A Worthy Investment in the Stand-In Force

MARSOC and Force Design

Modernization and force structure efforts for the Army resulted in plans by the U.S. Army Special Operations Command to make cuts that would account for the entire size of the Marine Special Operations Command (MARSOC) if applied by the Marine Corps.1 The Marine Corps, however, has made significant transformational efforts elsewhere with Force Design 2030, and the value of MARSOC has continued to provide a significant benefit to both the U.S. Special Operations Command (USSOCOM) and the FMF. Marine Special Operations Command is highlighted as a key capability of the Stand-In Forces (SIF) concept in the 39th Commandant’s Planning Guidance (CPG), “The unique capabilities contained within the MAGTF paired with the special operations capabilities of our Raiders forms a modernized warfighting capability with the agility and lethality capable of gaining and maintaining advantage from inside the [weapons engagement zone (WEZ)].”2 

Marine special operations companies (MSOC) like Marine littoral regiments (MLR) provide value at the Service level through their ability to sense, make sense, and communicate with the Joint Force. Marine Special Operations Command units offer theater special operations commands a unit of action for employment toward strategic, operational, and campaign objectives. Marine Special Operations Command additionally produces specialized human capital for the Marine Corps outside of Special Operations Officers, MOS 0370, and Critical Skills Operators , 0372, by training, manning, and equipping USSOCOM unique Special Operations Capability Specialists (SOCS), 8071, that subsequently integrate back to FMF formations. Furthermore, MARSOC leverages special operations-peculiar funding from USSCOM through Major Forces Program 11 to rapidly acquire unique capabilities to support real-world operations and preserve the force. By sustaining the integration of joint kill webs between MSOCs and the other joint SIF units, prioritizing manning through Manpower and Reserve Affairs, and driving modernization, the Marine Corps will continue to use MARSOC as a worthwhile investment as outlined by the 39th Commandant to fight and win today and set conditions to win in the future.

The problem of mature kill webs and a combined Joint all-domian command and control is not new to the Joint Forces’ efforts of modernization or USSOCOM. It is an effort where MARSOC plays a critical role, as highlighted by the 39th CPG, “Marines in the Stand-in Force, critically bolstered by our MARSOC Raiders, are the tip of the spear of the entire Joint and Combined Force.”3 Marine Special Operations Command and FMF units routinely participate in various operations, activities, and investments (OAI) in the first-island chain and throughout the globe to train against Joint Force objectives. Operations, activities, and investments like Exercise Balikatan—an annual exercise between the Philippines and the U.S. military designed to strengthen bilateral interoperability, capabilities, trust, and cooperation—demonstrate combined joint kill webs that culminate in real-world sink exercises at key maritime terrain in the first-island chain.4 The OAI further provides MARSOC units at the MSOC level to train and integrate adjacent to emerging transformational units of the Joint Force like 3d MLR, the U.S. Army 1st Multi-Domain Task Force, and Joint certified headquarters from the Marine Corps such as I MEF and 3d MarDiv, III MEF, FMF Pacific, as well as Joint headquarters from I Corps and 25th Infantry Division. Moreover, it can be stated that the problem of combined Joint all-domian command and control and kill webs, easily traced to the history of USSOCOM during Operation EAGLE CLAW, will continue to require investment and integration across the Joint Force to succeed and win during great-power competition.5

The 39th CPG states, “Ironclad discipline is the currency of our Corps. Ruthless adherence to standards is what makes us special as a Service.” This discipline and affinity toward ruthless adherence to standards and mission accomplishment are why Marines subsequently make another choice to start a journey toward a career or tour at MARSOC. Unlike the deployable units of Navy Special Warfare, Navy Special Warfare Task Groups, the MSOCs of MARSOC are enabled by a detachment of SOCS, who are special operations qualified by the Marine Raider Training Center or Marine Raider Support Group.6 The SOCS MOS has its unique pipeline based on its specialization of logistics, intelligence, communications, or fires. These Marines serve anywhere from three to five years at MARSOC before returning to the FMF. The value of a tour at MARSOC provides these SOCS unique, but operationally relevant experience that seamlessly translates to assignments at III MEF or other SIF units. A SOCS trained for intelligence gains all the skills necessary to sense and make sense for an MLR headquarters or MEU. A SOCS trained for communications can seamlessly bolt onto a task unit from a MEF Information Group or provide communication to contested logistics for a littoral logistics battalion. Manpower and Reserve Affairs must continue to assign a prioritized staffing goal at MARSOC units while incentivizing tours for Marines and those SOCS post-MARSOC to spread the knowledge and experience across the FMF. The tours at MARSOC must elevate to the equivalent of FMF by precept for career officers and Subsequent-Term-Alignment-Plan Marines to ensure talent does not transition from the Service or create an unnecessary demand for curtailed tours from a SIF unit as outlined by the Commandant to remain competitive for advancement and promotion.

A final unique characteristic of MARSOC as a part of the SIF is the ability to tap into special operations-peculiar funding for operational and training modernization, experimentation in command, control, communications, computers, cyber, intelligence, surveillance, reconnaissance, and targeting, and Preservation of the Force and Family programs. The unique funding and access to USSOCOM continue to enable greater modernization for training and operational effects with FMF and other Joint SIF units as seen during the Service-Level Training Exercise and at forward-deployed locations. The command, control, communications, computers, cyber, intelligence, surveillance, reconnaissance, and targeting advancements and experimentation continue to align with FMF advances whether the touchpoints and engagements are through wargaming or implementation of assets in support of live, virtual, or constructive training at a newly established Special Operations Training, Exercise, and Simulation Center at Stone Bay, Camp Lejeune, NC, that shares similar capability to sites hosted by Marine Corps Tactics and Operations Group or Marine Corps Logistics Operations Group. Furthermore, the expansion of Preservation of the Force and Family resources have served as a model to carry over to FMF units to maintain and sustain career-long readiness. The 39th CPG states, “No single issue is more existential for our Corps than recruiting and retaining high-quality Marines.”7 Marine Special Operations Command sustains this critical effort while efficiently employing SOF-peculiar resources to accomplish the assigned USSOCOM missions as well as providing benefits to the Service.

Manpower and funding will remain a constant for all the military services like the unchanging nature of war. For the Marine Corps, it must remain a priority to man, train, and equip MARSOC units like MLRs as both serve as the critical stand-in forces for competition and conflict. For the SOCS and those that are assigned to MARSOC, Manpower and Reserve Affairs must ensure stable and continuing careers like those in the FMF. The value of MARSOC remains that they are Marines first, and special operations are what they do. Like all SOF units, the resourcing of MARSOC by the Marine Corps will allow them to fight and win both now and in the future while upholding the Special Operations Forces Truth that Competent SOF cannot be created after emergencies occur.8

>Maj Fultz is an Infantry Officer serving as the Battalion Executive Officer for the 1st Marine Raider Support Battalion. He has served in all three divisions with a most recent tour with the Stand-In Force at III MEF Command Element and 4th Mar.

Notes

1. Cole Livieratos, “Cutting Army Special Operations Will Erode the Military’s Ability to Influence the Modern Battlefield,” War on the Rocks, January 9, 2024, https://warontherocks.com/2024/01/cutting-army-special-operations-will-erode-the-militarys-ability-to-influence-the-modern-battlefield.

2. Gen Eric Smith, 39th Commandant’s Planning Guidance, (Washington, DC: September 2024).

3. Ibid.

4. Embassy Manila, “Philippine, U.S. Troops to Kick Off Exercise Balikatan 2024,” U.S. Embassy in the Philippines, April 17, 2024, https://ph.usembassy.gov/philippine-u-s-troops-to-kick-off-exercise-balikatan-2024.

5. Special Operations Warrior Foundation, “Operation Eagle Claw,” Special Operations Warrior Foundation, September 2024, https://specialops.org/operation-eagle-claw.

6. Joint Special Operations University Center for Engagement and Research, Special Operations Forces Reference Manual, 5th Edition (MacDill Air Force Base: November 23).

7. 39th Commandant’s Planning Guidance.

8. Joint Special Operations University Center for Engagement and Research, Special Operations Forces Reference Manual, 5th Edition (MacDill Air Force Base: November 2023).

Archibald Henderson: An Era

>Originally published in the Marine Corps Gazette, July 1960. Extracted from Chapter Four of The Compact History of the U. S. Marine Corps, by LtCol P.N. Pierce and the late LtCol F.O. Hough. Copyrighted by Hawthorne Books, May 1960. $4.95 

 

ON OCTOBER 17, 1820, MAJOR ARCHIBALD HENDERSON was promoted to the rank of lieutenant colonel and became the fifth Commandant of the Marine Corps at the age of 37.

Under the blunt, outspoken Henderson the Marine Corps underwent some profound changes. The long span of years of his command were eventful ones, and through a series of dramatic events which commanded wide attention, the Corps established a high reputation with the people of the nation. The man who was to become known as “the grand old man of the Marine Corps” was largely responsible.

Morale was low in the Armed Forces of the 1820s. As usual after each war, the military had been shunted aside. The War of 1812 was rapidly passing into the limbo of forgotten things. It had been an unpopular war to begin with, as far as Americans were concerned. The war-torn era of Napoleon had ended at Waterloo, and the great powers of Russia, England, Austria and Prussia had combined in the Quadruple Alliance to “preserve the tranquillity of Europe” against a revival of revolution. The danger of being drawn into a European war appeared very remote. The Congress of the United States was much too occupied with internal expansion to pay attention to the relatively few people it hired for the defense of the nation. The strength of the Marine Corps stood at 49 officers and 865 enlisted men.

Immediately upon assuming command, Henderson, who had evidently given the matter considerable thought, set about improving the morale and efficiency of his Corps. He began by personally inspecting every shore station which included Marines and many of the ship’s detachments. He was a stickler for detail, and continually gave evidence of knowing thoroughly the job of everyone of his Marines. He insisted on the strictest economy in the expenditure of funds, and personally handled the majority of the Corp’s legal affairs. Although he had the reputation of being a martinet, he went to great lengths to insure that his officers and men were properly accorded their every right.

In the matter of training he was almost a fanatic. He had long realized that the key to the efficiency of any fighting organization lay in two inseparable and basic fundamentals—training and spirit. He ordered all the newly commissioned officers to duty at Marine Corps Headquarters, in order to personally supervise their indoctrination and training. During most of his tour of duty, the Army was unable to absorb all of the graduates of West Point. Henderson obtained as many of these officers as possible for the Marine Corps. To assist in the training of the new officers, and to act as a nucleus for a landing force, he kept a skeletonized battalion at Headquarters. This battalion was thoroughly trained in the latest developments of military weapons and tactics.

Archibald Henderson.

Henderson demanded, and received, the strict subordination of all his officers. He took no nonsense from anyone, including his superiors in the U.S. Navy. On one occasion, when the Navy Department countermanded his orders to a Marine Captain to go to sea, Henderson went directly to the President. He respectfully, and probably vigorously, explained that it was imperative that his orders be carried out in order to vindicate his position and authority. Four days later the captain in question reported for sea duty, and the Secretary of the Navy reported to the President for what might have been described as a unilateral conversation.

The agencies for maintaining law and order in the United States during the first half of the Nineteenth Century were few and far between. Those which did exist were poorly organized, and even more poorly trained. During this era the Marines were often called upon to lend a hand in local disturbances.

In the great Boston fire of 1824 they performed both rescue work and police functions in helping to stamp out the wave of pilfering and looting which followed the holocaust.

A short time later, Maj Robert D. Wainwright earned prominent mention in the classic school books of the era, McGuffey’s Readers. And, for the next 75 years, the nation’s school children received a lesson dealing with the heroic conduct of Marines.

The scene of the action was the Massachusetts State Prison at Boston. Having become thoroughly dissatisfied with their lot in life, some 283 prisoners staged a riot which rapidly got beyond control of the prison authorities. With the situation out of hand, the warden sent a frantic call for help to the Boston Marine Barracks.

Maj Wainwright, with a detachment of 30 Marines, soon arrived at the prison area. Making a hasty estimate of what was apparently a bad situation, Wainwright came up with a simple solution. Hastily forming a single rank facing the prisoners, he ordered his Marines to fire a warning volley into the air. The shots had the desired effect and the clamor subsided. As his Marines reloaded their muskets, the major addressed the rebellious prisoners, “These men are United States Marines,” he said. “They follow my orders to the letter.”

Turning to the Marines, Wainwright consulted his watch, and then issued his orders in a loud, parade ground voice, “Exactly three minutes from now I shall raise my hand over my head,” he bellowed. “When I drop my hand you will commence firing. You will continue to fire until you have killed every prisoner who has not returned to his cell.”

For three long minutes not a word was spoken. The only sound was the shuffle of the inmates’ feet as they dejectedly returned to their cells.

With the advent of the 1830s the traditional isolationist policy of America underwent an abrupt change. It had become apparent to the United States that many areas of commercial advantage lay beyond its own boundaries. This change in policy had a pronounced effect on the functions performed by Marines. As a result of it, the Marines, under the energetic leadership of their fifth Commandant, ranged far and wide to protect the interests of their country.

United States Marines of General Henderson’s era.

Late in 1831 the natives of Sumatra seized and robbed an American merchantman in the harbor of Quallah Battoo. This act of piracy resulted in the murder of several members of the crew. In retaliation the United States sent the frigate Potomac, especially outfitted for the job, on a punitive expedition against the Sumatran pirates. Arriving in February 1832, the Potomac put a landing force of over 250 Marines and sailors ashore. In two days of bloody warfare, the force captured four pirate forts and reduced the town of Quallah Battoo to a heap of smouldering ruins.

At the same time, on the other side of the Southern Hemisphere, Marines were having some difficulties in South America. Argentina was attempting to establish claim over the Falkland Islands. In pursuit of this claim, that country looked with extreme disfavor on American vessels conducting trade with the Islands. In an effort to discourage this practice, the Argentinians proceeded to impound three American schooners and jail their crews. Marines from the sloop Lexington waded ashore and through dint of considerable small arms fire, succeeded in impressing the Argentine officials that the United States did not look kindly upon such treatment of its ships and citizens.

  But, as far as the Marine Corps was concerned, the most far-reaching effect of the new anti-isolation policy of the United States was reflected in the Act of 1834. Passed by Congress on June 30, the legislation authorized a substantial increase in the strength of the Marine Corps. It also settled the question of its control, by placing it in the hands of the Secretary of the Navy. In addition, it authorized the President to order the Marines into whatever action his judgment dictated, including duty with the Army. Within the year the President was to make good use of his newly granted powers.

      In the Everglades of Florida a bad situation of long standing was rapidly coming to a head.

    Over a period of many years runaway Negro slaves had found refuge with the Seminole Indians and many slaves and members of the tribe had intermarried. The southern planters, aware of this refuge for their escaped slaves, had made repeated petitions to the Crown of Spain, without avail. Unhappy with the refusal of Charles IV to take the necessary steps to return their slaves, the southern land owners began to petition their own government for the annexation of Florida. In 1819 a portion of Florida was purchased from Spain for $5,000,000. Immediately the slave owners renewed their demands to the government that their slaves be returned. Inasmuch as some 75 years had passed since their ancestors had taken refuge in Florida, it was a little difficult for the Seminoles to understand the claims of the planters. As a result, such demands met with a particularly unenthusiastic response by the Seminoles.

Under the political pressure eventually brought to bear by the slave owners, the Administration completed a treaty with the Indians, under which the government would take the tribe under its protection and assign the Indians to reservations. Perhaps things might have worked out if certain enterprising souls hadn’t become aware of the lucrative possibilities in the profession of slave catching. The “slave hunters,” in direct violation of the terms of the treaty, entered Florida in organized bands to catch runaway slaves who brought high prices on the slave markets. There is no evidence to indicate that the government made any attempts to stop this practice, although the Indians continually demanded redress.

In 1828 the proposal was made to the Seminoles to move to a reservation in the area now occupied by the state of Arkansas. Tribal chiefs made a reconnaissance of the area and returned with the report that “snow covers the ground, and frosts chill the bodies of men.” Their objections notwithstanding, the Seminoles were ordered to emigrate West. At which point, things got rapidly out of hand.

Determined to force the emigration, the government sent troops into Florida. Just as determined to remain where they were, the Seminoles made preparations for war. In December 1835 the hostilities began in earnest, and in a short time the horrors of the Seminole War were being chronicled throughout the land.

BGen D.L. Clinch, who was commanding the US troops in Florida, was charged with the responsibility of the removal of the Indians. The end of the year found the well-armed Indians, under the leadership of a colorful half-breed named Osceola, assembled in the almost inaccessible swamps of the Withlacoochee River.

Clinch, whose immediate problem was to protect the white settlers, decided to attack the Indians. Since his own force, which occupied Fort King near the present town of Ocala, was too small for the job, he sent to Fort Brooke on Tampa Bay for reinforcements.

The reinforcements, numbering 110 and under the command of a Maj Dade, answered the call of Gen Clinch with colors flying and bugles blaring across the swamps. With the possible exception of Custer’s debacle at Big Horn, the fate of this force is without parallel in the history of Indian warfare.

Shortly after Dade’s force crossed the Withlacoochee, they were met with an ambush so effective that only two survivors remained to crawl through the wire grass to safety. One was Pvt Clark of the 2d Artillery who, although badly wounded, is reputed to have crawled to Fort Brooke, a distance of 60 miles. The other was Louis Pacheo, a Negro slave who acted as guide for the force. There is reason to suspect that the escape of Pacheo from the ambush was something more than blind luck. Be that as it may the only man to survive without a scratch lived to the venerable old age of 95 without being taken to task for his treachery, if such it was.

On the same day as the Dade Massacre, Osceola and a small band invaded a dinner party given by Gen Wiley Thompson, who had been sent from Washington to oversee removal of the Indians, and murdered the General and his five guests. If there had been any doubts about the earnestness of the war in Florida, the Dade Massacre and the murder of Gen Thompson provided the clinching argument.

By the spring of 1836 the Army in central Florida found themselves in difficulty. Some 1,000 soldiers were trying to round up and deport over 3,000 Indians. The State militias, which had originally augmented the Army of the South, soon had their stomachs full of poor food, swamp fever and general discomfort. And, with the coming of spring, they left Florida for healthier climes.

To add to the general misery, the Creek Indians of southern Alabama and Georgia decided to go on the warpath. The results of this uprising were severe enough to cause the Army to shift its main effort from the Seminole country to the area occupied by the Creeks.

At this juncture Archibald Henderson volunteered the services of a regiment of Marines for duty with the Army. The offer was promptly accepted. On May 23, 1836, President Jackson, under the recently enacted law, ordered all available Marines to report to the Army. Henderson, never one to sit on the sidelines, insisted on leading the regiment personally. By taking practically all officers, reducing shore detachments to sergeant’s guard, and leaving behind only those who were unfit for duty in the field, Henderson was able to mobilize more than half the total strength of the Corps.

There is a tale, often related by Marines, that Col Henderson closed Marine Corps Headquarters during this period. It is said that he locked the door to his office, placed the key under a mat, and tacked a neatly lettered sign to the door which read:

Have gone to Florida to fight Indians. Will be back when the war is over.

A. HENDERSON
Col. Commandant
More reliable accounts indicate that the Commandant left the Headquarters in charge of LtCol Wainwright, with the Band to provide the guard. Among those deemed unfit for duty in the field was one Sgt Triguet, whom Henderson commended to Wainwright in a letter of instruction which began: “Sergeant Triguet is left to assist in attending to the duties at Headquarters. He is a respectable old man, and has no other failing than that which but too often attends an old soldier….”

Henderson, with a force of 38 officers and 424 enlisted men, reported to Gen Winfield Scott at Columbus, Georgia. Since the Commandant was under direct orders of the Secretary of War, he technically became an Army officer and was placed in command of a brigade composed of Marines, Army Infantry and Artillery, and friendly Creeks.

Presaging the modern Marine battle garb of dungarees, the troops wore white fatigues, rather than the green and white uniforms of the period. Armed mostly with muskets, they also carried some of the new-fangled Colt rifles which had a disconcerting tendency to explode spontaneously when carried loaded for any length of time in the hot sun.

Both the Marine commander and Gen Scott took an optimistic view of the final outcome of the campaign. In a letter to the Secretary of the Navy, Henderson wrote: “It is now expected that the Campaign will be closed in the course of ten days or two weeks….” On the same day Gen Scott went on record to the effect, “war against the hostile Creeks is supposed to be virtually over.” One may well speculate as to the thoughts of Gen Scott a month later when he was recalled to Washington for an investigation of his conduct of the war against the Creeks and Seminoles. After a long, drawn-out investigation, Scott was exonerated and restored to his command. 

The end of summer brought with it the termination of the Creek Campaign. The Creeks were removed to a reservation in what is now the state of Oklahoma, and the Army of the South again turned its attention to the problem of the Seminoles in Florida.

On June 24 a battalion of Marines under LtCol W.H. Freeman reached Milledgeville, Georgia, and moved on into Florida. In October Freeman’s battallion was consolidated with the one Henderson had been leading into a six-company regiment and moved to Apalachicola, to garrison Fort Brooke. The Marines were augmented by a regiment of Creek Indians, some 750 strong, who had been mustered and were paid as militia. The regiment was officered mainly by Marines, and wore white turbans to distinguish them from the enemy during battle. The Seminoles were rather unhappy about being pursued by their blood relatives, and showed their dislike by scalping all Creeks who fell into their hands.

On November 21 the Creeks, under the command of 1stLt Andrew H. Ross, fought an advance guard action at Wahoo Swamp. From Wahoo a four-pronged advance, two columns of Army troops and two of Marines, pushed the Seminoles back to the Hatchee-Lustee River. Six days later the main body of Indians was located in the area of the Great Cypress Swamp, and was promptly attacked. The attackers managed to capture the horses of the enemy and 25 prisoners, most of whom were women and children. The braves slipped back into the swamp. Henderson left a detachment to guard the prisoners and horses, while the regiment pressed on after the warriors who had taken up positions on the opposite bank of the Hatchee-Lustee. The troops extended along the river bank and took up a cross fire, in an effort to dislodge the enemy. As soon as the Indians’ fire slackened, the troops crossed the river by swimming and by means of logs. According to Henderson’s report, “… we pursued the enemy as rapidly as the deep swamp and their mode of warfare permitted.”

Osceola, Chief of Seminoles.

The chase continued until nightfall when Henderson was forced to withdraw his troops from the dense undergrowth. The result of the day’s operations was the capture of the Indian women and children, already mentioned, 23 Negroes, a few horses and some clothes and blankets. The battle report states that one Indian and two Negroes were seen dead by the troops.

As a result of his routing of the Indian forces Henderson was brevetted a brigadier general and several Marines were promoted for “gallantry.” Four days later, Abraham, a Seminole Chief, appeared at Henderson’s camp under a flag of truce. This marked the beginning of several days of negotiations between Maj Gen T.H. Jesup, to whom Gen Scott had relinquished command upon being recalled to Washington, and the Indian leaders at Fort Dade. These meetings finally resulted in an agreement by the chiefs to assemble their people for transportation to their new reservation. The peace treaty was formally signed on March 6. Jesup, believing the war to be over, began to discharge his volunteers.

On May 22, 1837, Henderson received orders to proceed to Washington. Taking with him all Marines except two companies, which totalled 189 officers and men, Henderson left Florida the next day.

