Part 42

Ring out old shapes and foul disease; Ring out the narrowing lust of gold; Ring out the thousand wars of old, Ring in the thousand years of peace.

TENNYSON.

THE UNITED STATES AT WAR--IN FRANCE

Adapted with a few omissions and changes in language from the report of General Pershing made November 20, 1918, to the Secretary of War.

Upon receiving my orders, I selected a small staff and proceeded to Europe in order to become familiar with conditions at the earliest possible moment.

The warmth of our reception in England and France was only equalled by the readiness of the leaders of the Allied armies to assist us in every way. We met and considered the best ways of working together.

The French and British armies could not be increased in strength and they had been unable to drive the enemy from his systems of trenches in Belgium and France. It was therefore necessary to plan for an American force large enough to turn the scale in favor of the Allies. The problem before us was one of the very greatest difficulty. The first step was the formation of a General Staff and I gave this my early attention.

A well organized General Staff to put into effect the plans of the Commander in Chief is essential to a successful modern army. However capable divisions, battalions, and companies may be as units, success would be impossible unless they worked together. A well organized General Staff trained for war has not hitherto existed in our army. Under the Commander in Chief this staff must carry out the policy of the army as a whole and direct all the details of its preparation, support, and operation. As models to aid us, we had the veteran French General Staff and the experience of the British who had formed a staff to meet the demands of a great army. By selecting from each the features that best met our needs and helped by our own early experience in the war, our great General Staff system was completed.

The General Staff is divided into five groups, each with its chief. G. 1 is in charge of the organization and equipment of troops, replacements, overseas shipment, and welfare associations; G. 2 has censorship, gathering and disseminating information, particularly concerning the enemy, preparation of maps, and all similar subjects; G. 3 is charged with all strategic studies and plans and the supervision of the movement of troops and of fighting; G. 4 co-ordinates questions of army supply, necessary construction, transport for troops going into battle, of hospitals and the movement of the sick and wounded; G. 5 supervises the various schools and has general direction of education and training.

It was decided that our combat divisions should consist of four regiments of infantry of 3,000 men each with three battalions to a regiment, and four companies of 250 men each to a battalion, and of an artillery brigade of three regiments, a machine gun battalion, an engineer regiment, a trench-mortar battery; a signal battalion, wagon trains, and the headquarters staffs and military police. These with medical and other units, made a total of over 28,000 men, or about double the size of a French or German division. Each corps consisted of six divisions--four combat and one depot and one replacement division--and also two regiments of cavalry. Each army consisted of from three to five corps. With four divisions fully trained, a corps could take over an American sector with two divisions in line and two in reserve, with the depot and replacement divisions prepared to fill the gaps in the ranks.

Our purpose was to prepare an American force which should be able to take the offensive in every respect. Accordingly, the development of a self-reliant infantry by thorough drill in the use of the rifle and in the tactics of open warfare was always uppermost. The plan of training after arrival in France allowed a division one month for acclimatization and instruction in small units from battalions down, a second month in quiet trench sectors by battalion, and a third month after it came out of the trenches when it should be trained as a complete division in war of movement.

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 centre 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.

The place the American Army should take on the western front was to a large extent influenced by the vital questions 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.

With such a problem any hesitation or lack of definiteness in making plans might cause failure even with victory within our grasp. Moreover, plans as great as 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 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. This would mean 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.

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.

As to organization, all the administrative and supply services, except the Adjutant General's, Inspector General's, and Judge Advocate 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.

The transportation department under the Service of Supply directs the operation, maintenance, and construction of railways, the operation of terminals, the unloading of ships, and transportation of material to warehouses or to the front. Its functions make necessary the most intimate relationship between our organization and that of the French, with the practical result that our transportation department has been able to improve materially the operations of railways generally. Constantly laboring under a shortage of rolling stock, the transportation department has nevertheless been able by efficient management to meet every emergency.

The Engineer Corps is charged with all construction, including light railways and roads. It has planned and constructed the many projects required, the most important of which are the new wharves at Bordeaux and Nantes, and the immense storage depots at La Pallice, Mointoir, and Glevres, besides innumerable hospitals and barracks in various ports of France. These projects have all been carried on by phases, keeping pace with our needs. The Forestry Service under the Engineer Corps has cut the greater part of the timber and railway ties required.

To meet the shortage of supplies from America, due to lack of shipping, the representatives of the different supply departments were constantly in search of available material and supplies in Europe. In order to co-ordinate these purchases and to prevent competition between our departments, a general purchasing agency was created early in our experience to co-ordinate our purchases and, if possible, induce our allies to apply the principle among the allied armies. While there was no authority for the general use of appropriations, this was met by grouping the purchasing representatives of the different departments under one control, charged with the duty of consolidating requisitions and purchases. Our efforts to extend the principle have been signally successful, and all purchases for the allied armies are now on an equitable and co-operative basis. Indeed, it may be said that the work of this bureau has been thoroughly efficient and businesslike.

