US Army Airborne Ops

12/14/2020

U.S. Army Col. Kenneth J. Burgess, commander of the 173rd Airborne Brigade, talks about airborne operation with Italian Army Folgore Brigade after exiting a U.S. Air Force 86th Air Wing C-130 Hercules aircraft, under Covid-19 prevention conditions, at Nella Drop Zone, Altopascio, Italy, Oct. 15, 2020.

The purpose of this operation is to improve relationship with host nation, strengthen the alliance and increase NATO interoperability.

The 173rd Airborne Brigade is the U.S. Army Contingency Response Force in Europe, capable of projecting ready forces anywhere in the U.S. European, Africa or Central Commands’ areas of responsibility. (U.S. Army Video by Davide Dalla Massara)

ALTOPASCIO, ITALY

10.15.2020

Video by Davide Dalla Massara

Training Support Activity Europe

Potosí and its Silver: The Beginnings of Globalization

12/13/2020

By Kenneth Maxwell

A decade after the Spanish Conquistadores toppled the Inca Empire (1532-34), an indigenous Andean prospector, Diego Gualpa, in 1545, stumbled onto the richest silver deposit in the world on a high mountain of 4,800 meters (15,750 feet) in the eastern cordillera of the Bolivian Andes.

Here in the shadow of what the Spaniards called the “Cerro Rico” (“Rich Mountain”) at 4,000 meters (13,200 feet) a mining boom town quickly developed. By the end of the sixteenth century, it had become one of the largest and the highest cities in the world, and in 1561, Philip ll of Spain, decreed that it should be known as the “Villa Imperial de Potosí.”

Peru already had a reputation as the source of unfathomable treasures thanks to the ransom in gold and silver gathered for the Inca emperor Atahualpa seized by the conquistador Francisco Pizarro in an ambush at Cajamarca which had amounted to a million pesos of fine gold and silver when melted down. A similar amount was seized from the Inca treasury of Cuzco. Pizzaro ordered Atahualpa executed by garrote in July 1533. When the Inca treasure arrived in Seville in 1534 it was enough precious metal to upset the money markets in Europe and the Mediterranean.

16th Century Potosi and Global Trade

During the sixteenth century the population of Potosi grew to over 200,000 and its silver mine became the source of 60% of the world’s silver. Between 1545 and 1810 Potosi’s silver contributed nearly 20% of all known silver produced in the world across 265 years. It was at the core of the Spanish Empire’s great wealth. The Habsburg Holy Roman Emperor, Charles V, called Potosi “the Treasury of the World.”

He was right. Potosi became the engine of an international network which ended Eurasia’s bullion famine after 1550 and provided the silver flows that reached westwards across the Atlantic Ocean from South America via the isthmus of Panama to Spain and Europe, and to the east from Seville in Spain and Lisbon in Portugal to the Ottoman and Safavid Empires and to Mughal India and to China under the Ming and Qing dynasties.

After 1565 silver from the Americas also crossed the Pacific Ocean to the Spanish entrepôt at Manila in the Philippines (named after King Philip ll of Spain) and on from Manila by Chinese junks to the Fujian in China where the port of Quanzhou was one of the world’s busiest shipbuilding and commercial centers of overseas and coastal trade with more than 100,000 Arab traders living in the area.

From the 1550’s Potosi was at the center of the first explosive development of global intercontinental exchange creating the first true globalized economic and trading network. In effect it created the first global currency of exchange, the “pieces of eight” each with the mark “P” for the Potosi Mint established by the Viceroy of Peru (1569-1581), Francisco Alvares de Toledo, in 1574. The most famous image of the “Cerro Rico” came from the much-copied 1553 woodcut illustration published in the “Crônica del Peru” by Pedro de Cieza de Leon. By 1580 an Ottoman version of the “Cerro Rico” of Potosi was depicted in the Tarih-l Hind-l Garbi. In 1602 the Italian Jesuit missionary Matteo Ricci and his assistant Li Zhizou marked the “Potosi Mountain” (Bei Du Xi Shan) on their world map for Wanli, China’s Emperor.

Producing Silver

The great silver (and tin veins) of Bolivia’s Eastern Cordillera are the richest of both metals on the world. The “red mountain” is still producing silver, tin, zinc, lead, and other metals. The silver rich veins of the “Cerro Rico” are about a meter wide on average and the vines dive steeply into the mountain from the surface. Within decades the miners reached the water table at 400 to 500 meters depth.

The rich surface silver ores at Potosí were processed initially by smelting. Using stamp mills, powered by mules or water wheels, the silver ore was crushed to gravel then smelted in blast furnaces with lead and lead oxide. 6000 such furnaces (guayra), set on pedestals to capture the wind, covered the hills around Potosi during the early years burning wood, charcoals, and llama dung. The air blast was provided by sheep or goat skin bellows.

The water came from the warm mineral springs on the road to Oruro, where the “Ojo del Inca” (the Inca’s Baths) at Tarapaya provided the reagents to the dozens of early refineries. The massive salt beds of the Salar de Uyuni, the World’s largest salt flat, was several days walk away.

The silver-gold alloy produced in the early sixteenth century was first shifted to cupulation furnaces where the porous bone-ash-lined interior absorbed the oxidized lead. The pure silver and gold alloy remaining at the bottom of the couple where it was separated by a nitric acid method which had been introduced from Germany, then also part of the vast Habsburg domains.

The rapid introduction of the most modern technology was a characteristic of these early years of European colonial activity in the Americas. The dramatic rise in Spanish American silver production in the 1570’s was the result of the adoption at Potosi of the “patio” process of amalgamation of silver ores with mercury which produced a quadrupling of silver export from Peru in the ten years between 1576-1585.

The introduction of the “patio” method in Mexico about 1554 and is attributed to a merchant from Sevilla, Bartolome de Medina, who developed mercury amalgamation. The great advantage of the amalgamation over smelting was that it made the exploitation of lower grade silver ores profitable and greatly extended the range that could be worked, and salt mixed with mercury was used to extract fine grains from silver from what had before been worthless host rock.

The Silver Production Process

The ore for amalgamation was crushed to a fine powder and mixed with water and mercury, salt, and impure copper sulfate. The muddy composite was spread out over a stone paved courtyard (the “patio” hence the name “patio” process). Here it was agitated by a team of mules, and then heaped into piles where it stood for some weeks while the silver ore was separated chemically and amalgamated with mercury.

The mud was then washed away into troughs or vats (tingas) and the silver amalgam put into canvas bags, any free mercury filtering out. Pressed into bars the residual amalgam was then placed into small conical furnaces where the mercury was vaporized and recovered, though one quarter of the mercury was lost in the processing of silver ore. The silver was then taken to the office assay office for recasting and stamping with weight, fineness, and the royal coat of arms.

The repossessing plants were called “haciendas de minas” and were substantial establishments containing the stamp mill and incorporating the residence of the mine owner, his houses of workers and their families, as well as a chapel, stables for mules and horses, machinery sheds, and store houses. The buildings were constructed near streams whenever possible because water was essential to operate the machinery of the mill.

Since rain was unpredictable at Potosi, the Spanish viceroy of Peru, Francisco de Toledo decided to construct in the nearby Kari mountain full scale reservoirs linked by canals and aqueducts to Potosí, a huge public works projects completed by thousands of Andean indigenous draftees. At Potosi there were 120 processing mills in 1658. The mills were complex and expensive. In 1572 some had machinery 18 feet in diameter and a foot wide connected to an axle to lift and drop six stamp hammers. Others had a 24-foot mill wheel and eight to twelve stamp hammers.

Mercury was essential to the processing of silver ore and was imported from the Almaden mines in La Mancha in Spain. The heavy metal liquid metal was packed in sheepskins and shipped to the Americas where the mercury was transported over the isthmus of Panama and shipped down the Pacific coast, taken by mules and llamas to Arica and then overland to Potosi. In 1563 this situation was transformed when a rich mercury mine was discovered at Huancavelica in central Peru.

Spain and Peru

A city was established there by the fifth viceroy of Peru, Francisco Alvarez de Toledo, in 1572, who called the new settlement “Vila Rica de Oropesa” after his title and his hometown in Castile. But the name Huancavelica (a corruption of the Quechua name for the site which meant “stone idol”) stuck. It is one of the poorest cities in Peru today with a majority population composed of indigenous peoples. The valleys are 1,950 meters above sea level. The snow capped peaks that surround Huancavelica stand at 5,000 meters high. It is a cold and barren landscape.

