Memoir of the Services of the Bengal Artillery: From the Formation of the Corps to the Present Time, with Some Account of Its Internal OrganizationBuckle, E. (Edmond)
History
Memoir of the Services of the Bengal Artillery: From the Formation of the Corps to the Present Time, with Some Account of Its Internal Organization
Buckle, E. (Edmond)
India -- History -- British occupation, 1765-1947; India -- History, Military; India. Army. Bengal Artillery
The insufficient provision of ordnance and stores for siege purposes
will henceforth often strike the reader; and the question why—possessed,
as Bengal is, of an inland navigation from one extremity of the
presidency to the other, offering every facility for a speedy and cheap
conveyance of stores—ample materials had not been pushed forward to meet
our wants, must continually recur. The suddenness of the campaign cannot
be admitted as a valid reason; the war had been deliberately entered on
eighteen months before, and it was known that the enemy possessed many
strongholds which required battering-trains for their reduction. The
first campaign had given us Agra, a place admirably situated for a
depôt, with reference to the scene of war, to which an adequate
equipment should have been forwarded; but it was not done, and the want
was severely felt in the course of this campaign. If ample supplies are
not available against a fortified place, and it is absolutely necessary
to reduce it, men’s lives must be substituted for shot and shells; in
some cases, no doubt, _time_ is most precious, and it may be a matter of
calculation whether time or men can best be spared; but when near our
own frontier, there can be no excuse for the improvidence which has
failed to provide the requisite stores, and by that means to take from
the commander the choice between expenditure of his troops or of the
munitions of war.
In most we must attribute the blame to the cumbrous and inefficient
machinery of the Military Board, in whose province lies the supervision
of the magazines; but the Board, composed of many members, becomes a
screen for individual responsibility, and this must always be the case
until each member is vested with the sole control of the details of his
own department, subject only to a discussion in the Board of the general
question, that each may have the benefit of his colleagues’ opinions,
and be made aware of what is going on in other departments, that all may
work in concert.
Public-domain text, read in full here on John Shaqi.
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