Ju Hyung Kim
After half a century, the Indo-Pacific is confronted with a parallel scenario: the likelihood of a dual contingency where China seeks to unify Taiwan by force and North Korea mounts a full-scale invasion against South Korea.
In October 1973, Israel was encircled and almost faced defeat when Egypt and Syria orchestrated a surprise assault against Israel on the most sacred day of the Jewish calendar, Yom Kippur. Within a couple of hours, Israel incurred severe losses in personnel and materiel under pressure from two fronts. The U.S., while executing an emergency airlift mission and declaring a DEFCON 3 nuclear alert, realized that supporting an ally on simultaneous fronts entailed strategic perils that extended beyond the battlefield.
After half a century, the Indo-Pacific is confronted with a parallel scenario: the likelihood of a dual contingency where China seeks to unify Taiwan by force and North Korea mounts a full-scale invasion against South Korea. Just as in 1973, such a dual contingency could overwhelm alliance planning, exhaust logistics, and ignite the danger of nuclear escalation. The Yom Kippur War imparts invaluable lessons to Washington, Tokyo, and Seoul on how to prepare for such a crisis.
The Shock of 1973: Two Fronts, One Ally Overwhelmed
On October 6, 1973, over 100,000 Egyptian troops surged across the Suez Canal, while 1,400 Syrian tanks assaulted the thinly manned Golan Heights. The war erupted when the Israeli intelligence apparatus clung to a conviction—conceptzia—that deterrence was intact. In the initial days of the war, the outcome was devastating for Israel. In only 24 hours, Israel lost more than 100 tanks in the Golan Heights, and Egyptian formations occupied the eastern bank of the Suez Canal under the shield of Soviet-supplied SAM systems.
To Washington, this confrontation posed a dilemma. Although Israel required urgent replenishment of tanks, artillery, and aircraft, the airlift mission carried the danger of provoking a Soviet reaction. The U.S. resupply mission—Nickel Grass—airlifted 22,000 tons of matériel in only 32 days, but only after delays caused by overflight refusals from European allies. Meanwhile, amid rumors concerning the possibility of direct Soviet mobilization, the U.S. raised its nuclear forces to DEFCON 3.
The lessons are evident. In a war involving a sudden assault on two fronts, well-armed allies could temporarily be incapacitated, and the decisive factor would be supply chains rather than sheer combat capability.
East Asia’s Potential Yom Kippur Moment
A dual contingency in the Indo-Pacific—China invading Taiwan and North Korea unleashing a massive offensive against South Korea simultaneously—shares several risk dynamics with the 1973 Yom Kippur War. As Egypt and Syria coordinated their offensives to maximize shock, Beijing and Pyongyang could conspire, aiming to stretch U.S. and allied capacity. Chinese PLA forces could initially strike Taiwan’s offshore islands, diverting U.S. naval assets, while North Korea could cross the DMZ through massive artillery bombardments and mechanized thrusts.
Washington may also repeat Israel’s mistake of falsely believing that deterrence would prevail. China could calculate that U.S. domestic divisions might obstruct a firm response, while North Korea could assume the U.S. would hesitate to fight on two fronts. The true hazard lies not merely in the collapse of deterrence but in adversaries’ catastrophic overconfidence.
Logistical complications add further strain to the equation. Support for Taiwan requires maritime transit across 100 nautical miles contested by Chinese missiles and submarines, while support for South Korea demands immediate reinforcement of USFK and ammunition replenishment. Simply put, the U.S. could encounter a modern version of the “Nickel Grass problem,” which directly raises the question of whether it could sustain two wars at once.
Most critically, there is a nuclear peril. In 1973, superpower involvement nearly provoked a nuclear standoff. In East Asia, the danger is more immediate. North Korea already fields tactical nuclear arms, while China is rapidly augmenting its nuclear arsenal. The dual contingency cultivates an environment that generates incentives for nuclear signaling—or even nuclear employment—by these adversaries.
The Lessons of 1973 for Today’s Policymakers
By overreliance on conceptzia, Israel disregarded clear warnings, and Washington and Seoul should not fall into the same snare. In that regard, information sharing among the U.S., Japan, and South Korea should be fully integrated and stress-tested under scenarios that presume not compartmentalized analysis but coordinated offensives.
