Mock IEDs attacks, fire and maneuvering drills, and scrambled medical evacuations are just a few exercises Marines and sailors run while training at Mojave Viper. “The Viper” takes place in Twentynine Palms, California, the largest training base of the U.S. Marine Corps.
Although each scenario the Marines encounter is played out under strict supervision, it’s considered the closest thing to war a young infantryman are exposed to before facing the real enemy. The training takes place in a desert landscape that closely resembles the environment troops will meet in Afghanistan — and it sucks.
It’s f*cking filthy
Infantry Marines and sailors from various bases show up to Camp Wilson, where their desert training will take place. 99.9 percent of the time, the Marines occupy the K-spans located on the grounds. Those K-spans are rarely cleaned before the incoming troops arrive, which causes problems.
Plus, since you’re training in an open-desert landscape, the wind will blow all types of viruses and bacteria about. This, in conjunction with already-dirty living conditions, causes troops to come down with all kinds of illness, like pink-eye and a variety of sniffles. Keep your mouth closed and your eyes covered whenever possible.
Cpl. Dwight Jackson, a working dog handler with 1st Law Enforcement Battalion, I Marine Expeditionary Force, cools off his dog, Hugo while training in Twentypalms, Calif.
The summer heat
If you’re unlucky, you’ll be sent to Mojave Viper during the late spring and early summer months. You better start getting ready for the heat.
Not only is it freakin’ hot in the direct sunlight, but the blazing heat is made even worse by training in your full PPE gear. Welcome to hell!
Lance Cpl. Charles Wohlers, 1st LE Gunner, Marine Wing Support Squadron 371, prepares his gear for the cold wear before the Motorized Fire and Movement Exercise exercise on range 114, at Marine Corps Air Ground Combat Center, Twentynine Palms, Calif.
(Photo by Pfc. William Chockey)
The cold nights
If you think the days are bad, just wait until the sun goes down and the temperatures drop. Hell has just frozen over.
Lance Cpl. Daniel Breneiser, right, gets vaccinated against smallpox by Hospital Corpsman Nathan Stallfus
(Photo by MC1 Nathanael Miller)
Showering in a pool of smallpox
While stationed in the camp, most troops receive a smallpox vaccination on their upper arm. This vaccination creates a small blister which takes a few weeks to heal and may leave a scar. However, during that healing period, troops still have to shower to maintain proper hygiene.
As you shower, water will run over the blister and onto the floor. When multiple troops shower at the same time, the plumbing usually gets backed up, essentially creating a nasty pool of smallpox-laden backflow. Great.
Leadership is paramount to the success of any army. Leaders not only make life and death decisions but directly control the climate and quality of life of their subordinates.
But what is the real definition of leadership? Field Manual 6-22, Leader Development, defines leadership as “the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.”
We will discuss 12 fundamental leadership principles, as well as several educational and inspirational historical examples. Experienced leaders should already practice these principles; however, I have learned through personal experience never to assume anything. Therefore, we will start the series by examining the first four leadership principles — lead from the front, self-confidence vs. egotism, moral courage, and physical courage.
1. Lead from the front
Taught to lead by example, leaders inspire their soldiers to perform deeds of heroism and sacrifice, which often requires suppression of natural feelings such as fear. Leaders do not encourage their soldiers by saying, “onward,” but rather, “follow me,” the very apropos motto of the U.S. Army Infantry School.
To inspire troops, leaders must instill a pervasive attitude to motivate their troops to advance under withering fire or hold a seemingly untenable position. To accomplish this, leaders must be present at the forward edge of the battle area so their soldiers will follow their example and respect their judgment, leadership ability, and tactical knowledge.
2. Have self-confidence, not egoism
“As I gain in experience, I do not think more of myself but less of others.” -Gen. George S. Patton Jr.
While a platoon of soldiers is wary of going into action with an inexperienced leader, a smart platoon leader can mitigate this problem by seeking instruction and mentorship from the platoon sergeant, a role that noncommissioned officers have embraced since the rise of professional armies.
Any leader worth his stuff has confidence, but excessive egotism is usually indicative of a lack of assurance. A show of bravado in advance of a mission or the face of the enemy is acceptable; however, an abundance of cockiness is liable to portend a horrible day for all concerned. Below are examples of egotism that not only affected the leaders but their troops as well.
Gen. George S. Patton
-Gen. George S. Patton knew a thing or two about projecting confidence. He could change at will and put on his “war face,” followed by a speech, filled with “blood and guts,” to motivate his men.
Patton believed he was the most distinguished soldier who ever lived. He convinced himself that he would never falter through doubt. This faith in himself encouraged his men of the Second American Corps in Africa, and the Third Army in France, to believe they could achieve ultimate victory under his leadership.
3. Moral courage
“It is curious that physical courage should be so common in the world and moral courage so rare.”
Doing the right thing, regardless of the consequences, is moral courage. An outstanding example is Gen. George Washington, whose legacy as the commander of the Continental Army and the first President of the United States remains among the greatest in American history.
Washington was one of the most experienced military leaders in the Thirteen Colonies, having served with the English during the French and Indian War in 1755.
Selected as a delegate to the Continental Congress, he was selected as Commander-in-Chief of the Continental Army in 1775. Although Washington lost most of the battles during the Revolutionary War, he kept the Army together and built a strong coalition with the French when they intervened in the war.
According to historian Gordon Wood, Washington’s most significant act was his resignation as commander of the armies — an act that stunned aristocratic Europe. Many believed Washington could have been a dictator if he had chosen so.
4. Physical courage
“There were all kinds of things I was afraid of at first, ranging from grizzly bears to ‘mean’ horses and gun-fighters; but by acting as if I was not afraid, I gradually ceased to be afraid.” -President Theodore Roosevelt
Because the life of a soldier is fraught with danger, courage is a requirement for every military leader. soldiers, who do their duty regardless of fear and risk to life or limb, perform bravery on the battlefield. As a result, there are numerous examples of the American soldiers’ courage.
For instance, during World War II, 2nd Lt. Audie L. Murphy became (at the time) the most decorated soldier in American history. Ironically, he had been turned down for enlistment by the Marines, Navy, and Army paratroopers because of his physique.
On January 26, 1945, at Holtzwihr, Germany, Murphy ordered his men to withdraw from an attack of enemy tanks and infantry. During the withdrawal, he mounted a burning tank destroyer and fired its .50 caliber machine gun for more than an hour, killing 50 Germans, stalling the attack, and forcing the enemy to withdraw. Although wounded, he led his men in a counterattack and was awarded the Medal of Honor for his actions.
As role models, leaders must lead from the front and display courage to motivate their soldiers. However, it is important to maintain an acceptable level of confidence without it turning into excessive egotism. There is no “I” in team and success comes as a result of the soldiers’ trust in their leader and their ability to work together.
5. Foster teamwork
“It’s amazing what you can accomplish if you do not care who gets the credit.” -President Harry S. Truman
When accomplishing the mission, teamwork is more important than personal recognition, thus the famous quote, “There is no ‘I’ in team.” Today’s military often functions in joint operations, which consist of other branches as well as coalition partners. Therefore, an experienced leader cannot favor individuals but must foster cooperation with all team members.
An excellent example of such leadership is General Dwight D. Eisenhower, Supreme Allied Commander, who despite the challenges of making multiple countries’ militaries work together during World War II, built a coalition of U.S., British, French, and Canadian forces.
“I could never face a body of officers without emphasizing one word — teamwork,” he said.
6. Have fitness and energy
“Utterly fearless, full of drive and energy, he was always up front where the battle was fiercest. If his opponent made a mistake, Rommel was on it like a flash.” -Lt. Gen. Sir Brian Horrocks
If leaders follow the principle of leading from the front, then they must be physically fit and energetic to meet the demands of leadership on the battlefield. Leaders who possess such endurance can lead a platoon of hard chargers to fix bayonets and take the high ground.
Former Olympic athlete Gen. George S. Patton advocated for fitness long before it became a standard requirement for the modern day soldier. Assuming command of the I Armored Corps on January 15, 1942, Patton laid out his expectations.
