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Copyright © 2015 Pearson Education, Inc.
Chapter 7
Supporting Procurement with SAP
Chapter Objectives/Study Questions
Q1. What are the fundamentals of a Procurement process?
Q2. How did the Procurement process at CBI work before SAP?
Q3. What were the problems with the Procurement process before SAP?
Q4. How does CBI implement SAP?
Q5. How does the Procurement process work at CBI after SAP?
Q6. How can SAP improve supply chain processes at CBI?
Q7. How does the use of SAP change CBI?
Q8. What new IS will affect the Procurement process in 2024?

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List of Key Terms
• 3D printing – also known as additive manufacturing, objects are manufactured
through the deposition of successive layers of material.
• Augmented reality – computer data or graphics overlaid onto the physical
environment.
• Bottleneck – event that occurs when a limited resource greatly reduces the output of
an integrated series of activities or processes.
• Bullwhip effect – occurs when companies order more supplies than are needed due to
a sudden change in demand.
• Buy-in – selling a product or system for less than its true price.
• Finished goods inventory – completed products awaiting delivery to customers.
• Internal control – control that systematically limits the actions and behaviors of
employees, processes, and systems within the organization to safeguard assets and to
achieve objectives.
• Invoice – an itemized bill sent by the supplier.
• Lead time – the time required for a supplier to deliver an order.
• Procurement – the process of obtaining goods and services such as raw materials,
machine spare parts, and cafeteria series. It is an operational process executed
hundreds or thousands of times a day in a large organization. The three main
procurement activities are Order, Receive, and Pay.
• Purchase order – a written document requesting delivery of a specified quantity of
product or service in return for payment.
• Purchase requisition (PR) – an internal company document that issues a request for
a purchase.
• Radio-frequency identification (RFID) – chips that broadcast data to receivers to
display and record data that can be used to identify and track items in the supply
chain.
• Raw materials inventory – stores components like bicycle tires and other goods
procured from suppliers.
• Returns Management process – manages returns of a business’ faulty products.
• Roll up – the accounting process to compile and summarize the accounting
transactions into balance sheets and income statements.
• Supplier evaluation process – process to determine the criteria for supplier selection
that adds or removes suppliers from the list of approved suppliers.
• Supplier Relationship Management (SRM) process – process that automates,
simplifies, and accelerates a variety of supply chain processes. It helps companies
reduce procurement costs, build collaborative supplier relationships, better manage
supplier options, and improve time to market.
• Supply chain management (SCM) – the design, planning, execution, and integration
of all supply chain processes. It uses a collection of tools, techniques, and
management activities to help businesses develop integrated supply chains that
support organizational strategy.
• Three-way match – the data on the invoice must match the purchase order and the
goods receipt.

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MIS InClass 7
1. Describe the order pattern from the customers to the retailer every week.
The order pattern from the customers to the retailer was random from week to week.
One week demand would be six bikes, and 12 the next. The following week demand
would be for only two bikes. Sometimes the demand would trend upward, steadily
increasing over a period of weeks. At other times, demand would slowly fall over a
period of time.
2. Why did the ordering pattern between the suppliers in the supply chain evolve
the way it did?
Initially, the ordering pattern between the stations was very erratic. A bullwhip effect
was created. As the game moved forward, product was able to work its way through
the supply chain, so orders were able to be met. This created a pattern of over-
ordering, which led to generally excessive inventory. As the randomness of the orders
was realized, the orders through the supply chain moved up and down as well.
3. What are the objectives and measures for each team’s procurement process?
The objectives for each station are to have less inventory and less backorders. To
measure this, stations use the total cost. The total cost is 0.5 (inventory) +1
(backorders).
4. Where is the IS? What would more data allow? What data are most needed?
There is not an IS present in the game. More data would allow materials planning
within the supply chain. Customer demand is most needed. It takes a long time to get
the customer data through the different stations. If the factory had a more direct view
of customer demand, the backorder and inventory problems would not be as
exaggerated downstream.
5. If you spent money on an IS, would it improve an activity, data flow, control,
automation, or procedure?
It would improve the linkage between the retailer and each of the stations in the
supply chain. Without an IS, each station can only know what the demand is one
station away, and there is an inherent lag. This lag can be reduced when every station
understands what the customer demand actually is.

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6. Create a BPMN diagram of your team’s weekly procurement process.
Procurement Process for Wholesaler
Purchasing Manager Warehouse Manager Fulfillment Manager
Phase
Receive Incoming
Orders and Advance
the order delay
Fill the Order
Place Order
Receive Inventory
and advance the
shipping delay
Record Back Log
Start
Enough
inventory to
fulfill
Yes
No
Check Inventory
Inventory
Update Inventory
Enough
Inventory
No
End
Yes
Update Inventory

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Using Your Knowledge
7-1. Two supply chain processes introduced in this chapter are Returns
Management and Supplier Evaluation.
a. Create a BPMN diagram of each of these processes.
Returns Managment
Retailer Factory Supplier
Phase
Start
End
Product Received by
Retailer
Product Returned to
Factory
Correct Supplier
Charged for Defect
Replacement
Product issued to
Customer
Product Received by
Factory
Product Examined
for Defect
Supplier Charged

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Supplier Evaluation
Approved Supplier List
Purchasing Manager
Phase
Approved
Supplier DB
Start
End
Suppliers are
nominated
Information
Gathered
Supplier
Approved
Update List
Yes
b. Specify efficiency and effectiveness objectives for each process and identify
measures appropriate for CBI.
Potential efficiency objective examples for:
Returns Management: Fewer product returns.
Supplier Evaluation: Time to approve suppliers.

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Potential effectiveness objective examples for:
Returns Management: Quality Controls.
Supplier Evaluation: Sufficient number of approved suppliers.
Potential efficiency measures for:
Returns Management: Percentage of quality control tests passed and inspecting
parts prior to assembly.
Supplier Evaluation: Inventory turnover.
Potential effectiveness measures for:
Returns Management: Decrease in Product Returns account.
Supplier Evaluation: Decrease in the number of suppliers removed from the list
of approved suppliers.
c. What new information system technologies could be used by CBI to
improve these processes, as specified by your measures in part b? Can AR,
RFID, or 3D printing be used to improve these processes?
Yes, RFID could be used to track batches of parts that fail a quality control
inspection, allowing CBI to find the parts before they are used to assemble other
products. Augmented Reality could be used when inspecting a returned product.
The parts in the product could be linked directly to the supplier, allowing CBI to
quickly charge the supplier for the defect to reduce its own Returns allowance
and increase its accounts receivable.
7-2. Which of the four nonroutine cognitive skills identified in Chapter 1 (i.e.,
abstract reasoning, systems thinking, collaboration, and experimentation) did
you use to answer the previous question?
Based on the example answer for question 1, the nonroutine cognitive skill of
systems thinking was used to determine what available technologies could be used
by CBI to help improve its processes and how the technologies could be leveraged
to help each other. Abstract reasoning was also utilized to determine in which step
of the process the technology could be used.
7-3. Which of the four skills in Exercise 7-2 would be most important for Wally’s
replacement?
Wally’s replacement will need to possess systems thinking in order to connect all of
the inputs and outputs produced by CBI into one big system. The three remaining
non-routine skills will also be important for Wally’s replacement. Technology
moves quickly and to remain an effective manager, Wally’s replacement will need
to move quickly as well. Over the course of ten or twenty years, the processes will
also change, creating more opportunities for CBI to improve and become an even
better business.

