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Excerpt from Global Logistics and Strategy, 1940-1943 These volumes present the outlook of the War Department as a whole on this task, rather than that of any one agency or command of the Army. Two other volumes in the same subseries will deal with the Army's procurement of munitions and supplies from that standpoint. The rest of the logistical story will be told in volumes on the Army Service Forces, the seven technical services, and the theaters of operations. Logistical tasks account in large measure for the enormous administrative machinery that the Army developed in the course of the war. Its development, though not a complete surprise, exceeded all anticipations. The demand for service tr00ps seemed insatiable and required repeated revisions of the troop basis. With this went a proliferation of overhead in the form of complex controls and higher headquarters that ate up officers needed for the training and leading of fighting troops, drew into the service a multitude of specialists, and confused the chain of command. The trend ran counter to the traditional American belief that the overriding mission of the Army is to fight, a conviction so deep that some commanders, like General mcnair, fought to keep the Army lean and simple. In World War II they lost this fight. Those who fear that administration is supplanting combat as the primary mission of the Army will find much to ponder in this book and its companion volumes. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
U.S. Army logistics, primarily of ground forces, in its relation to global strategy; the treatment is from the viewpoint of the central administration in Washington--Joint and Combined Chiefs of Staff, the War Department General Staff, and the Services of Supply.
For the United States, full involvement in World War II began and ended in the Pacific Ocean. Although the accepted grand strategy of the war was the defeat of Germany first, the sweep of Japanese victory in the weeks and months after Pearl Harbor impelled the United States to move as rapidly as it could to stem the enemy tide of conquest in the Pacific. Shocked as they were by the initial attack, the American people were also united in their determination to defeat Japan, and the Pacific war became peculiarly their own affair. In this great theater it was the United States that ran the war, and had the determining voice in answering questions of strategy and command as they arose. The natural environment made the prosecution of war in the Pacific of necessity an interservice effort, and any real account of it must, as this work does, take into full account the views and actions of the Navy as well as those of the Army and its Air Forces. These are the factors-a predominantly American theater of war covering nearly one-third the globe, and a joint conduct of war by land, sea, and air on the largest scale in American history-that make this volume on the Pacific war of particular significance today. It is the capstone of the eleven volumes published or being published in the Army's World War II series that deal with military operations in the Pacific area, and it is one that should command wide attention from the thoughtful public as well as the military reader in these days of global tension.
From the Publisher: This latest edition of an official U.S. Government military history classic provides an authoritative historical survey of the organization and accomplishments of the United States Army. This scholarly yet readable book is designed to inculcate an awareness of our nation's military past and to demonstrate that the study of military history is an essential ingredient in leadership development. It is also an essential addition to any personal military history library.
This book details the evolution of General George Marshall's relationship with the atomic bomb—including the Manhattan Project and the use of atomic weapons on Japan—as it emerged as the ultimate weapon of mass destruction. The atomic bomb is not only the most powerful weapon ever used in the history of warfare: it is also the most significant in terms of its long-term impact on U.S. military power and policy, and as the reason behind the conflict that raged for four decades without actually happening—the Cold War. General George C. Marshall played an instrumental role in the development and use of the atomic bomb in World War II as well as in issues involving nuclear weapons in the post-World War II period. This book tells the story of Marshall's experience with the atomic bomb from his early skepticism of its effectiveness as a weapon, to his oversight of its development and deployment against Japan in World War II, to his recognition of the bomb as a weapon of such dire consequence that it should never be used again. Intended for a general audience as well as scholars with specific knowledge about the subject matter, this book presents a cohesive account of General Marshall's involvement with nuclear weapons and atomic power as Army chief of staff during World War II and as secretary of state and secretary of defense in the early years of the Cold War. Marshall's involvement with the use of nuclear weapons is set in the context of the Allies' efforts to force Japan to surrender and the initiation of the Cold War. Readers will gain insight into Marshall's quest for obtaining a Japanese surrender; his views on the use of the atomic bomb on Japan versus the use of conventional weapons, including fire bombing or poison gas; his interactions with Roosevelt and Truman on nuclear issues; and Marshall's diplomatic skillfulness in dealing with the issues surrounding the control and use of nuclear weapons as secretary of state and secretary of defense in the post-World War II era. These included consideration of the use of the atomic bomb during the Berlin crisis and the Korean war.
The present volume, and its successor, depict a massive achievement: the performance by the Army of the task of effecting the orderly assembly, movement, and delivery of great masses of men and materiel throughout the world to meet not only American requirements but also those of the other nations fighting the Axis. The authors show how the demands of this task affected American strategy and how it reacted on the shape and mission of the Army. These volumes present the outlook of the War Department as a whole on this task, rather than that of any one agency or command of the Army. Two other volumes in the same subseries will deal with the Army's procurement of munitions and supplies from that standpoint. The rest of the logistical story will be told in volumes on the Army Service Forces, the seven technical services, and the theaters of operations. Logistical tasks account in large measure for the enormous administrative machinery that the Army developed in the course of the war. Its development, though not a complete surprise, exceeded all anticipations. The demand for service troops seemed insatiable and required repeated revisions of the troop basis. With this went a "proliferation of overhead" in the form of complex controls and higher headquarters that ate up officers needed for the training and leading of fighting troops, drew into the service a multitude of specialists, and confused the chain of command. The trend ran counter to the traditional American belief that the overriding mission of the Army is to fight, a conviction so deep that some commanders, like General McNair, fought to keep the Army lean and simple. In World War II they lost this fight."