Military Force Design in an Age of Accelerating Technologic Change

Modernization in the Marine Corps
>LtCol Williams is a Technical Fellow at Systems Planning and Analysis, Inc and provides strategy and policy support to Headquarters Marine Corps.

“The war had become undisguisedly mechanical and inhuman.”

—Siegfried Sassoon,
Memoirs of an Infantry Officer

While there has been a great deal written about the Marine Corps’ Force Design 2030 (FD2030) efforts, much less attention has been given to what the Marine Corps provides the Joint Force—a new distributed operations-capable system—with “system” being the key term. While individuals, organizations, and capabilities are the elements that compose FD2030, it is how this force design is animated by concepts, doctrine, tactics, and technologies that combine synergistically to make it a functionally effective system.

FD2030 recognizes the significance of emerging, interrelated technologies and therefore focuses on developing a functional system as opposed to a toolbox of discrete capabilities—a system that includes not just weapons, but the people, command and control, sensing, logistics, and installations capabilities (especially those located across the Indo-Pacific) that enable expeditionary operations.

In systems warfare, the ability to attack effectively first is highly desirable, and this is best achieved with a composable force structure that provides a complete combat system at all echelons with the ability of these echelons to federate into a cooperative system of systems. This system must be able to attack and defend in all physical dimensions and the electronic spectrum for combined-arms effect while also being a node in a multi-domain federation (connected, functionally complete elements—think Napoleon’s Corps extrapolated down to infantry squad level).

Doctrinal conceptions of combat— tactical organization and equipping of units, new sensing, connectivity, autonomy, and the emerging diversity of highly effective munitions with reduced logistics tails—will be examined in this article to demonstrate the parameters of future tactical warfighting systems.

Tactical Offense Versus Tactical Defense: A Distinction Worth Making?
The tactical offense and defense are taught as two distinct modes of combat. But, increasingly, the distinctions between the two are diminishing, and the force that can move most rapidly between offense and defense will have a distinct advantage.

Doctrinally, the defense is taught as the strongest force disposition, and it is true that when a tactical formation leverages terrain and prepared defenses that cause the attacker to expend more energy and resources than the defender has expended in developing defenses, it can be a beneficial tactical and operational choice.

Prepared defenses are typically focused on providing an asymmetric advantage that causes the attacker to cross difficult terrain while exposed to obstacles that slow the advance and exhaust the individual attackers while attriting the force with mines and covering fires.

However, FD2030 posits that an attack by indirect precision munitions can help bypass these defensive strengths while an uncrewed direct assault helps avoid the effects of human casualties. In fact, Azerbaijan’s success in the recent Nagorno-Karabakh conflict reinforces this observation. Because uncrewed systems can be fielded more cheaply than human-oriented systems while avoiding human casualties, they are able to sacrifice themselves at scale, thereby creating the advantages that only an individual or individuals of exceptional courage could achieve—likely at the cost of their life/lives, which is what tens of thousands of courageous Ukrainian soldiers have learned over past months.

Image
The Hero-400 is a loitering munition that the Marine Corps and other DOD entities have been experimenting with and employing for specific missions since 2022. (Photo by LCpl Daniel Childs.)

Combining increased ratios of precision indirect fires with uncrewed systems, enabled by a wide diversity of sensors, allows for the development of a new warfighting system that renders the advantages of the defense substantially less relevant.

It is tempting here to say that this new tactical system makes the tactical offense stronger than the tactical defense, but it is more accurate to say that the traditional conception of offense-defense at the tactical level is obsolete. The offense-defense dialectic is becoming more about intention than physical disposition given that even the lowest tactical echelons are distributed and possess the organic ability to sense and engage beyond line of sight.

In systems warfare, the objective is for one system to gain advantage (hopefully permanent by attrition) over another, and since the physical states of each system can now change with the intention of the commander, rather than by physical repositioning of his forces, this compression of time to shift between the two states makes distinctions between offense and defense irrelevant in practical terms. That said, given the complexity of warfare, there are never absolutes and these conditions will not apply to every situation, but they will apply in enough situations where the design of our tactical system should be influenced by the advantages derived by an ability to fluidly shape-shift across modes of combat and do so more quickly than the opponent to gain surprise and control tempo.

Squad, Platoon, and Company Tactics
The efficacy of small infantry formations is increasing as technologies empower small units to counter larger systems (like armored forces) that have large numbers of vulnerable interdependent elements (weak links in the chain). The strength and advantage of the infantryman may not have been this strong since the early days of the Swiss pikeman.

Militaries around the world are in a period of transition, so what is occurring in Ukraine should be viewed as a signpost to the future rather than a definitive test of whether new technologies will combine with tactics, techniques, and procedures to create a new character of warfare. Those who claim that we are simply witnessing a slow progression of trench warfare miss the implication of what is happening tactically in Ukraine for the near future—if not today.

Systems, like armored forces, that have complex support dependencies create increased surfaces for attack and are therefore highly vulnerable in a battlespace of sensors and long-range precision fires. Tactical precision attacks of armored forces’ logistics trains greatly increase the vulnerability of such formations. Eighteen inches of homogenous steel is irrelevant if an adversary can easily engage unprotected refuelers and ammunition haulers. The increasing reach and precision of weapons make the entire system, not just its frontline elements, vulnerable. Thus, it is essential to think in terms of systems, and not individual platforms, at the tactical level and inform our force design accordingly.

Alternatively, systems like distributed operations-capable infantry formations have fewer high signature dependencies, thus allowing them to better manage their exposure to sensors and adopt more resilient employment postures.

There is an ongoing debate as to whether defense is dominant, with a number of analysts using the difficulties experienced in Ukraine as evidence. Again, this is a myopic focus on the present rather than what these events portend for the future. The Ukrainian problem in the current counteroffensive is that they are attacking symmetrically, perhaps influenced to their detriment, by the training they have received from NATO militaries. When they engaged asymmetrically, at the beginning of the war, they exceeded expectations. So, projecting forward, what might the Ukrainian counteroffensive look like if they were breaching the minefields with swarms of uncrewed ground systems? It would matter little whether these small, cheap robots hit a mine, and the intent might well be for them to do so. A deliberate breach employing a range of uncrewed systems and precision munitions could make quick work of Russian defenses and could open a breach that might be exploited by manned maneuver forces.

A primary tactical challenge in modern warfare has been finding ways to overcome the “storm of steel” to allow for infantry assault. The artillery barrage was a primary means to achieve this end. But as the world observed in the Nagorno-Karabakh conflict, much of the effects required to close with and destroy the enemy can be accomplished with indirect precision munitions, and the initial assault can be accomplished with machines vice humans.

While the former (indirect fires) is a variation of the artillery barrage, the latter (unmanned assault) is novel and constitutes a substantial step change in battlefield tactics. That said, while a variation, there are important differences in the application of indirect fires as well. During World War I, artillery progressively moved its emphasis from direct to indirect fires and increased the distance between its guns and the supported infantry.This separation required better communications capabilities if adjustments were required to preplanned fires. In a contemporary analog, a similar challenge has manifested in the challenges of adjusting the air tasking order to address emergent needs. In the evolving FD2030 warfighting system, communications capabilities are further improved, but this is not the most significant advancement.

In FD2030, all echelons, from squad to division, will be complete fire and maneuver elements. While it is necessary and important to connect this mesh of elements to derive the full advantages of the larger system of systems, each echelon’s system possesses organic sensing, fires, maneuver, and command and control capabilities. For example, small drones provide an infantry squad with an organic aviation element, while man-packed and even hand-held electronic warfare systems are able to sense and characterize opposing enemy signatures to inform attack options with organic loitering munitions or other means.

How the Near Future Will Be Different
In the very near future, being in a prepared defensive position will be to invite destruction because battlespace geometry is changing. The infantryman will not race up to the pillbox and hurl a satchel charge but will instead fly a munition into the aperture or employ small submunitions that can move autonomously to seek out and attack the weak point. The world is, of course, already seeing aspects of this reality in eastern Ukraine today.

Thus, those who argue the Russo-Ukrainian war is just a return to the trenches have a point. The primary tactical problem is the same, overcoming the “storm of steel,” but they miss the massive change in tactics made possible by uncrewed systems, loitering munitions, and dense sensing grids. Simply because neither Russia nor Ukraine is currently fully kitted to realize the potential of this new system of systems does not mean military operations are not on the threshold of a tactical revolution.

Defensive positions require investments in time and material, both of which create new vulnerabilities in a sensor and precision strike-rich battlespace. It is true that today there are substantial benefits to digging in and building overhead cover, but these benefits will diminish substantially as families of new munitions come into service that can deploy at distance and then fractionate into multiple munitions that possess organic mobility and, in some cases, autonomy. Tactical weaponeers at the lower tactical levels will conduct engagement assessments and provide engagement options reminiscent of those currently only possible at the component level (air, ground, land). This progression in munitions options and sophistication of weaponeering will be revolutionary.

Analysts, like Steven Biddle writing in Foreign Affairs, miss this point.2 It is not the tank that has become obsolete, it is the armored combat system that sustains it that is obsolete, and without that system, the tank is simply a supplemental artillery system as the Russians have discovered in Ukraine.

Consider a scenario like that described in the Vietnam War novel, Matterhorn, where Marines establish defense positions on high ground to allow for observation of the surrounding area and as a base from which to conduct reconnaissance patrols.Aside from the fact that drones, uncrewed ground vehicles, and unattended sensors could provide better information about enemy dispositions than the patrols that cost so many Marine casualties in the novel, the nature and location of their forward operating base would need to be completely different today. During the Vietnam War, as in previous wars, it made sense to position defensive positions on high ground (or perhaps reverse slope). Not only did this assist in observation, but it required an enemy to expend greater energy by attacking uphill. Unfortunately, clearing fields of fire and building covered positions on today’s battlefield is to also create a huge signature that allows adversaries to know exactly where your concentrations of forces are located and provides ample time for the opponent’s kill chain to develop a tailored strike plan.

Precision Sensing, Precision Strike, Fractionating Maneuvering Munitions
Munitions will become increasingly adept at maneuvering in air, land, and sea autonomously, in relation to an adversary, and work cooperatively with other munitions to seek out optimal locations and opportunities for attack. This will be the next fractal in the system of systems, below the squad level, where munitions will function in an analogous fashion to an infantry squad. This is the near-future, and it is in no way comparable to a return to the trenches. It is also why the 38th Commandant of the Marine Corps made fielding these capabilities his top FD2030 investment priority.

In a precision-strike regime, where there is no need for a ground force to assault uphill into the teeth of prepared defenses, the only benefit to concentrating on strong points is the ability to develop covered (protected) defensive positions and to benefit from direct mutual support.

This certainly made sense against the Vietnamese adversary portrayed in the novel since they were heavily weighted toward light infantry while still possessing capable, if not overwhelming, indirect fires. Typically, this will not be the case in future battles where all adversaries have substantial indirect fire capabilities. Importantly, these indirect fires capabilities cannot be eliminated by gaining air superiority as we have experienced since World War II, as small elements can engage from near or far with a range of loitering munitions. This constitutes a capability shift that must be considered in any force design.

The Russo-Ukrainian War shows that digging in still provides very substantial protection, but this will become less efficacious in future conflicts when sensors are ubiquitous and a far wider range of smart munitions and uncrewed delivery systems are available. For example, increasing the incorporation of thermobaric munitions with loitering weapons will leverage the physics of enclosed protected spaces (like underground shelters) to amplify their killing effect while uncrewed and autonomous systems will be able to find apertures to access these defensive positions. While thermobaric weapons are available today, and while these novel delivery systems are technically achievable today, they have yet to be implemented at scale. It is also worth reminding ourselves that the limited use of traditional aviation, as we are seeing in Ukraine, is unlikely to be the case in many future conflicts where uncrewed and manned aviation will provide an important means for stand-off delivery of multi-stage, fractionating munitions.

Cluster munitions are highly effective and most munitions in the future will have key similarities to them—small, widely distributed, and numerous. Future munitions will be far more sophisticated than today’s artillery and aviation-delivered ordnance, and are similar only in the sense that they are deployed by other means through multi-stage delivery and fractionate upon arrival in the target area. While possible now, in the near future very small attack drones will be delivered by larger drones, aircraft, and missiles at scale. Current cluster munitions are contact or sensor fused, and by covering a wider area than a unitary munition, they create substantial challenges for the opponent, such as denying terrain. Future cluster munitions will be able to move, cooperate, and be commanded remotely or operate autonomously. Multi-stage delivery, where delivery platforms become progressively smaller but more numerous, overcomes the range and endurance challenges of small systems by delivering them to the intended target area. Thus, the basic physics of tactical engagement is changing.

The ability to concentrate effects without concentrating the means of producing them is a key design consideration for any future warfighting system. While a machinegun might have the effect of twenty riflemen, it is much easier to neutralize a concentrated gun crew serving a machinegun than twenty individual riflemen. This was understood in World War I, and the British continued to emphasize the importance of rifle fire throughout the war for this reason. It was not only the better survivability of distributed effects but also the better mobility of the effectors (rifleman). A World War I British Manual noted the mobility of a weapon depends to a great extent on the mobility of its ammunition (~nine personnel supported a Lewis Gun with ammunition).4

Today, many munitions possess their own mobility, allowing disaggregated forces to concentrate effects by “maneuvering” their munitions, vice their formations, to accommodate the logistics of supporting arms ordnance. This is another key factor to exploit when developing tomorrow’s tactical system.

Improved sensors, mines, and precision fires combine to create a No Man’s Land when combined into an effective system. Importantly, these benefits apply to the defense, perhaps leading one to logically conclude that the defense is ascendant yet again. However, this is only half of the story, with only one subcomponent of the tactical system considered. What is different is that the offensive elements of our future tactical system need not traverse No Man’s Land with humans. In many cases, the defense can be defeated with smart weaponeering of precision munitions against well-surveyed defensive positions. When this is insufficient or when terrain must be seized immediately, the ground assault need not be led by human force elements. Given that defenses are primarily focused on killing humans and gain their deterrent effect from this quality, removing humans from the attack substantially reduces the efficacy of the defense.

Fires, Fires, Everywhere
The democratization of indirect precision fires will be as revolutionary as advances in the control and employment of artillery during the First World War.

As Paddy Griffith explains in Battle Tactics of the Western Front, artillery was the most complex and significant development in the art of war in World War War I, causing approximately 60 percent of battlefield casualties. Whereas infantry experienced one casualty for every 0.5 casualties it inflicted on the opponent, artillery incurred only one casualty for every ten it generated.Artillery thus achieved substantially greater lethality efficiency than infantry during the Great War, and the world is already seeing a similar trend develop with loitering munitions in Ukraine.

We obviously lack comparable data to assess the performance of the evolving indirect fires component of FD2030’s tactical system, but it is not unreasonable to assume it will be of similar, if not greater, significance than the evolution of the artillery systems of World War I. This is not an unreasonable assumption because future fires systems will have organically mobile ammunition (loitering munitions) and will thus not need to be concentrated for the efficiency of munitions resupply. Also, traditional tube artillery will gain mobility by conversion from towed to wheeled, and missile systems will benefit from a range of new missile options (cruise and ballistic). Adding in vastly improved C2 capabilities provides connectivity to the length and breadth of the battlespace, obviating the need for a force laydown tied to the end of a fragile telephone cable terminus as was the case in World War I.

However, the biggest improvement, again, as the world is observing in the nascent stages in Ukraine, will likely be the democratization of precision indirect fires. Unlike the clear distinction between infantry and artillery as in previous wars, future wars will see infantry performing indirect fires formerly only achievable by artillery, given burgeoning organic indirect fires enabled by organic aviation. This is an instance where the overused term “multi-domain operations” is fitting.

Improved mobility and positioning options, combined with robust connectivity, provide options unimaginable in the recent past, let alone World War I. The fusion of indirect precision fires from infantry, artillery, and aviation elements could provide the greatest innovation within FD2030’s warfighting system when one factors in the range of munitions options, the mobility, dispersibility, precision targeting, precision engagement, and the information technologies that tie the system together. Factoring in the benefits of reducing counterbattery fires should these fires elements attack the opposing system effectively first, per Hughes salvo equations, the contribution will only be greater.6

Additionally, the maneuverability of loitering munitions is more similar to aviation than artillery as they can attack across any axis.In short, distributed infantry employing a family of loitering munitions can attack faster, more precisely, and from greater range than a traditional infantry/artillery team while creating effects typically associated with tactical aviation, but at much lower cost per target. These infantry elements also present a massively reduced surface for adversaries to target when compared to more complex and interdependent systems like armor.

Thus, Joint Force and Allied force design transformation efforts should embrace the democratization of aviation through the adoption of uncrewed platforms and loitering munitions, especially given that air superiority can no longer be guaranteed by traditional aviation.

Conclusion
Distributed operations are the nucleus of FD2030. Distributed operations are enabled by talented individuals, effective command and communications, a family of loitering munitions, uncrewed systems (air, land, surface, and subsurface), tactical electronic warfare, as well as improvements to pre-existing artillery, aviation, and mobility assets. The lethality efficiencies discussed above are significant design parameters for the FD2030 force as a whole. FD2030 delivers a distributed operations-capable, combined-arms force that balances traditional forms of fire and maneuver with novel forms of fires and maneuver to achieve a highly capable multi-purpose force with increased range and lethality.

In conclusion, the new warfighting system made possible by FD2030 recognizes and leverages the benefits of systems warfare and is perhaps the first force designed to support the systems approach addressed in the Joint Force Warfighting Concept. Of course, FD2030 is not a destination, but a dynamic journey, and the Marine Corps’ organizational design and associated force structure will continue to evolve through experimentation and battlefield experience. The Marine Corps is doing what any peacetime professional military should endeavor to do: anticipate opportunities and challenges, perform a net assessment, examine alternatives, and move boldly to develop the concepts, doctrine, and capabilities needed to leverage the opportunities and mitigate the challenges in order to ensure future success. Other elements of the U.S. Joint Force, along with America’s allies and partners, would be well-served by aggressively following suit.


Notes

1. Paddy Griffith, Battle Tactics of the Western Front (New Haven: Yale University Press, 1994).

2. Stephen Biddle, “Back to the Trenches, Foreign Affairs, August 10, 2023, https://www.foreignaffairs.com/ukraine/back-trenches-technology-warfare.

3. Karl Marlantes, Matterhorn: A Novel of the Vietnam War (New York: Atlantic Monthly Press, 2010).

4. Battle Tactics of the Western Front.

5. Ibid.

6. Wayne Hughes and Robert Girrier, Fleet Tactics and Naval Operations (Annapolis: Naval Institute Press, 2018).

7. J. Noel Williams, “Killing Sanctuary: The Coming Era of Small, Smart, Pervasive ,” War on the Rocks, September 8, 2017, https://warontherocks.com/2017/09/killing-sanctuary-the-coming-era-of-small-smart-pervasive-lethality.

 

Marines Are Who We Are, Special Operations Are What We Do

Fellow Gazette Readers:

The ever-evolving environment we live in has and will continue to significantly shape how the Joint Force operates. The nation’s quest to outpace near-peer competitors has never been more important. Accordingly, MARFORSOC moves with purpose by acting deliberately today in preparation for a crisis or conflict tomorrow. MARFORSOC recognized an inflection point in emerging global trends and emerging threats. The need was identified for a new operating concept that not only focused on tactical actions but also creation of effects with strategic impact. In response, we created and are implementing Strategic Shaping and Reconnaissance (SSR). SSR’s premise is weighted towards illuminating, characterizing, and shaping across all domains, spanning competition to conflict. Through operational shaping and tactical reconnaissance, MARFORSOC is optimally positioned to provide Joint Force Commanders with viable options to deter, deescalate, or defeat adversarial aggression, be it towards our valued partners or our own national interests. To do this effectively means exploring how to create maximum capacity while conserving capability through internal investments and external engagements.