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7-4. The Procurement process in this chapter is an inbound logistics operational
process. Name two other operational processes at CBI. Describe two inbound
logistics managerial processes and two strategic processes.
Examples of two other operational processes are Accounts Payable and Conducting
Sales. Examples of inbound logistics managerial processes include materials
requirement planning and production assembly employee scheduling. Examples of
strategic processes include budget planning and determining future warehouse
space requirements.
7-5. If a warehouse worker opens a box and the contents are broken, those items
will be returned to the supplier. Add this activity to the BPMN diagram of the
Procurement process (Figure 7-14).
Updated BPMN for Figure 7-12
Purchasing Manager
Warehouse
Manager
SAP Application Accountant
Phase
Start
Update DB
Create Purchase
Requisition
Create Purchase
Order
Receive Goods
Receive Invoice
Yes
Consistent 3
Way Match
Pay Supplier
Yes
End
Retrieve Three-Way
Match Data
Update DB
SAP DB
No
Product in
Acceptable
Condition
Return Product to
Supplier
No
7-6. For the Procurement process after SAP implementation, what are the triggers
for each activity to start? For example, what action (trigger) initiates the
Create PO activity?
To start, the raw material inventory for a given product must drop below a
predetermined level. This will cause a purchase requisition to be created. Once a PR
is created, the purchasing manager must approve it in order to create a purchase
order. Once a PO is created and the materials are delivered, a goods receipt is

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created. Once the goods are added to the inventory, the goods receipt creates an
entry in accounts payable. Once CBI receives the invoice for the PO, the receive
invoice process is triggered. This allows the Pay supplier activity to begin. Before
the post outgoing payment activity can be completed, the data from the PO, goods
receipt, and invoice must all be correct (the three-way match).
7-7. What kinds of errors can Wally, Maria, and Ann make that are not captured
by SAP? One example is that Wally might count 20 bottles and 30 cages but
mistakenly enter 20 cages and 30 bottles. Describe a particularly harmful
mistake that each can make and how the process could be changed to prevent
that error.
Wally could accidentally miss clicking OK for one of the products in the Goods
Receipt Screen. Maria could select the wrong supplier for a particular material. Ann
could select the wrong supplier to which to issue a payment. A particularly harmful
mistake that Wally could make is to forget to create a good receipt altogether. To
improve this process, augmented reality and RFID tags could be used to identify
materials that have been shipped by the supplier but have yet to be entered into
inventory at CBI. Maria could mistype a part number to be ordered. To prevent this,
a check could be run to confirm that the part number ordered is below the minimum
stock on hand. Ann could pay the wrong vendor. To prevent this, checks could be
used to ensure that the vendor being paid has an unpaid invoice with CBI and that
the amount of payment is less than or equal to the amount of the accounts payable
for that particular vendor.
7-8. How does a pizza shop’s Procurement process differ from CBI’s? What do you
believe is the corporate strategy of your favorite pizza franchise? What are the
objectives and measures of its Procurement process to support this strategy?
A pizza shop’s procurement process would need to be more efficient than CBI’s.
Pizza shops carry perishable items on their inventory, which means inventory must
be turned over quickly. Pizza shops also generally have narrow margins. This
means that there is not as much room to carry excess inventory like CBI might be
able to. Papa John’s, with over 3,500 locations, aims to provide better pizzas by
using better ingredients. This can be particularly difficult due to the need for fresh
vegetables. Because of this, the chain has local suppliers for each location. To
support the strategy, Papa John’s should have relatively small amounts of raw
materials on hand to make sure that the ingredients are fresh. This can be measured
by the inventory turnover for each ingredient. Another measure is the response time
by suppliers to provide the fresh ingredients. This can be measured by the order
fulfillment time.
7-9. 3D printing has many benefits for businesses. Suggest three products that CBI
might print instead of procure with traditional means and three that your
university might print.
Suggested answers for CBI:
• Any plastic parts for its bicycles, ranging from wheel reflector shells to handle-
bar plugs and from tire filler caps to water bottles and helmet shells.

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• Promotional materials such as key chains, custom signage for store display, etc.
• With the right technology and printer cartridges, metal parts may be part of the
process in the future. There are currently experiments with titanium printing that
would allow the printing of high-end gears, derailleurs, etc.
Suggested answers for a university:
• Athletic equipment (think football, hockey, etc.).
• Keys, most universities spend significant funds on key manufacture and control.
• Soft and hard goods with the university seal/logo for sale in the bookstore and at
events.
Students will certainly have a plethora of suggestions.
Which procurement objectives does 3D printing support?
Procurement is primarily associated with inbound logistics. It is the process by
which goods are ordered, received, stored, disseminated within the organization,
and paid for. 3D printing affects ordering (to some extent), receipt, storage, and
dissemination (depending upon where printing occurs relative to the ultimate user’s
location).
7-10. Augmented reality will help employees find items in a warehouse, but this IS
may also support many other processes. Name two and describe how AR will
improve them. Use Google Glass as one example of using AR, and use another
example of AR for your other process.
AR could assist with navigation though a large facility to locate an individual or
functional location. AR could also be used to help a person during a presentation by
presenting context sensitive information viewable only by the presenter regardless
of the presenter’s proximity to a computer (think Google Glass). In a more
traditional sense, AR could present 3D images of complex designs to assist in
product repair, virtual design interaction, etc. If AR is tied to GPS, which is
certainly a reality, your smartphone can present an AR view of your current
location to give you information about your surroundings, or possibly suggest
possibilities for a sales call close to you, for example.

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Collaboration Exercise 7
1. Figure 7-8 lists problems with the Procurement process at CBI. Which of these
would apply to the university? Which would not? What are some procurement
problems that might be unique to an athletics department?
In the Accounting role, three-way match discrepancies and the lack of real time
accounting data would apply at university. Purchasing agents could be spread across
many departments and colleges. Internal controls could also be weak in the
Purchasing role. The problems with finished goods inventory and raw materials
inventory would not apply to the university. The athletics department, on the other
hand, may face issues with procurement due to the need for a very specialized piece
of athletic equipment that is only offered by a limited number of suppliers. An
athletics department might also face issues with increased procurement costs because
of low order volumes. It might be difficult to obtain economies of scale when there
are only 25 hockey players who need hockey skates ordered for the season.
2. Figure 7-12 lists objectives and measures that the managers at CBI determined
for the Procurement process. What objectives and measures would you suggest
for the university? What objectives and measures would you expect the athletics
director to suggest (do not use the objectives and measures from Chapter 6)?
For the university, an objective should be to reduce inventory. Another objective
could be to reduce costs. Measures for these objectives would be decreasing
inventory costs from 25% of sales to 15% and to reduce product costs by 5%. The
athletics department should use objectives like reduce cost and increase the volume of
cross-selling. Measures could include reducing product costs by 10% and increasing
cross-selling revenues by 25%.
3. Figure 7-28 lists the impacts of SAP on an organization. Which of these impacts
would affect the athletics department?
Of the four items listed, new skills needed and process focus would affect the
athletics department. The department will need to train employees to be proficient
with the supply chain management system, and to utilize employees’ abstract
reasoning and analytical skills. The athletics department will also need to focus on
processes. The inputs and outputs into the system will provide more data for the
department’s customers and suppliers.
4. Chapter 1 explained four nonroutine cognitive skills: abstract reasoning, systems
thinking, collaboration, and experimentation. Explain how implementing the
new Procurement process at CBI will require each of these skills from the
members of the SAP implementation team.
Abstract reasoning is needed to create and manipulate the models for CBI’s
processes. Ultimately, the process used by the employees and the process that the
SAP software is designed to aid must be the same. It may require the human
processes and computer processes to be tweaked in order to work together. Systems
thinking will be needed in order to fully realize the benefits provided by SAP. The
ERP system creates many inputs and outputs which can be used by the company to

12 of 17
increase the efficiency of it processes and to increase its operating margins. It is up to
the employees to realize how the data can be used. Collaboration is essential for a
successful implementation. Employees from different areas of the company will need
to work together toward a common goal for the investment in the system to be
worthwhile. Experimentation is needed to pursue potential solutions to problems in
the processes and to foster learning opportunities. Not every experiment will be
successful; the opportunity comes in learning something from a failed experiment
other than the knowledge that what was tried did not work.

