It would not be the main SbIC objective, but the HRMD's one, and other specialized bodies'.
Determining manpower requirements should be an issue of concern Not only for the Romanian military HRM system (also HRMD should be more involved).
This lesson also allows a critical view on HRMD involvement.
It was an understandable situation of not having the appropriate "tools" for years (between 2009 and 2014 there was not a single manpower planning specialist working with HRMD), due to personnel reduction based on budgetary constraints.
Secondly, an integrative approach to HR processes has not been on the HRMD agenda since the beginning of 2000; most projects have been implemented on a sequential basis; so that, starting with last year (2014), a series of projects related to HR sub-processes have begun to be outlined.
The result will need to be reviewed by major programs directors, General Staff (as strategic command) if deemed, IDPD, HRMD, and other entities.
Overall, this project management would require the MoND decisions, and the HRMD and GS (General Staff)/J1 involvement (both as decision-makers, and owners of process), because the MAC would need to be placed at such level so that it would be able to support and assist the whole defence planning process from the manpower perspective.
Regarding the HRMD, there is an actual opportunity to improve the ongoing HR planning process, by breaking it down into two sub-processes: manpower planning, and personnel planning, both of them supported by the same new HR Planning Office.
It must be highlighted that this long-term perspective also requires "investment in time, talent, and resources", and a great will of HRMD involvement: first, it has to be understood that the HR planning means both manpower and personnel planning; second, policies and appropriate requirements for the educational bodies are to be outlined, with the purpose of creating the right "initial development framework" for military HR specialists, and the path(s) for their development (career included).