On the night of June 2, Micanopy, grand chief of the Seminoles, and several of his lesser chiefs who had encamped with their followers near Tampa Bay, the port of embarkation, were abducted and taken to the interior. The next day a report was received from the troops south of Hillsboro that the Seminoles encamped in that vicinity had disappeared. These two incidents were the signal of the renewal of hostilities. Gen Jesup reported, “This campaign, so far as relates to the Indian emigration, has entirely failed,” and requested to be “immediately relieved from the
command of the Army.” The Seminole War was far from over.

For the next five years Archibald Henderson vainly tried to get the remaining Marines recalled from Florida. His appeals were met with refusal by the Secretary of War, who felt that the need for Marines in Florida was more pressing than the need for their return.

Jesup was finally relieved and realized what had been his burning desire since the beginning of the campaign—to join his family and spend the rest of his life on his farm. He was replaced by Col Zachary Taylor, who was soon promoted to the rank of brigadier general.

The campaign wore on and the possibility of success appeared more remote with each passing day. Osceola, who had been arrested while conferring with Gen Jesup, died in prison at Fort Moultrie in October 1837. The next year some 4,000 Seminoles made the move to Oklahoma, though many of them slipped away from the New Orleans concentration camps and returned to the Everglades.

The two remaining companies of Marines put in four more years of duty along the coast and around the keys of Florida with the Mosquito Fleet. From June 1838 to the summer of 1842, this array of half a dozen small vessels, two barges and 140 canoes was manned by 68 officers and 600 men. The Marines of the fleet numbered about 130, and for the first two years of operation were commanded by 1stLt George H. Terrett who, seven years later, was to lead the way into Mexico City.

The object of the Mosquito Fleet was twofold, to intercept communications between the Indians and small boats operating off the Florida coast, and to conduct amphibious sorties into the interior of the Everglades. The fleet operated successfully throughout the remainder of the campaign, and the Indians came to have great respect for the “sailor boats” as they called them.

In the summer of 1842 the Seminole War gradually waned, without formal cessation of hostilities and with neither side clearly victorious. The Marines returned north in July, well pleased to be relieved of what had been six long years of extremely dreary duty. In the final accounting, 61 Marines had given their lives in the Seminole Campaign. Over half of them had died from disease, and one unfortunate soul had departed the scene, dispatched by a friendly musket ball—“discharged by accident.” In analyzing the success of the campaign, one need only reflect upon the fact that the Seminoles still occupy the Everglades of Florida.

The arrest of Osceola, who later died in prison.

With the Seminole War a matter for the record books, Henderson again turned his attention to strengthening and developing the Corps. His efforts were aimed at keeping the Marines in a state of readiness for any emergency, domestic or foreign. The remainder of his career was distinguished by such important events as the Mexican War and Perry’s Expedition to Japan. Under his direction Marines virtually covered the globe. To protect Americans and their commerce with China, they stormed the forts of Canton during the great Taiping Rebellion. In the South Seas they splashed ashore to bring the rampaging Fiji Islanders to heel. In the jungles of Central America they made their first contact with the Republic of Nicaragua, which was to see the repeated return of Marines over the next three-quarters of a century. Along the Gold Coast of Africa the slave traders, on more than one occasion, felt the bite of a Marine’s bayonet.

For the 50 years he wore the uniform of a Marine, Archibald Henderson preached the gospel of strong leadership and constant readiness. At 74, he dramatically demonstrated that advanced age was no deterrent to practicing what he preached.

The issues of the elections of 1857 were particularly bitter ones. In an effort to control the election in Washington, the “Know Nothing” Party imported a gang of hired thugs, known as the “Plug Uglies,” from Baltimore. The gang commenced activities by physically threatening the voters, and finally put a complete halt to the elections by taking possession of the polling places throughout the city. Civil authorities, unable to cope with the situation, appealed to the President who ordered two companies of Marines from the Marine Barracks to restore order to the city.

General Henderson facing up to the “Plug Uglies.”

The Marines met the “Plug Uglies” on Pennsylvania Avenue, in the vicinity of City Hall. The rioting thugs, who were armed with every conceivable weapon, dragged up a brass cannon, aimed it at the Marine formation and demanded that they return to their barracks. Capt Tyler, commanding the Marines, ordered a detachment forward to capture the cannon. At that moment, Gen Henderson, who had been mingling with the mob and was dressed in civilian clothing, walked calmly up to the muzzle of the cannon and forced the weapon around. Henderson addressed the “Plug Uglies,” warning them of the seriousness of their acts and telling them that the Marines would fire if it became necessary. In the hectic few minutes that followed, a number of rioters who fortunately were very bad marksmen, fired their pistols at Henderson. A platoon of Marines charged in to protect the Commandant and capture the cannon. One of the rioters, at point blank range, aimed his pistol at Henderson’s head. A Marine knocked the pistol to the ground with a butt stroke of his musket. The General promptly grabbed the culprit by the collar and the seat of his pants and marched him off to jail. With the riot getting out of control, the Marines opened fire. The rioters, suddenly convinced that the Marines meant business, beat a hasty retreat and order was restored to the city.

On January 6, 1859, the “grand old man of the Marine Corps,” who had served as Commandant under 11 Presidents, died in office at the age of 76. The impact of his strong personality and zealous devotion to duty remains to this day, indelibly engraved on the Corps to which he devoted over 50 years of his life.

The era of Archibald Henderson had encompassed two wars worthy of examination from the standpoint of the nation’s history. One, which had been purely internal, was the protracted campaign against the Creek and Seminole Indians. The other, which took place on foreign soil, provided the Marines with the first line to their hymn, and the nation with something it had long wanted—a western boundary that bordered the blue Pacific. 

30th Anniversary

Intelligence Plan of 1994

2024 marks the 30th anniversary of the Intelligence Plan of 1994. The purpose of the plan, approved by Commandant (CMC) Mundy in 1994, was not just to address the intelligence deficiencies that became apparent in Operation DESERT STORM (1991) but to professionalize the intelligence occupational field by structuring its manning and training the way other occupational fields were structured. This short article will focus on three areas: plan development, plan implementation, and the performance of intelligence in OIF/OEF.

For roughly the first 200 years of the Marine Corps, the role of intelligence was analogous to that of a volunteer fire department. Whenever a war or serious conflict arose, G-2/S-2 sections were manned by non-intelligence officers and enlisted personnel to augment the meagerly manned and poorly trained intelligence ranks. For the first 200 years, it worked well in the sense that we never lost a war.

It was not until advanced technical intelligence systems for collection, imagery, targeting, and analysis were developed that the volunteer fire department approach to intelligence was no longer viable. The first wake-up call came from BGen P.K. Van Riper in his June ’91 Marine Corps Gazette article entitled “Observations during Operation Desert Storm.” He said, “The weakest area I observed was tactical intelligence; many of the problems are endemic and stem from the way we select, train, and educate our intelligence personnel.” He suggested changing the way we select and train our intelligence personnel. 

He also said, “Now is the time to reconsider whether we want to continue acquiring the majority of our intelligence officers through lateral moves.” This comment referenced the Marine Corps’ decision in 1978 to open the intelligence field to regular officers—not just limited duty officers. While this created an opportunity for regular officers to enter the intelligence field, the sourcing was based entirely on lateral moves. There was no dedicated sourcing of intelligence officers directly from The Basic School and, therefore, no manpower pyramid to sustain career progression in the occupational field.

In the spring of 1992, the Senate Select Committee for Intelligence became aware of deficiencies in Marine Corps intelligence and started sending questions for the record to Headquarters Marine Corps regarding its intelligence capabilities, or absence of capabilities. Ultimately, the Senate directed the Marine Corps to develop a five-year plan to correct the intelligence deficiencies that were identified during Operation DESERT STORM. MajGen Jenkins, Director of Intelligence (DIRINT) at the time, established a Program Objective Memorandum Working Group to develop a response to the Senate. Maj Dan Dietz, who was directed to write the response to the Senate based on the working group’s effort, admitted that the final report to the Senate “absolutely wasn’t a polished, staffed document, but provided a framework.” CMC Mundy approved the report in the spring of 1993.

When MajGen Van Riper became DIRINT in early 1993, one of his first initiatives was to establish the Intelligence Structure Support Group (ISSG) that would include senior officers from the FMF, Manpower, Training and Education, Systems Command, and the Doctrine Division to provide the rigorous analysis of the issues that the official response sent to the Senate did not include. He assigned Col Larry Burgess, a regular intelligence officer, as the lead for the ISSG which took place in August 1993. The findings of the ISSG were then turned over to the Resources Division of Command, Control, Communications, Computers, and Intelligence headed by Col Jim Clark (an infantry officer) and staffed with a talented group of intelligence officers including LtCol Gerry Hughes, LtCol Herb Strauss, Maj Buck Buikema, and Capt Rick Natale. 

Working closely and continuously with Manpower and Training and Education over the next year (1993–94), Resource Division developed a comprehensive plan to address the deficiencies and establish a professional occupational field. They were aided greatly by the publication of the Restricted Officer Manpower Study/Act that significantly changed the warrant officer and limited-duty officer program for the Marine Corps and the Marine Corps intelligence community. It provided the Resources Division the ability to convert the limited-duty officer structure to an unrestricted officer structure and the ability to finally establish direct accessions from The Basic School to develop the essential intelligence officer manpower Christmas tree to sustain the intel occupational field.

Other important elements of the plan included the establishment of four intelligence battalions (one for each MEF and one for the reserves), an additional radio battalion (at the time only two existed), and consolidated training for basic intel officers and enlisted at the Navy-Marine Corps Intelligence Center in Dam Neck, VA. It also established separate MOS designations at The Basic School for ground, air, and counter-intelligence/human intelligence officers. Once these officers achieved the rank of Captain, they would return to the Navy-Marine Corps Intelligence
Center for the Marine Intelligence Officers Course where they would be designated as MAGTF intelligence officers (0202). 

The Intel Plan of 1994 was approved by CMC Krulak—thus ending the development stage of the Intel Plan and beginning the challenging implementation phase.

The implementation phase of the Intel Plan of 1994 lasted 14 years. It was a challenging and arduous task requiring close and continuous attention to the core elements of the plan in the face of numerous challenges on several fronts. To put it in combat terms, it was a battle of inches, not yards. Responsibility for implementing the Intel Plan fell to the Assistant DIRINT, Michael Decker, and the Intel Occ Field Sponsor staff. Number one on the priority list was to recruit, train, and field the 600 new enlisted Marines and 90 officers (sourced from The Basic School) every year until the four intelligence battalions and one signals intelligence (Radio) battalion were fully sourced, trained, and fielded. This involved working closely with Recruiting Command, Training and Education Division at Marine Corps Combat Development Command, and the officer and enlisted assignments branches within Manpower, and required major adjustments to enlisted recruiting and staffing goal models and training input plans.

Initially, there was overall acceptance of the Intel Plan and little bureaucratic resistance. In the late 1990s, this began to change. It was a relatively peaceful time in the world and the operational imperative for a robust intelligence presence was no longer as pronounced as it was immediately after Operation DESERT STORM. The Intelligence Department had to overcome the institutional requirement in two CMC-directed Force Study Review Groups (1997 and 1999) to cut a table of organization and to find compensatory reductions in the structure to be added. The Intel Plan called for additional structure with no compensatory structure (other than 117 reserve officers that were converted to unrestricted officers by the Restricted Officer Manpower Study/Act directive) to offer up. It was an uphill battle. The CMC’s Force Structure Review Group of 1997 recommended a Marine Corps-wide, salami-sliced approach to downsizing irrespective of the fact the Intel Plan called for an increase. The Marine Corps Support Battalion was a target for reduction. Fortunately, several Marine generals who had commanded MEUs or had been in joint billets knew what the NSA did for the MAGTFs. Unlike command post exercises where the opposition force was a notional (Country ORANGE) threat, MEUs deployed against real-world threats. These commanders relied heavily on the embedded robust intel package that accompanied them to help define these threats. When the Force Study Review Group recommendations were presented at the General Officer Symposium, one MarFor CG with prior MEU command experience stood up in the face of the crowd in opposition to a cut to the Marine Corps Support Battalion and CMC took it off the list. It was a minor but important step in protecting further cuts to intelligence. The 1999 Force Study Review Group focused not only on cuts but also on capability gaps. Intel was still a large capability gap and once again survived any cuts despite opposition from many competing occupational fields.

The second priority in the Intel Plan implementation effort was to establish a paper trail documenting each step along the way. Much like mountain climbers drive pinions in rock to cement their slow advance up the mountain, the Intel Department created, received CMC approval for, and published ALMARS, MC Bulletins, table of organization cover letters, and Marine Corps Doctrinal Publications (MCDP 2, Intelligence) to officially document their progress. Anyone who has been involved in creating and getting CMC approval for this kind of documentation would appreciate the tedious work this requires.

The third priority was to remove the Marine Corps from under the yoke of the Office of Naval Intelligence which controlled funding from the General Defense Intelligence Program (run by the Defense Intelligence Agency [DIA]). The Navy determined how much funding the Marine Corps got (primarily for civilian hires). Up until this time, DIA recognized only the Army, Air Force, and Navy as recipients of General Defense Intelligence Program funding. The Intel Department was successful in getting the DIA to recognize the Marine Corps as a Service intelligence organization, separate from the Navy. This was a major victory that allowed the Marine Corps (with General Defense Intelligence Program funding) to increase its civilian intelligence workforce without requiring the Navy’s permission or to require offsets in the Marine Corps structure. The primary beneficiary of this was the Marine Corps Intelligence Activity (MCIA) which grew from 20 civilians in 1994 to 187 in 2009. 

The importance of this became evident in the work-up to Operation IRAQI FREEDOM. CENTCOM used an Army-generated trafficability and hydrologic study of the routes the 1st MarDiv could use in their advance to Baghdad. Much of the territory on either side of the MSRs between Basra and Baghdad had been declared “not available for tracked vehicles or heavy trucks.” The CG of 1st MarDiv tasked MCIA with an updated trafficability study. The MCIA, with help from the National Ground Intelligence Agency, developed a study that refuted CENTCOM’s study and 1st MarDiv was able to significantly alter their plans, freeing them from sticking solely to the MSR and advancing more quickly and safely toward Baghdad. 

Finally, the Nail in the Coffin

Operations IRAQI FREEDOM/ENDURING FREEDOM delivered the operational imperative for a professional, robust intelligence presence. In 2005, CMC held an Operations IRAQI FREEDOM/ENDURING FREEDOM after-action review. The general officer support from ground and aviation combat commanders was overwhelmingly supportive of Marine Corps intelligence. This support put the Intel Plan of 1994 over the goal line. The institutional resistance to Marine Corps intelligence faded away and cleared the way to fulfill the remaining elements of the plan by 2008.

The real heroes of this arduous fourteen-year effort were not just Deputy DIRINT Michael Decker and his talented OccFld Sponsor staff but the combat commanders of OEF/OIF who were freed from command post exercises with notional Country ORANGE threats came to embrace the role and importance of intelligence.

Since 2000, eight intel colonels have been promoted to brigadier general and then to major general. Four advanced to lieutenant general (one as Director of DIA, one as J-2 JCS, one as CG Artificial Intelligence Command, and the fourth as Deputy Commandant C4I). Where do we go from here?

Except for the MC DIRINT billet, and most recently the Deputy Commandant C4I billet, all the other billets occupied by Marine Corps intel generals have been in the joint arena. In the early stages of the Intel Plan development, (then) MajGen P.K. Van Riper said, “Intel and Ops are like the 2 sides of the same coin and shouldn’t be separated.” Intel cells are now a permanent fixture in current ops, future ops, and targeting. The two are now inseparable. The green door syndrome became a thing of the past. The intelligence officers’ knowledge of the concept of operations should qualify them for more MAGTF operational billets. Unfortunately, the intel moniker remains an impediment to being assigned to these billets. The general officer assignments branch needs to get beyond the thought that intel generals can only fill intel billets. Between 1995 and 1997, command of the 3rd Force Service Support Group was given to an aviator and a public affairs general. When the need arises, intel generals are equally qualified. Given the close relationship between ops and intel, the Deputy MEF CG is one billet that should be at the top of the list, and there are others as well.

There is a saying that it takes a generation for a major organizational restructuring to become fully accepted. I argue now, in the fourth decade of the Intel Plan, that has happened. Without Operations ENDURING FREEDOM and IRAQI FREEDOM, I am not sure it would have turned out the same way. There is now a valuable capability and opportunity for the Marine Corps not to be overlooked and needs to be recognized. 

I salute those individuals and working groups that contributed to the success of the Intel Plan of 1994 and to the combat commanders of Operations ENDURING FREEDOM and IRAQI FREEDOM who provided the credibility that cemented the operational psyche of the entire Marine Corps. Well done!

Talent Management Engagement Platform

Our first step toward a modern talent marketplace

The publication of Talent Management 2030 in November of 2021 was a watershed moment in the Marine Corps’ transition from Industrial Era human capital management to 21st-century talent management. While over the last three years there have been significant efforts at the headquarters level to realize these initiatives, there have only been a handful of tangible results for Marines. The development efforts toward creating a talent marketplace are one such result. These efforts include the award of contracts to prototype two industry-leading marketplace solutions in addition to the release of an internally developed marketplace called the Talent Management Engagement Platform (TMEP). The TMEP has already been released to approximately 30,000 enlisted Marines and officers and is in use for the fiscal year 2025 assignment season.

The TMEP will enable the Marine Corps to reimagine and enhance career management by increasing the transparency of the assignments process, improving the education of the individual Marine on career options and progression, and enhancing agency throughout the assignments process.   

What Is TMEP and How Is It a Marketplace?
A talent marketplace is a platform that enables job seekers to match their skillsets and interests with available job opportunities. Many marketplaces have familiar names, like LinkedIn or Zip Recruiter, which use advanced algorithms to match prospective employees with organizations that can reach out to begin negotiations. Harvard Business Review describes internal marketplaces like TMEP as having two forms.1 The first allows employees to search through job listings while managers search through candidate profiles and when interests align the process moves forward. In the second version, the platform automates the matching process, providing a curated list of recommended matches to the employees and managers. The TMEP is being designed to leverage the best of both internal marketplace types.

The current deployment of TMEP is like the first version of the internal marketplace. Marines can search through available billets to find opportunities that match their interests and desires. Simultaneously, monitors can review the Marines available for assignment and find options that align with their preferences. As the system matures and collects enough data, TMEP will implement machine learning techniques to include functionality more like the second version of the internal marketplace. Here the platform will use available data to align Marines’ skills, education, experience, and necessary career growth with the Marine Corps’ warfighting needs. Regardless of version, TMEP is being developed to support a modern internal talent marketplace rooted in three core principles: education, transparency, and agency.2  

The level of transparency provided by TMEP is unprecedented in the assignments process. Education and transparency often go together since education is nearly impossible without transparency of information. Before TMEP, Marines only had persistent access to their personal service record information, which includes their past assignments, but they lacked access to current and future assignment availability. The TMEP addresses this by providing Marines the ability to access a live update of the same assignment availability as the monitors. This level of transparency allows Marines to tailor their preferences based on current availability. The freedom to change their preference outside of the annual mover’s survey also allows Marines to adapt their career plan as their life circumstances change. The TMEP also increases transparency by providing an asynchronous and persistent communication platform for Marines and their monitors providing continuity even as monitors rotate out of the billet.  

In the current assignment process, a typical Marine has very little agency. They may complete a short survey and have a quick conversation with their monitor, but that is the extent of their input during the assignment process. Increasing the available information creates an opportunity for Marines to educate themselves and have more agency in their career progression.  

The TMEP is a significant step in the right direction to increase transparency and agency in the assignments process and further educate Marines on available career opportunities. While TMEP creates the opportunity for Marines to be more involved in the assignments process, it does not change the priority to meet the needs of the Marine Corps. 

What We See Today
Although most readers had not seen TMEP before the summer of 2024 when access was expanded to 12,000 enlisted Marines and 16,000 officers, the Marine Corps has been working on this effort for nearly two years. In that time Manpower and Reserve Affairs has conducted industry research, created an actionable vision, gathered user inputs, and began building that vision to meet those user requirements. This methodology, called user-centered design, is arguably one of the greatest changes and most impactful actions the Marine Corps has taken when it comes to IT modernization. The TMEP is being designed by and for the user: the Marines and their monitors. The version available today via Marine Online represents the most basic functionality and will serve as the foundation for future iterations still being shaped through Marines’ feedback and ideas.

Today, Marines can log onto TMEP and access the same service data that the monitors use to make assignment decisions. Officers can view their projected move date as well as when they can expect to be on a promotion board and in what zone. All Marines can see a consolidated graphic that captures key information for making career decisions including the ability to see how factors like age, time in service, rank, and children’s school grade levels line up over time to facilitate informed career planning (Figure 1).

Figure 1. Career path display. (Figure provided by author.)
Figure 1. Career path display. (Figure provided by author.)

Instead of being limited to an annual conversation with their monitor, Marines can send direct messages that are archived within the platform. The TMEP also provides Marines the capability to search through available assignments to make a more informed decision on assignment preferences. Marines can see the same availabilities that their monitor sees, including billet descriptions the commands can edit for their specific unit. Registering assignment preferences and communications with a monitor is now consolidated in the same platform monitors use to conduct assignments. This means no more jumping between systems reducing the potential to lose communications.  

What We’ll See Tomorrow
What we see today in TMEP is just the most basic functionality. What TMEP will look like in the future is up to the users of the platform. The TMEP leverages a user-centered design methodology, allowing Marines to inform the requirements and prioritization of future features. Users have already provided some great ideas that have resulted in functionality resident in the platform today.

In addition to improving user experience through feedback, the platform must incorporate talent-based criteria and decision tools. If we are to truly move to a talent-based marketplace, the next step for TMEP must be to identify required skills and talents by billet and register and validate the talent and skills of our Marines. One of the key ingredients in any talent marketplace is the mapping of skills to jobs and people, also known as a skills ontology. Without this mapping, matching Marines to billets will continue to rely on rank and MOS as the primary selection criteria. Mapping skills also clear the way for TMEP to start leveraging machine learning to automate and optimize the assignment process.  

In this instance, the intent of machine learning goes far beyond simple optimization. As the platform learns the various career paths Marines can take, the system will generate dynamic career path options and recommendations Marines can use as a roadmap to reach their career goals. Machine learning would be used to generate a draft list matching Marines to future vacancies optimized based on preferences, priority, and relevant skills. Machine learning will offer Marines a much clearer picture of their choices and how those choices impact their career progression and support monitors in meeting the needs of the Marine Corps.

Summary
Three years after the publication of Talent Management 2030, the marketplace effort is moving at full speed with two contracts and TMEP competing for the future of the Marine Corps’ talent management solution. Assignment processes are being evaluated for business improvement opportunities and the transition to a modern talent management system has begun. This move is long overdue but in no way an indictment of the old systems or the professionals who made it work for so long through sheer will and dedication. In a short time, TMEP made great strides to consolidate information, streamline workflows, and improve the efficiency of the overall assignments process with every additional feature added the Marine Corps’ talent marketplace brings the Commandant’s vision in Talent Management 2030 closer to reality.

>LtCol Peterson is currently serving as the Manpower and Reserve Affairs MITSM Portfolio Manager and Modernization Officer in the Manpower Information Systems Division, Manpower and Reserve Affairs.
>>Capt Figlioli is currently serving as the Talent Management Engagement Platform Product Owner and Project Officer in the Manpower Information Systems Division, Manpower and Reserve Affairs.