“As officers, we must give leadership in becoming tough, physically and mentally,” he said. “Every man in this command must be able to run a mile in fifteen minutes with a full military pack.”
When an overweight senior officer guffawed, Patton angrily resumed, “I mean every man. Every officer and enlisted man, staff and command, every man will run a mile! We will start in exactly thirty minutes! I will lead!”
7. Be aggressive and bold
“An army of deer led by a lion is more to be feared than an army of lions led by a deer.” -Phillip of Macedonia
A leader must be bold and aggressive. Many of history’s most triumphant generals, such as Frederick the Great and Adm. Horatio Nelson, to name a few, embodied these qualities.
-Frederick the Great
Frederick the Great built his army into the one of the most formidable in history. He was a bold general and used his infantry’s swift maneuvering to confound and crush his enemies. This was the case at three of his most significant victories: the Battle of Hohenfriedberg in 1745 and the battles of Rossbach and Leuthen in 1757.
The Battle of Prague (1757), in which Frederick invaded Bohemia during the Third Silesian War (Seven Years’ War) is a prime example of his audacity. With England as his only ally, he faced Austrian, French, Russian, Saxon, and Swedish forces, and though he came close to defeat many times, he finally won the war.
-Adm. Horatio Nelson
Considered one of the most historically audacious naval leaders, Nelson faced the “Armed Neutrality,” made up of the Russian, Prussian, Danish, and Swedish fleets, at the Battle of Copenhagen in 1801.
The battle started badly for the British and the fleet commander, Adm. Sir Hyde Parker, ordered Nelson to withdraw. Nelson was informed of the signal by one of his officers and angrily responded, “I told you to look out on the Danish Commodore and let me know when he surrendered. Keep your eyes fixed on him.” He then turned to his flag captain, and said, “You know, Foley, I have only one eye. I have a right to be blind sometimes.” He raised the telescope to his blind eye and said, “I really do not see the signal.”
In the end, the British fleet won, thus making the Battle of Copenhagen one of Nelson’s greatest victories.
8. Take care of your soldiers
“The badge of rank that an officer wears on his coat is really a symbol of servitude to his men.” -Maj. Gen. Maxwell D. Taylor
A competent leader preserves combat power by putting his soldiers first and doing the most to improve their situation. You will gain soldiers’ trust by making sure they are well equipped, fed, and rested. Beyond meeting their basic needs, it is also essential to be an advocate and ensure they receive proper recognition for their achievements. The U.S. Army prioritizes this as “the mission, the men, and me.”
One of Alexander the Great’s leadership qualities was the ability to place his men first.
After covering more than 400 miles in 11 days, Alexander and his soldiers were nearly dead from thirst. Some Macedonians had brought back a few bags of water from a distant river, and they offered Alexander a helmet-full. Although his mouth was so dry that he was nearly choking, he gave back the helmet with his thanks and explained that there was not enough for everyone, and if he drank, then the others would faint. When his men saw this, they spurred their horses forward and shouted for him to lead them. With such a king, they said, they would defy any hardships.
Training and caring for your soldiers ultimately leads to unit success. It is crucial to remember there is no “I” in team and even the most well-known leaders, such as Eisenhower, needed to foster teamwork and unit cohesion to accomplish goals that would have been impossible to achieve otherwise. However, to create unity, leaders must have the determination and decisiveness to overcome challenges they and their units experience.
The General Douglas MacArthur Leadership Award.
(U.S. Army photo by Maj. Brett Walker)
9. Be a student of the past
“The only right way of learning the science of war is to read and reread the campaigns of the great captains.” -Napoleon
History offers a wealth of information to those who have the foresight to examine it. In addition to obtaining vital technical and tactical knowledge, soldiers can learn by studying how past leaders performed in the fog of war.
Gen. George Patton was a consummate warrior, known for studying history and acquiring an impressive library of professional military books during his lifetime. At an early age, he chose to become a soldier. His father nurtured him in the classics, as well as the lore of the Patton family, which was composed of military leaders, including two uncles who were Confederate officers killed in battle.
Unfortunately, Patton had dyslexia, a learning disability not well known or diagnosed at the time. He realized, however, that with determination and constant effort, he could pursue military studies and achieve his goal of becoming a great leader.
He understood the military profession required immense technical competence, knowledge of weapons and equipment, tactics and operations, and maneuvers and logistics. Therefore, he expended vast amounts of time and energy in reading and making copious notes in the pages of his books, making him not only familiar with the field and technical manuals of his time, but also knowledgeable about history.
10. Be decisive
“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” -President Theodore Roosevelt
In war, lack of decisiveness can have fatal consequences. Once you make up your mind, stick to your decision. Never show yourself to be indecisive.
When Julius Caesar refused to lay down his military command and return to Rome at the end of Gallic Wars, he said, “The die is cast,” thus making it clear that his choice was irrevocable.
In 1805, during the Napoleonic Wars, Napoleon’s empire was threatened by England, Russia, and Austria. During this period, Napoleon was able to compel the Austrian army to surrender without firing a shot through rapid marching and maneuvers.
As a final example, in 1862, at the Battle of Mobile Bay during the American Civil War, Confederate mines blocked Union Adm. David Farragut’s path during an attempt to attack a Confederate Navy squadron to seize three forts guarding the bay entrance. In a decisive statement, Farragut said, “Damn the torpedoes, full speed ahead.”
11. Show determination
“You are never beaten until you admit it.” -Gen. George S. Patton Jr.
A leader must show determination even when others do not. This “never say die” attitude is necessary for your soldiers to be tirelessly persistent during desperate, bleak, or challenging situations.
Brig. Gen. Anthony McAuliffe, acting commander of the 101st Airborne Division during the Battle of the Bulge in World War II, is an excellent example. In December 1944, at Bastogne, Belgium, the Germans sent a demand for his surrender. He responded by saying, “Nuts.”
To articulate the resolve and determination of his countrymen, Winston Churchill, the British Prime Minister, gave a number of inspiring speeches during World War II:
-Blood, Toil, Tears and Sweat
“I would say to the House, as I said to those who have joined this government: I have nothing to offer but blood, toil, tears and sweat. We have before us an ordeal of the most grievous kind. We have before us many, many long months of struggle and of suffering.
You ask, what is our aim? I can answer in one word: Victory. Victory at all costs — victory in spite of all terror — victory, however long and hard the road may be, for without victory, there is no survival.”
-We Shall Fight on the Beaches
“We shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air. We shall defend our island, whatever the cost may be, we shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender.”
-Their Finest Hour
“Let us therefore brace ourselves to our duties, and so bear ourselves, that if the British Empire and its Commonwealth last for a thousand years, men will still say, ‘This was their finest hour.'”
12. Be strong of character
“Duty, Honor, Country. Those three hallowed words reverently dictate what you ought to be, what you can be, what you will be.” -Gen. Douglas MacArthur
Gen. of the Army Douglas MacArthur was a historical leader who embodied the definition of strong character. He was a renowned general who won many battles against numerically superior and better-equipped foes and was awarded the Medal of Honor for defending the Philippines during World War II.
MacArthur did not accept anything but the best, even during times of peace, which was evident when he trained the 1927 American Olympic team. With his commanding presence, he pulled together a strong team, retorting, “Americans never quit,” in response to the U.S. boxing team manager who wanted to withdraw from the competition due to an unfair decision.
In his acceptance speech for the Sylvanus Thayer Award, one of the most eloquent expressions of leadership principles ever delivered, MacArthur’s words speak to today’s soldiers, especially NCOs who are “warrior-leaders of strong character”:
“Duty, Honor, Country. Those three hallowed words reverently dictate what you ought to be, what you can be, what you will be … They build your basic character. They mold you for your future roles as the custodians of the Nation’s defense. They make you strong enough to know when you are weak, and brave enough to face yourself when you are afraid.”
It is a tremendous honor, as an NCO, to lead soldiers and along with this honor comes the responsibility to do it well. An ideal Army NCO has a sharp intellect, physical presence, professional competence, high moral character, and serves as a role model. He or she is willing to act decisively, within the intent and purpose of those appointed over them and in the best interest of the organization. They recognize organizations built on mutual trust and confidence accomplish peacetime and wartime missions.