The Spanish Crown appropriated the mines in 1570 and operated them until Peru’s independence in 1821. Huancavelica became the “greatest jewel in the Crown” and mercury became the basis on which the tax on precious metals, the “quinto,” was levied. Fernandes de Velasco, a Spaniard, who had arrived in Peru from Mexico in 1572, was able to modify the amalgamation process so that the Huancavelica mercury might be applied to the Potosi silver ores.

The consequence in the words of the viceroy Toledo was to consummate “the greatest marriage in the world” between the mountains of Huancavelica and Potosi. Between 1576 and 1600 two-thirds of all mercury consumed in Spanish America came from the Peruvian mine. Work at the Huancavelica mercury mine for much of the sixteenth century was above ground using open cast techniques.

After 1597 it became necessary to mine underground and the deterioration of working conditions was rapid.  Galleries were haphazard, airless, and full of dust, and few miners escaped permanent crippling from mercury poisoning. Labor in the Peruvian mines was almost exclusively provided by the indigenous population.

The Viceroy Francisco Álvares de Toledo who had fought the Ottoman Turks in Tunis and opposed the rise of Protestantism in Germany, and was a close to the court of the (now retired) emperor Charles V, had been sent to Peru by Philip ll. He was the fifth Spanish viceroy and he remained in Peru eleven years and five months and traveled in tours of inspection over five years and 8000 kilometers over its territory.

He was the only viceroy to visit Potosi. He ended the chaotic situation of the first decades of Spanish dominion. He overthrew the neo-Inca state at Vilacabamba and defeated the last neo-Inca ruler, Tupac Amaru (1542-1572), and executed him in Cuzco. He forcibly resettled the Andean population in permanent settlements (reducciones). He established a Pacific fleet based in Callao (Armada del Mer del Sul) and in 1570 he established the Inquisition in Peru.

Above all the viceroy Toledo recast the “Mita” which was an Inca system of obligations in order to provide one-seventh of the able-bodied male indigenous Quechua and Aymara farmers and pastoralists of the highlands for various tasks in the Spanish sector of the colonial economy. Sixteen Andean provinces were designated to provide a labor pool for Potosi at any given time. 13,000 were obligated to work in Potosi where they would be distributed to mines, stamp mills, or to various tasks in the city.

At the Santa Barbara mine in Huancavelica (opened in 1564) 3,280 Mita workers by 1577 were drafted in rotation to labor in the deadly mercury mine. Andean caciques and kurakas (local indigenous head men) served as middlemen, fulfilling the labor quotas, responsible to Spanish magistrates (capitates de la Mita.) These forced labor drafts were only outlawed in 1812 and were declared over by Simon Bolivar in 1825.

The viceroy Toledo also established the mint in Potosi in 1574. The smelting of coin material and the cutting, preparing the coin blanks for stamping was carried out by indigenous draftees and enslaved Africans at the Casa de la Moneda. In 1592, 444,000 lbs. or 200,00 kgs of pure silver was “reported” as processed in Potosi. The annual production being about 300,000 lbs. or 136.000 kgs through the 1640s.

The mint mixed private and public interests. The crown officials included the treasurer, assayer, smelter, master of weights and measures, and the bailiff. These officials were Spanish born and were required to sign an oath to behave honestly and they were bonded by leading Potosi households. The hardest tasks – smelting coin metal, cutting and preparing coin blanks for stamping – was carried out by drafted Andeans and enslaved Africans.

The silver bars were brought to the mint from the Royal treasury office next door where the Royal Fifth was paid.  The coins were made by hand. These were the famous silver “prices of eight” worth eight reales, stamped with the coat of arms of the Habsburg Monarchy and a Greek cross with Lions and Castles, and with the “P” for Potosi.

The geographical mobility brought about by the massive impute of cheap forced indigenous labor in these transactions is hard to imagine much less to quantify.  But they were critical to the production of silver.

It took two months for the 2,000 indigenous people required for the labor draft of Chicuito, on the southwest shore of Lake Titicaca, together with their families, each with ten llamas, to travel the 300 miles to Potosi. Together they composed a small town (7000 people and 30,000 animals) in transit.

The contingent from Chucuito was only part of the 40,000 indigenous peoples encamped at the foot of the Serro Rico or travelling to and from the high plateau to meet their Labor obligations. Luis de Campoche claimed that the roads of Peru were so covered with people that it seemed that the whole kingdom was on the move. The conde de Tepa claimed that without their labor the “America would sink into total ruin.”

Potosi Mining Methods

At Potosi mining methods were primitive.  Adits were dug into the side of the mountain in order to access the veins of silver ore. Conditions underground were harsh. The silver ore was loosened by hammers, picks and crowbars, and carried in hide sacks, weighing 100 pounds a time, to the surface. Access to the mines (Potosi reached a depth of 750 feet by 1600) was by ladders of twisted rawhide with wooden rungs, wide enough to permit two files of workers to climb up and down at the same time.

Elsewhere crude noticed pine logs reaching up to 400 feet from the lower levels were used. Flooding was a constant problem, only partly overcome by such crude methods as hoisting out the water in leather buckets and the use of primitive pumps.  In Potosi miners might remain underground for the entire work week. Silicosis and pneumonia were common in underground workers. The toll of death, disease and flight, meant that not all the miners at Potosi were Mitayos. By 1600 half the mine workers were indigenous self-hired workers receiving wages.

The silver produced in Potosi was carried on the backs of llamas and mules to Pacific coast from whence it was shipped from Arica to the isthmus of Panama where mule trains carried the silver overland to the Caribbean port of Nombre de Dios.

The Trade Routes

The sea connection between Panama and the Peruvian coast was especially difficult. Prevailing southerly winds made it almost impossible to reach Peru from Panama except in January and February. The return voyage was easy and could usually be accomplished in less than a month. Cargoes for Lima were unloaded at Calloa and carried inland by mules or in heavy carts.

By the 1530s some thirty ships a year were involved in the Panama to Callao trade; at the end of the sixteenth century the number ranged from fifty to sixty. Ships for the Pacific coastal trade were built in Nicaragua, Guatemala, or in Mexico, and could be as large as 300 tones. Silver was also carried via the Rio de la Plata (the “silver river”) following the reestablishment of Buenos Aires in 1580. African Slaves were also sent by this route to Potosí until 1622 when the Spanish crown insisted that all African slaves for the Spanish American pacific coast territories be sent via Panama (though the clandestine trade via Buenos Aires continued).

The silver of Potosi thus stimulated the formation of a sophisticated regional and global trading network. Iron from northern Spain was essential to mining.  Spain had some of Europe’s richest iron deposits and Basque ironmongers became essential to Potosi. Hardware had to be imported from Spain: Ironware, nails, horseshoes, machetes, pickaxes, hinges, locks. These revolutionized Andean mining as mine workers were now able to chip away hard rock. The “Imperial Villa of Potosi” was on a barren plateau devoid of everything needed for life and work. All had to be brought from afar.

The growth of Potosi stimulated the regional economy. Luis Capoche writing in 1585 observed that “nothing in the way of food can be produced in Potosi or the surrounding areas except some potatoes (which grow like truffles) and green barley, which does not form grain because the cold is continuous…”

This was an exaggeration. Like so much written about Potosi. Yet it is certainly the case that the Spaniards needed to overcome formidable obstacle in ordered to successfully exploit the mineral resources of the high Andes, overcoming obstacles of labor supply, distance, transportation, capital, and technical expertise. The demands of the mining community for supplies, food and labor were so great that it opened up a whole spectrum of profitable opportunities and provoked a series of regional and international repercussions.

By 1620 the population of Potosi reached between 100,000 and 120,000 people, making it larger than Seville or Lisbon, and half the size of the greatest cities in Europe. Potosi acted as a magnet for produce and manufactured goods from all over South America and beyond.

Agricultural and pastoral activities were stimulated on both sides of the Andes. Coca leaves were obtained from the steaming valleys of the eastern Andes and was consumed in great qualities by mine workers during their weeklong twelve hour per day shifts in the mines. Mate tea, held to be of medicinal value, was brought to Potosi from Paraguay.

