Read Online AK-47: The Weapon that Changed the Face of War by Larry Kahaner - Free Book Online Page A
Authors: Larry Kahaner
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the compatibility issue came to the forefront.
While older military leaders focused on the compatibility issue, they still missed the big picture. Warfare had changed, and U.S. forces still did not have the right weapon. Despite the lessons of Korea, entrenched military brass were still thinking in terms of World War II infantry weapons.
The person most disturbed by the potential inefficiency of having several different rifles was Robert S. McNamara, the new secretary of defense and former president of Ford Motor Company, the first person outside of the Henry Ford family to achieve that post. McNamara had assembled a team, commonly known as the Whiz Kids, who wanted to run government by the numbers as was done at Ford. Now that computers were becoming a part of American industry, this group scrutinized every military expenditure and asked probing questions about how materials were purchased. The M-14/AR-15 conflict fell within their sights when they saw LeMay’s purchase of 8,500 AR-15 rifles, making it the standard arm for air force personnel. Although LeMay was often thought of as a loose cannon, McNamara and his team respected his military expertise and hard-line approach against Communism. In fact, although McNamara had been a captain in the army, he had served under LeMay and taught air force officers analytical approaches used in business. In particular, he had offered methods to analyze the efficiency of using bombers to kill the enemy. One of McNamara’s present goals was to fix the bureaucracy, which had dithered for more than a decade producing a rifle, the M-14, that nobody seemed to want except those in Ordnance.
His interest was more than academic. If the United States was to engage the North Vietnamese, it would need a single rifle that could be quickly mass-produced at low cost.
With Colt still in financial trouble—Boutelle had already been blamed and fired—Macdonald was desperate. He knew that the AR’s future would be in Vietnam, so he traveled there with demonstration models. His bold move was designed to circumvent the standard military procurement process by going directly to battlefield commanders and having them put pressure on higher-ups to purchase the weapons.
Ordinarily, this kind of end-run tactic would not work, but these were unique times. The United States did not officially have troops in South Vietnam, only “advisors,” nomenclature designed to make the growing commitment more palatable to the American public. As such, the job of a special unit known as the Combat Development Test Center, located in Saigon, was to evaluate the military needs of the South Vietnamese army. It was already clear that the smaller-stature Vietnamese—the average recruit was five feet tall and weighed ninety pounds—could not handle the M-14’s recoil and weight. In addition, the average soldier could carry about three times more AR-15 ammunition than M-14 ammunition because of the lower weight of both the cartridges and rifle. This would be a decided advantage to jungle fighters out on long patrols.
The AR-15 was well received, and reports reached Washington about the lethality of the new weapon and smaller ammunition. American commanders and their South Vietnamese counterparts were especially impressed by the gunshot signatures seen in dead enemy soldiers, with reports of limbs being blown apart and chest cavities exploding after being hit by the high-velocity bullets.
Macdonald felt hopeful when Colt received an order for twenty thousand AR-15s, and he was further buoyed by the assistant secretary of defense’s report stating that the AR-15 was up to five times effective as the M-14 rifle as well as being cheaper to manufacture. Most startling, the report stated that the M-14 was inferior to the old M1.
McNamara and his Whiz Kids were surprised and confused by the discrepancy between this report and the Ordnance Department’s position supporting the M-14, so he
While older military leaders focused on the compatibility issue, they still missed the big picture. Warfare had changed, and U.S. forces still did not have the right weapon. Despite the lessons of Korea, entrenched military brass were still thinking in terms of World War II infantry weapons.
The person most disturbed by the potential inefficiency of having several different rifles was Robert S. McNamara, the new secretary of defense and former president of Ford Motor Company, the first person outside of the Henry Ford family to achieve that post. McNamara had assembled a team, commonly known as the Whiz Kids, who wanted to run government by the numbers as was done at Ford. Now that computers were becoming a part of American industry, this group scrutinized every military expenditure and asked probing questions about how materials were purchased. The M-14/AR-15 conflict fell within their sights when they saw LeMay’s purchase of 8,500 AR-15 rifles, making it the standard arm for air force personnel. Although LeMay was often thought of as a loose cannon, McNamara and his team respected his military expertise and hard-line approach against Communism. In fact, although McNamara had been a captain in the army, he had served under LeMay and taught air force officers analytical approaches used in business. In particular, he had offered methods to analyze the efficiency of using bombers to kill the enemy. One of McNamara’s present goals was to fix the bureaucracy, which had dithered for more than a decade producing a rifle, the M-14, that nobody seemed to want except those in Ordnance.
His interest was more than academic. If the United States was to engage the North Vietnamese, it would need a single rifle that could be quickly mass-produced at low cost.
With Colt still in financial trouble—Boutelle had already been blamed and fired—Macdonald was desperate. He knew that the AR’s future would be in Vietnam, so he traveled there with demonstration models. His bold move was designed to circumvent the standard military procurement process by going directly to battlefield commanders and having them put pressure on higher-ups to purchase the weapons.
Ordinarily, this kind of end-run tactic would not work, but these were unique times. The United States did not officially have troops in South Vietnam, only “advisors,” nomenclature designed to make the growing commitment more palatable to the American public. As such, the job of a special unit known as the Combat Development Test Center, located in Saigon, was to evaluate the military needs of the South Vietnamese army. It was already clear that the smaller-stature Vietnamese—the average recruit was five feet tall and weighed ninety pounds—could not handle the M-14’s recoil and weight. In addition, the average soldier could carry about three times more AR-15 ammunition than M-14 ammunition because of the lower weight of both the cartridges and rifle. This would be a decided advantage to jungle fighters out on long patrols.
The AR-15 was well received, and reports reached Washington about the lethality of the new weapon and smaller ammunition. American commanders and their South Vietnamese counterparts were especially impressed by the gunshot signatures seen in dead enemy soldiers, with reports of limbs being blown apart and chest cavities exploding after being hit by the high-velocity bullets.
Macdonald felt hopeful when Colt received an order for twenty thousand AR-15s, and he was further buoyed by the assistant secretary of defense’s report stating that the AR-15 was up to five times effective as the M-14 rifle as well as being cheaper to manufacture. Most startling, the report stated that the M-14 was inferior to the old M1.
McNamara and his Whiz Kids were surprised and confused by the discrepancy between this report and the Ordnance Department’s position supporting the M-14, so he
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