Seamanship and Leadership

Forging Leadership Worthy of Warriors

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Men and women volunteering to serve their country during a time of war have a right to be taken seriously. They deserve a leadership capable of serving them as they serve the nation, throughout all phases of their career and current conflicts.

Three articles written in two separate military thought forums have put leadership on notice of late:

In “Millennials Bring a New Mentality: Does it Fit?” by CDR Darcie Cunningham, USCG, published in USNI’s Proceedings Magazine, the author argues that the most recent generation of military warfighters is lacking in adherence to the author’s view of military traditions, customs, and courtesies. She argues that millennials should recognize their place as subordinates and refrain from questioning senior leaders or asking “Why?” Cunningham writes, “We take pride in the missions we perform, serving as humble servants to the public. If millennials are more focused on what’s in it for them, they may not be the right fit.”

In “Fireproof Commanding Officers” by LT Lawrence Heyworth IV, USN, published in USNI’s Proceedings Magazine, the author discusses recent high-profile firings of commanding officers. He argues that “a career built on solid ethics and character development is the best way to safeguard naval leaders from relief due to personal misconduct.” He debunks the myths that ethically weak COs are either “bad apples” or “of weak moral character.” Rather, Heyworth concludes that commanding officers are predisposed to ethical failures due to their access to power, resources, an inflated sense of self-worth, and a loss of focus.

Unlike Cunningham’s analysis, Heyworth does not argue that senior leaders are “more equipped to take on increased levels of responsibility” based solely on their time in service. Rather, he argues that “deep and consistent introspection,” reading philosophy, and applying moral lessons each day can help leaders avoid ethical shortcomings and set the example.

Finally, in “Wasting the Warrior Culture: The Story of Frank” by Baz Khan, published in The Havok Journal, the author centers his discussion on a quote attributed to the Greek philosopher Heraclitus:

“For every one hundred men you send us, ten should not even be here. Eighty are nothing but targets. Nine of them are real fighters; we are lucky to have them, they the battle make. Ah, but the one. One of them is a warrior. And he will bring the others back.”

In his article, Khan argues that “Frank” is “the one;” “exactly the kind of knuckle dragging gunslinger that you want at your side when everything goes to shit, you’re surrounded and you need someone to help you carve an emergency exit out of lead, broken bones and charred human flesh.” But, as with most true warriors, Frank is “pretty rough on the edges;” he struggles with alcohol to cope with the Post-Traumatic Stress Disorder that comes from numerous, highly kinetic deployments in Iraq and Afghanistan.

Khan’s analysis is of the Marine Corps, but it is spot-on for the naval service as well:

“We were willing to overlook some cosmetic defects while we were fighting a war on two fronts but now it appears that these violent and coarse warriors are unacceptable in our post-war, garrison focused military.  It seems that guys like Frank do not have a place in our modern Marine Corps.  We are putting down our scarred and battle weary war dogs and promoting porcelain dolls in their place.  Haircuts, close order drill and trouser creases now hold greater appeal to promotion boards than Purple Hearts, valor awards and combat experience.”

Sailors, soldiers, airmen, and Marines swear an oath to “uphold the Constitution of the United States.” These men and women dedicate their lives–regardless of their service or proximity to combat–to that end. (And contrary to what CDR Cunningham writes, they do not need to be “reminded of the current economy and associated unemployment rate.” That sentiment cheapens the service of thousands of young people.) And while I sympathize with the points brought out by LT Heyworth and agree that reflection and a strong moral compass is essential, our focus on the actions of commanding officers is misplaced.

Chief of Naval Operations Admiral Jonathan Greenert takes as his motto: “Warfighting First. Operate Forward. Be Ready.” If we are to regard his priorities seriously, it reasons that the warriors doing our warfighting should be first and foremost.

But in today’s Navy, they are an afterthought. Washington leadership passes down the law via Navy Knowledge Online (NKO) and mandatory trainings with pre-recorded speeches from the CNO and MCPON. The message of this training insinuates that the Navy has problems, and the leadership is here to fix them. Sexual assault, alcohol abuse, and other issues are lectured ad nauseum to sailors in computer programs and Page 13 forms, often at the expense of a commanding officer, division officer, of Chief Petty Officer addressing these concerns and setting the tone within the unit.