Notes

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

2. Bo Cowgill et al., “How to Design an Internal Talent Marketplace,” Harvard Business Review, May–June 2023, https://hbr.org/2023/05/how-to-design-an-internal-talent-marketplace.

Units of Action

Intelligence, surveillance, and reconnaissance in the stand-in force

To implement the concepts supporting Force Design 2030 (FD2030), the Marine Corps must revise what it considers its key units of action while studying the emerging characteristics of modern warfare. Traditionally, the Marine Corps focuses on the infantry battalion and flying squadron as units of action for all basic measurements of capability and readiness. Those capabilities, however, do not provide what the Stand-In Forces (SIF) and Reconnaissance Counter-Reconnaissance (RXR) concepts need—especially during competition. They may in fact distract from the principal object of operations. Instead, in competition, infantry battalions and flying squadrons are enablers for the key capabilities of SIF and RXR: intelligence, surveillance, and reconnaissance (ISR) collection resulting in targeting. The purpose-built SIF force performs operational-level ISR on behalf of the maritime and Joint Force: “Stand-in forces’ enduring function is to help the fleet and joint force win the reconnaissance and counter-reconnaissance battle at every point on the competition continuum. Stand-in forces do this by gaining and maintaining contact (establishing target custody and identifying the potential adversary’s sensors) below the threshold of violence.”1 The units of action for that type of activity are the platforms and teams in the Marine Corps that perform intelligence and reconnaissance collection and the cells, teams, and units that perform intelligence analysis and support to targeting. Before the Corps can close with and destroy the enemy by fire and maneuver, if that ever becomes necessary, it must locate that enemy. 

The heart of the SIF and RXR concepts is ISR collection and analytical support for targeting. The Marine Corps fields such elements today in the MEFs. The MEFs have light infantry reconnaissance teams, maritime sensor elements, counterintelligence-human intelligence detachments, signals intelligence/electronic warfare teams, meteorological and oceanographic detachments, and increasingly cyber mission elements and space capabilities. Furthermore, the FMFs have the analytical specialties to support fusion and targeting as well as the transport and encryption of sensitive compartmented information and are performing these missions. Fixed-wing and unmanned squadrons can also perform ISR under the reconnaissance mission of Marine Aviation, just as light armored reconnaissance and engineers can, but most other squadrons and battalions are enablers to these functions, and none of them have the core mission essential task to execute ISR or intelligence on behalf of the fleet or Joint Force. They could provide the transport, security, or simply the cover story for ISR units of action. 

The Marine Corps, however, does not customarily assign ISR as a main effort, much less employ dedicated intelligence assets in support of anything other than the local commander. ISR does not appear as part of the core mission essential task list (METL) for the MEU; for example, it only appears as “Plan and Direct Intelligence Operations” on the METL for the CE.2 Despite what the concepts say about providing eyes and ears for the fleet and the Joint Force, there are no tasks requiring a commander, especially a MAGTF commander, to do that. For a SIF performing RXR, however, those dedicated intelligence and reconnaissance assets might be both the main effort and the only employable force.

The FD2030 original concept evokes a force “optimized for naval expeditionary warfare in contested spaces, purpose-built to facilitate sea denial and assured access in support of the fleets.”3 This suggests that this force will perform, above all else, maritime domain awareness (MDA) by sensing and making sense of their immediate environs. For the stand-up of the 12th Marine Littoral Regiment (MLR) in Japan, the Commandant assured Congress that “this unit will possess advanced ISR capabilities as well as long-range precision fires capabilities, improving both maritime domain awareness and our ability to deter potential adversaries.”4 In competition and crisis short of shooting conflict, that description means a force with a particularly acute ability to sense and make sense: an exceptionally strong ISR force that can do all the necessary work to constantly and consistently hold potential targets at risk. Under maritime strategic doctrine, there is a direct correlation between this kind of targeting and intelligence. The principal challenge for the maritime reconnaissance force “relates to the difficulty of locating the objective accurately. It is obvious that for this kind of operation, the most precise intelligence is essential, and of all intelligence, the most difficult to obtain in war is the distribution of an enemy’s fleet from day to day.”5 

Whether employed as part of a larger formation, as in the proposed MLR in Japan, or as independent assets, the Marine Corps needs to perfect its concepts against the characteristics of the real world to see whether it can bring the capability sets together to accomplish them. For the larger formations, the Service follows a logical progression beginning with the 3rd MLR in Hawaii, inside the confines of the United States, and then proceeding to the 12th MLR in the first island chain and weapons engagement zone (WEZ) for the pacing threat envisioned—the People’s Republic of China.6 If the 12th MLR does indeed possess “advanced ISR capabilities,” it will be able to execute real-world ISR in competition and practice exercise targeting cycles in its zone of crisis action. For ISR and intelligence support to targeting, the task of perfecting against live opponents is easier than for any other participants in the targeting cycle because the possible adversarial target sets are abundant, and real-world and realtime missions can be executed short of conflict. 

Stationing in the main competition space will develop familiarity with the problem set, but it is a conflict that provides the best driver of innovation, even conflict elsewhere. “A military force wins by seeing how general principles apply to a specific situation and being creative with combat solutions.”7 ISR, while sometimes provocative, could be employed on behalf of allies, partners, or the Joint Force without engaging the rest of the force in crisis or contingency. The fusion and analysis of the intelligence collected could produce both innovation and action. “There has been no dearth of reporting on the changing character of war and the potential for disruption by new technology to alter the landscape of conflict.”8

The pacing threat also surveys current conflicts to evolve its planning to match probable warfare trends. Before the Russians began their current campaign in the Ukraine, for example, it was clear that “Chinese strategists face an economic security problem in the Malacca Dilemma, describing the threat of a naval blockade of vital Chinese sea lines of communication in the Indian Ocean.”9 China—however confrontational it has been in the Taiwan Straits and South China Sea, demonstrating tactics and procedures—is not currently at war. Another peer adversary, Russia has begun to explore new operating concepts in realtime conflict in a resource-constrained environment in the Ukraine and Black Sea. Because the war in Ukraine involves a peer competitor—Russia—that conflict would appear to provide an ideal case to inform FD2030. While it is possible that a robust classified effort is occurring, there is little public evidence that the Marine Corps is doing much more than accepting public lessons learned from Ukraine. 

With increasing multi-domain drone implications, Ukraine provides a hotbed of military innovation.10 “As drones started to be used extensively, new operational concepts started to evolve, radically transforming armed conflict. This is especially visible in the Russo-Ukrainian War, where drone usage dominates most of the highlights of the conflict.”11 Ukraine is also exercising littoral sea operations in the Black Sea, with particular success in the first few weeks of 2024 using surface drones against warships.12 Over that few weeks, a landing ship, a missile-armed patrol vessel, and a corvette were sunk by a special operations unit according to Ukraine as well as several Russian patrol craft.13 In 2022, Ukraine sank the flagship of the Russian Black Sea Fleet, the Moskva, using Neptune anti-ship missiles. Public reporting indicates that without a single warship of its own, Ukraine has sunk nearly a third of Russia’s Black Sea Fleet.14 It is notable that the announcements of successful targeting have come first, and sometimes exclusively, from “Ukrainian Intelligence.”15 How this has happened, and how the targets were located and analyzed, ought to be of paramount importance to Marines, especially how the Ukrainians developed the maritime awareness through ISR to execute the actions.

There is an opportunity to support Ukraine alongside NATO allies in Europe. With another force doing the fighting, ISR from a distance and observation of procedures is still possible and best performed from a position of direct support. Ukraine also possesses a Marine Corps, organized into brigades, trained for the most part by the United Kingdom, the Netherlands, and Norway.16 While it is not clear that Ukrainian Marines participated at all in recent Black Sea littoral-control operations, these forces in size and formation more closely resemble the Marine Corps than the commando forces that have volunteered to train them. If Ukrainian Marines participated in Black Sea maritime operations, however, the Marine Corps has not been training them at scale through its typical units of action and so has minimal relation to the results. 

The other possibility, then, for learning from the conflict would be through participating in Black Sea MDA by employing ISR and intelligence analytical units of action. There is no public evidence of such activity by Marines. Although two-thirds of the FMF is devoted to U.S. Indo-Pacific Command, the lack of attention to a peer-competitor conflict exhibiting the characteristics of contemporary littoral warfare seems particularly striking: “In times of war, front-line practitioners are agents of innovation and change if only through necessity. Because there is no way to fully anticipate what a dynamic and evolving adversary will do in a conflict, the fog of war requires adaptation.”17 Marine force concepts appear to ignore this aspect of contemporary conflict, instead developing the force focused exclusively on a perception of a pacing threat not currently at war. 

Three current Marine Corps trends converge to generate this inattention to current crises. First, the pressure of transformational innovation that FD2030 created, especially in terms of those within the Service who stand to gain or lose, required a particularly singular rationale: that the most dangerous potential adversary translated into the requirement. Divestments in any organization result in difficult decisions, so the Corps turned to its pacing threat to justify them. Cuts, the Commandant explained, are “sizing the force for what you need, what you think you’ll be asked to do in the future.”18 The tension created by divestment resulted in a singular focus for justifications, even as the force struggled to balance its SIF identity with its accustomed crisis response identity. Something had to support the case for predictive change. The singularity of focus resulted in resource decisions that have had consequences on the global availability of Marine forces, impacting the balance of force innovation and crisis response capability. Forces involved in innovation have not been available for crises elsewhere because the SIF is meant to be a standing capability forward deployed. Likewise, surging capacity in elements of non-core units of action like ISR, targeting fusion, and intelligence analysis for a crisis elsewhere has been out of the question. 

The second issue is the stress assumed by the force when setting aside units for experimentation, continuing to maintain existing global force management requirements, the deliberate reduction of the force, and the retention problems that followed. This kind of stress leads to readiness issues when a reduced number of units attempt to respond to the same or a growing number of requirements. Intelligence, surveillance, and reconnaissance, analytical, and targeting support Marines tend to be high-demand, low-density assets, meaning the stress to the force overall is particularly acute among these specialties. As a result, units at all echelons, but especially the MEFs in this case, seek to husband their resources to preserve readiness by avoiding non-core mission requirements. Even if the MAGTF had a METL that included performing ISR on behalf of the fleet and Joint Force (which it does not), conflicts that do not directly involve the United States or its Marines are not core requirements, however interesting the lessons from them may be. So, the MEFs avoid smaller requests, like intelligence collectors or intelligence targeting cells to support Ukraine, that seem reasonable at first but rapidly deplete high-demand, low-density specialties in the formation. 

The third issue and the key to this discussion relates directly to the example of force stress mentioned earlier: correctly identifying modern units of action, especially concerning the SIF and RXR concepts. Marine Corps thinking might occasionally extend to artillery or logistics units but never to intelligence as a unit of action. It does not think of the types of intelligence and reconnaissance collection teams who perform the key sensing tasks of the SIF and RXR as anything more than adjuncts to a local commander. The Service thinks even less of analytical and targeting teams, the groups that make sense for the SIF in RXR, as usable units of action. For this reason, the Service resists requests for support involving collections or analysis alone, viewing them exclusively as enablers for the traditional pacing units whose focus is the local commander. Other Services, however, have begun to recognize an ability to apply portions of a unit against specified problem sets outlined in requests for support. Army Intelligence and Security Command (INSCOM) has organized echelon III and IV headquarters intelligence sections into usable Analytical Support Elements. The Analytical Support Elements of a unit can be applied to a problem set with which the remainder of the unit is not otherwise involved. Furthermore, the Army and Air Force are organized into global ISR enterprises, respectively in INSCOM and the 16th Air Force, able to both support Service units and source support globally. No such entity exists in the Marine Corps. 

The Marine Corps, then, has not manned, trained, or equipped itself to provide an ability to sense and make sense of producing MDA. The Marine Corps instead has deemphasized and subordinated its intelligence apparatus into a new information warfighting function that it has yet to fully define.19 To create new information specialties including cyber Marines, all of whom require clearances akin to intelligence specialties, the Service took the easy path of converting the intelligence structure. The Marine Corps leads no national or military intelligence programs on behalf of the DOD and so receives orders of magnitude less intelligence budgeted funds than all other Services except the Coast Guard. Fielded Marine intelligence formations fall under the MEF Information Groups with unclear lines of authority between the staff intelligence and fielded intelligence capabilities, still less between the DOD agency functional managers (Defense Intelligence Agency, National Security Agency, National Geospatial-Intelligence Agency, etc) and the units. Having purchased the MQ9a Reaper Group 5 unmanned aerial system, explicitly an ISR platform as previously employed by the Air Force and U.S. Central Command, Marine public statements emphasize instead its use for command and control: “the service also plans to have a capability on their Reapers which transforms the UAVs into relay nodes for forces to communicate and receive information.”20 It is possible that this is why the Service did not buy the increased payload capability of the MQ-9b, which could have carried more intelligence collection. Only the Marine Corps has no independent director of intelligence, having combined the duties into the Deputy Commandant for Information. Even the United States Coast Guard has an Assistant Commandant for Intelligence (CG-2).21 Since the Marine Corps is the only Service that does not promote colonels into Joint O7 positions, that means that no further intelligence officers are likely to form any part of leadership for the Service in the future, clearly demonstrating Service priorities. 

The question, then, is why any warfighting combatant command would choose a Service without emphasis on intelligence to fulfill an intelligence requirement in the WEZ in the first island chain? The SIF and RXR role and mission, akin to a kind of joint tactical air controller for the fleet and Joint Force, only provides value with an organic ability to sense, make sense, and fuse and correlate data into intelligence. If the SIF merely provides command and control for sensors and fires that are not organic to it, then there is no point in placing it at risk in the WEZ. For the analogy, the only reason for a joint tactical air controller is to provide positive confirmation by direct observation. Consequently, the ISR sensing and intelligence sense-making capabilities of the SIF are critical to its potential and deterrence value. As a result, a combatant command would likely choose a Service with an emphasis on intelligence. Why would the combatant command not pick the Army, for example, whose INSCOM and multi-domain task forces practically guarantee a measure of MDA coupled with a deep ability to support fires? The Army has been conducting demonstrations of maritime fires since 2018: “The 17th Field Artillery Brigade, alongside the Japan Ground Self-Defense Force, conducted its first live-fire exercise here, July 12, during the biennial Rim of the Pacific, or RIMPAC, exercise. The Naval Strike Missile was the first to launch as a land-based asset.”22 Likewise, the Defense Policy Review Initiative caps Marine forces and reinvests them away from the first island chain (“More than half of the billions of dollars of contracting for the construction of facilities to accommodate the relocation of U.S. Marine units to Guam from Japan has been awarded”),23 the Air Force is moving fifth-generation aircraft to Kadena Air Force Base on Okinawa, which could serve as the eyes and ears as well as the fires for the fleet and Joint Force.24 

The Marine Corps requires a clarifying review to connect its operating concepts based on current events to its force capabilities. The current conflict, like that in the Ukraine, is the closest thing that military studies have to a proving ground. It is intelligence that analyzes the multi-domain operating environments in which the Service seeks to assert itself to generate the assessment that supports adapting to pertinent conditions for imminent conflict. The units of action for intelligence are the forward-deployed collectors and advanced analytical and fusion units that make meaning from the mass of data. Collectors can indeed be any Marine unit given for its main effort and standing tasks intelligence collection operations. Providing for that mission and the fusion and analysis that supports it within formations like infantry battalions only makes those battalions more formidable, especially in competition where an adversary must suspect any Marine element of providing “the eyes and ears for the Joint Force”25 at scale. While information, as a warfighting function, produces only an anomalous interplay of contradictory messages that may or may not bear on actual facts on the ground, intelligence has for its primary purpose establishing the actual facts on the ground and obscuring them from the adversary. Unlike mere information, intelligence derives meaning from raw data and information to create actionable insights in support of the commander’s decision making.26 Furthermore, intelligence is supported by a multi-agency, cross-government community, budgetary and procurements processes, and standing authorities and legal basis. The capabilities that the Marine Corps needs to emphasize above all else to achieve the vision set forth for a SIF conducting RXR are ISR and intelligence capabilities: these are the key units of action.  

The Corps, however, has spent several years de-emphasizing and drawing resources from precisely these communities. As a result, the Service at the moment possesses insufficient ISR and intelligence resources and does not consider those that it has produced to be units of action to implement its own concepts. Force Design coupled with stresses to the force has set in motion a cycle of processes that myopically focus on a version of the pacing threat provided by someone else without sufficient contemporary references to be relevant. There are several current examples of SIF performing RXR in the littorals of the world. One of them is a partner nation force at war with a peer competitor in Ukraine, but Marines are barely participating in support of that force, unlike the Army who will learn the lessons there along with the British, Dutch, and Norwegian Marines training the Ukrainian Marine Corps. 

The Marine Corps has made it abundantly clear that it prefers only to close with and destroy the enemy, not to locate the adversary in competition. If that is the case, then Marines cannot be the SIF in the WEZ performing RXR. If the Service seeks to alter course to achieve its SIF and RXR vision, then it will have to find a way to make culture-adjusting investments in ISR and intelligence immediately. Marines would need a Service-wide intelligence structure, strategy, and architecture among many other major changes. A good starting point in such a change, however, would be for the Service to recognize its basic ISR and intelligence units of action and to give its major formations the core task of performing operational ISR and intelligence on behalf of the fleet and Joint Force. 

>Col David is the Deputy Director for Intelligence Division under the Deputy Commandant for Information/Director of Intelligence.

Notes

1. Gen David Berger, A Concept for Stand-In Forces, (Washington, DC: 2021). 

2. Headquarters Marine Corps, NAVMC 3500.99, (Washington, DC: 2012).

3. Gen David Berger, 38th Commandant’s Planning Guidance, (Washington, DC: 2019). 

4. Gen David Berger, “Statement of General David H. Berger Commandant of the Marine Corps on the Posture of the United States Marine Corps Before the Senate Appropriations Committee,” Marines.mil, March 28, 2023, https://www.cmc.marines.mil/Speeches-and-Transcripts/Transcripts/Article/3360019/statement-of-general-david-h-berger-commandant-of-the-marine-corps-on-the-postu.

5. Julian Corbett, Some Principles of Maritime Strategy (Mechanicsburg: Stackpole Books, 1991).

6. Jim Garamone, “Official Talks DOD Policy Role in Chinese Pacing Threat, Integrated Deterrence,” DOD News, June 2, 2021, https://www.defense.gov/News/News-Stories/Article/Article/2641068/official-talks-dod-policy-role-in-chinese-pacing-threat-integrated-deterrence. 

7. Brian A. Hester, Dennis Doyle & Ronan A. Sefton, “Techcraft on Display in Ukraine,” War on the Rocks, May 16, 2024, https://warontherocks.com/2024/05/techcraft-on-display-in-ukraine.

8. Susan F. Bryant and Andrew Harrison, “Finding Ender: Exploring the Intersections of Creativity, Innovation, and Talent Management in the U.S. Armed Forces,” Strategic Perspectives 31, (2019). 

9. Lucas Myers, “China’s Economic Security Challenge: Difficulties Overcoming the Malacca Dilemma,” Georgetown Journal of International Affairs, March 22, 2023, https://gjia.georgetown.edu/2023/03/22/chinas-economic-security-challenge-difficulties-overcoming-the-malacca-dilemma. 

10. Kristen D. Thompson, “How the Drone War in Ukraine Is Transforming Conflict,” Council on Foreign Relations, January 16, 2024, https://www.cfr.org/article/how-drone-war-ukraine-transforming-conflict. 

11. Gloria Shkurti Özdemir and Rıfat Öncel, “The War in Ukraine Has Revolutionized Drone Warfare,” The National Interest, January 11, 2023, https://nationalinterest.org/feature/war-ukraine-has-revolutionized-drone-warfare-206095. 

12. Svitlana Vlasova and Brad Lendon, “Ukraine’s Drones Sink another Russian Warship, Kyiv Says,” CNN World Europe, March 6, 2024, https://www.cnn.com/2024/03/05/europe/russian-warship-destroyed-ukraine-intl-hnk-ml/index.html. 

13. Associated Press, “Ukraine Claims It Has Sunk Another Russian Warship in the Black Sea Using High-Tech Sea Drones,” Politico, March 5, 2024, https://www.politico.com/news/2024/03/05/ukraine-warship-russia-black-sea-00145037; and Newsweek, “Video Shows Moment Russian Black Sea Ships Destroyed in Naval Drone Attack,” Newsweek, May 30, 2024, https://www.newsweek.com/russia-black-sea-fleet-magura-v5-naval-drones-crimea-1906280. 

14. Lauren Frias, “Ukraine Wiped Out Nearly a Third of Russia’s Black Sea Fleet without Even Having a Real Navy, These Are the Warships Russia Lost,” Business Insider, February 7, 2024, https://www.businessinsider.com/warships-in-russia-black-sea-fleet-that-ukraine-wiped-out-2024-2. 

15. “The War in Ukraine Has Revolutionized Drone Warfare.”

16. The Ministry of Defense, “British Commandos Train Hundreds of Ukrainian Marines in UK Programme,” Gov.UK, August 21, 2023, https://www.gov.uk/government/news/british-commandos-train-hundreds-of-ukrainian-marines-in-uk-programme.

17. Nina Kolars, “Genious and Mastery in Military Innovation,” Modern War Institute, April 3, 2017, https://mwi.westpoint.edu/genius-mastery-military-innovation. 

18. Meredith Roaten, “Marine Corps Commandant Defends Equipment Divestment, End Strength Cuts,” National Defense, September 1, 2021, https://www.nationaldefensemagazine.org/articles/2021/9/1/marine-corps-commandant-defends-force-size-divestment.

19. There is no definition of “Information” as a warfighting function given in MCDP 8, Information—only characteristics are described. Headquarters Marine Corps, MCDP 8, Information, (Washington, DC: 2022).  

20. Aaron Matthew Lariosa, “First Marine Corps MQ-9A Reaper Squadron Now Operational,” USNI News, August 8, 2023, https://news.usni.org/2023/08/08/first-marine-corps-mq-9a-reaper-squadron-now-operational. 

21. United States Coast Guard, “Assistant Commandant for Intelligence,” United States Coast Guard, n.d., https://www.dco.uscg.mil/Our-Organization/Intelligence-CG-2.

22. Capt Rachel Jeffcoat, “Army Conducts 1st RIMPAC Joint Live-fire Sinking Exercise as Multi-Domain Task Force,” U.S. PACOM JTF Micronesia, July 25, 2018, https://www.pacom.mil/JTF-Micronesia/Article/1584462/army-conducts-1st-rimpac-joint-live-fire-sinking-exercise-as-multi-domain-task/#:~:text=The%2017th%20Field%20Artillery%20Brigade,as%20a%20land%2Dbased%20asset.

23. Frank Whitman, “Boudra: ‘We Have to Respond from Within the Theater of Operations’,” Pacific Island Times, November 16, 2022, https://www.pacificislandtimes.com/post/boudra-we-have-to-respond-from-within-the-theater-of-operations. 

24. Unshin Lee Harpley, “Kadena Adds More Stealth Fights Amid ‘Increasingly Challenging Strategic Environment’,” Air and Space Forces Magazine, May 1, 2024, https://www.airandspaceforces.com/kadena-more-stealth-fighters-strategic-environment. 