African slaves from Angola were imported clandestinely via Rio de Janeiro and Buenos Aires. Mules and cattle were raised around Cordoba and Tecuman province (in present day Argentina, literally “the land of silver”). Grapes and dried fish were sent from the Pacific coast. For the richest citizens, fresh fish arrived from the Pacific packed in ice. Textiles came from Cuzco or were imported from Europe via the official route through Panama, or by the clandestine route though Brazil.

No less vital were the bulky raw materials required by the silver mining and processing establishments- iron, salt, lead and litharge, copper sulfate and mercury. A network of communications thus developed which joined the mining centers to the colonial capital, the seaports, and their regional supply zones.

In the viceroyalty of Peru, Huancavelica and Potosi, were over 1000 miles apart. Mercury from Huancavelica was carried by llama and mule to the east at Chincha, shipped by Galleons to Arequipa, and then transported overland to Potosi. From Lima, Arequipa, and Huancavelica, routes linked Cuzco and Potosi, crossed the Andes, Chaco, and Pampas to Buenos Aires. To service their trade routes, daft animals were required in vast numbers, llamas, and oxen, as well as specialized muleteers.

The rise of silver production in Potosí also transformed the shipping in the Spanish Atlantic system. By 1531 silver imports into Seville passed gold by weight and by 1561 silver imports surpassed gold by value. Although precious metals composed the highest percentage of the value of cargoes from the New World. products such as cochineal, silk, tobacco, indigo, and hides became increasing important components of Spanish American trade with Europe.

In return came a diversity of European goods: wines, almost all from the Seville region, Andalucian olive oil and raisins, as well as the cloth of Castile and Flanders, paper and books. In addition, there was a demand for Spanish iron which was shipped in bulk and worked up in Mexico and Peru, above all was mercury which was indispensable to extracting silver. The 1597 fleet for New Spain for example carried 2 2,050 casks of wine, 14,120 arrobas of olive oil,14,101 quintiles of bulk iron. In 1600 the fleet carried 3,393 quintiles of mercury.

The rise of bulky commodity exchange demanded larger ships and the value of the cargoes carried demanded greater security. After 1559 there was a tacit understanding between France and Spain that beyond a line west of the Canaries and south of the Tropic of Cancer the European powers were not held to the standards of conduct that governed their relations in Europe. As the saying went: “No peace beyond the line.” The Spaniards in response instituted a system of armed convoys. In 1565 a fleet system took on a regular form. Routing and timing were governed by prevailing natural conditions. The French and English resorted to privateering attacking the silver laden ships or the ports where the bullion was loaded in the Gulf of Mexico (Vera Cruz) or the Caribbean (Nombre de Dios).

The Spanish ships needed to be out of the Gulf of Mexico before the hurricane season and away from the coast of Cuba by early summer. Between 1550 and 1650 ships from Mexico and the isthmus of Panama converged on Havana where they took on water and supplies for the transatlantic voyage to Spain. The fleet bound for the isthmian Caribbean port of Nombre de Dios, known as Galeones, left San Lucar, the port of Seville, in mid-April. The Atlantic crossing took five to six weeks on average.

The number of vessels arriving in Nombre de Dios, ranged from 27.3 in the decade 1611-1620 to 20.0 in the decade 1681-1690. The size of the ships raising from 240 tons in the 1550s to 400 tons in 1600. Nombre de Dios was a fever ridden location, difficult to defend, and tended to be occupied only at the time of the arrival of the fleets. The ships retired once they had loaded or unloaded their cargoes to the well-fortified port of Cartagena on the northern coast of South America.

The Asian Connection

But above all the sliver of Potosí was desired in Asia, India and above all to China. In 1565 a direct round-trip link was established across the Pacific Ocean from the Americas when the pilot monk, Andres de Urdaneta, found the long-sought return route from the Far East to Mexico.  To get to the Philippines from New Spain (Mexico) was relatively easy and the route was established in the 1540s. Ships needed to sail at a latitude of a least 10 degrees north of the equator in order to catch a favorable wind. The voyage took only eight to ten weeks.

In fact, getting to Manila from New Spain was a far easier and shorter voyage than getting to Peru from New Spain (Mexico). It was returning that posed the difficulties.  Father Andres de Udaneta succeeded in making the connection between Manila and the Mexican coast by sailing north of the 38th parallel north, off the coast of Japan, before catching the eastward blowing “Westerlies” to take the route across the Pacific reaching the west coast of North America before sailing south to Acapulco.

Once discovered this route was followed by the galleons from Manila for over 250 years. The voyage took from four to six months and the loss among the crews was as high as thirty to forty percent. If the voyage lasted more than six months the ships could become floating coffins. In May 1657 the Manila galleon arrived off the Mexican coast under full sail, its treasures intact, but with everyone on board dead.

But a consequence of the establishment of the trans-Pacific round trip route was that one third of the silver produced in Spanish America between 1565 and 1815 went to the Far East by the Manila galleons, complementing the Portuguese dominated route from Europe around Africa and across the Indian Ocean through the Malacca Straits and into the South China Sea to the mouth of the Pearl River to Macao and Canton.

The opening of the trade to the East, and particularly to China, by these two seaborne routes had dramatic consequences. The products of Asia were of far higher quality than anything in Europe at the time. Silver was critical to European trade with the Orient. The Europeans produced nothing in the way of manufactured goods than the Asians did not produce better – weapons excluded.

Silver was in great demand in India and China. Chinese porcelains and silks, damasks and satins, were exchanged for Spanish American silver in Manila which became a great entrepôt because of its fortuitous location at the intersection of two economic systems: The Chinese zone where silver was expensive and the Americas where silver was cheap. Chinese merchants in Manila, mainly from Fujian, lived in an intramuros area known as the Parian, and grew in number some 150 in 1564 to 30,000 in 1603.

The Chinese monetary system was especially responsive to the arrival to Spanish American silver. In the 1570s the Chinese moved from paper money to a silver-based system. China had one quarter of the world’s population and the largest taxing system in the world and silver became the only acceptable currency for paying taxes.

The re-export of silver from Spain to the Middle East, India, and China, and from Acapulco to Manila and on to China, also became profitable for Europeans in comparative terms: Silver-gold ratios (units of gold to one in silver) was 1/6 in China, 1/8 in India, and 1/12 in Europe. The Manila Galleons made the round trip across the Pacific once or twice a year. Philip ll decreed that the ships should be no more than 300 tones.

But in fact, the Manila Galleons, many built in the Philippines, were huge ships that combined the carrying capacity of carracks with the maneuverability and speed of caravels, reaching 2,000 tones, and carrying at times silver to the value of two and a half million silver pesos. The ships in New Spain (Mexico) were known as the “Nao de China”, literally the “Ship of China.”

Production of silver from the “Cerro Rico” grew rapidly peaking in 1592. The flow of Spanish American silver to Asia via Europe was facilitated when in December of 1580 Philip ll of Spain arrived in Lisbon to claim the crown of Portugal as Philip l of Portugal. He remained in Lisbon for three years overseeing the affairs of his vast empire.

Under the terms of approved by the Cortes of Tomar of 1581 which provided legal sanction for Phillip ll’s seizure of the Portuguese crown, the two empires in America were to remain administratively separate. The “union ibérico” of the crowns of Spain and Portugal lasted until 1640. And the union of the crowns of Spain and Portugal greatly facilitated the flow of silver from Seville to Lisbon and from Lisbon to India and China and Japan via the Atlantic and Indian Oceans.

Much of the Spanish American bullion and coin ended up in India and China, and often by way of the ports and caravans of the Near East and Central Asia.  The Mughals like the Ottomans and the Safavids used Potosi silver to finance their wars of conquest. The Potosi “piece of eight” was the world’s first global currency crossing frontiers and financing trade and wars.

The End of the Potosi Era

But the great Potosi silver facilitated global interconnected trade and finance network did not survive the 17th century. Competition to Spanish domination arose from the Protestant Dutch and from the French and from the English in Europe and in Asia and in the Americas.

By the mid-seventeenth century Potosi itself was faltering under the weight of declining mines, broken dams, and a great scandal at its core, in Potosi’s mint, where a colossal debasement scam undermined confidence in the value of the currency.