MARFORSOC’s modernization approach is strongly connected to the USSOCOM “SOF Next” force design and the USMC 2030 Force Design concepts. We embrace emerging technologies that best support integration, interoperability, and interdependence (I3) not only within the Special Operations Forces (SOF) enterprise but also with Marine Corps formations. Focusing on multi-domain sensing and resilient communications architectures, MARFORSOC seeks to provide a decisional advantage to connected command nodes increasing the lethality, resilience, and mission effectiveness of the warfighter. This will enable our allies and partners to recognize and respond to malign activities.

In all our eff orts to enhance our employment efficacy while balancing our resources responsibly, MARFORSOC maintains its primary platform as its number one priority: our people.

Regardless of how MARFORSOC moves forward, it is our people who will always make the difference. The Marine Raider perpetually promotes a mindset of “creator, innovator, connector,” leveraging the support of the latest technology. A Raider’s presence, along with their superb judgement, creativity, resilience, and invincible spirit, provides the access, placement, and expertise to produce the effects we seek to achieve. As we meet the many diverse and distinct demands of dynamically shifting situations, we strive to strengthen the Marine Raider legacy by generating silent professionals who ensure success today, while setting the example for future generations who will answer the call to take their place within it.

MARFORSOC proudly remains ready, resilient, and committed to shaping the operating environment to generate decisive advantage for the Joint Force. Spiritus Invictus and Semper Fidelis!

Semper Fi,

MATTHEW G. TROLLINGER
Major General, U.S. Marine Corps Commander
Marine Forces Special Operations Command

The “SOF Touch”

How MARSOC can contribute to strategic competition
>GySgt Hopper is a Marine Raider with infantry and special operations experience that spans three theaters of operations. He is currently pursuing a Master of Arts in International Service with American University School of International Service and a Master of Science in Defense Analysis in Special Operations and Irregular Warfare at the Naval Postgraduate School.

As the United States shifts some of its focus from counterterrorism toward strategic competition with near-pear competitors, U.S. special operation forces (SOF) are left to figure out how they will contribute to U.S. strategic efforts. Of all U.S. SOF, Marine Special Operations Command (MARSOC) is poised to provide the “SOF Touch” needed in today’s strategic competition continuum. Where and how MARSOC can contribute its SOF Touch will first be defined by its orientation toward an objective and the development of concepts to achieve that objective.

To develop an objective, MARSOC should first view adversarial gray-zone operations as a front line in the strategic competition continuum. Today, many U.S. allies and partners face security challenges brought about from Russian or Chinese gray-zone operations. These adversarial irregular warfare operations undermine the international rules-based order and are meant to coerce or deter competing states by means below the threshold of armed conflict. Many U.S. partners and allies are left with few options for answering the security challenges brought about by adversarial gray-zone operations and turn to the U.S. for assistance. U.S. SOF need an objective of countering adversarial gray-zone operations and, by doing so, will also need to develop an indirect approach that undermines these adversarial irregular warfare campaigns.

MARSOC can work to counter adversarial gray-zone operations with an indirect approach by working to streamline the United States’ security cooperation with the partners and allies that are subject to these adversarial operations and work toward aligning U.S. government resources to counter them. MARSOC can affect adversarial gray-zone operations with an indirect approach that works to streamline existing U.S. security cooperation efforts with the partners and allies that are subject to these adversarial operations and work towards aligning the U.S. government resources best suited for the situation. The current U.S. security cooperation system contributes over $6.5 billion annually in military assistance to U.S. allies and partners worldwide. However, the system could be improved with a deeper inception of the U.S. SOF into current security assistance programs. The injection of U.S. SOF into the security assistance process will not only streamline development but will also provide emplacement and access for U.S. SOF globally and better tie U.S. SOF to the various U.S. country teams as a resource for solving problems in their respective regions.

With an objective for the U.S. SOF to disrupt adversarial gray-zone operations, MARSOC should develop an indirect special operations approach that consists of two concepts. The first is the creation of special warfare campaigns that are directed toward degrading adversarial gray-zone operations. The second is constructing specialized teams within U.S. country teams to conduct better security force assistance (SFA) centric operations with allies and partners. With the design of this new concept, MARSOC will be able to provide the much-needed SOF Touch in today’s strategic competition continuum.

A Need for Change in U.S. SOF’s Approach to Global Operations
For the past two decades, U.S. SOF has been heavily occupied with conducting counterterrorism operations. This employment led U.S. SOF to become primarily focused on a direct approach to conducting special operations. SOF’s direct approach was mostly conceptualized through direct action operations such as conducting raids on enemy compounds or kinetic operations that were unsuitable for conventional military forces to navigate.However, it is believed that reliance on a direct-only approach is insufficient when combating U.S. adversaries and that the U.S. SOF should readjust part of its efforts toward an indirect approach as well.A successful approach is one that realigns U.S. SOF toward global campaigns that work through partner-nation forces and U.S. agencies to combat global issues.3

In a 2013 report to the Council on Foreign Relations, titled “The Future of U.S. Special Operations,” the author Linda Robinson presents the shortcomings of U.S. SOF and provides recommendations for ways U.S. SOF can approach the future operating environment. Robinson explains that the lack of an indirect approach and orchestrated efforts to use special operations capabilities for long-term effects “remains the most serious operational deficit.”4 The issue is that a direct approach to conducting special operations is easy to understand and compose, but an indirect approach is difficult to conceptualize and develop.5

Robinson’s report suggests recommendations that the U.S. SOF should produce a doctrine for special operations that describes how special operations forces achieve decisive or enduring impact through the surgical application of force coupled with long-term campaigns of enabling and operating with various partners, in conjunction with other government agencies. This doctrine should include a theory of special operations that describes how they can achieve strategic or decisive impact, particularly by affecting the political level of war.6

Robinson’s recommendation is exactly where MARSOC can fit into the space of strategic competition. MARSOC possesses the ability to create a force that can provide the framework for an indirect approach in the current operating environment of strategic competition.

Adversarial Gray-Zone Operations are the Battlefields for MARSOC to Compete Against Strategic Competitors
Working through partners and allies in contested spaces should be the framework for MARSOC’s indirect approach to strategic competition. For the United States to strengthen its alliances and partnerships in its bid to maintain a competitive edge in great-power competition, MARSOC should focus on addressing the individual security needs of those allies and partners that directly contend with China or Russia in some capacity.MARSOC could further narrow its focus to disputes that allies and partners have with China or Russia where military applications across multiple domains can play to some effect. One arena for MARSOC to concentrate on is enabling U.S. allies and partners to combat adversarial gray-zone operations.

A significant example of a recent state-sponsored gray-zone campaign is China’s decades-long territorial expansion in the South China Sea (SCS). Gray zone refers to the space where states compete in multiple spheres by unorthodox means to derive the intended results of coercing or gaining an advantage over an opponent without starting a conventional conflict.China’s campaign consists of activities such as the forceful annexation of outcroppings and islands within neighboring states’ maritime territories, the building of military installations on artificially constructed islands with anti-access and denial capabilities, and illegal fishing and oil exploration practices within other states’ exclusive economic zones.All of these efforts are supported by a 5,000-vessel Chinese paramilitary maritime force that aggressively patrols, fishes, and most notably, occupies the majority of the SCS by its overwhelming presence.10 This force has even been known to ram into and sink other boats that fish legally within their respective countries’ exclusive economic zones.11

China’s maritime para-military activities are overpowering for countries like the Philippines, which do not possess an adequate maritime capability to respond effectively. To garner support, the Philippines cannot rely on mechanisms such as its mutual defense treaty with the United States because there has been no direct attack on the armed forces of the Philippine military.12 With its gray-zone campaign in the SCS, China has undermined the rules-based order and created unique challenges that allies like the Philippines cannot solve without an increase in their maritime capabilities and capacity. Support that the United States can provide that falls below the threshold of armed conflict with China.

MARSOC should see adversarial gray-zone operations as the front lines in the battle of strategic competition. Adversarial gray-zone operations are a state’s way of conducting irregular warfare to erode another state’s power, influence, or will.13 Whether those gray-zone battles take place in Southeast Asia, Africa, South America, or the Arctic, MARSOC can look to focus its efforts on countering adversarial operations to any degree possible. Adversarial gray-zone operations should receive a MARSOC indirect approach that sees special warfare campaigns aimed at working by, with, and through partners and allies to enable them to meet their security challenges. These special warfare campaigns can encompass not only the various military domains such as land, sea, or even cyber but also intergovernmental agencies that aim at strategic- or decisive-level impacts.

SFA as a Primary Means for MARSOC’s Indirect Approach to Gray Zone Activities in Strategic Competition
Security force assistance (SFA) is the activity that would allow MARSOC to accomplish its indirect approach to strategic competition. SFA is the best method of enabling partners and allies to meet their security challenges and opens the opportunity for MARSOC to build better partner capacity of self-defense and deterrence for states who are victims of adversarial gray-zone operations.

SFA is one of the U.S. SOF core activities that fall under the U.S. security cooperation umbrella and is defined as “the set of Department of Defense activities that contribute to unified action by the [U.S. Government] to support the development of capacity and capabilities of foreign security forces (FSF) and their supporting institutions. While SFA is primarily to assist a host nation to defend against internal and transnational terrorist threats to stability, it also prepares FSF to defend against external threats and to perform as part of a multi-national force.”14 Although other SOF core actives, such as foreign internal defense (FID), can also build better partner capacity and capabilities, SFA moves the focus from the tactical level further into the institutional level’s ability to engage both internal and external threats.15 Not only would SFA hinder Chinese or Russian gray-zone operations by building better-enabled opposing forces with the capacity and capabilities to diminish the effectiveness of gray-zone operations, but it would also strengthen alliances while ensuring the United States stays the partner of choice for addressing those states’ security concerns.

In an article written by the former commander of U.S. Special Operations Command, Gen Joseph Votel, titled “Unconventional Warfare in the Gray Zone,” U.S. SOF “are optimized for providing the preeminent military contribution to a national political warfare capability because of their inherent proficiency in low-visibility, small footprint, and politically sensitive operations.”16 Votel argues that FID becomes a significant instrument of working by, with, and through indigenous forces in special warfare campaigns. These campaigns are designed to bring stability to situations brought on by adversarial gray-zone operations.17

However, Kevin D. Stringer, Chair of Education for the U.S. Irregular Warfare Center, argues in Joint Forces Quarterly that SFA should instead be used as a primary means for U.S. security cooperation with capable allies and partners.18 Stringer clarifies that FID, although similar to SFA in nature, is not enough when working toward achieving the goal of building a better-enabled and more capable partner-nation forces due to FID’s more focused emphasis on the tactical level aimed more toward internal threats. Stringer suggests that SFA is more suitable due to its focus on building better partner-nation forces institutional-level capacity and capabilities aimed more toward external threats.19

Where Can MARSOC Conduct SFA Operations?
If MARSOC were to use SFA as a means of combating adversarial gray-zone operations, it could look to interject itself into already existing platforms under the U.S. security cooperation umbrella. To allow SFA operations that are a part of a special warfare campaign to be more effective during strategic competition, MARSOC needs to better coordinate a whole of government approach by directing the numerous resources of the many departments of the U.S. country team toward its partner-nation forces’ ability to overcome the difficulties of gray-zone operations.

In some U.S. embassies around the world, SOF already maintains a small presence. As of 2022, U.S. Special Operations Command (USSOCOM) has officers serving as special operations liaison officers (SOLO) in over 37 countries.20 These SOLOs are important for maintaining key relationships with partner-nation forces’ SOF leadership while providing a conduit to communicate their requirements for U.S. support.21 Additionally, some U.S. embassies have joint U.S. military assistance groups (JUSMAG) that further advance security cooperation by providing millions of dollars of military equipment, aid, and the coordination of joint training with the U.S. military.22 JUSMAGs are an indispensable link in security cooperation between the U.S. government and its partners and allies as they are a channel for the Department of State’s Office of Security Assistance, which manages the distribution of over $6.5 billion in military grant assistance annually.23

The SOLO program, JUSMAG components, or even already-established U.S. SOF Augmentation Teams that are present in many of the combatant commands are avenues for the enhancement of U.S. allies’ and partners’ security capabilities. Still, they are not enough when it comes to meeting the pacing threats of China or Russia. The SOLO program is typically staffed with one officer per country. This can be a problem if the host nation has a varying degree of challenges that cross multiple domains such as land and sea. Aside from their limited capacity, the issue is each SOLO officer has a varying degree of expertise and experience. Should they be Army, they may lack the necessary guidance would their respective state develop a maritime dilemma. If they are in the Navy, they may be less experienced with land warfare.

Additionally, the JUSMAG program faces similar limitations; however, they operate in a joint environment due to being staffed by representatives from the various Services to cover different domains, their number of staff and the level of expertise also limits their ability to conduct security cooperation across a host nation’s array of forces. Depending on the size of the state’s military, partner-nation forces are comprised of untold numbers of units whose numerous requirements can be too much for only a few personnel to manage. Moreover, JUSMAGs are not staffed with U.S. SOF personnel. Aside from conventional forces, partner-nation forces are comprised of various land and sea SOF units as well. Non-SOF personnel within JUSMAGs are not suited or qualified to purchase the appropriate military equipment for these host nations’ SOF units to be able to conduct special operations.

When non-SOF personnel attempt to purchase equipment for SOF units, many of those resources provided to partner-nation forces can create problems in and of themselves. Some equipment that is purchased for partner-nation forces can be viewed as wishful thinking. Though the equipment may be sound military equipment or the latest and best in its classification and is purchased to provide needed capabilities or to enhance existing ones, the nature of the equipment in relation to the environment or conditions for its intended use may have been misunderstood. An example is the purchasing of equipment that may be too technologically advanced for units without the competency to use it. Additionally, spare parts, proper training, or sustainment resources may not be provided or cannot be procured by the partner-nation forces—creating new problems for those forces to overcome. This leaves many partner-nation forces with equipment they cannot use or equipment that is inadequate in answering the requirements for its intended use.

MARSOC elements need to have a greater involvement in the security assistance process. Without assistance, neither the SOLO nor the JUSMAG programs are not enough to fully maximize the benefits of U.S. security cooperation as both elements are limited by capacity and by the restraint of being a point of contact to the United States or only an acquisition force for U.S. security assistance. It is about getting the right equipment to the right people so that partner-nation forces are better enabled to meet their security challenges. Furthermore, JUSMAG elements do not have the wherewithal to adequately advise or assist partner nation SOF forces receiving U.S. resources regarding how that equipment and resources should be best utilized once acquired.

The SOLO and JUSMAG programs and augmentation teams can provide adequate platforms for MARSOC to advance an SFA agenda. All programs offer placement and access to host nation forces at the command level and up. But, more importantly, the JUSMAG, in particular, provides MARSOC the ability to directly link its partner-nation forces to millions of dollars of U.S. aid and equipment. Those resources could be focused on filling caps in the host nation’s existing capabilities. Gaps that are typically exploited by adversarial gray-zone operations.

Recommendation
For MARSOC to use SFA to combat the irregular warfare tactics its adversaries have employed for strategic competition, MARSOC should develop an indirect approach concept with two aspects. The first is the organization of teams that enable these campaigns by being a force that acts as the connecting element between partner-nation forces and U.S. country team’s assets with an agenda to enhance both U.S. security cooperation efforts and partner-nation forces’ abilities to address security challenges. The second is the development of special warfare campaigns with an objective to degrade U.S. adversaries’ irregular warfare efforts toward achieving their regional and strategic objectives. These campaigns should focus on countering malign gray-zone operations that exploit gaps in U.S. allies’ and partners’ security capacity or capabilities.

MARSOC should explore developing SFA teams with the wherewithal to operate in the space between partner nation SOF forces and U.S. country teams’ assets. These teams could provide adequate assessments to each party as to which resources to acquire and the appropriate employment of those resources. MARSOC teams can join current programs such as the SOLO, JUSMAG, or established augmentation teams to work within the U.S. country team. By attaching to these existing programs, MARSOC can swell those programs’ ranks with badly needed personnel with various technical skills, expertise, and experiences that cross various domains in conventional and SOF warfare spectrums. While MARSOC teams work to identify gaps in partner nation SOF or conventional forces’ capacity and capabilities, they can simultaneously connect the various departments within the U.S. country team to acquire the best resources to help mitigate those gaps.

Including MARSOC teams in the U.S. security cooperation architecture will help to provide the much-needed support or expertise that will streamline the process and save money. The correct equipment or resources can be identified from the beginning by interjecting special operations experts into the security assistance assessment process. The benefits from this interjection can be compounding. As MARSOC alleviates the chances of purchasing unsuitable equipment for partner-nation forces, units can get the needed equipment sooner and without the burden of problems that derive from acquiring the wrong equipment. Allowing the right units to get the right equipment or resources at the right time will enable them to focus on their mission more effectively. The United States cannot afford to waste the precious commodity of money and time in a process that can take several months to years from the assessment to the request, procurement, and arrival of the equipment or resources.

These specialized SFA teams can become the tool used in the larger concept of counter-gray-zone special warfare campaigns that MARSOC uses in its indirect approach toward special operations. Adversarial gray-zone operations have provided an opportunity for MARSOC to get into the strategic competition continuum. As Robinson pointed out in her Council on Foreign Relations report, USSOCOM needs to refocus and develop an indirect approach to conducting special operations.24 If countering gray-zone operations becomes an objective, MARSOC can provide the indirect approach that special operations can bring to the environment. The creation of special warfare campaigns whose agenda is to enable partner nations forces to counter U.S. adversaries’ operations is just the tactic needed for an indirect approach. An agenda that can align both the security requirements of a partner nation and the United States’ aim of degrading its adversaries’ ability to fulfill their regional or strategic objectives.

The embodiment of a MARSOC special warfare campaign would be a MARSOC SFA team that established itself with a U.S. embassy whose host nation was subject to an adversary gray-zone operation. The MARSOC team will coordinate with the U.S. country team to receive political and military concurrence and to determine the country-level problem. The MARSOC team can then work by developing their assessment from the ground up. Partnerships with partner nation SOF, conventional forces, or police units will provide the MARSOC teams the emplacement and access to move throughout the country to gather the ground-level detail. Partnering with multiple host nation units at the command level and up allows MARSOC teams to move throughout the country and interact with the individual units closest to the problem. MARSOC teams can then assess the units’ current capacity and capabilities and feed that data to the proper departments or agencies of the U.S. country team. Not all issues can be solved through military applications or military hardware. Therefore, MARSOC teams will have various departments or agencies of the U.S. country team to reach for their resources or permissions or to feed them the on-the-ground data that better enables those organizations the ability to complete their mission. Examples of groups for nonmilitary applications would be the U.S. Agency for Internal Development or non-governmental organizations.

Once MARSOC teams establish partnerships with host nation units and assess the situation from the ground up to provide the data to the various members of the U.S. country team, MARSOC can then work to coordinate its partner-nation forces toward degrading the gray-zone problem. Aside from determining the correct military equipment, MARSOC works to align U.S. and host nation interests in using the equipment and resources toward the gray-zone problem. By working with partner nation’s forces commands, MARSOC can work to ensure the equipment or funding from the United States is the correct equipment for its application and that the application of the equipment is put toward the purpose of its procurement. This process would take years to execute over time and require a lasting presence, but it would have a much more significant and lasting effect.