An NCO, who is proficient in some of these 12 principles, but deficient in others, will have a detrimental effect on mission success, morale, and the efficacy of leadership. It is therefore imperative that all leaders build competency in all principles and become well rounded.
The men and women of the U.S. military have made countless sacrifices in the service of our great nation. They deserve the best leadership that we can offer, and it is our sacred duty to give it to them.
When life gives you lemons, you make lemonade, right? Well, in the case of Charlynda Scales, when life gives you a secret sauce recipe, you make sauce and build a company.
While serving in the Air Force, Charlynda’s grandfather invented a sauce that he’d use on every meal, but he never got to see it bottled and sold in stores. To honor her grandfather’s legacy, Charlynda built a business using his secret recipe — and she’s helping a lot of people in the process.
Above, Charlynda Scales in her Air Force dress blues.
Born in 1981 in Cookeville, Tennessee, Charlynda lived with her family in a small home in the countryside. Her family ignited her passion for serving others and propelled her into pursuing a higher education. She holds a degree in Aerospace Science and Business Management from Clemson University, along with an MBA in Strategic Leadership. You could say that her family is the beacon that guided her down the path to the eventual creation of Mutt’s Sauce, LLC.
Charlynda joined the Air Force in 2004 as a 63A, Program Manager. She obtained the rank of Captain and switched over to the Reserves in 2015, presently still serving as an Individual Mobilization Augmentee. When she got out of active duty, she focused on growing her business.
Charlynda’s grandfather is on the label of every bottle of Mutt’s Sauce.
Mutt’s Sauce was born out of the memory of Charlynda’s grandfather, Charlie “Mutt” Ferrell, Jr. who was also an Air Force veteran that served in Vietnam and the Korean War as a crew chief. Charlie earned the name “Mutt” because of his ability to fit in anywhere he went. Considering that Mutt’s Sauce has been dubbed “the sauce for every meal,” it’s safe to say Charlie’s reputation lives on as part of the company.
To the surprise of Charlynda, after her grandfather’s passing, she was the one in her family entrusted with the knowledge of the secret recipe. Her mother revealed the recipe to her in 2013, and Charlynda was inspired to bottle it and share his legacy with the world.
Charlynda Scales poses with Bob Evan’s after winning the 2017 Heroes to CEOs Contest.
(Bob Evans Farms)
Mutt’s Sauce has already started to carve out a name for itself by winning the Bob Evan’s Farms’ 2017 Heroes to CEOs Contest. Not only has Scales successfully bottled her Grandfather’s secret recipe, but she has memorialized his values of serving others and continues to propel forward in the business world.
During the COVID-19 crisis, President Trump has been holding daily briefings from the White House to provide updates on the pandemic. Now, the president is extending an opportunity for service members and their families to listen in on a conference call hosted especially for them, to discuss the status of COVID-19 and how it impacts the military.
The Department of Defense announced the call on social media, requesting that interested parties RSVP via a provided link.
According to the Center for Disease Control, as of March 31, 2020, there were 163,539 total cases of COVID-19 reported in the United States and 2,860 deaths. The military announced they will no longer be releasing numbers of infected service members due to security reasons.
The penultimate episode of season one brings us Chapter 7: The Reckoning, wherein director Deborah Chow returns — and brings along some familiar faces.
Here’s your spoiler warning:
The Mandalorian, Disney+
Our Mandalorian-of-honor receives a transmission from Greef Carga, who has a proposition that is clearly a trap. Navarro is now overrun with Imperial troopers and Carga wants them off his back, so he’s willing to team up with Mando to kill The Client.
Our Mandalorian seems to decide that this is the best deal he can get so he decides to take Carga up on his deal — but not without reinforcement. He returns to Sorgan to recruit Cara Dune, who’s brawling for credits in a bar (fun to see Gina Carano showing off some of her moves).
To my surprise, they leave Omera behind (I’m still waiting to find out why she’s such a good marksman) and head off to Arvala-7 to grab Kuiil instead.
The Mandalorian, Disney+
Here we learn that the Ugnaught has spent the time since we last saw him repairing and reprogramming IG-11. For some reason that hasn’t yet paid off, this episode spends a lot of time on the montage of IG-11’s journey back to functioning droid. I feel like I got the gist the first time Kuiil said he reprogrammed the killing out of IG-11?
Kuill finally agrees to accompany Mando but insists on bringing IG-11 and three blurrg with him.
(Side note: I basically just ignore space and time in Star Wars otherwise I’ll get too distracted wondering how those blurrg fit in the ship? And how much time has actually passed? It only feels like a few days or weeks but I guess it’s longer?)
Silly billy! No Force-choking friends without their consent!
The Mandalorian, Disney+
During their flight back to Navarro, Mando and Cara arm-wrestle. Seeing this, the Yoda Baby misinterprets Cara’s actions as an attack against Mando so he decides to Force-choke her.
“That’s not cool!” Haha but it is hilarious. Little baby Force-choke! That’s impressive!
What’s most interesting is the reaction — no one in the ship talks about the Force after the incident. Kuiil is theoretically old enough to remember the time of the Jedi Order (he mentions to Cara that he’s lived three human lifespans), but none of the group seem to know firsthand about the Force.
Beware the intelligent adversary.
The Mandalorian, Disney+
On Navarro, the group meets up with Carga and his back-up. They decide to walk until sundown, camp for the night, then head into the city at first light. Unfortunately, they are attacked by some sort of pack of flying dragons or mynocks or wyverns. The creatures carry off two blurrgs (which was deeply unsettling — why do the innocents always have to die?) and rake Carga’s arm with poisonous claws.
Here we get to learn a pretty fun new fact about the Force — it can be used for healing. The Yoda Baby walks up to Carga, places his tiny little hand on Carga’s wounded arm, and closes the wound and eliminates the poison. Cool!
Carga thought so, too, because the next day he shoots his men and confesses that they were just going to turn on Mando. Now Carga is committed to saving the baby and killing The Client.
He suggests there will only be about four Stormtroopers guarding The Client and not to worry…
Only now, Kuiil will take the baby back to the Razor Crest and they’ll pull the ol’ fake-prisoner bit, bringing in Mando in handcuffs, and just pretend the baby is in the carrier.
Insert a “we’ve got company” quote here.
The Mandalorian, Disney+
Of course, the plan goes awry. Though The Client apparently believes the baby is “sleeping,” his boss doesn’t. Moff Gideon (played by Breaking Bad’s Giancarlo Esposito) calls via hologram right before ordering an attack on everyone in the room. He shows up in a fancy TIE fighter to join his Death Troopers and trap Mando and Cara behind enemy lines.
Mando then decides to, for some reason, communicate with Kuiil over comms that are easily intercepted by Scout Troopers, who take off to capture Kuiil.
A very stressful race begins, with Kuiil and the Yoda Baby on a fleeing blurrg, racing toward the ship while the Scout Troopers speed off toward them. (I mean, how did the Scout Troopers know which way to go? Why didn’t Mando use clean comms — or at least some code?? Questions for another day…)
Honestly, I was waiting for IG-11 to burst out of the ship and save the day…but instead we cut abruptly to the Yoda Baby on the ground, scooped up by a Scout Trooper, leaving the dead blurrg and Kuiil in their wake.
With that, we’re left on an Empire-like cliffhanger waiting for the finale on Dec. 27.
You’ve heard of Elf On The Shelf but are you ready forpic.twitter.com/0dyFHkbkCR
Once dubbed “the world’s most dangerous road,” the 7.5-mile stretch from Baghdad’s Green Zone to the airport was called “Route Irish” during the American-led occupation of Iraq.
It was a fitting introduction to the country during the height of the war. For years, Route Irish was a trial by fire: if you survived the drive from the airport, you would be ready for anything.
The Americans and British had a hard time controlling the road for nearly two years. Most taxi drivers refused to go anywhere near it and those that did sometimes got caught up in the mix between the insurgency and the occupation forces. It wasn’t just dangerous for troops; it was dangerous for everyone.
