can be identified and kept track of. Up to World War II the identification systems were largely determined by the technical services which supplied the Army, and varied from service to service. The need for a standard method of nomenclature and cataloging, which had been recognized as long ago as World War I, was partly met, beginning in 1947, by the Munitions Board, and was reemphasized and speeded up by Congress in 1950.

The present Federal Supply Classification System breaks down all items of supply into 537 Federal supply classes." Each item is assigned a Federal Stock Number, which not only identifies the item but shows the group and major class to which it belongs. Technical service assignments are made by class, and no item can be assigned to more than one technical service or military department. This has resulted in better management, reduction of the number of items in the system, and avoidance of unnecessary procurement. The Army completed the conversion of its cataloging to this system on 30 June 1957. STANDARDIZATION. The standardization program was developed to conserve money, manpower, time, production facilities, and natural resources. The Army has been assigned 239 Federal supply classes for such action. Considerable reductions have been made in the number of like items in the system by the standardization of materials, components, and processes utilized by all of the services. The standardization of engineering practices and procedures, and of the procurement, preservation, and preparation for delivery of items of military supply are other aspects of the program. Ends being sought are: a minimum number of items; maximum interchangeability of components; development of a common "supply language" for all the Armed Services; and the provision of equipment which is the best that can be devised, and also the most easily maintained.

INVENTORY CONTROL POINTS. As a result of experience gained in World War II, and the problems that existed after the cessation of hostilities, it was recognized that something had to be done

As more and more emphasis was placed on economy of operation, and as the need for better stock control and supply control became evident, the National Inventory Control Points were devised, and directives have been written providing for their establishment. It is proposed that some 24 ICP's, under the direct control of the chiefs of the technical services, will be organized to provide for the management of worldwide materiel inventories by commodity-type, functionally integrated offices. Commodity managers will be appointed and given overall responsibility for specific items or groups of items. The responsibility will include timely identification, leading to cataloging; computation of quantitative requirements; and procurement direction, stock control, rebuild direction, and disposal direction. This will place the entire worldwide picture for any specific item at the fingertips of one individual.

MINIATURIZATION. Following World War II there was a concerted effort to cut down the size and weight of communications equipment and other items. Drastic reductions have been made with respect to some items, notably radios. At the same time reliability, maintainability, and transportability have been increased. Outstanding contributions to the program are the printed circuit and the development of the transistor, which not only have great military significance but have been widely accepted by, and are of much value to, the civilian electronics industry.

INTERSERVICE SUPPLY SUPPORT. The Armed Services, by joint agreement, have established interservice supply support groups and committees to avoid waste and duplication of effort by using their material assets to the fullest extent for the common good. This is a

worldwide program, started in December 1955. As of June 1957, 94% of all cataloged items of supply were under surveillance, and about $300,000,000 worth of materials and logistic services had been exchanged among the Services.

THE SINGLE MANAGER CONCEPT. Concurrently with the establishment of interservice supply support, the single manager concept was put into effect. Under this system, one of the Secretaries of the Armed Services (Army, Navy, or Air Force) is designated as manager for all three of them with respect to a specified field of supply. His task is the computation of net requirements, procurement, distribution, and inventory accounting. The system makes interservice supply support within the designated fields virtually automatic. It also provides for better utilization of transportation resources and eliminates costly cross- and back-hauling of supplies. The Secretary of the Army has been designated as single manager for subsistence, clothing and textiles, traffic management, etc. In the near future, other commodity groups or common services will be brought under this concept.

FINANCIAL INVENTORY ACCOUNTING. The Department of Defense and Congress have directed a revision and improvement of supply accounting at depots, posts, camps and stations. To attain this end the Secretary of the Army has set up the Financial Inventory Accounting Program. It puts the Army's accounting on a business-like basis by using dollars as the common denominator to measure and record the status of its supply operations, and by integrating a dollar-accounting system into the item-accounting system. Besides improving budgetary practices and supply management, it furnishes needed financial data to Congress, the Department of Defense, and other Federal agencies.

MODERN ARMY SUPPLY SYSTEM (MASS). This was established in 1956, to test out a new plan for supplying troops with repair parts for military equipment under the conditions of mod

ern war. The plan is to make such parts promptly available to our oversea forces when needed, but at the same time to limit the stockage of these parts to a bare minimum, so as not to hamper the mobility of the oversea maintenance organizations. It has four major elements: (1) Selective stockage of parts that have a high usage rate, up forward with the combat elements. (2) Use of improved methods of communication. (3) Use of electronic dataprocessing equipment. (4) Rapid transportation service, including delivery of nonstocked items direct from continental U. S. supply points to the consumer overseas. In one oversea command alone, a repair parts inventory of 400,000 has been reduced to 40,000, and combat capability has increased. The system is being extended to other oversea areas.