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the outwork consisted of about 250 men. Of these ninety, including
the colonel, were taken prisoners, and most of the others were
either killed or drowned in the swollen stream. An attempt was made
to succour the brave defenders, but the soldiers were driven back
before they could come up to the Picurina. The possession of this
outwork enabled Wellington to place guns within 300 yards of the
body of the place, and on the following day two breaching batteries
began their work of destruction, with the result that on the 6th April
three breaches were declared to be practicable.
At ten o’clock that night the attempt was to be made, the 3rd
Division under Picton escalading the castle, the 4th Division with
General the Hon. C. Colville attacking the bastion of La Trinidad, the
Light Division commanded by Colonel Barnard the bastion of Santa
Maria, General Leith’s 5th Division the bastion of San Vincente. The
attack on the bastions was to be made by storming the breaches.
Wellington stood on rising ground facing the main breach,
accompanied by the Prince of Orange and Lord March.
“When the head of the Light Division arrived at the ditch of the
place (the great breach) it was a beautiful moonlight night,” Sir
Harry Smith relates with the authority of a participant in the
action.
72
“Old Alister Cameron, who was in command of four
Companies of the 95th Regiment, extended along the counterscarp
to attract the enemy’s fire, while the column planted their ladders
and descended, came up to Barnard and said, ‘Now my men are
ready; shall I begin?’ ‘No, certainly not,’ says Barnard. The breach
and the works were full of the enemy, looking quietly at us, but not
fifty yards off and most prepared, although not firing a shot. So soon
as our ladders were all ready posted, and the columns in the very
act to move and rush down the ladders, Barnard called out, ‘Now,
Cameron!’ and the first shot from us brought down such a hail of fire
as I shall never forget, nor ever saw before or since. It was most
murderous. We flew down the ladders and rushed at the breach, but
we were broken, and carried no weight with us, although every
soldier was a hero. The breach was covered by a breastwork from

behind, and ably defended on the top by chevaux-de-frises of sword-
blades, sharp as razors, chained to the ground; while the ascent to
the top of the breach was covered with planks with sharp nails in
them.... One of the officers of the forlorn hope, lieutenant Taggart of
the 43rd, was hanging on my arm—a mode we adopted to help each
other up, for the ascent was most difficult and steep. A Rifleman
stood among the sword-blades on the top of one of the chevaux-de-
frises. We made a glorious rush to follow, but, alas! in vain. He was
knocked over. My old captain, O’Hare, who commanded the storming
party, was killed. All were awfully wounded except, I do believe,
myself and little Freer of the 43rd. I had been some seconds at the
revétement of the bastion near the breach, and my red-coat pockets
were literally filled with chips of stones splintered by musket-balls.
Those not knocked down were driven back by this hail of mortality
to the ladders. At the foot of them I saw poor Colonel Mc
Leod with
his hands on his breast.... He said, ‘Oh, Smith, I am mortally
wounded. Help me up the ladder.’ I said, ‘Oh, no, dear fellow!’ ‘I am,’
he said; ‘be quick!’ I did so, and came back again. Little Freer and I
said, ‘Let us throw down the ladders; the fellows shan’t go out.’
Some soldiers behind said, ‘... if you do we will bayonet you!’ and we
were literally forced up with the crowd. My sash had got loose, and
one end of it was fast in the ladder, and the bayonet was very nearly
applied, but the sash by pulling became loose. So soon as we got on
the glacis, up came a fresh Brigade of the Portuguese of the 4th
Division. I never saw any soldiers behave with more pluck. Down
into the ditch we all went again, but the more we tried to get up, the
more we were destroyed. The 4th Division followed us in marching
up to the breach, and they made a most uncommon noise. The
French saw us, but took no notice.... Both Divisions were fairly
beaten back; we never carried either breach (nominally there were
two breaches).... There is no battle, day or night, I would not
willingly react except this. The murder of our gallant officers and
soldiers is not to be believed.”
The attack on the castle was no less furious. Again and again
the ladders were hurled back, but they were always put in place

again, notwithstanding the fearful and continuous fire to which the
assailants were subjected. Great beams of timber, stones, everything
calculated to kill or maim a man were regarded as useful weapons
by the defenders. Nothing came amiss to them in their determined
defence. Scores of soldiers were flung down, when another minute
of safety would have enabled them to secure a footing on the
ramparts. They fell in the ditch, often injuring or killing others
besides themselves. At last Lieutenant-Colonel Ridge managed to
place two ladders at a spot which had not been used before, and
where the wall was lower. The officer scaled one, followed by his
men, and reached the rampart. The surprised garrison was repulsed,
and very soon the castle was in the hands of the British. Poor Ridge
did not live to reap his richly-deserved reward. He was killed before
the conclusion of the assault.

Wellington at Badajos congratulating Colonel Watson
R. Caton Woodville
A little while previous to the successful termination of the attack
Dr James Mc
Gregor and Dr Forbes approached Wellington. “His
lordship,” says the former, “was so intent on what was going on, that
I believe he did not observe us. Soon after our arrival, an officer
came up with an unfavourable report of the assault, announcing that
Colonel Mc
Leod and several officers were killed, with heaps of men
who choked the approach to the breach. At the place where we
stood we were within hearing of the voices of the assailants and the
assailed, and it was now painful to notice that the voices of our
countrymen had grown fainter, while the French cry of ‘Avancez,
étrillons ces Anglais,’ became stronger. Another officer came up with
still more unfavourable reports, that no progress was being made,

for almost all the officers were killed, and none left to lead on the
men, of whom a great many had fallen.
“At this moment I cast my eyes on the countenance of Lord
Wellington, lit up by the glare of the torch held by Lord March. I
never shall forget it to the last moment of my existence, and I could
even now sketch it. The jaw had fallen, the face was of unusual
length, while the torch-light gave his countenance a lurid aspect; but
still the expression of the face was fair. Suddenly turning to me and
putting his hand on my arm, he said, ‘Go over immediately to Picton,
and tell him he must try if he cannot succeed on the castle.’ I
replied, ‘My lord, I have not my horse with me, but I will walk as fast
as I can, and I think I can find the way; I know part of the road is
swampy.’ ‘No, no,’ he replied, ‘I beg your pardon, I thought it was De
Lancey.’ I repeated my offer, saying I was sure I could find the way,
but he said ‘No.’
“Another officer arrived, asking loudly, ‘Where is Lord
Wellington?’ He came to announce that Picton was in the castle. He
was desired instantly to go to the breach, and to request the
stormers to renew their efforts, announcing what had befallen; and
immediately Lord Wellington called for his own horse, and followed
by the Prince and Lord March, rode to the breach.”
General Walker, leading the assault on San Vincente,
experienced much the same rough treatment as the other divisions,
but eventually succeeded in forcing his way into the town.
Philippon and a few hundred men managed to cross the
Guadiana and found refuge in Fort San Christoval, only to surrender
the following morning. The price paid by the victors in dead and
wounded during the siege was nearly 5000 men; those of the enemy
who laid down their arms numbered some 3800. The glory of the
triumphant army was unfortunately tarnished by the gross
misconduct of the men, and it was not until a gallows was raised
that a stop was put to their evil ways.

