by Tom Clancy
Not long after Zinni moved out with the battalion XO and the two companies, they made contact with the VC again. They were at a crossing point between rice paddies and a line of trees when their point squads came under fire. The lead company quickly moved up on line and got into a heavy exchange of fire with dug-in VC. With only three to four hundred meters of paddies separating the VC from the Marines, the rounds were zinging all over.
In order to get a better sense of the fight, Zinni and the XO moved forward. The XO stood at the edge of the tree line and examined the enemy positions, then looked around for Zinni, signaling for him to join him. Zinni was soon standing beside him, anxious not to screw up.
“I’d like to put some artillery on the enemy positions,” the XO told Zinni, pointing at the area he had in mind, about five hundred meters away. At that moment, rounds hit a tree nearby and Zinni hit the deck. “Don’t worry,” the XO said, with a smile, “the VC fire is high. It’s okay to stand up.”
Zinni stood, then started his radio call for fire procedure. Though he had never before called in a fire mission, even in training, he knew basically how it was done, and he’d been tested on it. He carefully went through the remembered procedure. A few minutes later, artillery rounds smacked into the VC positions a few hundred meters away. While trees exploded all around from flying shrapnel, he stood, observing and adjusting the fire… without noticing that the VC were also adjusting their fire, bringing it down. VC rounds were starting to hit all around him; but this did not faze Zinni, focused as he was on the artillery.
After a time, the VC fire slacked off and he could tell they were breaking contact.
But when he turned toward the XO to get his take on that, he noticed that everybody was on the ground covering their heads. “Get down!” the XO was yelling. “Now they’re shooting low!”
Moments later, the Marines began moving across the paddies and pursuing the enemy. As they went by, they smiled and gave him a thumbs-up.
Later, the XO told him how impressed they’d been that he’d stood up under the enemy fire and called in the artillery rounds “danger close” on his first mission. Zinni didn’t know what he was talking about (the term was new to him), but since he seemed pleased, Zinni didn’t ask questions.
He realized later what had happened: In his unfamiliarity with the whole process of targeting artillery, he had called the fire mission directly onto the enemy positions rather than creeping it in from behind, the usual procedure when the target was within six hundred meters—“danger close.”
Meanwhile, the Marines treated him like a fearless hero. God protects the innocent and the ignorant.
The rest of the sweep was a continuing series of hit-and-run gun battles:
At one point, VC burst up from camouflaged holes just as the headquarters element came by, but they were taken out by the security platoon almost before Zinni realized what was happening. The platoon leader, a big guy and half French, carried a Thompson submachine gun without a stock and was deadly with it.
After another firefight, they found several VC bodies, including — to Zinni’s amazement — two young women, obviously twins and beautiful. “This isn’t unusual,” a lieutenant told him. “The VC have a number of women in their ranks.”
“Strange war,” Zinni thought.
Tony Zinni had arrived in Vietnam a month earlier, on March 26, 1967, leaving behind a large and loving blue-collar Italian family in Philadelphia and a bride of only a few weeks, who stayed with her own family in Atlanta in Tony’s absence.
He had come to be a Marine by way of Villanova University in Philadelphia, where as an undergraduate he’d joined a Marine equivalent of ROTC, called the PLC—“Platoon Leaders Class.” He had received additional basic and officers training at Quantico, and graduated from Villanova as a Marine second lieutenant.
After additional training at Quantico, he had been sent to the 2nd Marine Division based at Camp Lejeune, North Carolina, where he spent a little over a year as a rifle platoon commander, infantry company commander, and commander of an infantry training company.
After his stint at the Infantry Training Regiment, he returned to his parent unit, the 1st Battalion, 6th Marines, where he expected to be a platoon commander. But because they were short of officers, he became a company commander… incredibly good luck, since it was a captain’s job, and he was still only a second lieutenant.
Meanwhile, the lieutenants in his battalion were getting orders to Vietnam. Soon, two-thirds of the Marine Corps were in that country fighting the first big battles. They were short of officers.