An American president once said, “There is nothing wrong with America that cannot be cured by what is right with America.” So it is with our Navy. When 99% of our sailors are doing the right thing, punishing the group for the misdeeds of a few is leadership that takes the easy way out. It is not worthy of the warriors that it serves.

In his seminal essay “The Institution as Servant,” Robert Greenleaf maintains that “caring for persons, the more able and the less able serving each other, is the rock upon which a good society is built.” The concept of servant leadership, inspired by Greenleaf, has only been around for about four decades, but those grasping its tenets have been some of the most successful military leaders of our time.

Above all, servant leadership is about putting the needs of the ship or sailor above the petty wants or needs of the leader. Servant leaders inspire a vision, develop their people, and maintain trust. They are loyal to each individual as much as possible; they are tenacious advocates for their people.

A return to servant leadership is imperative to the vitality and future of our service. The question leaders should ask is not, as CDR Cunningham suggests, “Will [sailors] truly be able to adapt to the service?” but rather, “How can I set my sailors up for success?”

Deeper still, a sense of servant leadership must permeate down from the top of our service. When we more easily promote people who look good on paper and have the blessing of bureaucracy, we are not serving our sailors as we should. When we perpetuate a “zero defect” mentality that banishes a sailor to the darkest corner of our service for any transgression, we are not serving our sailors as we should. When we look around every corner for “signs of insubordination or disrespect” instead of using our efforts to help our people excel, we are not serving our sailors as we should.

LT Heyworth makes an excellent point: “The failure to lead by personal example and the impact of a CO’s relief can have far-reaching and long-lasting consequences for a crew of more than 250 sailors.” When leaders systematically fail to inspire vision, establish trust, and recognize excellence in their sailors, the effects are even farther-reaching and longer-lasting. This is the current troubling state of retention and advancement throughout both the officer and enlisted corps.

CDR Cunningham’s exhortations–“They should be reminded that there’s a long line of people outside the door waiting for a Coast Guard spot”–are not the leadership answer for the generation she writes about. Khan comes closer to the truth:

“There will come a time in the future when our nation will once again find itself in a time of great darkness and evil. Young men, yet untested in battle, will look to their leaders for guidance and find instead hollow vessels without the steel or stones necessary to lead men into battle. The painted soldiers on the parade fields will shake in terror and search desperately for the rough men like Frank who shepherded them through the last conflict for guidance only to find that they have all been weeded out of service. This is unacceptable.”

By serving those under our care as leaders, by advocating for them–even against a stubborn naval bureaucracy built up over years of legislating and obfuscating–and by delivering vision, honesty, and empathy, we can begin to “course-correct” the troubling leadership issues of this century. The men and women volunteering for selfless service deserve this effort, every day.

Roger Misso is a Naval Flight Officer in the E-2C Hawkeye and former director of the Naval Academy Foreign Affairs Conference. The views expressed here are his own and in no way represent the views of the US government, US Navy, or his unit.

Capability Analysis, Seamanship and Leadership

The Virtue of Being a Generalist, Part 2: Are All Nuggets Created Equal?

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By Jon Paris

U.S. Navy Surface Warfare Officers have a Napoleon complex. The community is often described as inherently self-conscious and hyper-competitive. Though SWO’s often sell themselves short, in reality, they are in the highest demand at all levels of our service and throughout the joint world. Commanders want Surface Warfare Officers because they can be counted on to get any job done – regardless of past experiences or training. The community can be a meat grinder, and those with upward mobility possess well-earned street credibility. How do they get to that point, though? In Part 1 of this series, we compared the training pipeline, billet structure, and shipboard priorities of the Surface Warfare Officer and Royal Navy Warfare Officer communities. Now let us delve into the mysterious world of the Fleet Nugget. This piece will compare the products that the Naval Aviation, nuclear, and conventional Surface Warfare communities deliver to the Fleet on Day One.

Surface Warfare Officers and Naval Aviators – the Jets and the Sharks. While there is no more fearsome combat team in the world, the communities are notorious for their sibling rivalry. Though we train fiercely to integrate our forces and work extremely well together to the detriment of the enemy, the professional blueprints of each community are oceans apart.

A T-45 Conducts Carrier Qualifications aboard RONALD REAGAN

A Nugget is a first-tour Naval Aviator or flight officer, especially applicable during their first deployment. The origin of the term absolutely belongs to aviators, but it does have cross-over appeal, and its connotation paints a faithful picture of a new officer in his first unit, regardless of designator. The general insinuation of the term is that the officer has little to offer their unit and must be taken under someone’s wing – pun intended. Is an F/A-18 Nugget equal to a SWO Nugget, though? What does each community really provide to their Fleet Squadrons and ships when they deliver a new batch of officers?

