Logistics In War Quotes

Amateurs obsess over strategy, Irjah had once told their class. Professionals obsess over logistics

Amateurs obsessed over strategy, and professionals obsessed over logistics.

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

Some psychiatric casualties have always been associated with war, but it was only in the twentieth century that our physical and logistical capability to sustain combat outstripped our psychological capacity to endure it.

One cannot make command decisions simply by assessing the tactical situation and going ahead with whatever course of action will do the most harm to the enemy with a minimum of death and damage to your own men and materiel. Modern warfare has become very complex, especially during the last century. Wars are won not by a simple series of battles won, but by a complex interrelationship among military victory, economic pressures, logistic maneuvering, access to the enemy’s information, political postures—dozens, literally dozens of factors.

It is believed by many that the military life is one of adventure and excitement. In truth, that life more often consists of long periods of routine, even boredom, with only brief intervals of challenge and danger. Enemies seldom seek out their opponents. The warrior must become a hunter, searching and stalking with craft and patience. Successes are often achieved by a confluence of small things: stray facts, unwary or overheard conversations, logistical vectors. If the hunter is persistent, the pattern will become visible, and the enemy will be found. Only then will the routine be broken by combat. It's not supervising, therefore, that those seeking sometimes weary of long and arduous pursuits. They are relieved when the enemy appears of his own accord, standing firm and issuing a challenge.

If you’re with the one you love, the rest should be logistics.

War is easy, logistics is hard,

Amateurs obsess over strategy, Irjah had once told their class. Professionals obsess over logistics.

In the distant past, in what might be described as the Golden Days of War, the business of wreaking havoc on your neighbours (these being the only people you could logistically expect to wreak havoc upon) was uncomplicated. You—the King—pointed at the next-door country and said, “I want me one of those!” Your vassals—stalwart fellows selected for heft and musculature rather than brain—said, “Yes, my liege,” or sometimes, “What’s in it for me?” but broadly speaking they rode off and burned, pillaged, slaughtered and hacked until either you were richer by a few hundred square miles of forest and farmland, or you were rudely arrested by heathens from the other side who wanted a word in your shell-like ear about cross-border aggression. It was a personal thing, and there was little doubt about who was responsible for kicking it off, because that person was to be found in the nicest room of a big stone house wearing a very expensive hat.

Churchill was exactly the kind of brilliant amateur meddler in military affairs that Hitler was. Both rose to power from the depths of political rejection. Both relied chiefly on oratory to sway the multitude. Both somehow expressed the spirits of their peoples and so won loyalty that outnumbered any mistakes, defeats and disasters. Both thought in grandiose terms, knew little about economic and logistical realities, and cared less. Both were iron men in defeat. Above all, both men had overwhelming personalities that could silence rational opposition when they talked.

Seldom can one attain victory in ware fare without allies. Some allies provide direct assistance, the two forces battling side by side. Other allies provide logistical support, whether weapons and combat equipment or simply food and other life needs. Sometimes the most effective use of an ally is as a threat, his very presence creating a distraction or forcing the common enemy to deploy resources away from the main Battlefront. But standing by an ally doesn't necessarily mean one will always agree with that ally. Or with his goals or methods.

The Assault Guards had one submachine-gun between ten men and an automatic pistol each; we at the front had approximately one machine-gun between fifty men, and as for pistols and revolvers, you could only procure them illegally. As a matter of fact, though I had not noticed it till now, it was the same everywhere. The Civil Guards and Carabineros, who were not intended for the front at all, were better armed and far better clad than ourselves. I suspect it is the same in all wars-always the same contrast between the sleek police in the rear and the ragged soldiers in the line.

Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.

In addition to aerial bombardment, according to a report issued by the Israeli logistical command in mid-August 2014, well before the final cease-fire took hold on August 26, 49,000 artillery and tank shells were fired into the Gaza Strip,31 most by the US-made M109A5 155mm howitzer. Its 98-pound shells have a kill zone of about 54 yards’ radius and inflict casualties within a diameter of 218 yards. Israel possesses 600 of these artillery pieces, and 175 of the longer-range American M107 175mm gun, which fires even heavier shells, weighing over 145 pounds. One instance of Israel’s use of these lethal battlefield weapons suffices to show the vast disproportionality of the war on Gaza.

