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Military personnel encounter moral dilemmas during deployments and in their work environment at home. Moral dilemmas are situations in which two mutually exclusive actions exist, embodying conflicting values. Dealing with moral dilemmas requires moral competence. There is a growing awareness of the need to address the ethical dimension of working in the armed forces. However, experience with and knowledge about how to train moral competence in educational settings within the armed forces is limited.

Military personnel encounter moral dilemmas during deployments and in their work environment at home. Moral dilemmas are situations in which two mutually exclusive actions exist, embodying conflicting values. Dealing with moral dilemmas requires moral competence. There is a growing awareness of the need to address the ethical dimension of working in the armed forces. However, experience with and knowledge about how to train moral competence in educational settings within the armed forces is limited.

Just like the armed forces civil businesses are confronted with many internal and external developments, which change the rules of the game. Increasing prosperity, mass-customization, individualization, globalization, core business initiatives and available ICT technology are a just few of them. Companies like Aldi, Dell and Zara are remarkably successful in their market environments despite all developments, as their large and solid market position and high profits show. Research has shown that the starting point of their success lies in determining the optimal business positioning, based on choosing the right supply chain and logistic performance criteria, e.g. reliability, responsiveness and agility, based on internal and external business characteristics. The relevance of this article lies in its analysis of successful companies in different market environments, and the lessons the armed forces can draw from their success stories. By being able to determine the optimal business positioning and thereby theright supply chain, they should understand how to improve their performance in warfare.

Just like the armed forces civil businesses are confronted with many internal and external developments, which change the rules of the game. Increasing prosperity, mass-customization, individualization, globalization, core business initiatives and available ICT technology are a just few of them. Companies like Aldi, Dell and Zara are remarkably successful in their market environments despite all developments, as their large and solid market position and high profits show. Research has shown that the starting point of their success lies in determining the optimal business positioning, based on choosing the right supply chain and logistic performance criteria, e.g. reliability, responsiveness and agility, based on internal and external business characteristics. The relevance of this article lies in its analysis of successful companies in different market environments, and the lessons the armed forces can draw from their success stories. By being able to determine the optimal business positioning and thereby theright supply chain, they should understand how to improve their performance in warfare.

From 30 November 2000 until 18 June 2001 the Netherlands took part in the UN-mission for Ethiopia and Eritrea (UNMEE). What made this mission special was that it was the first time that SHIRBRIG (Standby Forces High Readiness Brigade) was deployed operationally. Under the leadership of the UNMEE Force Commander, who was also the SHIRBRIG commander ,the Netherlands, together with other SHIRBRIG countries like Canada and Denmark gave the mission a flying start, in accordance with the SHIRBRIG deployment concept, and subsequently carried it out almost without any problems for six months. Through this way of operating a very useful footprint was left behind for a smooth take-over by subsequent relief units. On 11 June 2001 the Netherlands/Canada battalion (NECBAT) handed over its task to an Indian battalion. From the Dutch point of view the mission was very special and instructive because of the joint-combined composition of the battalion under Dutch command.This article will first present a brief description of the organisation and the mandate of NECBAT, after which a more general picture is given of the special entourage and civil-military situation in the central sector of the border area between Ethiopia and Eritrea, the AOR of NECBAT. Subsequently, there will be a more detailed discussion of three CIMIC aspects of the UNMEE mission;- Hearts and Minds projects;- Quick-impact projects;- Host Nation Support. Finally, a conclusion is presented.

From 30 November 2000 until 18 June 2001 the Netherlands took part in the UN-mission for Ethiopia and Eritrea (UNMEE). What made this mission special was that it was the first time that SHIRBRIG (Standby Forces High Readiness Brigade) was deployed operationally. Under the leadership of the UNMEE Force Commander, who was also the SHIRBRIG commander ,the Netherlands, together with other SHIRBRIG countries like Canada and Denmark gave the mission a flying start, in accordance with the SHIRBRIG deployment concept, and subsequently carried it out almost without any problems for six months. Through this way of operating a very useful footprint was left behind for a smooth take-over by subsequent relief units. On 11 June 2001 the Netherlands/Canada battalion (NECBAT) handed over its task to an Indian battalion. From the Dutch point of view the mission was very special and instructive because of the joint-combined composition of the battalion under Dutch command.This article will first present a brief description of the organisation and the mandate of NECBAT, after which a more general picture is given of the special entourage and civil-military situation in the central sector of the border area between Ethiopia and Eritrea, the AOR of NECBAT. Subsequently, there will be a more detailed discussion of three CIMIC aspects of the UNMEE mission;- Hearts and Minds projects;- Quick-impact projects;- Host Nation Support. Finally, a conclusion is presented.