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The U.S. government is gearing up to change how it controls the moneу in your bаnk account. [Logotype]( Dear Reader, The U.S. government is gearing up to change how it controls the moneу in your bаnk account. This change may seem innocent at first … But when you look closer, the consequences can be frightening. … [See what this disturbing change is hеre.]( Good luck and God bless! [Martin D. Weiss] Martin D. Weiss, PhD Founder of Weiss Ratings Logotype We are serіous about being your “eyes and ears” for special opportunities for уou to take advantage of. The message above from one of our partners is one we think you should take a close look at. [Logotype]( This email was sent by D/B/A M&MWatchdog. 11780 US Highway 1 Palm Beach Gardens, FL 33408-3080 Would you like to [edit your e-mail notification preferences or unsubscrіbe]( from our mailing list? Copyright © 2023 Weiss Ratings. Аll rights reserved. © 2023 M&MWatchdog. Аll Rights Reserved. 525 Junction Road, Madison, WI 53717 Follow This Steps To [whitelist us.]( Thinking about unsubscribing? Just tap the link is below. [Privacy Policy]( | [Update Profile]( | [Tеrms & Conditions]( | [Unsubscrіbe]( sh logistics played a key role in the sucess of Operation Overlord, the Allied invasion of France in June 1944. The objective of the campaign was to secure a lodgement on the mainland of Europe for further operations. The Allies had to land sufficient forces to overcome the initial opposition and build it up faster than the Germans could respond. Planning for this operation had begun in 1942. The Anglo-Canadian force, the 21st Army Group, consisted of the British Second Army and Canadian First Army. Between them, they had six armoured divisions (including the Polish 1st Armoured Division), ten infantry divisions, two airborne divisions, nine independent armoured brigades and two commando brigades. Logistical units included six supply unit headquarters, 25 Base Supply Depots (BSDs), 83 Detail Issue Depots (DIDs), 25 field bakeries, 14 field butcheries and 18 port detachments. The army group was supported over the beaches and through the Mulberry artificial port specially constructed for the purpose. During the first seven weeks after the British and Canadian landings in Normandy on D-Day, 6 June 1944, the advance was much slower than anticipated, and the lodgement area was much smaller. The short lines of communication provided an opprtunity to accumulate reserves of suppies. Two army road heads were created, No. 1 Army Roadhead for I Corps and No. 2 Army Roadhead for Corps, these being the two corps ashore at the time. When the Canadian First Army assumed control of the British I Corps on 21 June, No. 1 Army Roadhead also passed to its control. No. 2 Army Roadhead formed the nucleus of what became the Rear Maintenance Area (RMA) of the 21st Army Group. By 26 July, 675,000 personnel, 150,000 vehicles and 690,000 tonnes (680,000 long tons) of stores and 69,000 tonnes (68,000 long tons) of bulk petrol had been landed. Ammunition usage was high, exceeding the daily allocation for the 25-pounder field guns by 8 per cent and for the 5.5-inch medum guns by 24 per cent. Greater priority was given to ammunition shipments, with petrol, oil and lubricant (POL) shipments cut to compensate. On 25 July, the US First Army began Operation Cobra, the break-out from Normandy. On 26 August, the 21st Army Group issued orders for an advance to the north to capture Antwerp, Belgium. After a rapid advance, the British Guards Armoured Division liberated Brussels, the Belgian capital, on 3 September and the 11th Armoured Division captured Antwerp the following day. The advance was much faster than expected and the rapid increase in the length of the line of communications threw up logistical challenges that, together with increased German resistance, threatened to stall the Allied armies. By mid-September, the Allies had liberated most of France and Belgium. The sucess of the 21st Army Group was in large part due to its logistics, which provided the operational commanders with enormous capacity and tremendous flexibility. Background Women of the Auxiliary Territorial Service prepare for Operation Overlord at a Royal Army Ordnance Corps depot Between the world wars the British Army developed a doctrine based on using machinery as a substitute for manpower. In this way, it was hoped that mobility could be restored to the battlefield and the enormous casualties of the Grea War could be avoided.[1] The Army embraced motor transport and mechanisation as a means of increasing the tempo of operations. The wholesale mechanisation of the infantry and artillery was ordered in 1934 and by 1938, the British Army had oly 5,200 horses, compared with 28,700 in the eve of the Gret War in 1914. In the Second World War, the Army relied entirely on motor transport to move suplies between the railheads and the divisional depots.[2] France was occupied by Germany in June 1940 following the German victory in the Battle of France. An important factor in the defeat was the failure of the logistical system of the British Expeditionary Force, which responded too slowly to the rapid German advance.