Dunkirk was to hold out until the day on which all the Allied troops in the pocket who could embark to Britain had done so. Ramsay and the British Government initially assumed that no more than 45,000 troops could be saved, but over the nine days between dawn on Sunday, 26 May and 03.30 on Tuesday, 4 June, no fewer than 338,226 Allied soldiers were rescued from death or capture, 118,000 of whom were French, Belgian and Dutch. Operation Dynamo – so named because Ramsay’s bunker at Dover had housed electrical equipment during the Great War – was the largest military evacuation in history so far, and a fine logistical achievement, especially as daylight sailings had to be suspended on 1 June due to heavy Luftwaffe attacks.

Gallipoli was one of a series of military ‘Easterner’ adventures launched without proper analysis of the global strategic situation, without consideration of the local tactical situation, ignoring logistical realities, underestimating the strength of the opposition and predicated on a hugely optimistic assessment of the military capabilities of their own troops. Not for nothing is hubris regarded as the ‘English disease’. But the Gallipoli Campaign was a serious matter: vital resources had been drawn away from where it really mattered. The Turks were all but helpless if left on their own. They had tried to launch an ambitious attack across the Sinai Desert on the Suez Canal but had been easily thwarted. Gallipoli achieved nothing but to provide the Turks with the opportunity to slaughter British and French troops in copious numbers in a situation in which everything was in the defenders’ favour. Meanwhile, back on the Western Front, was the real enemy: the German Empire. Men, guns and munitions were in the process of being deployed to Gallipoli during the first British offensive at Neuve Chapelle; they were still there when the Germans launched their deadly gas attack at Ypres in April, during the debacles of Aubers Ridge and Festubert, and during the first ‘great push’ at the Battle of Loos in September 1915. At sea Jellicoe was facing the High Seas Fleet which could pick its moment to contest the ultimate control of the seas. This was the real war – Gallipoli was nothing but a foolish sideshow.

Another plan, to march on Alexander’s court nearly four hundred miles away in St Petersburg itself, was proposed, but Berthier and Bessières quickly convinced Napoleon on logistical grounds ‘that he had neither time, provisions, roads, nor a single requisite for so extensive an expedition’.32 Instead they discussed marching south nearly 100 miles to Kaluga and Tula, the granary and arsenal of Russia respectively, or retreating to Smolensk. Napoleon eventually chose what turned out to be the worst possible option: to return to the Kremlin, which had survived the fire, on September 18 to wait to see whether Alexander would agree to end the war. ‘I ought not to have stayed in Moscow more than two weeks at the utmost,’ Napoleon said later, ‘but I was deceived from day to day.’33 This was untrue. Alexander didn’t deceive Napoleon into thinking he was interested in peace; he simply refused to reply either positively or negatively. Nor was Napoleon self-deceived; the burning of Moscow confirmed him in his belief that there was no hope of peace, even though he would probably have accepted as little as Russia’s return to the Continental System as the price.34 The reason he stayed in Moscow for so long was that he thought he had plenty of time before he needed to get his army back to winter quarters in Smolensk, and he preferred to live off the enemy’s resources. On September 18, Napoleon distributed 50,000 plundered rubles to Muscovites who had lost their houses and he visited an orphanage, dispelling the widespread rumour that he was going to eat its inhabitants.35 ‘Moscow was a very beautiful city,’ he wrote to Maret, using the past tense. ‘It will take Russia two hundred years to recover from the loss which she has sustained.

