The battle between Donald Rumsfeld and the Pentagon.
OFFENSE AND DEFENSE
by SEYMOUR M. HERSH
The battle between Donald Rumsfeld and the Pentagon.
Issue of 2003-04-07
Posted 2003-03-31
As the ground campaign against Saddam Hussein faltered last week, with attenuated supply lines and a lack of immediate reinforcements, there was anger in the Pentagon. Several senior war planners complained to me in interviews that Secretary of Defense Donald Rumsfeld and his inner circle of civilian advisers, who had been chiefly responsible for persuading President Bush to lead the country into war, had insisted on micromanaging the war’s operational details. Rumsfeld’s team took over crucial aspects of the day-to-day logistical planning—traditionally, an area in which the uniformed military excels—and Rumsfeld repeatedly overruled the senior Pentagon planners on the Joint Staff, the operating arm of the Joint Chiefs of Staff. “He thought he knew better,” one senior planner said. “He was the decision-maker at every turn.”
On at least six occasions, the planner told me, when Rumsfeld and his deputies were presented with operational plans—the Iraqi assault was designated Plan 1003—he insisted that the number of ground troops be sharply reduced. Rumsfeld’s faith in precision bombing and his insistence on streamlined military operations has had profound consequences for the ability of the armed forces to fight effectively overseas. “They’ve got no resources,” a former high-level intelligence official said. “He was so focussed on proving his point—that the Iraqis were going to fall apart.”
The critical moment, one planner said, came last fall, during the buildup for the war, when Rumsfeld decided that he would no longer be guided by the Pentagon’s most sophisticated war-planning document, the TPFDL—time-phased forces-deployment list—which is known to planning officers as the tip-fiddle (tip-fid, for short). A TPFDL is a voluminous document describing the inventory of forces that are to be sent into battle, the sequence of their deployment, and the deployment of logistical support. “It’s the complete applecart, with many pieces,” Roger J. Spiller, the George C. Marshall Professor of military history at the U.S. Command and General Staff College, said. “Everybody trains and plans on it. It’s constantly in motion and always adjusted at the last minute. It’s an embedded piece of the bureaucratic and operational culture.” A retired Air Force strategic planner remarked, “This is what we do best—go from A to B—and the tip-fiddle is where you start. It’s how you put together a plan for moving into the theatre.” Another former planner said, “Once you turn on the tip-fid, everything moves in an orderly fashion.” A former intelligence officer added, “When you kill the tip-fiddle, you kill centralized military planning. The military is not like a corporation that can be streamlined. It is the most inefficient machine known to man. It’s the redundancy that saves lives.”
The TPFDL for the war in Iraq ran to forty or more computer-generated spreadsheets, dealing with everything from weapons to toilet paper. When it was initially presented to Rumsfeld last year for his approval, it called for the involvement of a wide range of forces from the different armed services, including four or more Army divisions. Rumsfeld rejected the package, because it was “too big,” the Pentagon planner said. He insisted that a smaller, faster-moving attack force, combined with overwhelming air power, would suffice. Rumsfeld further stunned the Joint Staff by insisting that he would control the timing and flow of Army and Marine troops to the combat zone. Such decisions are known in the military as R.F.F.s—requests for forces. He, and not the generals, would decide which unit would go when and where.
The TPFDL called for the shipment in advance, by sea, of hundreds of tanks and other heavy vehicles—enough for three or four divisions. Rumsfeld ignored this advice. Instead, he relied on the heavy equipment that was already in Kuwait—enough for just one full combat division. The 3rd Infantry Division, from Fort Stewart, Georgia, the only mechanized Army division that was active inside Iraq last week, thus arrived in the Gulf without its own equipment. “Those guys are driving around in tanks that were pre-positioned. Their tanks are sitting in Fort Stewart,” the planner said. “To get more forces there we have to float them. We can’t fly our forces in, because there’s nothing for them to drive. Over the past six months, you could have floated everything in ninety days—enough for four or more divisions.” The planner added, “This is the mess Rumsfeld put himself in, because he didn’t want a heavy footprint on the ground.”
Plan 1003 was repeatedly updated and presented to Rumsfeld, and each time, according to the planner, Rumsfeld said, “‘You’ve got too much ground force—go back and do it again.’” In the planner’s view, Rumsfeld had two goals: to demonstrate the efficacy of precision bombing and to “do the war on the cheap.” Rumsfeld and his two main deputies for war planning, Paul Wolfowitz and Douglas Feith, “were so enamored of ‘shock and awe’ that victory seemed assured,” the planner said. “They believed that the weather would always be clear, that the enemy would expose itself, and so precision bombings would always work.” (Rumsfeld did not respond to a request for comment.)
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