The Navy, as did all other war agencies, leaned upon the War Industries Board which, by priority orders, saw that war material was furnished where most needed. Admiral Frank F. Fletcher was the Navy's representative on the Board. He showed the same ability in that important position which he had demonstrated when commander-in-chief of the Atlantic Fleet. The War Industries Board, which rendered invaluable service, was made up of men who won national approval by their masterful handling of the big tasks committed to them. Its membership was: Bernard M. Baruch, chairman; Andrew Legge, vice-chairman; Robert S. Brookings, Hugh Frayne, Rear Admiral F. F. Fletcher, Brigadier General Hugh S. Johnson, Judge Edwin B. Parker, George N. Peek, J. L. Replogle, L. L. Summers; H. P. Ingels, secretary; Albert C. Ritchie, general counsel; Herbert Bayard Swope, associate member of the board, assistant to chairman. Admiral C. J. Peoples was the Navy representative on priorities. All supplies for the Navy, except such as were regulated by priority orders, were obtained throughout the war by formal contracts entered into after the widest possible public competition in the open market, the only restriction being that--as required by Section 3722 of the Revised Statutes of the United States--no person was allowed to bid unless he was a manufacturer or regular dealer. Throughout the war, all formalities attendant upon the opening of bids were strictly adhered to. The proposals were opened every day--sometimes far into the night--and read out publicly, each bidder having ample opportunity to know his competitors' offers and also to be sure that his own were not overlooked. Even in the few cases where military secrecy was obligatory, there was still genuine competition. The eight bidders, for instance, on the mines for the North Sea Barrage were invited to meet each other and the purchasing officials in a locked and guarded room, even these confidential bids being strictly competitive. The idea in all business dealings by the Navy was that every single transaction--indeed every part of every transaction--must not only be right but look right. It is scarcely to be wondered at that by following this rule and also by giving prompt inspections and making immediate payments, the Navy throughout the war maintained most cordial relations with a business public which well knew that every contract was awarded to the lowest responsible bidder whose goods were up to the standard required by specifications and fit for the use for which they were intended. It was largely for this reason that the purchasing machinery was able to expand so enormously without confusion or delay. In one day during the war the purchases amounted to over $30,000,000, as compared with $19,000,000 during the heaviest pre-war year.