Counter-gray-zone special warfare campaigns would span multiple nations and include joint U.S. conventional military intervention. MARSOC should look to placing teams with multiple allies and partnered states who are victims of the same gray-zone issue. MARSOC teams can act as a network that coordinates with one another for guidance, to share information, or even implement joint training or coordination of the many partner-nation forces into combined efforts. Aside from coordinating with USSOCOM to develop special operations joint combined exchange training, MARSOC can also coordinate joint host nation and U.S. conventional forces training opportunities or emplacement as well. MARSOC’s forward presence with its emplacement and access allows them to determine which U.S. military conventional force or assets would benefit the host nation or U.S. interests. MARSOC can request that U.S. naval ships or Marines or Army units gain access to particular ports of interest or host nation bases for joint training opportunities. MARSOC’s coordination with the U.S. country team will marry U.S. interest to the region and be more effective at placing U.S. strategic assets in advantageous positions globally.

Why MARSOC? Because MARSOC Can Provide the SOF Touch 
For the U.S. SOF to be able to provide the SOF Touch in strategic competition, USSOCOM needs to implement an indirect approach. MARSOC is an excellent component that can adapt its force quickly and has the structure and skill to integrate into the U.S. country team and partner-nation forces. MARSOC is also endowed with the skills and expertise required for SFA missions and is designed to operate both in the land and maritime domains.

MARSOC is the ideal component for SFA special warfare campaigns because of its recent force redesign. MARSOC’s force redesign is centered around a Strategic shaping and reconnaissance (SSR) model that focuses on the operational preparation of the environment.25 MARSOC’s SSR is characterized as:

“activities conducted by special operations elements in cooperation, competition, and conflict. SSR encompasses a wide array of skills employing SOF-specific equipment to provide shaping and influence effects. SSR is conducted through a hybrid approach utilizing selected SOF core activities and programs. Effects are achieved by reconnaissance and intelligence operations, and persistently developing regional relationships.”26

MARSOC’s SSR mindset displays MARSOC’s desire to shape and influence the environment through regional relationships.

MARSOC’s SSR model can quickly structure teams for the strategic competition continuum that enhances existing security cooperation operations. Augmenting U.S. country team programs with fully enabled MARSOC teams has numerous advantages. For ally or partner countries where units are spread throughout non-permissive environments, MARSOC teams would be better suited to operate given the security challenges that embassy personnel face. MARSOC operators are optimized to work in dangerous environments, and depending on the parameters of the status of forces agreement with the host nation, MARSOC operators can be armed to provide for their security. As U.S. country team staff would be restricted to working within the National Capital Region, MARSOC teams would be able to access areas of the country to provide these staff with the needed on-the-ground data.

Just as MARSOC operators are optimized to work in non-permissive environments, MARSOC maintains various capabilities and can operate in cross domains such as land and maritime operations. This means MARSOC teams would have a wide array of knowledge and expertise readily accessible to the embassy. With that knowledge and expertise, MARSOC can identify host nation vulnerabilities being exploited by adversaries’ gray-zone operations and recommend correct and timely solutions—significantly cutting the time it would take to achieve similar results. Finally, MARSOC operators possess foreign language proficiencies and a legacy of working with indigenous forces, making MARSOC more culturally adept at operating well with partner-nation forces. With MARSOC’s SSR strategy and its tactical and technical experience in various domains of warfare, MARSOC can be a terrific force for the whole-of-government approach to solving regional or strategic problems.

Conclusion
In the near future, U.S. SOF can play a significant role in the strategic competition continuum. How that role is played is still being determined, but this article should serve as a catalyst for how U.S. SOF or MARSOC, particularly, could support U.S. strategic interests.

The utilization of MARSOC as an SFA element that uses counter-gray-zone special warfare campaigns that span the strategic competition continuum meets the requirements for both MARSOC and USSOCOM. The first is the embodiment of a mission for MARSOC’s latest force design that meets MARSOC’s 2030 vision and allows for the global emplacement and access of MARSOC elements from the tactical to the strategic level.27 The second is the outline for an indirect special operations approach to today’s operating environment that achieves the central means of delivering lasting effects that encompasses a by, with, and through strategy of U.S. and partners’ political, civilian, and military resources.28

As adversarial gray-zone operations become the front lines in strategic competition, an SFA-centric MARSOC campaign that stretches across many allied and partner nation-states to combat adversarial gray-zone operations will find many opportunities for employment of both U.S. SOF and conventional forces. MARSOC’s approach will align many U.S. resources already provided to partner-nation forces and direct them toward degrading adversarial gray-zone operations. Such an approach will affect U.S. adversaries’ regional or strategic objects or ambitions to some degree.

SFA is nothing new and has been a special operations core concept since the development of the U.S. SOF. For MARSOC to compete in the strategic competition, it simply needs to realign some of its focus toward SFA and capitalize on its existing talents. MARSOC’s inception into the security assistance process plays to the many advantages that SOF can provide and aids the U.S. and its allies and partners with a more streamlined practice. Ensuring allies and partners get the right equipment more quickly and without the burden of new problems would save time, money, and resources. Also, by providing on-the-ground data and tactical and technical expertise to the U.S. country team in a coordinated indirect SOF campaign to degrade adversarial gray-zone operations, MARSOC will help to improve the whole governmental approach to integrated deterrence. Once MARSOC demonstrates its value and builds a reputation with an indirect special operations approach to strategic competition, U.S. country teams may begin to request MARSOC’s SOF Touch in their regions—something that may ensure MARSOC’s relevance in U.S. strategic competition for years to come.


Notes

1. Linda Robinson, The Future of U.S. Special Operations Forces (New York: Council on Foreign Relations, 2013).

2. Ibid.

3. Ibid.

4. Ibid.

5. Ibid.

6. Ibid.

7. Office of the Presidency, Biden-Harris-Administrations-National-Security-Strategy, (Washington, DC: 2022).

8. Joseph L Votel, et al., “Unconventional Warfare in the Gray Zone,” Joint Forces Quarterly 80, No. 1 (2016).

9. Gregory B. Poling, On Dangerous Ground: America’s Century in the South China Sea (New York, NY: Oxford University Press, 2022).

10. Lonnie D. Henley, China Maritime Report No. 21: Civilian Shipping and Maritime Militia: The Logistics Backbone of a Taiwan Invasion, (Newport: U.S. Naval War College, 2022).

11. On Dangerous Ground.

12. Winston and Sachdeva, Raging Waters in the South China Sea: What the Battle for Supremacy Means for Southeast Asia (Irvine: Lizard Publishing, 2022).

13. Headquarters Department of the Air Force, 3-2-AFDP, Irregular-Warfare, (Washington, DC: 2020).

14. Office of the Joint Chiefs of Staff, JP 3-05, Special Operations, (Washington, DC: 2011).

15. Kevin D. Stringer, “Special Operations Forces Institution-Building: From Strategic Approach to Security Force Assistance,” Joint Force Quarterly 110, No. 3 (2023).

16. “Unconventional Warfare in the Gray Zone.”

17. Ibid.

18. “Special Operations Forces Institution-Building.”

19. Ibid.

20. Erin Dorrance, “Spec Ops Liaison Program Evolves to Further Strengthen Partner Nation Relations,” USSOCOM, May 3, 2023, https://www.socom.mil/spec-ops-liaison-program-evolves-to-further-strengthen-partner-nation-relations.

21. Ibid.

22. U.S. Embassy Manila, “Joint U.S. Military Assistance Group,” U.S. Embassy in the Philippines, December 31, 2021, https://ph.usembassy.gov/joint-u-s-military-assistance-group/.

23. State Department, “Office of Security Assistance,” United States Department of State (blog), accessed August 22, 2023, https://www.state.gov/bureaus-offices/under-secretary-for-arms-control-and-international-security-affairs/bureau-of-political-military-affairs/office-of-security-assistance.

24. The Future of U.S. Special Operations Forces.

25. Mr. David Pummell, “MARSOC Operational Approach For Modernization,” Marine Corps Gazette 106, No. 1 (2022).

26. Ibid.

27. Special Operations Command U.S. Marine Corps Forces, MARSOF 2030, (Camp Lejeune: 2018).

28. The Future of U.S. Special Operations Forces.

A Strategy for What Winning Looks Like

MARSOF 2040
>Capt Carraway is a MAGTF Intelligence Officer with eight years of experience. He holds a Bachelor of Arts in Peace, War, and Defense as well as History from the University of North Carolina at Chapel Hill and a Master of Science in Strategic Intelligence from the National Intelligence University in Bethesda, MD.

 

The Marine Special Operations Forces (MARSOF) 2030 strategy for the future states that the future operating environment will be characterized primarily by regional competition and instability.1 In Lawrence Freedman’s analysis on the curiously consistent failure in predicting future conflict, he sums up the current mood with:

“a common theme of those reflecting on the state of the military art was of the blurring of boundaries—between peace and war, the military and the civilian, the conventional and unconventional, the regular and the irregular, the domestic and the international, and the state and the non-state, the legitimate and the criminal.”2

A future potentiality for the geopolitical world and likely operating environment for 2040 indicates the United States will face less operational freedom and maneuver in the physical and virtual spaces compared to today. Revisionist powers in the People’s Republic of China (PRC), the Russian Federation, and the Islamic Republic of Iran present pivot points that seek to persistently degrade the current liberal international order. Moreover, the PRC’s integrated effort to blunt the current order and build its own alternative will create a perennial undertone of strategic or great-power competition (GPC).Such priority mission requirements will be punctuated by emergent flashpoints requiring resolution by the United States as the world’s most responsible and involved stakeholder. The MARSOF 2030 strategy goes on to say that “the US response to these revisionist bids will, in many cases, be the employment of SOF to define the problem, achieve ends, and demonstrate resolve without unnecessarily escalating them into open conflict … [to] buy decision space for senior leaders to observe and orient on the problem.”Such a turbulent and complex future with an eroded U.S. strategic advantage begs the question of what winning looks like (WWLL) both for U.S. special operations forces (USSOF) in general and MARSOF in particular.

Defining What Winning Looks Like for USSOF and MARSOF
WWLL for USSOF
As Commander of U.S. Special Operations Command (USSOCOM), GEN Bryan Fenton characterized USSOF as “uniquely positioned to draw upon [its] joint, global, full-spectrum, all-domain capabilities to provide asymmetric options for our nation and create dilemmas for competitors, allowing our Joint Force to gain warfighting advantage and close warfighting vulnerabilities.”Under current efforts to develop a co-authored Assistant Secretary of Defense for Special Operations/Low-Intensity Conflict-USSOCOM future operating concept, GEN Fenton lists winning to “succeed for the nation” as one of his three priorities.USSOF may win “with a range of options to deter aggression and counter coercion … [supporting] Joint Force deterrence, including by bolstering Allies’ and partners’ resilience and resistance, ensuring precision access, countering misinformation, and mitigating risk.”While the current mission and requirements are not guaranteed to last for another fifteen-plus years—against a backdrop of instability—the previous statements can be taken to derive WWLL for USSOF.

WWLL for MARSOF
A concept for WWLL for MARSOF must be nested within the USSOF vision. Practically, this should translate each of the aforementioned requirements for MARSOF by adding the qualifier in the littorals and geographically focusing on the application of MARSOF resources in that liminal domain. Forming a MARSOF WWLL statement could look like the following:
MARSOF wins by providing a range of asymmetric options to create dilemmas for adversaries and competitors by deterring aggression, countering coercion and misinformation, and building partner capacity with precision access, while persistently mitigating risk in the littoral domain.

More conceptually, WWLL for MARSOF is creating an organizational competitive advantage with the most proficient skillset at the application of full-spectrum special operations in the littorals to support the Joint Force but, more importantly, with the ability to provide the preeminent military option bolstering a whole of government approach. Supporting the long-term MARSOF development for WWLL, the requirements for progression can be broken down into four categories to improve the current MARSOF 2030 core pathways: experimentation campaigning, operationalizing assessments, global placement and access expansion, and malign actor illumination.

MARSOF Initiatives to Posture for WWLL: Experimentation, Assessments, Expansion, and Illumination
Experimentation
Experimentation directly affects the posture and access capabilities of MARSOF. Experimentation extends throughout the formation and across requisite warfighting functions, foremost among them being sustainment, intelligence, information, fires, and command and control.Marine Special Operations Command (MARSOC) is already addressing some of the experimentation gaps here by providing an overarching concept in Strategic Shaping and Reconnaissance. Experimentation in future development must identify a flexible employment model that provides scalable units of action apart from a Marine special operations company (MSOC) that supports small footprint and low visibility operations. Acknowledging that it is a current effort for the formation, it is hard to envision a future where MARSOC has a single solution for every global and complex problem. Experimentation would support adjustments to the MARSOF 2030 pathways of MARSOF as a connector, combined arms for the connected arena, and the cognitive raider.

In building a MARSOF 2040 strategy, it makes sense to take a page out of former CMC Gen David Berger’s Force Design 2030 that has rippled throughout the FMF, the DOD, and civilian national security circles to include famous Marine Corps alumni such as LtGen Paul Van Riper.9 Despite critics of the current path, few can argue the significant changes and ultimate impact of Force Design or the progression of it as a methodical process throughout the Force Development Enterprise captured in the CMC’s Force Design 2030 Annual Update. If nothing else, the deliberate action of providing “directed actions” and identifying “issues requiring further analysis” is a phenomenal starting point for driving the Marine Corps Campaign of Learning and the associated Service-Level Experimentation Campaign Plan.10

A MARSOC analog to the Marine Corps Campaign of Learning and Service-Level Experimentation Campaign Plan would be the highest payoff effort in contributing to WWLL for MARSOF 2040. Such an effort would increase the requirements at the O-6 and assistant chief-of-staff levels for management and assessment; however, due to the peculiarities associated with USSOF writ large, MARSOF will need to take a more deliberate approach to develop succeeding Raider generations. This is the only way to develop an effective approach to MARSOF force design as it will not be done through the Marine Corps Force Development Enterprise or USSOF acquisitions, technology, and logistics. There exists even more fertile ground with six parallel and progressive training cycles with three units simultaneously focused on either unit training programs I or II. With deliberate and centralized experimentation planning, (12) distinct events could be leveraged for discrete experimentation efforts or specified tasks to feed an annual experimentation campaign plan. Considering MARSOC now has its first official operating concept, conditions are set for such experimentation planning. Potential priority engagements could include any of the culminating annual exercises for each TSOC that provide temporal, functional, and geographic variety. While MARSOC may change the mechanics of its pre-deployment training plan in the future, especially if the units of action are adjusted to better satisfy global force management, there will be similar versions of a pre-deployment training plan. Additionally, MARSOC purposefully employs Marine special operations teams in an experimentation capacity; however, it does not do so with other critical elements such as its direct support teams. A successful MARSOF 2040 strategy will include experimentation requirements across all aspects of its formation from the critical skills operators and special operations capability specialists (SOCS) to combat service support including intelligence, communications, and logistics. This could be as simple as signals intelligence SOCS being given new platforms and equipment to test within extant collective training events as either blue or red forces and providing formal after-action reviews to appropriate component offices (e.g. G-24 intelligence systems). Such experimentation efforts would provide positive feedback loops with a component-driven operational assessment process.

Assessments
MARSOF have maintained consistent deployments on a rotational basis to the same and similar locations for an extended period throughout the Global War on Terror and associated counter-violent extremist organization missions. MARSOC has yet to capitalize on its consolidated, co-located, and relatively flat command structure to leverage its Raider brain trust for effective campaign planning and assessments. Fully acknowledging that deploying MSOCs, or whatever future units of action are provided for global force management requirements, are subordinated with designated operational control under a higher headquarters organization within the Theater Special Operations Command (TSOC), a MARSOF 2040 strategy will require more. Due to the unique Service-like authorities of USSOCOM holding combatant command authority exercised over USSOF and TSOCs as a sub-unified command, it may be more reasonable and feasible to do so than any other force provider (apart from U.S. Cyber Command).11 Assessments would support adjustments to the MARSOF 2030 pathways of enterprise agility and the Cognitive Raider.

With the regional alignment for Marine Raider battalions matching the established alignment of Marine Raider support battalions, MARSOC is poised at the O6 level and below to operationalize the formation outside of its standing mission to man, train, equip, and deploy MARSOF. One significant change that will have to occur to support this requirement is an adjustment in the pre-deployment training plan methodology to adjust its historic countering-violent extremist organizations (CVEO) focus to a broader lens of GPC and instability with various aspects of irregular warfare included. Similar to the point regarding experimentation, this will increase headquarters requirements at the O5 and O6 levels; however, it may provide a unique opportunity for portions of the formation that must participate in the certification, verification, and validation program outlined in USSOCOM Directive 350-12.12 Assessments are something that the DOD historically struggles with, even more so with assessments on complex problem sets. Imbuing the current command structure within MARSOC with assessment responsibilities in support of its rotationally deploying units will establish and formalize this capability for larger MARSOF operations while providing additional support to traditional MSOC deployments. With high-demand/low-density capabilities such as cyberspace operations personnel, this may also be the best method to leverage finite subject-matter expertise more efficaciously requiring familiarity with the operational problem sets at the TSOCs.

Expansion of Placement and Access
MARSOF participates in major TSOC engagements globally to a lesser extent compared with other elements of USSOCOM mainly due to the tight nature of the current supply and demand of deployable MARSOF units. In addressing a more scalable unit of action outside of a comprehensive MSOC, such as experimental Marine special operations teams or direct support teams, MARSOC may look to expand its participation globally enhancing its placement and access physically, logically, conceptually, and cognitively. Potential priority engagements could choose one exercise within SOCCENT.13 While all of these exercises are modern-day events and have no guarantees to last over the next two decades, MARSOC may deliberately look to expand its global placement and access, provide varying opportunities outside of its persistent CVEO mission, and begin to look at developing key partnerships that are crucial to supporting effective GPC. Separate from major TSOC exercises, current programs that will provide long-term benefits to MARSOF capabilities, build connective tissue with other elements of USSOCOM, and reinforce global connectivity would be participation in the USSOCOM-managed Integrated Survey Program. Expansion of placement and access would support adjustments to the MARSOF 2030 pathways of MARSOF as a connector and the Cognitive Raider. The three activities and investments would thus enable effective operations for malign actor illumination.

Malign Actor Illumination
The indelible mark left by the 11 September 2001 attacks has been codified, reimagined, and perpetuated in every subsequent National Security Strategy and National Defense Strategy. Prior to 9/11, President George W. Bush’s administration prioritized both the PRC and Russia as its major foreign policy challenges requiring the attention of American grand strategy.14 In the presidential administration’s struggle to de-emphasize and rebalance from Global War on Terror, the United States, the DOD, and USSOF find themselves reimagining a form of GPC in a menagerie of terms: integrated deterrence, strategic competition, near-peer competition, and GPC. The re-entrance of USSOF to GPC in medias res creates a mission requirement that will likely persist until the middle of the 21st century with the second Chinese Communist Party centenary goal of 2049 for “national rejuvenation” and achieving “world-class” armed forces.15 The Russian problem may not persist to the same extent since a large part of the current Russian system is based around President Vladimir Putin’s cult of personality; however, this could prove false with his “program of political, economic, and military rebuilding” and essential appointment as “president for life.”16 Nevertheless, both present complex problem sets that require credible capabilities to address now, even if the Russian threat presents more like a “hurricane” and the PRC more like “climate change.”17 Illumination would support adjustments to the MARSOF 2030 pathways of MARSOF as a connector, enterprise agility, and Cognitive Raider.

