Well, there is a reason he cops to the nickname “Chaos .” Last month Secretary of Defense Jim Mattis set the naval community aflutter by musing, Hamlet-like, about jettisoning the U.S. Navy’s effort to rotate carrier, amphibious and surface forces from home port to foreign stations on a foreseeable cycle. To be predictable, or not to be? That is the question, quoth Chaos. His Shakespearean reply: nay.
The naval establishment has long striven to keep a regular schedule. Over the decades deployment schemes have gone by such titles as “tactical training cycle,” “Fleet Response Plan,” or, better yet, “Optimized Fleet Response Plan.”
Crudely speaking, that means about a third of the fleet is undergoing upkeep on any given day and is unavailable for combat duty. Another third is working up for deployment by executing increasingly demanding training and exercises, or it has come back from deployment and is conducting local maneuvers to maintain proficiency should it need to surge back overseas before putting into a depot for overhaul. Depending on the unit, crews from that third fall somewhere midway between greenhorns and completely battle-worthy mariners.
The final third of the force is actually on cruise, backing U.S. foreign policy with steel.
The current plan purports to keep each unit fit for action for half of each 36-month increment of its lifetime. Carrying out maintenance, training, and operations in standard phases gives suppliers, consumers and targets of naval power—shipyards, naval commanders at home and abroad, allies and prospective foes—a good idea of what U.S. Navy and Marine Corps forces will be on scene at any time to uphold American purposes. Above — USS ‘Nimitz’ docking in Bremerton, Washington. At top — USS ‘George H.W. Bush’ in the Atlantic. U.S. Navy photos Private shipbuilders in particular prize routine. Managers hate to lay off or hire skilled labor en masse as ships’ schedules ebb and flow. They do not relish stockpiling matériel that may go unused for long stretches of time, or having to scramble for it when an unexpected yard period transpires. Change is disruption for suppliers of naval might.
Bottom line: enforcing steady-state operations constitutes “a great way to run a shipping line,” Secretary Mattis informed the House Armed Services Committee . But it’s “no way to run a navy.”
That’s because there’s more to maritime operations and strategy than efficiency. Firms and navies may as well inhabit different universes. Apart from foul weather or the occasional African corsair, the Maersk Lines of the nautical world confront few disruptions to their standard routine. Efficiency is the watchword for commercial shippers. For managers excess time or cargo spell waste, and smaller profit margins.
Monotony is welcome.
But navies are not money-making enterprises. They face competitors in peacetime and enemies in wartime, and their competitors lob missiles at them rather than try to outcompete them through savvy business practices. And contestants like China and Russia thrive on being mercurial. They have every incentive not to abide by American timetables.
Indeed, it behooves them to wreck those timetables by springing unforeseen moves, […]