Wellington was now anxious to meet Soult as soon as Badajoz
was put in a state of defence, but when he received the ill news of
the defeat of the French garrison the Marshal promptly retired to
Seville. As Marmont was threatening Almeida and Ciudad Rodrigo
the British General had no alternative but to turn northward. He had
to thank the Spaniards for this. By neglecting to provision the places
they had practically placed them at the mercy of the enemy should
he appear in considerable numbers. They were already blockading
the latter place. “If Ciudad Rodrigo had been provisioned,”
Wellington writes to his brother Henry, “as I had a right to expect,
there was nothing to prevent me from marching to Seville at the
head of 40,000 men, the moment the siege of Badajoz was
concluded.” It was, of course, very important that the line of
communication between Marmont and Soult should be impeded as
much as possible, and Hill was given this important task. Failing to
surprise Almarez, the General pushed on to Fort Napoleon, on the
other side of the Tagus, which was captured as well as Fort Ragusa.
False information alone prevented Hill from following up his victories.
He was told that Soult was in Estremadura, and he withdrew to the
Guadiana.
Wellington began his advance, and on the 13th June crossed the
Agueda. On his approach to Salamanca he at once laid siege to
three newly-erected forts, “each defending the other.” Marmont,
knowing the likelihood of such an event, had wisely stored a good
supply of food in them, so that there was a likelihood of their being
able to hold out until he could succour them. The Marshal made one
or two demonstrations to no good effect. He as obstinately declined
to begin offensive measures as Wellington declined to be enticed to
leave his strong position on the heights of San Christoval.
It took Wellington some time to secure the forts, which were
well built and equipped, but on the 27th they fell into his hands, two
by storm and one by capitulation. The last mentioned was being
attacked when the flag was hauled down and would doubtless have
been captured had not the commander given way before the British

made good their assault. Marmont thereupon retired behind the
Douro to await reinforcements.
After having destroyed some military works at Alba de Tormes
and garrisoned the castle of Salamanca with Spaniards, Wellington
pushed forward and engaged Marmont’s rearguard on the 2nd July.
He took up a position on the left bank of the Douro, on the opposite
side of that occupied by the enemy, who was shortly afterwards
strengthened by the support of Bonnet’s division from the Asturias.
Near Tordesillas, which with Toro and Tudela was held by the
French, the Marshal took courage and fought an action with Sir
Stapleton Cotton, who was in command of Wellington’s right, on the
18th July. To resist him was impossible, for he had secured all the
bridges and many of the fords. The action began at dawn, and
Cotton gallantly maintained his post, but the enemy managed to
turn the left flank of the British position. “The troops,” says
Wellington in his official report, “retired in admirable order to
Torrecilla de la Orden, having the enemy’s whole army on their flank,
or in their rear, and thence to Guareña, which river they passed
under the same circumstances, and effected their junction with the
army.”
Wellington fell back to within two miles of Salamanca, his left
resting on the Tormes, his right abutting on two hills called Los
Aripeles;
73
Marmont secured the heights of Nuestra Señora de la
Peña.
Many years after the battle of Salamanca, General Alava, a
Spanish officer at the British headquarters, was at Wellington’s
breakfast table at Walmer, and he regaled the company with the
story of the great soldier’s breakfast on the 22nd July 1812. Croker
has recorded it for us, with the comment that the Duke listened “as
quietly as if it related to another person.”
“The Duke had been very busy all the morning, and had not
thought of breakfast, and the staff had grown very hungry; at last,
however, there was a pause (I think he said about two) near a

farmyard surrounded by a wall, where a kind of breakfast was
spread on the ground, and the staff alighted and fell to; while they
were eating, the Duke rode into the enclosure; he refused to alight,
and advised them to make haste; he seemed anxious and on the
look-out. At last they persuaded him to take a bit of bread and the
leg of a cold roast fowl, which he was eating without knife from his
fingers, when suddenly they saw him throw the leg of the fowl far
away over his shoulder, and gallop out of the yard, calling to them to
follow him. The fact is, he had been waiting to have the French
sighted at a certain gap in the hills, and that was to be the signal of
a long-meditated and long-suspended attack. ‘I knew,’ says Alava,
with grave drollery, ‘that something very serious was about to
happen when an article so precious as the leg of a roast fowl was
thus thrown away.’” Croker adds that “the Duke sat by with his head
inclined, quite silent, but with a quiet smile which seemed to say
that the narration was a good deal pleasanter than the reality had
been.”
Wellington was able to seize the nearer hill but the French
secured the other, while another miniature height named Nuestra
Señora de la Peña was the centre of a most desperate conflict, which
continued through the long hours of the day. Marmont made the
fatal error of dividing his army, sending Thomière’s division to turn
the British right flank, with intent to cut off all hope of retreat on the
part of Wellington, should he wish to do so, by means of the Ciudad
Rodrigo road. This movement separated the French left wing from
the centre, and this it was that caused the British Commander to
fling away the dearly prized leg of a chicken.

The End of Breakfast
Thomas Maybank
After looking through his glass with wrapt attention Wellington
turned to his Spanish colleague with the words, “My dear Alava,
Marmont is undone!” His active brain told him at once of his enemy’s
mistake. Having made his dispositions he ordered Pakenham, his
brother-in-law, to throw the 3rd Division into line and cross the

march of Thomière’s columns. “It shall be done; give me your hand,”
replied that energetic officer. He hurled the Portuguese cavalry, two
squadrons of the 14th Light Dragoons, and the “Fighting 3rd” at the
flank and rear of the French left. Other divisions under Cole, Leith,
Bradford, and Cotton attacked the enemy in front. “No sooner was
Pakenham in motion towards the heights,” says one who took part in
the battle, “than the ridge he was about to assail was crowned with
twenty pieces of cannon, while in the rear of this battery were seen
Foy’s division, endeavouring to regain its place in the combat. A flat
space of 1000 yards in breadth was to be crossed before Pakenham
could reach the height.
“The French batteries opened a heavy fire, while the two
brigades of artillery, commanded by Captain Douglas, posted on a
rising ground behind the 3rd Division, replied to them with much
warmth. Pakenham’s men may thus be said to have been between
two fires, that of our own guns firing over their heads, while the
French balls passed through their ranks, ploughing up the ground in
every direction; but the veteran troops which composed the 3rd
Division were not shaken even by this.
“Wallace’s three regiments advanced in open columns, until
within 250 yards of the ridge held by the French infantry. Foy’s
column, 5000 strong, had by this time reached their ground, while in
their front the face of the hill had been hastily garnished with
riflemen. All were impatient to engage, and the calm but stern
advance of Pakenham’s right brigade was received with beating of
drums and loud cheers from the French, whose light troops, hoping
to take advantage of the time which the deploying into line would
take, ran down the face of the hill in a state of great excitement, but
Pakenham, who was naturally of a boiling spirit and hasty temper,
was on this day perfectly cool. He told Wallace to form line from
open column without halting, and thus the different companies, by
throwing forward their right shoulders, were in a line without the
slow manœuvre of deployment.