In the 1630’s debased Potosi silver bars with the Potosi mark were rejected by bankers on the money markets of Genoa and Antwerp. Potosi coins were no longer acceptable in the spice markets of India and South East Asia, and in Mughal India millions of suspect Potosi coins were recycled as rupees.

The Potosi “P” had become a synonym for poison. Portugal regained its independence from Spain in 1640 and with the assistance of the virulently anti-Catholic English Republic of Oliver Cromwell and of the English Fleet under the Parliamentarian Admiral Blake.  English traders of the East India Company were beginning to find another locally produced (and far more destructive) and profitable Indian export that the Chinese loved as much as silver: opium.

By then the great days of Potosi were a thing of the past. Mexico’s silver sustained the Manila galleons until the beginning of the nineteenth century, and the Bourbon monarchs of Spain attempted to revive Potosi in the 1780s.

But in August 1780, the efforts by the Spanish authorities to impose a new Mita regime provoked the “Great Andean Rebellion” which began first at Pocoata, north of Potosi, led by Tomás Katari, an indigenous spokesman who had petitioned for reforms.

During November of the same year, south of Cuzco, a local cacique in the village of Tinta, José  Gabriel Condorcanqui, taking the name Tupac Amaru ll, seized the local Spanish Corregidor, José de Arriaga, and executed him. The rebels rejected their Mita obligations totally.

Tupac Amaru ll knew Potosi well having been a mule train owner transporting coca and mercury to the “Imperial Vila.” Both Katari and Tupac Amaru ll were captured and executed. But the Andean rebellion flared and tens of thousands were  killed.

The siege of La Paz in early 1781 was led by an indigenous rebel who called himself Tupac Katari. He had also been a small coca dealer who knew his way around the Andean mountains. He was captured in October 1781. Like the other rebel leaders he was sentenced to a gruesome death, and like Tupac Amaru ll, he was torn apart by horses and his body part displayed where his “crimes” had been most egregious in Spanish eyes. The Mita system was under challenge as never before.

But in 1825, after 15 years of struggle, Simon Bolivar, marked the end of the Mita, and of the “Vila imperial” of Potosi, and the “Liberator” symbolically proclaimed South American freedom from the summit of the Cerro Rico. The new Republic of Bolivia in the high Andes took his name.

But few recalled the central and pioneering role that Potosi and its silver had played in the sixteenth century in creating and facilitating the first globalized network of world interconnection.

The featured graphic is of a Manila Spanish Galleon.

Manila Galleon (ca. 1590) Boxer Codex, Lilly Library, Indiana University

An Update on the Future Combat Air System: December 2020

12/12/2020

By Pierre Tran

Paris – Five options for the architecture of a planned Future Combat Air System were handed over in September to the authorities, marking a major step toward definition and development of an ambitious European project, Bruno Fichefeux, head of FCAS at Airbus Defence & Space, said Dec. 9.

“We submitted also our selection, after extensive operational and technical assessment of potential FCAS architecture…in September, the five best architectures,” he told journalists in a livestream link up from Airbus DS office at Manching, southern Germany.

Those five options were selected from 10 architectures, and will be reduced to two by summer next year, said a source with knowledge of the project. The final architecture will be  based on continuous analysis of work on the technology demonstrators.

That overall architecture included the combination of a next generation fighter and remote carrier drones, and will be fundamental for the following phases, Fichefeux said. The air chiefs of France, Germany and Spain – partner nations of the FCAS project – recently “validated” the selection of architecture options.

Those architecture options followed 18 months’ work on a joint concept study, and there is a further year’s work, he said. The companies were in intense talks with governments on the next phase, with work next year worth billions compared to the “few millions” so far.

Fichefeux declined to say how just how many billions.

A parliamentary report, titled 2040: The FCAS Odyssey, said there would be work worth an initial €2 billion ($2.4 billion) under the second phase of a demonstrator contract, with a total €4 billion to be won by 2026, when technology demonstrators were due to fly.

Those amounts were close to the official figures, the source said. There will be one demonstrator contract with two phases spanning 2021 to 2026/7.

That compared to a phase 1A contract on the demonstrators, worth €155 million, signed July 12, shared between six companies and lasting 18 months.  Airbus and Dassault began the joint concept study in February 2019. Indra was working on the study, following Spain’s joining the FCAS project.

“It’s a massive step forward we want to initiate next year with support of the governments,” Fichefeux said. “The timeline is very tight. We need to reach this point of commitment and funding…to give perspective to industry and the program.”

There was a “very tough road map,” consisting of definition, development, production, flight test and entry into service in 2040, he said.

Seven Pillars of Wisdom

The European FCAS plan differed from the UK Tempest fighter jet project as the latter sought to fly a prototype in 2035, effectively the first in series, the source said.

That was distinct from a demonstrator of the FCAS next generation fighter due to fly in 2026, along with other elements of the European project.

The official date for the demonstrators was 2026, but there was scope for slipping to early 2027, the source said.

The FCAS plan was to field a network of present and future fighters, and remote carriers, all linked up to ground, air, sea, and space in a system dubbed multi domain combat cloud.

The partners sought to de-risk and to mature technology before inserting it in development of the new fighter, remote carriers, combat cloud, sensors, and engine, Fichefeux said.

The phase 1A was for demonstration in 2026/27 of seven key elements, namely the new fighter, remote carrier, combat cloud, engine, sensors, low observability and simulation.

The latter was effectively a war game to consider the different performance of the architectures. Along with simulation, there was also work on linking up the seven “pillars” under phase 1A.

Indra has joined Airbus and Dassault on the joint concept study. The Spanish partner will also lead work on sensors, working with Dassault and the German FCMS consortium.

Demonstration of first operational capabilities was due in 2030, with full capabilities and entry into service in 2040, said the Airbus DS presentation.

Full capacity of the demonstrators is expected in 2030, with initial operating capabilities in 2040, the source said.

Airbus, Dassault and other partners were applying a digital design, manufacturing and services approach, helped by Dassault Systèmes, Fichefeux said. The aim was to shorten “feedback loops” and speed up the process. The joint concept study looked at how DDMS could “disrupt” the development phase.

Airbus said Feb. 6 2019 the company would install Dassault Systèmes’ 3Dexperience software “to a move from sequential to parallel development processes.” That was intended to accelerate bringing new products to the market and boost customer service.

Ideas from the civil world

Airbus and the German defense ministry looked to the civil sector for bright ideas in a project dubbed Innovations for FCAS, the company said Dec. 9 in a statement. Eighteen partners including start-ups, small and medium companies, and research institutes, applied themselves in the pilot phase to work on 14 FCAS projects, including combat cloud, connectivity, the new fighter and remote carriers. The ministry funded the project.

On interoperability with the British Tempest fighter, there was need for “common European endeavour,” but it was up to governments to decide, Fichefeux said. For industry, it was important not to lose time.

The communications network in the combat cloud would be critical for “collaborative engagement” with Tempest, FCAS, and Nato forces, pointing up the need for standards and connectivity, he said.

Stealth was significant, a core technology in the demonstrator for the new fighter jet, intended to mature, test and prove in flight. There would be stealth in remote carriers, engine heat signature, sensors and communications in the demonstrator phase.

The budget for stealth in the phase 1A study was fairly small, the source said.

“The irreversible path for FCAS development is flight of the demonstrator in 2026, opening way to development,” he said.

“For that we need speed.

“We need funding and we need a strong political commitment, which we see we have today and need to maintain into the future.”

There has been call for a joint timetable for the FCAS project, amid concern over French and German elections holding up decisions and funding over the next couple of years.

“What worries me more than COVID 19 is the sequence of events,” Eric Trappier, executive chairman of Dassault, told May 14 the defense committee of the lower house National Assembly. Dassault is prime contractor for the fighter jet, the critical element in the next generation weapon system.

“We cannot wait for 2022 to start work on the rest of the program,” he said. “It is just not possible.”

 

Viper Venom Close Air support

12/11/2020

U.S Marines with Marine Light Attack Helicopter Squadron 169 provide close air support from a UH-1Y Venom helicopter and AH-1Z Viper helicopter to for ground forces in coordination with Joint Terminal Attack Controllers during Service Level Training Exercise 1-21 at Marine Corps Air Ground Combat Center Twentynine Palms, California, Oct. 10, 2020.

