By Michael W. Kometer
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Additional info for Command in Air War: Centralized Versus Decentralized Control of Combat Airpower
In Korea and Vietnam, air resources were not parceled out to ground commanders, but they certainly did not achieve unified, coherent effort. Air Force, Navy, and Marine air efforts were now three separate campaigns, and the best coordination they could muster was to attempt to deconflict missions so one service did not interfere with another. In both conflicts theater commanders recognized that the situation was undesirable and attempted to rectify it near the end of the war. 41 Then in 1953, Gen Mark W.
Fifth Air Force had to improvise to get air controllers out with the ground troops and set up a communications net. 54 After Korea, the Air Force did not incorporate the lessons into doctrine and initially ran into some of the same problems in Vietnam. In the beginning, cumbersome C2 procedures kept CAS from being responsive to the ground commanders’ requests. By the end of the war, Army veterans of WWII and Korea considered CAS in South Vietnam the best they had ever experienced. The Air Force had to relearn to decentralize the target-picking and trafficcontrol functions of CAS.
The 35 HISTORICAL FOUNDATIONS answer was to divide the country into seven geographical areas called route packages (there were only six numerical designations, but route package VI was divided into VIA and VIB). 43 This arrangement, however, precluded any sort of coherent timing of effects that would have been necessary for McNamara’s synchronization. It also hampered cooperation between the two services for the use of resources, intelligence, or even lessons learned. If the lack of unity hampered the attacks in Operation Rolling Thunder, it was worse for the ground war in the south where aircraft were required to coordinate closely with ground troops.