MARSOF will have the ability to actively demonstrate WWLL with persistent and precise malign actor illumination. At the strategic level, MARSOF counter-PRC efforts must address “conceptual envelopment” which would generally require a greater use of a whole-of-government approach and the interagency process.18 Any counter-Russia efforts must address “liminal warfare” or better known as grey-zone warfare, sometimes referred to as hybrid warfare.19 MARSOF 2040 must build more proficiency and alacrity in leveraging unique authorities for nontraditional USSOF mission sets as counter-threat finance provides a potential asymmetric option that supports both counter strategies.20 By way of implementing MARSOC assessments to support rotational forces and expanding global placement and access with the previously discussed opportunities, a more federated approach to GPC may be the best way MARSOF supports counter-PRC and counter-Russia efforts. Supporting the USSOF enterprise, but more importantly strategic requirements from both the Defense Intelligence Enterprise and greater intelligence community within the littoral domain, could be the biggest benefit across each MARSOF pathway. Undergirded by an expansion of capabilities through a dedicated and deliberate MARSOF campaign of learning and component-level experimentation campaign plan—MARSOF 2040 can provide an overarching strategic advantage to the U.S. government, which is what winning looks like, tantamount to victory.

Conclusion: Innovating During Our Interwar Period
Characteristics of an Interwar Period. With the intentional effort to divest of the CVEO fight in light of GPC requirements, success in the future mission of 2030, 2035, or 2040 will ultimately be contingent on MARSOC’s willingness to innovate during this “interwar” period. Against the backdrop of CVEO’s transition to GPC, MARSOC may further be required to prepare for a war 1) that will occur at some indeterminate point in the future, 2) against an opponent who may not yet be identified, 3) in political conditions that one cannot accurately predict, and 4) in an arena of brutality and violence which one cannot replicate.21

Despite this explicit uncertainty, we must contend with the fact that “military cultures in particular seek to bring order and linearity to a world governed by chaotic complexity.”22 Furthermore, MARSOC may choose to accept risk here in identifying a viable adversary to plan against, much like CMC Gen Berger and the greater FMF. The MARSOC initiatives discussed provide a path for “evolutionary innovation” contingent on “organizational focus over a sustained period of time rather than on one particular individual’s capacity to guide the path of innovation for a short period of time.”23 For a successful MARSOF 2040 strategy, there is no other choice than a “long, complex process involving organizational cultures, strategic requirements, the international situation, and the capacity to learn realistic, honest lessons from past as well as present military experience.”24 MARSOC organizational culture will play a decided role in effective innovation for a winning MARSOF 2040, characterized by the “intellectual, professional, and traditional values” of its Raider culture.25 The initiatives may mold a MARSOC that can bolster the requirement for creativity, establish a culture of experimentation, operationalize the formation to support assessments, and ultimately cultivate a global mindset. Additional requirements of the Cognitive Raider will necessitate “upgrading [their] strategic education” to “win in an age of durable disorder if we understand the new rules [of war].”26 The changes are a continuation of the strategic drift in the U.S. national security enterprise since the end of President Barack Obama’s administration and the inflection point within President Donald Trump’s made most explicit in the 2018 National Defense Strategy. Christian Brose described the decision making and dialogue during this period with, “It is not just what America is prepared to fight for that must change but also how the US military plans to fight.”27 While MARSOF has no control of the former, it is unequivocally responsible for facilitating the latter.

MARSOF conceptual gains that could take a decade or more to fully develop, codify, and transmit throughout the whole of USSOF may mirror the diffusion of amphibious operational expertise during the early years of World War II. With the dedicated Marine experiments throughout the interwar period, two Marine Corps major generals were selected by the Army-Navy Joint Board in 1941 to lead two Joint Training Force Headquarters beginning with four U.S. Army infantry divisions and ultimately transitioning into Atlantic and Pacific Fleet Amphibious Corps Headquarters.28 Such efforts reveal the benefit in the development of a Service strategic advantage that may then be translated to America’s fighting forces as a whole, culminating with this example in Operation Overlord, the invasion of Normandy on D-Day 6 June 1944—the largest amphibious operation in history. Strategic Shaping and Reconnaissance combined with a culture of progress may one day prove a similar contribution to WWLL for USSOF.


Notes

1. Marine Special Operations Command, MARSOF 2030, (Jacksonville: 2018).

2. Lawrence Freedman, The Future of War: A History (New York: Public Affairs, 2019).

3. Rush Doshi, The Long Game: China’s Grand Strategy to Displace American Order (Oxford: Oxford University Press, 2021).

4. MARSOF 2030.

5. Statement for the Record, Before the Committee on Armed Services Subcommittee on Intelligence & Special Operations, 118th Cong. 1 (2023) (statement of the Honorable Christopher Maier, Assistant Secretary of Defense for Special Operations and Low-Intensity Conflict and General Bryan Fenton, Commander of United States Special Operations Command).

6. Ibid.

7. Ibid.

8. U.S. Department of Defense, Joint Publication 3-0 Joint Campaigns and Operations, (Washington, DC: 2022).

9. Paul Van Riper, “This is the Marine Corps Debate We Should Be Having,” Marine Corps Times, December 7, 2022, https://www.marinecorpstimes.com/opinion/2022/12/07/this-is-the-marine-corps-debate-we-should-be-having.

10. Headquarters Marine Corps, Force Design 2030 Annual Update, (Washington, DC: May 2022).

11. Andrew Feickert, U.S. Special Operations Forces (SOF): Background and Issues for Congress, (Washington, DC: Congressional Research Service, 2022).

12. U.S. Government Accountability Office, GAO-23-105163, Special Operations Forces: Better Data Necessary to Improve Oversight and Address Command and Control, (Washington, DC: 2022).

13. United States Special Operations Command, Fact Book 2023, (Tampa Bay, FL: USSOCOM Office of Communication, 2023).

14. Melvyn Leffler, “9/11 in Retrospect: George W. Bush’s Grand Strategy, Reconsidered,” Foreign Affairs 90, No. 5 (2011).

15. State Council Information Office, China’s National Defense in the New Era (2019), Government of the People’s Republic of China (Beijing: 2019); and The Long Game.

16. David Kilcullen, The Dragon and the Snakes: How the Rest Learned to Fight the West (Oxford: Oxford University Press, 2020); and Gabrielle Tetrault-Farber and Alexander Marrow, “Kremlin Calls Vote Allowing Putin to Rule Until 2036, a Triumph as Russians Ponder His Next Move,” Reuters, July 2, 2020, https://www.reuters.com/article/us-russia-putin-vote/kremlin-calls-vote-allowing-putin-to-rule-until-2036-a-triumph-as-russians-ponder-his-next-move-idUSKBN2431TM.

17. Jean-Baptiste Jeangene Vilmer and Paul Charon, “Russia as a Hurricane, China as Climate Change: Different Ways of Information Warfare,” War on the Rocks, January 21, 2020, https://warontherocks.com/2020/01/russia-as-a-hurricane-china-as-climate-change-different-ways-of-information-warfare.

18. The Dragon and the Snakes.

19. Ibid.

20. U.S. Department of Defense, DOD Directive 5205.14 DOD Counter Threat Finance Policy, (Washington, DC: 2017).

21. Williamson Murray, “Innovation: Past and Future,” in Military Innovation in the Interwar Period, ed. Williamson Murray and Allen Millet (Cambridge: Cambridge University Press, 1996).

22. “Innovation: Past and Future.”

23. Ibid.

24. Ibid.

25. Ibid.

26. Sean Mcfate, The New Rules of War: Victory in the Age of Durable Disorder (New York: William Morrow, 2019).

27. Christian Brose, The Kill Chain: Defending America in the Future of High-Tech Warfare (New York: Hachette Books, 2020).

28. The Army-Navy Joint Board was an organizational precursor to the Combined Joint Chiefs of Staff. See also Allen Millet, “Assault from the Sea: The Development of Amphibious Warfare Between the Wars,” in Military Innovation in the Interwar Period, ed. Williamson Murray and Allen Millet (Cambridge: Cambridge University Press, 1996).

Artificial Intelligence in the Marine Corps Logistics Enterprise: Part 3

Part 3: It’s not pretty: How can we start making AI progress ‘prettier’?
>See first article in series for bios.

Introduction
In our first article, we discussed the definitions of artificial intelligence (AI), business analytics, data, and other similar terms to level set understanding. In our second article, we described how “ugly” the precursors of AI are within the Marine Corps logistics enterprise and alluded to fixes that must occur for successful AI implementation.

We began this research as an effort to describe how to implement AI in logistics applications. However, through our research, we uncovered an inconvenient truth that the current personnel involved in logistics do not possess the multitude of technical skills required to manage, enable, or implement AI systems.

In this article, we present to you a business case that outlines a fundamental shift in how we view our logistics operators in a data-driven world. AI applications require constant and realtime development, maintenance, and updates. AI applications are also specifically targeted at well-defined decision points. We cannot ask contractors to build thousands of different AI applications to manage deck plate issues. Global Combat Support System is our current enterprise resource planning database, and it has a lot of information that may or may not be useful, depending on the decision point at hand. However, what is more important is reliance on an individual’s ability to carve out the right data from the system, create the right inferences, then present the information to the decision maker. Business analytics, the use of technology and software tools, the creation of decision trees grounded in data, and a basic business understanding of what needs to be done must be built by our own logistics personnel. In business, executives are continually faced with a question: do they make a capability within the organization, or do they buy it by outsourcing the capability? We argue that professional skills need to be developed within Marine Corps logistics personnel instead of trying to purchase systems or contracts to develop AI applications.

Purpose
The purpose of this article is to formalize our ideas about the training, education, and recruitment of logistics professionals that will enable AI development and improve our broader logistics community in a rapidly advancing technology- and data-driven world.

Objectives
To achieve this purpose, this article will highlight the need for designing a sound business strategy, propose solutions that should be included in the strategy, and ensure implementation is tracked through a strategy map. Strategic implementation will ensure changes are well-founded, made based on the strategy, and not lost as leaders make permanent change of station moves and shuffle between billets. And finally, the Marine Corps can incrementally build a logistics force that is astute in the data domain.

The strategy must tackle key shortfalls:

Vision: Marine Corps logistics is at a critical decision point: take a risk to rapidly move toward the shiny object of AI without the appropriate strategic building blocks and talent, or take the prudent risk to patiently wait and build from within. A long-term strategic vision is necessary here.

Labor: Ideas like postponement and supply chain design/strategies are rooted in business analytics. So, who is responsible for business analytics? Who is trained and capable? Who has refined abilities to perform proper business analytics?

Talent: Make the capability, do not buy it. If the Marine Corps logistics enterprise decides to buy commercial solutions (consultants, contractors, or systems), they are not going to have the Marine Corps’ business understanding. Likewise, having underprepared Marines tackle the problem is like asking a right-handed person to write with their left hand. Therefore, specific talent, expertise, and aptitudes need to be brought in at the entry-level and woven into the fabric of logistics professionals.

Image
Figure 1. (Figure provided by authors.)

To maintain a productive focus on AI implementation for logistics decision making throughout the organization, established frameworks for data mining and strategic implementation should be used. Above is an example of how IBM’s Cross-Industry Standard Process for Data Mining would support a strategic framework aimed at optimizing the supply chain (Figure 1). Notice that business understanding, data understanding, data preparation, and modeling are parts of the core structure of the chain. Data handling is the bedrock of their network design. Indeed, these core elements are the anchor points in any logistics operation—Marine Corps logistics included—no matter the desired end state. This combination of the Cross-Industry Standard Process for Data Mining and the “Framework for Supply Chain Design” is one of a thousand models of business processes and tools used in almost all industry efforts.

Solution: Enterprise-Level Conceptual, Strategic Actions
To unpack the statement below, we need to have a common understanding of business strategy, permanent structure change, operational effectiveness, and types of innovation. We will discuss each of these components; but first, here is the statement:

As the assessment in preceding articles indicates, the Marine Corps does not have a sound business strategy to keep up with advancements surrounding AI. We are stuck in stage one operational effectiveness, trying to implement AI as disruptive innovation. We do not understand that we are at the precipice of permanent change to the logistics structure regarding data usage and visualization. Data is critical because the future of supply and logistics is rooted in data. People at all levels in the organization will have to understand data, how to collect it, manage it, manipulate it, and translate it into relevant and timely decisions. The ability to do so rests in technical skills, knowledge, and access to relevant systems.

Business Strategy
Business strategy is a well-defined, overarching, and long-term plan to achieve a certain goal. Strategies include well-understood plans, timelines, goals, and assessments to be successful. The Marine Corps’ logistics challenges match what current business executives are seeing in various industries (Figure 2)—a shortfall in technical skills to perform business analytics. Businesses are aggressively identifying these gaps and deliberately developing business strategies to address the shortfall; it is a matter of survival because they are realizing that without these competitive advantages, they will not succeed against competitors who are able to make better decisions faster and more efficiently. The following statement is a synopsis of survey results from 60 senior-level supply chain executives:

They see an urgent need to get better control over their supply-chain technology, which will likely be possible only with a skilled workforce trained to use new digital tools at speed and scale. Some 90 percent of leaders surveyed say they plan to increase the amount of digital supply-chain talent within their organizations, through a combination of in-house reskilling and external hires. Just over half also expect permanent changes to their planning processes as the next normal, such as greater centralization of planning activities, shorter planning cycles, and introducing advanced-analytics techniques.1

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Figure 2. The Information Warfighting Function and Stand-in Forces. (Figure provided by author.)

Therefore, if 90 percent of companies are planning to increase digital-supply-chain talent in-house and introduce advanced analytics (Figure 2), the Marine Corps should keep pace with these strategies.

Permanent Structure Change
Before such adaptations can be made, operational effectiveness must be internally supportive versus internally neutral. In his article, “Triple A Supply Chain,” Hau L. Lee describes how successful businesses tackle permanent structural changes in their organizations. He says they foster agility, adaptability, and alignment to keep pace with permanent structural changes in industry. AI is undoubtedly a permanent structural change in the way Marine Corps logistics operations will be executed and managed.Case study reviews show us that time and again, organizations that do not appropriately manage change cannot keep up with rapid and critical advances. For Marine Corps logistics, the currency is time and accuracy—sometimes the most important factor is a fast decision, and sometimes the most important factor is an accurate decision. The Marine Corps will struggle to make competitive, timely, and accurate decisions if it does not properly manage the transitional changes that lead to AI.

Lee also addresses the most common pitfalls and mistakes. He describes that supply chains often become uncompetitive because they do not adapt to changes in the structures of markets or remain aligned with the strategic objectives of the organization. Adapting to technology and data and remaining aligned with the commandant’s talent management strategies is needed. According to Lee, “companies may find it tough to accept the idea that they must keep changing, but they really have no choice” and “most companies don’t realize they face near-permanent structural changes/shifts in the market like advances in technology.”Companies must adapt to the permanent change in technology and data advancements, and the Marine Corps must do the same. At first, failure to make these appropriate adaptations will make it difficult to make the most basic logistics decisions; subsequently, it will be difficult for the Marine Corps to interface with other Services, industry logistics organizations, and open-source systems. Ultimately, it will hinder the Marine Corps from making rapid and accurate sustainment decisions to support units fighting an adversary.

Operational Effectiveness
There are four stages of operational effectiveness commonly understood in business education and execution (Figure 3). In the book, Operations and Supply Chain Management for MBAs, organizations are expected to progress through these stages to meet strategic objectives. This framework guides organizations to actions that move them to being healthy, sustainable businesses.

Marine logistics sit firmly in stage one—having poorly focused objectives, firefighting, outsourcing to experts, and being reactive. At a minimum, the Marine Corps needs to elevate its logistics operational effectiveness from stage one to stage two. The aim of achieving competitive parity with standard-setting logistics organizations like Walmart, FedEx, and West Marine is to help focus efforts and establish limits. By understanding and following industry standards, it is possible to have a benchmark for comparison. The thing the Marine Corps has in common with leading organizations is that everyone uses enterprise resource planning systems, and Oracle databases (like Global Combat Support System) are high-caliber systems. However, unlike leading companies, the Marine Corps does not hire skills and talent to utilize these resources. In fact, moving from stage one to stage three would probably be the most ideal. Our business model in the Marine Corps is unique and requires specific tailoring. Therefore, specifically formulated strategies supported by operations investments are required, in other words, alignment. Advancing to stage four is unnecessary. Stage four implies that the organization is leading development and innovation. We do not need to be ahead of commercial industry in this effort; we do not have the research and development resources. We need to be at stage four for Marine Corps warfighting, not for logistics applications.

Types of Innovation
Innovation is not truly understood without understanding where effective innovation is best implemented. In the article “How Many Supply Chain Innovations Are Truly Revolutionary?” the author discusses two kinds of innovation: sustaining and disruptive.Disruptive innovations are drastic. They change the whole idea about something—its process and design. It gets everyone excited. Sustaining innovations move organizations forward at a steadier pace with innovations and ideas that are more grounded and incremental. Executives view disruptive innovation as the shiny object in the room and as the most glamorous object to pursue. The author warns that executives tend to gravitate toward the disruptive when they should be more focused on the less exciting sustaining innovations. The author goes on to say that “incremental change represents one of the most powerful weapons companies have to stay ahead of the competition.”5

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Figure 3. (Figure provided by authors.)

Wrap-Up for Strategic Enterprise-Level Solution
Is AI a sustaining innovation or is it a disruptive innovation? It should be treated as a sustaining innovation. However, it is currently and incorrectly viewed by leadership as a disruptive innovation. We must not misjudge where to align our innovation. The way companies are moving toward AI is radically different than our current logistics design. Our design should be matured through a strategic and incremental approach. We are not rejecting AI. In contrast, we agree that it is likely the way of the future, but conceptual shifts in thinking are needed to move to stage two of operational effectiveness. Therefore, our idea is to ratchet down the glam of AI and focus on sustainable measures to improve the AI building blocks or precursors discussed in our first article: data, information, knowledge, automation, and deep/machine learning. Shifting our focus on AI from a disruptive innovation to a sustaining innovation will enhance and grow our response to the permanent changes we are seeing in data and technology. There are very important things needed to strengthen our logistics capability to remain agile, adaptable, and aligned to the permanent structural changes of data and technology. Investing in people, training, and education will likely enable AI in the future as well as make us better in many other areas of logistics operations.

Solution: Immediate, Targeted Actions
We have identified achievable actions that can be developed now to prepare the logistics landscape for permanent advancements in technology and data proliferation. We outline specific logistics fault lines that must be improved to better position the logistics enterprise to compete in the data and technology domain.

Dr. Langley, a professor who teaches Supply Chain Innovation and Transformation at Penn State’s Smeal College of Business gave his answer to the question, “What are the precursors that have the best chance of success at implementing AI for logistics and supply chain management?” as follows:

Facilitating the uses of AI can be accomplished with the help of capable people who have the math and statistics qualifications to understand and implement relatively concisely defined applications of AI. This would need to include having capable talent in the relevant areas of math and statistics, in coordination with those having operational and strategic involvement in logistics and supply chain. Then, this could be a steppingstone to conceptualizing and launching a larger and more organizational-encompassing plan that would involve AI.6

Dr. Langley’s analysis is well aligned with the key observations we have made in our research and based on our experiences in the operating forces. Namely, we are lacking technical talent in entry-level (supervisory management) positions. Furthermore, the skills need to be developed and cultivated through clear talent management practices; AI is not a commercial off-the-shelf system that can be purchased.