The training allowed Marines with HLMA-169 to test demonstrate technical proficiency with their weapons systems while operating with other rotary and fixed wing assets. (U.S. Marine Corps video by Lance Cpl. Jackson Dukes)

TWENTYNINE PALMS, CA, UNITED STATES

10.09.2020

Video by Lance Cpl. Jackson Dukes

3rd Marine Division

Expeditionary Basing

12/09/2020

U.S. Marines across 3d Marine Division, 1st Marine Aircraft Wing, and Airmen with 1st Special Operations Squadron, demonstrate expeditionary advanced basing capabilities Oct. 7-8, 2020, as part of Exercise Noble Fury, from Okinawa to Ie Shima and across surrounding waters.

Marines rapidly inserted via an air assault, secured an airfield, and established defensive positions around the island to enable follow-on operations in support of the navy including a High Mobility Artillery Rocket System Rapid Infiltration mission under the cover of darkness.

This exercise showcased survivability and lethality of Navy and Marine Corps forces while operating in a distributed maritime environment.

IE SHIMA, OKINAWA, JAPAN

10.06.2020

Video by Cpl. Josue Marquez

3rd Marine Division

Sustaining the Integrated Distributed Force at Sea: The Military Sealift Command Challenge

By Robbin Laird

With the strategic shift from the land wars to full spectrum crisis management, the sea services face the challenge of prioritizing maneuver warfare at sea.

But it is impossible to execute maneuver warfare at sea if you have no fuel, or go Winchester with regard to weapons.

That challenge needs to be met by the logistical enterprise write large.

This means that as the fleet distributes across the maritime maneuver space and prepares to execute its offensive and defensive capabilities, a logistics enterprise has to function at full tilt to provide for the kit needed for operational effectiveness.

In the land wars, Fed Ex and commercial shipping could provide inputs to the land-based depots.

This is hardly the support model facing high tempo combat operations, where the supply chains themselves are key targets for adversaries.

If you distribute the force, then the question becomes not simply how do you supply the fleet from external assets, but it also means that the fleet can shape ways to cross support as well, notably with high value supplies which a combat force might need.

With the coming of the CMV-22B to the fleet, the focus has been upon the C-2 being replaced by the new asset to do carrier support.

But there is no reason, that an Osprey cannot do cross fleet support, by air transporting WITHIN the fleet of critical supplies.

And for that matter, the assets which the Marines have bought for ship to shore force insertion, could as well.

With the coming of the much more capable CH-53K to the fleet, there is little doubt that it could play a role in intra-fleet support as well if so desired. This then raises questions about the numbers of such assets within the fleet as well.

With the reimagining of the amphibious fleet, such a role surely could be considered.

And we have also seen in recent months, new roles for the USAF in supplying ships at sea as well, such as C-17 support to boomers at sea.

When one considers the wider question of the logistics enterprise, shaping the demand side is crucial as well.

One good example of this is the Littoral Combat Ship which was never designed to support itself, and has challenged the logistics enterprise to do so.

This needs to be a consideration as well for any shipbuilding plans in terms of sustainability: how would I sustain this new ship or class of ships?

And If they are relying on external support primarily, how likely is this to happen in times of significant conflict?

And design of new combat ships to ensure more rapid transfer of supplies is key as well.

During my visit to the USS Gerald R. Ford, we learned that the ship has been designed to take on pallets rather than simply bulk cargo. With those pallets offload to the new carrier, they go below deck by elevators and where appropriate can be loaded directly into refrigeration units.

The time scale is measured in hours with regard to the time necessary to do resupply at sea for the Ford versus the Nimitz class because of this new design feature onboard the USS Gerald R. Ford.

But the bulwark of support at sea will be delivered by the Military Sealift Command and its ships and its contracted commercial fleet as well.

The shift from the land wars to support of a distributed blue water fighting force is a significant one for MSC.

A measure of the change is that the last two commanders of MSC come from strike groups, and very familiar with the demand side of the support equation.

After my recent visit to the USS Gerald R. Ford, I had a chance to visit with the current commander of MSC, Rear Admiral Michael Wettlaufer.

Wettlaufer previously commanded the Dambusters of VFA-195, USS Denver (LPD 9), USS John C Stennis (CVN 74) and Carrier Strike Group 3 during the 2018-19 around-the-world deployment.

He deployed multiple times to the Mediterranean Sea, Indian Ocean and Arabian Gulf flying the A-6E Intruder with VA-85 and Carrier Air Wing (CVW) 1 aboard USS America (CV 66) including Operation Desert Storm. Forward deployed from Japan aboard USS Independence (CV 62) and USS Kitty Hawk (CV 63) as a Dam buster department head and CVW-5 operations officer, he flew the FA-18C and he deployed to the Pacific as executive officer aboard USS John C Stennis (CVN 74).

In his current role, Wettlaufer is serving as commander, Military Sealift Command.

Wettlaufer has 3,800 hours flying 50 different aircraft types and over 900 arrested landings on 14 carrier decks and conducted developmental Joint Strike Fighter flight control trials aboard HMS Invincible.

I can tell you from talking with him, he is no shrinking violet.

He and his team clearly understand the magnitude of the challenge facing the MSC reset to deal with blue water combat support operations, and are working hard to deliver the best capability which the current system allows to the blue water fighting force.

We started by going back to World War II and discussing the big blue blanket and the vast certainly by modern times support fleet, which included more than 30 fleet oilers in the Pacific alone.

The Rear Admiral underscored: “We cannot do that today.

“But we have to be able to distribute logistical support to a maritime distributed force.

“There will certainly be no maneuver if you do not have a solid logistics tail.

“You have to be able to have logistical support at the scale, the scope and scale, and more importantly, the tempo, required to support maneuver warfare.”

He emphasized the nature of the challenge by underscoring that several variables which have to be synchronized: “There’s distance, there’s time, and there’s the appropriate number of assets to be able to span the distance in the time required to meet the requirements, whatever those requirements are and then to be able to adjust to the operational realities.”

With the end of the Cold War, and the past two decades of fighting the land wars, there was a shift to commercial logistics and just in time deliveries.

But in the strategic shift what was considered operational efficiency can now become a combat disadvantage.

The need now is to sustain combat operations are distance and in maneuver space.

How do you do this?

As the Rear Admiral put the challenge: “We need to cascade supplies to get them to the scale required at the time required and delivered to the point of need. Or before point of need.”

And the cascade that the Rear Admiral highlighted is based on working appropriate arrangements between the commercial sector and the military.

“This cascade doesn’t work without effective commercial integration with the military, and that includes the commercial mariner, the operating company side and commercial industry side.

“We are so integrated with commercial industry at MSC because of our operation model that was delivered in 1991, essentially, to be commercially reliant, which has risk.

“And that commercial reliance is on repair, processes, and shipyards in the United States actually to deliver the combat logistics force.

“Integration with the commercial sector and the civilian workforce is the only way that we can make this work.

“And to do this, we are masters at contracting. We can shoot more contracts than any country can shoot missiles, in a day.”

I then raised a question about upgrades to the fleet.

When Ed Timperlake, and I visited MSC several years ago, the coming of the T-AKE ship was a key piece of the puzzle being introduced to upgrade and update MSC capabilities.

Military Sealift Command fast combat support ship USNS Supply (T-AOE 6) conducts a vertical replenishment with nuclear-powered aircraft carrier USS Enterprise (CVN 65). Enterprise and embarked Carrier Air Wing (CVW) 1 are underway on a scheduled deployment. (U.S. Navy Photo/mass communication specialist Petty Officer 2nd Class Stacee Fitzgerald)

I asked him is there a ship coming soon that would have a similar effect?

Rear Admiral Wettlaufer: “We are part of the requirements generation process for ship building that supports logistics or other special mission support requirements.

“We’re scheduled to put 20 new ships to sea in the next five years.

“We are replacing the tankers, and that new ship fits the bill of what your question posed.

“The T-AO-205 class, the John Lewis class ship is going to make a difference for us. The first one gets delivered in September of 2021. There are significant advancements on the new ship with regard to modernization of the equipment onboard the vessel, both in terms of reliability and redundancy.

“We will be able manage more fuel, and heavier loads as well.

“This will give us more capability to support a distributed fleet.”