1. It was an easy target.
Irish was the direct airport road, connecting the International Zone (aka the “Green Zone”) with BIAP and the Victory Base Complex. Insurgents of all brands, from loyalists to al-Qaeda in Iraq terrorists knew coalition forces were based along the road and knew they would have to use the road and the areas adjacent. Irish became a magnet for bullets, rockets, mortars, VBIEDs, and hidden IEDs.
Suicide bombers lurked on the exit ramps and road crews repairing holes from previous attacks buried IEDs. It became so bad, that by December 2004, State Department personnel were banned from using Irish and troops began calling it “IED Alley.”
2. The road was a bumpy ride.
All those explosive impacts created craters in the asphalt and littered the road with husks of destroyed vehicles. Besides making the trip seem like you were riding a bucking bronco for miles on end while dodging obstacles, the hastily filled-in holes created by explosions made the trip much longer than it had to be. The craters and garbage also made it easy for insurgents to hide IEDs.
Riding in a Bradley in 127-degree heat with little light and less air flow makes the 8-minute ride seem like it takes hours. Bumping your head on the side of this hotbox a few times will make anyone appreciate a foot patrol or IED sweep.
3. Getting aboard “the Rhino” was intimidating.
“The Rhino” was a Rhino Runner, a 22-seat bus with heavy armor, designed by Florida-based Labock Technologies. Troops, contractors, and VIPs traveling to and from Victory Base, BIAP, or the Green Zone had to mount up into the belly of this behemoth. Looking at this veritable mountain of a vehicle made the first time fobbit on his or her way to Iraqi Freedom’s nerve center think twice about whether or not they could conduct their business via email.
In November 2004, a three Rhino convoy was ambushed on Route Irish with a 250-pound suicide VBIED that made a crater 6 feet wide and 2 feet deep. A dust cloud over 1,000 feet long could be seen for miles around the city. There were no injuries to the 18 people in the vehicle.
4. The road required constant patrols.
Eventually, Irish would be secured by American troops using concrete obstacles, Iraqi Army units, and taking control of the neighborhoods adjacent to the road. Until then, Coalition forces had to keep the road as clean as possible and remove the blown-up car carcasses.
At one point, the Boston Globe reported the U.S. Army dedicated an entire battalion of the 10th Mountain Division to keeping the road as clear and safe as possible. This opened the troops up to constant attacks from suicide bombers, a tactic the military could do little to prevent short of destroying the car before it reached the target.
5. If the attacks weren’t dangerous enough, the Iraqi drivers were.
Because of the frequency and severity of attacks on American and other Coalition personnel (and sometimes sectarian violence) drivers in the city put the pedal to the metal while driving along the road. They so slow down for U.S. vehicle convoys because the turret gunners have no problem taking a few shots at a tailgater.
Iraqis drove the highway at high speeds, veering away from the median (a potential source of IEDs) except when they were veering away from the exits (a source of suicide VBIEDs), and randomly weaved while driving under overpasses for fear of someone dropping something on them.
Civilians who wanted a ride from the Sheraton to the airport could easily hire their own armored shuttle service – for the deeply discounted price of $2,390 each way.
Surrounded by a small group of soldiers all dressed in physical training gear, Sgt. Maj. of the Army Daniel A. Dailey kicked off the 2018 Association of the U.S. Army Annual Meeting and Exposition with a Battle Challenge event.
“Our soldiers need to be ready,” Dailey said. “Ready to do the basic skills necessary to fight and win on the battlefield. Soldiers need to have the physical … and technical skills to do their job, fight and win.”
Soldiers who participated in this year’s Best Warrior competition were among the first to run the Battle Challenge at AUSA. The winners of the Best Warrior competition will be announced at the Sergeant Major of the Army’s awards luncheon.
Surrounded by a small group of soldiers all dressed in physical training gear, Sgt. Maj. of the Army Daniel A. Dailey kicked off the 2018 Association of the U.S. Army Annual Meeting and Exposition with a Battle Challenge event in Washington D.C., Oct. 8, 2018.
(U.S. Army photo by Devon L. Suits)
“PT is the most important thing you do every day. PT is a primary and fundamental thing soldiers do to fight. That is our job — fight and win our nation’s wars,” Dailey said. “AUSA put this together for us, and we couldn’t be happier.”
During the Battle Challenge, soldiers raced against the clock to be the fastest to complete a series of nine different soldier tasks. There is no prize for the winner — just bragging rights knowing that they bested some of the Army’s fiercest competitors.
Soldiers participate in a Battle Challenge event at the 2018 Association of the U.S. Army Annual Meeting and Exposition in Washington D.C., Oct. 8, 2018.
(U.S. Army photo by Spc. P.J. Siquig)
“The Battle Challenge was fun,” said Sgt. 1st Class Jason Machado, a platoon sergeant with the 25th Infantry Division at Schofield Barracks, Hawaii, and one of the Best Warrior competitors.
“During Best Warrior, we were working with some amazing competitors and the battle challenge capped off the event,” he added. “(AUSA) is a lot of fun and great opportunity to see all the things going on (in the Army), and in industry.”
Soldiers participate in a Battle Challenge event at the 2018 Association of the U.S. Army Annual Meeting and Exposition in Washington D.C., Oct. 8, 2018.
(U.S. Army photo by Spc. P.J. Siquig)
AUSA’s annual meeting is the largest land power exposition and professional development forum in North America, according to event officials. With the theme, “Ready today — more lethal tomorrow,” AUSA is driven to deliver the Army’s message through informative presentations from Army senior leaders about the state of the force.
Soldiers participate in a Battle Challenge event at the 2018 Association of the U.S. Army Annual Meeting and Exposition in Washington D.C., Oct. 8, 2018.
(U.S. Army photo by Spc. P.J. Siquig)
The event also hosts more than 700 exhibitors, giving the estimated 300,000-plus attendees a hands-on opportunity to interact with some of the latest technologies from the Army and industry partners. Further, AUSA provides attendees with a variety of networking opportunities and panel discussions that define the Army’s role in supporting military and national security initiatives.
When Saddam Hussein ordered the invasion of Kuwait, the Marines were one of the first units to respond. By Feb. 23, 1991, I Marine Expeditionary Force was controlling two reinforced Marine Divisions poised to strike Iraqi forces in Kuwait.
Facing the Marines were two massive minefields and some ten Iraqi divisions.
In the lead up to the invasion, the Marines worked furiously to find gaps in the minefield that they could strike through. They also frequently clashed with Iraqi forces when conducting artillery raids and during the pre-emptive Battle of Khafji.
That battle convinced the Marines that maybe the task ahead was not as formidable as they might have assumed. The Marines realized the Iraqis lacked aggression and coordination, and if hit hard they would back down.
But before that could happen they still had to find a way through the minefields. The commanders of the two Marine divisions had their own ideas of how that would happen.
The 1st Marine Division, commanded by Maj. Gen. Mike Myatt, was divided into four task forces – Ripper, Papa Bear, Taro, and Grizzly. Two task forces would clear lanes through the minefields before allowing the other two to pass through to spearhead the attack.
The 2nd Marine Division, commanded by Maj. Gen. William Keys, had a different plan. Keys ordered the Division to breach the minefields before storming across Kuwait to meet the Iraqis.
Before the ground war even started, the Marines of Task Forces Taro and Grizzly were infiltrating into Kuwait and through the minefield in order to take up blocking positions when the invasions started.
Then, on Feb. 24, 1991 at 0430 local time, the invasion officially began. The 1st Marine Division’s two task forces, Ripper and Papa Bear, began their assaults through the gaps provided by Taro and Grizzly.
On their flank, the 2nd Marine Division, augmented by the U.S. Army’s 2nd Armored Division’s 1st Brigade, began breaching operations at the minefield. Mine-clearing line charges and plow-equipped tanks blasted a path through the mines.
As the Marines cleared the minefields, they prepared to engage Iraqi forces. However, instead of an immediate fight, they were confronted with waves of surrendering Iraqi soldiers.
Unable to handle the large numbers of POWs, and with objectives to meet, they simply pointed the Iraqis towards the rear and drove on.