Our entry into the war found us with little of the equipment necessary for its conduct in the modern sense. Among our most important deficiencies in material were artillery, aviation, and tanks. In order to meet our requirements as rapidly as possible, we accepted the offer of the French Government to provide us with the necessary artillery equipment of seventy-fives, one fifty-five millimeter howitzer, and one fifty-five G. P. F. gun, from their own factories for each of the thirty divisions. The wisdom of this course is fully demonstrated by the fact that, although we soon began the manufacture of these classes of guns at home, there were no guns of the calibres mentioned manufactured in America on our front at the date the armistice was signed. The only guns of these types produced at home thus far received in France are 109 seventy-five millimeter guns.

In aviation we were in the same situation, and here again the French Government came to our aid until our own aviation program should be under way. We obtained from the French the necessary planes for training our personnel, and they have provided us with a total of 2,676 pursuit, observation, and bombing planes. The first airplanes received from home arrived in May, and altogether we have received 1,379. The first American squadron completely equipped by American production, including airplanes, crossed the German lines on Aug. 7, 1918. As to tanks, we were also compelled to rely upon the French. Here, however, we were less fortunate, for the reason that the French production could barely meet the requirements of their own armies.

It should be fully realized that the French Government has always taken a most liberal attitude, and has been most anxious to give us every possible assistance in meeting our deficiencies in these as well as in other respects. Our dependence upon France for artillery, aviation, and tanks was, of course, due to the fact that our industries had not been exclusively devoted to military production. All credit is due our own manufacturers for their efforts to meet our requirements, as at the time the armistice was signed we were able to look forward to the early supply of practically all our necessities from our own factories. The welfare of the troops touches my responsibility as Commander-in-Chief to the mothers and fathers and kindred of the men who came to France in the impressionable period of youth. They could not have the privilege accorded European soldiers during their periods of leave of visiting their families and renewing their home ties. Fully realizing that the standard of conduct that should be established for them must have a permanent influence in their lives and on the character of their future citizenship, the Red Cross, the Young Men's Christian Association, Knights of Columbus, the Salvation Army, and the Jewish Welfare Board, as aids in this work, were encouraged in every possible way. The fact that our soldiers, in a land of different customs and language, have borne themselves in a manner in keeping with the cause for which they fought, is due not only to the efforts in their behalf, but much more to their high ideals, their discipline, and their innate sense of self-respect. It should be recorded, however, that the members of these welfare societies have been untiring in their desire to be of real service to our officers and men. The patriotic devotion of these representative men and women has given a new significance to the Golden Rule, and we owe to them a debt of gratitude that can never be repaid.

During our period of training in the trenches some of our divisions had engaged the enemy in local combats, the most important of which was Seicheprey by the 26th on April 20, in the Toul sector, but none had taken part in action as a unit. The 1st Division, which had passed through the preliminary stages of training, had gone to the trenches for its first period of instruction at the end of October, and by March 21, when the German offensive in Picardy began, we had four divisions with experience in the trenches, all of which were equal to any demands of battle action. The crisis which this offensive developed was such that our occupation of an American sector must be postponed.

On March 28 I placed at the disposal of Marshal Foch, who had been agreed upon as Commander-in-Chief o the Allied Armies, all of our forces, to be used as he might decide. At his request the 1st Division was transferred from the Toul sector to a position in reserve at Chaumont en Vexin. As German superiority in numbers required prompt action, an agreement was reached at the Abbeville conference of the Allied Premiers and commanders and myself on May 2 by which British shipping was to transport ten American divisions to the British Army area, where they were to be trained and equipped, and additional British shipping was to be provided for as many divisions as possible for use elsewhere.

On April 26 the 1st Division had gone into the line in the Montdidier salient on the Picardy battlefront. Tactics had been suddenly revolutionized to those of open warfare, and our men, confident of the results of their training, were eager for the test. On the morning of May 28 this division attacked the commanding German position in its front, taking with splendid dash the town of Cantigny and all other objectives, which were organized and held steadfastly against vicious counterattacks and galling artillery fire. Although local, this brilliant action had an electrical effect, as it demonstrated our fighting qualities under extreme battle conditions, and also that the enemy's troops were not altogether invincible.

The Germans' Aisne offensive, which began on May 27, had advanced rapidly toward the River Marne and Paris, and the Allies faced a crisis equally as grave as that of the Picardy offensive in March. Again every available man was placed at Marshal Foch's disposal, and the 3d Division, which had just come from its preliminary training in the trenches, was hurried to the Marne. Its motorized machine-gun battalion preceded the other units and successfully held the bridgehead at the Marne, opposite Chateau-Thierry. The 2d Division, in reserve near Montdidier, was sent by motor trucks and other available transport to check the progress of the enemy toward Paris. The division attacked and retook the town and railroad station at Bouresches and sturdily held its ground against the enemy's best guard divisions. In the battle of Belleau Wood, which followed, our men proved their superiority and gained a strong tactical position, with far greater loss to the enemy than to ourselves. On July 1, before the 2d was relieved, it captured the village of Vaux with most splendid precision.

Meanwhile our 2d Corps, under Major Gen. George W. Read, had been organized for the command of our divisions with the British, which were held back in training areas or assigned to second-line defenses. Five of the ten divisions were withdrawn from the British area in June, three to relieve divisions in Lorraine and in the Vosges and two to the Paris area to join the group of American divisions which stood between the city and any further advance of the enemy in that direction.