The U.S. airlift effort of 1973 barely rescued Israel. In today’s dual contingency in East Asia, supply routes would be far more vulnerable. Therefore, the U.S. and its allies should enlarge prepositioning of precision-guided ordnance, fuel, and spare parts in Japan and South Korea. Maritime lift capacity is inadequate at present, and additional roll-on/roll-off vessels and maritime prepositioning squadrons are indispensable.
Israel had to rapidly redeploy strategic reserves since frontline units were consumed by daily defense tasks. A comparable danger exists in Asia. If U.S. Navy destroyers and carriers are tied up in escort and sanctions patrols, they would be unavailable when a crisis breaks out. One way to address this is greater investment in South Korea’s offshore patrol vessels(OPVs) and Japan’s expansion of its coast guard. When constabulary platforms manage gray-zone operations, high-end platforms can concentrate on deterrence and warfighting.
Finally, the danger of nuclear escalation should be addressed in the initial stage. In 1973, the U.S. and the Soviet Union nearly faced direct confrontation. In today’s East Asia, North Korea’s use of tactical nuclear weapons could trigger simultaneous U.S. retaliation. To avert this, the U.S. and its allies should institute a pre-arranged nuclear consultation framework modeled on NATO’s Nuclear Planning Group (NPG).
Policy Recommendation: Preparing an Indo-Pacific Version of Yom Kippur
At present, U.S. and allied military exercises tend to treat Taiwan and South Korea as separate crises. It is necessary to fuse them, conduct dual contingency simulations, and expose command overlaps, logistical chokepoints, and decision-making frictions before they surface in actual combat.
The U.S. cannot depend on wartime replenishment across the Pacific as it did in 1973. Prepositioned depots in Japan, Guam, and South Korea should be expanded, and allied ports should be reinforced against enemy missile strikes and cyberattacks. Meanwhile, high-end destroyers and carriers should not be consumed in routine constabulary duties. Allies should procure OPVs, corvettes, and unmanned vessels for gray-zone missions, while high-end platforms should be preserved for deterrence and high-intensity conflict.
To avoid paralysis during a crisis, the U.S., Japan, and South Korea should institutionalize a permanent consultation mechanism that can continually deliberate nuclear contingencies; this would forestall decision-making delays when North Korea threatens nuclear use.
Moreover, policymakers should seize the initiative, not merely by reacting but by employing asymmetric methods. For instance, a long-range precision strike against North Korean missile installations or a cyber-offensive against Chinese command nodes could escalate the cost and complexity for adversaries.
Conclusion: To Avoid Another Strategic Shock
The 1973 Yom Kippur War demonstrated that wars can be forfeited not only on the battlefield but also through false assumptions, inadequate resupply, and lack of preparedness. Israel managed to recover thanks to U.S. determination for a massive airlift amid a nuclear scare.
The Taiwan–Korea dual contingency is even more hazardous. The Indo-Pacific is geographically broader, two adversaries are nuclear-armed, and allied commitments are more intertwined, yet the lesson is evident: prepare now, or risk being stunned later.
Although history does not repeat, it echoes. If another Yom Kippur War erupts in East Asia, it would be the consequence of Washington and its allies disregarding the clarion call.
Dr. Ju Hyung Kim currently serves as a President at the Security Management Institute, a defense think tank affiliated with the South Korean National Assembly. He has been involved in numerous defense projects and has provided consultation to several key organizations, including the Republic of Korea Joint Chiefs of Staff, the Defense Acquisition Program Administration, the Ministry of National Defense, the Korea Institute for Defense Analysis, the Agency for Defense Development, and the Korea Research Institute for Defense Technology Planning and Advancement. He holds a doctoral degree in international relations from the National Graduate Institute for Policy Studies (GRIPS) in Japan, a master’s degree in conflict management from the Johns Hopkins University School of Advanced International Studies (SAIS), and a degree in public policy from Seoul National University’s Graduate School of Public Administration (GSPA).