On the first day, the Marines only encountered light resistance and captured all of their objectives.
However, the next day, Feb. 25, the Iraqis launched counterattacks in force against the Marine positions.
Using the burning Burqan oil fields as concealment, the Iraqis were able to infiltrate very close to the Marines before launching their attacks.
The sudden appearance of an Iraqi brigade to the Marine’s flank caused quite a stir. The 1st Tank Battalion of TF Papa Bear bore the brunt of the Iraqi advance. The Marine commander reported, “T-62s everywhere, scattering like cockroaches from the Burqan oil field.”
As the Marine’s M60 Patton tanks engaged the Iraqis, daring Marine aviators came in low under the smoke to blast Iraqi tanks with Hellfire missiles. In three and a half hours of hard fighting, the Marines drove off the Iraqis while destroying 75 armored vehicles.
On TF Papa Bear’s other flank, another Iraqi force was massing to attack the 1st Marine Division’s forward command post. A platoon of infantry and another of LAV-25s commanded by Cpt. Eddie Ray were all that guarded the CP.
When artillery rounds began raining down around the Marines Ray raced forward to assess the situation. What he found was a numerically superior Iraqi force of tanks and armored personnel carriers approaching their position.
Ray’s small force immediately began engaging the Iraqi’s as they made a move for the CP. Seeing the attack developing, Brig. Gen. Draude, the assistant division commander, quipped, “If I die today, my wife is going to kill me.”
Another officer quickly called for reinforcements from TF Ripper and I MEF headquarters. He was told everyone was in a fight and there was no available air support.
He responded by simply holding the radio headset in the air for a few seconds before vehemently stating, “We are in a REAL fight at division forward!”
I MEF sent two Cobra gunships to support the beleaguered Marines. With the gunships on station, Ray made a bold move — he counterattacked. Despite overwhelming odds, Ray’s small force hammered the Iraqis and drove them from the vicinity, destroying 50 vehicles and capturing 250 prisoners.
In the 2nd Marine Division’s sector, the Iraqis were fighting just as tenaciously. B Company, 4th Tank Battalion — a reserve unit and the only Marines armed with the new M1 Abrams — awoke on the morning of Feb. 25 to see a massive Iraqi armored column moving in front of their position.
In what became known as the Reveille Engagement, the men of B Company, despite being outnumbered 3-to-1, maneuvered on line and engaged the Iraqis. In just 90 seconds, the Marine tankers wiped out the entire Iraqi force of 35 tanks and APCs.
After defeating the Iraqi counterattacks, the Marines continued their drive north the next day. They took the vital Al Jaber airfield and made it to the outskirts of Kuwait City and the international airport.
While the 2nd Marine Division cut off the Iraqi’s retreat, the 1st Marine Division attacked and secured the airport with support from two battleships firing from the gulf.
The 100-hour ground war cost the Marines five killed and 48 wounded. In that time they fought over 100 miles through occupied territory, crushed seven Iraqi divisions, destroyed over 1,600 tanks and armored vehicles, and took over 22,000 prisoners.
With the help of the 374th Operations Group, Yokota Air Base C-130J Super Hercules aircrews are always ready for potential chemical and biological threats.
By using the Aircrew Eye/Respiratory Protection Equipment, aircrews can safely fly and execute their mission under any real-world chemical scenario.
The current mask, the Mask Breathing Unit-19/P (MBU-19/P), is nearing the end of its lifespan and has been found to have many faults during its service. Its successor, the Joint Service Aircrew Mask, or JSAM, Strategic, is scheduled to be available for Yokota AB’s C-130Js in 2021.
Maj. George Metros, 36th Airlift Squadron C-130J Super Hercules evaluator pilot, puts on a M50 gas mask, allowing communication during a flight, Feb. 5, 2019, at Yokota Air Base, Japan.
(U.S. Air Force photo by Senior Airman Juan Torres)
The standard issue M50 gas mask, a newer, more portable option for chemical protection, can be modified for use in-flight by adding communication-enabled wiring. With these modifications, 36th Airlift Squadron C-130J crewmembers and 374th Operations Support Squadron Aircrew Flight Equipment Airmen can use the M50 gas mask as a cost-efficient, user-friendly stopgap during the transition.
Yokota AB Airmen are now leading the way, reviewing the tactics, techniques and procedures for other large-frame aircraft units across the Air Force on the use of the M50 gas mask by aircrew.
Learning how the M50 gas mask works alongside other Air Force assets is a top priority for 374th OG Airmen.
“We’re making sure the equipment is flight-worthy, there are no difficulties flying and seeing how well it integrates with our other AFE equipment,” said Tech. Sgt. David Showers, 374th OSS AFE lead trainer. “We want know what can we keep and what we can make better. By reducing the components and the kits we’ll be giving back time to our people, our training and our mission.”
Maj. George Metros, 36th Airlift Squadron C-130J Super Hercules evaluator pilot, connects a M50 gas mask during a training flight, Feb. 5, 2019, at Yokota Air Base, Japan.
(U.S. Air Force photo by Senior Airman Juan Torres)
By making this integration possible, 374th OG Airmen are saving the Air Force time and money.
Maintenance on the older, more complicated MBU-19/P could take anywhere from three to four hours to a full day depending on the inspection and what kind of fixes the technician needs to make. With the introduction to the M50 gas mask on flights, inspection and maintenance times could be cut to approximately 30 minutes per mask freeing up valuable time to complete other tasks.
“By switching to the M50 gas mask we’ll increase our workflow and mission flow,” said Airman 1st Class Matthew Wilson, 374th OSS AFE technician. “With this switch we’ll avoid a lot of maintenance hours and we could have our aircrews running missions more effectively.”
Pakistan and India have fought three wars over Kashmir, a disputed territory to which both nations lay claim. Pakistan’s prime minister, Imran Khan, recently suggested the countries could be headed toward another.”
There is a potential that two nuclear-armed countries will come face to face at some stage,” Khan said at the United Nations annual summit in September 2019, referring to the Kashmir conflict.
Together, India and Pakistan possess 2% of the world’s nuclear arsenal: India is estimated to have around 140 nuclear warheads, while Pakistan is estimated to have around 160. But they’re in an arms race to acquire more weapons.
By 2025, India and Pakistan could have expanded their arsenals to 250 warheads each, according to a new paper that predicts what might happen if the two nations entered into a nuclear war.
In that extreme scenario, the researchers write, a cloud of black soot could envelop the sky, causing temperatures to fall dramatically. Key agricultural hotspots would lose the ability to grow crops, triggering a global famine.
Truck-mounted Missiles on display in Karachi, Pakistan.
“It would be instant climate change,” Alan Robock, an author of the study, told Business Insider. “Nothing like this in history, since civilization was developed, has happened.”
His paper estimates that up to 125 million people could die.
Nuclear weapons are becoming more powerful
Robock said the situation outlined in the paper isn’t likely, but it’s possible. So to determine the hypothetical consequences of a nuclear war between Pakistan and India, the researchers sought the advice of military experts.
“We clearly don’t want to burn cities and see what would happen,” Robock said. “Most scientists have test tubes or accelerators. Nature is our laboratory, so we use models.”
The paper doesn’t speculate as to which nation is more likely to initiate a conflict. But it estimates that if India wanted to destroy Pakistan’s major cities, the nation would need to deploy around 150 nuclear weapons. The calculations assume that some of these weapons might miss their target or fail to explode, so the model is based on the explosion of 100 weapons in Pakistan.
If Pakistan attacked India’s major cities, the researchers estimated, about 150 nuclear weapons would likely go off.
If all of those bombs were 15-kiloton weapons — the size of the “Little Boy” atomic bomb dropped on Hiroshima, Japan — the researchers predict that 50 million people would die.
“Little Boy” atomic bomb.
But Robock said the US’ nuclear weapons today are around 100 to 500 kilotons, so it’s likely that India and Pakistan will have acquired more powerful weapons by 2025, the year in which his simulation takes place. If the nations were to use 100-kiloton weapons, the study suggests, that conflict could kill about 125 million people.