“Astonished at the rapidity of the movement, the French riflemen
commenced an irregular and hurried fire, and even at this early
stage of the battle a looker-on could, from the difference in the
demeanour of the troops of the two nations, form a tolerably correct
opinion of what the result would be. Regardless of the fire of the
riflemen, and the showers of grape and canister, Pakenham
continued to press forward; his centre suffered, but still advanced;
his right and left, being less oppressed by the weight of the fire,
continued to advance at a more rapid pace, and as his wings inclined
forward and outstripped the centre, his right brigade assumed the
form of a crescent. The manœuvre was a bold as well as a novel
one, and the appearance of the brigade imposing and unique;
because it so happened that all the British officers were in front of
their men—a rare occurrence. The French officers were also in front,
but their relative duties were widely different—the latter encouraging
their men into the heat of the battle—the former keeping their
devoted soldiers back—what a splendid national contrast!”
When the brow of the hill was reached the men were subjected
to a murderous hail of fire from Foy’s division. Nearly all of Wallace’s
first rank, as well as many officers, fell beneath it. But the others,
urged by their commander, pressed on with fixed bayonets, and the
French troops were forced backward. Thomière was amongst the
killed, and many were taken prisoners in the rout which followed.
“Immediately on our left,” the narrative continues, “the 5th
Division were discharging vollies against the French 4th; and Pack’s
brigade could be seen mounting the Aripeles height, but
disregarding everything except the complete destruction of the
column before him, Pakenham followed it with the brigade of
Wallace, supported by the reserves of his division.
“The battle at this point would have been decided on the
moment, had the heavy horse under Le Marchant been near enough
to sustain him. The confusion of the enemy was so great that they
became mixed pell-mell together, without any regard to order or
regularity, and it was manifest that nothing short of a miracle could

save Foy from total destruction. Sir Edward Pakenham continued to
press on at the head of Wallace’s brigade, but Foy’s troops outran
him. Had Le Marchant been aware of this state of the combat, or
been near enough to profit by it, Pakenham would have settled the
business by six o’clock instead of seven. An hour, at any period
during a battle, is a serious loss of time, but in this action every
moment was of vital import. Day was rapidly drawing to a close: the
Tormes was close behind the army of Marmont, ruin stared him in
the face; in a word, his left wing was doubled up—lost; and
Pakenham could have turned to the support of the 4th and 5th
Divisions, had our cavalry been ready to back Wallace at the
moment he pierced the column. This, beyond doubt, was the
moment by which to profit, that the enemy might not have time to
re-collect himself; but, while Le Marchant was preparing to take part
in the combat, Foy, with admirable presence of mind, remedied the
terrible confusion of his division, and calling up a first brigade to his
support, once more led his men into the fight, assumed the
offensive, and Pakenham was now about to be assailed in turn. This
was the most critical moment of the battle; Boyer’s horsemen stood
before us, inclining towards our right, which was flanked by two
squadrons of the 14th Dragoons and two regiments of Portuguese
cavalry; but we had little dependence upon the Portuguese, and it
behoved us to look to ourselves.
“Led on by the ardour of conquest, we had followed the column
until at length we found ourselves in an open plain, intersected with
cork trees, opposed by a multitude, who, reinforced, again rallied,
and turned upon us with fury. Pakenham, Wallace, Seton, and
Mackie, rode along the line from wing to wing, almost from rank to
rank, and fulfilled the functions of adjutants in assisting the officers
to reorganise the tellings-off of the men for square. Meanwhile the
first battalion of the 5th drove back some squadrons of Boyer’s
dragoons; the other six regiments were fast approaching the point
held by Wallace, but the French cavalry in our front and upon our
right flank caused Pakenham some uneasiness.

“The peals of musketry along the centre still continued without
intermission; the smoke was so thick that nothing to our left was
distinguishable; some men of the 5th Division got intermingled with
ours; the dry grass was set on fire by the numerous cartridge papers
that strewed the field of battle; the air was scorching, and the
smoke rolling on in huge volumes, nearly suffocated us.
“A loud cheering was heard in our rear—the brigade turned half
round, supposing themselves about to be attacked by the French
cavalry. A few seconds passed—the trampling of horse was heard—
the smoke cleared away, and the heavy brigade of Le Marchant was
seen coming forward in a line at a canter. ‘Open right and left,’ was
an order quickly obeyed; the line opened, the cavalry passed
through the intervals, and forming rapidly in our front prepared for
their work.
“The French column, which a moment before held so imposing
an attitude, became startled at this unexpected sight. A victorious
and highly excited infantry pressed closely upon them; a splendid
brigade of three regiments of cavalry, ready to burst through their ill-
arranged and beaten column, while no appearance of succour was at
hand to protect them, was enough to appal the boldest intrepidity.
The plain was filled with the vast multitude; retreat was impossible,
and the troopers came still pouring in, to join their comrades already
prepared for the attack. It was too much for their nerves, and they
sank under its influence, although they bravely made an effort to
face the danger.
“Hastily, yet with much regularity, all things considered, they
attempted to get into the square; but Le Marchant’s brigade galloped
forward before the evolution was half completed.
“The column hesitated, wavered, tottered, and then stood still!
The motion of the countless bayonets, as they clashed together,
might be likened to a forest about to be assailed by a tempest,
whose first warnings announce the ravage it is about to inflict. Foy’s
division vomited forth a dreadful volley of fire as the horsemen

thundered across the flat; Le Marchant was killed,
74
and fell
downright in the midst of the French bayonets; but his brigade
pierced through the vast mass, killing or trampling down all before
them. The conflict was severe, and the troopers fell thick and fast,
but their long, heavy swords, cut through bone as well as flesh....
“Such as got away from the sabres of the horsemen, sought
safety among the ranks of our infantry, and scrambling under the
horses, ran to us for protection, like men who, having escaped the
first shock of a wreck, will cling to any broken spar, no matter how
little to be depended on. Hundreds of beings frightfully disfigured, in
whom the human face and form were almost obliterated—black with
dust, worn down with fatigue, and covered with sabre cuts and
blood—threw themselves among us for safety. Not a man was
bayoneted—not even molested or plundered.”
The battle still raged with unabated fury; “immediately in front
of the 5th Division, Leith fell wounded as he led on his men, but his
division carried the point in dispute, and drove the enemy before
them up the hill.
“While these events were taking place on the right, the 4th
Division, which formed the centre of the army, met with a serious
opposition. The more distant Aripeles, occupied by the French
122nd, whose numbers did not count more than 400, supported by
a few pieces of cannon, was left to the Portuguese brigade of
General Pack, amounting to 2000 bayonets. Falsely, though with
well-founded reliance—their former conduct taken into the scale—
Cole’s division advanced into the plain, confident that all was right
with Pack’s troops, and a terrible struggle between them and
Bonnet’s corps took place. It was, however, but of short duration.
Bonnet’s troops were driven back in confusion, and up to this
moment all had gone on well.
“The three British Divisions engaged, overthrew all obstacles,
and the battle might be said to be won, had Pack’s formidable
brigade (formidable in numbers, at least) fulfilled their part—but

these men totally failed in their effort to take the height occupied
only by a few hundred Frenchmen, and thus gave the park of
artillery that was posted with them, full liberty to turn its efforts
against the rear and flank of Cole’s soldiers. Nothing could be worse
than the state in which the 4th Division was now placed, and the
battle, which ought to have been and had been in a manner won,
was still in doubt.
“Bonnet, seeing the turn which Pack’s failure had wrought in his
favour, re-formed his men, and advanced against Cole, while the fire
from the battery and small arms on the Aripeles height completed
the confusion. Cole fell wounded; half of his division were cut off;
the remainder in full retreat, and Bonnet’s troops pressing on in a
compact body, made it manifest that a material change had taken
place in the battle, and that ere it was gained some ugly up-hill work
was yet to be done.