25. Eric Smith, “Statement of General Eric M. Smith Commandant of the Marine Corps on the Posture of the United States Marine Corps Before The Senate Appropriations Committee,” Marines.mil, April 16, 2024, https://www.cmc.marines.mil/Speeches-and-Transcripts/Transcripts/Article/3759255/statement-of-general-eric-m-smith-commandant-of-the-marine-corps-on-the-posture.

26. Congressional Research Service, “Defense Primer: Intelligence Support to Military Operations,” Congressional Research Service, May 9, 2024, https://crsreports.congress.gov/product/pdf/IF/IF10574. 

A New Kind of Intelligence Analyst

Meeting the demands of Expeditionary Advanced Base Operations

Marine Intelligence professionals have always struggled to stay up-to-date with current developments and maintain relevancy. There is a consistent risk to the intel field of relying too much on grassroots efforts and personal talent to carry intelligence forward into tomorrow while doctrine and training focus on yesteryear’s war. Tactical intelligence traditionally focuses on establishing baselines and using intelligence, surveillance, and reconnaissance to detect anomalies, engage targets, and confirm or deny adversary courses of action in the battlespace. This approach is sufficient for low-intensity conflict in permissible environments, and for the past 25 years, the United States has optimized its processes through various supporting agencies. However, this has also meant military intelligence, at the tactical echelon, has not had to seriously consider the national-strategic mission their unit may be a part of and how military intelligence supports it or operates without the current level of support they are accustomed to.

With the introduction of Force Design and expeditionary advanced base operations (EABO), Marines down to the local commander level will be expected to support wider, protracted campaigns, in austere or possibly hostile areas, and across a spectrum inclusive of competition but at the other extreme involving outright conflict. Currently, Marine intelligence is not equipped or optimized to support the Naval Service as envisioned and will require these Marines at the lowest echelons to think more strategically and critically with fewer resources in their analysis to ensure that commanders and Marines can operate in these environments. Before identifying what intelligence Marines need, it is important to discuss what EABO is on paper and what EABO is de facto asking Marines to think and do. 

Expeditionary advanced base operations, as defined in the latest tentative manual, is a naval concept designed to improve maneuver, exploit control over key maritime terrain, and integrate the FMF with Navy capabilities.1 The spirit of EABO can be derived from the original EABO Handbook, which described it as an adversary-specific, cost-effective, advantage-focused concept of operations that could mitigate the risk from long-range precision fires while maintaining resilient forward forces—and thus move the Marine Corps away from relying on traditional, easily-targeted bases.2 However, another interpretation is that EABO is the enabler for larger campaigns. Supporting this approach is the nested concept of Stand-in Forces (SIF), which are forward deployed among allied and partner forces across the competition continuum. The SIF supports multi-domain awareness, information operations, and security cooperation efforts aiming to bolster partner-nation confidence and set conditions for advantage in conflict. 

Expeditionary advanced base operations are framed as an operational-level adaptation to China’s specific military threat. However, it encompasses a new approach to thinking about the crucial aspects of terrain, diplomatic, information, and even economic domains—marking the idea as more of a first step toward a geo-strategy, rather than just an operational concept. Geo-strategy has many schools of thought, but all rest on the idea that geographical factors inform and shape military planning.3 As a result, EABO requires a nuanced understanding of the key maritime and littoral areas. Expeditionary advanced base operations takes this approach in two ways: First, it is explicitly designed to maximize the use of chokepoints and the littorals, making its planning assumptions dependent on the terrain, its physical characteristics, and regional significance. For example, EABO provides a frame to understand where SIF could best operate and maximize the effect of their contribution to campaign operations across the competition continuum. Second, it assumes a certain level of austerity in its operating areas and proposes several methods in the planning process to overcome this issue. Marines may be operating in materially bereft areas devoid of much infrastructure but still must complete complex tasks as part of the overall naval commander’s campaign. 

What EABO requires of Marines, then, is ambitious. Task groups will be part of a larger interservice and multi-domain campaign, protracted and complex in its efforts to counter an adversary’s military strength or perform a variety of tasks in a minimally permissive environment—colloquially thought of as grey-zone activity. Although this campaign can be decisive, it will require interservice planning and execution at a level far more advanced than the Joint Force’s recent practical experience. Expeditionary advanced basing operations are also meant to be complemented by distributed maritime operations, a core Navy operating concept that explores dispersed, lower-signature methods of sustaining the SIF and other forces performing EABO. The littoral operations area envisioned by EABO also notes the multitude of avenues logistics may have to take to sustain units in expeditionary locations across key coastal points.4 The local commander presiding over the littoral operations area will likely find themselves in a difficult information environment. In that scenario, the commander will need to lean on military intelligence professionals. 

The requirements for intelligence support for EABO demand long-term, strategic thinking, and analysis to assist commanders in setting conditions for success across all domains of national power to enable their mission.5 Marine intelligence with SIF in these areas would need to know not only the local environment and its human terrain but how that human terrain interacts with regional, provincial, and national-level political entities, and how the implications of such actions further or hinder national strategy. This awareness is necessary to maintain access, collect relevant intelligence, and inform the wider defense and intelligence apparatus assessing the macropolitical picture. Explicitly or not, the SIF and their intel components are going to be de facto envoys of the United States. This dilemma may not appear to be an intelligence professional’s concern, but the role of intelligence in a task-organized group performing in this environment is much more complex and the Marine Corps intelligence enterprise may not be set up to easily support this. The current structure of Marine intelligence is sufficient for tactical decision making at the squad-leader level but does not provide room for serious consideration of the joint military or national-strategic mission a unit may be a part of and how their military intelligence supports it. Intel Marines may not be trained to the standard EABO tentatively asks of them and therefore cannot credibly inform the joint commander’s decision-making cycle. 

The future operating environment presents new and unique challenges to Marines. Partnering with a host nation for EABO may provide logistical advantages in remote or impermissible environments, but they are also susceptible to adversary actions beyond military means. The information environment, for example, can be exploited by an adversary to denigrate a SIF’s host nation and convince them to reduce the SIF presence, eliminate it, or redirect it away from the geo-strategic, crucial areas it was designed to operate in, effectively removing the SIF ability to serve as a deterrent. Marines on the ground may be quickly outmaneuvered by adversaries if intelligence and commanders do not understand the follow-on effects of their own actions, necessitating skills at lower echelons to hasten decision making.6 The intelligence professional supporting a SIF must understand the political risk of operating in a partner-nation territory, what the limits are on SIF operations in its borders, and how to maintain a favorable information environment. Some of these issues are further expanded on in the reconnaissance/counter-reconnaissance concept updated for Force Design.7 

At its core, Force Design, to be effective, will need the military intelligence professional to move  beyond the wars of the past two decades. With the growing role and presence of information and grey-zone warfare, the future operating environment requires intelligence Marines to add the role of geo-strategist to their portfolio. This will ultimately empower them to inform, adapt, and execute ambitious concepts—taking a more active role in intelligence preparation of the environment, rather than a passive one. The military intelligence professional in the field, supporting EABO, will more than likely be a non-commissioned officer (NCO) or staff non-commissioned officer (SNCO); therefore, these Marines must be trained, equipped, and enabled to think strategically, incorporating analytic techniques, knowledge, and expertise previously not currently associated with their grade. By better training and educating intelligence NCOs, SNCOs, and commanders, Marines at these levels can operate more autonomously in austere environments to support the wider campaign and national interests in a crisis. 

The Marine Corps could leverage the professional military education institutions at its disposal to better integrate Marines with the intelligence and policy world preemptively, and build up a deep bench of regional subject-matter expertise and technical proficiency for the future fight. For building the Indo-Pacific geostrategic expert, the Marine Corps could work with professional military education-associated research centers like the China Maritime Studies Institute or the China Aerospace Studies Institute; alternately, it could develop its own research center and mechanisms for convening outside experts. Working with academia to further intelligence training would allow the Marine Corps to better support building a deeper bench of competent and capable intelligence NCOs and SNCOs. This would be the initial step in integrating them with the fleet and intelligence community—and having them ready and equipped for tomorrow. 

>SSgt Campbell enlisted in the Marine Corps in March of 2017 from Charleston, SC. Currently stationed in the National Capital Region, he studies Strategic and Organizational Communication. 

>>Mr. Long is a Non-Resident Fellow with the Brute Krulak Center on Innovation and Future Warfare, Marine Corps University. 

Notes

1. Headquarters Marine Corps, Tentative Manual for Expeditionary Advanced Base Operations, 2nd Edition, (Washington, DC: 2023). 

2. Art Corbett, “Expeditionary Advanced Base Operations (EABO) Handbook, Version 1.1,” Marine Corps Association, June 1, 2018, https://www.mca-marines.org/wp-content/uploads/Expeditionary-Advanced-Base-Operations-EABO-handbook-1.1.pdf. 

3. Zbigniew Brzezinski, “A Geostrategy for Eurasia,” Foreign Affairs 76, No. 5 (1997).

4. Tentative Manual for Expeditionary Advanced Base Operations.

5. Ibid; and Headquarters Marine Corps, MCDP 6, Command and Control, (Washington, DC: 1996). 

6. MCDP 6. 

7. Headquarters Marine Corps, Force Design 2030–Annual Update, (Washington, DC: 2023). 

>Authors’ Note: Their views are their own and do not reflect the opinions of the Marine Corps or the DOD. 

We Are Currently in the Most Dangerous Period of Force Design 2030

Balancing readiness and modernization

Divisions between the Marine Corps and Navy, divestments for Force Design 2030, and a rapidly rising China have created a situation that threatens the ability of the Marine Corps to be able to complete its mission. While Force Design 2030 is still in the transition phase, the Marine Corps needs to find a way in the here and now to be able to respond to a diverse array of potential threats, vastly increase its cooperation with the Navy, and be able to meet the needs of the country as its premier force in readiness. 

At the start of the Ukrainian-Russian war in 2022, European Command asked for a Marine Corps Amphibious Readiness Group (ARG) to deploy to Europe to be a deterrence to the aggression that was rapidly unfolding. However, the Marine Corps was unable to fulfill that request. The ARG—comprised of USS Kearsarge (LHD-3), USS Arlington (LPD-24), and USS Gunston Hall (LSD-44)—were unable to be deployed until a month after they were asked to, with the latter ship still arriving later than the first two due to maintenance issues.1

Even more recently, the Commandant of the Marine Corps testified that the Marines were unable to send a crisis response force to Turkey after the disastrous earthquake because we did not have the ships, saying, “We didn’t have a Marine Expeditionary Unit, a MEU, nearby that could respond … I owe the Secretary of Defense, the President—we Joint Chiefs owe them options … all the time. Here, I felt like the best option, we couldn’t offer them because we have the Marines and the equipment and they’re trained, we didn’t have the ships.”2 Here, the Commandant is explicitly admitting that the Marine Corps has fallen short of the Nation’s expectations of them.

These two cases are concerning symptoms of a larger problem at bay in the Marine Corps and the Navy—and they hold clues about the readiness of our Service to counter the rising threats in both Europe and the Indo-Pacific region. Without a doubt, the MEU and the ARG are the core of the Marine Corps’s capability. These allow the Marine Corps to be the President’s crisis response force, a capability none of the other conventional Services have. A great example of everything offered by the MEU is in 1983 when a MEU headed to Beirut diverted halfway through its journey and conducted an invasion of Grenada to help save American students. Immediately after, they proceeded directly to Lebanon, where they assisted in humanitarian operations.3

The flexibility and versatility offered by the MEU, to rapidly transition from one mission to the next seamlessly, is the great strength of the Corps. But the Marine Corps can be the Nation’s crisis response force for one reason: American sea power. Marines embark on Navy amphibious assault ships, land on beaches using Navy LCUs and LCACs, and conduct flight operations off Navy flight decks using Navy landing officers. Thus, American sea power and the ability of the Marines to project power requires having the requisite number of ships. Without them, Force Design 2030 simply cannot take shape.

The threats facing this country are modern and rapidly evolving. President Xi has instructed his country’s armed forces to be ready to invade Taiwan by 2027, with some reports indicating that they could invade as early as 2024.4 Yet, the equipment the Marine Corps needs to counter a potential conflict is not operationally ready, and the Navy and Marine Corps are at an impasse as to who should provide it for them. The end product of Force Design 2030 creates a lighter, more mobile, faster responding Marine Corps capable of operating as a stand-in force inside the enemy’s weapon engagement zone.5

However, Force Design 2030 only works if they have the ships to do so. Divesting our tanks and reorganizing our artillery, aviation, and infantry to meet the needs of the coming threats are correct. However, this requires the Navy to have ships that are both practical and survivable in a contested area to bring Marines to the fight. For the last twenty years, the Marine Corps has been in sustained land combat, operating well away from the littoral zone in two landlocked countries. Those who criticize Force Design 2030 fail to see that the last twenty years of sustained land conflict have driven this divide between the Marine Corps and the Navy, and now we see the result of that. As such, the partnership with the Navy has been eroded and summarily forgotten in many regards.

There is now a divide between what the Marine Corps needs and the priorities of the Navy. This is illustrated in the fact that the number one item on the fiscal year 2023 budget request of the Marine Corps is amphibious warships, yet amphibious landing ships are being retired faster than they can be procured. Landing Dock Ships (LSDs) are on track to be entirely out of service by 2027. Additionally, the Navy has stated that the San Antonio-class amphibious transport dock-32 (LPD-32) would be the last LPD produced and they would be ending that line of ship, a line which was initially expected to go until LPD-42.6 The former Commandant of the Marine Corps, Gen Berger, stated that the requirements of the Marine Corps is 31 amphibious assault ships, whereas this current plan to end the line of LPDs and LSDs would bring that number down to 25 in the coming years, leaving the Marine Corps at least 6 ships short of being mission capable.7 Obviously, the Navy must make budget choices, and rightly so. The nuclear navy, including our submarines and carriers, rightly takes many resources and financing to acquire and maintain. However, the Navy should also understand that their relationship with the Marine Corps is symbiotic; it is not a zero-sum game.

Money invested in the Marine Corps is not necessarily money lost for the Navy. The Navy is not simply driving the Marines across the ocean and dropping them off on an island to conduct independent running operations. The actions the Marine Corps will be taking will help to protect naval shipping, including providing bases on which to refuel, and provide a defense in depth that will serve to protect our biggest naval assets like our carrier fleet. From the expeditionary advanced base operations handbook itself,

In order to enhance the speed of deployment and minimize infrastructure and logistical support requirements, Expeditionary Advanced Base Operations (EABO) will exploit passive defenses to the degree prudent and practical. Dispersion, decoys, cover, camouflage, and concealment will all be maximized to preclude effective enemy targeting of EAB-hosted assets.8

We see incredibly similar messaging that mirrors this within the Marine Corps’ own warfighting doctrine, MCDP 1, where it says, “We avoid enemy strength and focus our efforts against enemy weakness with the object of penetrating the enemy system since pitting strength against weakness reduces casualties and is more likely to yield decisive results.”9

This is exactly what EABO is intended to do. The nature of warfare has changed. With the onset of 21st-century weapons such as hypersonic (carrier killer) missiles, an aircraft carrier anywhere within that weapons’ engagement zone presents an inviting target. Operating inside that weapons engagement zone, we seek to disrupt the enemy’s system and out cycle the enemy—with the goal of avoiding taking casualties ourselves and inflicting maximum casualties on the enemy. China itself has even taken notice of this, admitting that the EABO concept will create, “a dense, multi-directional intersecting kill zone over large areas west of the island chain.”10 This EABO concept will help to navigate and hopefully avoid a potential war of attrition in the South China Sea where instead of trading an aircraft carrier for an aircraft carrier, our naval forces can cycle at a higher tempo and outmaneuver the adversary before becoming targets themselves. 

This begs the question, how can the Navy and Marine Corps team better cooperate to achieve mission readiness while meeting both the needs of the Marine Corps as well as all the other needs of the Navy? Eastern Europe is already at war, and as such, the timeline to become mission-ready is rapidly dwindling. Training in the Navy and Marine Corps must change to reflect the cohesion necessary in the coming fight. Expeditionary advanced base operations create a web of information, which is shared continuously between Marines, ships, satellites, aircraft, and commanders to better shape the battle space. However, this requires new tactics, techniques, and procedures, which means the Navy needs to understand Marine Corps capabilities and the Marine Corps needs to understand Naval capabilities, specifically, ship-related capabilities. The Navy cannot support the Marine Corps if they misunderstand our capabilities, and likewise, the Marine Corps cannot provide the Navy with the intelligence and data that they will need if we do not understand the operational requirements—in other words: the how we fit into the bigger picture. Currently, at The Basic School, hands-on training with the Navy is limited to an amphibious exercise, which is one day in Norfolk, VA. However, the interaction is limited to LCACs, LCUs, and LSDs. If we are expected to be integrating extensively with the Navy, however, it would be beneficial for young Marine officers to also be exposed to and learn the capabilities of Naval warships, such as cruisers and destroyers, as well all types of other amphibious assault ships.

In short, we need to know what the Navy needs to complete its mission. They should also have a deeper depth understanding of how those forces are employed, and how they work to support amphibious operations. This would allow young officers to get a better understanding of what the future battlespace may look like. Additionally, a majority of our guest speakers have all been Marine Corps generals and officers. If we are a naval force in readiness, then more Navy officers need to be included in these discussions so we can ask questions, and therefore better learn from them, and they learn from us. Joint interactions allow us to better understand each other capabilities and missions, which help to drive cooperation.

Lastly, The Tentative Manual for Expeditionary Advanced Base Operations should be required for reading and discussion at The Basic School and concepts from that should influence the curriculum at MOS schools, especially the schools that are highly impacted by this, such as logistics, artillery, infantry, intelligence, and air defense. The bridge between the Navy and Marine Corps needs to be seamless for Force Design 2030 to work as intended, and as officers at The Basic School, at the very least we can do our part to make sure that happens.  

This transition zone is both an exciting and a dangerous time for the Navy and Marine Corps. The less time spent in this area of transition, the better. Just like in the transition from the offense to the defense, we are at our most vulnerable if we spend too long in this phase. If China closes its shipping lanes tomorrow, if Russia starts to drop bombs on Poland, or if Iran decides to flex its nuclear muscle, does the United States have the ability to respond? These questions must be answered, and if necessary, a hard look in the mirror must be taken. This response will require intestinal fortitude in the highest level of leadership. It will require admitting in front of Congress, the Nation, and most importantly, our fellow Marines that our force is not yet ready. The reputation of the Marine Corps was not given to us just by being Marines. It has been earned over many generations, and any time that we do not live up to that reputation we disrespect those who came before us and gave the highest devotion to duty. From the lowest level to the highest, there must be a sense of urgency in fixing these current issues of our operational shipping capability, and our lack of Navy/Marine Corps team mentality so that we give our Marines and our sailors the best to survive and win on the 21st-century battlefield. If we do not, the next force design’s lessons will only be written in blood by the failures of this one.

>1stLt Smith is a Student Naval Aviator currently assigned to Training Squadron 2 (VT-2) Doerbirds at NAS Whiting Field. He graduated from the University of Arizona in 2021 and graduated from The Basic School in May 2023.

Notes

1. Mallory Shelbourne, “Marines Couldn’t Meet Request to Surge to Europe Due to Strain on Amphibious Fleet,” USNI News, April 26, 2022, https://news.usni.org/2022/04/26/marines-couldnt-meet-request-to-surge-to-europe-due-to-strain-on-amphibious-fleet.

2. Conor M. Kennedy and Scott E Stephan, “The PLA Is Contemplating the Meaning of Force Design,” Proceedings 149, No. 4 (2023).

3. Gary Wilson, William A. Woods, and Michael D. Wyly, “Send in the Marines? Reconsider Force Design 2030 Beforehand,” Defense News, Defense News, August 22, 2022, https://www.defensenews.com/opinion/commentary/2022/08/04/send-in-the-marines-reconsider-force-design-2030-beforehand.

4. John Culver, “How We Would Know When China Is Preparing to Invade Taiwan,” Carnegie: Endowment for International Peace, October 3, 2022, https://carnegieendowment.org/2022/10/03/how-we-would-know-when-china-is-preparing-to-invade-taiwan-pub-88053.

5. Gen David H. Berger, Force Design 2030, (Washington, DC: 2020). 

6. “Marines Couldn’t Meet Request to Surge to Europe Due to Strain on Amphibious Fleet.”

7. Ibid. 

8. Art Corbett, “Expeditionary Advanced Base Operations (EABO) Handbook Version 1.1,” Marine Corps Association, June 1, 2018, https://www.mca-marines.org/wp-content/uploads/Expeditionary-Advanced-Base-Operations-EABO-handbook-1.1.pdf.

9. Headquarters Marine Corps, MCDP 1, Warfighting, (Washington, DC: 1997).

10. “The PLA Is Contemplating the Meaning of Force Design.”

Positional Warfare

Prospects for Ukraine in 2024–2027

The Road to Here
Three years into the Ukraine War, it is worth recalling the breathless American and European estimates of Ukrainian collapse, including from then-Chairman of the Joint Chiefs Mark Milley and President Joseph Biden.1 Germany and France reacted with a combination of disbelief and wish-casting. Germany wholly discounted the prospects of an invasion.2 This explains the volte-face that characterised Olaf Scholz’s Zeitenwende speech on 27 February, when per American estimates, Russian troops should have been in Kyiv.3 A serious French intelligence failure did occur, but France clearly viewed Russian aggression as a political opportunity, hence Emmanuel Macron’s high-speed dashes to Moscow.4  It is a testament to Macron’s political instincts that Macron ultimately transformed France’s strategic position, making it a crucial rhetorical supporter of Kyiv’s independence and European alignment.5 American intelligence failure was more explicable in one respect: the Russian campaign plan did very nearly succeed.6 Russia’s multi-axis assault, intelligence preparation, and country-wide air campaign were designed to overwhelm Ukrainian decision making, allowing Russian paratroopers to hold Hostomel Airport and Russian armored forces to enter Kyiv by 25 February. The Ukrainian military would dissolve into disconnected units that could be encircled and mopped up over the coming weeks, while the Russian Special Services would begin population control measures to occupy the country. Russia’s failure stemmed partly from planning complexity, much like Graf Schlieffen’s planned single-wing envelopment of French forces. Graf Moltke did weaken the right wing of the envelopment, but his moves never actually decreased German combat power on the right.7 But despite its theoretical merits, the Germans ultimately failed because of a number of friction points, primarily the need to neutralize Liege in 48 hours, conduct a high-speed advance through France on foot, and maintain momentum despite encountering battles. In the event, the third factor spoiled the operational plan. Much like Valery Zaluzhny and Oleksandyr Syrskyi assembled a defense of Kyiv after the shock of war dissipated, Joffre’s decision to drive forward and disrupt the German advance broke the battlefield theory of victory.8

Western planners should have understood the dangers of an overwrought, hyper-intellectualized view of battlefield maneuver.9 Even though Russian forces had pushed over the Irpin River, the capital remained in a defensible position, particularly since the Desna River narrowed Russian options in the east and the Dnipro prevented direct assault from the north. Moreover, absent the intelligence penetration that enabled Russia’s southern advances, there was little chance of Russian forces rapidly capturing urban areas. Hence Kharkiv, Sumy, and Chernihiv all resisted despite Russian encirclement, pressuring Russian supply lines running and forcing Russia to choose between an assault on the capital or methodical high-casualty urban combat elsewhere.10

Unsurprisingly, 2022 was a year of operational movement. Most wars begin with a movement phase. Even the World War, a partial exception, proves the rule: the Phoney War from September 1939 to May 1940 was a strategic interlude, finally broken with a rapid maneuver campaign.11 Indeed, the Wehrmacht’s Fall Gelb is also illustrative in the Ukraine case.12  Ukraine and Russia have fought since 2014 over the Donbas, generating well-constructed, multi-layered fortifications along the line of contact.13 Assaulting these locations is difficult and costly, as Russia’s combat record demonstrates: it took Russia three months to capture Severodonetsk, six months to take Bakhmut, and six months of concerted combat after a decade of war to take Avdiivka. Much like the Wehrmacht’s General Staff in 1940, the Russian General Staff generated an aggressive operational plan that bypassed positional defenses. Yet, even the World War, a supposed maneuver war, had static stretches, including German and British minefield breaching operations, Soviet-German see-saw engagements around Moscow, brutal frontal assaults against trenches in Italy, and the costly U.S.-UK punch through the Siegfried Line.14

The Ukraine War’s positional-movement dynamics are similar. Ukraine staged three counteroffensives in 2022: a limited operation in Kharkiv that broke Russia’s siege, a broader Kharkiv operation that liberated 12,000 square kilometers of territory, and a more methodical operation in Kherson that threw Russian forces back over the Dnipro. Yet, since that point, there has been little to no movement, and not for lack of trying. Russia has executed two major offensives, a winter-spring 2022–2023 offensive that sought to capture Vuhledar and Bakhmut, and the winter 2023–2024 offensive against Avdiivka and Kupyansk. Neither has resulted in a major operational change, and both have imposed enormous losses on Russian forces. Ukraine, meanwhile, launched a major offensive June–September 2023, which failed to deliver operationally significant gains at obvious cost.