A nuclear war between India and Pakistan could wreck Earth’s climate
Nuclear explosions produce sweltering heat. Structures catch on fire, and then winds either spread those flames or the fire draws in the surrounding air, creating an even larger blaze known as a firestorm.
Either way, enormous amounts of smoke would enter the air, the researchers write. A small portion of this smoke would contain “black carbon,” the sooty material that usually comes from the exhaust of a diesel engine. That substance would then get pumped through the troposphere (the lowest layer of Earth’s atmosphere) and into the stratosphere. Within weeks, black carbon particles could spread across the globe.
It would be “the biggest injection of smoke into the stratosphere that we’ve ever seen,” Robock said.
Smoke particles can linger in the stratosphere for about five years and block out sunlight. In Robock’s simulation, that could cause Earth’s average temperature to drop by up to 5 degrees Celsius. Temperatures could get “as cold as the Ice Age,” he said. With less energy from the sun, the world could also experience up to 30% less rain.
An Indian Agni-II intermediate range ballistic missile on a road-mobile launcher.
The researchers estimate that it would take more than a decade for temperatures and precipitation to return to normal. In the meantime, farmers around the world — especially in India, China, Southeast Asia, Indonesia, tropical South America, and Africa — would struggle to grow food.
Entire marine ecosystems could also be devastated, which would destroy local fishing economies.
In sum, the authors write, a nuclear war could trigger mass starvation across the globe.
“As horrible as the direct effects of nuclear weapons would be, the indirect effects on our food supply would be much worse,” Robock said.
This isn’t the first time Robock has modeled this type of scenario: In 2014, he contributed to a paper that predicted what would happen if India and Pakistan deployed 50 weapons apiece, each with the strength of a “Little Boy” atomic bomb.
Even that “limited” nuclear-war scenario, he found, would cripple the ozone layer, expose people to harmful amounts of ultraviolet radiation, and lower Earth’s surface temperatures for more than 25 years. But those explosions wouldn’t release nearly as much black carbon as the scenario in the newer model, so the cooling effect wouldn’t be as severe.
‘We’ve been really lucky’
Robock said this type of global climate catastrophe has happened before, but has never been created by humans. He compared the nuclear conflict modeled in the recent paper to the asteroid crash that triggered the extinction of dinosaurs 66 million years ago. That explosion released billions of tons of sulfur into the atmosphere, causing global temperatures to plummet.
The mushroom cloud over Hiroshima after the dropping of Little Boy.
Robock emphasized that unlike that disaster, nuclear war is preventable.
“There are all kinds of ways that something like this could happen, but if nuclear weapons didn’t exist, then it wouldn’t produce a nuclear war,” he said.
A key takeaway of the paper, he said, is that when nations threaten to nuke one another, they threaten their own safety, too. A nuclear war between two countries would “affect everybody in the world, not just where the bombs were dropped,” he added.
“We’ve been really lucky for the last 74 years” since Hiroshima, Robock said. “Our luck might run out sometime.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Marines in the Pacific carried out the first-ever, at-sea F-35B “hot reloads” in that theater, allowing the aircraft to drop back-to-back 1,000-pound bombs on a target in the middle of the Solomon Sea.
Marines from the amphibious assault ship Wasp went to war last week with the “killer tomato,” a big red inflatable target that was floating off the coast of Papua New Guinea. The Joint Strike Fighter jets left the ship armed with the 1,000-pound GBU-32 Joint Direct Attack Munition and a 500-pound GBU-12 Paveway II laser-guided bomb.
Once they dropped the bombs on the target, they returned to the Wasp where they reloaded, refueled and flew back out to hit the floating red blob again. It was the first-ever shipboard hot reloads in the Indo-Pacific region, according to a Marine Corps news release announcing the milestone.
Or as Chief Warrant Officer 3 Daniel Sallese put it, they showed how Marines operating in the theater can now “rain destruction like never before.”
Marines with Marine Medium Tiltrotor Squadron 265 (Reinforced), 31st Marine Expeditionary Unit, move Joint Direct Attack Munitions and laser guided bombs during an aerial gunnery and ordnance hot-reloading exercise aboard the amphibious assault ship USS Wasp (LHD 1), Solomon Sea, Aug. 4, 2019.
(U.S. Marine Corps photo by Lance Cpl. Dylan Hess)
“Our skilled controllers and pilots, combined with these systems, take the 31st [Marine Expeditionary Unit] to the next level,” he said in a statement. “… My ordnance team proved efficiency with these operations, and I couldn’t be prouder of them.”
The aircraft, which are assigned to Marine Medium Tiltrotor Squadron 265 (Reinforced) and deployed with the MEU, also fired the GAU-22 cannon during the exercise. The four-barrel 25mm system is carried in an external pod on the Marines’ F-35 variant.
An F-35B Lightning II fighter aircraft with Marine Medium Tiltrotor Squadron 265 (Reinforced), 31st Marine Expeditionary Unit, armed with a Joint Direct Attack Munition and a laser guided bomb, prepares to take off during an aerial gunnery and ordnance hot-reloading exercise aboard the amphibious assault ship USS Wasp.
(U.S. Marine Corps photo by Lance Cpl. Dylan Hess)
The F-35Bs weren’t the only aircraft engaging the “killer tomato” during the live-fire exercise. MV-22B Osprey aircraft and Navy MH-60S Sea Hawk helicopters also fired at the mock target.
An ordnance Marine with Marine Medium Tiltrotor Squadron 265 (Reinforced), 31st Marine Expeditionary Unit, prepares ordnance during an aerial gunnery and ordnance hot-reload exercise aboard the amphibious assault ship USS Wasp.
(Official U.S. Marine Corps photo by Cpl. Cameron E. Parks)
The 31st MEU was the first Marine expeditionary unit to deploy with the F-35B. The aircraft has since had its first combat deployment to the Middle East, where it dropped bombs on Islamic State and Taliban militants.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Could there be a lightweight armored attack vehicle able to speed across bridges, deploy quickly from the air, detect enemies at very long ranges, control nearby robots, and fire the most advanced weapons in the world — all while maintaining the unprecedented protection and survivability of an Abrams tank?
Such questions form the principle basis of rigorous Army analysis and exploration of just what, exactly, a future tank should look like? The question is fast taking-on increased urgency as potential adversaries continue to present very serious, technologically advanced weapons and attack platforms.
“I believe that a complete replacement of the Abrams would not make sense, unless we had a breakthrough…with much lighter armor which allows us to re-architect the vehicle,” Col. Jim Schirmer, Program Manager for the Next Generation Combat Vehicle, told reporters at the Association of the United States Army Annual Symposium.
There are currently a range of possibilities being analyzed by the Army, most of which hang in the balance of just how quickly certain technologies can mature.
Newer lightweight armor composites or Active Protection Systems may not evolve fast enough to address the most advanced emerging threats, Schirmer explained.
Soldiers conduct a live-fire exercise with M1A2 Abrams tanks.
(Army photo by Gertrud Zach)
While many Army weapons developers often acknowledge that there are limitations to just how much a 1980s-era Abrams tank can be upgraded, the platform has made quantum leaps in technological sophistication and combat technology.
“Until technology matures we are going to mature the Abrams platform,” Schirmer said. We would need an APS that could defeat long-rod penetrators.(kinetic energy armor penetrating weapons) — that might enable us to go lighter,” Schirmer said.
A 2014 essay from the Institute for Defense Analysis called “M1 Abrams, Today and Tomorrow,” reinforces Schirmer’s point by detailing the rapid evolution of advanced armor-piercing anti-tank weapons. The research points out that, for instance, hybrid forces such as Hezbollah had some success against Israeli Merkava tanks in 2006.
Therefore, GD and Army developers continue to upgrade the Abrams and pursue innovations which will enable the Abrams to address these kinds of evolving threats — such as the long-range kinetic energy penetrator rods Schirmer mentioned; one of the key areas of emphasis for this would be to develop a more expansive Active Protection System able to knock out a much wider range of attack possibilities — beyond RPGs and certain Anti-Tank Guided Missiles.