The Rear Admiral and his team see significant strides in unmanned support systems as well.

By this they referred to the support for manning the ships and repairing the ships, not the multiplication of maritime remotes.

The Rear Admiral noted: “The commercial industry based simply upon financial imperative will reduce manning. COVID-19 obviously has been a big challenge, but what it has highlighted is there are new, innovative ways to deliver repair support through virtual means.

“The workflow changes as you leverage automation and virtual support.

“We have used our virtual capacity to get to virtual attendance on our ships.

“Whether it’s an inspection for a post repair requirement from ABS, the American Bureau of Shipping or it’s a tech rep going and attending the Mercy, while she was doing her mission in Los Angeles to make sure that O2N2 plant was up and operating, we did those things virtually and we’ve transformed into that remote support model where we can. That’s the future.

“It’s also the future of ship repair, from a battle damage perspective, potentially as well. If a ship is battle damaged some place, we already have measured the inside of the ship. We understand what that design is inside that vessel. And remotely we can develop the repair plan and deliver that forward.”

The Rear Admiral then discussed digital twinning in the MSC fleet.

“We have digital twin technology in our Expeditionary Fast Transport (EPF) fleet formerly known as the Joint High-Speed Vessel.

“Instead of time-based maintenance, we are targeting condition-based maintenance. And we are taking this model onto our new classes of ships as they come to the fleet. Digital twinning is part of our warfighting effectiveness approach.”

We discussed as well the C2 side of the effort and he underscored that the US Navy and MSC are working hand in hand for C2 integrability across the fleet as well.

Obviously, this is a key element of being able to bring the logistics enterprise and fleet operations into the kind of synchronization crucial to combat success.

We then shifted to the training side of the equation.

Next year, I am publishing a book entitled: Training for the High End Fight: The Strategic Shift of the 2020s.

What the Rear Admiral underscored, that a key part of such training needed to encompass the logistics integrability with the kill web maritime force.

“If we are both a civil service and commercial mariner fleet operating government owned and contractor owned vessels in some mix, delivering logistics, the training for that entire ecosystem is just as critical as the front-line combat force.

“They’re going to have to transit whatever the level of contestation the environment is, whether it’s leaving a port in CONUS, that may have a cyber-attack or some other challenge against it, to delivering to the LHA that maybe is in a less contested environment, that whole piece has to be supported by training and it’s training of all those mariners who are sitting in, euphemistically sitting in a union hall some place, or under a union waiting to get hired for the job, or to get pulled to get picked up on a ship, as well as MSC’s training processes to make sure our workforce is up to date on what those requirements may be. Because they have to operate in the same space. At different levels, zones of contestation.”

The Rear Admiral concluded by highlighting the significance of the five Rs and underscored that MSC is working efforts in all five Rs.

“Admiral Williamson talks about the five Rs: Refuel, Re-arm, resupply, repair and revive. If we can’t do those things at the scope, scale, tempo required to support distributed maritime operations then we’re not going down the right path. And we have lines of effort in each of the five Rs.”

The featured photo of the Rear Admiral was shot last year during his service as commander of a carrier strike force.

U.S. Navy Rear Adm. Michael Wettlaufer, commander, Carrier Strike Group (CSG) 3, speaks to Sailors during an all-hands call on the fo’c’sle of the guided-missile destroyer USS Stockdale (DDG106) in the Arabian Gulf, March 31, 2019. The Stockdale is deployed to the U.S. 5th Fleet area of operations in support of naval operations to ensure maritime stability and security in the Central Region, connecting the Mediterranean and the Pacific through the western Indian Ocean and three strategic choke points. (U.S. Navy photo by Mass Communication Specialist 2nd Class Abigayle Lutz).

What if it was called the CH-55? Transformation in the Vertical Heavy Lift Fleet

12/08/2020

By Robbin Laird

To the casual observer, the Super Stallion and the King Stallion look like the same aircraft.

One of the challenges in understanding how different the CH-53K is from the CH-53E is the numbering part.

If it were called CH-55 perhaps one would get the point that these are very different air platforms, with very different capabilities.

What they have in common, by deliberate design, is a similar logistical footprint, so that they could operate similarly off of amphibious ships or other ships in the fleet for that matter.

But the CH-53 is a mechanical aircraft, which most assuredly the CH-55 (aka as the CH-53K) is not.

In blunt terms, the CH-55 (aka as the CH-53K) is faster, carries more kit, can distribute its load to multiple locations without landing, is built as a digital aircraft from the ground up and can leverage its digitality for significant advancements in how it is maintained, how it operates in a task force, how it can be updated, and how it could work with unmanned systems or remotes.

These capabilities taken together create a very different lift platform than is the legacy CH-53E. In a strategic environment where force mobility is informing capabilities across the combat spectrum, it is hard to understate the value of a lift platform, notably one which can talk and operate digitally, in carving out new tactical capabilities with strategic impacts.

The lift side of the equation within a variety of environments can be stated succinctly. The King Stallion will lift 27,000 lbs. external payload, deliver it 110 nm to a high-hot zone, loiter, and return to the ship with fuel to spare.   What that means is JLTV’s (22,600-lb.), up-armored HMMWV, and other heavier tactical cargos go to shore by air, rather than by LCAC or other slower sea lift means.  For less severe ambient conditions or shorter distances than this primary mission, the 53K can carry up to 36,000 lbs.

With ever increasing lift requirements and advancing threats in the battlefield, there is no other vertical lift aircraft available that meets emerging heavy lift needs. There are a lot of platforms that can blow things up or kill people, but for heavy lift, the CH-53K is the only option.

For the Marines, this is a core enabling capability. The CH-53K is equipped with a triple external hook system, which will be a significant external operations enabler for the Marine Air Ground Task Force.  The single, dual and triple external cargo hook capability allows for the transfer of three independent external loads to three separate supported units in three separate landing zones in one single sortie without having to return to a ship or other logistical hub.

The external system can be rapidly reconfigured between dual point, single point loads, and triple hook configurations in order to best support the ground scheme of maneuver.

All three external hooks can be operated independently supporting true distributed operations. For example, three infantry companies widely dispersed across the battlefield can be rapidly resupplied with fuel, ammo, water or other supplies directly at their location—during the same sortie—eliminating the requirement for the helicopter to make multiple trips or for cargo from a helicopter to be transloaded to ground vehicles for redistribution—saving ground vehicle fuel and MAGTF exposure to ground threats.

The CH-53K’s triple external hook system is a new capability for the Marine Corps and an improvement in capability and efficiency over the legacy aircraft it replaces making it a game changer for providing heavy lift in support of combat, humanitarian assistance, and disaster relief operations, notably in a distributed operational space.

The CH-53K design integrates the latest technologies to meet the USMC requirement for triple the lift of the predecessor Super Stallion while still maintaining the size and footprint to remain compatible with today’s ships and strategic air transport platforms.

The aircraft is fully marinized for shipboard operations, including automatic blade fold and design robustness to meet new and extreme requirements for salt-fog and corrosion.  It is already certified for transport in C-5 (2 x 53Ks) and C-17 (1 x 53K) aircraft and also includes an integral aerial refueling probe for long range missions or self-deployment.

The work process is very different as well, because of support for palletization. This may sound like logistic geek language, but it is about speed to deliver to the force for its operating efficacy. Given that speed to operation is a key metric for supporting the strategic shift from the land wars to full spectrum crisis management, the CH-55 (aka as the CH-53K) is a key enabler for the new work flow essential to combat success.

The digital piece is a foundational element and why it is probably better thought of as a CH-55. This starts with the fly-by-wire flight controls. The CH-53K is the first and only heavy lift fly-by-wire helicopter.

The CH-53K’s fly-by-wire is a leap in technology from legacy mechanical flight control systems and keeps safety and survivability at the core of the Kilo’s design while providing a portal to an optionally piloted capability and autonomy.

The CH-53K’s fly-by-wire design drastically reduces pilot workload and minimizes exposure to threats or danger, particularly during complex missions or challenging aircraft maneuvers like low light level externals in a degraded visual environment allowing the pilot to manage and lead the mission vice focusing on physically controlling the aircraft.

The fly-by-wire design further complements safety and survivability through physically separated Flight Control Computers, separated cockpit controls with an Active Inceptor System, and load limiting control laws that will extend component lives. Other cargo Helicopters originated in the late 50s/early 60s, predating the emergence of Aircraft Survivability as an engineering discipline.