Student Naval Aviators in the Advanced Strike pipeline spend approximately two years learning everything from aerodynamics and physiology to air combat maneuvering and carrier qualification. During the training pipeline, they spend nearly 250 hours in the air testing their skills on three different airframes and refine those skills over the course of 75 simulator hours. Earning one’s Wings of Gold does not spell the end of training. The new Naval Aviator’s final stop before hitting the Fleet is the Fleet Replacement Squadron, where they perfect their art in their assigned airframe, spending another 175 hours in the air and in the simulator. When a Naval Aviator executes his orders to his first fleet squadron, he has spent at least 500 hours in hands-on training scenarios.

What is expected of a new Naval Aviator? What do wings mean on Day 1? Wings only come after an officer has demonstrated that they are able to meet a well-defined standard. When seasoned pilots accept a Nugget into their ready room, they see a pilot who can safely operate their aircraft, manage their respective mission and flight administration, and serve as a competent and safe wingman.

Aviators are well-trained before reporting to the Fleet and we have established the practical meaning of wings. What is the true nature of the product, though? On Day 1, the Naval Aviator Nugget will already have demonstrated proficiency at landing aboard a carrier during day and night operations. During his initial weeks in the squadron, he could be entrusted to conduct mid-air refueling, air-to-ground strike, strafing, and close-air-support missions, carrier qualifications, or high-value air-asset escort duties. With these baseline skills, the new aviators are immediately useful to their squadrons and are able to jump into the rigorous Strike Fighter Tactics Instructor-lead curriculum.

Like aviators, Nuclear Surface Warfare Officers also use the train-to-qualify method. After they complete a conventional division officer tour, they spend 6 months at Nuclear Power School where they master advanced mathematics, chemistry, physics, and nuclear theory. This school is widely acknowledged as the most demanding academic program in the U.S. military. They continue their pipeline with an intensive 6 months of hands-on watch-standing training and examinations at one of two Nuclear Power Training Units, or Prototype. Their community’s methods are known internally as the “Gold Standard.” This standard is rigid, unquestioned, and unabashedly enforced. When an officer graduates Prototype, they report to their aircraft carrier as a proven, and more importantly, qualified watch-stander. Shortly after reporting, a SWO Nuke Nugget earns their platform endorsement and re-qualifies on their ship as a Plant Watch Officer, immediately contributing to their department’s watch organization while also leading their respective division.

Newly commissioned Surface Warfare Officer candidates notionally attend an 8-week course known as the Basic Division Officer Course, or BDOC, prior to reporting to their respective ships. Keeping with the community’s focus on generalists, BDOC covers a wide-range of topics, including: basic damage control, Navy pistol qualification, basic SWO engineering, Maintenance University, maritime warfare, division officer leadership and fundamentals, basic navigation, seamanship, and ship-handling. Students take numerous exams and are held to the community standard of a 90% passing grade on their Navigation Rules (Rules of the Road) exam. It is a demanding school and was established to rectify the absence of any such schooling that existed for nearly a decade. During their time at BDOC, the ensigns spend 24 cumulative hours in the ship-handling simulators where they get a taste for everything from pier work to harbor transits and man-overboard recoveries.

chonim

After graduating BDOC, our SWO Nuggets report to their ships and take over their first divisions. Unlike their aviator brethren, they do not wear a warfare pin when they report to the Fleet, nor do they possess any watch-standing qualifications. What then is the product that we are delivering to our ships? Our new ensigns – our Nuggets – are confident leaders and are capable of taking over the responsibility for people and gear from the get-go. They board their ships with a basic familiarization with shipboard systems, service policies, and standard commands (used to drive a ship). SWO Nuggets are not qualified to stand watch on their own, much less to lead an entire watch team, but they are prepared to step onto the bridge and take over as a Conning Officer – learning the finer details of ship handling from their fellow junior officers, enlisted specialists, and the ship’s leadership. Though they are not flying a Hornet solo over Afghanistan, they are standing tall in front of their divisions, as well as on the bridge, issuing commands to the helm and engines of their billion-dollar warships, increasing their competency and savvy exponentially during every watch.