Western military and security officials repeatedly anonymously criticized Ukrainian strategic and operational decision making during the 2023 offensive.15 Ukraine, of course, largely disengaged with Western advice after the opening phase of its offensive, rapidly judging after the failure of its first breakthrough attempt against Robotyne that Western advice was irrelevant considering combat conditions.16 For example, the West has never fought a war under mutual air denial, limited but prised long-range strike capacity, and the acceleration and fusion of reconnaissance-strike and reconnaissance-fires complexes, all with a mass-mobilization army. Indeed, no Western country has executed a combined-arms breakthrough operation of the type Ukraine attempted since the World War or defended against one since the Vietnam War.

What, then, are the conditions that Ukraine faces? How can the advice and support effort be better calibrated to assist Ukrainian strategic planning and operational work? What might this tell us as a diagnostic for the battlefield and European policy over the next three years?

Positional Warfare
American advice and support missions have largely failed since Vietnam and notably failed in Iraq and Afghanistan.17 In the latter two cases, the United States refused to create a military organization that actually matched tactical and strategic requirements. The United States excels at Special Operations Forces (SOF) support. In Afghanistan and Iraq, U.S.-trained SOF were, and in the latter case remain, the backbone of state combat capacity.18 Ruthlessly deployed as assault infantry with extensive U.S. enabling capabilities behind them, local SOF tactically outfought any adversary. But the issue was strategic. Absent an American-sustained support network around them, Iraqi and Afghan SOFs lose combat effectiveness. In the Afghan case, this led to the regime’s collapse: absent air support, the Afghan National Army SOF were overwhelmed once the United States ended its sustainment mission.19

We arguably see a similar pattern in Ukraine. The closest contact between the U.S. military and the Ukrainian military prior to February 2022 came in SOF training missions.20 U.S. operators have spoken since 2022 of their lack of surprise at Ukrainian success—their view of the Ukrainian military, for bureaucratic reasons, was never transmitted to higher command or to net assessment and combat forecasting teams.21

Yet, bureaucracy alone does not explain the shortcomings of American and allied perceptions of the Ukrainian-Russian military balance, or difficulties in the advice and support mission. Bureaucratic inertia matters: Western-trained Ukrainian soldiers did receive high-quality combat medical instruction, but their trainers, never having fought on a UAS-saturated battlefield, did not provide coherent tactical and operational guidance that applied to the Ukrainian battlefield.22

Understanding the gap between the American advice and support mission and the realities of the battlefield requires a return to military theory. Specifically, we need to understand the character of positional war, to which the Ukrainian battlefield has evolved, and from there, build out a series of analytical inferences and programmatic recommendations.

The recently relieved Valery Zaluzhny’s Economist piece last November offers a useful but incomplete starting point, particularly since he patterned his essay off Soviet military-theoretical models.23  His analysis centered upon the interlocking character of UAS, air defense, mines, electronic warfare, and counter-battery fire. When combined, they create a nasty problem for the attacker—dense minefields slow the attacker, persistent UAS surveillance identify attacking units rapidly while effective electronic disruption, counter-battery fire, and air defenses limit the offensive battlespace isolation. A breakthrough is possible with sufficient mass, but training and equipping that mass is difficult. Moreover, the combat power benefits of mass decline on the Ukrainian battlefield when massed forces are discovered and thereby attacked and destroyed, a reality Ukraine has amply demonstrated through its use of precision-guided munitions.

Zaluzhny’s piece is a relevant starting point because it identifies the fundamental positional logic of the Ukraine War. But Zaluzhny, to his detriment, never explicitly defines a positional war. This generates a significant difficulty since the term itself is not thoroughly defined elsewhere.

Anglo-American military thought often conflates position with attrition.  Attrition, in turn, is charged with significant negative implications. A war of attrition is often contrasted with a war of maneuver. The former is an unsophisticated slugfest akin to that of the Great War’s Western Front, in which materiel production and political resilience outweigh factors of military command.24 The latter is a model of military art, akin to Napoleon’s campaigns, in which tactical skill and aggression combine to create real examples of strategic and operational leadership.

The American bias toward maneuver over attrition is odd considering American military history. The greatest U.S. supreme commanders of the 18th and 19th centuries, George Washington and Ulysses Grant, were both masterful attritional fighters. Washington’s genius was in the retreat. While better-trained and equipped British forces won major engagements, Washington executed multiple successful retreats that preserved the bulk of Colonial forces. This was undoubtedly an attritional approach: by wearing the enemy down, Washington created the conditions for a more equitable strategic balance. Grant, meanwhile, embraced the logic of attrition. His Overland Campaign involved constant pressure on Robert E. Lee’s Army of Northern Virginia, compelling it to give battle multiple times in just a few weeks, ultimately locking the Confederate forces into a brutal static war they could not win. William T. Sherman, the third great general of the American tradition, fought an equally attritional war in the Confederacy’s heartland, slicing it in half and destroying its war-making capacity through his March to the Sea and subsequent Carolinas Campaign.

Moreover, the American military tradition lacks, in several fundamental respects, the concept of strategy given the United States’ commanding economic capacity. With the partial exception of the War of 1812, the United States has never engaged in a conflict from a position of structural weakness. The Confederacy did take with it well-trained officers and U.S. cotton production, but the Union’s industrial-mercantile northeast gave it a dominant advantage. Imperial Spain in 1898 was decaying. In 1917 and 1941, the United States did face significant adversaries, but America held advantages in population, industrial production, and resource wealth. Hence Franklin Roosevelt’s fundamental supposition, prior to December 1941, that ultimately American policy was simply to engage in the fight given its natural advantages.

The American strategy is, therefore, logistics, the skill of translating industrial capacity and population into combat power, and subsequently sustaining forces during engagements. This is an all-to-often neglected aspect of military science. However, it does not provide the American military practitioner with great fodder for theoretical inquiry.

The American tradition largely reaches to its German counterpart for examples of tactical military excellence. This began immediately after the World War, with the U.S. Army’s rational insistence upon debriefing German armored officers. Samuel Huntington’s The Soldier and the State solidified the trend. It takes the Prussian-German General Staff as its modern civil-military model, viewing the military officer as a professional dedicated to the rational political control of violence.25

Tactically and operationally, American military art emphasizes initiative, aggression, and the application of superior firepower and simultaneity between armor, artillery, and airpower, today coupled with cyberspace operations to collapse enemy cohesion and win a rapid, decisive victory akin to DESERT STORM or IRAQI FREEDOM. The Marine Corps equally embraced maneuver warfare and arguably drove beyond the Army’s obsession with it by the 1990s.26

This view self-evidently embraces maneuver warfare for partly self-serving reasons. Maneuver engagements are expressions of true military skill, embodied by Patton, Guderian, or Rommel—but they also keep wars short, crucial for U.S. democracy. Moreover, U.S. political authorities, per Huntington’s model, provide general objectives, while the military identifies the most rational combat solution to the problem presented. The military commander becomes capable of challenging the political leader on ostensibly objective military grounds, thereby abdicating responsibility to understand the totality of the combat environment in a manner Clausewitz would find inexplicable.

Yet, the dichotomy between attrition and maneuver, while common in American and Western military thought, is unhelpful intellectually. For one, attrition is the basic state of conflict, both from combat realities and due to Clausewitz’s friction.27 For another, the maneuver paradigm has prevented American strategists from coherently linking ends and means. By overwhelmingly emphasizing American combat methods, U.S. maneuver warfare departs from the contextual factors, political and military, that actually color combat.

The Soviet tradition conceived of maneuver and attrition rather differently. Most valuable is the work of AA Svechin, the first—and arguably the most intellectually coherent—of Soviet theorists.28 His text Strategy counterposes not attrition and maneuver, but attrition and destruction, the latter being a form of war in which the object is the destruction of the enemy’s combat capacity in direct engagements, the former being any other way of prosecuting an armed conflict. Svechin’s point is to demonstrate the limited context under which a war of destruction may be waged.

Historical comparison in military arts is difficult, hence Clausewitz’s demand that analogy should be sought from cases near in time.29 War is a political phenomenon, hence its nature is by necessity fixed, as is the nature of politics. But the character of politics, namely the organization of the political unit and the sorts of political and economic technologies employed, change over time, as does the character of warfare. The period of late 18th and early 19th century warfare thus marked the high point of the destruction approach, exemplified by Napoleon. Army size greatly expanded by the late 18th century due to changes in political technology and sustainment, but communications and transportation limits meant that tactical engagements could retain a direct link to strategy. Moreover, the 18th and early 19th-century state was personalized and post-feudal, not bureaucratic. Napoleon could win transformational victories because his enemies, as sovereigns or near-sovereigns, commanded their forces in combat, creating a direct link between the tactical and the political. This explains Napoleon’s success at Austerlitz, Jena-Auerstadt, and Wagram: in each engagement, he defeated an enemy sovereign and was, therefore, able to impose a peace. By contrast, Napoleon’s ultimate defeats from 1812 to 1815 stemmed from his inability to generate political effects from tactical victory. Borodino lacked it, while even Napoleon’s victories during the German Campaign were never overwhelming enough to achieve political reverberations. Subsequent examples of tactical engagements with direct political effect do exist, namely the Prussian victory at Koniggratz and the German victory at Sedan. But there are obvious differences between these victories and that of Austerlitz and Wagram. For in neither case did defeat lead to immediate enemy capitulation. After Koniggratz, it took Bismarck’s restraint to end the war on favorable terms. The French fought on for a year after Sedan, despite Napoleon III’s abdication.

Svechin grasped that the Great War’s brutality was a result of this loss of the tactical-political link that dominated the age of linear tactics.30 The battlespace had expanded in width and depth, through a combination of societal mobilization, advances in communications, and the advent of indirect fire artillery to necessitate an organizing principle for combat well beyond that of individual engagements. The Prussian General Staff model did provide some help, particularly with Scharnhorst and Gneisenau’s political emphasis—an approach Prussian military genius Graf Moltke the Elder missed. However, the Prussian model did not successfully provide a logic for large-scale modern combat. Svechin’s objective was to demonstrate that, rather than emphasizing a decisive point and harmonizing all efforts toward that goal, modern war would typically be a societal contest of attrition in which victory would go to the side capable of winning the final engagement, not the first one.31

Svechin’s understanding of positional warfare is couched within these terms.32 All wars have either offensive or defensive aims, which often change through a conflict, as tactical actions have strategic reverberations that compel a shift in political goals. A positional war occurs when at least one side adopts, even if temporarily, defensive objectives and digs in, creating Western Front-style layered fortification systems. Although offensives remain possible, a well-constructed defense requires excellent planning to conduct a breakthrough and exploitation operation at a high cost to the attacker. We can see this logic in action during the Soviet offensives from 1943 to 1945, when the Soviets were able to maintain the operational momentum from Kursk to Berlin through the careful management of reserves and staging of attacks, thereby preventing the Wehrmacht from reconstituting a stable defensive line.

Svechin distinguishes between two types of positional offensives, those that are conducted still under positional conditions and those that break a positional war and return it to conditions of manoeuvre. His examples for the former include some of the highest-cost battles in human history, namely Verdun and the Somme.

Transforming a positional battlefield into a manoeuvre one therefore requires immense effort and careful planning. Svechin’s analysis is instructive on the conditions necessary to prepare a positional offensive. There are two fundamental mistakes a commander can make in a positional war. First, a positional commander can reduce strategic and operational questions to those of logistics, viewing the positional fight as a contest with a static adversary that hinges upon production. Positional combat does demand a materiel focus. Yet, war is a non-linear and human phenomenon, requiring focus on far more than just materiel factors.

Second, and more dangerously, a positional commander can retain an unwarranted commitment to the offensive. Under maneuver conditions, commanders often decline the offensive, falling back to positions in the hope of making an enemy fight on unfavorable ground. This impulse, in Svechin’s view, is often taken to the extreme, although there is some good sense in it: had Lee followed it during the Gettysburg Campaign, the Army of Northern Virginia might well have retreated with its forces intact and compelled the Army of the Potomac to follow. However, under positional conditions, the scale of planning, coordination, and sequencing necessary for a breakthrough demands preparation beyond a single engagement or scrap of ground. But positional commanders rapidly become wedded to the ground upon which they fight, creating a dynamic where each side leans on the other.33

Commanders maintain positions on unfavorable ground to use them for a future offensive, even if eminently defensible territory exists just a few hundred meters behind the current front line. Limited positional offensives can succeed with proper patience and planning to unpick an enemy defensive system. But positional conditions demand the careful accumulation of resources for an ultimate offensive, with force preservation and the limitation of adversary attrition being the tactical priority.

Attrition and Decision
The Ukraine War is locked in a positional phase, with fortifications dominating the battlefield. The question, however, is whether Ukraine or Russia has any prospect of breaking the war’s positional character or whether or not the contest will continue in this manner until external political factors compel one or both parties to change their strategic calculus and accept a settlement.

Russia and Ukraine face distinct geographic problems. Viewed purely economically, and bracketing diplomatic issues and political pressure, Ukraine could accept a peace that ceded most occupied territory to Russia. Prior to 2022, Ukraine had already moved much of its industrial production away from the Donbas. Russian gains do jeopardize both Kharkiv and Zaporizhzhia, but Ukraine can shift production elsewhere. Moreover, Ukraine has successfully reopened the Odesa port and expanded its rail links to Romania, reducing its reliance upon Kherson and the Azov Sea ports of Mariupol and Berdyansk.

Russia, however, cannot conclude a peace in this fashion. It lacks a wide enough land corridor between the Donbas and Crimea to maintain coherent logistics under Ukrainian pressure, as the war has demonstrated in ample fashion. In the east, it lacks an anchor for defensive lines by virtue of geographic chance, as well as sufficient strategic depth. Ideally, the Oskil and Siverskyi Donbets would anchor the line in the north, while at minimum Slovyansk and Kramatorsk would anchor the line in the center.34 Ideally, Russia would push to the Dnipro, bisecting the country and establishing that as a long-term defensive shield from Ukrainian strikes in depth. Russia requires greater territorial gains to stabilize its strategic position, or it risks—much like from 2014 to 2022—facing an insoluble strategic problem that its regime seeks to solve through conquest.

Russia has clung to the tactical offensive with the exception of Sergei Surovikin’s command during late 2022 and the summer 2023 defense in the south. Russia’s offensive results have been remarkably poor—the Russian military has lost north of 300,000 men killed and wounded, has burned through nearly all of its high-end armored vehicle stocks, and has turned to North Korea and Iran to provide it with ammunition. The difficulty is that absent a long refit period, better command-and-control structures, and improved planning, Russia will struggle to conduct and exploit a major breakthrough despite its materiel superiority.

Svechin provides two points of additional reference for commanders in a positional, attritional war. This war is undoubtedly one of attrition for Ukraine, if not for Russia, since Ukraine is incapable, for political and strategic reasons, of conducting a destruction campaign.

First, in a war of attrition, the decisive point in a post-Clausewitzean sense does not exist.  Svechin does not mean that Clausewitz’s center of gravity is irrelevant—as authentically understood, Clausewitz’s center of gravity is not a physical piece of ground, but the nexus between moral cohesion, political objectives, economic capacity, and military power.35 In an attrition campaign, it is exceptionally difficult to identify a specific decisive point, because the objective is the overthrow of the enemy’s system. Hence per Svechin, the conditions for a decisive point must be created over time.

Second, in a positional war, the most crucial element of planning and operational art is the ability to manipulate enemy reserves. Positional defenses are extraordinarily difficult to break. If they are to be broken, the enemy must be corroded over time, with his forces divided, placed off balance, and attrited cumulatively to enable a final, decisive breakthrough that transforms the character of the war into one of destruction, rather than attrition.

Prospects
2024 will be a year of defensive planning, fortifying, and attrition. Russian resources are finite, and more specifically, broader economic constraints will begin to impinge upon Russian planning. Hence a successful strategy from Ukraine and the West must use this year to build combat capacity in anticipation of actions in the future.

Russia’s strategy is to buy time and keep up pressure in anticipation of a Western unraveling. Yet, it seems increasingly unlikely that this will occur. Aid is stalled in the U.S. Congress due to a combination of politicking and moral absurdity, for which blame is unevenly but collectively distributed between the Biden administration, House Republicans, and Congressional Democrats. However, the European powers look to have finally woken up. Ukraine has secured defense pacts with the UK, France, and Germany, while Central and Eastern Europe and Scandinavia are aggressively expanding defense production. Even if the United States abandons Ukraine, expanding European support and declining American leverage make this unlikely to end the war.

Russia, however, has a ceasefire as its objective for obvious reasons. The Russian labor market is already extraordinarily tight and tightening daily with more losses in Ukraine and subsequent conscription for the war effort. Military product quality has dropped as a result. Moreover, much of Russian production is instead refurbishment from Soviet stockpiles. This is enough to keep Russia in the fight, to be sure, and an old tank or artillery piece is just as deadly if employed en masse. Yet, attrition is cumulative—additional stresses on the system will unravel it.

General mobilization in Russia would place the Kremlin in an increasingly insoluble bind, particularly in light of solidifying European support for Ukraine. Russia is unlikely to win the ground war absent a period of reorganization, planning, and stabilization. But accepting this would require reducing front-line pressure, all as Ukraine executes public drone attacks embarrassing to Putin. Hence the pressure must be maintained.  However, this will demand greater mobilization—soon, given the sheer number of casualties Russia has taken. A mobilization will lead to another round of human and capital flight, squeezing an already tight labor market, and triggering another round of inflationary pressure.36 As the rouble depreciates, Russia will find it increasingly difficult to purchase foreign supplies, military and otherwise. This raises the odds of a domestic that Russia has continuously sought to prevent since February 2022. This crisis will destroy the state if left to fester long enough, demanding that Russia either win the war, a proposition beyond its capacity or pause the war, a move within its power if the Europeans do fragment.

Ukraine, meanwhile, must execute a well-organized active defense that inflicts severe casualties on Russia, forces it into a mobilization cycle, and maintains the pressure during that cycle to expand societal stress. Avdiivka is an example of this. Ukraine inflicted severe attrition upon Russian forces during the six-month engagement, committing several brigades, including 47 and 110 Mechanised Brigades, elements of 10 Mountain Assault Brigade, and other smaller units to the city’s defense, against a dozen Russian line brigades and regiments, likely a half-dozen territorial brigades, and a variety of Storm-Z units. The extraction from Avdiivka, conducted by the 3 Assault Brigade, came at a cost, including 200 stranded Ukrainian soldiers, while the 110 Mechanised Brigade in particular took a beating. But in return, Ukraine inflicted north of 30,000 casualties on the Russians, in exchange for around 6,000 Ukrainian dead and wounded—a rate of two Ukrainian brigades to around ten Russian brigades depending upon precise combat strength and combat medicine.

A slow, methodical defense during which Ukraine cedes ground in a careful, painstaking manner is the best way to inflict this degree of trauma upon the Russian military. Yet, the issue is a political one. Ukraine will lose more ground this year, as Russia hopes to press Ukraine back to Orikhiv in Zaporizhzhia Oblast and then take it, and drive Ukraine back over the Oskil in Kharkiv Oblast. Russia will trumpet every victory, especially in the lead-up to the November 2024 U.S. elections. It is up to Ukraine and its partners, in Washington and Europe, to cultivate the political will to recognize the reality of the battlefield.

Ukraine can win a positional war—if it fights smart.

>Mr. Halem is a PhD candidate in International Relations at the London School of Economics and Political Science, Senior Fellow at Yorktown Institute, Senior Fellow in Defence and the London-based Policy Exchange, and Title VIII State Department Black Sea Fellow at the Middle East Institute. He holds an Master of Arts (Hons) in International Relations and Philosophy from the University of St  Andrews, and an Master of Science in Political Theory from the London School of Economics.

Notes

1. Jacqui Heinrich and Adam Sabes, “Gen Milley Says Kyiv Could Fall Within 72 hours if Russia Decides to Invade Ukraine: Sources,” Fox News, February 5, 2022, https://www.foxnews.com/us/gen-milley-says-kyiv-could-fall-within-72-hours-if-russia-decides-to-invade-ukraine-sources; and John Bowden, “Biden Warned Ukraine’s President Kyiv Could Be ‘Sacked’ By Imminent Russian Invasion,” The Independent, January 28, 2022, https://www.independent.co.uk/news/world/americas/us-politics/biden-ukraine-kyiv-invasion-russian-troops-b2002442.html.

2. Michel Duclos, “War in Ukraine–France Needs to Reassess its Foreign Policy Options,” Institute Montaigne, June 8, 2022, https://www.institutmontaigne.org/en/expressions/war-ukraine-france-needs-reassess-its-foreign-policy-options; Bernhard Blumenau, “How Russia’s Invasion Changed German Foreign Policy,” Chatham House, November 18, 2022, https://www.chathamhouse.org/2022/11/how-russias-invasion-changed-german-foreign-policy; Justin Huggler, “Embarrassment as Head of German Intelligence Trapped in Ukraine after Failing to Foresee Invasion,” Telegraph, February 26, 2022, https://www.telegraph.co.uk/world-news/2022/02/26/embarrassment-head-german-intelligence-trapped-ukraine-failing; and Laura Pitel, “Robert Habeck Adds to Criticism of German Intelligence Blunders,” Financial Times, August 24, 2023, https://www.ft.com/content/cc0b1300-89fc-4df8-863b-f691e0aac758.

3. Bastian Gigerich and Ben Schreer, “Zeitenwende One Year On,” IISS, February 27, 2023, https://www.iiss.org/sv/online-analysis/online-analysis/2023/02/zeitenwende-one-year-on.