Not leaving anything to chance, the overall CH-53K survivability process includes an extensive, ongoing Live Fire Test Program, which started at a component level, and culminates with a full-up aircraft test with turning rotors.  The CH-53K is the only heavy lift helicopter designed from the ground up to survive in battle, reflecting a 21st century level of survivability.

In addition, the CH-53K was designed from the start in an all-digital environment, taking advantage of virtual reality tools to optimize both manufacture and support of the aircraft throughout its life cycle.  Fleet Marine personnel were engaged from the beginning of the design process to ensure the aircraft was designed for supportability and reduced O&S costs–from component access, support equipment, animated work instruction and electronic publications to the system integration with Sikorsky’s fleet management tools that were originally developed to support its commercial S-92 aircraft fleet.

The S-92 has demonstrated greater than 95% availability for a fleet of over 300 aircraft which now boast near 1.5 million flight hours, in harsh North Sea and other off shore Oil & Gas environments.  Use of data analytics (“big data”) has proven to save money in the commercial fleet and these same tools are already in place for the CH-53K and being proven on the CH-53E in the interim.

The CH-53K’s triple redundant fly-by-wire design improves maintainability significantly through fault Detection and isolation capability providing the ability to detect failures in actuators and other electrical and electromechanical components including hydraulic leak detection with fault isolation.

While the CH-53K is bigger and far more capable in many important ways, it’s also smaller in terms of its logistics footprint and provides a best O&S value over its entire lifetime. The CH-53K’s logistics footprint is 1/3 less by volume with a 5,000 cubic feet reduction and 1/4 less by weight with a 25, 000 reduction compared to the legacy CH-53E. That’s equivalent to the storage volume of a 2-car garage and the weight of a two up-armored HMMWVs. In the cargo world, that’s 2 standard shipping containers, which is space and available payload on a ship or less equipment to transport to an austere support base.

The design reduces the maintenance workload as well.  With no mechanical rigging requirement and fewer moving parts leading to fewer failures, the CH-53K provides a significant reduction in maintenance man hours, a 35% improvement in Mean Time to Repair, and ultimately increased readiness and availability to the warfighter.

Organizational-level maintenance peculiar support equipment for the CH‑53K is based on common and CH-53E support equipment in order to reduce the new peculiar support equipment required for the CH-53K. Only 150 items of peculiar support equipment were developed to support organizational-level maintenance, which is 146 less pieces of support equipment or a 52% footprint reduction compared to the CH-53E. Additionally the CH-53K support equipment was designed to reduce and optimize equipment weight and life cycle cost while material selection and coating changes from legacy aircraft to eliminate use of hazardous materials and provide better environmental protection from corrosion.

The T408-GE-400 engine brings more capability to the CH-53K through 57% more horsepower with a smaller logistics footprint compared to the T64 it replaces in the same size package but with 63% fewer parts. The T408 supports engine on aircraft maintenance and was designed to maximize two levels of maintenance—Organizational to Depot—with all on-wing engine maintenance being performed using the common tools in flight line toolbox further reducing the logistics footprint and maintenance man hours while increasing availability and readiness of the CH-53K.

The CH-53K sets the standard and is the 1st and only true 21st Century Heavy Lift Helicopter.

To be more specific, the current heavy / upper medium lift cargo helicopters that the CH-53K replaces—legacy Chinook, CH-53 A/D/G Sea Stallion, CH-53E Super Stallion and their engines—were literally designed in the mid-20th century.

In the more than half century that has elapsed between the design of these legacy aircraft and the first flight of the CH-53K in 2015, there have been significant advancements in helicopter design and manufacturing.

The CH-53K is superior to its predecessors, not by engineering miracles, but by over a half century of steady engineering and technology progress that was designed and incorporated into the CH-53K from the ground up.

The King Stallion is a totally new helicopter that leapfrogs the CH-53E design to improve operational capability, interoperability, reliability, maintainability, survivability, and cost of ownership.

Finally, the CH-53K is nearing completion of testing and well into production.  The program remains on target for a 2021 IOC and 2023 deployment that meets the USMC’s operational needs.  The King Stallion is the only aircraft that meets the heavy lift requirements for the USMC, supports the Expeditionary Advanced Base Operations (EABO) concept, and provides that safety, survivability, supportability and growth capability to meet the service’s needs for the many decades to come.

A good sense of how the CH-55 (aka as the CH-53K) intersects with the new operating environment was highlighted in interviews I did in both Pax River and Marine Corps Air Station Yuma.

In an interview earlier this summer with a senior MAWTS-1 officer, we discussed the coming of TAGRS and of the CH-53K to the Marine Corps and how these new capabilities would allow for enhanced FARP capabilities and expeditionary basing support.

In that interview with Maj Steve Bancroft, Aviation Ground Support (AGS) Department Head, MAWTS-1, MCAS Yuma, we discussed the way ahead on FARPs enabled by TAGR and CH-53Ks.

Excerpts from that interview follow:

There were a number of takeaways from that conversation which provide an understanding of the Marines are working their way ahead currently with regard to the FARP contribution to distributed operations.

The first takeaway is that when one is referring to a FARP, it is about an ability to provide a node which can refuel and rearm aircraft.  But it is more than that. It is about providing capability for crew rest, resupply and repair to some extent.

The second takeaway is that the concept remains the same, but the tools to do the concept are changing. Clearly, one example is the nature of the fuel containers being used. In the land wars, the basic fuel supply was being carried by a fuel truck to the FARP location. Obviously, that is not a solution for Pacific operations.

What is being worked now at MAWTS-1 is a much mobile solution set. Currently, they are working with a system whose provenance goes back to the 1950s and is a helicopter expeditionary refueling system or HERS system. This legacy kit limits mobility as it is very heavy and requires the use of several hoses and fuel separators.

Obviously, this solution is too limiting so they are working a new solution set. They are testing a mobile refueling asset called TAGRS or a Tactical Aviation Ground Refueling system.

As one source put it: “The TAGRS and its operators are capable of being air-inserted making the asset expeditionary. It effectively eliminates the complications of embarkation and transportation of gear to the landing zone.”

The third takeaway was that even with a more mobile and agile pumping solution, there remains the basic challenge of the weight of fuel as a commodity.  A gallon of gas is about 6.7 pounds and when aggregating enough fuel at a Forward Air Refueling Point or FARP, the challenge is how to get adequate supplies to a FARP for its mission to be successful.

To speed up the process, the Marines are experimenting with more disposable supply containers to provide for enhanced speed of movement among FARPs within an extended battlespace. They have used helos and KC-130Js to drop pallets of fuel as one solution to this problem.

The effort to speed up the creation and withdrawal from FARPs is a task being worked by the Marines at MAWTS-1 as well. In effect, they are working a more disciplined cycle of arrival and departure from FARPs. And the Marines are exercising ways to bring in a FARP support team in a single aircraft to further the logistical footprint and to provide for more rapid engagement and disengagement as well.

The fourth takeaway is that innovative delivery solutions can be worked going forward.

When I met with Col. Perrin at Pax River, we discussed how the CH-53K as a smart aircraft could manage airborne MULES to support resupply to a mobile base. As Col. Perrin noted in our conversation: “The USMC has done many studies of distributed operations and throughout the analyses it is clear that heavy lift is an essential piece of the ability to do such operations.”

And not just any heavy lift – but heavy lift built around a digital architecture.

Clearly, the CH-53E being more than 30 years old is not built in such a manner; but the CH-53K is. What this means is that the CH-53K “can operate and fight on the digital battlefield.”

And because the flight crew are enabled by the digital systems onboard, they can focus on the mission rather than focusing primarily on the mechanics of flying the aircraft. This will be crucial as the Marines shift to using unmanned systems more broadly than they do now. For example, it is clearly a conceivable future that CH-53Ks would be flying a heavy lift operation with unmanned “mules” accompanying them. Such manned-unmanned teaming requires a lot of digital capability and bandwidth, a capability built into the CH-53K.

If one envisages the operational environment in distributed terms, this means that various types of sea bases, ranging from large deck carriers to various types of Maritime Sealift Command ships, along with expeditionary bases, or FARPs or FOBS, will need to be connected into a combined combat force.