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

Military force is another element of power. It provides a nation the capability to impose it's will on another nation through the threat or use of violence. Military force also provides a state the capability to resist another's coercive actions. The types of military forces required will depend on the state's physical characteristics and its enemies' capabilities. A landlocked state has little need for a navy. If a nation's opponent has a strong air force, then the nation should have strong air defenses. The size and composition of military force available will dictate the types of operations a state may conduct. A landlocked power with no navy will never dominate the seas. A state without an air force or navy today will have great difficulty projecting and sustaining military forces over great distances. A strong army with no ability to move to another area has little impact on foreign policy, except on protecting its homeland. The technological sophistication of its weaponry versus that of an opponent's will provide a state an advantage or disadvantage in projecting its will. All other things being equal, a state weapons that can kill an opponent's soldiers faster and more efficiency that those of the opponent's has an advantage. Of course, rarely are all other things equal. Technological superiority can provide an advantage, but it cannot guarantee success. Technology will also affect the state's ability to sustain its forces. Commonality of the civilian and military technological base will enhance logistical capabilities by making it easy for civilian industry to provide military forces the equipment needed. The location of military forces with respect to the theater of war and the enemy is another component of military power. If the military forces are near their warfighting positioning, their deterrent and warfare capabilities are greater. The degree of civilian control and willingness to employ military force prescribes the manner in which a state may employ its military power. This point relates to the national will element of power. If the will to employ the military force available does not exist, the military force has no utility. No power results from the simple existence of the military force. Power results from the will to use military power, or at least an enemy's perception of the willingness to do so, and the capability of that military force to defeat all enemy. Available reserves limit the duration of combat a state can endure. Once all the trained or trainable men and women are casualties, a state cannot continue. A state's manpower pool always serves as a limit on the size of the military force it can raise.

Most blitz leaders have felt that by sacrificing a degree of intelligence or logistics support they gained a greater advantage in the areas of surprise or massing of effort at a critical point. No commander attacks unless he feels that he can win, though on occasion defeat locally may help to gain victory elsewhere. But the decision to attack means that the factors have all been weighed and that superiority lies in better morale, better control for the massing of effort or for quicker reaction, or better weapons. Control is often a more than adequate substitute for supply. There may be risk, but there is no rashness, where advantages outweigh disadvantages.

You’ve remained on the battleground, center stage, experiencing life and, what’s more important, experiencing yourself experiencing it. You haven't been reduced to a logistical strategy for somebody else's life-war.

Lawyers want to avoid liability and patent fights; Manufacturing wants to avoid investment and cost; Quality wants to avoid scrap and testing; Sales wants to avoid cannibalization; Regions want to avoid transfer costs; Logistics wants to avoid bottlenecks and transportation costs; Finance wants to avoid everything that costs money or has risk.

Admiral King saw the need to relearn his trade from the ground up. He understood that in the art of war, amateurs talk tactics but professionals talk logistics.

In short, the period following the end of World War I was not just marked by the conclusion of the war to end all wars, but also by a profound shift in the logistics of the world

Experience has shown that the mass-armies of “democratic” states fight with greater zeal when they are animated by hatred and supported by a hate-crazed populace that fancies it is fighting a holy war. Lies have therefore become military equipment, a kind of mental logistics; but it is the essence of such propaganda that its spuriousness is known only to the persons who manufacture it. The model of such operations is the famous lie-factory managed by Lord Bryce during the First World War, in which a corps of expert technicians forged photographs, while expert liars, including Arnold Toynbee, concocted stories of “atrocities” to inspire the emotionally overwrought British with a fanatic’s hatred of the incredibly bestial Germans and with a noble Christian ardour to kill them.

The man whom the Renaissance later presented as a monster of cruelty and perversion was a mass of contradictions. He was astute, brave, and highly impulsive – capable of deep deception, tyrannical cruelty, and acts of sudden kindness. He was moody and unpredictable, a bisexual who shunned close relationships, never forgave an insult, but who came to be loved for his pious foundations. The key traits of his mature character were already in place: the later tyrant who was also a scholar; the obsessive military strategist who loved Persian poetry and gardening; the expert at logistics and practical planning who was so superstitious that he relied on the court astrologer to confirm military decisions; the Islamic warrior who could be generous to his non-Muslim subjects and enjoyed the company of foreigners and unorthodox religious thinkers.

We will provide aviation, construction, and logistics services first throughout Africa and then throughout the rest of the world.

Retailers thus embarked on a discounter strategy by developing large sites and maximising efficiency, building high volume with low prices and then negotiating appropriate discounts from manufacturers, investing in technology and reducing logistics costs. This

Discounters’ profits came and still come from buying competitively while handling financial operations, logistics and property business more astutely than other retailers can. The high-volume, low-operating-cost model allowed them to offer lower prices and more choice, while maintaining acceptable service levels; their goal was to move a lot of product and make small percentage profits on high volumes, which improves efficiency and gives them the power to negotiate with manufacturers.

