ANTHOLOGY AND ANNOTATED BIBLIOGRAPHY                                      159

   We had our new spot.       I named it Al Khanjar--the dagger.  We started
building this miracle in the desert on 6 February and had it completed by 0100
on 20 February.    Al Khanjar encompassed 11,280 acres--just think of it. The
ammunition supply point alone covered 780 acres, with 151 separate cells for
ammunition stowage--protected by some 24 miles of berm.    One stray artillery
round wouldn't burn up the whole works, as happened more than once in
Vietnam.    We also had 5,000,000 gallons of fuel on deck at Al Khanjar, the
largest fuel point the Marine Corps had ever seen.    We also had 1,000,000
gallons of water stowed there--as well as the third-largest Navy hospital in the
world, in terms of operating rooms.   In deference to Iraqi artillery capabilities,
all of this was dug in--none of it was above ground.
   During those 14 days, the 8th Motor Transport Battalion drove more than a
million miles.  Back at Camp Lejeune, 8th Motors drives roughly half a million
miles a year. During those two weeks, the engines of the trucks, the bulldozers,
the road graders, and other key vehicles were never turned off.   We Just re-
placed the drivers.    Despite the heavy     equipment operating tempo,  our
equipment readiness rate for the period remained above 94%.

Prnceedings: No overheating?

Krulak: No. It was just amazing.     And during this time frame, we were also
assisting the SeaBees in building Khanjar International Airport (in reality, two
C-130 airstrips), and helping the air wing build Lonesome Dove, a large
helicopter support facility. We also built the Khanjar Expressway, a four-lane
superhighway through the desert, running from the breach sites through both
division areas, and back to Khanjar.  At the end of those two weeks, we had 15
days of supply at Ichanjar, three days with each of the direct Support groups,
and a day with each of the mobile combat service support detachments--in
addition to whatever the divisions were carrying themselves.
   I'm not a logistician by trade, so I set this up from a infantryman's
viewpoint: `~How would a division commander want to be resupplied?"
   The answer was fairly obvious. If I shot a bullet, I'd want to reach back and
have someone hand another bullet to me, so I could stay on the line. I wouldn't
like having to drop my rifle and leave the firing line, in order to go back and
get another bullet.  I wouldn't even want to take the time to ask for another
bullet; it should just show up automatically.  What that implies, of course, is
that the guy who supplies me the bullet and the guy who eventually brings up
more bullets for him to give to me both must be able to keep up with me, the
bullet-shooter. The intent was that the user would never experience any loss of
capability.  It was a total "push" system.

Proceedings: As opposed to a "pull" system, where the user has to request
resupply . .

Krulak: Total push.    Nobody requested anything.    Each regiment of the 2d
Marine Division had its own mobile combat service support detachment, with