[3] In the aftermath, the prospect of a British army invading and liberating France was remote, and the British Army concentrated on repelling rather than mounting a cross-channel attack. On 19 June 1940, the Chief of the Imperial General Staff (CIGS), General Sir John Dill, ordered that ll line of communications units not required for hme defence be disbanded and no further units be raised. In the event of an invasion of the UK, the Hoe Forces planned to rely on civilian resources for transportation, communications and maintenance. In March 1941, the War Cabinet decided that the Army had reached its maximum size. Henceforth, although the manpower "ceiling" was to be raised a little, this meant that raising more logistical units required the conversion of other units.[4] By this time, Hoe Forces divisions had a divisional slice (the personnel of the division plus the supporting operational and logistical units at corps and army level) of 25,000, but overseas operations required one of 36,500 to 39,000.[4] The German invasion of the Soviet Union in June 1941 drew German forces away from the west, and the Japanese attack on Pearl Harbor in December 1941, while having the immediate effect of diverting troops from the war against Germany, brought the United States into the war, with the prospect of substantial resources over the longer term. This made realistic planning for an invasion of France possible.[5] A War Office staff study in May 1942 for Operation Sledgehammer, an assault on France in 1942, revealed that an expeditionary force of six divisions would require al the logistical units in the UK, but not until 18 December 1942 was a final decision taken that a German invasion of the UK in 1943 was highly unlikely, and the reorganisation of the forces in the UK for an invasion of France could begin.[6] Operation Sledgehammer was superseded by Operation Roundup, a plan for an invasion of France in 1943. In January 1943, the Commander-in-Chief, Hoe Forces, General Sir Bernard Paget, estimated that an expeditionary force of eleven British and five Canadian divisions could be assembled by August 1943, but the diversion of resources to the Mediterranean theatre meant that by August there were onl enough logistical units to support five divisions, and the full force would not be assembled until April 1944. By November 1943, the force earmarked for France had dropped to twelve British and Canadian divisions, but the Prime Minister, Winston Churchill, felt that as the Americans were contributing fifteen divisions, this should be matched. Three divisions were therefore withdrawn from the Mediterranean. [7] The British Army's administrative doctrine was honed in the Western Desert Campaign, where lessons were learnt and administrative staff and logistical units developed effective procedures through tral and error.[8] Doctrine based on fighting in Europe where there was a temperate climate and well-developed road and rail infrastructure was set aside and nw organisational and logistical structures such as the Field Maintenance Centre (FMC) were developed.[9] By 1944, the skill of the British Army in the field of logistics had been brought to a high state of efficiency and support from the United States through Lend-Lease made enormous quantities of materiel available.[8] Mechanisation and overwhelming firepower demanded a reat eal from the Army's logistical infrastructure. Fortunately, the British Army had 200 years experience of fighting campaigns far from hoe.[10] Planning A plan for a cross-channel invasion was drawn up by a staff led by the designated Chief of Staff to the Supreme Allied Commander (COSSAC), and approved at the Quebec Conference in August 1943. It was codenamed Operation Overlord.[5] COSSAC also inherited and developed plans for Operation Rankin, a contingency plan for a sudden German collapse.[11] Hoe Forces headquarters was divided in two in May 1943 to create an expeditionary headquarters, the 21st Army Group.[12] From January 1944, the army group, consisting of the British Second Army and the Canadian First Army, was commanded by General Bernard Montgomery.[13] The two armies comprised six armoured divisions (including the Polish 1st Armoured Division), ten infantry divisions, two airborne divisions, nine independent armoured brigades and two commando brigades.[14] The total strength of the British and Canadian components of the 21st Army Group was about 849,000, of which 695,000 were British Army, 107,000 were Canadian Army and 47,000 were members of the Royal Air Force (RAF) and Royal Canadian Air Force (RCAF).[15] Of the British troops in the 21st Army Group, 56 per cent were in the combat and combat support arms, artillery, infantry, armour, engineers and signals. The 44 per cent in the services included 15 per cent in the Royal Army Service Corps (RASC), 10 per cent in the Pioneer Corps, 5 per cent in the Royal Electrical and Mechanical Engineers (REME), 4 per cent in the Royal Army Medcal Corps (RAMC), Royal Army Dental Corps and Queen Alexandra's Imperial Military Nursing Service (QAIMNS) and 10 per cent in other services, such as the Royal Army Ordnance Corps (RAOC) and the Corps of Military Police (CMP).