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There is no doubt that the aviation and surface warfare communities have different demands, different priorities, and nearly polar-opposite cultures. An aviator must know what he is doing when he enters the Fleet, lest he crash his aircraft on the flight deck or drop his bomb on the wrong people. The Death-and-Destruction Factor is certainly relevant and is often used as an excuse for why Surface Warfare Officers do not have a similar training mindset. In other words, the argument is that young SWO’s can afford to be inexperienced because their mistakes are far less likely to cause catastrophe and because they operate with a safety-net of sorts made up of other watch standers. While I recognize the inherent danger of Naval Aviation, I disagree with this argument as a way to justify short-changing Surface Warfare Officer training. The culture and doctrine of the aviation community would not tolerate – much less conceive of – squadron skippers in the Fleet being burdened with building an aviator from scratch, yet our service puts that same burden on our ships’ captains, taking away from their crew’s overall combat-effectiveness. We are doing the world’s most fearsome warships an injustice. Surface Warfare Nuggets should report to the Fleet with know-how and qualifications, ready to drive and fight at the pointy-end from the moment they cross the brow.

After comparing the lives, methods, and priorities of Royal Navy Warfare Officers, Naval Aviators, and Surface Warfare Officers, I want to take the opportunity in the final piece of this series to analyze where the SWO community is getting it right, and where we could improve, as well as put forth two proposals that would fundamentally alter how the community trains and operates. In an era where fiscal uncertainty, regional conflict, and increasing operational tempos reign supreme, we must put our very best on the front lines – our country and our crews deserve it, and our enemies must fear it.

Read the next installment here. 

Lieutenant Jon Paris is a U.S. Navy Surface Warfare Officer. At sea, he has served aboard both a destroyer and cruiser, in both Weapons and Navigation Department. Ashore he has served as a Navigation Instructor at the U.S. Naval Academy and as a Flag Aide. He is a prospective destroyer Operations Officer. His opinions and generalizations are his own and do not reflect official stances or policy of the U.S. Navy.

Capability Analysis, Middle East

Learning Curve: Iranian Asymmetrical Warfare and Millennium Challenge 2002

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By Brett Davis

Tension between U.S. and Iranian military assets in the Arabian Gulf are nothing new. Confrontations between Iranian Revolutionary Guard Corps Navy (IRGCN), the Islamic Republic of Iran Navy (IRIN) and U.S. Navy vessels in the Gulf, the Strait of Hormuz, and the Gulf of Oman are a regular occurrence for forward-deployed ships. Iran knows it cannot match the U.S. in a conventional confrontation, and focuses on an asymmetrical style of warfare to increase damage and costs of confrontation to the U.S.

In 2002, a joint war game exercise, known as Millennium Challenge 2002 (MC02), took place to gauge readiness in the event of a conflict with a hostile Middle Eastern nation. The results were disastrous for the U.S., with over a dozen ships destroyed and thousands killed or wounded as a result of asymmetric and unconventional naval warfare. 14 years later, Iranian asymmetrical warfare can still have a devastating effect on U.S. and allied forces in the Middle East. Unconventional warfare has been the Achilles Heel of the U.S. military for decades, and more gaming and training are needed to enhance U.S. capabilities in an asymmetric environment.

Just a relaxing day sailing the Persian Gulf.
Just a relaxing day sailing the Persian Gulf.

A Combination of Threats

Following their lackluster performance during Operation Praying Mantis, in which the U.S. Navy laid waste to several conventional naval vessels, Iran began to focus on asymmetrical warfare. Tactics include Fast Inshore Attack Craft (FIAC), covert civilian craft, naval mines, and submarines.

The IRGCN utilizes swarming tactics as its method of choice. IRGCN bases are situated in various locations along Iran’s Gulf coast, from the Strait of Hormuz to the Northern Arabian Gulf. This is a key tenet in swarming attacks: packs of small attack craft covertly leave their bases at various times, all heading for the same target, i.e. a Carrier strike group operating in the Gulf. While this dispersed tactic may result in a weaker attack that is easier to repel, it is also much more difficult to detect, as the swarms don’t operate in a large formation. Also, craft equipped with torpedoes and anti-ship missiles can fire their payloads at a greater distance, ensuring survivability and destruction of their target.