STOCK FUND. The Army Stock Fund is a revolving fund, established to nance certain designated inventories, mainly repair parts and consumable supplies. It provides working capital to the "consumers" for procuring, holding, and selling the items in question. Under the system, appropriated funds are allotted to the consumer, who buys from the stock fund. With such supply on a commercial basis, items are procured only as needed and not yearly on the basis of appropriations. The Fund buys for all components of the Army, and also for the other Armed Services. The system has produced sizable economies and better budgetary control.

AUTOMATIC DATA PROCESSING. The Army has recently stepped up its progress in making use of electronic computers wherever time and money can be saved thereby and efficiency increased. Nine automatic data processing machines are now in use in the one field of supply management operations. An Army-wide personnel information system and manpower control operation, utilizing automatic data processing systems, will eventually enable Army commands around the world to report vital personnel data to the Department of the Army automatically.

It is an old saying that "an army travels on its stomach." Few things are more important in creating a first-class Army, and in waging a successful campaign, than an ample supply of good food, selected on the basis of modern dietetic science and with consideration of the needs and tastes of the soldiers, and properly and tastefully prepared and served.

In this field our Army leads the world. President Eisenhower, when he was Chief of Staff, once said, "Food is part of a soldier's pay; none of it

should be counterfeit." The saying might be considered as the motto of those agencies which have the task of feeding our Army.

The average recruit gains about five pounds in weight within a few months after induction, thanks to the healthy regimen of Army life and the high quality of Army food. On the other hand, the overweight recruit loses weight in the same period. His gain is of muscle and sinew in exchange for fat.

The Army Medical Service is concerned with the health of the Army. For this reason it sets the basic standard of diet, determines its adequacy, and advises the Quartermaster Corps on how to maintain the nutritive value of rations under varying service conditions.

The Quartermaster Corps, through the Military Subsistence Supply Agency, procures the Army's food. In collaboration with the Air Force it prepares a monthly Master Menu which is a guide for each meal served at Army and Air Force installations in the continental United States. It carries on a broad program of research to improve the quality of foods; the means of packing, transporting, storing, and serving them; and all machines and apparatus used in these processes. It trains food service personnel at the Quartermaster School at Fort Lee (Va.), and operates the Quartermaster Subsistence School at Chicago to train officers in subsistence technology. Food service courses are also given at Army

Area food service schools, which are operated by the respective Army Area commanders. The Quartermaster General exercises staff supervision over these schools.

Within the continental United States the six Army Area commanders, the commanding general of the Military District of Washington, and the chiefs of the several technical services are responsible for the food programs at installations under their control. Each commanding officer is similarly responsible within his own command, and is assisted by mess officers, mess stewards, cooks, bakers, etc. The standard of an Army mess depends on the interest, ability, training, and initiative of its personnel. In order to maintain high standards in this field, the Quartermaster Corps supervises the program through its regional offices.

Under the "single manager concept" of the Department of Defense, the Secretary of the Army is responsible for the supply of food items, down to

the "retail level," of all the Armed Forces. This task also is carried out by the Military Subsistence Supply Agency under the Quartermaster Corps. After the food is turned over to the other Armed Forces, menu planning and the

preparation of meals are in their hands. However, there is constant exchange of information and correlation of ideas among the Services; for example, as stated above, the use of the same Master Menu by the Army and the Air Force.

A "ration" is the amount and kind of food authorized by the Army for one person for one day. It has been progressively improved throughout our history, to benefit the health and wellbeing of the American soldier-the bestfed fighting man in the world.

REVOLUTIONARY WAR. The first ration was established by resolution of Congress on 4 November 1775. The soldier was issued his ration, uncooked, each day, and it was up to him to prepare a meal. The ration consisted of 1 pound of beef, or 4 pound of pork, or 1 pound of salt fish per day; 1 pound of bread or flour per day; 3 pints of peas or beans per week; 1 pint of milk per day; 1⁄2 pint of rice or 1 pint of Indian meal per week; 1 quart of spruce beer or cider per day, or 9 gallons of molasses per 100 men per week; 3 pounds of candles per 100 men per week, issued to guards; 6 pounds of hard soap per 100 men per week.

It is interesting to note, in regard to the provision for milk in the ration, that it was not available during the winter of 1775. From then on, milk was not mentioned in the ration for over a hundred years.

Liquor was discontinued as a part of the ration in 1799. However, the Commander in Chief of the Army or the commanding officer of any detachment was authorized to issue to the troops "from time to time, rum, whiskey, or other ardent spirits, not to exceed 1⁄2 gill per man per day, except on extraordinary occasions."