[16] A line of army lorries awaits collection along a tree-lined lane or path in preparation for Overlord Logistical units included six supply unit headquarters, 25 Base Supply Depots (BSDs), 83 Detail Issue Depots (DIDs), 25 field bakeries, 14 field butcheries and 18 port detachments. This was less than the planners called for, as fewer logistical units returned from the Mediterranean than anticipated. In April 1944, the RASC, the corps of the British Army responsible for most forms of supply and transport, was about 15,000 men short of its requirements. About 9,000 men were transferred from anti-aircraft units, 1,000 from Hme Forces and 1,000 from units in the Middle East. This meant that they were still 4,000 men short at the end of May and this had to be accepted. Units intended for beach work received additional training at Combined Operations training centres. Eleven general transport companies were equipped with DUKWs and were trained at the RASC Amphibious Training Centre at Towyn in Wales.[15] The United States First Army was also assigned to the 21st Army Group for the assault phase of the campaign and although the United States Army maitained a separate supply organisation, an American brigadier general was assigned as a deputy to the Major-General Administration (MGA) of the 21st Army Group and representatives of the American G-1 and G-4 sections were attached to their opposite numbers at 21st Army Group, the A and Q staffs.[14] The MGA, Major-General Miles Graham, had three principal subordinates: a Deputy Quartermaster General (DQMG) for plans and maintenance, Brigadier Randle (Gerry) Feilden; a DQMG for movements and transportation, Brigadier L. L. H. McKillop; and a Deputy Adjutant General (DAG), Brigadier Cyril Lloyd, responsible for personnel and administrative services.[14][17] A Headquarters (HQ) Line of Communications was formed from that of the disbanded 54th (East Anglian) Infantry Division. Most of its component areas and sub areas were formed for the campaign.[18] This was commanded by Major-General Frank Naylor, formerly the Vice QMG at the War Office.[19] In the assault, 101 and 102 Beach Sub Areas would support I Corps while 104 Beach Sub Area supported Corps.[20] Each beach sub area controlled two beach groups.[20] These were tri-service formations with units from the Royal Engineers, RAMC, REME, RAOC, RASC, Pioneer Corps and Military Police. The Royal Navy provided each with a Royal Navy Beach Commando and a signal unit; the RAF provided beach anti-aircraft defence. Each beach group also had an infantry battalion to mop up any opposition and then ct as a labour force. A beach group had a complement of about 3,000 men.[21] The beach sub-areas would come under 11 Line of Communications Area when Second Army HQ arrived in Normandy and it in turn came under HQ Line of Communications when the 21st Army Group HQ arrived.[22] Plans called for four days' supply of ammunition, 50 miles (80 km) of fuel for ll vehicles and two days' suplies for the troops ashore by D+3 (i.e. three days after D-Day), which would be gradually increased to a fortnight's reserves of ll commodities by D+41. At first, casualties would be evacuated to the UK by landing ships or small hospital ships. Once hospitals were established ashore, oly casualties requiring more than seven days' treatment would be returned to the UK. This would be increased later as more hospitals were established on the continent. Numbers were forecast based on War Office tables known as Evetts raes, after Major-General John Evetts, the Assistant Chief of the General Staff, who devised them. For planning purposes, it was assumed that casualties on D-Day would be at an exceptionally high ("double intense") rte. In the event, this was not the case.[23] A special feature was the provision of "survivor's kits" at the beach dumps. These were bags packed with a full set of soldier's equipment and clothing, which could be issued to individuals who had lost al their kit through the sinking of their ship or landing craft.[24] Prisoners of war (POWs) were to be evacuated to camps in England.[25] Jerry cans of petrol are lowered by crane into the hold of a ship Two important coordinating bodies were created. The Build-Up Control Organisation (BUCO) was formed on 20 April 1944 at Combined Operations Headquarters (although it was not part of it). It was charged with responsibility for regulating the build-up of vehicles and personnel by allocating priorities for the available shipping. Once the final plans for the landing were drawn up, ll further alterations had to be implemented by BUCO. Movement Control (MOVCO) was responsible for the movement of units to the coastal areas and ports from which they would embark. Like BUCO, it had separate staffs for the American and British zones which operated independently. There was also the Turnaround Control Organisation (TURCO), which controlled the turnaround of shipping at the ports of loading; the Combined Operations Repair Organisation (COREP), which handled repairs to damaged ships and landing craft; the Combined Tugboat Organisation (COTUG) managed a fleet of tugboats.