One's first thought upon meeting him was to wonder why he should have enlisted in the regulars. He seemed to be the type that would have become in another environment a judge of the Supreme Court or the president of a university. After one came to know him, it was evident that he was in the army because he was naturally a soldier. He was also to prove to be the kind of organizer who in civil life is a good mayor of a great city or the efficient head of a large corporation. As Chief of Staff of the A. E. F., he was Pershing's right-hand man for our first ten months in France. It was not long before observers began to appreciate that he was one of the officers capable of "growing" with the growth of his task. One of the acquirements of his self-education was lucid and concise English, whether dictated to a stenographer or written on his little folding typewriter. When you brought a question before him, there was action, unfettered by qualifying verbiage. He did not "pass the buck" to the other fellow, according to the habit which army regulations and restrictions readily develop. When he went into Pershing's room, adjoining his, with a bundle of papers, and returned with them signed, there was finality. He could be tart as well as brief, in the face of prolix and meandering reports or memoranda. "If this man really had something to say," he remarked one day after he had read ten typewritten pages, "I wonder how many more pages he would require." Next to Pershing himself, Harbord was most familiar with the planning and forming of an organization which would be equal to handling an unprecedented problem, three thousand miles from home. That story about the old quartermaster, who said that everything was going beautifully until a war came along and ruined his organization, had a most palpable application when a department which had carried on the routine of supplying our small regular army had to design a service equal to our demands in France. It was unequal to the task. A new and comprehensive system which experience had demonstrated to be suited to our needs divided the activities of the army into two territorial departments. One, that of the zone of advance, running from the outskirts of our training area in Lorraine to the front, was to have charge of the fighting. The other was to see that the fighters reached the front and were supplied when they arrived. His headquarters at Tours, the Commanding General of the new Services of Supply--the "S. O. S.," as the army knew it--was to be the head of a principality, of almost the breadth of France itself, under the kingdom of Pershing. [Illustration: MAP NO. 10 SERVICES OF SUPPLY. SHOWING PORTS AND RAILROAD COMMUNICATIONS.]