firepower and range, McNair wanted to replace 75-mm. howitzers with 75-mm. guns and one battalion of 105-mm. howitzers with 155-mm. howitzers. He felt that mortars had no place in the division artillery because they could not provide close support for infantry and their rate of fire, range, and accuracy failed to meet field artillery standards. Another battery of 75-mm. guns in each direct support battalion was to replace the mortars. Because the reconnaissance squadron operated considerably in front of the division and on its flanks, he proposed that it be moved to the corps level. McNair sensed an overabundance of engineers. In a war of movement, engineers would not have the time to do extensive road work. Another responsibility, that of traffic control, could return to the military police. Therefore, the engineer battalion could be reduced to a company and a separate military police unit would combine provost marshal and traffic control missions. McNair also faulted the special command for the service troops organization and advised its elimination. He believed the ordnance company and band were unnecessary and advocated their reassignment to higher echelons. The quartermaster service company and motor battalion were to be combined as a quartermaster battalion, which was to supply the division with everything except ammunition. Each combat element was to remain responsible for its own ammunition supply. These changes produced a division of 10,275 officers and enlisted men.[1]
After analyzing all reports and comments, the Modernization Board redesigned the division, retaining three combat teams built around the infantry regiments. Each regiment consisted of a headquarters and band, a service company, and three battalions, each with one heavy weapons company armed with 81-mm. mortars and .30- and .50-caliber machine guns and three rifle companies, but no antitank unit. The .50-caliber machine guns in the heavy weapons companies and the 37-mm. guns in the regimental headquarters companies were to serve primarily as antitank weapons. The large four-battalion artillery regiment was broken up into two smaller regiments, one of three 75-mm. gun battalions and the other with a battalion of 105-mm. howitzers and a battalion of 155-mm. howitzers. Although the test had shown that the field artillery commander had no problems with the four-battalion unit, school commandants and corps area commanders questioned the quality of command and control within the regiment. Two general officers assisted the commander, one for infantry and one for field artillery, but they were not in the chain of command for passing or rewriting orders. Within the combat arms regiments, signal functions fell under the regimental commanders, while the divisional signal company operated the communication system to the regiments. The engineer battalion was retained but was reduced in size and consisted of three line companies in addition to the battalion headquarters and headquarters company. Traffic control duties moved to a new military police company that combined those activities with the provost marshal's office.[2]
The board completely reorganized the supply system. The combat arms were given responsibility for their own ammunition resupply and baggage. Therefore, the motor battalion was eliminated. A new quartermaster battalion was established,
- ↑ Lesley J. McNair, High Lights of Report by CG, 2d Division of the Field Service Test of the PID including the Division Recommended, 31 Mar 1938, McNair Papers, RG 407, NARA.
- ↑ Harry C. Ingles, "The New Division," Infantry 49 (Nov–Dec 1939): 521–29; Ltr, TAG to CG, Eighth Corps Area, 24 Jan 39, sub: Directive for extended field service test of new division organization, AG 320.2 (12–29–38) Misc. (Ret) M-C, 2d Infantry Division file, DAMH-HSO.