But there remained one lieutenant without orders to Nam — Tony Zinni. All of his contemporaries — his buddies — were going to be combat vets and he was going to remain a virgin. He wanted to go to Nam.
He got his wish after his wedding and brief honeymoon in Williams-burg, Virginia. When he returned to his battalion, his orders to Vietnam were waiting for him. They were strange orders. His buddies had all gone to U.S. Marine units, mostly to one of the two Marine divisions then in Vietnam. Zinni was to report to the Marine Advisory Unit, of the Naval Advisory Group, of the Military Assistance Command, Vietnam (MACV). He had no clue what this meant. He would only find that out in Vietnam.
But first, he was sent to attend the Army Special Warfare School at Fort Bragg and go through the school’s Military Assistance, Training, and Advisory (MATA) course at Fort Bragg, where, among other things, he would learn to speak and write basic Vietnamese.
After a week of orientation in Saigon, Zinni was taken to the headquarters of the Vietnamese Marine Corps on Le Thanh Ton Street, a collection of old colonial buildings that had once been the headquarters of the legendary French Foreign Legion.
After the inevitable processing and issuing of uniforms (he thought the Vietnamese Marine tiger-striped camouflage uniforms and green berets[8] were very macho), he was taken to an assigned hotel room. Advisers were provided with rooms either in Saigon or in Cholon, the Chinese section of Saigon. Zinni’s, in the Five Oceans Hotel in Cholon, became his “home” when he was in town from the field, and was a welcome oasis where he could clean up and get a decent night’s sleep.
The first days at Le Thanh Ton were devoted to briefings on the unit and its mission.
These were condensed, technical, and very fundamental: the number of VNMC battalions, their structure, their locations, their weapons, their day-to-day operations, what the advisers were doing… but not much history, background, or military culture. Though Zinni was eager to pick up much more information about this fascinating unit, that had to come later — on the fly or in bars.
Here are a few basics:
The Vietnamese Marine Corps — the Thuy Quan Luc Chien (TQLC) in Vietnamese — was formed in 1954 and had its origins in the French Dinassault, the river assault units of the Indochina War. From small postwar detachments, the TQLC grew to become the premier fighting force of the South Vietnamese military. It saw combat during its whole twenty-one-year existence and won numerous battle honors. Along with the Vietnamese Airborne, the TQLC comprised the National Strike Force—“fire brigades” that were only committed to action where there was a critical threat or military emergency. The Marine battalions consequently saw action in all the Corps Tactical Zones in South Vietnam during the war (as well as in Cambodia and Laos), building a reputation as tough, courageous fighters and superb light infantry. They also had a reputation as a powerful political force whose support was necessary for any Vietnamese leader who aspired to seize or hold power.
In 1963, they were the force that engineered the coup that captured and later executed President Diem. They continued to play kingmaker in subsequent coups and what were called “elections”—including the one in 1967, which Zinni observed at close hand.
During 1967, the Vietnamese Marine Corps had five infantry battalions in the field (another, then forming, entered service that year). When the war ended in 1975, the TQLC had reached division size.
The
y were not desk warriors. Better than eighty percent of a Vietnamese Marine’s time was spent deployed in the field conducting combat operations. The remaining time was spent at the National Training Center or back at their battalion base camps where their families usually lived. These were all located near Saigon, except for the 4th Battalion whose camp was in Vung Tau, a beautiful seaside resort on the South China Sea.
Though they occasionally conducted amphibious operations with the U.S. Marines and more extensive riverine operations in the southern part of the country, most of their operations had them fighting as light infantry task forces comprised of one to three battalions plus support elements.
The heart of the TQLC was its infantry battalions, each with its own proud identity and colorful unit name — such as “Crazy Buffalo,” “Sea Wolf,” “Black Dragon,” “Monster Bird,” and “Killer Whale.”