Charge of Pakenham’s Third Division at Salamanca
R. Caton Woodville
“Marshal Beresford, who arrived at this moment, galloped up to
the head of a brigade of the 5th Division, which he took out of the
second line, and for a moment covered the retreat of Cole’s troops;
but this force—composed of Portuguese—was insufficient to arrest
the progress of the enemy, who advanced in the full confidence of
an assured victory, and at this moment Beresford was carried off the
field wounded. Bonnet’s troops advanced, uttering loud cheers, while
the entire of Cole’s division and Spry’s brigade of Portuguese were
routed. Our centre was thus endangered. Boyer’s dragoons, after the
overthrow of the French left, countermarched, and moved rapidly to
the support of Bonnet; they were also close in the track of his
infantry; and the fate of this momentous battle might be said to
hang by a hair. The fugitives of the 7th and 4th French Divisions ran

to the succour of Bonnet, and by the time they had joined him, his
force had, indeed, assumed a formidable aspect, and thus reinforced
it stood in an attitude far different from what it would have done,
had Pack’s brigade succeeded in its attack.
“Lord Wellington, who saw what had taken place by the failure
of Pack’s troops, ordered up the 6th Division to the support of the
4th, and the battle, although it was half-past 8 o’clock at night,
recommenced with the same fury as at the outset.
“Clinton’s division, consisting of 6000 bayonets, rapidly advanced
to occupy its place in the combat, and relieve the 4th from the
awkward predicament in which it was placed, and essayed to gain
what was lost by the failure of Pack’s troops, in their feeble effort to
wrest the Aripeles height from a few brave Frenchmen; but they
were received by Bonnet’s troops at the point of the bayonet, and
the fire opened against them seemed to be three-fold more heavy
than that sustained by the 3rd and 5th Divisions. It was nearly dark,
and the great glare of light caused by the thunder of the artillery,
the continued blaze of musketry, and the burning grass, gave to the
face of the hill a novel and terrific appearance—it was one vast sheet
of flame, and Clinton’s men looked as if they were attacking a
burning mountain, the crater of which was defended by a barrier of
shining steel. But nothing could stop the intrepid valour of the 6th
Division, as they advanced with desperate resolution to carry the hill.
“The troops posted on the face of it to arrest their advance were
trampled down and destroyed at the first charge, and each reserve
sent forward to extricate them met with the same fate.
“Still Bonnet’s reserves having attained their place in the fight,
and the fugitives from Foy’s division joining them at the moment,
prolonged the battle until dark.
“These men, besmeared with blood, dust, and clay, half naked,
and some carrying only broken weapons, fought with a fury not to
be surpassed; but their impetuosity was at length calmed by the
bayonets of Clinton’s troops, and they no longer fought for victory,

but for safety. After a desperate struggle they were driven from their
last hold in confusion, and a general and overwhelming charge,
which the nature of the ground enabled Clinton’s troops to make,
carried this ill-formed mass of desperate soldiers before them, as a
shattered wreck borne along by the force of some mighty current.
The mingled mass of fugitives fled to the woods and to the river for
safety, and under cover of the night, succeeded in gaining the pass
of Alba, over the Tormes. It was 10 o’clock at night—the battle was
ended.”
Marmont, who was wounded in the early part of the fight, lost
15,000 men, of whom 7000 surrendered to the British. The victors
had nearly 700 officers and men killed, and over 4500 returned as
wounded and missing. Six British Generals, including Wellington,
whose thigh was grazed by a musket ball which had fortunately
passed through his holster before it hit him, received injuries, and Le
Marchant, as already mentioned, was shot. Of the enemy four
Generals were wounded and three killed, sufficient proof of the
sanguinary nature of the long-continued contest. The victory would
have been even more complete had the Spanish garrison at Alba de
Tormes remained at their post instead of withdrawing without
informing the Commander-in-Chief of their intention. As a
consequence the enemy were enabled to use the bridge there and
make good their escape.

M
CHAPTER XVI
The Closing Battles of the
Peninsular War
(1812–14)
“In the whole of my experience I never saw an army so strongly
posted as the French at the battle of Toulouse. There ought to have been
an accurate plan and description made of the whole affair as a matter of
professional science.”
Wellington.
armont’s army was not the only one in retreat. King
Joseph, with 15,000 troops, had left Madrid with the set
purpose of joining the Marshal, but when he received
news of the battle of Salamanca he retreated on Valencia, where
Suchet’s army was posted, and peremptorily ordered Soult to
evacuate Andalusia. This would enable him to bring 90,000 men to
bear on his victorious enemy. His withdrawal from Madrid enabled
Wellington to enter the capital on the 12th August 1812, Marmont,
or rather Clausel, who had temporarily succeeded him, being driven
back upon Burgos. The evacuation of the southern province was
doubtless very gratifying to the Spaniards, but the threatened
concentration of such a vast array of troops placed the Anglo-
Portuguese army in an extremely unhappy position. The force at
Wellington’s disposal numbered 60,000 men, and although an
additional 6000 had just landed at Alicante, in Valencia, it was

evident that they would be of little service at the moment. When he
became aware that Soult was about to abandon Andalusia he left
part of his army to occupy Madrid, and with the remainder set out in
the hope of being able to crush Clausel, who was at Valladolid. This
he was unable to do, for the enemy retired from position to position.
He followed him to Burgos, which Wellington entered, the French
General meanwhile encamping on the banks of the Ebro, where he
shortly afterwards received substantial reinforcements under
Caffarelli and Souham the latter of whom arrived as Marmont’s
successor. Wellington was also joined by some 11,000 Spanish
troops of the army of Galicia. He at once laid siege to the castle
above the town, which was strongly defended, and although the
troops worked with praiseworthy ardour and four attempts were
made to take it by assault, he was eventually forced to abandon the
idea, and for a very important reason. Soult had joined King Joseph,
and the combined army was on its way to Madrid. He had wasted a
precious month, time which the French had used to full advantage.
It is related that one of the Irish regiments incurred his
displeasure during the siege, and some of its members asked
permission for it to lead one of the assaults. Their wish was granted,
with the result that nearly all the men laid down their lives in the
desperate undertaking. When Wellington passed a little later, a
soldier who had lost both his legs saluted and cried, “Arrah, maybe
ye’r satisfied now, you hooky-nosed vagabond!” The Commander
could not restrain a smile, and promptly sent assistance. The
Irishman ended his days in Chelsea Hospital.
Sending word to Hill to abandon Madrid and meet him on the
Tormes, Wellington skilfully withdrew his men from Burgos, and
although his rear-guard was much harassed by Souham’s troops, he
formed a junction with his lieutenant near the battlefield of
Salamanca. On arrival on the Tormes they were almost face to face
with the united army, but divided counsels reigned, and he skilfully
eluded the French, although they turned his position. Aided by a
dense fog, Wellington managed to slip away unperceived. After a