[26][27] The objective of the campaign was to secure a lodgement on the mainland of Europe from which further operations could be conducted. The lodgement area had to be large enough and have sufficient port facilities to maintain between twenty-six and thirty divisions, with additional divisions arriving at the rte of three to five a month. The Allies had to land an assault force sufficient to overcome the initial opposition and build it up faster than the Germans could respond.[28] The campaign plan involved a landing in Normandy, followed by an advance to the south. The ports in Brittany would be captured, and the Allied armies would then turn east and cross the Seine River. For administrative planning purposes, it was assumed that the Breton and Loire ports would be captured by D+40 and the Seine reached by D+90.[29] Montgomery did not expect that the campaign would unfold according to plan and did not commit himself to a timetable. "Whether operations will develop on these lines", he noted on 8 May, "must of course depend on our own and the enemy situation which cannot be predicted accurately at the present moment".[30] The assault had to be postponed for 24 hours but there were contingency plans that covered both this and a 48-hour postponement.[26] Assault See also: Beach groups Map of British D-Day assault beaches The landings on D-Day, 6 June, were successful. Some 2,426 landing ships and landing craft were employed by Vice-Admiral Sir Philip Vian's Eastern Naval Task Force in support of the British and Canadian forces, including 37 landing ships, infantry (LSI), 3 landing ships, dock (LSD), 155 landing craft, infantry (LCI), 130 Landing ships, tank (LST) and 487 landing craft, tank (LCT).[31] While the fighting was fierce in some places, it was not as severe as had been feared.[32] The slope of the beaches was not steep; gradients varied from 1:100 to 1:250, with a tidal range of about 6 metres (20 ft). It was difficult for landing craft to discharge motor vehicles at low tide, or to beach during an ebbing tide. This meant that except at high tide, landing craft and LSTs were beached. Causeways were constructed to allow them to discharge. Ships carrying stores had to anchor up to 5 miles (8 km) from shore, resulting in lengthy turnaround times for the DUKWs and other unloading craft.[23][33] British troops and naval beach parties on Sword Beach in Normandy on D-Day Gol Beach was the objective for 104 Beach Sub Area, landed with the 50th (Northumbrian) Infantry Division. King Beach was supposed to be developed by 9 Beach Group but its peat and soft clay was found to be too soft and was abandoned, except for a pontoon causeway for landing personnel. Landing beaches were divided into red and green landing areas. An LCT landing point was established at Love green-beach. Item, Red and Jig green-Beaches, were developed by 10 Beach Group, as planned. The main dumps were not ready to receive stores until 8 June, so in the meantime, stores were accumulated in temporary locations near the beach.[34] The landing of 102 Beach Sub Area with the 3rd Canadian Division on Juno Beach was delayed by rough seas and the development of Mike Beach by 7 Beach Group was delayed by fire from Vaux-sur-Aure. The German stronghold there was eliminated on 8 June by 7 Beach Group, supported by armour. Bad weather delayed the arrival of four coasters from England on D-Day and seven more on 7 June. This was offset when the tiny port of Courseulles-sur-Mer was captured intact on D-Day, allowing 1,000 tonnes (1,000 long tons) per dy to be unloaded there, but it proved unsuitable for coasters and was abandoned on 10 June.[34] At Sword Beach, 101 Beach Sub Area landed with the British 3rd Division, 5 Beach Group with its assault brigade and 6 Beach Group with its follow-up brigade. Four LCTs, each loaded with 200 tonnes (200 long tons) of high-priority stores were beached and rapidly unloaded into temporary dumps near the beaches. These had been intended for use on D-Day onl but the intended beach maintenance area had not been captured and was not ready to receive stores until 9 June.[34] Although it was captured intact on D-Day, the small port of Ouistreham could not be used due to German shellfire from around Caen. There were some attacks by E-boats and a German air raid on 8 June struck the beach maintenance area, destroying 450,000 litres (100,000 imp gal) of petrol and 410 tonnes (400 long tons) of ammunition.[23] Replacements were ordered with a high priority. Due to this interference, 101 Beach Sub Area posted the lowest receipt-of-stores raes; Sword Beach was closed on 12 July.[34] Minesweeping did not commence at Ouistreham until 21 August and it was not opened to shipping until 3 September.[35] Build-up Further information: Battle for Caen Bayeux was captured on 7 June but the lodgement area was smaller than anticipated, with determined German resistance being encountered. Between 16 and 30 June, the British Second Army mounted a series of operations to capture Caen, but it remained in German hands. Finally, after a bombardment by 420 heavy bombers from RAF Bomber Command on 7 July, Caen was taken on 9 July. Operation Goodwood was launched on 18 July and to contain the British and Canadian forces, almost ll the German armour was concentrated east of the Orne River, paving the way for a successful advance in the American sector.