Organização de um sistema integrado de aeronaves remotamente pilotável em proveito das Forças Armadas

Abstract

This study analyzes the applicability of the Maritime Operations Center (MOC) concept to the command and control (C2) structure of the Brazilian Navy (MB), with a focus on the operational level. The research is based on the recognition that the growing complexity of the strategic environment demands more integrated, flexible, and responsive structures capable of effectively supporting the decision-making process of operational commanders. To this end, a qualitative, exploratory, and comparative investigation was conducted, based on doctrinal documents from the United States Navy, the Brazilian Navy, and institutional experiences. The study presents the origin and development of the MOC since 2002, highlighting its consolidation as a central C2 tool in the U.S. Navy, particularly within the United States Fleet Forces Command (USFFC). It then examines the current C2 structures of the MB at the operational level, with emphasis on the Naval Operations Command (ComOpNav) and the Fleet Commander-in-Chief (ComemCh), identifying their strengths and limitations in light of contemporary operational demands. The analysis shows that the MOC model represents a natural evolution, rather than a rupture, when compared to the traditional staff structure, and is compatible with the doctrinal foundations of the MB. The study identifies preliminary efforts to adopt the concept in Brazil and proposes guidelines for its gradual implementation, respecting institutional and operational particularities. It concludes that adopting a structure based on the MOC model can significantly enhance the effectiveness of ComOpNav and its subordinate commands in fulfilling their responsibilities for the preparation and employment of naval forces, thus strengthening maritime power. Finally, the study suggests further research on applying the model to specific commands, such as the Fleet Marine Force and the Naval Special Operations Command.