Modern warfare has become very complex, especially during the last century. Wars are won not by a simple series of battles won, but by a complex interrelationship among military victory, economic pressures, logistic maneuvering, access to the enemy’s information, political

Castine is a quiet town with a population of about 1,500 people in Western Hancock County, Maine, named after John Hancock, when Maine was a part of the Commonwealth of Massachusetts. He was the famous statesman, merchant and smuggler who signed the “Declaration of Independence” with a signature large enough so that the English monarch, King George, could read it without glasses. Every child in New England knows that John Hancock was a prominent activist and patriot during the colonial history of the United States and not just the name of a well-known Insurance Company. Just below the earthen remains of Fort George, on both sides of Pleasant Street, lays the campus of Maine Maritime Academy. Prior to World War II, this location was the home of the Eastern State Normal School, whose purpose was to train grade school teachers. Maine Maritime Academy has significantly grown over the years and is now a four-year college that graduates officers and engineers for the United States Merchant Marine, as well as educating students in marine-related industries such as yacht and small craft management. Bachelor Degrees are offered in Engineering, International Business and Logistics, Marine Transportation, and Ocean Studies. Graduate studies are offered in Global Logistics and Maritime Management, as well as in International Logistics Management. Presently there are approximately 1,030 students enrolled at the Academy. Maine Maritime Academy's ranking was 7th in the 2016 edition of Best Northern Regional Colleges by U.S. News and World Report. The school was named the Number One public college in the United States by Money Magazine. Photo Caption: Castine, Maine

The sub-sector needed a person, preferably an officer, civilian or military, to handle logistics. We had information that a certain Lieutenant Enamul Haque, a native of Chapai Nawabganj had crossed over to India and was now living with relatives in Malda. Jahangir contacted him and invited him to the Sub-sector HQ through some of his relatives who were in our Sub-sector. After much persuasion, he agreed to come. Jahangir scheduled the meeting when the Sector Commander would be present. A couple of days later, Enam came to Mohidipur. Jahangir and I were also present in the meeting. Enam was a tall individual with a good physique but he seemed nervous. Colonel Zaman opened the conversation with the usual inquiries: when did he cross the border, where was he staying in Malda, what was he doing, et cetera. Enam was not doing anything; he was simply hiding in Malda. Colonel Zaman told him that to the Pakistan Army he was a deserter and a rebel, irrespective of whether he joined the Mukti Bahini or not. He implored him to join; we needed all the help we could get. Enam responded that he was from the EME; he was not a fighter. Colonel Zaman assured him he would not be given any combat assignments; he would have an administrative job. He was going to BDF HQ soon and could have Enam assigned to Mohidipur Sub-sector as logistics officer and Enam could even stay with relatives in Malda if he liked. No amount of persuasion could convince Enam. It surprised me a great deal that a Bengali military officer, who deserted the Pakistan Army and crossed over to India, was unwilling to make any contribution to the liberation war, even in a non-combat capacity[33]. This was true of many young and able university and college students especially from middle class families. I had met some of them in Calcutta. On one occasion. Sultana Zaman, Colonel Zaman’s wife, had asked a female MPA why her two university going sons had not joined the Mukti Bahini? The MPA replied that her boys were intellectual types not suited for fighting, implying that combat was the task for lesser beings. [33] In 1973, I met Enamul Haque in the Bangabhaban where he was ADC to the President. He was claiming to be a freedom fighter! He retired as a brigadier. After retirement, he became a state minister in Sheikh Hasina's government in 2009.

SMEAC. And now I had heard one off the cuff. Situation: We’re leaving here and closing the Fire Support Base. Mission: We will stand lines at Camp Carroll. No enemy expected. Execution: Choppers at 0800. Platoons in order, CP to follow first platoon. Admin and Logistics: Chow at Carroll followed by relieving other company in place. Command and communications: Get your frequencies, ask me if any questions.

