Kelly Miller's History of the World War for Human Rights

by Kelly Miller

Very early a system of schools was outlined and started, which should have the advantage of instruction by officers direct from the front. At the great school center at Langres, one of the first to be organized, was the staff school, where the principles of general staff work, as laid down in our own organization, were taught to carefully selected officers. Men in the ranks, who had shown qualities of leadership, were sent to the school of candidates for commissions. A school of the line taught younger officers the principles of leadership, tactics, and the use of the different weapons. In the artillery school, at Saumur, young officers were taught the fundamental principles of modern artillery; while at Issoudun an immense plant was built for training cadets in aviation. These and other schools, with their well-considered curriculums for training in every branch of our organization, were co-ordinated in a manner best to develop an efficient army out of willing and industrious young men, many of whom had not before known even the rudiments of military technique. Both Marshal Haig and General Petain placed officers and men at our disposal for instructional purposes, and we are deeply indebted for the opportunities given to profit by their veteran experience.

AMERICAN ZONE.

The eventual place the American army should take on the western front was to a large extent influenced by the vital question of communication and supply. The northern ports of France were crowded by the British armies' shipping and supplies while the southern ports, though otherwise at our service, had not adequate port facilities for our purposes and these we should have to build. The already overtaxed railway system behind the active front in northern France would not be available for us as lines of supply and those leading from the southern ports of northeastern France would be unequal to our needs without much new construction. Practically all warehouses, supply depots and regulating stations must be provided by fresh constructions. While France offered us such material as she had to spare after a drain of three years, enormous quantities of material had to be brought across the Atlantic.

VAST PREPARATIONS NECESSARY.

With such a problem any temporization or lack of definiteness in making plans might cause failure even with victory within our grasp. Moreover, broad plans commensurate with our national purpose and resources would bring conviction of our power to every soldier in the front line, to the nations associated with us in the war, and to the enemy. The tonnage for material for necessary construction for the supply of an army of three and perhaps four million men would require a mammoth program of shipbuilding at home, and miles of dock construction in France, with a corresponding large project for additional railways and for storage depots.

All these considerations led to the inevitable conclusion that if we were to handle and supply the great forces deemed essential to win the war we must utilize the southern ports of France—Bordeaux, La Pallice, St. Nazaire, and Brest—and the comparatively unused railway systems leading therefrom to the northeast. Generally speaking, then, this would contemplate the use of our forces against the enemy somewhere in that direction, but the great depots of supply must be centrally located, preferably in the area included by Tours, Bourges, and Chateauroux, so that our armies could be supplied with equal facility wherever they might be serving on the western front.

SKILLED HELP.

To build up such a system there were talented men in the Regular Army, but more experts were necessary than the army could furnish. Thanks to the patriotic spirit of our people at home, there came from civil life men trained for every sort of work involved in building and managing the organization necessary to handle and transport such an army and keep it supplied. With such assistance the construction and general development of our plans have kept pace with the growth of the forces, and the Service of Supply is now able to discharge from ships and move 45,000 tons daily, besides transporting troops and material in the conduct of active operations.

WORK OF THE DEPARTMENTS.

As to organization, all the administrative and supply services, except the Adjutant General's, Inspector General's, and Judge Advocates General's Departments which remain at general headquarters, have been transferred to the headquarters of the services of supplies at Tours under a commanding general responsible to the commander-in-chief for supply of the armies. The Chief Quartermaster, Chief Surgeon, Chief Signal Officer, Chief of Ordnance, Chief of Air Service, Chief of Chemical Warfare, the general purchasing agent in all that pertains to questions of procurement and supply, the Provost Marshal General in the maintenance of order in general, the Director General of Transportation in all that affects such matters, and the Chief Engineer in all matters of administration and supply, are subordinate to the Commanding General of the Service of Supply, who, assisted by a staff especially organized for the purpose, is charged with the administrative co-ordination of all these services.