They were much respected and admired by the Vietnamese people (anyone wearing their uniform — including Americans — was customarily honored in cities, towns, and villages throughout the country). And they traditionally marched at the head of the military formation in Vietnam’s annual National Day Parade, a place of honor that had to be earned each year from combat performance. A very different reaction came from areas controlled by the Vietcong — further confirmation of the respect they commanded.
Enlisted Marines were wiry, tough volunteers who’d earned the right to be Marines by going through a challenging boot camp. It did not take most of them long to develop the ability to accept hardships and pain and soldier on under extreme conditions that would break most men. Most of them had mottoes like “Cop Bien” (“Tigers of the Sea”) or “Sat Cong” (“Kill Communists”) tattooed on their forearms, thus ensuring their fate if captured and encouraging them to fight harder and never surrender. Many had been wounded, and most suffered from bouts of malaria. All had seen friends and comrades die in battle. Yet they were by no means grim; they looked for every opportunity to let loose their lively spirits and sense of humor. They were irrepressible practical jokers, never losing a chance to pull somebody else’s chain — yet never cruelly or meanly. It was always to share a laugh and not to cause pain.
The Vietnamese officers were no less tough, and no less lively. But they had also received serious professional training at the Vietnamese equivalents of our military academies, all graduating near the top of their class. Like the enlisted men, they spent more time in action in the field than at home bases. This experience had honed most of them into tactically competent leaders whose small unit skills and technical proficiency were exceptional; they all tended to lead from the front. Many older officers were highly decorated with both Vietnamese and American awards for heroism.
Discipline in the TQLC was predictably harsh.
The second-floor offices of the advisory unit at Le Thanh Ton overlooked the Vietnamese Marine brig where inmates were made to run in circles carrying huge rocks during the hottest part of the day. They were constantly harassed or struck if they faltered or failed to instantly meet a guard’s barked instructions.
They handled security with similar severity.
During a break one day, Zinni was standing out on the second-story balcony over the headquarters main entrance watching the traffic on the one-way street. A young man on a motor scooter was coming down the wrong way. The Vietnamese Marine sentry shouted for him to stop; but he just laughed and sped on. The sentry then aimed his rifle and shot him dead.
The incident shocked young Zinni, but gave him a quick insight into the Vietnamese Marines: They did not fool around.
THE ADVISERS
The Marine Advisory Unit traced its beginnings back to a U.S. Marine colonel named Victor J. Croizat. A fluent French speaker and World War Two veteran, Croizat had experience with the French forces in Algeria and in the Indochina War; served an initial tour in MACV as it formed after the Indochina War; and was directly involved in the forming of the Vietnamese Marines. He modeled the advisory effort to support the Vietnamese Marines after the French approach: Instead of American advisory “teams,” as was the usual American practice with Vietnamese units, there would be only two U.S. Marine advisers per infantry battalion, and specialty advisers for artillery, communications, medical, motor transport, and senior staff positions. The advisers completely immersed themselves in the units. They and the Vietnamese troops were essential parts of the same team; the Americans couldn’t isolate themselves. They wore Vietnamese Marine uniforms, ate their food, spoke their language, and shared their hardships. This forced total integration and dependence, and built mutual trust.
In 1967, there were thirty-five advisers total in the Marine Advisory Unit. The number would grow in later years as the VNMC grew toward division size.
Between two and three hundred U.S. Marines served in the Marine Advisory Unit during the war. Since they were generally among the top U.S. Marine officers, they were respected and valued by the Vietnamese (and called “covan,” a term of respect). Overall, the personal relationships between Americans and Vietnamese were superb, though now and again an adviser would suffer severe “culture shock” or experience a serious problem adjusting to the Vietnamese way of doing things and have to be moved from the unit.
The role of the adviser was not specifically defined. Zinni never received a briefing or written description of the duties he was to perform. He was expected to immerse himself in the job and figure out what he had to do.
This did not surprise him. It is the U.S. Marine way: You are given what you need and then the job is your responsibility; the assumption is that you can do it. Such an approach to life suited Zinni.
