The shortfall of Operation Anaconda was due to Organizational Management nevertheless CENTCOM Commander was designated the Commander and coalition/joint force commander for Operation Enduring Freedom and the headquarters was located at MacDill AFB, FL. (Fleri, 2003) The Organizational concept of Operation Enduring Freedom in Afghanistan was very unclear and caused major confusion. (Fleri, 2003) The Operation Anaconda planning phase constructed poorly from the start and almost failed due to leadership problems. (Fleri, 2003)The execution of Operation Anconda was also late and could have caused many lost lives. First, the Organizational concept of Operation Enduring Freedom in Afghanistan failed from the beginning because of organizational
…show more content…
Storage space was an issue from the beginning, which caused limited fuel and other supplies stockpiled. (Fleri, 2003) With all the changes during the mission, AMD only had five days to get all the supplies in place before D-Day. D-Day postponed from 28 February to 2 March 2002 it caused problems because some units did not know the exact date and time of D-Day which could have resulted in lost lives. A thermobaric bomb came close to the friendly SR team and they did not know about the strikes coming in. During the operation U.S., forces and coalition battled a much larger, better-trained, better-prepared, better-equipped, and more highly motivated than some of the original planners had believed. (Fleri, 2003) An AC-130 crew fired on friendly forces killing one U.S. soldier during the battle, which stalled Zia Lodin’s attack. (Fleri, 2003) Deconfliction was challenging because Air Controllers/observers called in fire on the same position, which could have caused mid-air collisions. The battle was much bigger than thought but the U.S. forces fought bravely to keep friendly positions from being overrun. CENTCOM could take hours depending on the sensitivity of the target request outside of the target area, which caused confusion between actual troops in contact, and attacking emerging targets lead to the perception air power was not responsive to ground request.
Storage space was an issue from the beginning, which caused limited fuel and other supplies stockpiled. (Fleri, 2003) With all the changes during the mission, AMD only had five days to get all the supplies in place before D-Day. D-Day postponed from 28 February to 2 March 2002 it caused problems because some units did not know the exact date and time of D-Day which could have resulted in lost lives. A thermobaric bomb came close to the friendly SR team and they did not know about the strikes coming in. During the operation U.S., forces and coalition battled a much larger, better-trained, better-prepared, better-equipped, and more highly motivated than some of the original planners had believed. (Fleri, 2003) An AC-130 crew fired on friendly forces killing one U.S. soldier during the battle, which stalled Zia Lodin’s attack. (Fleri, 2003) Deconfliction was challenging because Air Controllers/observers called in fire on the same position, which could have caused mid-air collisions. The battle was much bigger than thought but the U.S. forces fought bravely to keep friendly positions from being overrun. CENTCOM could take hours depending on the sensitivity of the target request outside of the target area, which caused confusion between actual troops in contact, and attacking emerging targets lead to the perception air power was not responsive to ground request.