Iran currently has the fourth-largest inventory of naval mines, as well as various platforms for deployment. Mines are a successful tool in the Gulf: USS Tripoli and USS Princeton struck Iraqi mines in the Northern Gulf during the Gulf War, and USS Samuel B. Roberts struck an Iranian-laid mine during the Tanker Wars of the 1980s. Iranian mines also dispatched large numbers of civilian merchant vessels in the same time period.

Iranian mines are largely cheap and unsophisticated. However, some Chinese and Russian variants, including the EM-52 multiple influence mine, are much more sophisticated and can be used in waters up to 600 feet – plenty deep to make the Central Gulf a dangerous place.

A majority of bottom-dwelling mines are designed for shallower waters. In some places, depths in the Strait of Hormuz are between 150-300 feet and are prime locations for these types of mines.

While the mines may not be sophisticated, deployment tactics are much harder to detect. IRGCN small craft are capable of laying mines, as are dhows, fishing boats and submarines. These platforms can carry up to 6 mines each and can be resupplied at sea. Mine laying platforms disguised as civilian craft would not raise suspicion on the part of Coalition forces while submarines can be quite difficult to detect by surface or air assets.

Iran operates several different types of submarines, all of the diesel variety. The Kilo-class are Soviet surplus that are nearing the end of their service life, but still require respect, especially in an asymmetrical warfare environment. Kilos can carry several dozen mines, laying them covertly beneath the waves and avoiding the overt detection by surface assets that endanger the mission of mine laying dhows and small boats. Kilos would also require an increase in anti-submarine warfare (ASW) platforms in theater for sub identification and prosecution, such as submarines and air and surface assets. They would also increase the standoff distance of high-value assets such as carriers and troop landing ships. These platforms would most likely not venture too close to a known hostile submarine operating area with few defensive weapons.

Iran’s mini-subs are another part of the undersea warfare threat worth considering. There are at least three separate classes of mini-sub in the Iranian inventory, all diesel operated. Their small size makes them difficult to detect, and their ability to operate in shallow waters makes them a perfect tool to target vessels in the littorals, such as amphibious assault ships and patrol craft, and any convoy of warships or shipping making its way through the Strait of Hormuz. They can also participate in mine laying operations  in shallower seas as a support asset.

Millennium Challenge 2002

MC02 was framed as a Red vs. Blue game depicting the invasion of a smaller Middle Eastern nation by a much larger and more capable adversary. It was the largest war game ever devised; 13,000 troops, aircraft and warships spread throughout the world, at a cost of $250 million. While it looked much like the upcoming invasion of Iraq, the tactics employed by Red closely resembled the nonlinear and asymmetric tactics of the IRGCN.

The Red forces, led by Marine Lieutenant General Paul van Riper, utilized several unorthodox measures and tactics to exploit the weaknesses of the Blue forces. When electronic warfare aircraft fried Red team communications sensors, van Riper used coded messages voiced from the minarets of Mosques at prayer times. This signaled the armada of civilian boats and light aircraft underway in the Persian Gulf to take action, conducting swarm and suicide attacks on U.S. warships and firing Silkworm missiles at high-value assets, claiming two amphibious assault ships and an aircraft carrier. At the conclusion of the attacks, 16 ships were sunk and thousands of servicemen were dead or wounded. Instead of digesting the results and using them to refine tactics and strategies in the face of a nonlinear threat, MC02’s controllers simply reset the problem – ensuring a Blue victory and “gaming” the most expensive and important war game in modern history.

Was anything learned from the surprise ending of MC02? It appears not. Iran’s tactics are nothing new; they have been using asymmetric warfare since the Iran-Iraq war. Iran’s weak Navy isn’t a new development either; most ships are decades old with few modern capabilities. What Iran does have, however, is a military strategy with a basis in unconventional warfare. Asymmetric tactics, like those described above, coupled with a decentralized command and control structure and semi-autonomous unit commanders make Iran survivable in the event of a first strike.

Unfortunately, the U.S. thinks of nations with weak conventional militaries as no match for the technological and modern behemoth that is the U.S. military. This was evident in Iraq and Afghanistan, where insurgents with little resources utilized out-of-the box thinking and nonlinear tactics to inflict heavy damage on U.S. forces, culminating in eventual retreats. U.S. strategy rests on technological and conventional dominance as well as engaging in non-traditional conflicts using traditional strategy and doctrine.

