM principles, processes, guidance and key metrics. Codify risk appetite and tolerance into RM Directive (Policy).

      • BP-2068 Support Risk Management Implementation

        Purpose of the activity is to ensure that Risk Management (RM) will be implemented (in the “Manage Risk” process) as outlined in the RM Directive (Policy) and related Guidance at all relevant levels and functions of an organization.

      • BP-1201 Control Risk Management Framework

        Review the effectiveness of the Risk Management (RM) Framework performing periodic or triggered reviews of organization directives on RM, processes and standards. Measure RM performance against indicators.

      • BP-1919 Report on Risk Management

        The report on risk management presents the results of analysis in formats and terminology that effectively support business decision-making. It includes sub-processes such as reporting analysis and progress to track ongoing risk mitigation efforts, as well as reviewing and continuously improving the risk management framework to adapt to changing circumstances and ensure effectiveness. Additionally, the report documents risk management activities and assesses the current state of compliance, providing key insights into risk posture and areas needing attention to support informed management and strategic planning.