Professional Education Opportunities (Enlisted and Officer)
Professional education opportunities are already in place to some extent in other areas, but they have not been fully executed within business analytics, for logistics. Again, the future of logistics is rooted in data, and we must firmly plant Marine talent in appropriate jobs to fully optimize the benefit of data collection. The goal is to start building a base from within our ranks that can maneuver through rapidly advancing technology and exponential information flows. A start is to direct and fund ten enlisted and ten officers to complete a certificate in business analytics from Smeal Business College, Penn State University, and then grow this number over time; make it mandatory for logistics and supply chain officers to get analytics certifications from reputable sources before attaining the rank of captain; and send Marines to formal Oracle training programs and place certified Marines within Marine Logistics Groups, Logistics Command, and Logistics Division, Installations and Logistics to function as operational, business, and data analysts.

Establish Lower-Tier Corporate Business Fellowships with Large Logistics Enterprises
Through the Marine Corps top- and intermediate-level schools, we send individuals to think tanks, academic institutions, interagency programs, as well as a few corporate businesses every year. These programs target more senior Marine officers to develop conceptual-level understanding. They do not target developing technical skills or the how-to of business operations. No one seems to be learning best practices for distribution, warehousing, procurement, or network design for holistic logistical or supply-chain operations. These opportunities and skills should be offered and taught to the lower tiers (e.g., first lieutenant, captains, sergeants, and gunnery sergeants). It would be beneficial to send logistics specialists to supply-chain industry leaders like Walmart, Home Depot, Scotts Miracle Grow, Amazon, and many others, giving them a clear directive to understand the companies’ business models, the systems, software, and technology they use, the analytics they espouse, and how all these elements translate into executive decision making.

Adjust Logistics and Supply-Related MOS Pipelines
The Marine Corps should recruit college graduates with degrees in supply chain management, statistics, data science, analytics, and other similar areas to be contracted as logistics or supply officers instead of assigning an MOS at The Basic School. To do so means to hunt for the talent we need to survive in this data environment and slowly begin to embed it within the foundation of Marine Corps logistics. Industry would never hire an art studies student to work logistics operations and data management, but the Marine Corps does. Instead, industry would recruit the specific talent that they need, and the Marine Corps should begin this process incrementally. Not all logistics and supply officers need to fit this model, but five to ten percent could be an achievable initial goal. To take it a step further, the Marine Corps should look to establish a new MOS for maintenance management officers (e.g., school trained in business analytics, data visualization, etc.).

Funded Internships for Professional Graduate Students from Relevant Degree Programs
Businesses are doing this on a large scale. Companies like Dell, Johnson & Johnson, Shell, and FedEx, to name a few, team up with universities and provide paid internships for business school students during the summer prior to their graduation. The Marine Corps could take the first step by coordinating with Smeal College of Business at Penn State University. This would strengthen the already strong Marine Corps fellowship program at Penn State. A productive start would be providing one to three positions at the MLG and Headquarters Marine Corps Installations and Logistics levels.

Strategy maps provide organizations with better visualization of strategic business processes and provide an understanding of strategy interactions. Our proposed solutions are aligned with the strategy map Figure 4 (on following page). It is essential to note that as the Marine Corps onboards talent and skills for this effort in the form of internships and recruiting efforts, those individuals need to be clearly aware that they are walking into newly defined roles. They cannot have the misperception they are walking on well-trodden paths. They will be the individuals expected to mature the effort and make progress.

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Figure 4. (Figure provided by authors.)

Failure is a certainty if we remain on the current path. Right now, Marines are seeking education opportunities independently by completing degree and certification requirements on their own while often personally funding their programs. Marines that have an interest in this area are watching YouTube videos and getting self-help books to read on the weekends and after hours. This is the type of great personal initiative that we love to see in the Marine Corps, but it is not a strategic business model to follow at the enterprise logistics level.

High-Level Timeline
Billet turnovers, shifting priorities, and lack of focus will be hindrances to implementing these changes. The timescale for changes to take effect will be slow. The people and organizations that implement the changes will not be the same people and organization to assess the effectiveness and make adjustments. Therefore, understanding the timescale is critical to achieving success. Just as the Commandant’s Force Design is not a one-year project but a ten-year plan to slowly move the Marine Corps toward his vision, so also our concept to infuse targeted logistical talent within our ranks to harden Marine Corps logistics conveys long-term vision. To survive changing technologies and remain flexible and inclusive of the nature of AI and analytics involves incremental steps to populate the force with the talent needed. At a minimum, this is a five-year process to infuse the force with critical technical skills, and talented logistics and supply-chain managers. The results of this type of effort will be seen over longer periods of time, and in this case, more training, and over longer periods of time, is better. For example, sending more Marines to get formal skills will result in faster progress toward AI management.

Conclusion
Essentially, the goal is to use AI to make better and faster decisions. A lot of time is wasted trying to put information into context, but by understanding infographics, statistics, and probabilities, an individual can quickly put information into focus for quicker and better decisions. Humans conducting analytics are the foundation to stay in step with changing information and technology environments. To keep pace with future innovative advancements like AI, employing the correct people is a top priority, then the systems—not the other way around. For example, only trained drivers drive Formula One race cars. If a random person is asked to drive the car, he would not even know how to get in, much less buckle in and start the vehicle—and then drive it? He would be lost. The environment is foreign, and the levers, buttons, and diagnostics would be meaningless. Business analytics tools and AI are high-performance vehicles. Without the proper talent and training, a person is looking at blank screens and mounds of data that mean nothing. Great information is embedded within the tools Marines use. Having talented Marines with the background and training in advanced analytics is critical to “driving” the AI innovations of the future. Having the types of people that will drive AI innovation involves taking what we have— plenty of Marines that possess a deep understanding of Marine Corps logistics and supply—and giving them the skills and education required to push business analytics into AI applications.

Elon Musk wants to go to Mars, but he is not going there tomorrow. He and many others in his organizations have been working for over a decade with many precursors and contributing factors to inch closer to the goal. The DOD, the Joint Staff, and the Marine Corps all want some level of AI. This is a great vision and something we should move toward, but it will not happen overnight. There are precursors and contributions that must be made to get us there smartly.

These articles represent our contribution to the vision of implementing AI in Marine Corps logistics. We hope others will build on the concepts we have mentioned and take it to the next phase of development.


Notes

1. Knut Alicke, Richa Gupta, and Vera Trautwein, “Resetting Supply Chains for the Next Normal,” McKinsey, July 21, 2020, https://www.mckinsey.com/business-functions/operations/our-insights/resetting-supply-chains-for-the-next-normal.

2. Hau Lee, “The Triple-A Supply Chain,” Harvard Business Review, October 2004, https://hbr.org/2004/10/the-triple-a-supply-chain.

3. Ibid.

4. Jim Rice, “How Many Supply Chain Innovations Are Truly Revolutionary?” Supply Chain 24/7, January 2019, https://www.supplychain247.com/article/how_many_supply_chain_innovations_are_truly_revolutionary.

5. Ibid.

6. Email correspondence between authors and Dr. Langley in June 2022.

Artificial Intelligence in the Marine Corps Logistics Enterprise: Part 2

Part 2: It’s not pretty: How ugly is AI progress in the Marine Corps logistics?
>See Part 1 for bios.

This is the second article in our three-part series. The first article discussed the topic of artificial intelligence and how it relates to Marine Corps logistics operations. This article describes how the advancement of our logistics enterprise toward artificial intelligence (AI) cannot rest on highly developed technologies alone.

LtCol Wolfe: I was a previous commander of the 3rd Supply Battalion, a large multifunctional logistics organization; I had a 75 percent and 25 percent rule. Success and effectiveness in running an organization extend beyond effectiveness and efficiency at the operations level. Seventy-five percent of my time was devoted to the tone, temper, and climate of the organization. In other words, things like vision, influence, morale, equality, leadership, mentorship, and decision making affect the entire organization. Beyond this, there were the daily requirements that consumed my time: substance abuse control, legal matters, personnel management, medical/dental readiness, training, inspections, safety, career planning, package routing, maintenance, facilities, budget, and the endless amount of paperwork that must be signed. Twenty-five percent of my time was left over for operations improvement and development. I focused on the conceptual aspects of command, not the technical ones. I relied on and trusted the technical acumen of those professionals embedded within the organization.

Maj Barnes: I was the operations officer for Combat Logistics Battalion 22, a small battalion with a broad set of capabilities (motor transportation, maintenance, medical readiness, supply, engineering, landing support, explosive ordnance disposal, and communications). The battalion had roughly 300 Marines and sailors who possessed around 80 occupational specialties. Due to the broad scope and narrow depth of the battalion, all personnel issues and considerations were unequivocally linked to battalion operations—Marines and sailors become the “one-of-one” capability. The cornerstone of the job was a balancing act to ensure capabilities are maintained and ready amidst incredibly dynamic personnel shifts (permanent change of station orders, promotions, disciplinary actions, end of service, injuries, etc.).

The Problem: Conceptually
The Marine Corps has a group of smart officers that adapt very well. The Marine Corps culture fosters adaptability and decision making with uncertainty extremely well. Unfortunately, the manpower system pays little attention to innate talents, college degrees, or commercial work history. It does not seem to be recruiting specific talent to handle our future data-driven challenges. Instead, it is purely a numbers game. For example, the offensive coordinator does not recruit specific quarterback talent from a pool of college baseball and minor league players. Likewise, Amazon is not recruiting supply chain managers or business analytics or distribution experts from the geology department at Penn State; they are looking for top-performing applicants from the business and statistics departments who have internship experience. The Basic School is often the luck of the draw, with Marines thrown into the logistics world with no formal understanding or passion for the field, and they then receive cursory training in our schoolhouses. There is no clear path to an advanced understanding of how logistics operate and the data that supports decisions and feeds new technology. Some military skills need to be developed within the Marine Corps because there is not a commercial industry talent pool: infantry, artillery, etc. However, this is not the case with logistics. Logistics and analytics are in every industry, every university, and every business model. But the Marine Corps training model for logistics and supply officers takes a wide range of individuals and begins their training from zero. This method does not allow for gaining efficiencies provided by university degrees or the latest industry applications. Progress, improvements, and innovation are systematically stunted by the current methods of assigning occupational specialties.

The battleground for AI progress is ugly and full of shortfalls that must be addressed. We will describe the people and skills shortfalls within the Marine Corps’ logistics enterprise, which we believe must be addressed prior to the exploitation of AI. We are not saying that we are bad at logistics; however, through the spectrum of business analytics, the Marine Corps logistics enterprise is not prepared to transition current practices toward AI for logistics command and control and decision making. Logisticians across the Marine Corps possess the conceptual understanding, but there is an exceptionally large gap in the technical abilities to transition raw data and information into useful AI systems.

We propose that our logistics business structure is off. Structurally, Marine Corps logistics is missing key business attributes within its skills progression. Do not be fooled—the Marine Corps logistics enterprise is a business, even though the business is not driven by profit. It is a business because it is driven by decisions about how to manage scarce resources. Business analytics is a significant technical skill required at supervisory and middle management levels, and we propose that it is an altogether missing element in the administration of our logistics structure. Advanced systems will not solve people problems. Back to the football example, a perfect system, designed by the greatest football offensive coordinator, will not reach its full potential without appropriately skilled players to execute it. So, who are the players?

Data Skills Requirement
The major players in implementing artificial intelligence must possess two critical attributes. First, they must have a deep understanding of Marine Corps logistics. Secondly, they must have a high aptitude for technical skills around data analytics.

In the previous article, we described that business analytics is the precursor to artificial intelligence. We also explained that business analytics encompasses data, information, and knowledge. To expand on that concept further, the science of analytics is generally divided into three fields of study: descriptive analytics, predictive analytics, and prescriptive analytics. The core competencies of descriptive analytics are rooted in statistical analysis. Predictive analytics builds on descriptive by creating models to predict outcomes based on information. And, finally, prescriptive analytics focuses on what should happen in the future. In other words, based on the predictions, what decision should be made to affect the predicted outcome?

Across the three fields of analytics, data visualization is a key component. Data visualization serves two very critical functions. First, the human brain has strong and natural abilities to observe patterns. Therefore, data visualization is a critical step for understanding data and relationships. Second, data visualization is a very powerful tool to convey relationships and communicate concepts to individuals with a wide range of skills and abilities. Data visualization makes concepts from analytics tangible and understandable to people, even when they do not fully understand the deepest technical aspects.

Business analytics software generally falls into two categories: business intelligence and business analytics applications. According to IBM, business intelligence is “an umbrella term for the technology that enables data preparation, data mining, data management, and data visualization.”The software company, Oracle Corporation, compares business intelligence and business analytics by stating the purpose of business analytics:  To make data-driven predictions about the likelihood of future outcomes, business analytics uses next-generation technology, such as machine learning, data visualization, and natural language query.2

The variety of available tools and resources to perform business analytics/intelligence are too numerous to cover in this article. However, it is worth mentioning a few entry-level software platforms that are well-known and highly used. First and foremost, Excel can run various basic analytics and Marine Corps logistics personnel do not typically scratch the surface of its inherent capabilities; for example, think solver. Going beyond Excel, other powerful data analytics programs include PowerBI, Tableau, R, and R-studio. These programs are more powerful than Excel and are specifically designed to perform business analytics/intelligence tasks. These programs are important because they are capable of handling data and transforming information into actionable insights to inform leaders as they make decisions.

Current, Disorganized Systems
Maj Barnes: While at Penn State, I chose to pursue a professional certification in business analytics in addition to a master’s degree in supply chain management. During the coursework, my eyes were opened to the expansive world of business analytics and its applications. Reflecting on what I learned in the classroom, I looked back on my recent operations officer billet. I had hands-on, daily interaction with a multitude of digital platforms to perform and track battalion operations. The best way to describe the experience is segregated and misaligned. It is a common occurrence that, when there is a data call for training, organizations will use Marine Corps Training Information System metrics, but the Marine Corps Training Information System does not match the morning report, and the morning report is different than 3270 because updates are pending. Then, once the final roster is identified, it is discovered that a lance corporal that checked in two days ago received the training at his previous unit, but it never got entered. Furthermore, there is a corporal that checked out of the unit on temporary-duty orders 25 days ago, but he is at a remote training location and cannot be reached, and he did not receive the training that is reflected in our Marine Corps Training Information System. The S-1, S-3, sergeants major, and the individual sections spend hours tracking this information down. All this is, of course, happening in the background as general update briefs, along with PowerPoint representations of maintenance readiness information, are being refreshed. Furthermore, there is other information that must be collected, analyzed, and reported for readiness reporting in DRRS-MC. Put simply, it is too much—too much information, too many systems, and too much redundant effort.

Excess in anything is not a good thing. There are seven deadly sins in supply chain management implementation that are routinely discussed, one of which is having too many options from which to choose.In our search among high-level organizations, it was discovered that the Marine Corps logistics enterprise has over one hundred information systems that are used, partially used, or available but ignored by the logistics community, and it is unclear who owns and controls the systems. There are too many managing systems functioning in fast-changing environments. Too many tools and data repositories lurk in the shadows. It is hard to keep pace and know where these systems hide. Most do not interact with one another; rather, they are silos that operate independently. The number of systems is so numerous that many officers do not know they exist, much less how to maneuver within them. Marine Corps logistics information and data are everywhere and nowhere. AI cannot save that business model.

Data collection is a good thing, but with unbounded collection comes risk; indeed, too much data can be worse than not enough. It is clear that there is a wide variety of elements within Marine Corps logistics production that must be monitored. Collecting everything just because it is easy to gather the data is not an appropriate monitoring system.Too much irrelevant data can hide the more valuable data and make an already complex and disjointed network of systems more complex, resulting in faulty control measures that keep repeating themselves. Silo monitoring policies from shadow logistics element “mafias” has added to the dilemma. In the end, if we want our systems to have better performance, we must simplify data collection, alter the processes, and have personnel on hand who fully understand analytics. AI will not fix these persistent process gaps. Therefore, AI should not be viewed as a savior for something that is deeply rooted within our core business practices:
Digital waste is especially detrimental to the supply chain. It refers to redundant or unnecessary data that is collected, managed, and stored for no tactical or strategic reason. The amount of digital waste within an organization is typically great. It increases exponentially when one considers the data flow among members in a supply chain.5

AI implementation requires special analytics talent and skills. Determining where to position the talent is a critical decision in an organization as large as the Marine Corps. The division of labor is not only broken down between officer and enlisted but goes much further into a large array of MOSs.

Within the managerial hierarchy, there are essentially three levels—top, middle, and supervisory. Top-level managers are responsible for controlling and overseeing the entire organization. Middle-level managers are responsible for executing organizational plans which comply with the company’s policies. They act as an intermediary between top-level and supervisory-level management. Supervisory-level managers focus on the execution of tasks and deliverables and serving as role models for the employees they supervise.6

Image
Figure 1. (Figure provided by authors.)

In any organization, there are certain skills associated with each management position. These skills are technical, human, and conceptual. The transition of technical, human, and conceptual skills corresponding with the supervisory, middle, and top management roles is a well-described framework in the business environment (Figure 1). Looking specifically at the business skills required for Marine Corps logistics operations at the battalion level, the top management are the battalion commander, majors, and sergeants major; middle management is captains, CWO3-CWO4, master sergeants, first sergeants, and gunnery sergeants; and supervisory management is first/second lieutenants, CWO/CWO2, and corporals through staff sergeants.

Not all levels of management need the same skills and points of view shift depending on an individual’s level. For example, a general officer does not view the skills framework from the same perspective as a battalion commander. At the level of general officer, it is very easy to imagine how battalion commanders can be considered middle management (possibly even supervisory management) when there are regiments, divisions/groups, and MEFs between the most senior generals and battalions. With respect to AI and supply and logistics operations, the supervisory management level requires understanding independent versus dependent variables, knowing how to make statistical predictions, and understanding the scope of the data needed (e.g., six weeks or ten years’ worth). I (Maj Barnes) did not learn these things until participating in my intermediate-level resident school at Penn State—too late when I am already at the top management level, where conceptual thinking prevails over technical.

LtCol Wolfe: In my previous organizations, (for example, Supply Battalion) we collected a lot of data. In my conceptual leadership role, I did not have the time, resources, or, unfortunately, the training in higher-level analytic skills to precisely develop, read, or formulate massive amounts of data and information into something actionable. Holistically speaking, I was already past the technical and was operating from a conceptual level. I relied on supervisory- and middle-level managers to oversee this task. All the while knowing that the business-level analytics needed was not taught in Marine Corps schools. This knowledge gap forced my personnel to learn on the go, and often on their own. My CWOs, who specialized in specific domains of logistics, had to take personal initiative to get up to speed with industry to stay above water. I was keenly aware that most of my staff were not trained for that type of technical understanding. Additionally, prior to my assignment with Supply Battalion, I had served as the Field Supply Maintenance Analysis Office–Western Pacific officer in charge. In this data-centric organization, I also saw that something was missing within all the Marine units my teams analyzed. Not until becoming a fellow at Penn State and participating in the supply chain management coursework did I realize the missing component was business analytics. Today, these functions are often the cornerstones for advances in operations at any level of commercial business operation. If any organization should have the training, specialized skills, and current industry supply chain management tools to assist with analytics, it should be the supply battalions and Field Supply Maintenance Analysis Office–Western Pacific, yet neither did! Unfortunately, the norm is to fall back to spreadsheets or ACCESS, regurgitate the data into it, and then attempt as well as possible to formulate conclusions. My experience highlights an area where the Marine Corps logistics enterprise is behind in advanced business analytics. With these skills being the cornerstone of AI, Marine Corps logistics is not positioned to establish AI systems and practices.