sharp engagement at a ford of the Huebra, the pursuers abandoned
the attempt to secure the roads to Ciudad Rodrigo, which place was
reached by Wellington on the 18th November. Soult retired to
Toledo, Souham to Valladolid, and Joseph to Segovia.
A pen-sketch of the men during this terrible retreat tells us that
“such a set of scare-crows never was seen. It was difficult to say
what they were, as the men’s coats were patched with grey, some
had blankets over them, and most were barefooted; every step they
took was up to the knees in mud; women and sick men were
actually sticking in it.... A brigade of cavalry, however, which was
covering the rear, had left Lisbon but a short time before, and was in
high order. The clothing of the men scarcely soiled, and the horses
sleek and fat, made a strange contrast with the others, especially
the company of artillery that had served in the batteries before
Burgos. We at first took the latter for prisoners, as they were mostly
in French clothing, many of them riding in the carriages with the sick
and wounded, drawn, some by oxen, and some by mules and
horses. I never saw British soldiers in such a state.”
Wellington and his men then went into cantonments, the former
making his headquarters at Freneda. Much was done to improve the
morale of the troops, who had got into a very insubordinate state.
Reinforcements came to hand, and Wellington worked hard to
reorganize the Spanish army, of which he had been appointed
Generalissimo after the battle of Salamanca. He had also been raised
to the rank of Marquis, thanked by both Houses of Parliament, and
presented with £100,000. He paid a visit to the Cortes, made a
speech, and wrote a long letter to one of the Deputies in which he
criticized “the powers that be” in no uncertain way, adding, however,
a number of measures which would “give your Government some
chance of standing, and your country some chance of avoiding
farther revolutions.” The whole communication must be studied to
be fully appreciated.
75
“The Government and the Assembly,” he says
in one passage, “instead of drawing together, are like two
independent powers, jealous and afraid of each other; and the

consequence is, that the machine of Government is at a stand. To
this add that the whole system is governed by little local views, as
propounded by the daily press of Cadiz, of all others the least
enlightened and the most licentious.” “I will fight for Spain as long as
she is the enemy of France, whatever may be her system of
government,” he adds, “but I cannot avoid seeing and lamenting the
evils which await the country if you do not retrace your steps, let
what will be the result of the military operations of the war....”
He advised the establishment of a permanent Regency, “with all
the powers allotted by the constitution to the King, in the hands of
one person.” He, or she, should be aided by a Council, whose five
members should superintend the Department de Estado, the Interior
and Ultramar, Gracia y Justicia, Hacienda, and of War and of Marine
respectively, each being responsible for the department under his
superintendence. He suggested either turning “the Council of State
into a House of Lords,” or making “a House of Lords of the
Grandees, giving then concurrent powers of legislation with the
Cortes; and you should leave the patronage now in the hands of the
Council of State in the hands of the Crown.”
In these days of Socialism the following remarks, which occur in
the same letter, are of more than passing interest. “The theory of all
legislation,” he says, “is founded in justice; and, if we could be
certain that legislative assemblies would on all occasions act
according to the principles of justice, there would be no occasion for
those checks and guards which we have seen established under the
best systems. Unfortunately, however, we have seen that legislative
assemblies are swayed by the fears and passions of individuals;
when unchecked, they are tyrannical and unjust; nay, more: it
unfortunately happens too frequently that the most tyrannical and
unjust measures are the most popular. Those measures are
particularly popular which deprive rich and powerful individuals of
their properties under the pretence of the public advantage; and I
tremble for a country in which, as in Spain, there is no barrier for the
preservation of private property, excepting the justice of a legislative
assembly possessing supreme powers.”

In summing up the result of his operations in the field during
1812, Wellington tells the Earl of Liverpool on the 23rd November,
that notwithstanding adverse criticism in the newspapers, “it is in
fact the most successful campaign in all its circumstances, and has
produced for the cause more important results than any campaign in
which a British army has been engaged for the last century. We have
taken by siege Ciudad Rodrigo, Badajoz, and Salamanca; and the
Retiro surrendered. In the meantime the Allies have taken Astorga,
Guadalaxara, and Consuegra, besides other places taken by Duran
and Sir H. Popham. In the months elapsed since January this army
has sent to England little short of 20,000 prisoners, and they have
taken and destroyed or have themselves the use of the enemy’s
arsenals in Ciudad Rodrigo, Badajoz, Salamanca, Valladolid, Madrid,
Astorga, Seville, the line before Cadiz, etc.; and upon the whole we
have taken and destroyed, or we now possess, little short of 3000
pieces of artillery. The siege of Cadiz has been raised, and all the
countries south of the Tagus have been cleared of the enemy.
“We should have retained still greater advantages, I think, and
should have remained in possession of Castile and Madrid during the
winter, if I could have taken Burgos, as I ought early in October, or if
Ballasteros had moved upon Alcarez as he was ordered, instead of
intriguing for his own aggrandizement.
“The fault of which I was guilty in the expedition to Burgos was,
not that I undertook the operation with inadequate means, but that
I took there the most inexperienced instead of the best troops.... I
see that a disposition already exists to blame the Government for
the failure of the siege of Burgos. The Government had nothing to
say to the siege. It was entirely my own act. In regard to means,
there were ample means both at Madrid and at Santander for the
siege of the strongest fortress. That which was wanting at both
places was means of transporting ordnance and military stores to
the place where it was desirable to use them.
“The people of England, so happy as they are in every respect,
so rich in resources of every description, having the use of such

excellent roads, etc., will not readily believe that important results
here frequently depend upon 50 or 60 mules more or less, or a few
bundles of straw to feed them; but the fact is so, notwithstanding
their incredulity....”
When Wellington was ready for his 1813 campaign he had
75,000 British and Portuguese at his disposal, and some 60,000
Spaniards, in addition to the irregular bands which were the bane of
the enemy. The different French armies totalled some 200,000
troops, but it was deemed necessary to send 40,000 of these, under
Clausel and Foy, to exterminate the guerilleros, which was to
Wellington’s advantage, especially as it was impossible for Napoleon,
now deeply involved owing to the disastrous Russian campaign, to
send further reinforcements. Soult was withdrawn, with 20,000 men,
to oppose the Russian advance. By way of further encouragement,
Andalusia, Estremadura, Galacia, and the Asturias no longer
sheltered the enemy. The British left was under Graham, the right
under Hill, and the centre under the Commander-in-Chief. The first
marched upon Valladolid, the French retreating before him, and was
joined near Zamora on the 1st June 1813 by Wellington, followed
two days later by Hill. The French were deceived by these
movements, for they expected the main attack to be made from
Ciudad Rodrigo and Almeida with the object of occupying Madrid.
This was far from Wellington’s purpose, which was to carry on the
war in the northern provinces, sever the French communications
with the homeland, and force them to withdraw to the Pyrenees.
King Joseph hastily retired from Valladolid and reached Burgos. On
the approach of Wellington to that town, the fortifications were
blown up and the enemy fell back beyond the Ebro.
“When I heard and saw this explosion (for I was within a few
miles, and the effect was tremendous),” Wellington remarks, “I
made a sudden resolution forthwith—instanter to cross the Ebro, and
endeavour to push the French to the Pyrenees. We had heard of the
battles of Lützen and Bautzen and of the armistice,
76
and the affairs
of the Allies looked very ill. Some of my officers remonstrated with

