Mr. Chairman, I would obviously ask my military colleagues to respond in part, but having gone from limited combat operations to a sustained combat operation and everything that this entails over the last few years has required the Canadian Forces not only to in some ways relearn what it takes to fight a mission 12,000 kilometres away, but to get better at that process day after day and week after week. I would just say two things and then perhaps turn it over to the vice-chief.
Number one is, again, that the deficiencies and surplus that the Auditor General discovered happened—1.3% of the total inventory in theatre, actually measured at a time of perhaps the highest operational tempo during this combat mission—at the time of Operation Medusa. If you look at the variances before and after that, you'll see them to be quite a bit lower; in fact, although I haven't done the numbers, probably well below 1% of the inventory in theatre, when you look at them.
But I would turn to the vice-chief to see whether he would like to comment on the complexity of the mission, Mr. Chair.