Instead, knowledge of past wars establishes only wide parameters of what we can legitimately expect from new ones. The scale of logistics and the nature of technology changes, but themes, emotions, and rhetoric remain constant over the centuries, and thus generally predictable. Athens’s disastrous 415 B.C. expedition against Sicily, the largest democracy in the Greek world, may not prefigure our war in Iraq. (A hypothetical parallel to democratic Athens’s preemptive attack on the neutral, distant, far larger, and equally democratic Syracuse in the midst of an ongoing though dormant war with Sparta would be America’s dropping its struggle with al-Qaeda to invade India). But the story of the Sicilian calamity and the changing Athenian public reaction to it, as reported and analyzed by the historian Thucydides, do instruct us on how consensual societies can clamor for war—yet soon become disheartened and predicate their support only on the perceived pulse of the battlefield.

The second group consisted of active military officers of the rank of colonel or below who had been directed into I.S.I. after failing to make the cut for promotion to generalship. Two thirds or more of Pakistan Army officers rising through the ranks were not destined to become generals, so at a certain point they were assigned to branches of service where they could rise as high as colonel. Some went into logistics, others into administration, and some entered into careers in intelligence, which allowed some of them to serve in uniform at I.S.I. for many years.

Yes, high politics and historic issues produced the conflict; yes, decisions by politicians and generals changed the course of events. But it was only a war in the first place because the American people wanted to fight. They volunteered by the millions for years of combat; they demanded offensives and decisive battles. Even those who never enlisted applied themselves to logistics, military transportation, and weapons technology—inventing ironclad ships, new pontoon bridges, and repeating rifles, for example. Then there were African Americans, who conducted what one historian has called the greatest slave rebellion in history. They risked death to desert to Union lines by the hundreds, then thousands, then hundreds of thousands. In the end, what happened on factory floors and plantation fields, in town-square meetings and polling places, mattered more than any general’s orders.44

Bullets and bombs might win battles, but it’s logistics that wins wars.

Logistics wins wars,

Wars are lost or won by possession of three keys: morale, logistics, leadership.

The United States could not win the war if blacks continued as sharecroppers down South. The South was not an important area either politically or economically as far as the internationalists were concerned. (“The white South,” Myrdal wrote, “is itself a minority and a national problem.”) It was important only as a source of much-needed labor, at a time when most white southerners concurred because they no longer needed them to chop or harvest cotton and considered migration a simple solution to their biggest social problem. The foundations which did the thinking for the internationalist ruling class quickly realized that that flow of labor into the factories of the industrial North was impeded less by the system of political segregation in the South than by what they would eventually term the de-facto housing segregation in the North, which meant, in effect, the existence of residential patterns based on ethnic neighborhoods. The logistics problem facing Louis Wirth and his colleagues in the psychological-warfare establishment was not so much how to move the black up from the South — the wage differential and the railroads would accomplish that — but rather where to put him when he got there. Northern cities like Chicago, Detroit, and Philadelphia were essentially an assemblage of neighborhoods arranged as ethnic fiefdoms, dominated at that time by the most recent arrivals from Southern and Eastern Europe as well as the Irish and Germans. As Wirth makes clear in his sociological writings, any group that has this kind of cohesiveness and population density had political power, and the question in his mind was precisely whether this political power was going to be used in the interests of the WASP ruling elite, who needed these people to fight a war that had nothing approaching majority support among ethnics of the sort Wirth viewed with suspicion. This group of “ethnic” Americans posed a problem for the psychological-warfare establishment because it posed a problem to the ethnic group that made up that establishment. This group of people constituted a Gestalt - ethnic, Catholic, unionized, and urban - whose mutual and reinforcing affiliations effectively removed them from the influence of instruments of mass communication which the psychological-warfare establishment saw as critical in controlling them. If one added the demographic increase this group enjoyed — as Catholics they were forbidden to use contraceptives — it is easy enough to see that their increase in political power posed a threat to WASP hegemony over the culture at precisely the moment when the WASP elite was engaged in a life-and-death struggle with fascism. It was Wirth’s job to bring them under control, lest they jeopardize the war effort.