In conclusion, no matter your point of view, information wrangling requires the technical understanding of middle and supervisory managers. Logistics technology, information systems, and business analytics tools are not commonplace in our entry- or mid-level training models. We tend to be broad in scope and rarely, if at all, incorporate commercial industry practices or state-of-art tools to implement advanced analytics for logistics operations.

Current Skill Set Pipeline
It is unnecessary for the Marine Corps to create its own talent pool of software engineers that can develop from scratch these complex systems. That is a bridge too far. However, Marine Corps logistics does not have a group of professionals with the technical skills to manage data on an advanced level. Rather, there is a pool of Marines looking at white noise, trying to understand what it means and where it may fit into complex AI systems or even basic decision making.

Brooks McKinney, in his Northrop Grumman article, “Defense AI Technology: Worlds Apart from Commercial AI,” says:

AI is not simply a “bolt-on” capability that will make everything more capable than before. It doesn’t instantly make things smarter. AI must be integrated into a system from the ground up. According to Jackson Bursch, an AI software engineer for Northrop Grumman, defense AI requires a diverse skill set, including more disciplines than the domain of software engineering. “We’re not just developing software, we’re developing complex systems that work in every domain,” he explained, So, we need people who specialize in specific sensors for data collection, others who can build AI software and still others who can handle the network engineering that connects those sensors to our software.

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Figure 2. (Figure provided by authors.)

Talent Management 2030 states, “Every Marine treated like a round peg, every billet like a round hole.” The tangible aspect of this concept in the logistics community is that there are approximately 1,540 second lieutenants through captains with a supply or logistics MOS. The 1,540 Marine officers in that category have approximately 170 degrees among them (Figure 2). The degrees range from ocean engineering and forestry to advertising, art studies, and biblical studies.

Therefore, these individuals were processed as if through a meat grinder. In other words, they were assigned a supply or logistics MOS, sent to three months of supply and logistics school, and then assigned as maintenance management officers, platoon commanders, supply account holders, etc. Logistics problems have always been calculus problems—constantly changing in space, time, and scope. The future of logistics problems will be driven by data, restricted communications, and deep understanding. As an example, consider the following situation.

A logistics unit will be on the move from Objective D to Objective E. They know Objective E is seven days away. The maintenance team is thinking about where they will be seven days from now. Due to communications restrictions and security considerations, it is unsafe to transmit from the locations. So, the team programs a quadcopter to take off from Objective D in three days. Therefore, they will be four days from Objective E with new requirements. Applying an eighty percent accuracy to the timeline, what are the high and low estimates of the team’s actual arrival? What are the risk factors of early or late delivery? What will the future requirement be?

To think about data and information in this manner, both the person transmitting and receiving the information must understand probabilities, error rates, sensitivity analysis, rates of change, and so forth. LtGen Wissler (Ret), in his article, “Logistics: The Life Blood of Military Power,” says that logistics is the most complex capability provided by the military. The depth, breadth, and scope of logistics are immense and intricate. Alan Estevez, former principal deputy undersecretary of defense for acquisition, technology, and logistics says, “Logistics isn’t rocket science … it’s much harder!”7

The skills gap does not go away by redefining roles. One could argue that all officers must be conceptual thinkers, or that filling unrestricted officer seats by targeting specific business analytics skills would be too restricted. These arguments make sense because leaders that are required to make decisions and influence outcomes are needed and are a major part of the management hierarchy. However, recruiting talent in this specific way results in an enlisted skills gap. From either point of view, the skills gap remains; it simply shifts from a shortfall in the officer population to the enlisted population. In contrast, industry is specifically targeting these skills in their recruitment. If they need a supply chain manager or business analytics skill set, they are not recruiting forestry majors from college or the workforce; rather, they are targeting the skills they need. This goes back to Figure 1 and identifying where the organization needs the technical skills.

System Security and Bureaucracy
Another strategic business consideration is that, if we had the talent pool today, the bureaucracies and security measures in place would prevent these individuals from accessing the tools required to perform AI precursors of analytics. Delving into the systems and information security risks that are naturally inherent to the subject is beyond the scope of these articles, and indeed, free-flowing information and unhindered access to data is a risk. Furthermore, open-source programs are an integral part of developing AI systems. In the article, “Why Is Open-Source So Important? Part One: Principles and Parity,” the authors discuss the importance of open-source programs.

‘For every single branch of IoT and AI there’s an army of companies competing to have their technology become the ‘new standard,’ says Ontañon, ‘those companies developing their technology the open-source way are in a much better position to get ahead of the rest.’ Quite simply, this is because open-source technology has thousands of skilled workers building, checking, and testing code in real-time and in any number of different applications, and thousands of heads are better than one.8

It would be a monumental hurdle for a lieutenant to get permission to have a lot of leading-edge tools such as PowerBI and Microsoft Project, which are basic business tools. Access to open-source tools like R-Studio and Tableau is even harder and more restrictive, with limited licenses. With systematic Marine Corps restrictions on commercial industry logistics tools, the transition to artificial intelligence cannot be realized at a rapid pace.

Conclusion
From our perspective, data overload, skills and talent shortfalls, thousands of people with hundreds of degrees and multitudes of occupational specialties, hundreds of systems, untethered information collection, and restricted software access in the logistics and supply community makes the landscape for AI implementation very ugly. This is a system in disarray. Moreover, artificial intelligence and data analysis are rapidly developing fields, and staying at the cutting edge requires serious strategic decisions aligned with future visions.

In our next article, we will present and discuss solutions that would chip away at the ugly, making it prettier for AI and other advanced technology to flourish.


Notes

1. IBM Corporation, “IBM Docs,” IBM, March 8, 2021, https://prod.ibmdocs-production-dal-6099123ce774e592a519d7c33db8265e-0000.us-south.containers.appdomain.cloud/docs/en/spss-modeler/18.2.0?topic=dm-crisp-help-overview.

2. Oracle, “What Is Business Analytics?” Business Analytics, n.d., https://www.oracle.com/business-analytics/what-is-business-analytics.

3. Inbound Logistics, “Seven Deadly Supply Chain Sins,” Inbound Logistics, January 1, 2004, https://www.inboundlogistics.com/articles/seven-deadly-supply-chain-sins.

4. Jack Meredith and Scott Shaffer, Operations and Supply Chain Management for MBAs (New York: John Wiley & Sons, 2020).

5. Ibid.

6. Emily Barr, “The 3 Different Levels of Management,” SpriggHR, July 15, 2022, https://sprigghr.com/blog/hr-professionals/3-different-levels-of-management.

7. John Wissler, “Logistics: The Lifeblood of Military Power,” The Heritage Foundation, October 4, 2018, https://www.heritage.org/military-strength-topical-essays/2019-essays/logistics-the-lifeblood-military-power.

8. Charles Towers-Clark, “Why Is Open-Source So Important? Part One: Principles and Parity,” Forbes, September 24, 2019, https://www.forbes.com/sites/charlestowersclark/2019/09/24/why-is-open-source-so-important-part-one-principles-and-parity.

Quote to Ponder

“What makes the general’s task so difficult is the necessity of feeding so many men and animals. If he allows himself to be guided by the supply officers he will never move and his expedition will fail.”
—Napoleon, Maxims of War, 1831

Artificial Intelligence in the Marine Corps Logistics Enterprise: Part 1

Part 1: It’s not pretty: What is artificial intelligence and its components?
 >LtCol Wolfe was a Marine Corps Logistics Fellow at Smeal Business College, Pennsylvania State University, and previously served as Battalion Commander for 3rd Supply Battalion. He is currently assigned to the Joint Staff J4.
>>Maj Barnes was a Marine Corps Logistics Fellow at Smeal Business College, Pennsylvania State University, and previously served as Operations Officer for Combat Logistics Battalion 22. He is currently assigned to HQMC Installations and Logistics.

Marine Corps logistics is moving toward artificial intelligence (AI) as an element of our logistics systems. We will address the challenges for the Marine Corps and provide solutions through a three-article series. Article one, “It’s Not Pretty: What is artificial intelligence and its components?” sets up the discussion and addresses what AI is and the building blocks associated with it. The article addresses misinformation or misunderstanding of AI that results from its extremely broad application and the varying degrees with which it is developed and implemented. Article two, “It’s Not Pretty: How ugly is AI progress in Marine Corps logistics?” will discuss why the Marine Corps logistics enterprise is unable to take advantage of industry technology in timely, relevant, or meaningful ways. The article brings together the magnitude of challenges in implementation for logistics applications. Finally, article three, “It’s Not Pretty: How can we start making AI progress ‘prettier’?” will discuss an enduring business solution for getting AI implementation right and preventing mistakes early on. It provides tangible and achievable goals to build the capability for execution.

Level-Set Discussion about AI
What is AI? Definitions and capabilities of AI for Marine Corps logistics applications are not uniformly understood, much less agreed upon; furthermore, AI represents broad, dynamic, and evolving technology. There is not a clear understanding among Marine Corps logistics professionals of where the lines between data, information, business analytics, automation, and deep/machine learning are—much less how to formulate and perform these functions. Adding in AI creates another layer of complication. We will attempt to unify the collective understanding of technology and the path to AI.

Definitions and Building Blocks
In this section, we will provide critical definitions for the essential building blocks of AI. There are several precursors to AI, and it is important to understand how the precursors are linked. AI begins and ends with data. However, the bridge between data and AI is pillared on information, knowledge, analytics, automation, deep learning, and machine learning. Put simply, AI is to data what astrophysics is to arithmetic. There are steps in between that must be refined or, dare say, mastered before diving into a new arena. Ultimately, AI performs human-like analytical tasks based on pattern recognition. Pattern recognition is best accomplished through data manipulation and visualization known as business analytics. Within business analytics, there are critical components of data, information, and knowledge. Below, we provide detail for each of these components and the relationship of business analytics with data, information, and knowledge is depicted in Figure 1.

Data is “the basic individual items of numeric or other information, garnered through observation; but in themselves, without context, they are devoid of information.”1

Business analytics is the process of analyzing raw data to draw out meaningful, actionable insights. Effective analytics is the key driver behind data, information, and knowledge. It is embedded within each domain (Figure 1). Without it, we cannot make sense of material to understand the meaning, recognize trends, or arrive at a decision. When looking at a random set of numbers, we can determine it is a phone number. Further analysis can reveal what country it might be from, the state where it was issued, and even to whom it may belong.

Example: Think about random numbers 5553467864, which have no meaning.

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Figure 1. (Figure provided by authors.)

Information is “that which is conveyed, and possibly amenable to analysis and interpretation, through data and the context in which the data [is] assembled.”2

Example: Give meaning through rational connection. 555-346-7864 is a phone number.

Knowledge is “awareness, understanding, or information that has been obtained by experience or study, and that is either in a person’s mind or possessed by people generally.”3

Example: Apply useful meaning to the phone number. 555-346-7864 is Jim’s number; he is the owner of a manufacturing business.

Automation is “the ability of software systems and equipment to perform repetitive, monotonous tasks.”4

Examples: text notifications on your smart device, assembly lines, and out-of-office replies.

Deep Learning/Machine Learning is “a type of artificial intelligence that uses algorithms (sets of mathematical instructions or rules) based on the way the human brain operates” and “the process of computers changing the way they carry out tasks by learning from new data, without a human being needing to give instructions in the form of a program.”5

Example: speech and image recognition.

Artificial Intelligence is “the ability of machines to perform tasks that normally require human intelligence—recognizing patterns, learning from experience, drawing conclusions, making predictions, acting, and more—whether digitally or as the smart software behind autonomous physical systems.”“AI makes it possible for machines to learn from experience, adjust to new inputs and perform human-like tasks.”7

Examples: autonomous vehicles, smart assistants like Siri, and grammar predictions.

Like anything else, AI is a building process that requires multiple predecessors to execute correctly (Figure 2). It is a sequencing of steps from a repertoire of operations, each building from its predecessor so that the goal is better achieved. In business, certain elements must first be refined or created before reaching the desired end state. For example, stakeholders must be identified, roles and responsibilities defined, project scope created, budget formulated, timeline built, milestones established, goals prioritized, and deliverables defined. The Marine Corps is no different. The Marine Corps Planning Process has taught us that there are precursors to the final execution of a well-developed plan. Before we reach the transition step, we must sufficiently tease out a problem-framing course of action (COA) development, COA wargame, COA comparison and decision, and orders development. Moving from problem framing straight to transition does not work—neither does jumping Marine Corps logistics from its current state to AI without enhancing the predecessors.

Image
Figure 2. (Figure provided by authors.)

Business analytics (data, information, and knowledge) can be accomplished without the use of computers, non-digitally. Even though the use of computers and digital systems can enhance analytics, they can still be accomplished (albeit slower and less efficiently) by non-digital systems and processes. Replicating a non-digital process in digital form should not be confused with automation.

Findings From Relevant Literature
Reading the Commandant’s Sustaining the Force in the 21st Century and Talent Management 2030Marine Corps Gazette articles, and “Stanford University Artificial Intelligence Index Report 2021” provides a great perspective on the direction logistics is headed and the precursors that are necessary before AI exploitation. Military-specific publications establish the status of AI internal to Marine Corps organizations, while academic publications convey a broader perspective and describe the industry overall. Below is a synopsis of those materials to provide readers with a collective understanding and establish common knowledge.

During his time as Commandant, Gen Berger has published several documents that outline his visions for developing a Marine Corps that is relevant and prepared for future conflict environments. A common thread of urgency to address talent and technology shortfalls can be seen throughout the documents:

Sustaining the Force in the 21st Century: Gen Berger states the logistics community must identify the improvements necessary to elevate the MAGTF beyond its current state. He goes on to allude that we must always review, discuss, and debate the capabilities we hope to develop. Finally, he talks about data-driven processes for conversion into actual task-related information.

Talent Management 2030: Gen Berger primarily discusses the retooling of our personnel system to better recruit and retain especially skilled individuals. The former Commandant says, “unless we find a means to quickly infuse expertise into the force—at the right ranks—I am concerned that advances in artificial intelligence and robotics, among other fields where the speed of technological change is exponential, will force us into a reactive posture. We should have an open door for exceptionally talented Americans who wish to join the Marine Corps, allowing them to laterally enter at a rank appropriate to their education, experience, and ability.”8

Gen Berger is referring to the building blocks that are necessary to advance our logistics operations. He is not expressing a specific direction here but is leading the logistics community to identify vulnerabilities and mitigation strategies that will enable advanced technologies like AI in support of the MAGTF. Likewise, following the Commandant’s guidance, our recommendations will enhance our current capabilities to better transition into more technological domains.

A review of Marine Corps Gazette articles from the last five years highlights that we have an exceptionally large gap to close from our current logistics practices to what is required in future operating concepts as outlined in key documents like the National Defense Strategy (2018), the Commandant’s Planning Guidance (2019), and Force Design 2030 (2020). Technology, innovation, and rapid flexibility will be essential for logistics support, yet progress is being slowed by legacy systems and practices:

 “21st Century Logistics, Designing and Developing Capabilities”: LtGen Dana’s (Ret) focuses on hybrid logistics, which optimizes old technologies and blends them with the new, discussing how data will drive our future. He indicates that the Marine Corps must realize the full potential of a user-friendly Global Combat Support System-Marine Corps while anchoring in data-driven predictive analytics. Harnessing a data-based approach will elevate logistics operations to the next level. He then mentions training and education as critical for logistician success. He talks of greater operational understanding among the joint, interagency, international, commercial, and host-nation environments to expose logisticians to new ideas. In article two, we will pick up on this topic and address the analytical skills shortfall that is becoming an ever more abundantly clear impediment to advancements and growth in the technology sphere.

“Future Logistics Challenges”: BGen Stewart (Ret) points to logistics information technology shortcomings and our struggles to maintain material readiness for the future we want. He states that we need a user-friendly command and control foundation to advance any future capability or innovative technology. He questions whether the logistics community is invested and taking the right steps to properly educate and train the force for big data and advanced technology execution.

 “Data Driven Logistics”: LtCol Spangenberg et al proposed a year-long experiment that would equip the MLGs with specialized cells focused on data-driven logistics. The cells would consist of six to fifteen Marines with expertise in data engineering, systems engineering, software design, and data analysis. These teams would “experiment with data (collection, analysis, visualizations, decision support) to tangibly demonstrate capabilities, limitations, and requirements of D2L [data-driven logistics] … collect, access, and analyze data; produce actionable insights with clear visualizations; and answer questions or solve problems to enable decisions of their host MLG.”At its core, the article proposes a solution to conduct formalized business analytics with core competencies in a manner that mimics leading logistics companies and organizations in the private sector.

The key documents discussed above highlight two crucial points. First, we are unquestionably headed into a data-centric world. Second, we do not have the core competencies, skills, or training to maneuver properly within the inescapable advancements in technology and AI development. We argue we are not even close to commercial industry progress.

The “Stanford University Artificial Intelligence Index Report 2021” highlights the trajectory of AI research and publications and accurately tracks the current state of the art for AI. The report compares the trajectory and effort of various industries, economic sectors, superpowers, Fortune 500 companies, etc. The key takeaways are listed below:

Private investment in AI soared: The private investment in AI in 2021 totaled around $93.5 billion—more than double the total private investment from 2020.

AI capabilities and technology shifts: The AI algorithms are more capable than ever and continue to make drastic improvements (language and image recognition). Robotics are less expensive and more accessible than ever before (42 percent price decreases).

The United States and China dominate cross-country collaborations on AI: Despite rising geopolitical tensions, the United States and China had the greatest number of cross-country collaborations in AI publications from 2010 to 2021, increasing five times since 2010. The collaboration between the two countries produced 2.7 times more publications than that between the United Kingdom and China—the second-highest collaboration on the list.

Increased investment: Data management, processing, and cloud received the greatest amount of private AI investment in 2021—2.6 times the investment from 2020—followed by medical and healthcare.

Technical experts flocking to industry—not government: In 2020, one in every five computer science students who graduated with PhD degrees specialized in AI/machine learning, the most popular specialty in the past decade. From 2010 to 2020, most of the AI PhDs in the United States headed to industry while a small fraction took government jobs.

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Figure 3. (Figure provided by authors.)

The chart above (Figure 3), which depict the number of publications written on AI, correlate with the sense of urgency for AI progress in the Marine Corps and industry. The chart on the left depicts the number of articles written in the Marine Corps Gazette, and the chart on the right shows the number of articles written in the industry. Publication and research efforts are driving the private sector’s development of AI. At first look, the rapid increase in the number of Marine Corps Gazette articles and journal publications around the 2018 timeframe are parallel—this is a positive. However, it is important to note that these are publications that only mention AI and are not necessarily related to logistics.

A closer look at the Marine Corps Gazette articles reveals that of the 47 articles written since 2017, three of them were related to logistics, but they only make cursory mention of AI and address little about what is needed to get to an AI end state. Is three a high or low number of articles? The answer depends on whether the information in the articles was acted upon. Were the results of their implementation assessed, refined, and redeveloped? The sparsity of articles should make the corresponding suggestions easy to track, and if they are not being implemented, then they are the wrong ideas, and not enough ideas are being presented. Since, as a logistics community, we are not collectively discussing how to implement AI, what the requirements are, and what structural problems might exist, the three articles written in the Gazette have not served as benchmarks for traction and implementation across the Marine Corps logistics enterprise

Understanding AI
A better understanding of what it can do, some examples of its use, and how it works may increase the priority it is given within the Marine Corps logistics enterprise.