To establish expeditionary bases, it is crucial to be able to set them up, operate and to leave such a base rapidly or in an expeditionary manner (sorry for the pun). This will be virtually impossible to do without heavy lift, and vertical heavy lift, specifically.

Put in other terms, the new strategic environment requires new operating concepts; and in those operating concepts, the CH-53K provides significant requisite capabilities. So why not the possibility of the CH-53K flying in with a couple of MULES which carried fuel containers; or perhaps building a vehicle which could come off of the cargo area of the CH-53K and move on the operational area and be linked up with TAGRS?

As this potential development highlights, if we called it a CH-55, we would grasp which the coming of the CH-53K has a significant impact on the way ahead for mobile expeditionary basing, which is itself a key building block in the way ahead for the integrated distributed force. Or put another way, multiple basig is a key capability required for operations in the extended but contested battlespace; and the CH-55 can provide a significant capability to enable multiple basing,

The featured photo is credited to NAVAIR. 

The Next Phase of Australian National Security Strategy: Noise Before Defeat 3

12/07/2020

By Robbin Laird

I am in the throes of finishing up my book on the evolution of Australian defence strategy over the past several years, from 2014 until now.

With the announcement of the new government defence strategy by Prime Minister Morrison on July 1, 2020, it seemed a good time to draw together the work I have done over the past several years in Australia.

The book provides a detailed narrative of the evolution over the past few years of how Australia got to the point where it currently is with regard to national defense.

Hopefully, the book will provide a helpful summary of that evolution. It is based on the Williams Foundation Seminars over this period, and highlights the insights provided by the practitioners of military art and strategy who have presented and participated in those seminars.

In that sense, this book provides a detailed look at the strategic trajectory from 2014 through 2020.

During my visits to Australia during this time, one of my interlocutors in discussing Australian and global developments has been Jim Molan, retired senior Australian Army officer and now a Senator. I have included in the book, the interviews I did with Senator Molan in the appendix to the book as a good look into the dynamics of change being undergone over the past few years.

Recently, Senator Molan has launched a podcast series looking at the way ahead and how Australia might address the challenges which its faces.

This is the third podcast in his series.

He starts each podcast with this introduction:

“Sun Tzu, the Chinese strategist tells us that strategy without tactics is the slowest route to victory.

“But tactics without strategy is just noise before defeat.

“My name is Jim Molan and welcome to our Noise Before Defeat podcast.”

Markets Produce Prosperity, Not Security

This podcast will look at why Australia is so vulnerable to a national security shock. And of course, we’ve just had an enormous one of those in the form of COVID and we’re still living through it. It’ll look at why Australia lacks self-reliance as a nation. And as a result, Australia is not prepared for an uncertain future that may involve conflict and war. Australia’s very sovereignty, our independence and perhaps our existence as a nation would be seriously threatened unless we start to prepare.

Well quite simply, I reckon there are five vulnerabilities. In essence, Australia is overly dependent on imports to run the nation. And as I say all the time, we’re not self reliant enough as we found out in COVID. We are overly dependent on one single market and the sea lines for exports and imports that make us prosperous. And China is using that against us now. In essence, Australia has a military developed for a different era and a different task. It’s very high quality. It’s the best that I have seen it in the 50 years that I’ve been exposed to the Australian military. It’s a fabulous base for development, but it’s incapable at its present size of defending the nation now or in the foreseeable future….

I suggest it goes a long way further than just the running shoes and t-shirts that we get from overseas because they’re cheap. We’re overly dependent on imports of manufactured goods and the import of information technology devices. We’re overly dependent on critical items, such as liquid fuels, fertilizer, pharmaceuticals, and many others. We need to import complex spare parts and industry. For example, the energy industry and the mining industry, defense items and spare parts and technical weapons such as missiles. And all of this could be denied to us by an increasing tension or by war. Liquid fuels for example, at the moment we import roughly 90% of our liquid fuels directly as crude oil or as a refined product. And where does it come from? One of the most unstable places in the world. It all comes from the Gulf, either as crude directly to Australia or as crude to other refiners in North Asia who then send it back to us.

We are totally vulnerable to that. But I do note that we have taken a major step forward very, very recently in that the minister for energy has started seriously to ensure that we keep our refining capability, and we start building reserves of liquid fuels in this country. Now, pharmaceuticals is another one that we should be worried about. 90% of our pharmaceuticals are imported. And during the initial stages of COVID, we did have some reserves and that was a great discovery that I was not aware of. We did have reserves in this country of pharmaceuticals, but we came close to running out in some areas. And of course, we saw recently some union bans on ports that are achieving exactly the same thing now. And that’s a real vulnerability for us….

It’s where we export it to and therein lies the problem. We are overly dependent on a single export market and that’s China. And if that was denied to us by one nation or by increases in regional tensions or actual war, our prosperity would drop significantly. Social tension would increase, our ability to fund recovery or adaption would decrease. And our ability for sustained defense would evaporate because we would run out of missiles and spare parts.

We don’t have a current comprehensive overall strategy. What the government of which I’m a part does brilliantly is solve problems one at a time. And even whilst working on COVID, I was blown away by the fact that the prime minister could come out and address a strategic update in terms of a defense strategy. And we’ve looked at cyber and we’ve looked at energy and we’ve looked at gas and we’ve looked at a vast range of things. It’s not as though we’re a one trick pony, but what I would say is that the basic thing that we must address is our self-reliance. And I use that term all the time. And in fact, everyone in government is using that term in relation to self-reliance because we’ve all realized it, but I think government and across the nation, that we need to be much more self-reliant.

Self-reliance I consider to be where a nation makes domestically what it needs for its security, but still buys everything else from the global market. Now, if you say that one particular thing is essential for us to be prepared to make in Australia, it doesn’t mean that you have to make all of it and you have to make it now. It does mean that you must be able to make enough of it. And then you buy the rest cheaper from overseas in Australia, so that if you have to expand at some stage when you are cut off from sea lines of communication, then you can actually do that. You have the technology and the base to expand and be self-reliant.

For the rest of it, until something happens, you can buy from overseas. In no way in the world am I ever suggesting that we back off from globalization. We just need to identify… And this is a job for government. We need to identify those items that are critical for us and how much we need to produce in Australia. So that in a certain period of time, when perhaps reserves that we’ve got run out, we are ready to produce much, much more.

If I look at the global market, I look at our inputs and I don’t care if we don’t have, as I said before, running shirts and running shoes, and t-shirts during a period of crisis. We don’t need them. But I do care if we cannot produce certain pharmaceuticals in Australia, or I do care if we can’t produce petroleum products in Australia. As a self-reliant nation, we must still be able to import and to export, we have just to identify across the nation, every single item that needs to be a bit produced in Australia and the time period that we need to have reserves in Australia of that particular item.

The Need for a National Security Strategy

Our national security system has no one organization responsible for developing national strategy. It doesn’t have this system to prepare our nation and it doesn’t have those professionals for advising the national leadership, particularly the prime minister during a serious ongoing crisis because we haven’t needed it in the past. And for 75 years, we haven’t had to do it.

We currently have a military not ready to go to war tomorrow. It could become much more prepared, relatively fast. And that’s the judgment that you’ve got to make, but that’s where the big money is. We need to examine that military and see whether its preparedness is high enough and what it would cost to raise that if we decided. But primarily it lacks serious and self-reliant lethality, mass and sustainability for the rapidly developing future.

And that military cannot in any way, defend this nation against the developing threats that most people agree are coming towards us now. I do acknowledge and I should to be fair acknowledge the extraordinary achievements within defense that the coalition government, since 2013 has embarked on particularly the shipbuilding programs, particularly the adequate resourcing of that military in order to provide the kind of military we’ve needed for the last 75 years. The point I make is that having done that, and it’s a great achievement and I personally thank them as someone who has a great love for our military. I personally thank our government, but now we need to look at the next step….

We should create a military that can defend the nation and support coalitions if we need to. And that military needs to be much stronger, much bigger and better supported so it can fight for longer. We need to create a government national security system, which is far more sophisticated and sophisticated enough to prepare us for conflict and a fast-moving war and manage 21st century crisis. And finally, realistically and publicly, we need to address the need for national security. And I can’t say it often enough. We must begin with a national security strategy to tie it all together.