4. Maia de la Baume, “France Spooked By Intelligence Failures,” Politico, April 6, 2022, https://www.politico.eu/article/france-military-intelligence-failure-russia-invasion-ukraine; and Luke Harding, et al., “Macron Claims Putin Gave Him Personal Assurances on Ukraine,” The Guardian, February 8, 2022, https://www.theguardian.com/world/2022/feb/08/macron-zelenskiy-ukraine-talks-moscow-denies-deal-to-de-escalate.

5. Office of the President of Ukraine, “Agreement on security cooperation between Ukraine and France,” Office of the President of Ukraine, February 16, 2024, https://www.president.gov.ua/en/news/ugoda-pro-spivrobitnictvo-u-sferi-bezpeki-mizh-ukrayinoyu-ta-89005.

6. See Jack Watling, Oleksandr V. Danylyuk, and Nick Reynolds, Preliminary Lessons from Russia’s Unconventional Operations During the Russo-Ukrainian War, February 2022–February 2023 (RUSI: 2023).

7. Terence Zuber, “The Schieffen Plan Reconsidered,” War in History 6, No. 3 (1999).

8. Liam Collins, Michael Kofman, and John Spencer, “The Battle of Hostomel Airport: A Key Moment in Russia’s Defeat in Kyiv,” War on the Rocks, August 10, 2023, https://warontherocks.com/2023/08/the-battle-of-hostomel-airport-a-key-moment-in-russias-defeat-in-kyiv.

9. Napoleon’s campaigns provide ample evidence of this reality, particularly his victory at Austerlitz. See Frederick W. Kagan, The End of the Old Order: Napoleon and Europe, 1801–1805 (Boston: Da Capo Press, 2007).

10. See ISW’s tactical updates, 3 March 2022–30 March 2022, for a fuller analysis of the predicament facing Russian forces in northern Ukraine.

11. Winson Churchill, The Second World War, Volume 1: The Gathering Storm (London: Cassell, 1949).

12. Ernest R. May, Strange Victory: Hitler’s Conquest of France (London: MacMillan, 2001).

13. The only English-language assessment of the Donbas War from a military viewpoint is the Ukrainian National Defence University’s assessment.  See Ministry of Defence of Ukraine, The White Book of the Anti-Terrorist Operation in the East of Ukraine, 2014–2016 (Kyiv: 2016).

14. See William Schneck, Breaching the Devil’s Garden: The 6th New Zealand Brigade in Operation Lightfoot, the Second Battle of El Alamein (DTIC, 2005), accessed via: https://apps.dtic.mil/sti/citations/ADA447540. Unfortunately, the only version of this study is the linked one, which has a number of formatting errors, rather than a full-text PDF. The 300-page appendix is accessible as a PDF, but the original study is not. David Glantz and Mary Glantz, Zhukov’s Greatest Defeat: The Red Army’s Epic Disaster in Operation Mars, 1942 (Lawrence: University Press of Kansas, 1999); Ernest F. Fisher Jr., Cassino to the Alps (Washington, DC: U.S. Army Center of Military History, 1993); and Charles B. MacDonald, The Siegfried Line Campaign (Washington, DC: U.S. Army Center of Military History, 1993).

15. Washington Post, “Miscalculations, Divisions Marked Offensive Planning by U.S., Ukraine,” Washington Post, December 4, 2023, https://www.washingtonpost.com/world/2023/12/04/ukraine-counteroffensive-us-planning-russia-war.

16. For another example of snide criticism, see John Hudson and Alex Horton, “U.S. Intelligence Says Ukraine Will Fail to Meet Offensive’s Key Goal,” Washington Post, August 17, 2023, https://www.washingtonpost.com/national-security/2023/08/17/ukraine-counteroffensive-melitopol.

17. Rachel Tecott Metz, “Why Security Assistance Often Fails,” Lawfare, April 23, 2023, https://www.lawfaremedia.org/article/why-security-assistance-often-fails.

18. Jonathan Schroden, “Afghanistan’s Security Forces Versus the Taliban: A Net Assessment,” CTC Sentinel 14, No. 1 (2021); and David Witty, “The Iraqi Counter Terrorism Service,” Brookings, June 2016, https://www.brookings.edu/articles/the-iraqi-counter-terrorism-service.

19. SIGAR, Why the Afghan Security Forces Collapsed (SIGAR, 2023).

20. Adrian Bonenberger, “Ukraine’s Military Pulled Itself Out of the Ruins of 2014,” Foreign Policy, May 9, 2022, https://foreignpolicy.com/2022/05/09/ukraine-military-2014-russia-us-training.

21. See from the early war, Michael Lee, “The U.S. Army’s Green Berets Quietly Helped Tilt the Battlefield a Little Bit More Toward Ukraine,” Fox News, March 24, 2022, https://www.foxnews.com/politics/us-armys-green-berets-have-lasting-impact-on-fight-in-ukraine.

22. Jack Watling and Nick Reynolds, “Stormbreak: Fighting Through Russian Defences in Ukraine’s 2023 Offensive,” RUSI, September 4, 2023, https://www.rusi.org/explore-our-research/publications/special-resources/stormbreak-fighting-through-russian-defences-ukraines-2023-offensive.

23. Valery Zaluzhny, “Modern Positional War and How to Win It,” The Economist, November 1, 2023.

24. Pat Garrett and Frank Hoffman, “Maneuver Warfare Is Not Dead, But It Must Evolve,” USNI Proceedings 149, No. 11 (2023).

25. Samuel Huntington, The Soldier and the State: The Theory and Politics of Civil-Military Relations (Cambridge: Belknap Press, 1957).

26. Antulio J. Echevarria II, War’s Logic: Strategic Thought and the American Way of War (Cambridge: Cambridge University Press, 2021).

27. Carl von Clausewitz, On War, Michael Howard and Peter Paret (trans) (Princeton: Princeton University Press, 1974).

28. The edition of Svechin referenced is Alexander A. Svechin, Strategy, Kent D. Lee (editor) (East View Information Service, 1992). This edition is accessible as a PDF, but unfortunately it lacks page numbers. Section titles and subtitles are cited where appropriate to provide the reader with an idea of a specific quotation, although the interested reader will need to access the text independently to find the precise passage referenced.

29. On War.

30. Strategy.

31. Ibid. 

32. Ibid. 

33. Ibid.

34. As of this writing, Russia is engaged in an offensive to throw Ukrainian forces back over the Oskil. See Riley Bailey and Fredrick W. Kagan with Nicole Wolkov and Christina Harward, “The Russian Winter-Spring 2024 Offensive Operation on the Kharkiv-Luhansk Axis,” Institute for the Study of War, February 21, 2024, https://www.understandingwar.org/backgrounder/russian-winter-spring-2024-offensive-operation-kharkiv-luhansk-axis.

35. On War.

36. Anastasia Stognei and Polina Ivanova, “Russia’s War Economy Leaves Businesses Starved of Labour,” Financial Times, November 9, 2023, https://www.ft.com/content/dc76f0bb-cae2-4a3a-b704-903d2fc59a96.

More Effective Education and Training

The importance of the strategic concept

Effective military education and training do not take place in a vacuum. Rather, both are elements in a force planning strategy that implements the Service’s strategic concept.1 It is the Marine Corps strategic concept that defines and drives its education and training requirements, and those requirements should determine the architecture of its schools and curriculums. 

For its first one hundred years, the Marine Corps’ strategic concept required no formal education or training. Marines “were aboard ship to protect the ship’s officers and the vessel from the crew, many of which were or might be drunkards, malcontents, thieves, arsonists, thugs and mutineers,” and “were basically soldiers detailed for sea service whose primary duties were to fight aboard but not sail their ships.”2 This Service’s force plan centered upon ships’ detachments, which sometimes were used ashore to strengthen naval landing parties. 

This changed after the Mexican War (1848) with the Marines’ primary missions altered to that of going ashore to protect American lives and property, manning ship’s guns, and quelling civil disorder. These were still missions that could be accomplished by provisional battalions and regiments organized from Marines drawn from ship detachments and Marine Barracks, but these larger landing forces required some basic training, and new officers and enlistees were joined to Marine Barracks for a prescribed initial period of instruction.

As modern steel battleships were developed, a higher technical proficiency was required of crews, requiring more extensive naval training. This led to greater Navy professionalism and less need for a ship’s guard. Generally, Navy officers began to view Marine officers as their intellectual and social inferiors, and beginning in the 1890s, an influential cadre of Navy officers tried to eliminate Marines from ships altogether.3 The reform-minded Colonel Commandant Charles McCawley, who had seen his own position as Commandant reduced in grade to colonel from brigadier general, addressed the difficulties through a major reorganization of the Corps. As part of this reorganization, all of the 50 officers joining the Corps between 1881 and 1897 were Naval Academy graduates, promotion examinations were instituted for corporals and sergeants and included “reading, writing, and the simple rules of arithmetic,” and in 1885, the Navy Department published a Marines Manual: Prepared for the use of The Enlisted Men of the United States Marine Corps, ordering its distribution to all Marines having more than one year left on their enlistments.4 At Colonel Commandant McCawley’s insistence, the distribution of this manual “for enlisted men” was also distributed to all Marine officers. 

McCawley’s restructuring continued under Colonel Commandant Charles Heywood. On 1 May 1891, Colonel Commandant Heywood created the School of Application. Heywood located the school at Marine Barracks, Washington, DC, and put it under the direction of Capt D.P. Mannix assisted by SgtMaj Thomas F. Hayes. Colonel Commandant Heywood would also introduce mandatory examinations of officers and fitness reports.5

Unlike the commissioning of only Naval Academy graduates, the creation of the School of Application, the introduction of examinations, and the publication of a Marine Manual were changes in education and training tied to a force planning strategy. Restricting new officers to the ranks of Naval Academy graduates was an early form of joint professional military education (JPME), “grounded in the justification that officers need a common basis of knowledge with each other and with others in the national security community in order to operate effectively,” a justification of JPME that continues.6 

Lacking under McCawley and Heywood was a Marine Corps strategic concept. Unwanted, disorganized, flaying, and shrinking, the Commandants struggled to maintain the Corps as a separate Service within the Navy Department. It was the 1900 Navy Board that provided the Marines with a strategic concept. 

The 1900 Navy Board, under ADM George Dewey who had claimed that if there had been 5,000 Marines with which to garrison Manila in 1898 there would have been no Philippine Insurrection, formally changed the Marine Corps’ primary mission to defending bases in the Caribbean and off the Chinese mainland—creating what became known as the advance base mission.7 In 1908, President Theodore Roosevelt, no fan of the Marine Corps, tried to isolate the Marines from the Army and Navy ships with Executive Order 969 defining the duties of the Marine Corps, in order of priority, as:

  1. Garrison naval yards and stations inside and outside of the United States.
  2. Provide mobile defense for naval bases and stations outside the United States.
  3. Man static naval base defenses outside the United States.
  4. Garrison the Panama Canal.
  5. Provide expeditionary duty overseas in times of peace.8

For the first time since the era of sailing ships, Marines had a place within the national security apparatus to develop a strategic concept that would establish the Corps’ education and training requirements for the next forty years.

Despite all efforts to reduce Marines to yard guards, the Marines focused on other missions. In 1910, the Corps founded the Advance Base School in New London and created the Advance Base Force in 1913. The following year the First and Second Advance Base Regiments conducted the first advance base exercise on Culebra. 

As the Marine Corps focused on advance base operations, its missions of defending bases in the Caribbean and expeditionary duty overseas in times of peace took on new importance. Marines were called upon to fulfill President Theodore Roosevelt’s corollary to the Monroe Doctrine to intervene in the Caribbean and Central America to guarantee European financial interests. Initially, these interventions were peaceful; however, in 1915 the nature of these interventions changed when President Woodrow Wilson offered armed intervention to the Dominican Republic government to protect it from rebels—euphemistically referred to as bandits. “The policy had thus been extended from financial supervision to the necessary control to assure the maintenance of peace.” The issue of whether such armed occupations constituted an initiation of war was resolved when it was agreed, “If you land one section of the Army that is war.” But “you can land a Sailor or a Marine and it is not considered war.”9 In that single sentence, the Marine Corps expeditionary mission was solidified.

While on expeditionary duty in the Dominican Republic and Haiti, Marine Corps education and training would further evolve with the creation of regimental schools in 1922. In addition to valuable bush warfare and counterinsurgency training, these schools also provided Marines with communication and cooperation with aircraft training, marksmanship, using bayonets and grenades, and interior guard. Officers were further instructed in using aviation, artillery, naval gunfire, armored cars, and tactics. Enlisted men lacking general education competencies were enrolled in correspondence courses initially developed by the International Correspondence School (ICS) and delivered through the Marine Corps Institute (MCI).10

A different form of expeditionary duty saw Marines joining the American Expeditionary Forces (AEF) in France where, in addition to providing a Marine brigade for combat, Marines served at all levels of command across the AEF. John Lejeune commanded the Army’s 64th Brigade and three French regiments before taking command of the U.S. Second Division. Eli Cole commanded the Army’s 41st Infantry Division (First Depot Division), and Smedley Butler commanded Camp Pontanezen, a key chokepoint in the AEF’s Service of Supply. Field-grade Marine officers distinguished themselves in command and on the staffs of Army formations. Marine captains and lieutenants did the same leading Army units in combat.11

This experience, coupled with the continued Marine Corps occupation of Haiti and the Dominican Republic, shaped a new Service identity within the Corps. The Marine Corps had developed its own cadre of flag officers and had achieved success in organizing and commanding large formations. The Corps now had Marine Corps bases, independent of a naval yard or station, at Quantico and Parris Island. The Marine Corps began to think of itself as an independent Service within the Department of the Navy. To sustain this independence as a Service would require a significant shift in the strategic concept of the Corps. In January 1920, this shift in Service self-concept saw officer training moved from Parris Island and Philadelphia and formally reconstituted as Marine Corps Schools at Quantico. Also relocated to Quantico were the remnants of the Advance Base Force which had been left at the League Island Naval Yard under the command of temporary MajGen L.W.T. Waller, one of the Marine Corps’ most distinguished and colorful officers, who was too old and too incapacitated for service in France or the Caribbean. 

Initially, the curriculum of Marine Corps Schools “mirrored that of the Army’s staff school at Fort Leavenworth and the studies centered around Army doctrine, Army Organization, and Army problems.”12 With the exception of The Basic School, Marine officers were not required to attend Marine Corps Schools, and many elected to attend Army schools instead. Similarly, they could attend the Naval War College or the new Naval Aviation School, bypassing the Company Officers’ and Field Officers’ Course. Within the operating forces, Marines trained in amphibious warfare and advanced base operations with the Navy in Cuba, Hawaii, and Culebra. 

Meanwhile, the Marine Corps Schools used the Marines stationed at Quantico to enact large Civil War battles. Under the command of BGen Smedley Butler, the East Coast Expeditionary Force (formerly the Advance Base Force) conducted long field marches to enact large-scale re-enactments of Civil War battles, including Pickett’s Charge while at Gettysburg. In both field exercises and lectures, students at Marine schools were provided instruction on lessons learned in the American Revolution and Civil War.13 

For a Service whose self-concept was as an independent Service within the Department of the Navy, its education and training were lacking in both content and focus. This would change with the creation of a Division of Operations and Training within Headquarters Marine Corps, the individual scholarship of Marines such as Dion Williams, the publication of the Tentative Landing Operations Manual in 1934, and command of the Marine Corps Schools passing to James Carson Breckinridge.14

Col Breckinridge first commanded Marine Corps Schools from 2 July 1928 to 25 December 1929. Following service in China, BGen Breckinridge returned to Marine Corps Schools on 25 April 1932, with a reform agenda and the direction provided by his predecessor, the departing MajGen Commandant Lejeune:

There is a field in the conduct of war which can be properly covered only by Marines, and that is military operations connected with naval activities. Once ashore, there is no great difference between Army and Marine forces, but skillful execution of the vital operation of transfer from troopship to a safe position on the beach, of itself, justifies the maintenance of an efficient Marine Corps as an essential part of the naval establishment. 

The design of courses at the Marine Corps Schools should, therefore, have in view that the Marine Corps is not an Army but an essential part of the Navy to be employed for naval purposes and that emphasis on the education of its officers should be placed on the requirements of those purposes.15

Under Breckinridge, the curriculum of Marine Corps Schools—including its Extension School which included courses for non-commissioned officers—was revised with fully one-half of the instruction focused on advance base operations. For a time, Breckinridge closed the senior course to allow the faculty to participate in creating doctrine. In 1934, a change in the school’s course titles to the Amphibious Warfare Junior Course and Amphibious Warfare Senior Course was pushed by Breckinridge to reflect better what was being taught to Marines at Marine Corps Schools.

The Marine Corps strategic Service concept would be further refined under Commandants Russell and Holcomb as they prepared for war in the Pacific. Marine Corps training and education would continue to evolve as part of force planning. Outside of Marine Corps Schools, specialized training was taking place in aviation, the employment of supporting weapons, logistics, and fleet operations. By 1939, the Marine Corps, although understaffed, was prepared to expand quickly and conduct offensive operations in the Pacific. Its training and education programs had been an effective part of a force planning strategy that successfully implemented the Marine Corps’ strategic concept.

The five years immediately following the end of the Second World War were exhausted in various schemes for defense unification, all of which envisioned a substantially reduced Marine Corps—if such a Corps continued to exist. Even within the Marine Corps, a special board, the Advance Base Problem Team at Marine Corps Schools reported that within an atomic age of warfare, the World War II type of amphibious assault was dead. LtCol Victor Krulak, a member of The Advance Base Problem Team, said the report voiced:

a prospective military philosophy. It consists of thinking in terms of the next war instead of the last. This means starting with ideas, when you have nothing more tangible, and developing them into concepts, procedures, and weapons for the future.16

The work begun by the Advance Base Problem Team remains interrupted and unfinished.

On 5 July 1950, elements of the U.S. Eighth Army engaged the North Korean Army at Osan. By August, the Eighth Army and its allies had been pushed south into the 230-kilometer-long Pusan Perimeter. On 2 August, the First Provisional Marine Brigade, led by BGen Edward Craig, landed at Pusan, entering combat on 7 August. Marines were once again deployed as part of the Army and the work begun by the Advance Base Problem Team was interrupted.

During the Korean War, “Marine Corps Schools, Camp Pendleton and MCAS El Toro carried the main burden of training … the Schools for turning out junior officers, and Pendleton and El Toro for preparing and processing the steady flow of replacements. … By the end of the war, 60 percent of the Corps had traveled that path … Conspicuous in the Pendleton cycle was the ordeal of cold-weather training.”17

A similar scenario would take place on 8 March 1965, when the 9th MAB landed at Da Nang, South Vietnam. Again, the Marines would be placed under Army control, and a steady flow of reinforcements followed by replacements would travel through Marine Corps Schools, Camp Pendleton, and MCAS El Toro. “Two and Thru” Marines dominated the force, spending six months in training, followed by thirteen months in Vietnam and 90 days in garrison before an early release. The work of the Advance Base Problem Team was now forgotten, and its members retired.

Thirty-five years (1945–1975) of a policy of defense unification, major deployments as part of an American land army, and a continuously transitory force changed the Marine Corps Service concept. While Marines would continue to make landings in Lebanon, the Dominican Republic, Cambodia, and elsewhere, the Corps as an organization was adrift, moving away from its Service strategic concept and advance base and amphibious heritage. 

At the Marine Corps Development and Education Command, curriculums were revised to both confront and embrace these changes. At the Command and Staff College, its curriculum began to include topics “outside of its previous narrow Marine Corps and amphibious warfare focus.” Emphasis was now placed on statecraft, analysis of treaty obligations and restrictions, unified and specified commands, and the career potential of service “with departmental, combined, joint, and high-level Service organizations.”18 Envisioned as a sort of field-grade workshop, “a good portion of the student’s time will go into individual research projects, with corresponding free time for independent work written directly into the course syllabus.”19 “The Commandant of the Marine Corps also desired that the students be competitive; competitive not against each other, but against the high standards expected of a Marine officer.”20 Once again, the Corps was adrift with an unclear strategic concept, as was reflected in its training and education.

As the Marine Corps struggled to regain a Service concept other than that of the Nation’s better-prepared “second land army,” two visionary leaders were emerging. At Fleet Marine Forces Pacific, LtGen Louis Wilson was loudly arguing for modernization, insisting the Marine Corps should be a force in readiness—responsive and mobile while maintaining fast-moving, hard-hitting, seabased, air-ground task forces. In the same time frame, BGen Alfred Gray was changing Marine Corps training to emphasize large-scale maneuvers in desert and cold-weather environments. Both Wilson and Gray were redefining the Marine Corps strategic Service concept, but Gen Gray would take it the furthest, publishing a statement concerning service philosophy that became doctrine (FMFM 1, Warfighting). Warfighting provided a Service philosophy, but it fell short of providing a strategic concept for the Corps. 

While the Marine Corps likes to tie the creation of Marine Corps University in 1989 to the publication of Warfighting in that same year, Marine Corps University is actually an end-product of defense unification as expressed in the Goldwater-Nichols Act of 1986. Goldwater-Nichols itself was a congressional reaction to the incessant inter-Service rivalries of the previous century and the perceived military failures that were the result of these rivalries.

Goldwater-Nichols sought to replace each Service’s strategic concept with a DOD-wide, Joint Services strategic concept (“joint” becoming the operative word replacing “unified”). Much of Goldwater-Nichols focused on the effective management of military officers, and section 663 (Education) contained additional requirements specifically related to “Joint Professional Military Education (JPME).” One of these requirements was a “review of service schools’ curricula to strengthen the focus on joint matters and to ensure that graduates were adequately prepared for joint duty assignments.”21 The House Armed Services Committee panel on military education (the Skelton Panel) recommended that Phase I JPME be taught in service colleges with a follow-on, temporary, Phase II taught at the Armed Forces Staff College (AFSC).22 Congress integrated this recommendation into the Fiscal Year 1990–1991 National Defense Authorization Act  as a statement of congressional policy.23 In follow-up inducements to encourage attendance, Congress authorized the offering of accredited master’s degrees and more flexibility in follow-on assignments. Marine Corps University is a direct outgrowth of a congressionally mandated, Joint Services’ strategic concept, and funding earmarked to effect that joint concept.

Military education and training do not take place in a vacuum. Rather, both are elements in a force planning strategy that implements the Service’s strategic concept. The development of such a Service strategic concept has been hampered by two factors. The first is the extraordinary success Marine officers have enjoyed in rising to the top of the DOD unified command structure. In many ways, Marines have far exceeded their counterparts. Finding a Service strategic concept will require general officers willing to forgo the career opportunities “with departmental, combined, joint, and high-level Service organizations” Goldwater-Nichols jointness has provided in favor of leading Marines. The other factor is once again Marines have been deployed for an extended period as part of an American land army.