The PBS special, In the Age of AI, provides several real-world examples of recent advances in AI. One of the most powerful lines in the video is: “China is the best place for AI implementation today, because the vast amount of data that is available in China. China has a lot more users than any other country—three to four times more than the U.S.” The host goes on to further explain, “We’re talking about ten times more data than the U.S., and AI is operating on data and fueled by data. The more data, the better the AI works—more importantly than how brilliant the researcher is working on the problem. So, in the age of AI, where data is the new oil, China is the new Saudi Arabia.”10

In his TED Talk, “The Incredible Inventions of Intuitive AI,” Maurice Conti walks through the progression of human ages and argues that we are at the dawn of a new age. Human society has progressed through hunter-gatherer, agricultural, and industrial societies and is currently in the Information Age. Conti argues that the next age is the Augmented Age, in which natural human abilities will be enhanced by computers, robotics, and digital nervous systems. While the previous ages have been defined by passive tools, the augmented age will be defined by generative and intuitive tools based on the abilities of humans, robots, and AI systems to work in harmony and solve complex problems. Conti makes a clear argument that within a human lifetime (64 years), computers started off playing tic-tac-toe (1952), then advanced to beating the best humans at chess (1997), then beating humans at Jeopardy (2011), and finally beating humans at Go (2016). Computers started off playing kids’ games and are now able to outperform human thought in our most complex games of strategy.

The video “But What is a Neural Network” contains a clear explanation and demonstration of how a neural network is fundamentally built. The demonstration is based on illustrating how the human ability to recognize a set of handwritten numbers from zero to ten is a very simple task. For example, the number three is extremely easy to recognize even when written sloppily and in several different ways. However, writing a program to recognize digitally written numbers becomes extraordinarily complex. Though the video focuses on neural networks, the host explains that neural networks are the foundation of machine learning. Understanding the mechanics and a specific and narrow application of a neural network and understanding where a neural network is in the progression from data to AI are valuable insights.

The Problem
AI is extremely technical, heavily reliant on technology and extensive/free-flowing data, and requires technical experts that can manage complex systems. The Marine Corps logistics apparatus is deep. Not only does the logistics domain include the six functions of logistics but embedded within each of them is a consortium of diverse functions including ship loading, transportation distribution, cargo throughput, mortuary affairs, acquisition, arming and refueling, and warehousing, to name only a few. AI is extremely specific in its algorithm application. Data and information are vast and predictive analytics is brought to life by specifically designed algorithms. Data manipulation has a human element; without understanding the data at a fundamental level, we are guessing about what to tell computers to do.

Conclusion
In our minds, understanding the building blocks for any innovation is critical. The breadth and scope of AI are a significant challenge for any industry, and the Marine Corps is not exempt from this challenge. The three primary concerns are: we have fallen behind industry standards; we have significant challenges adopting state of art for logistics applications; and our pacing-threat competitors are leaning in heavily to develop and apply AI. To win in this domain, Marine Corps logistics must have the goals, talent, and infrastructure to smartly advance it further. In our next article, we will identify the ugly, inconvenient details that currently exist within Marine Corps logistics and must be addressed prior to any deep movement into the AI landscape.


Notes

1. Max Boisot and Agustí Canals, “Data, Information, and Knowledge: Have We Got It Right?” Journal of Evolutionary Economics 14 (2004).

2. Ibid.

3. Cambridge Dictionary, “Knowledge,” Cambridge Online Dictionary, n.d., https://dictionary.cambridge.org/us/dictionary/english/knowledge.

4. Harry Dreany, “LP Studies Artificial Intelligence (AI) Research Proposal,” November 23, 2021.

5. Cambridge Dictionary, “Machine Learning,” Cambridge Online Dictionary, n.d. https://dictionary.cambridge.org/us/dictionary/english/machine-learning; and Cambridge Dictionary, “Machine Learning,” Cambridge Online Dictionary, n.d.. https://dictionary.cambridge.org/us/dictionary/english/machine-learning.

6. Department of Defense, Summary of the 2018 Department of Defense Artificial Intelligence Strategy, (Washington DC: 2018), https://media.defense.gov/2019/Feb/12/2002088963/-1/-1/1/SUMMARY-OF-DOD-AI-STRATEGY.PDF.

7. “LP Studies Artificial Intelligence (AI) Research Proposal.”

8. Gen David H. Berger, Talent Management 2030, (Washington, DC: 2021).

9. Kirk M. Spangenberg, Gregory Lucas, Stan Bednar, Jason Fincher, Leo Spaeder, and Miguel Beltre, “Data-Driven Logistics,” Marine Corps Gazette 103, No. 3 (2019).

10. FRONTLINE PBS, Official, “In the Age of AI (Full Documentary),” YouTube, https://www.youtube.com/watch?v=5dZ_lvDgevk.

First to Fight

Lessons from the Battle of Belleau Wood
>Maj King is an Infantry Officer and currently serves as Commanding Officer, Recruiting Station Salt Lake City.

“And, waking or sleeping, I can still see before me the dark threat of Belleau Wood, as full of menace as a tiger’s foot, dangerous as a live wire, poisonous with gas, bristling with machine guns, alive with snipers, scornfully beckoning us to come on and be slain, waiting for us like a dragon in its den. Our brains told us to fear it, but our wills heard but one command, to clean it out, and I can still see before my very eyes those waves in the poppy-spattered wheat-field as the steady lines of our Marines went in.” (1)

Albertus Catlin,
With the Help of God and a Few Marines

Col Albertus Catlin, commander of 6th Mar at Belleau Wood, recorded these words a year after the Marine Corps’ performance in that small crop of woods east of Paris in the summer of 1918. Catlin’s first line poetically describes the overwhelming odds Marines faced in the battle: mustard gas from German artillery shells, Maxim machineguns dug in ready to fire, and enemy snipers scanning the battlefield for targets. It is his second line that reveals those intangible traits Marines exhibited during the almost month-long battle—virtues that have set the Corps apart since its inception: discipline, gallantry, grit, sacrifice, esprit de corps, and mission accomplishment among others. Outgunned and outmanned, a brigade of Marines fought for nearly 26 days against multiple divisions of battle-hardened German infantry and ultimately won.

Although the battle has long passed, we Marines have an obligation to look back at this storied engagement and extract from it applicable lessons for today. This article is just that, a simple recap and analysis of the Battle of Belleau Wood and the leadership fundamentals and virtues exhibited that remain timeless in war. Under the severest of conditions, Marines overcame their tactical and operational missteps, equipment shortfalls, and an overwhelming enemy force. These are the reasons every new generation of Marines must know the story of Belleau Wood.

America Goes to War
To fully appreciate the battle, we need to go back further to 1917, the year the United States entered World War I. The war had been raging in Europe since 1914 with President Woodrow Wilson pledging to keep America out. When Great Britain intercepted the Zimmerman Note (Germany’s request for an alliance with Mexico) in January 1917 and turned it over to the United States, it was enough for President Wilson to petition Congress for war.

Beleaguered French and British allies needed the Americans immediately. The United States responded by assembling roughly 14,000 troops and sent them to France in June 1917. Named the American Expeditionary Force and commanded by Army GEN John J. Pershing, the force included 5th Mar. In February of 1918, the 6th Mar arrived in France and joined with the 5th Mar to form the Fourth Marine Brigade, attached to the Army’s U.S. Second Infantry Division. (2)

American action in the war was minor throughout the winter of 1918 until the Germans launched a series of offenses with fresh troops freed from the now-silent Eastern Front. British and French forces repulsed the first two German offensives, but the third, known as the Aisne Offensive, struck at French forces in the Chateau-Thierry region of France, only 39 miles east of Paris. The force and momentum of this German offensive smashed the French army and dashed most Frenchmen’s hopes of keeping the Germans out of Paris. The Allies suddenly threw American forces into the line to blunt the invasion. The U.S. Second Infantry Division was ordered to Chateau-Thierry, and the Marine Brigade’s mission was to take back Belleau Wood, an ancient hunting ground half the size of New York’s Central Park.(3)

Baptism by Fire
Departing their camp near Paris and traveling by foot and truck for over 36 hours, the Marines arrived filthy and exhausted, falling in along the front near the villages of Champillon and Lucy-le-Bocage only a few kilometers north of the Metz-Paris Highway and the city of Chateau-Thierry. By the morning of 2 June 1918, despite poorly designed French maps issued in minimal quantities, most of the Marine Brigade reorganized along a northwest-running defensive line.(4) French troops were tied in on the brigade’s western flank and the Army’s 9th Infantry Regiment was tied in to their east. When oncoming Germans repulsed a French counter-offensive forward of Marine lines, retreating Frenchmen demanded the Marines withdraw with them. Capt Lloyd Williams, a company commander with 2/5 Mar, replied to a dispirited French major, “Retreat, Hell! We just got here.” The brigade, although untested in battle, was ready for action.(5)

On the afternoon of 3 June, the woods across from the Marines’ line finally came alive. Waves of German soldiers emerged from the tree lines and advanced through waist-high wheat fields toward the Marines. Some reports list 500 yards away, others say 300 yards away, but at some distance the Germans were not expecting, the Marines of 1/5 Mar and 2/5 Mar, lying prone with their 1903 Springfield bolt-action rifles, began pouring precision rifle fire into the advancing enemy. While watching the onslaught, Col Catlin recalled, “The Boches fell by the score there among the wheat and the poppies … they didn’t break, they were broken.”(6) Marines and their rifles alone won the day in their first encounter with the enemy. Even nearby French units praised the Marines for their unmatched marksmanship. After three failed attacks on 3 June, the Germans limped back into Belleau Wood and began fortifying their front. The Marines rested and re-organized their lines over the next two days, preparing to clear out the woods when orders came.

At 2225 on 5 June, brigade headquarters issued orders for an assault, with zero hour set for 0345 on 6 June. Commanders now had only five hours to deliver the order to their men dispersed along the line, coordinate supporting arms, and ready their men. Despite the impossibility of the task word passed through the darkness, troops checked their equipment and readied their weapons, and platoons moved to their rendezvous points. The first objective would be Hill 142, a prominent terrain feature that commanded high ground a few hundred meters west of Belleau Wood. 1/5 Mar would spearhead the attack.

At 0345 only the 49th and 67th Companies were in position to begin the assault, and at 0350 whistle blasts signaled the weary yet eager Marines to begin the attack. Many veterans remember the initial waves moving toward Hill 142 as a textbook performance of an attack formation. The platoons attacked in lines of four, maintaining proper intervals, with French-made Chauchat light machineguns interspersed for suppressive fire. The parade-like formations, however, fell apart when German machineguns sprang to life. Withering fire from German Maxims and Mausers raked the approaching Marines, killing scores. Platoon formations quickly morphed into individual struggles for survival. Momentum stalled. Then small-unit leaders took charge. Only meters from machinegun emplacements, junior officers and noncommissioned officers rushed forward, inspiring their men to keep moving. One Marine lost a hand grabbing an enemy machinegun barrel. The enemy gun crew, however, suffered a worse fate at the hands of Marines with bayonets.

By noon on 6 June, 1/5 Mar had secured Hill 142 but at a cost of 16 officers and 544 Marines killed or wounded.(7) The Germans suffered far greater with an estimated 2,000 casualties. With the high ground overlooking Belleau Wood in American hands, the assault on the woods could begin.(8)

From just the first few days of the battle, we can take away several lessons:

  1. Forced Marches: When not enough vehicles were available for transportation, 1/5 Mar, and the 5th Machine Gun Battalion were forced to march with weapons and equipment to the front line.9 Rigorous training both stateside and in France prior to the battle prepared Marines to undergo these strenuous conditions and perform superbly. Although vehicles and aircraft are the norms for transportation today, commanders must still ensure that their units can move themselves and their equipment to distant objectives without those luxuries and still complete the mission.
  2. Marksmanship: During the initial encounter with the enemy on 3 June, marksmanship displayed by the Marines engaging targets out to 500 meters was far superior to French and German marksmanship during the war. Although mission sets change, the Marine Corps must continue to imbue marksmanship fundamentals to all Marines in both recruit training and the FMF, and commanders must make every effort to increase the accuracy and lethality of Marines under their charge. Get your Marines trigger time, that is always a good investment.
  3. Aggressive Execution: Poorly planned orders to secure Hill 142 gave subordinate commanders minimal time to plan and execute. Regardless, at zero hour, NCOs and junior officers were moving amongst the troops, getting them in order and inspiring them with their command presence and leadership. When chaos ensued, well-trained small-unit leaders made the difference in securing the objective. That legacy of sacrifice, determination, and leading from the front must continue to be instilled in all junior leaders throughout the Corps through rigorous training, effective promotion screening, and character development by their commanders and senior enlisted leaders.

Into the Woods
Brigade headquarters issued orders to clear out the entirety of Belleau Wood while the engagement on Hill 142 raged back and forth. Setting zero hour for 1700 that same day, 6 June, Gen Harbord, commander of the Marine Brigade and a career Army officer, issued Field Order Number Two, calling for a multi-pronged attack on the woods. 3/5 Mar would execute the main attack by striking the woods on its western front while 3/6 Mar would penetrate the woods at its southwest tip and clear the woods northward. Rotating on 3/6 Mar’s right flank, 2/6 Mar would protect 3/6 Mar’s flank and secure the village of Bouresches east of the woods.

Intelligence on enemy activity in Belleau Wood during the days leading up to the attack was limited. Various French air scouts reported observing enemy activity inside the woods, and division intelligence believed that the Germans were consolidating positions in the woods. Gen Harbord, however, believed the woods were either empty or occupied by only a small force to be easily captured. As a result, the brigade scheduled minimal artillery support for the attack, a decision that would prove disastrous.(10)

At 1700 on 6 June 1918, the attack on Belleau Wood commenced. Leaving the safety of their lines, the attacking battalions proceeded through waist-high wheat fields toward their objectives in the dark, looming tree line. 3/5 Mar, the northernmost unit, had the most exposed approach to the woods.(11) 3/6 Mar, to the south, fared somewhat better with trees and terrain shielding their approach.

Spread out on-line in four different waves, 3/5 Mar’s Marines were several hundred yards from the woods when German machineguns ripped into their front and flanks. Marines fell by the dozens. Casualties mounted. Lieutenants abruptly found themselves in command of rifle companies, sergeants suddenly commanded platoons, and privates now led squads. Col Catlin, commander of 6th Mar, was observing his regiment’s progress when a German bullet smashed into his chest, rendering him unable to continue command. Maj Benjamin Berry, 3/5 Mar’s battalion commander, lost most of his right arm in the attack but remained with the battalion until forced to evacuate. 3/6 Mar, fighting to the south, gained a foothold on the southern edge of the woods but not before sustaining heavy casualties from devastating enemy machinegun and rifle fire.

Around 2100 on 6 June, Berry’s battered Marines of 3/5 Mar, having failed to gain a foothold in the woods, withdrew back to their lines. 3/6 Mar, also decimated by machinegun fire and low on ammunition, held only a sliver of Belleau Wood’s southwestern leg. 2/6 Mar, east of the woods, fared the best. Having gained a foothold in the village of Bouresches, 2/6 Mar would hold the village to the battle’s end.

The fighting on 6 June proved to be one of the costliest days for the Marine Corps in all its history. That day alone, the Marine Brigade lost 31 officers and 1,056 enlisted men.(12) Although the fighting spirit among the Marines was strong, valor and aggressiveness could go only so far against machineguns and artillery. The Marines would need the next few days to filter in replacements, resupply ammunition and equipment, and better coordinate their supporting arms.

The Brigade’s actions on 6 June reveal countless lessons worthy of review:

  1. Reconnaissance/Intelligence: Division intelligence reports suggested that the Germans were fortifying the woods. Any legitimate reconnaissance mission into the woods would have revealed significant enemy troop activity and the numerous machinegun emplacements. With these obstacles identified, the brigade could have ordered attacks at weaker points or utilized greater supporting arms to suppress enemy strong points. Commanders have a responsibility to get eyes on the objective whenever possible.
  2. Synchronization and the Use of Supporting Arms: Gen Harbord’s belief that the woods were lightly occupied caused him to forgo the extensive use of integrated artillery fire to soften enemy strong points. Further, the use and positioning of machineguns by the 5th and 6th Machine Gun Battalions failed to effectively suppress enemy machineguns and strong points in support of maneuver elements. Although speed and tempo are always factors in an operation, commanders must make every effort to fight the enemy using combined arms.
  3. Commander’s Intent and Mission Accomplishment: The capture of the village Bouresches east of Belleau Wood is a superb example of small-unit leaders understanding the commander’s intent and utilizing their own initiative, ingenuity, and resourcefulness to seize the objective. The first unit to enter the village was a platoon of Marines led by 2ndLt Clifton Cates, the future Commandant, whose report to higher, “I have no one on my left and only a few on my right. I will hold,” reflected the grit of those junior leaders committed to accomplishing the mission. Commander’s intent means something; it gives subordinates clarity in chaos and decision-making ease in situations of strained communication.

Hard Fought Victory
On 8 June, only two days after the bloody lessons of the 6th, Maj Berton Sibley’s 3/6 Mar continued its assault into the southern leg of the woods until casualties and overwhelming enemy fire checked their advance. Gen Harbord, realizing the full strength of the German presence in the woods, finally made complete use of his artillery. Throughout the night of 9 June and into the morning of 10 June, allied batteries fired over 34,000 shells into the square-mile patch of woods.(13)

Attacking northward behind the rolling artillery barrage, 1/6 Mar relieved 3/6 Mar and finally captured the southern edge of the woods. On 11 June, 2/5 Mar braved devastating machinegun fire and crossed the same wheat field where 3/5 Mar was bloodied and repulsed four days earlier. Harbord’s artillery preparation had reduced German strong points, allowing 2/5 Mar to penetrate the woods on its western front. After four grueling days fighting inside the woods, LtCol Frederick Wise and the Marines of 2/5 Mar had captured over 300 German prisoners, dozens of machineguns, and the southern half of the Belleau Wood.(14)

German resistance was far from over, however. As the Marine Brigade consolidated its gains in the southern half of the woods, the Germans responded with precise artillery fire, wreaking havoc with high explosive and mustard gas shells. Yet, in the chaos heroes emerged. GySgt Fred Stockham, of 2/6 Mar’s 96th Company, seeing a wounded Marine in need of a gas mask, removed his own and gave it to the man. Saving the Marine’s life, GySgt Stockham eventually succumbed to exposure and died several days later. He was posthumously awarded the Medal of Honor for his actions.

After 10 days of intense combat, near constant artillery barrages, machinegun fire/and poison gas, Gen Harbord pulled the crippled Marine Brigade off the line. On 18 June, the Army’s 7th Infantry Regiment replaced the beleaguered Marines and spent a week trying to take the northern sector of Belleau Wood. Poorly trained and untried, the Doughboys fared terribly, and by 23 June the Marine Brigade was sent back in to finish the job. On 26 June elements of 3/5 Mar cleared the northern edge of the woods of all German resistance. Maj Maurice Shearer, 3/5 Mar’s battalion commander, passed up to brigade the famous message “Woods now United States Marine Corps entirely.”(15) The Battle for Belleau Wood was over, but the legend had just begun.

