Operation Iraqi Freedom logistics a critical link in Naval Special Warfare operations

Navy Supply Corps Newsletter, Jan-Feb, 2004 by Bob Snyder

On March 20th under the cover of darkness, several SEAL platoons swept down simultaneously via helicopters and boats to secure five critical Iraqi oil infrastructure targets. In less than an hour the critical nodes were secured, and the vital oil facilities were captured intact before the enemy could destroy them. If these facilities had been destroyed, an ecologic and economic disaster could have occurred. The resulting political consequences could have undermined the ability of the U.S. to continue the global war on terrorism.

The logistics for Naval Special Warfare (NSW) operations throughout Operation Iraqi Freedom (OIF) was the culmination of extensive planning and coordination. Naval Special Warfare Group 1 Logistics Support Unit (LOGSU1) was responsible for logistics support of NSW operations in the Central Command area of responsibility. Five commands--Naval Special Warfare Group 1 Logistics Support Unit; Naval Special Warfare Group 2; Logistics and Support Unit (LOGSU2), commanded by CDR Steve Gill; Naval Special Warfare Group 3; Naval Special Warfare Group 4; and Naval Special Warfare Unit 3--made significant contributions towards this logistics effort. All were critical to the successful deployment and sustainment of the largest NSW deployment in history.

The logistics preparations for OIF started long before when a request for a "war-load of ammunition" was sent to LOGSU1 to support Operation Enduring Freedom in Afghanistan. After many gyrations to identify what a "warload" consisted of and, getting the ammunition airlifted to the Central Command area of responsibility, preparations for possible follow-on operations began.

Joint Publication 1 explains, "Logistics sets the campaign's operational limits." The logisticians of Naval Special Warfare were determined their special operators would not be constrained by logistics concerns. Leading up to OIF, an initial load out of bottled water and MREs (Class I) were procured to support initial deployment requirements; construction materials (Class IV) were procured and stored in order to meet initial camp construction needs; and sufficient ammunition (Class V) was pushed forward to levels required to support a major contingency. The Army calls it leaning forward in the foxhole ... and the preparations continued.

While this material was being procured, shipped and stowed, a close liaison was formed between the Combat Service Support Detachments (CSSD) from both LOGSU's led by LCDR Eric Aaby, CEC, to coordinate logistics planning and deployment. Both CSSDs deploying and operating as a single unit in support of a contingency is called a Logistics Support Group and this was the first deployment of an NSW Logistics Support Group. A predeployment site survey was conducted at proposed forward operations base (FOB) sites to determine equipment requirements and host nation capabilities. Meetings were also held with Amphibious Construction Battalion 1, the base operations support (BOS) provider to ensure that NSW requirements were understood. This extensive planning effort ensured that manning was adequate to support anticipated operations. It also insured the right personnel and equipment would arrive on time during the phased deployment.

Air transportation is often a limiting factor in any major deployment. In order to move support capability forward early and mitigate this limiting factor, additional camp equipment was moved to the NSW CENTCOM Pre-Positioning (PREPO) site and placed in storage. Subsequently, the NAVCENT N4 organization, led by CAPT Gus Gostel, and with the hard work of Senior Chief Steelworker Terry Clary of CSSD 1, arranged for and moved the material and equipment located at the PREPO site by a U.S. Army Logistics Support Vessel (LSV) to the Kuwaiti FOB area. This advanced movement proved to be critical to the rapid NSW deployment.

When word was passed that the 1003V Deployment Order was imminent, logistics personnel deployed via commercial air. The first phase of six personnel departed in early January and was led by LCDR Eric Aaby and CWO2 Darren Davis. Their mission was to move the PREPO gear to the FOB site, build the initial camp infrastructure to support the advance echelon (ADVON), start camp services, and prepare the FOB area for follow on camp construction.

The logistics personnel second phase deployment commenced several days later and focused on further increasing camp infrastructure. Naval Mobile Construction Battalion 74 Detachment Bahrain (NMCB-74 Det Bahrain) provided superlative support by grading the entire FOB area, laying 12,000 cubic meters of crushed stone for soil stabilization and building decks for the tents to reduce dust problems. By the time initial personnel of the Naval Special Warfare Task Group--CENT arrived days later on a C-130, berthing was available. Construction on the Joint Operations Center (JOC) site had also begun. Utilizing all of these advance personnel, camp construction began in earnest and within weeks the FOB was ready to receive the NSW Task Group main body.