WAR OF 1812. Congress, on 16 March 1802, established the ration which was in use in the War of 1812. Per man per day, this ration provided for 14 pounds of beef or 34 pounds of pork; 18 ounces of bread or flour; 1 gill of rum, whiskey, or brandy. Per 100 men the ration also included 2 quarts of salt, 4 quarts of vinegar, 4 pounds of soap, and 11⁄2

pounds of candles.

By 1818 this ration was still in effect, except that a modification was made that year for men stationed in southern climates. This change stated: "In lieu of whiskey and beer, add to the ration 1⁄2 pint of peas, beans, or rice per day." CIVIL WAR. Three rations were in effect during the Civil War. The first was established in 1860, the second a year later, and the third in 1864. There was no material difference in them.

The basic ration, that in use in 1864, provided for the following in ounces: beef, 20; flour, 18; yeast powder, 0.045; dry beans, 2.56; green coffee, 1.6; sugar, 2.4; salt, 0.64; black pepper, 0.04; soap, 0.64; candles 0.24. The ration also included vinegar.

It should be remembered that during the Civil War rations were not always available. In some instances, the soldier was compelled to live by foraging upon the surrounding countryside.

SPANISH-AMERICAN WAR. There had been certain minor changes in the ration by the time American troops entered the Spanish-American War, but basically it differed little from that of the Civil War.

BORDER WARFARE. In the early 1900's an emergency ration was devised for troops engaged in border warfare. It was composed largely of evaporated powdered beef and parched cooked wheat, to which was added a little sweet chocolate.

SUBSEQUENT PERIOD. The evolution of a scientifically-based ration began early in the twentieth century. In 1913 a garrison ration was established. Following our entrance into World War I, this was supplemented by the travel ration (for troops in transit other than by marching and who had no cooking facilities); the reserve ration; the field ration, consisting of all or part of the reserve ration plus any

food that could be procured locally; and the emergency ration. In World War II the Army improved some of the old rations and developed some new ones. These included field rations A and B;

the C ration; the ten-in-one, D-bar, life-boat, and parachute emergency rations; and the air crew lunch. Since the close of that war, further improvements and refinements have been developed.

The A ration is served to troops at posts, camps, stations, or wherever perishable items can be obtained and properly stored. It includes fresh or frozen meats, fish and other water foods, vegetables, fruits, and dairy products. It is the only current Army ration having fresh or perishable components. The other types of ration, which do not have such components, are known collectively as operational type rations.

The B ration includes nonperishable, canned, dehydrated, and otherwise processed foods which do not require refrigeration. It is suitable for organized kitchens not equiped to handle perishable foods. As refrigeration becomes available, fresh products may replace the processed items.

Packaged rations and food packets are supplied to troops engaged on missions which separate them from their unit kitchens. They are of two kinds for small group feeding and for individual feeding. The ration for small group feeding is the 5-in-1 ration, which provides food for five men for one day. Designed to be palatable when heated, it contains components which can be prepared by inexperienced men using rudimentary equipment such as the one-burner type stove. The ration used for individual feeding is the individual combat ration, commonly called the C ration. It may be eaten cold, but is better when heated, for example on one-burner stoves or by heat tablets. Each of these packaged rations contain at least 3,600 calories per man. They are made up in several menus to avoid monotony. Also in this category is the individual trail frigid ration, designed for use in extremely cold climates by small patrols or trail teams when resupply is impossible for periods up to seven days. It may be eaten hot or cold; it has a minimum of 4,400 calories.

In addition to the above rations, each of which provides for three meals, there are several types of so-called food packets, designed to serve as single light meals or "snacks." They are prepared food items of small bulk and weight, which can be eaten either hot or cold. They include

The individual assault food packet, for use in the early stages of an attack or on patrol or outpost duty, when each soldier must depend on food carried on his person. It is a palatable, light-weight food unit which will keep a man going for up to 30 hours.

The individual survival packet, prepared by the Quartermaster Corps for the Air Force, and carried in military aircraft for use in an extreme emergency. There are two types, intended respectively for Arctic and tropical climates.

The individual combat in-flight food packet, also prepared for the Air Force, for bomber or transport plane flights extending over one or more meal periods.

The food packet carton, abandon ship. Cartons are packed in waterproof bags, and are intended for survivors of a wreck who are on a raft or lifeboat. The components are selected to eliminate any items that would provoke thirst.

Since troops relying upon packaged rations such as the 5-in-1, the C ration, the trail frigid ration and the assault food packet are beyond the range of Post Exchange facilities, these packages also include cigarettes, matches, toilet paper, chewing gum, soap, etc.

Special ration supplements, containing varying assortments of accessory items, are also provided for issue to units beyond the reach of Post Exchanges. One is the sundries pack, designed as a bulk supplement to the B ration. It contains a 1-day allowance for 100 men of cigarettes, shaving cream, razor