As the Armed Forces regroup from the decades-long Global War on Terror, the JPME concept has come under increased scrutiny and criticism. On 5 February 2019, the Secretary of the Navy announced decisions and immediate actions resulting from the department-level, department-wide, Education for Seapower study. This memorandum called for the refocusing of Navy and Marine Corps education and training on warfighting capabilities, naval war‑
fighting, and the consolidation of the department’s education programs into a single Naval University System with departmental education and student selection standards. It also directed a review of JPME with recommendations for changes to make naval JPME more relevant to naval careers and the “unique, expeditionary-centric, forward operational requirements of the Navy-Marine Corps team.”24

As has been discussed within the Gazette, controversy surrounds the formulation of a Marine Corps strategic concept and the strategic force plan to implement that concept. EABO, as a strategic concept continues to be challenged by advocates for a Marine Corps focused on extended land operations in conjunction with the Army. This focus on supporting Army operations has critics not only within the Marine Corps but also within the Air Force, Navy, and Pentagon. For the time being, this lack of an accepted Service concept and force plan makes the design of effective training and education impossible. However, this might be the proper time for Marine Corps Schools (i.e. Marine Corps University) to undertake the challenge of the 1950s Advance Base Problem Team to start with ideas, when you have nothing more tangible, and develop them into concepts, procedures, and weapons for the future. 

>Dr. Doyle was in federal service for 22 years including 9 years in the Marine Corps, resigning as a CWO2 to accept a civilian appointment within the DOD as a Supervising Academic Programs Officer. As a National Guardsman, he spent 32 months of active duty as the Operations Sergeant of a Special Forces Battalion.  Following federal service, Dr. Doyle has been employed as a university executive. His professional military education includes the Amphibious Warfare School (Extension) and the Naval War College.

Notes

1. The strategic concept is defined by the Service’s roles or purposes in implementing national policy and must answer the question: What function does the Service perform that obligates the nation to assume responsibility for its maintenance and continuation? Security, Strategy, and Forces Faculty, Strategy and Force Planning (Newport: Naval War College, 2004).

2. Allan R. Millett, Semper Fidelis: The History of the United States Marine Corps (New York: G.P. Putnam’s Sons, 1939). 

3. Robert Debs Heinl Jr., Soldiers of the Sea: The United States Marine Corp 1775–1962, 2nd ed. (Baltimore: Nautical and Aviation Pub. Co. of America, 1991); and Jack Shulimson, The Marine Corps Search for a Mission, 1880–1898 (Lawrence: University Press of Kansas, 1993). 

4. Contrary to an 1899 Act of Congress, with the Class of 1896 the Navy Academy refused to graduate Marine Corps officers. This would continue until 1914. See Soldiers of the Sea.

5. In January 1909, the School of Application relocated to Marine Barracks, Port Royal (now Parris Island).

6. Pauline M. Shanks Kaurin, “Professional Military Education: What Is It Good For?” The Strategy Bridge, June 22, 2017, https://thestrategybridge.org/the-bridge/2017/6/22/professional-military-education-what-is-it-good-for.

7. Search for a Mission.

8. Semper Fidelis; “Report on Marine Corps Duplication of Effort Between Army and Navy,” 17 December 1932, Gray Research Center, Archives Branch, Marine Corps University, Quantico, VA.

9. LtCol C.H. Metcalf, “The Marine Corps and the Changing Caribbean Policy,” Marine Corps Gazette 21, No. 3 (1937); and Edwin N. McClellan, “American Marines in Nicaragua,” Marine Corps Gazette 6, No. 2. (1921).

10. MCI and ICS remained important sources of education and training for Marines into the 1970s. The author of this article completed ICS’ three-year course on public accounting while an enlisted Marine, passing the qualifying exam for state licensure as a public accountant.

11. John J. Pershing, General Pershing’s Official Story of the American Expeditionary Forces in France (New York: Sun Sales Corp, 1919); and Edwin N. McCellan, The United States Marine Corps in the World War  (Washington, DC: U.S. Government Printing Office, 1920).

12. Senior School Syllabi, Schedules, Synopsis, Regulations, Courses 19391970  from “History of the Field Officers’ School.” Source unknown.

13. Ibid.

14. See Dion Williams, “Marine Corps Training,” Marine Corps Gazette 10, No. 3 (1925; Dion Williams); “Fleet Landing Force,” Marine Corps Gazette 11, No. 2 (1926 and Dion Williams); “The Education of a Marine Officer,” Marine Corps Gazette 18, No. 2 (1933).

15. Memorandum from the MajGen Commandant to BGen Randolph Berkley, “Report of Board, Copy Attached,” 13 May 1931, “Marine Corps Schools, 193034,” folder 1. Marine Corps Research Center, Marine Corps University.

16. Marine Corps Historical Branch Interview with Col V. H. Krulak on November 18, 1953.

17. Soldiers of the Sea: The United States Marine Corps 1775–1962.

18. Donald F. Bittner, Curriculum Evolution, Marine Corps Command and Staff College, 19201988, (Washington, DC: History and Museum Division, Headquarters Marine Corps 1988). PCN 19000316900 Curriculum Evolution Marine Corps Command and Staff College 19201988 (marines.mil).

19. Ibid.

20. Ibid.

21. U.S. Congress, House Committee on Armed Services, Report of the Panel on Military Education of the One-Hundredth Congress, committee print, 100th Cong., 1st sess., April 21, 1989 (Washington: GPO, 1989).

22. Ibid. 

23. Section 1123, P.L. 101–189, November 29, 1989. This legislation was codified as a footnote to Section 663, of Title 10 United States Code.

24. Secretary of the Navy Memorandum, Education for Seapower Decisions and Immediate Actions, (Washington, DC: 2019). 

The Marine Littoral Regiment’s Missing Link

An unmanned platform for sea denial

The Marine littoral regiment (MLR) has been lauded as a stand-in-force capable of conducting sea denial operations.1 However, the MLR’s ability to close self-contained sea denial kill chains currently is overly reliant on distant, resource-constrained naval and joint support. To remedy this problem, this article advocates the MLR obtain an unmanned air platform for target acquisition in organic sea-denial operations. First, this article will review the operational context and define the constraints of both landbased and naval aviation in supporting the MLR. Next, it will describe the MLR’s current capabilities and advantages in expeditionary advanced base operations (EABO). Lastly, the article will propose the capabilities needed for an unmanned platform to support MLR sea-denial operations, provide a use case, and considerations for its adoption. 

Operational Context
The source of alarm for American military power in the Western Pacific is China’s anti-access/area-denial (A2/AD) system, a sheaf of sea, air, and landbased ballistic and cruise missiles extending outward from the Chinese coast, and at the heart of China’s A2/AD system is a recognition of the American way of war. As the Chinese Communist Party and the People’s Liberation Army (PLA) witnessed the overwhelming defeat of Iraq in the Gulf War via precision munitions and advanced communication technology, a new strategy was necessary to prevent a similar defeat in a future campaign for the PLA historic objective: Taiwan. This consisted of a military build-up of rocket forces, air forces, and long-range scouting capabilities to strike U.S. forces in forward locations where it can build up combat power or the sea lanes that transport said combat power. Today, American bases in the Western Pacific fall under the looming threat of over 4,000 missiles that can impose significant costs to American air and naval forces alike.

Landbased Aviation Constraints
The PLA’s A2/AD poses a significant threat to landbased aviation in the Western Pacific. If hostilities broke out, the PLA could launch a variety of missile systems at airbases, damaging or destroying hangars, runways, aircraft, and vital supplies like fuel and ordnance.2 Landbased aviation in the Western Pacific would be hard-pressed to provide support without the necessary facilities and logistics to support them. Furthermore, joint aircraft, including Marine Corps aircraft, are tasked via the air tasking cycle, a joint 72-hour process of assigning, allocating, and apportioning all aircraft to support varying missions within a joint operations area, which makes them susceptible to competing missions. Air Force, Marine Corps, and Army ISR aircraft will be responsible for more than just missions in support of the MLR. 

Distant support is also dubious. The Air Force boasts a considerable long-range ISR and bomber force—both of which could theoretically support the MLR’s sea denial operations. However, most long-range ISR and bomber aircraft are stationed in the United States, and without forward basing, would face similar constraints. For example, in a Taiwan contingency, B-52s launching from the CONUS were calculated to suffer a severe sortie generation loss of only one sortie per aircraft every 48 hours.3 Extrapolating the challenges to other continental aircraft, the sortie generation rate would not be high enough to reliably depend on for persistent surveillance; additionally, these aircraft would also need to support various missions that would further limit available sorties to support the MLR.

Naval Aviation Constraints
In modern naval operations, the aircraft carrier has been the striking and sensing arm of the Navy while surface combatants have provided close-in defense of air and subsurface threats for the carrier. With the PLA’s A2/AD system able to target ships and aircraft from 1,000 miles to over 3,000 miles,  and due to the quantity and variety of missiles, A2/AD would pose a serious threat in wartime that the carrier strike group must mitigate.4 To do so, the CSG must sail between 1,000 to 1,500 nautical miles away from the Chinese coast, where the variety of anti-ship missiles declines from six variants to only two—the H-6-bomber launched YJ-12s and landbased DF-26s—and subsequently reducing the total number of missile systems capable of targeting it to within a manageable threshold of the CSG’s air defenses.5 As a consequence, naval aviation suffers and constrains the MLR in receiving necessary support for its sea denial mission. 

The Navy’s special mission aircraft are essential to multiple kill chains which is their fatal flaw vis-à-vis the MLR.6 The E-2D is a carrier-launched early warning and control aircraft that can detect and track air targets as well as conduct wide-area surface searches. In this capacity, it acts as the eyes of the carrier to scout for air and surface threats, and it also networks ship and airborne sensors into a singular picture through the Cooperative Engagement Capability. With a common air picture, the Cooperative Engagement Capability enables ships and aircraft to fire at a target with high-quality data consolidated from various radars, which increases accuracy, range, and reaction time.7 Assigning the E2-D to a mission outside of its doctrinal use, like supporting the MLR, would jeopardize the survivability of the carrier and the wider fleet; additionally, its few numbers means the loss of even one, whether by enemy fire or poor tasking, could be catastrophic. The P-8 is the Navy’s primary means of locating submarines by deploying sonobuoys, launching weapons, and collecting and synthesizing track data from various sources. Like the E2-D, the P-8 is too few and exquisite a collections platform to risk far forward of the fleet. Unlike the E2-D, the P-8 is a landbased aircraft, so it will launch from airfields more distant than carrier-based aircraft drastically impacting its sortie rates. Consequently, the P-8 will be hard-pressed to support both the fleet’s and the MLR’s sea denial operations. The E-2 and P-8’s central roles in multiple kill chains make them indispensable, and unreliable for support to the MLR. 

The Navy also operates the MH-60R to support sea-control and sea-denial operations. The rotary-wing platform is designed to provide detection and targeting of submarines and ships for the CSG. As a rotary-wing platform, however, the MH-60R is designed for close-in sensing and striking of surface and subsurface threats and thus has limited range to support any operations outside a certain diameter around the carrier—if the CSG were even willing to part with its vital support. Although as a vertical take-off and landing aircraft it would fit well in expeditionary advanced base operations, it supports up to twelve mission sets, which already would spread the numerous aircraft across the fleet thin.8

The Navy and Marine Corps’ tactical aircraft (TACAIR), specifically the F/A-18 and F-35C, face the most intensive constraints. As the primary means of conducting anti-surface warfare, TACAIR sorties will be spread thin supporting the CSG’s degradation of A2/AD. Tactical aircraft missions will vary from defending against H-6 bombers and DF-26s, finding and striking PLA surface combatants, and escorting high-value airborne assets to combating PLA carrier aircraft, straining the support available to the MLR. Tactical aircraft that could support the MLR will not be responsive and extremely costly. Due to the distances that the CSG will operate at, TACAIR would be required to conduct a three-to-six-hour sortie to support operations in the first island chain. The length of the sorties requires tanker support, fixed loadouts, more maintenance, strained and tired manpower, and more that the Navy must contend with in their own sea control efforts. The MLR will require higher fidelity intelligence to justify TACAIR assuming such risks.  

MLR Sea Denial and Its Constraints
As a stand-in force, the MLR is expected to disrupt the adversary through reconnaissance, counter-reconnaissance, and sea-denial operation in the littoral environment in support of a maritime campaign. For fires, the MLR can organically employ the Naval Strike Missile from EABs and command and control multi-domain fires and effects via the MLR’s Alpha Command, which consists of a Fire Support Coordination Center, the LAAB’s Fires and Air Direction Center, an Intel operations center, the Regimental S-3, and regimental commander. Within the Alpha Command, the Fires and Air Direction Center can control and coordinate air support for long-range surface strikes while employing distributed tactical air control elements and air defense systems and sensors, like the Marine Air Defense Integrated System and the TPS-80 groundbased air surveillance radar. The EABs prove resilient to A2/AD for two reasons: survivability and resources. Relative to air and sea, and due to the vegetation, dense population centers, and complex topography of the FIC, the littorals prove challenging for radar, electro-optical/infrared (EO/IO) sensors, and space sensors to find targets.

When finding ground targets, radar platforms face multiple challenges. When radar energy is scattered by objects other than its intended target, also known as clutter, the radio wave can be attenuated, meaning the waves are scattered or absorbed in such a way that reduces the intensity of the wave and, as a consequence, the quality of the information gleaned.9 At sea, attenuation can be caused by weather effects like fog, rain, clouds, dust, and more.10 In the littorals, the clutter would be two-fold, with weather effects as well as vegetation, man-made infrastructure, topography, and more that could further attenuate radar energy.11 For high-frequency fire control and targeting radars, higher frequencies suffer more attenuation, which complicates finding a target and receiving track-quality data to fire with.12 The amount of clutter in the littorals offers a unique opportunity for EABs to conceal themselves from radar systems and remain resilient against adversary targeting. Littoral clutter also offers considerable concealment from EO/IO sensors. Electro-optical/infrared sensors benefit from lower altitudes to generate higher quality imagery to satisfy identification requirements, and—due to the dense environment of the littorals—EO/IO-equipped aircraft will have to descend to altitudes that will expose them to the LAAB’s layered air defenses. Once detected, an EAB can reduce their signature to avoid detection, employ decoys, engage the aircraft, displace to an alternate position at the first available opportunity, or a combination therein. 

Despite their ubiquity, satellite observation is still a resource-intensive undertaking. Most remote sensing satellites orbit in a sun-synchronous orbit. Sun-synchronous orbits are polar orbits that pass overhead any given place on the earth’s surface at the same local mean time daily. This makes the satellites’ flight paths and on-station times not only predictable and momentary but also limits the area that can be surveilled, particularly in a region as vast as the Pacific. Additionally, military surveillance satellites are built with target sets in mind. For example, the Jianbing Ocean surveillance program of the Yaogan satellite series is designed to collect electromagnetic emissions of aircraft carriers like aircraft launches, communications transmissions, and radar emissions.13 As subsets of the PLA’s remote sensing satellites are designed with specific targets in mind, the breadth of targets that they are optimized to observe is limited and restrains the quality and quantity of observation that the PLA can employ against U.S. forces, including the MLR. Much like other sensors, with signature management and mobility, the MLR can defeat such systems.   

It is unlikely that the MLR will be able to defeat adversarial ISR wholesale—and that is part of the appeal. One of the critical functions of joint fire support is to synchronize and optimize very limited resources, and although adversary A2/AD is robust, it too must adhere to similar tenants.14 If enough EABs occupy the first island chain capable of firing on Chinese air, surface, and subsurface forces while multiple Carriers steam across the Pacific to do the same, the PLA is faced with a dilemma: which target is the priority? Whichever answer the PLA chooses exposes them to resource constraints in targeting the other. For example, if they prioritize reconnaissance efforts in finding expeditionary advanced bases, using a combination of radar systems, reconnaissance aircraft, and satellites to target them, they now have fewer resources to employ against the Navy. By drawing Chinese attention and resources toward the first-island chain, stand-in forces bind targeting resources that may otherwise be used against naval and air forces, granting them critical maneuver and decision space. To do so, the MLR must pose a credible threat, of which its sea denial kill chains are the crux. Yet, due to competing missions and lower sortie generation rates, the MLR will need to meet higher intelligence requirements to justify support for its kill chains, which due to the reliance on external ISR support from the exact forces the MLR is supporting, will prove difficult. Thus, the credibility of the MLR hinges on acquiring an unmanned aerial platform capable of vertical take-off and landing, equipped with a surface search radar, link-16 capabilities, electro-optical/infrared sensors, and with the option to deploy sonobuoys. 

Capabilities
An MLR intelligence, surveillance, and reconnaissance asset, herein referred to as “the asset,” would be a boon for both the MLR and the larger Joint Force and enable the MLR to organically fulfill its sea-denial mission. First, the asset must fit within the logistical framework of the MLR. To do so, it must be capable of vertical take-off and landing to operate from dispersed EABs as well as naval vessels ranging from full-scale amphibs to smaller ships like the landing ship medium. As an unmanned system, the logistics requirements and operations costs would be lessened. In a cost comparison, unmanned platforms were cheaper on average than manned platforms in both acquisition costs and flight cost per hour by 200 million dollars and 60,000 dollars, respectively.15 Cheaper operations and acquisition costs allow additional funds to be allocated to procuring more systems and preserving sustainable maintenance cycles. However, the asset must not carry armaments. If the asset were equipped with armaments, its logistics chain would become needlessly cumbersome, adding specialized personnel, equipment, and ordinance that would slow down its operations and bloat the MLR’s logistics footprint. 

For the asset to support the MLR in command and control of multi-domain fires, it requires multiple sensors and communications capabilities, primarily a surface search for mobile targets at sea. Once the asset paints a target with its radar, track data is generated and then can be transmitted via Link-16 to Alpha Command, where the track can be analyzed to discern the category (merchant or combatant), type (patrol or destroyer), and class (Renhai or Luyang) of the targeted ship.16 The track data generated from the asset’s radar can also prove useful in anti-submarine warfare by detecting surfaced submarines. If a surfaced submarine is detected with the asset radar, it can force the submarine to dive prematurely or be at risk of being targeted while transmitting the track data to a higher-echelon asset, like a P-8 which will have a more holistic ASW picture.17 With sonobuoys equipped, the asset can rely on cueing from the P-8 or its surface search radar to deploy sonobuoys in maritime chokepoints and likely transit lanes of submarines. 

With EO/IO sensors, the asset can confirm intelligence requirements set by the Target Engagement Authority, which is “the authority and responsibility to engage targets [that] rests with the [Joint Force Commander] responsible for the operational area.”18 With EO/IO sensors, the asset can provide the MLR with the positive identification requirements necessary to conduct a strike that includes the ship hull, name, and flag.19 Due to the asset’s maneuverability and speed, it can gain vital proximity to the target to glean such information while simultaneously forcing the target to divert air defense and reconnaissance resources to target the asset rather than other friendly forces.20 In tandem with the asset radar, the asset’s EO/IO sensors satisfy positive identification requirements for strike coordination, which with high enough situational awareness and trust, could encourage the TEA to delegate to a lower level, which would doubtlessly accelerate MLR kill chains.21 

The capability that binds the asset, the Alpha Command, and the Joint Force together is Link-16, a jam-resistant, high-capacity data link that disseminates radar, sonar, electronic warfare, and other positioning data to users.22 With a Link 16-terminal, the asset can push track data generated from its radar and pull track data from other Link-enabled sensors, like F/A-18s, F-35s, naval ships, and more—ensuring reliable access to a theater common operational picture (COP) for the Alpha Command. The asset can not only ensure access to the theater-level COP for the Alpha Command but also to the MLR’s other Link-enabled EABs beyond the Alpha Command’s line-of-sight by acting as a node to not only disseminate awareness but also to ensure the economic use of force by deconflicting fires for friendly forces.23

The combination of the asset’s capabilities, the radar, EO/IO sensors, and Link-16 would support the prerequisites for the MLR’s anti-ship missile fires to launch. Through the radar, the asset generates primary targeting data, identifying the type of ship, its class, location, and other relevant targeting data. Leveraging its maneuverability and speed, the asset can gain vital proximity to the target and employ its EO/IO sensors to confirm the information as well as glean more. All the while, the Alpha Command is processing the sensor data received via Link-16 while it simultaneously populates on a theater-level COP for the Joint Force’s situational awareness. At this juncture, the TEA decides to engage the target with the MLR’s anti-ship fires in combination with joint missile fire. Once target engagement is approved, the Alpha Command can relay the targeting data received by the asset either via a J-series message to launch platforms and their Fires Direction Centers have a Link-16 terminal or through a K-series message on the Advanced Field Artillery Tactical Data System. The Fires Direction Center can conduct the necessary checks and gunnery to launch the Naval Strike Missile while the Alpha Command conducts the air and waterspace deconfliction for the missile’s flightpath. Once both are confirmed and cleared, the Alpha Command provides approval to launch. While the asset is still on station, it can provide target updates to inbound missile salvos, if necessary, as the high-quality track data it generates allows network-enabled missiles to adjust course until they reach a certain radius from their aimpoint that they can detect and target on their own, otherwise known as a kill radius.24 During the engagement, the asset can provide a means to assess effects that would inform the TEA’s divert or abort decisions. After the engagement, the asset can continue to monitor to assess effects and support reattack decisions.

Once the engagement is completed and the desired effects achieved, the asset can either continue to monitor, repeating the above targeting cycle for follow-on targets, or return to base. With either a Group 3 or Group 4 unmanned platform, the asset could monitor throughout the MLR’s zone of fire with an eight-to-ten-hour loiter time, making it available for multiple missions within one on-station window. However, once an MLR asset has landed and completed its tasking for the day, if acquired in sufficient quantity, another can take its place. With enough platforms, the asset could support 24-hour operations, which will likely be necessary in the scale of conflict envisioned in the Western Pacific.

Conditions
It is well known in scholarship that the intersection of technological employment and force employment, onset by new organizational approaches, pays dividends for increases in military power, and the asset is no different.25 To profit from this dividend, the MLR must form a Littoral Scouting Squadron (LSS) under its command. This LSS would be task-organized in similar fashion as the MEF’s VMU Squadrons, purpose-built to operate and maintain the asset while training the requisite personnel in its unique employment and mission. With access to adjacent Battalion-level staffs, the LSS would have access to a myriad of experts, from Air Command and Control and Air Ground Support in the LAAB to the Fires expertise in the LCT. This creates a coherent kill chain organic to the MLR: The LSS to sense, the LCT to shoot, and the LAAB to connect them. Alternatively, the asset could be operated and maintained at the regimental S-2, provided they have the manning and training available to effectively operate it. If feasible, adopting an existing platform, like the Navy’s MQ-8 or similar platform, would shorten the learning curve for the MLR by reducing procurement costs and tapping into a well of established operational experience. This structure provides the Joint Force a holistic option for organic and external sea-denial kill chains that alleviate the distance and resource constraints that the current MLR structure would suffer from.  

Conclusion: Sense and Make Sense
Anti-access/area-denial imposes extensive costs on forward basing and ships alike, leaving naval and air forces to fight their way into a Western Pacific conflict under such challenging conditions that ready ISR support to Stand-In Forces will be strained. Without the asset, the MLR will be unable to complete its own sea-denial kill chains, and with it, the MLR can sense and make sense of its own battlespace. The marriage of the MLR’s mobility and survivability and the asset’s scouting capabilities, the PLA is placed in a resource and targeting dilemma that makes for a credible and lethal threat. 

>Capt Costello is an Air Support Control Officer and Chinese Foreign Area Officer. He is currently stationed at the American Institute in Taiwan on In-Region Training.

>>Capt Muniz is an Air Support Control Officer and Weapons and Tactics Instructor. He is currently in the Individual Ready Reserve.