The prerequisites of the German economic miracle were not only the enormous sums invested in the country under the Marshall Plan, the outbreak of the Cold War, and the scrapping of outdated industrial complexes-an operation performed with brutal efficiency by the bomber squadrons-but also something less often acknowledged: the unquestioning work ethic learned in a totalitarian society, the logistical capacity for improvisation shown by an economy under constant threat, experience in the use of "foreign labor forces," and the lifting of the heavy burden of history that went up in flames between 1942 and 1945 along with the centuries-old buildings accommodating homes and businesses in Nuremberg and Cologne, in Frankfurt, Aachen, Brunswick, and Wurzberg, a historical burden ultimately regretted by only a few.

are so few books concerning Civil War naval logistics and the Union blockade: the work was, more often than not, mind-numbingly tedious. As one “bluejacket” humorously noted in a letter he wrote home, “We have not much to do at present and I don't know what I should do if we did not have our pig and kittens to play with.”1 As for general works on the naval Civil War, one of the earliest accounts is Admiral David Dixon Porter's

At the height of the Thirty Years' War (1618-48), France found itself bankrupt, unable to rely on mercenaries and proxy forces, and in possession of a corrupt and moribund army. The government solved this problem through the creation of a modern civil service to administer the army, organize and regulate it, and better support it through regular management and logistics. The result, by the end of the seventeenth century, was the most powerful, professional, and advanced military in Europe.

The first reason for my growing disaffection with the traditional methods of philosophy was caused in the main by the conflict, which I felt within myself, between the habits of verification of the biologist and the psychologist, and speculative reflection, which constantly tempted me, but which could not possibly be submitted to verification… Two ever deepening convictions were forced on me … One is that there is a kind of intellectual dishonesty in making assertions in a domain concerned with facts, without a publicly verifiable method of testing, and in formal domains without a logistic one. The other is that sharpest possible distinction should at all times be made between personal improvisations, the dogma of a school or whatever is centered on the self or on a restricted group, and, on the other hand, the domains in which mutual agreement is possible, independently of metaphysical beliefs or of ideologies. … My second reason for disaffection may well appear odd to pure philosophers. It refers to something which from the psycho-sociological point of view is very significant: this is the surprising dependence of philosophical ideas in relation to social or even political change. … I was very much struck, after the First World War (and still more so after the Second) by the repercussions that the social and political instability then prevailing in Europe had on the intellectual climate, and this naturally led me to doubt the objective and universal value of the philosophical standpoints adopted in such conditions.

Under the direction of General Westmoreland, significantly himself a graduate of the Harvard Business School in which McNamara had at one time taught, the computers zestfully went to work. Fed on forms that had to be filled in by the troops, they digested data on everything from the amount of rice brought to local markets to the number of incidents that had taken place in a given region in a given period of time. They then spewed forth a mighty stream of tables and graphs which purported to measure “progress” week by week and day by day. So long as the tables looked neat, few people bothered to question the accuracy, let alone the relevance, of the data on which they were based. So long as they looked neat, too, the illusion of having a grip on the war helped prevent people from attempting to gain a real understanding of its nature. This is not to say that the Vietnam War was lost simply because the American defense establishment’s management of the conflict depended heavily on computers. Rather, it proves that there is, in war and presumably in peace as well, no field so esoteric or so intangible as to be completely beyond the reach of technology. The technology in use helps condition tactics, strategy, organization, logistics, intelligence, command, control, and communication. Now, however, we are faced with an additional reality. Not only the conduct of war, but the very framework our brains employ in order to think about it, are partly conditioned by the technical instruments at our disposal.

Tactics win skirmishes, strategies win battles. And logistics win wars.

Tactics win skirmishes, strategies win battles. And logistics win wars.

Chinese troops did not engage the US forces in ground warfare in the South but provided military assistance to the NVA and NLF in air defense, combat engineering, railroad and highway construction and maintenance, and communication network establishment in the North; and finance and logistics in the South.

Dwight D. Eisenhower, thirty-fourth president of the United States, was the Supreme Allied Commander in World War II. He said this about logistics: “You will not find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics.

My logistics officer (S-4), Maj. Bob Melton, joined me in the search to find out what had happened when suddenly the acrid fog began to lift. I looked north toward the buildings behind my headquarters. Then, as I turned to the south, Melton gasped, “My God, the BLT building is gone!” As I absorbed the magnitude of the scene before me, I experienced a moment of disbelief like no other. The sickening knot in my stomach grew more intense. The BLT Headquarters building billeted more than three hundred Marines, sailors, and soldiers. I was crying hard on the inside but had no time for personal feelings. There was work to be done.