Final lessons drawn from the Battle of Belleau Wood:

  1. Quality over Quantity: The quality of officers and enlistees in the Marine Corps during World War I was far above average for the Services with 60 percent of enlisted men having completed some college.16 While the Army’s standards were lowered, the Marine Corps accepted only 60,000 out of almost 240,000 applicants, looking for candidates with high moral character, athletic abilities, and patriotism. Despite today’s recruiting challenges, the Marine Corps must keep the standard high. As 21st-century missions become more complex only the best and the brightest will allow our units to adapt, improvise and overcome, like our forefathers at Belleau Wood.
  2. Combat Arms: In 1918, the Marine Corps consisted predominantly of infantrymen, engineers, artillerymen, and machinegunners. Mission requirements today have changed those ratios, but the Corps should be careful in trimming its combat-arms element. Future conflicts have highlighted the need for increased numbers of cyber specialists, intelligence analysts, and other enablers, but near-peer threats will require troops on the ground using direct and indirect fire weapons to secure physical objectives. That will never change. Should we be worried about having enough Marines to staff the finance center or enough of the right Marines to hold the line when the enemy presses an attack? The Corps cannot lose its fighting edge.
  3. Recruit Training: Col Catlin claimed tactics employed by Marines were no different from the Army’s during World War I. What made the Marine Corps stand apart, he said, was the esprit and pride imbued in all Marines during recruit training.17 From that pride flowed discipline, gallantry, grit, self-sacrifice, esprit de corps, and determination to accomplish the mission, all of which were poured out in that small patch of woods. Leaders have an obligation to sustain in their Marines those same ideals instilled at Parris Island, San Diego, or Quantico by use of challenging and purposeful training, exemplary leadership, professional education, and historical study and emphasis. Leaders often fail to challenge their Marines after their completion of entry-level training or formal schools. They joined for a challenge; it is our job to deliver it.
  4. Service Above Self: Army GEN Matthew Ridgeway later cited Belleau Wood as a “prize example of men’s lives being thrown away against objectives not worth the cost.”18 We now know that the battle had a significant effect on halting the German’s advance, yet poor tactics and misuse of combined arms did cost excess lives. What carried much of the battle was individual and unit discipline, the ability of each Marine to subjugate their own personal interests and desires for the good of the unit and the mission. Ever present at Belleau Wood, the concept of service above oneself has almost all but escaped our society and is inching its way out of our Corps. Our Nation’s trending obsession over personal liberties and social movements in place of service to a greater good is eroding the patriotism and selfless service that have long been hallmarks of the American experience. Leaders at every level must curb this overt narcissism by fostering cohesion and esprit in their units. We are Marines first. The Marine Brigade was ordered to attack and, drawing on the discipline and selflessness of Marines at every level, unhesitatingly carried out the mission and captured Belleau Wood.

Notes

1. Albertus W. Catlin, With the Help of God and a Few Marines (Nashville: The Battery Press, 2004).

2. George B. Clark, The Fourth Marine Brigade in World War I: Battalion Histories Based on Official Documents (Jefferson: McFarland & Co., 2015).

3. Robert Coram, Brute (New York: Little, Brown and Company, 2010).

4. Alan Axelrod, Miracle at Belleau Wood (Guilford, CT: Lyon Press, 2007).

5. The Fourth Marine Brigade in World War I.

6. Miracle at Belleau Wood.

7. With the Help of God and a Few Marines.

8. The Fourth Marine Brigade in World War I.

9. Miracle at Belleau Wood.

10. With the Help of God and a Few Marines.

11. Miracle at Belleau Wood.

12. The Fourth Marine Brigade in World War I.

13. Michael A. Eggleston, The 5th Marine Regiment Devil Dogs in World War I: A History and Roster (Jefferson: McFarland & Co, 2016).

14. Miracle at Belleau Wood.

15. The 5th Marine Regiment Devil Dogs in World War I.

16. The Fourth Marine Brigade in World War I.

17. With the Help of God and a Few Marines.

18. Ibid.

Talent Management Tangibles

Current initiatives

Since the release of Talent Management 2030, we have better aligned departments and organizations involved in talent management, assessed, and mapped out interdependencies of total force personnel policies, and begun to generate momentum with a sense of urgency. Leveraging authorities previously enabled by Congress, we enacted nine initiatives in 2022, which we will expand and accelerate in 2023:

Commandant’s Retention Program (CRP): During FY23, the CRP offered pre-approved reenlistments to top-performing Marines by streamlining the process and giving priority access to primary military occupational specialty monitors for duty station and assignment options. The CRP resulted in a 72 percent increase of first-term reenlistment submissions by top-performing Marines with the average reenlistment approval accomplished in 24–48 hours, much quicker than the previous norm. Going forward, we will expand the program to more first-term Marines as well as our career force.

Staff NonCommissioned Officer (SNCO) Promotion Board Realignment: Beginning in FY24, we are realigning SNCO promotion boards to sequence more effectively with the assignments and reenlistment processes. This initiative will reduce SNCO billet gaps in the FMF and decrease the processing time of reenlistment packages. The realignment will provide greater predictability for SNCOs and their families while dramatically reducing the number of permanent change of station moves across the force.

Recruiting Station Commanding Officer Selection Board: We implemented two initiatives for the FY23 Recruiting Station Commanding Officer selection board. First, officers now have the opportunity to volunteer for command, including officers otherwise not scheduled for consideration. Second, officers may also request removal from Recruiting Station commanding officer consideration for one year, without penalty, should they prefer to complete a deployment or other professional obligation, or due to a personal life circumstance.

Special Duty Assignment (SDA) Volunteer Program: Prior to 2022, we screened and selected Marines for SDAs en masse. But last year, we launched a pilot SDA volunteer program, expanding incentives to provide duty station preference for volunteer recruiters, drill instructors, and combat instructors. As a result, volunteers increased by 62 percent, reducing the number of involuntarily screened Marines by 38 percent. This minimized disruption to Marines, their families, and FMF units while also reducing SDA school attrition. We will improve and expand this program in 2023.

MarineView 360-Degree Leadership Review: MarineView360 is a development tool for leaders that helps Marines identify their strengths, blind spots, and areas for focused improvement through the polling of their supervisors, peers, and subordinates. Leaders receive feedback and advice through a dedicated mentor and coach. The MarineView360 pilot began with a group of 150 sitting commanders and is now leveraging the experience of 200 additional selected commanders and senior-enlisted advisors. The final phase of the pilot will expand to 1,000 Marines of varying rank from gunnery sergeant to colonel.

Officer Promotion Opt-Out: Starting in 2022, both the active and reserve components offered certain officer populations the ability to opt-out of consideration for promotion once without penalty. This allowed officers increased flexibility in their career paths to pursue unconventional career experiences or formal education that would otherwise take them off track for key developmental assignments. We are currently exploring the expansion of this initiative to enlisted Marines to afford them the same flexibility in their careers.

Digital Boardroom 2.0 (DBR 2.0): DBR 2.0 increases the functionality and accuracy of information presented to board members, enhances the conduct of virtual boards, safeguards data, and improves this critical talent management process. The enlisted career retention and reserve aviation boards successfully used DBR 2.0 in 2022. With the availability of cloud-based data, we will expand use of DBR 2.0 while simultaneously assessing the outcomes, cost and time savings, and professional depth and breadth of board members to benchmark with our legacy process.

Separate Competitive Promotion Categories: To meet the demands of the future, the Marine Corps must retain the highest quality officers with the necessary skill sets at all ranks. To that end, we are exploring options to reorganize the unrestricted officer population into separate competitive categories to better meet the Marine Corps’ needs for diverse expertise and experience at all ranks by competing for promotion with peers having similar skill sets, training, and education. We will conduct a pilot program to evaluate the merits of this reorganization during the 2025 field-grade officer promotion boards.

Career Intermission Program: Many Marines desire to pursue specialized education or to focus on family for a significant life event. The Career Intermission Program is an initial step toward allowing Marines an option to temporarily pause their active-duty service and later resume their careers without penalty. This program enables career flexibility, and in doing so, also encourages retention of experienced, talented Marines.

Talent Management Way-Ahead Manpower Information Technology System Modernization (MITSM): In February 2022, Deputy Commandant, Manpower and Reserve Affairs created a business capability requirements document that outlines the capabilities required to begin the MITSM acquisition process. MITSM will aggregate legacy systems and capabilities into a device-agnostic, data-driven, and dynamic human resources information technology solution that meets the evolving needs of the Marine Corps’ talent-based work force. One aspect of the MITSM will be a web-based talent marketplace, which will enable a collaborative and transparent assignment process and increase the role of both commanders and individual Marines. This capability will help us better align the talent of individuals with the needs of the Service to maximize the performance of both. The talent marketplace is here and is currently being tested by five monitors and about fifty Marines.

Implementation of Indefinite End of Active Service Policy for Enlisted Personnel: As we seek to mature the force, we also seek to eliminate processes and policies that induce both friction within the personnel system as well as personal and familial stress. There is little reason why those who have served honorably for eighteen-plus years need to worry about re-enlistment before completing twenty-years of service. This year, we are exploring the feasibility of senior SNCO career designation to establish an indefinite expiration of active service. This shift will align senior SNCO retention practices, increase flexibility in assignments, reduce administrative burden and needless paperwork, and minimize uncertainty for SNCOs and their families.

Small-Unit Leader Initiative: Under the current policy, first-term Marines are ineligible for promotion to sergeant. While the spirit of that policy is reasonable, it created a disincentive to the highest performing Marines across the force by establishing an administrative obstacle they cannot overcome regardless of individual talent. Going forward, if one of our talented Marines with at least 36-months of service wishes to re-enlist, then that Marine will become eligible for promotion to sergeant upon their re-enlistment. This program will incentivize the most talented who desire to stay for another enlistment and should help mitigate the persistent need for sergeants across the FMF.

A Message from the Commandant of the Marine Corps

Portrait of Gen Eric M. Smith
10 NOVEMBER 2023

For 248 years, Marines have earned a reputation as the most disciplined and lethal warfighters in the world. This legacy of honor, courage, and commitment passed on to us was paid for in sweat, blood and sacrifice. From Belleau Wood to Inchon and Tarawa to Sangin, Marines have stepped forward to defend our Constitution when others either could not or would not. Our history is filled with heroes like Chief Warrant Officer 4 Hershel “Woody” Williams, Private First Class Hector Cafferata Jr., Sergeant Major Dan Daly, and thousands of others who performed acts of bravery, which went unseen in the heat of battle. We stand on the shoulders of these Marines, and we owe it to them to earn our title “Marine” each and every day.

Marines have given, and have been willing to give, their lives for Country and Corps in every fight our Nation has entered. Our actions turned back the tide of tyranny in Europe during the Great War, defeated fascism in Asia during World War II, fought for democracy in Korea and Vietnam, and offered the hope of self-determination in the Middle East. We go to war whenever our Nation calls, and in the interwar periods we train, we prepare, and we innovate. We have chosen a life of service and sacrifice—an honorable life that has meaning. We sacrifice so our fellow citizens don’t have to, and we seek nothing in return but a chance to be first to fight. Most will never understand why we choose to attack when others do not, why we revel in being covered in mud, why we snap to attention when “The Marines’ Hymn” is played, or why we say, “Ooh Rah.” We understand it, and this message is for us, for the Marines.

As Marines, we live on a war footing because someone must. This means that we ruthlessly adhere to our standards of excellence—Marine standards—as we know this will best prepare us for the wars of the future. Our high standards are a prerequisite of professional warfighting, and how we keep our honor clean in the cauldron of combat. They prepare us for the most difficult mission there is: fighting from and returning to the sea. Most importantly they shape our unique Marine culture, which is respected at home and across the globe. Sergeant Major Ruiz and I are proud of all that you have done this past year to protect and enhance our reputation as America’s best warriors. We hope you know that we will be with you every step of the way as we prepare for the fights ahead. We ask that every Marine—active, reserve, and veteran—honor the legacy of those who went before us by continuing to uphold our high standards.

Protect your fellow Marines and our shared legacy. Happy Birthday, Marines!

Semper Fidelis,

Gen Eric M. Smith's signature

Eric M. Smith
General, U.S. Marine Corps
Commandant of the Marine Corps

An Alternative

Recommended changes to the infantry battalion
by Col Andrew MacMannis (Ret) & Col J.J. Carroll Jr. (Ret)
>Col MacMannis was an Infantry Officer who is currently a Research Fellow at the Potomac Institute for Policy Studies supporting the Center for Emerging Threats and Opportunities at the Marine Corps Warfighting Lab.
>>Col Carroll was an Infantry Officer who is currently a Research Fellow at the Potomac Institute for Policy Studies supporting the Center for Emerging Threats and Opportunities at the Marine Corps Warfighting Lab.

“To err is nature, to rectify error is glory.”
—George Washington

Commandants Gen Neller and Gen Berger both said the Marine Corps is not organized, trained, equipped, or postured to meet the demands of the rapidly evolving future operating environment. In Berger’s 2019 Commandant’s Planning Guidance, he outlined his focus areas for change under the banner of Force Design 2030. In support of Force Design 2030, the Marine Corps stood up an integrated planning team (IPT) to review and recommend changes to the infantry battalion. The IPT identified what they perceived to be gaps and vulnerabilities of the current infantry battalion fighting in the future environment and concluded that the new battalion must be smaller; more technology-enhanced; MARSOC-like; multi-domain at echelon; more lethal by using precision fires, sensing, and engaging at greater ranges; and able to operate on a distributed battlefield.1

The IPT’s recommendation was that “Marine infantry must be able to absorb and deliver multi-domain effects at echelon.” To do this, it must trade mass for depth and the ability to distribute. It must better balance the volume of fire with precision fire while increasing sensing capabilities to extend the battalion’s ability to provide and/or enable effects at operationally relevant distances in support of naval expeditionary and MAGTF operations. Finally, it must be manned and trained with sufficient experience and expertise to successfully operate against a peer adversary across five domains.”2

Today, the IPT draft report remains the conceptual reference of record guiding the exploration and development of the future infantry battalion by the Marine Corps Warfighting Lab, Capabilities Development Directorate, and FMF.

Since the publication of the report, Marine Corps Warfighting Lab has made the future infantry battalion a focus of effort, conducting several infantry battalion wargames and numerous infantry battalion experiments to gain insight into future required capabilities.

An examination of observations from these events reveals some common themes: the fundamental employment of the infantry battalion is changing; sensing and combined-arms teaming can be the decisive effort in accomplishing the mission while operating at greater distances; the battalion lacks a dedicated all-weather reconnaissance capability; the battalion lacks capacity in all-weather sensing and fires; overall capacity in sensing and fires is deficient; the infantry battalion requires improved mobility to retain agility and tempo; the IPT 2030 staff structure doesn’t fully account for the increased complexity of the battlespace; the effective employment of crew-served weapons is at risk; and the logistics capability required for distributed or independent operations is not well understood.3

In 2022, after Infantry Battalion Experimentation Phase I, the Commandant made a few “low-hanging fruit” changes. He reconstituted the scout platoon structure, increased headquarters and service company capacity, increased 81mm mortar platoon and battalion organic precision fires section structure, reorganized elements of the rifle company into a hunter-killer platoon, and added machinegunner, mortarman, and anti-tank missile gunner primary MOS structure to that platoon. However, Phase I was an incomplete look at the organization and equipment of the new battalion. Much of the new equipment has yet to be fielded. In 2022, the Marine Corps Warfighting Lab started Infantry Battalion Experimentation Phase II with a goal to have a complete battalion organized and equipped according to the Force Design 2030 concept.Image

Figure 1. (Figure provided by author.)Having observed or participated in many of the aforementioned wargames and experiments, we argue that the current 2030 infantry battalion structure and organization will not solve many of the original gaps and vulnerabilities nor completely address common themes found in Infantry Battalion Experimentation Phase I. The following proposal (Figure 2) is an alternate that better addresses all concerns. This alternative reduces complexity for infantry company commanders by moving external support, expertise, and consolidated training out of the infantry company commander’s daily purview. Next, it simplifies and facilitates structural adjustments to new technologies. Furthermore, it increases the capacity of specialized functions and puts an appropriate level of subject-matter expertise in support of the company fire-support teams and the battalion fires and effects coordination center (FECC). Finally, it allows for hunter-killer teams to be decisive at both the battalion and company levels and ensures all-weather capability.

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Figure 2. (Figure provided by author.)

This alternative proposes a battalion with a headquarters and service company and three maneuver elements: two infantry companies and a weapons and sensor company (W&S Co). Of the two infantry companies, one is light, while the other is mobile. The light company trains to be on foot or supported by assault support aircraft. The mobile company trains with organic transportation. The W&S Co can be the battalion’s decisive effort or provide direct support or general support to the line companies. This company consolidates new technology training and maintenance allowing the infantry companies to reduce their burden for oversight of complex, and changing systems, and balancing the span of control while managing complexity.

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Figure 3. (Figure provided by author.)

Headquarters and service company (Figure 3) has the traditional staff (administration, intelligence, operations, logistics, and communications) and includes the scout platoon. The operations section includes the FECC manned by operations personnel and subject-matter experts from the W&S Co. The FECC is managed by the W&S company commander. The scout platoon provides all-weather reconnaissance and in conjunction with the battalion arms room has a sniper capability.

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Figure 4. (Figure provided by author.)

The infantry companies (Figure 4) are comprised of a small staff, three infantry platoons, and a weapons platoon, which includes machinegunner, mortarman, and anti-tank missile gunner primary MOSs. Training and competency in these MOSs provide all-weather machinegun, suppressive and anti-armor fires. The infantry platoons include three squads with three fire teams each providing flexibility while managing the span of control. There is also increased organic medical capability to provide prolonged casualty care. The organizational difference between the light company and the mobile company is the organic vehicles and three mechanics.

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Figure 5. (Figure provided by author.)

The W&S Co (Figure 5) includes five functionally specific platoons. All platoons can provide direct support or general support to the line companies while they can also provide multi-domain battalion or company-level decisive actions. The platoon commanders and platoon sergeants provide subject-matter expertise to the FECC while section or squad leaders provide expertise to the company fire support teams. The W&S Co can support both vehicle and foot mobile employment.

The 81mm mortar platoon provides all-weather suppressive and precision fire support. The platoon consists of six tubes that can split into three sections. The organic precision fires platoon provides mounted or foot mobile precision fires. The organic precision fires platoon carries 385 munitions which can be employed in support down to the squad level. The unmanned aircraft systems (UAS) platoon employs and maintains unmanned sensing capability while also providing squads and platoons with maintenance and training in the employment, coordination, and deconfliction of UAS. The platoon can employ 80 UAS in support of the battalion down to the squad level. The air defense/counter unmanned aircraft systems platoon provides air defense and counter-UAS capability across the battalion employing four pairs of Marine Air Defense Integrated System teams. The signals intelligence/electronic warfare platoon provides sensing and non-kinetic fires capability. The signals intelligence/electronic warfare platoon can employ three different teams in support of the battalion or its subordinate units. With subject-matter expertise at the platoon, section, or squad level, they can support a wide variety of schemes of maneuver.

As we construct the infantry battalion for the future, new technologies are going to continue to force an evolution of kit and methods of employment. Most evolving technologies will apply especially to the W&S Co requiring flexibility to onboard, employ, train, and maintain the evolution.

The original IPT stressed smaller, lethal, mobile, agile, and flexible. The Commandant-modified battalion makes strides toward fulfilling the characteristics of the original IPT. The alternative course of action proposed here better optimizes the characteristics of the original IPT battalion and reduces structure without designing an entirely new battalion. It provides focused subject-matter expertise at the company and battalion level to deliver multi-domain effects. It balances the all-weather volume of fire from mortars and machineguns with a greater capacity for precision fires. It increases sensing capability and capacity to enable effects at relevant distances. It adds air defense and counter-UAS capability to protect the force against peer adversary capabilities. Thus, while the battalion looks different, it is really a refinement that increases critical capacity and placing capability where the battalion can best command and control the employment of the unit and best weigh the main effort.


Notes

1. Headquarters Marine Corps, Draft Infantry Battalion Design 2030 Integrated Planning Team Report, (Washington, DC: 2020).

2. Ibid.

3. These common themes are derived from personal observation and reports from two infantry wargames and thirteen infantry experiments embedded in exercises.