The essay goes on to emphasize that the armored main battle tank bring unparalleled advantages to combat, in part by bringing powerful land-attack options in threat environments where advanced air defenses might make it difficult for air assets to operate.
Using computer algorithms, fire control technology, sensors, and an interceptor of some kind, Active Protection Systems are engineered to detect, track and destroy incoming enemy fire in a matter of milliseconds. Many Abrams tanks are already equipped with a system known as “Trophy” which tracks and knocks out incoming enemy fire.
A next-gen APS technology that can take out the most sophisticated enemy threats could enable the Army to engineer a much lighter weight tank, while still maintaining the requisite protection.
For these and other reasons, the combat-tested Abrams weapons, armor and attack technology will be extremely difficult to replicate or match in a new platform. Furthermore, the current Abrams is almost an entirely new platform these days — in light of how much it has been upgraded to address modern combat challenges.
U.S. Soldiers load the .50-caliber machine gun of an M1A2 SEPv2 Abrams main battle tank during a combined arms live-fire exercise.
(U.S. Army photo by Markus Rauchenberger)
In short, regardless which future path is arrived upon by the Army — the Abrams is not going anywhere for many years to come. In fact, the Army and General Dynamics Land Systems have already engineered and delivered a new, massively improved, M1A2 SEP v3 Abrams. Concurrently, service and industry developers are progressing with an even more advanced v4 model — featuring a massive “lethality upgrade.”
All this being the case, when it comes to a future tank platform — all options are still on the table.
“Abrams will be out there for some time. We are funded from the v3 through the v4, but there is a thought in mind that we may need to shift gears,” David Marck, Program manager for the Main Battle Tank, told a small group of reporters at the Association of the United States Army Annual Symposium. “I have no requirements for a replacement tank.”
Accordingly, some of the details, technologies, and applications intended for the v4, are still in flux.
“The Army has some decisions to make. Will the v4 be an improved v3 with 3rd-Gen FLIR, or will the Army remove the turret and build in an autoloader — reduce the crew size?” Michael Peck, Director, Enterprise Business Development, GD, told Warrior Maven in an interview.
Also, ongoing work on NGCV could, to a large extent, be integrated with Abrams v4 exploration, Peck explained. GD is preparing options to present to the Army for input — such as options using a common lighter-weight chassis with interchangeable elements such as different turrets or an auto-loader, depending upon the threat.
“There are some things that we think we would do to make the current chassis lighter more nimble when it comes to crew size and electronics — eventually it may go on a 55-ton platform. We have a couple different interchangeable turrets, which we could swap as needed,” Peck asked.
Despite the speed, mobility and transportable power challenges known to encumber the current Abrams, the vehicle continues to be impactful in combat circumstances — and developers have sought to retain the technical sophistication designed to outmatch or counter adversaries.
“Today’s tank is so different than the tanks that took Baghdad. They were not digitized, did not have 1st-Gen FLIR and did not have commander’s independent viewers,” Marck said.
Next-Generation Combat Vehicle
The massive acceleration of the Army future armored platform — the Next Generation Combat Vehicle — is also informing the fast-moving calculus regarding future tank possibilities.
Maj. Gen. Brian Cummings, Program Executive Officer for Ground Combat, told Warrior Maven in an interview the Army developers are working on both near-term and longer term plans; he said it was entirely possible that a future tank or tank-like combat vehicle could emerge out of the NGCV program.
“We want to get as much capability as quickly as we can, to stay above parity with our adversaries,” Cummings said.
The program, which has now been moved forward by nearly a decade, could likely evolve into a family of vehicles and will definitely have unmanned technology.
“Right now we are trying to get the replacement for the Bradley to be the first optionally manned fighting vehicle. As we get that capability we may look at technology that we are getting in the future and insert them into current platforms,” Cummings said.
Any new tank will be specifically engineered with additional space for automotive systems, people, and ammunition. Also, as computer algorithms rapidly advance to allow for greater levels of autonomy, the Abrams tank will be able to control
Unmanned “wing-man” type drones could fortify attacking ground forces by firing weapons, testing enemy defenses, carrying suppliers or performing forward reconnaissance and reconnaissance missions.
General Dynamics Land Systems Griffin III.
However, while clearly emphasizing the importance of unmanned technology, Schirmer did say there was still room for growth and technological advanced necessary to replicate or come close to many human functions.
“It is not impossible — but it is a long way away,” Schirmer said.
The most advanced algorithms enabling autonomy are, certain in the nearer term, are likely to succeed in performing procedural functions able to ease the “cognitive burden” of manned crews who would then be freed up to focus on more pressing combat-oriented tasks. Essentially, the ability of human cognition to make dynamic decisions amid fast-changing variable, and make more subjective determinations less calculable by computer technology. Nonetheless, autonomy, particularly when enabled by AI, can condense and organize combat-essential data such as sensor information, targeting technology or certain crucial maintenance functions.
“Typically a vehicle commander is still looking through multiple soda straws. If no one has their screen turned to that view, that information is not of use to the crew, AI can process all those streams of ones and zeroes and bring the crews’ attention to threats they may not otherwise see,” Schirmer said.
Abrams v3 and v4 upgrades
Meanwhile, the Army is now building the next versions of the Abrams tank — an effort which advances on-board power, electronics, computing, sensors, weapons, and protection to address the prospect of massive, mechanized, force-on-force great power land war in coming decades, officials with the Army’s Program Executive Office Ground Combat Systems told Warrior Maven.
The first MIA2 SEP v3 tank, which includes a massive electronics, mobility and sensor upgrades, was delivered by General Dynamics Land Systems in 2017.
“The Army’s ultimate intent is to upgrade the entire fleet of M1A2 vehicles — at this time, over 1,500 tanks,” an Army official told Warrior.
The first v3 pilot vehicles will feature technological advancements in communications, reliability, sustainment and fuel efficiency and upgraded armor.
This current mobility and power upgrade, among other things, adds an auxiliary power unit for fuel efficiency and on-board electrical systems, improved armor materials, upgraded engines and transmission and a 28-volt upgraded drive system, GDLS developers said.
In addition to receiving a common high-resolution display for gunner and commander stations, some of the current electronics, called Line Replaceable Units, were replaced with new Line Replaceable Modules. This includes a commander’s display unit, driver’s control panel, gunner’s control panel, turret control unit and a common high-resolution display, developers from General Dynamics Land Systems say.
Facilitating continued upgrades, innovations and modernization efforts for the Abrams in years to come is the principle rationale upon which the Line Replacement Modules is based. It encompasses the much-discussed “open architecture” approach wherein computing standards, electronics, hardware, and software systems can efficiently be integrated with new technologies as they emerge.
This M1A2 SEP v3 effort also initiates the integration of upgraded ammunition data links and electronic warfare devices such as the Counter Remote Controlled Improvised Explosive Device – Electronic Warfare – CREW. An increased AMPs alternator is also part of this upgrade, along with Ethernet cables designed to better network vehicle sensors together.
The Abrams is also expected to get an advanced force-tracking system which uses GPS technology to rapidly update digital moving map displays with icons showing friendly and enemy force positions.
The system, called Joint Battle Command Platform, uses an extremely fast Blue Force Tracker 2 Satcom network able to reduce latency and massively shorten refresh time. Having rapid force-position updates in a fast-moving combat circumstance, quite naturally, could bring decisive advantages in both mechanized and counterinsurgency warfare.
Using a moving digital map display, JBCP shows blue and red icons, indicating where friendly and enemy forces are operating in relation to the surrounding battle space and terrain. JBCP also include an intelligence database, called TIGR, which contains essential information about threats and prior incidents in specific combat ares.
Current GD development deals also advances a commensurate effort to design and construct and even more advanced M1A2 SEP v4 Abrams tank variant for the 2020s and beyond.
The v4 is designed to be more lethal, better protected, equipped with new sensors and armed with upgraded, more effective weapons, service officials said.
SEPv4 upgrades include the Commander’s Primary Sight, an improved Gunner’s Primary Sight and enhancements to sensors, lethality and survivability.
Advanced networking technology with next-generation sights, sensors, targeting systems and digital networking technology — are all key elements of an ongoing upgrade to position the platform to successfully engage in combat against rapidly emerging threats, such as the prospect of confronting a Russian T-14 Armata or Chinese 3rd generation Type 99 tank.