While Iran’s bluster regarding its eventual destruction of the U.S. fleet shouldn’t be entertained, the threat posed by Iran should be. Nonlinear and suicide attacks from the sea, increasingly capable long-range anti-ship missiles able to reach any vessel in the Gulf, and unconventional communications and command tactics are nothing to brush off. More exercises like MC02 are needed to adequately gauge the readiness of the U.S.’s land, sea and air forces to any asymmetric conflict with Iran. Where there are tactical and strategic gaps, a shift in training is required to prepare our forces for this type of conflict. A Blue defeat in a war game isn’t an embarrassment; it’s a chance to lean forward and become a well-rounded fighting force able to meet any challenge.

The chances of a major conventional conflict with another nation are extremely rare. Unconventional land and sea combat has been the norm for decades, and the U.S. needs more gaming and training in order to cope with the nonlinear threat.

Brett Davis is a U.S. Navy Surface Warfare Officer. He also runs the blog ClearedHot and occasionally navigates Twitter. His opinions are his own and do not represent the views of the U.S. Navy or Department of Defense.

History, Strategic Outlook

Lessons from History: Carthage & Transport Supremacy

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The role of the United States in contingency operations is changing. In all of the large-scale international interventions of the past few years, namely Libya, Mali, and the Central African Republic, the United States’ contributions consisted primarily of transport capacity in both the seas and the skies to bring foreign ground forces to the conflict. This trend appears unprecedented for a global power to pursue its interests but, as the saying goes, there is nothing new under the sun. The ancient maritime power of Carthage utilized the same strategy effectively in the fourth century B.C

For those who are unfamiliar, Carthage was a preeminent maritime power for hundreds of years in the Mediterranean. Pre-saging Alfred Thayer Mahan and 19th century European colonial powers, Carthage embraced an empire not built by massive land holdings but by a disparate collection of trading spheres, ranging from Spain to Sicily, connected by the era’s most powerful navy. There were very few powers that could challenge them on the open seas, making the Western Mediterranean a Carthaginian lake by which it could generate wealth.

Most people know the Carthaginians as the enemies of Rome in the era of Hannibal but that was not always the case. Up until their first dramatic clash in the thirdcentury B.C., the Romans and Carthaginians were allies were allies of convenience. The Carthaginians faced consistent incursions from Numidians in North Africa and colonial wars with the Greeks in Sicily while the Romans had to contend with Greek colonies and restive Samnites to their south. This culminated in the early fourth century B.C. when the Carthaginians used their navy to transport Roman legions to the south to fight their common Greek enemies. Carthage did not have to sacrifice any men to achieve their foreign policy objectives and the Romans, without naval lift, would have spent a much longer time marching their army south through dangerous territory. The Carthaginians were thus able to find manpower to handle operations they could not undertake and the Romans gained rapid mobility. Both sides profited from the arrangement.
  
The United States is in a similar position in the modern as Carthage was in the ancient world. The United States has unmatched transport capacity in both the maritime and air domains, evidenced in all possible measures: numbers of sea/air transport vehicles, total cargo capacity, and experience in deployment logistics. Many other nations have tactical transports but very few others have either the numbers of strategic-level transports or the financial resources necessary to support long deployments. This situation gives the United States a unique position to influence global deployment of forces; it offers a quasi-veto to undesirable deployments and a force-multiplier for operations that it wants to see conducted.
 
While the United States has unmatched transport capacity, there are a host of reasons why the United States cannot project its power simultaneously to tackle every global crisis: ongoing operations in Afghanistan, a lack of popular support for committing troops overseas, and tightening budgets restrict the United States. Carthage had similar limitations, due primarily to budgets and the mercenary make-up of their armed forces, which they circumvented in their wars against the Greeks by leveraging Roman manpower. The United States is already doing the same for France in Mali and the United Nations in the Central African Republic.
 
The story of transport supremacy did not end well for Carthage. In the First Punic War, fought a scant few years after the common war against the Greeks, the Romans raised a substantial navy and challenged Carthage’s dominance on the seas. Defeat in that war, combined with the defeats in the Second and Third Punic wars, would spell the end of Carthage’s empire. While the Carthaginians ushered in their doom by providing transport supremacy to their eventual conquerors, the United States is in no such risk of the same, allowing it to leverage the policy without stoking an existential threat to its existence.
 
The future looks bright for those with transport supremacy.
 
Matthew Merighi is a civilian employee with the United States Air Force. His views do not reflect those of the United States Government, Department of Defense, or Air Force.

Fostering the Discussion on Securing the Seas.