We’d just about covered all the nooks and crannies of this vast organization, from the base sections at Brest, St. Nazaire and Bordeaux, to the great depots of Nevers and the zone of action that began above Chaumont, but always we had to come back to the headquarters at Tours, and the center of this tremendous S.O.S. which constituted in itself one of the most expansive battles of the war—for it required three men to keep one man at the Front, and thousands times that three were warriors of the S.O.S. It was amazing—like a nation within a nation, a huge octopus of an organization embracing everything from hospitals and rest camps and leave areas to quartermaster and ordnance depots. It was all a gigantic business, a military government which owned and operated all its machinery, materials and human constituents.
Every day that passed impressed this realization the more plainly upon us. Troops were pouring in from the States. Supplies and equipment were being rushed along in tremendous quantities. And every ship that landed meant that much more work for us, because as the camps grew larger and the workings of this great government became more and more involved and far-reaching, there was just that much more need of supervision and watchfulness. And that was our job.
The system grew from day to day. It developed to such an incredible extent that it seemed impossible for any one man, or little group of men, to comprehend its far-flung reaches. Even General Backett, who had a genuine talent for organization, confessed that he was amazed and bewildered by the stupendous sweep of it all. On one occasion he observed that, “Perhaps there is someone somewhere who knows what all is happening in this organization, but there are moments when I seriously question the existence of any such person.... At times it presents a perfect picture of chaos and confusion, but a single word from Tours brings instant response, and undeniable order appears suddenly from the confounding confusion. It is simply amazing! A glorious example of the efficiency and coördination which are inherent in Americans!”
It was a gargantuan enterprise and I had long since ceased trying to envision the whole works. Napoleon or Cæsar or somebody once said that an army travels on its stomach and if that is the case G.H.Q. must have been planning on going a long, long way—and the food supply was but one branch of this enormous business of supply.
The General said that when this war was won, the combat commands would get the credit—“but it will be these laboring devils in the service of supply that will have won the war.”
And he thought that this war couldn’t go on without him. He managed to find more business to attend to than any other five general officers that I’d seen. He worked like a nigger day in and day out—and he was really not any too young any more. I feared that he might break under the strain. He said that there was no limit to a man’s capacity for endurance during a time of tension, but I had my doubts about anyone’s being able to go on and on under an uninterrupted strain. I knew I was beginning to feel kinda dizzy at times, as if everything was in a terrible jumble. I was due for a leave af absence, but couldn’t very well take one until the rush was over. There were big things in the wind up toward Germany and business was sure picking up.
—5—
Well, of course it was bound to happen sooner or later. I met the enemy and for the time being, at least, he was mine, although I had my doubts about his attitude. I refer, of course, to Jay-Jay.
I ran into him coming out of the headquarters building at Tours. Esky was at my heels and Ben was beside me. When I saw him I was panic-stricken and wanted to turn and run—but I couldn’t do that because we were going out to the car and the General would be along any minute.
He started to come toward me just as I realized that Esky’s presence might look very suspicious to him. I grabbed Ben’s arm and told him to chase along and get Esky into the car, and then I stepped back and waited.