A Russian T-14 Armata.
Interestingly, when asked about specific US Army concerns regarding the much-hyped high-tech Russian T-14 Armata, Schirmer said the Army would pursue its current modernization plan regardless of the existence of the Armata. That being said, it is certainly a safe assumption to recognize that the US Army is acutely aware, to the best of its ability, of the most advanced tanks in existence.
The SEP v4 variant, slated to being testing in 2021, will include new laser rangefinder technology, color cameras, integrated on-board networks, new slip-rings, advanced meteorological sensors, ammunition data links, laser warning receivers and a far more lethal, multi-purpose 120mm tank round, Army developers told Warrior.
While Army officials explain that many of the details of the next-gen systems for the future tanks are not available for security reasons, Army developers did explain that the lethality upgrade, referred to as an Engineering Change Proposal, or ECP, is centered around the integration of a higher-tech 3rd generation FLIR – Forward Looking Infrared imaging sensor.
The advanced FLIR uses higher resolution and digital imaging along with an increased ability to detect enemy signatures at farther ranges through various obscurants such as rain, dust or fog, Army official said.
Improved FLIR technologies help tank crews better recognize light and heat signatures emerging from targets such as enemy sensors, electronic signals or enemy vehicles. This enhancement provides an additional asset to a tank commander’s independent thermal viewer.
Rear view sensors and laser detection systems are part of these v4 upgrades as well. Also, newly configured meteorological sensors will better enable Abrams tanks to anticipate and adapt to changing weather or combat conditions more quickly, Army officials said.
The emerging M1A2 SEP v4 will also be configured with a new slip-ring leading to the turret and on-board ethernet switch to reduce the number of needed “boxes” by networking sensors to one another in a single vehicle.
Advanced Multi-Purpose Round
The M1A2 SEP v4 will carry Advanced Multi-Purpose 120mm ammunition round able to combine a variety of different rounds into a single tank round.
The AMP round will replace four tank rounds now in use. The first two are the M830, High Explosive Anti-Tank, or HEAT, round and the M830A1, Multi-Purpose Anti -Tank, or MPAT, round.
The latter round was introduced in 1993 to engage and defeat enemy helicopters, specifically the Russian Hind helicopter, Army developers explained. The MPAT round has a two-position fuse, ground and air, that must be manually set, an Army statement said.
The M1028 Canister round is the third tank round being replaced. The Canister round was first introduced in 2005 by the Army to engage and defeat dismounted Infantry, specifically to defeat close-in human-wave assaults. Canister rounds disperse a wide-range of scattering small projectiles to increase anti-personnel lethality and, for example, destroy groups of individual enemy fighters.
The M908, Obstacle Reduction round, is the fourth that the AMP round will replace; it was designed to assist in destroying large obstacles positioned on roads by the enemy to block advancing mounted forces, Army statements report.
AMP also provides two additional capabilities: defeat of enemy dismounts, especially enemy anti-tank guided missile, or ATMG, teams at a distance, and breaching walls in support of dismounted Infantry operations
A new ammunition data link will help tank crews determine which round is best suited for a particular given attack.
The Institute for Defense Analysis report also makes the case for the continued relevance and combat necessity for a main battle tank. The Abrams tank proven effective both as a deterrent in the Fulda Gap during the Cold War, waged war with great success in Iraq in 1991 and 2003 — but it has also expanded it sphere of operational utility by proving valuable in counterinsurgency operations as well.
The IDA essay goes on to emphasize that the armored main battle tank brings unparalleled advantages to combat, in part by bringing powerful land-attack options in threat environments where advanced air defenses might make it difficult for air assets to operate and conduct attacks.
This article originally appeared on Warrior Maven. Follow @warriormaven1 on Twitter.
After whiffing on its recruiting goal in 2018, the Army has been trying new approaches to bring in the soldiers it needs to reach its goal of 500,000 in active-duty service by the end of the 2020s.
The 6,500-soldier shortfall the service reported in September 2018 was its first recruiting miss since 2005 and came despite it putting $200 million into bonuses and issuing extra waivers for health issues or bad conduct.
Within a few months of that disappointment, the Army announced it was seeking soldiers for an esports team that would, it said, “build awareness of skills that can be used as professional soldiers and use [its] gaming knowledge to be more relatable to youth.”
By January 2019, more than 6,500 soldiers had applied for a team that was expected to have about 30 members. In September 2019, the Army credited the esports team, one of two new outreach teams set up that year, as having “initiated some of the highest lead-generating events in the history of the all-volunteer force.”
“It’s essentially connecting America to its Army through the passion of the gaming community,” Sgt. 1st Class Christopher Jones, noncommissioned-officer-in-charge of the team, said in January 2019.
Team members who were competing would train for up to six hours a day, Jones said at the time, and they received instruction on Army enlistment programs so they could answer questions from potential recruits.
“They will have the ability to start a dialogue about what it is like to serve in our Army and see if those contacts are interested in joining,” Gen. Frank Muth, head of Army Recruiting Command, said in early 2019.
Thousands of soldiers play esports, Muth said, and the audience for it has grown into the hundreds of millions — West Point even recognized its own official esports club in January — but the appeal wasn’t obvious at first to Army leaders, Army Secretary Ryan McCarthy said Friday.
“This was one [idea] that when the first time Gen. Frank Muth briefed … Army senior leadership, we’re like, ‘What are you talking about, Frank?'” McCarthy told an audience at the National Press Club in Washington, DC.
“We’re about 18 months into it,” McCarthy said, and with that team, Army recruiters were “getting their finger on the pulse with 17- to 24-year-old Americans. What are they into? How do they communicate? And [finding] those right venues and shaping our messaging to talk about here’s the 150 different things you can do in the Army and the access to education and the kinds of people that you can meet and being a part of something as special as this institution.”
In 2019, the Army rolled out an esports trailer with four gaming stations inside, as well as a semi-trailer with eight seats that could be adjusted so all eight players played the same game or their own on a gaming PC, an Xbox 1S, a PS4 Pro, and a Nintendo Switch, Jones, the NCO-in-charge, told Task Purpose in October.
One of the senior leaders dispatched to an esports event was Gen. Mark Milley, who was Army chief of staff at the time and is now chairman of the Joint Chiefs of Staff, which is the president’s top uniformed military adviser.
“He said, ‘You’re going to make me do what?'” McCarthy said Friday. “Then when he went, he learned a lot, and he got to engage with young men and women, and what we found is we’re getting millions of leads of 17- to 24-year-olds to feed into Army Recruiting Command to engage young men and women to see if they’d be interested in a life of service.”
The esports team is part of a change in recruiting strategy, McCarthy said, that has focused on 22 cities in traditional recruiting grounds in the South and Midwest but also on the West Coast and the Northeast with the goal of informing potential recruits about what life in the Army is actually like as well as about the benefits of serving, such as money for college or soft skills that appeal to employers.
The service has also shifted almost all its advertising spending to digital and put more uniformed personnel into the Army Marketing Research Group to take more control of its messaging.
McCarthy on Friday called it “a comprehensive approach” to “improve our performance in a variety of demographics, whether that’s male-to-female ratios or ethnicities.” That geographic focus yielded “a double-digit lift” among women and minorities, McCarthy said last year.
After the 2018 recruiting shortfall, service chiefs, including then-Army Secretary Mark Esper, said schools were not letting uniformed service members in to recruit. Anti-war activists attempted to disprove that claim by offering ,000 to schools that admitted to barring recruiters.
But recruiting has improved year-over-year, hitting the goal set last year and being ahead of pace now, McCarthy said.
“This has been a major turnaround, because I think we just got a little lazy and we started losing touch with young men and women … but you have to sustain this,” McCarthy added. “We’re in a war for talent in this country — 3.5% unemployment, they have a lot of opportunities.”
“We travel to a lot of American cities, and we meet with mayors and superintendents of schools and other civic leaders to try to educate those influencers, to try to help us in recruiting, and it’s yielded tremendous benefit.”