America now had a new kind of logistical backbone the likes of which had never before been seen in war.

It was the concentration of resources and power in hierarchical political organizations, the millions of cannon-fodder citizens subject to their disposal, the galleon, compass and sextant, the ox-wagon, steam engine, railroads, and factory production, as well as smallpox, measles, and weeds, that allowed the nations of western Europe to gain ascendancy over the uncivilized world during the past half-millennium. It was not the much discussed and theatrical weaponry, discipline, and tactical techniques that gave soldiers their eventual triumphs, but their mastery of the rather pedestrian arcana of logistics. In modern guerrilla warfare, when superior primitive tactics are wedded to even very limited civilized logistics, more completely civilized adversaries are very commonly discomfited. Guerrilla warfare merely incorporates manpower and supply capacities on a civilized scale and uses more up-to-date weaponry. Primitive warfare is simply total war conducted with very limited means. The

Owing to the ever-increasing pressure on space, as retailers continue to extend private label ranges, there is a risk of branded products being moved to less-optimal locations, having fewer promotional slots and facings or being delisted. Manufacturers cannot wait for this to happen before reacting; they must be proactive in making the case for their brands. While the absolute cash and margins on private labels may be higher for the retailer, the manufacturer has to shift the focus to total system profitability. Many factors favour manufacturer brands when total profitability is considered, including: Sales velocity: Shelfspace turnover is often higher for manufacturer brands. The velocity of leading manufacturer brands is often 10% higher. Profit per linear inch of shelfspace. Discounts and off-invoice allowances: Includes slotting allowances, listing fees, promotional deals, advertising and merchandising allowances, and credit for return of unsold merchandise. Promotional and advertising fees. Provision of ‘free’ logistics services: Includes transportation, warehouse and store labour, and merchandising help for the retailer. Manufacturer brands usually retail at higher-than-average prices: Even when the net margin on manufacturer brands is lower, the absolute cash profit per unit may be higher.

To a great extent, the superior transportation and agricultural technology of Europe and its efficient economic and logistic methods made possible its triumph over the primitive world, not its customary military techniques and advanced weapons. The

Congo, during the first six months of its existence, would have to deal with a serious military mutiny, the massive exodus of those Belgians who had remained behind, an invasion by the Belgian army, a military intervention by the United Nations, logistical support from the Soviet Union, an extremely heated stretch of the Cold War, an unparalleled constitutional crisis, two secessions that covered a third of its territory, and, to top it all off, the imprisonment, escape, arrest, torture, and murder of its prime minister: no, absolutely no one had seen that coming.

Other notable books on whaling—despite their age and antiquated writing style—include Alpheus Hyatt Verrill's The Real Story of the Whaler: Whaling Past and Present (1916); Clifford Ashley's The Yankee Whaler (1939), written by a whaleman and offering perhaps the best overview of the physical characteristics and mechanics of a whaleship; Samuel Eliot Morison's The Maritime History of Massachusetts (1921); and Edouard Stackpole's The Sea-Hunters: The New England Whalemen during Two Centuries, 1635–1835 (1953). The best recent book on whaling is Eric Jay Dolan's Leviathan: The History of Whaling in America (2007), which views the whaling profession through a modern lens and thoroughly explores the socioeconomic aspects of whaling. Like Melville, Dolan doesn't ignore the biology of the mammal itself. In the literature of the Civil War navies, there has been a tendency to, unfortunately, glorify the same subjects, almost to the point of cliché. Hence bookshelves are stacked with discussions of ironclads, blockade-runners, and the most sensational of the sea battles. There's a reason there are so few books concerning Civil War naval logistics and the Union blockade: the work was, more often than not, mind-numbingly tedious. As one “bluejacket” humorously noted in a letter he wrote home, “We have not much to do at present and I don't know what I should do if we did not have our pig and kittens to play with.”1

If there is one thing the Americans are masters at in war, it’s logistics.

Aymes wished they had better information. A war was won or lost on three things: power, logistics, and information.

The fourth category of sources consists of recollections and interviews of veterans, including Chinese soldiers and junior officers in Shenyang Military Regional Command, NDU, PLA Logistics Academy, and China’s Academy of Armed Police Force.