Though he didn’t receive much initial guidance, the specific military responsibilities of the advisers quickly became obvious to him: They coordinated all operational activities with U.S. units and with the support provided by U.S. units, such as airlift, logistics, and fire support. They controlled and directed all artillery, naval gunfire, and air support. Beyond this, each adviser contributed whatever else he could add, based on his own experience and the desires of the Vietnamese commanders.
Vietnam is a vastly diverse land. It has steep mountains, broad coastal plains, thick mangrove swamps, tangled jungles, and a vast flooded delta. Because the Vietnamese Marines moved all over the country, they had to adapt to a great variety of terrain, enemy, and operational characteristics that shaped the unique nature of the local conflict. The advisers saw it all.
Because they moved from unit to unit or could be called back to their headquarters at any time, they saw more of Vietnam than any other group of U.S. military personnel. (They were given blanket travel orders that authorized them to travel anywhere in Vietnam at any time.) As the junior adviser, Zinni moved from unit to unit all over the country wherever a hole had to be plugged, scrounging rides from all sorts of military and nonmilitary means of transportation.
Each area presented a unique set of challenges for conducting military operations and for surviving from day to day. As an example, unlike with U.S. units, the Vietnamese Marines had to come up with their own food. Where they couldn’t buy it, they had to catch it. Food was plentiful in the delta region, where fat white grubs could be cut out of the mangrove trees and large iguana-like lizards were easy delicacies to come by. In the jungle, food was more difficult to acquire unless you knew what to look for and were patient enough to forage or hunt for such delights as monkeys, snakes, bamboo shoots, or breadfruit. In the northern mountains, food could be scarce, especially in the dry season, and bitter greens, dried fish, and a little rice could be all you ate in a day.
There were two seasons in Vietnam: wet, and dry. Each was extreme. During monsoon season everything was drenched by afternoon deluges and the constant damp made it hard to dry out. In the dry season, the heat was intense and unrelenting, even at night. The killer heat made field operations difficult. For Americans like Zinni, it took a while to acclimatize and learn how to survive.
South Vietnam was divided for the
war into four Corps Tactical Zones (CTZS), the Rung Sat Special Zone (RSSZ), and the Capital Military District (CMD).
During his tour of duty in 1967, Zinni experienced what amounted to five very different wars. He served with the Vietnamese Marines in the mangrove swamps and river complexes of the RSSZ; the water world of endless rice paddies, canals, and rivers of the Mekong Delta (IV CTZ); the dense, steamy jungles near the Cambodian border (III CTZ); the broad coastal plain and high mountains of the central region (II CTZ); and the complex of villages and colonial plantations that surrounded Saigon (CMD).
In his second tour of duty in 1970, he completed the circuit by serving in the northernmost zone (I CTZ — better known as I Corps).[9]
The enemy in each of these regions could range from first-rate North Vietnamese Army (NVA) regulars to competent mainline, or full-time, Vietcong units, to guerrilla forces of varying fighting skill. They cleverly adapted their style of fighting to the environment and local conditions to add to the uniqueness of operating in each area. The style of VNMC operations differed greatly, depending on the type units assigned to the region and their own adaptations to the area.
Zinni learned very quickly that this was a war without consistency. There was no way to reliably characterize it. In the First World War or the Korean War, there had been battle lines and fronts — one side here, the other side there. In Castro’s revolution, the war had been won by guerrillas and insurgents, embedded in the people; they could be anywhere. In Vietnam, many different kinds of wars were fought.
Tony Zinni’s travels allowed him to experience most of them. The experience affected him deeply.
He has thoughts on the subject:
Back in the United States, those who considered themselves knowledgeable about the war tended to call it an insurgency, with all the usual props and trappings: clandestine rather than overt operations, political actions to win hearts and minds, acts of terror and intimidation, guerrillas — workers or farmers by day, fighters by night — no fixed battle lines, skirmishes and raids rather than pitched battles.