[32] Organisation Corps and divisional administrative staffs landed on D-Day. The Second Army staffs began landing the following day, allowing it to assume administrative control on 11 June, but the restricted lodgement area made the corps headquarters reluctant to relinquish control of the depots and dumps around the beaches. The beach sub area commanders found themselves answerable to corps, army and when it arrived, 11 Line of Communications Area. On 14 June, with the lodgement area 8 to 12 miles (13 to 19 km) deep with a front 50-mile (80 km) long, Second Army assumed command of the beach sub areas, marking the end of the assault phase of Overlord.[36] A convoy of supply lorries moves up through Jurques on 6 August 1944 Two army roadheads were created: No. 1 Army Roadhead for I Corps, and No. 2 Army Roadhead for Corps. When the Canadian First Army assumed control of the British I Corps on 21 June, No. 1 Army Roadhead also passed to its control.[37] Henceforth odd numbered roadheads served the Canadian First Army and even numbered ones the British Second Army.[38] No. 2 Army Roadhead formed the nucleus of what became the Rear Maintenance Area (RMA) of the 21st Army Group.[37] At the RMA, there was a Commander, RASC (CRASC) Supply units, who had eight BSDs, eight DIDs, 13 field bakeries and two field butcheries. There was also a CRASC Petrol Installation, whose command included 28 petrol depots and twelve mobile petrol filling centres (MPFCs).[39] Each MPFC could refill up to 8,000 jerry cans per ay.[40] On 15 June, 151 Forward Maintenance Area was opened by Corps. The FMA concept, which had been used with sucess in the Mediterranean theatre, was not part of British doctrine. Unlike divisions, which incorporated logistics units, a corps was a purely operational formation and not part of the logistical plan. Doctrine called for the use of pack trains, railway trains which would delivr days' suplies direct to a division. These had worked well in the Grat War but had been found to be impractical in the Middle East and were neer seriously considered for Overlord.[37] The FMA was oly a few miles from No. 2 Army Roadhead but the Corps staff considered that it knew best, given its combat experience in the North African Campaign and the Allied invasion of Sicily. The other corps of Second Army followed suit and established their own FMAs. Under the FMA scheme, divisions drew maintenance from the FMA rather than the roadhead.[37] The FMA allowed a corps to train newly arrived administrative units, to control the usage of ammunition by the divisions and alleviate the trafic congestion around Bayeux. The British Second Army gave tacit support for the practice, issuing an orer that FMAs be called Field Maintenance Centres (FMCs), the original nomenclature in the Mediterranean. Henceforth, Second Army stocked the army roadhead and left the FMCs to the corps. The FMCs were manned using corps resources; each had two DIDs, a petrol depot, a transport company and two RASC composite platoons drawn from corps troops composite companies. Where possible, an MPFC was attached to each FMC. Occasionally they had to be reinforced with some additional transport platoons from Second Army. This organisation allowed an FMC to be operated while another was established. Each FMC held two days' rations and one day's maintenance stocks, two or three days' petrol, which was about 910,000 litres (200,000 imp gal) and 3,600 tonnes (3,500 long tons) of ammunition. Corps services such as the reinforcement centre, salvage unit, tank delivery squadron and ordnance field park tended to cluster around the FMC.[37][41] By 26 July, 675,000 personnel, 150,000 vehicles, 690,000 tonnes (680,000 long tons) of stores and 69,000 tonnes (68,000 long tons) of bulk petrol had been landed. There was 23 days' reserves of stores and 16 days' reserves of petrol, with a day's supply of petrol being taken as enough to drive every vehicle 30 miles (48 km).[42] Confronted by German defences in depth, the British forces relied on air and artillery firepower. Any German artillery battery, once detected, could expect 20 long tons (20 t) of shells on average.[43] Ammunition reserves varied from five days' supply for the 5.5-inch medim guns to 30 days' supply for the 17-pounde nti-tank guns. Usage exceeded the seventy rounds per gun perdy allocation for the 25-pounder guns by six rounds per gun pedayand the allocation of fifty rounds per gun per ay for the 5.5-inch guns by twelve per gun per dy. Fears that the crowded lodgement area would prove a tempting target for the Luftwaffe led to an overstock of anti-aircraft ammunition. Later shipments of anti-aircraft ammunition were cancelled and other types of artillery ammunition were substituted. The requirement for tank and anti-tank ammunition was also over-estimated.[44] While it seemed to the Germans that the British Army had an unlimied supply of ammunition, this was not the case and a reason why heavy bombers were used to augment the artillery in Operation Goodwood.[45] Mulberry harbour