World War Ii

B-29 Superfortress by Alwyn T. Lloyd

By Alwyn T. Lloyd

Aspect & Scale Vol.25: B-29 Superfortress (Part 2)

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But staff organization and practice, in the American as in most other armies, continue to elevate the operations function over the administrative, and officers schooled in the mysteries of logistics are employed more as expert consultants than as active participants in the processes of strategic and 18 tactical planning. Military thought, in short, has clung to two characteristically Clausewitzian ideas: that the primary function of the soldier is to use the tools of war in combat, not to fashion or provide them, and that material forces have not yet diminished the classic and decisive role of courage, leadership, and the arts of command.

Long before then, Army staffs had acquired through lend-lease a working familiarity with many of the practical logistical problems of a coalition war—the amounts and manifold types of military matériel required for operations in remote corners of the globe and the immense difficulties of delivering them there, the complex administrative machinery needed to apportion munitions and the use of shipping among several claimants, the baffling question of standardization of equipment design, the delicate political and psychological problems that arise even on the administrative level in such an enterprise.

And 3,408,300, respectively. The Army Air Forces reached a strength of 2,354,210 on 30 April 1945; the Navy's air arm numbered 437,998 on V-J Day. See: (1) Kent Roberts Greenfield, Robert R. Palmer, and Bell I. Wiley, The Organization of Ground Combat Troops, UNITED STATES ARMY IN WORLD WAR II (Washington, 1947), pp. S. Navy at War, 1941-1945 (Washington, 1946), pp. 152-317; (3) Strength of the Army Report, STM-30, 1 May 45; and (4) Archibald D. Turnbull and Clifford L. S. , Yale University Press, 1949), p.

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