Notes

1. Mallory Shelbourne, “Balikatan 23 Features New Marine Littoral Force in First Major Joint Exercise,” USNI News, April 12, 2023, https://news.usni.org/2023/04/12/balikatan-23-features-new-marine-littoral-force-in-first-major-joint-exercise.

2. Chris Dougherty, “Buying Time: Logistics for a New American Way of War,” CNAS, April 13, 2023, https://www.cnas.org/press/press-release/buying-time-logistics-for-a-new-american-way-of-war.

3. Ibid. 

4. China Power Team, “How Are China’s Land-Based Conventional Missile Forces Evolving?” China Power, September 21, 2020, https:/chinapower.csis.org/conventional-missiles/; and Lawrence “Sid” Trevethan, “The PLA Rocket Force’s Conventional Missiles,” Proceedings, April 2023, https://www.usni.org/magazines/proceedings/2023/april/pla-rocket-forces-conventional-missiles.

5. Dmitry Filipoff, “Fighting DMO, Pt. 8,” CIMSEC, May 1, 2023, https://cimsec.org/fighting-dmo-pt-8-chinas-anti-ship-firepower-and-mass-firing-schemes.

6. Kamilla Gunzinger, “Scale, Scope, Speed & Survivability: Winning the Kill Chain Competition,” fix, track, target, engage, and assess—that enable planners to build and task forces for combat operations. The U.S. military has long relied upon its superior ability to rapidly close kill chains against adversaries. This advantage is now at risk. China has developed countermeasures to obstruct or collapse U.S. kill chains, which could lead to combat failures that have devastating, long-term consequences for the security of the United States and its allies and partners, https://github.com/citation-style-language/schema/raw/master/csl-citation.json} Mitchell Institute for Aerospace Studies, May 3, 2023, https://mitchellaerospacepower.org/scale-scope-speed-survivability-winning-the-kill-chain-competition.

7. Naval Sea Systems Command Office of Corporate Communication, “The Cooperative Engagement Capability,” Navy.mil, October 14, 2021, https://www.navy.mil/Resources/Fact-Files/Display-FactFiles/Article/2166802/cec-cooperative-engagement-capability.

8. Naval Air Systems Command, “MH-60R Seahawk | NAVAIR,” NAVAIR, n.d., https://www.navair.navy.mil/product/MH-60R-Seahawk.

9. Ibid.

10. Zaha Ria, “Basic Radar Principles and General Characteristics,” Academia, n.d.,

https://www.academia.edu/23718962/CHAPTER_1_BASIC_RADAR_PRINCIPLES_

AND_GENERAL_CHARACTERISTICS.

11. Stephen Biddle, Military Power: Explaining

Victory and Defeat in Modern Battle (Princeton: Princeton University Press, 2006). 

12. Ibid. 

13. Henk Smid, “An Analysis of Chinese Remote Sensing Satellites,” The Space Review, September 22, 2022, https://www.thespacereview.com/article/4453/1.

14. Department of Defense, JP 3-09, Joint Fire Support, (Washington, DC: 2019). 

15. Congressional Budget Office, “Usage Patterns and Costs of Unmanned Aerial Systems | Congressional Budget Office,” Congressional Budget Office, June 2021, https://www.cbo.gov/publication/57260.

16. Department of Defense, MTTP for AOMSW, (Washington, DC: 2008). 

17. Michael Glynn, Airborne Anti-Submarine Warfare: From the First World War to the Present Day (Philadelphia: Frontline Books, 2022).

18. JP 3-09.

19. MTTP for AOMSW.

20. Dmitry Filipoff, “Fighting DMO, Pt. 7,” CIMSEC, April 17, 2023, https://cimsec.org/fighting-dmo-pt-7-the-future-of-the-aircraft-carrier-in-distributed-warfighting.

21. JP 3-09.

22. Northrop Grumman, Understanding Voice and Data Link Networking, (San Diego: Northrup Grumman, 2014). 

23. JP 3-09.

24. Herzinger and Doyle, Carrier Killer: China’s Anti-Ship Ballistic Missiles and Theater of Operations in the Early 21st Century, (Everett: Helion and Company, 2022).

25. Michael Horowitz, The Diffusion of Military Power, (Princeton: Princeton University Press, 2010). 

Strategic Competition and Stand-in Forces

A novel view for tactical units

“The current T&E [Training & Education] system is not preparing the Marine Corps for the future operating environment.”

Training and Education 2030

The 2018 National Defense Strategy states that we are exiting a time of strategic atrophy.1 The DOD, including the United States Special Operations Command, is shifting toward emphasizing near-peer adversaries, in which we are faced with new and unique strategic problems not present during the Global War on Terrorism. As such, the Marine Corps is also rapidly evolving and transforming—using such critical documents as the Commandant’s Planning Guidance, Force Design 2030, Expeditionary Advanced Based Operations, Training and Education, Talent Management 2030, and Stand-in Forces (SIF) as guiding features to enable our transformation to meet the challenges posed by our strategic enemies.2

As stated in A Concept for Stand-in Forces, SIF: (1) “reassure the Nation and our allies and partners,” (2) “win the all-domain reconnaissance battle,” (3) “win the all-domain counter-reconnaissance battle, and (4) “intentionally disrupt adversary plans.”3 Specifically, for this article, SIF “disrupt an adversary’s plans at every point on the competition continuum.”4 While individual Marines, tactical units, or the Marine Corps are not tasked with creating strategy, the truth is that we do not expect mere tactical-level results with the SIF concept during times of competition, crisis, and conflict. Rather, we expect impacts on the operational and (preferably) the strategic level of war by our SIF units.

However, while we desire and hope for enduring strategic-level results of our SIF, we as an entity generally do not educate our tactical-level Marines on the strategic level of war or strategic competition. As stated in Training and Education 2030, “As we prepare for the future fight, we need Marines who possess the intellectual ability to out-think their adversaries,” and “the most important warfighting advantage we have is the mental and physical endurance of our Marines, and their ability to make better decisions under pressure than our adversaries.”5 Therefore, the purpose of this article is to describe and illustrate strategic competition in a novel manner for our SIF units. As stated in A Concept for Stand-in Forces (ref), “SIF also practice ‘integrated deterrence,’ which means they coordinate their activities with the joint force, interagency, and allied and partnered nations to achieve greater results than could be gained by acting alone.”6 Thus, by arming SIF with knowledge and a conceptual model on strategic competition in outside declared theaters of active armed conflicts (ODTAAC), tactical units have the potential to facilitate strategic objects to a greater extent in ODTAAC environments.

Strategic Environment
Former Secretary of Defense, Mr. Weinberger, noted that gray-area conflicts are the most likely and most difficult challenges for democracies to face.7 In 2023—with the compression of the three levels of war, in which the tactical individual is closer to the strategic level of war—tactical warfighters must recognize that gray-zone conflicts must be understood as cohesive organized campaigns that typically apply non-military measures to achieve political goals over several years to decades while remaining below the threshold of war. These campaigns are suited for the educated and trained Marine(s) due to our history in small wars (i.e., Banana Wars, combined action platoons, etc). Additionally, history clearly demonstrates that foreign militaries who are seen as a liberation force and not an occupation force, such as a surge of conventional forces, have a higher likelihood of strategic success. Regarding gray-zone conflicts, Mazaar states that gray-zone conflicts are “a pattern of state rivalry that can substitute for traditional military aggression, and which can pose serious challenges to U.S. strategy.”8

As stated by Jeffrey Record, “the United States has become a victim of its conventional military success.”9 According to Colin Gray, the U.S. war machine can be defined as: (1) apolitical, (2) astrategic, (3) ahistorical, (4), problem-solving, optimistic, (5) culturally ignorant, (6) technologically dependent, (7), firepower focused, (8), large scale, (9), profoundly regular, (10) impatient, (11), logistically excellent, and (12) sensitive to casualties.10 The 2018 National Defense Strategy of the United States of America states, “it is increasingly clear that China and Russia want to shape a world consistent with their authoritarian model … Rogue regimes such as North Korea and Iran are destabilizing regions through their pursuit.”11 Our strategic adversaries have studied our history and analyzed our strengths and weaknesses and are conducting active measures to domestically and internationally weaken the United States to achieve their national objectives.

According to Kilcullen, Chinese military strategists developed a simultaneous dual-pronged strategy; one of economic and political engagement.12 This dual-pronged strategy is in combination with their acceleration of their military competencies. This development appears to be in line with the concepts put forth in Unrestricted Warfare written by the Chinese colonels, Qiao Liang and Wang Xiangsui. Unrestricted Warfare provides numerous examples of how non-conventional methods can be used against the United States to achieve political goals in a form of hybrid warfare.13 As stated by Hassett,

the U.S. military is insufficiently postured, trained, and resourced through doctrinal publication guidance to counter current and emerging hybrid threats in the future. Hybrid warfare will continue to serve as an effective operational concept for adversary state and non-state actors in the future.14

Thus, education and understanding are paramount for SIF during times of competition.

Strategic Competition
The principal reason for this article is to describe strategic competition in a novel way in hopes of facilitating strategic impacts in ODTAAC environments by tactical units, primarily SIF units. The terms great-power competition and strategic competition have come to be buzzwords in the U.S. military. While these words are thrown around constantly, few can define great-power competition and even fewer can define strategic competition, despite these words dominating military leaders’ meetings, plans, and actions. As stated by Miller et al., “Competition now permeates nearly every contemporary U.S. strategic document.”15 Miller et al. define competition as “the interaction among actors in pursuit of the influence, leverage, and advantage necessary to secure their respective interests.”16 Additionally, Miller et al. define influence, leverage, and advantage as being “the power to cause an effect in indirect or intangible ways,” “the application of influence gained or created to achieve an effect or exploit an opportunity,” and “the superiority of position or condition,” respectively.17 Using the framework by Miller et al., the author visually displays strategic competition using Figures 1, 2, and 3.

At the bottom of Figures 1–3, the reader can see that at the base are the competing interests of the United States (blue) and the competing interests of an adversary (red). Miller et al. define interests as “things or concepts that a nation values—those things which states seek to protect or achieve concerning each other.”18 No matter what the United States positively performs when contending in strategic competition, the adversary’s interest will likely not go away. While the number of resources put into the targeted competition in a specific region will vary with the level of interests, it is important to note that the adversary’s general interests will remain a constant over the years; thus, patience and the emphasis on playing the long game must occur in strategic competition.

We must be cautious not to default to competition as being negative or problematic, especially tactical SIF units. Rather, tactical SIF operators should look at competition as an opportunity: “Competition provides opportunities to achieve outcomes before war, ensure favorable conditions for escalation, and gain advantage in the event of conflict. By building influence with allies, partners, and other actors is critical to producing opportunities in competition.”19

Figure 1. Strategic competition-balanced. (Figure provided by author.)

In Figure 1 (strategic competition- balanced), influence for both nation-states is depicted as equal. Advantage (represented via a triangle) acts as a fulcrum in the diagram, and for Figure 1 on the previous page, the advantage is also equal between the competing nations. It is important to note that a fulcrum simply provides the pivot point for a lever. Based on where the fulcrum is placed, will directly determine the amount of leverage, (synonymous with force and power), that a device can create. Advantage in strategic competition “is comprised of physical or virtual aspects (e.g., technology, geographic access, resources, and arsenal inventories) as well as more nebulous, cognitive elements (e.g., initiative, momentum, and skill).”20 Like many fulcrums, the advantage for the United States or its competitors can vary with time due to several variables.

Lastly, Figure 1 displays leverage via a lever for the strategic competition diagram. In strategic competition, leverage is facilitated by a “deep understanding of other actors and the strategic environment to increase the likelihood and scope of success.”21 Using the proposed strategic competition model (Figures 1–3), leverage is directly affected by both the advantage and influence of a nation.

In Figure 2 (strategic competition- negative), the reader can see that the United States’ interests (blue arrow) are directly being confronted by a strategic adversary’s interests (red arrow). However, Figure 2 shows the United States losing in strategic competition below the threshold of war. In Figure 2, the adversary has greater influence and supreme advantage, thus increasing the possible leverage in the situation and beating the United States in competition. An example of Figure 2 could be China pressuring a government of an underdeveloped nation (i.e., influence) by using their economy to build infrastructure in said nation (i.e., advantage), to minimize the U.S. influence and access in a country (leverage). By minimizing the U.S. influence in a country, China increases its global reach, resource allocation, strategic depth, and strategic encirclement. Unfortunately, Figure 2 appears to be the norm in many countries in the world due to the loss of influence by the United States as well as a shift in the advantage and leverage. Simply put, Figure 2 shows the enemy imposing their will on our Nation during strategic competition.

“Stand-in forces disrupt an adversary’s plans at every point on the competition continuum.”

—A Concept for Stand-in Forces

Figure 2. Strategic competition-negative. (Figure provided by author.)

In Figure 3 (strategic competition-neutral), the reader can once more see that the United States’ interests (blue arrow) are directly being confronted by a strategic adversary’s interests (red arrow). Again, it must be emphasized that competing interests are to be expected as the new normal for the foreseeable future for tactical SIF units being deployed to ODTAAC environments, (which is preferred to either crisis or conflict).

In Figure 3, the reader can see that the outcome of the strategic competition is neutral despite the advantage being held by the adversary and the influence being supreme for the United States. Regarding strategic competition, this is a recommended view of how a tactical SIF unit can be ideally employed in an ODTAAC deployment. An example of Figure 3 could be China having the advantage due to their building of infrastructure in an underdeveloped nation using their economic instrument of national power, while the United States has greater influence, perhaps through a shared history; a strong, mutually benefiting relationship; and military training exchange programs.

Application and Recommendations
“SIF are small but lethal, low signature, mobile, relatively simple to maintain and sustain forces designed to operate across the competition continuum within a contested area as the leading edge of a maritime defense-in-depth in order to intentionally disrupt the plans of a potential adversary.”22 As stated by Hassett, “great power strategic competition does not inherently imply strictly conventional forms of warfare.”23 Regarding the application of tactical SIF units, it must be emphasized that military contribution should not be the bid for success, but rather the full coordinated implementation of the United States’ instrument of national power (i.e., diplomacy, information, military, economy, financial, intelligence, legality/ law enforcement, and technology).

This article prescribed a simple concept for understanding strategic competition. It must be emphasized that over a six-month deployment or a two-to-three-year tour of duty as a SIF unit, it is significantly easier for a SIF unit to impede our Nation’s leverage, influence, and advantage through negative and exploitable actions and information via our adversaries. Thus, we must recognize that preserving and methodically improving (over long-term sustainment) our leverage, influence, and advantage is of the utmost importance.

During competition, a SIF unit has the unique ability to measure our Nation’s influence, leverage, and advantage as on-the-ground sensors by providing on-the-ground truth. What might be perceived by national and strategic leaders as an effective campaign, operation, or situation, in all reality could be missing the mark for the targeted population. Thus, SIF units must be educated and trained accordingly. I offer four simple recommendations that the Marine Corps can and should start implementing to empower and enhance SIF units, which has been similarly suggested for SOF operating in ODTAAC environments.24

Figure 3. Strategic competition-neutral. (Figure provided by author.)

“Not the fortress, but the army that we send into the field secures our position of power in the world.”

—Gen Helmuth Karl Bernhard von Moltke

Although training must focus on and emphasize the most dangerous situation, education should span competition, crisis, and conflict; especially considering the preferred situation is competition. While Training and Education 2030states, “Ultimately, every Marine is responsible for their own learning,”25 (in which the author agrees) we as leaders in the Marine Corps must recognize it is imperative to educate our Marines by providing the optimal resources and direction. To facilitate the SIF concept, our tactical-level professional military education should incorporate the concepts of strategy.

However, more importantly, tactical SIF commanders and leaders must develop their unit professional military education specific to the region their SIF unit will deploy using the concept of the strategic lens. The strategic lens (which has been updated from its original concept by including language), which includes geography, culture, history, language, religion, governmental systems, education, and economics, is of the utmost importance for SIF units.26 As stated,

The ‘strategic lens,’ like most lens, can be viewed from different angles. Regarding the ‘strategic lens,’ tactical SOF units must view the lens through the host nation, the relevant population, the belligerents, the strategic competitors, the United States, etc. By only viewing the ‘strategic lens’ through the viewpoint of the United States, the tactical SOF unit promotes the negative stereotype of the United States as being culturally unaware, ahistorical, and arrogant.27

Miller et al state, “To make informed assessments about degrees of influence, one must develop a better understanding of populations, interest groups, governance, grievances, and other strategic issues.”28

2. Integrate with SOF
SOF has unique authorities and permissions that our SIF units will not possess. Additionally, SOF usually has access and placement that conventional forces do not have. A gap for SOF will always be capacity since a SOF principle is that you cannot mass produce SOF. However, SIF embedding with SOF is mutually beneficial in several ways.

First, SIF provides added capacity for SOF units, especially regarding foreign internal defense (training of the host nation forces). The author truly believes that a highly proficient machinegunner or mortarman, for example, should out cycle the average SOF operator on said weapons systems because these Marines are tasked with being the true subject-matter experts, while the SOF operator is tasked with a high number of varying skills.29 Thus, through this integration, our combined forces can increase the total number of partnered forces trained. Second, via this collaboration, we can also increase dispersed operations across the area of operations because the mixture of SOF and SIF can cover more units. It must be noted that dispersed military operations are being called for by our current guiding documents.

3. Educate the Joint Force
As the Commandant’s Planning Guidance, Force Design 2030, and Stand-in Forces continue to be enacted, we need to ensure the Joint Force (JF) understands our capabilities, limitations, and the opportunities we bring to the JF.30 As Marines, we must recognize that self-promotion isolated within our community is flawed. Thus, education on our capabilities to the JF via engagements, exchanges, liaison, etc. to increase our presence inside the weapon engagement zone as SIF is necessary.

4. Increased Communication Among All Relevant Players
As stated in previous works on SOF in ODTAAC environments, there are many strategic factors that tactical SOF units cannot impact. However, tactical SOF units can promote positive communication between all the relevant players up, down, and laterally within the chain of command. Regarding communication, lateral or higher units in the chain of command may possess permissions, capabilities, and intelligence that is needed for a SOF unit. Similarly, a SOF unit may possess permissions, capabilities, and intelligence needed by others.31

While written about tactical SOF units, this is equally as true for Marine Corps SIF units of action. To elicit operational and strategic effects in strategic competition via SIF, we have to communicate to the relevant players (i.e., joint, interagency, intergovernmental, multinational, and commercial) our missions, locations, capabilities, initiatives, opportunities, and the ground truth. Our SIF units doing great tactical actions that do not lead to operational or strategic effects is not what our Nation needs and is not in line with the SIF operating concept. Using Figures 1–3, our tactical SIF units-of-actions will not have the ability to directly utilize strategic leverage (i.e., exploit strategic opportunities) and must rely on the joint, interagency, intergovernmental, multinational, and commercial communities; however, our SIF can have greater effects on influence and advantage. Therefore, our SIF units must rely on others, such as politicians and strategic leaders to utilize and apply leverage. Thus, six questions our SIF units should ask are: Does this hurt our national influence? How do we increase our national influence? Does this hurt our national advantage? How do we increase our national advantage? Does this lessen opportunities for national leverage? How can we create opportunities for national leverage?

“Create purpose-built forces … Aggregating specialized units with base elements creates a tailored multi-domain force in order to provide maximum relevant combat power (RCP) on demand.”

—Force Design 2030

Conclusion
During the 2018 House Armed Services Committee, Gen Raymond stated that “SOF is uniquely capable of effectively competing below the level of traditional armed conflict and across the spectrum of conflict as part of the Joint Force.”32 While Gen Raymond was referring to SOF, the author believes SIF can also contribute in this manner. While both SOF and conventional forces should prepare for absolute conflict, we must also train, educate, and equip our SIF units on and for strategic competition illustrated via Figures 1–3. Of the U.S. military conventional-tactical units, tactical SIF units must thrive in competition.

“Forces that can continue to operate inside an adversary’s long-range precision fire weapons engagement zone (WEZ) are more operationally relevant than forces which must rapidly maneuver to positions outside the WEZ in order to remain survivable.”

—Force Design 2030

Notes

1. Jim Mattis, National Defense Strategy of the United States of America, (Washington, DC: 2017).

2. Gen David H. Berger, 38th Commandant’s Planning Guidance, (Washington, DC: 2019); Gen David H. Berger, Force Design 2030, (Washington, DC: 2020); Headquarters Marine Corps, Tentative Manual for Expeditionary Advanced Based Operations 2d Edition, (Washington, DC: 2023); Gen David H. Berger, Training and Education 2030, (Washington, DC: 2023); Gen David H. Berger, Talent Management 2030, (Washington, DC: 2021); and Gen David H. Berger, A Concept for Stand-in Forces, (Washington, DC: 2021).

3. A Concept for Stand-in Forces.

4. Ibid.

5. Training and Education 2030.

6. A Concept for Stand-in Forces.

7. Jeffrey Record, Beating Goliath: Why Insurgencies Win (Washington, DC: Potomac Books, Inc., 2007).

8. Michael Mazar, Mastering the Gray Zone: Understanding a Changing Era of Conflict (Carlisle: Strategic Studies Institute and U.S. Army War College, 2015).

9. Beating Goliath.

10. Colin S. Gray, The American War of War. Critique and Implications. Rethinking the Principles of War (Annapolis: Naval Institute Press, 2005).

11. National Defense Strategy.

12. David Kilcullen, The Dragons and the Snakes: How the Rest Learned to Fight the West (New York: Oxford University Press, 2020).

13. Qiao Liang and Wang Xiangsui, Unrestricted Warfare (Battleboro: Echo Point Books & Media, 1999).

14. Patrick S. Hasset, “The Hybrid Warfare Vulnerability,” Marine Corps Gazette 105, No. 5 (2021).

15. Joe Miller, Monte Erfourth, Jeremiah Monk, and Ryan Oliver, “Harnessing David and Goliath: Orthodoxy, Asymmetry, and Competition,” Small Wars Journal, February 7, 2019, https://smallwarsjournal.com/jrnl/art/harnessing-david-and-goliath-orthodoxy-asymmetry-and-competition.

16. Ibid.

17. Ibid.

18. Ibid.

19. Ibid.

20. Ibid.

21. Ibid.

22. A Concept for Stand-in Forces.

23. “The Hybrid Warfare Vulnerability.”

24. Jeremy Carter, “Strategic Effects by Tactical Special Operations Units in Outside Declared Theaters of Active Armed Conflicts: Guiding Features for Enduring Strategic Effects,” (thesis, American Military University, 2021).

25. Training and Education 2030.

26. “Strategic Effects by Tactical Special Operations Units in Outside Declared Theaters of Active Armed Conflicts.”

27. Ibid.

28. “Harnessing David and Goliath.”

29. Jeremy Carter and Thomas Ochoa, “The Relationship Between Enlisted and Officers- Part 1: The T-Shape Philosophy,” Marine Corps Gazette 107, No. 7, (2023).

30. 38th Commandant’s Planning Guidance; Force Design 2030; and A Concept for Stand-in Forces.

31. “Strategic Effects by Tactical Special Operations Units in Outside Declared Theaters of Active Armed Conflicts.”

32. Statement before the House Armed Services Committee Subcommittee on Emerging Threats and Capabilities, 115th Congress, (2018) (statement of Raymond Thomas).