me about the impudence of crossing the Ebro, and advised me to
take up the line of the Ebro, etc. I asked them what they meant by
taking up the line of the Ebro, a river 300 miles long, and what good
I was to do along that line? In short, I would not listen to the
advice; and that very evening (or the very next morning) I crossed
the river and pushed the French till I afterwards beat them at
Vittoria.”
“We continued to advance,” writes a soldier of the 71st Regiment
who fought in the battle, “until the 20th of June; when reaching the
neighbourhood of Vittoria, we encamped upon the face of a hill.
Provisions were very scarce. We had not a bit of tobacco, and were
smoking leaves and herbs. Colonel Cadogan rode away, and got us
half a pound of tobacco a man, which was most welcome.
“Next morning we got up as usual. The first pipes played for
parade; the second did not play at the usual time. We began to
suspect all was not right. We remained thus until eleven o’clock;
then received orders to fall in, and follow the line of march. During
our march we fell to one side, to allow a brigade of guns to pass us
at full speed. ‘Now,’ said my comrades, ‘we will have work to do
before night.’ We crossed a river, and, as we passed through a
village, we saw, on the other side of the road, the French camp, and
their fires still burning, just as they had left them. Not a shot had
been fired at this time. We observed a large Spanish column moving
along the heights on our right. We halted, and drew up in column.
Orders were given to brush out our locks, oil them, and examine our
flints. We being in the rear, these were soon followed by orders to
open out from the centre, to allow the 71st to advance. Forward we
moved up the hill. The firing was now very heavy. Our rear had not
engaged, before word came for the doctor to assist Colonel
Cadogan, who was wounded. Immediately we charged up the hill,
the piper playing, ‘Hey Johnny Cope.’ The French had possession of
the top, but we soon forced them back, and drew up in column on
the height; sending out four companies to our left to skirmish. The
remainder moved on to the opposite height. As we advanced driving
them before us, a French officer, a pretty fellow, was pricking and

forcing his men to stand. They heeded him not—he was very harsh.
‘Down with him!’ cried one near me; and down he fell, pierced by
more than one ball.
“Scarce were we upon the height, when a heavy column,
dressed in great-coats, with white covers on their hats, exactly
resembling the Spanish, gave us a volley, which put us to the right
about at double-quick time down the hill, the French close behind,
through the whins. The four companies got the word the French
were on them. They likewise thought them Spaniards, until they got
a volley that killed or wounded almost every one of them. We retired
to the height, covered by the 50th, who gave the pursuing column a
volley which checked their speed. We moved up the remains of our
shattered regiment to the height. Being in great want of
ammunition, we were again served with sixty rounds a man, and
kept up our fire for some time, until the bugle sounded to cease
firing....
“At this time the Major had the command, our second Colonel
being wounded. There were not 300 of us on the height able to do
duty, out of above 1000 who drew rations in the morning. The cries
of the wounded were most heart-rending.
“The French, on the opposite height, were getting under arms;
we could give no assistance, as the enemy appeared to be six to one
of us. Our orders were to maintain the height while there was a man
of us. The word was given to shoulder arms. The French, at the
same moment, got under arms. The engagement began in the
plains. The French were amazed, and soon put to the right about,
through Vittoria. We followed, as quick as our weary limbs could
carry us. Our legs were full of thorns, and our feet bruised upon the
roots of the trees. Coming to a bean field at the bottom of the
heights, immediately the column was broke, and every man filled his
haversack. We continued to advance until it was dark, and then
encamped on a height above Vittoria.... I had fired 108 rounds this
day.”

According to the official figures the British lost 740 men by death
and 4174 were wounded, out of a total strength of 80,000. The
captures included 151 guns, 415 caissons, 14,249 rounds of
ammunition, nearly 2,000,000 musket ball cartridges, 40,668 lbs. of
gunpowder, fifty-six forage waggons, forty-four forge waggons,
treasure to the amount of £1,000,000, pictures by Velasquez and
other masters, jewellery, public and private baggage. King Joseph’s
carriage, and Jourdan’s bâton. The last-mentioned was given by
Wellington to the Prince Regent, who with becoming fitness sent the
donor a Field-Marshal’s bâton. The French had 65,000 men engaged
in the battle of Vittoria, of whom some 6000 were killed and
wounded, and 1000 taken prisoners.
The defeated army crossed the Pyrenees and marched to
Bayonne, where it was joined by the troops under Foy and Clausel,
who had been pursued by the Allies. “To hustle the French out of
Spain before they were reinforced,” had been Wellington’s object,
and he had carried it out completely. As the garrisons of the
fortresses of Pampeluna and San Sebastian had been strengthened,
the former by Joseph and the latter by Foy, during their retreat,
Wellington now turned his attention to them. Although the army
under Suchet was the only one now left in the Peninsula, it occupied
Catalonia and part of Valencia, and might therefore attack
Wellington’s right flank.
Napoleon was at Dresden when he heard of his brother’s
disaster at Vittoria, and he was in no mood for soft words. He
recalled both Joseph and Jourdan, and gave the command to Soult.
“It is hard to imagine anything so inconceivable as what is now
going on in Spain,” the Emperor writes to Savary on the 3rd July
1813. “The King could have collected 100,000 picked men: they
might have beaten the whole of England.” He blamed himself for the
“mistaken consideration” he had shown his brother, “who not only
does not know how to command, but does not even know his own
value enough to leave the military command alone.”

Flight of the French through Vittoria
Robert Hillingford
Soult reached Bayonne on the 12th July, and thirteen days later
had marched on Pampeluna with 73,000 troops, bent on relieving
one or other of the fortresses, perhaps both. He attacked the British
right at Roncesvalles and turned the position; Hill was attacked at
the head of the valley of Baztan and was obliged to withdraw.
Wellington at once raised the siege of San Sebastian, which had
been carried on by Sir Thomas Graham, and contented himself by
blockading the fortress. He immediately concentrated his right and
centre at Sorauren, near Pampeluna. The series of fights which took
place at this time is known as the battles of the Pyrenees. On the
27th Wellington arrived, and a rousing cheer greeted him, which it is

said deterred the French from making anything but a partial attack.
Probably the truth of the matter is that Soult hesitated because he
was expecting additional forces with d’Erlon, for the Marshal was
scarcely likely to be overawed by a greeting. A corporal, unable to
restrain his enthusiasm as the Commander-in-Chief rode along the
line, shouted out to the intense amusement of all, “There goes the
little blackguard what whops the French!”
77
Soult was pointed out to the General by a spy. “Yonder,”
Wellington is reported to have said, “is a great but cautious general;
he will delay his attack to know the reason of those cheers; that will
give time for my reinforcements to come up, and I shall beat him.”
As a matter of fact, the 6th Division of infantry, to which Wellington
had referred, did arrive, and “bludgeon work,” to use his expression,
took place on the 28th, the anniversary of Talavera. The
reinforcements had scarcely secured their position, their right resting
on Orcain and their left on the heights overlooking the valley of the
Lanz, than a very determined attack was made by the enemy. They
were driven back, and made an attempt on the hill occupied by the
7th caçadores and Ross’s brigade of the 4th Division. They obtained
possession of it for a short time until driven down. When the battle
became general the 10th Portuguese regiment was overpowered,
necessitating the withdrawal of Ross. Wellington then ordered two
regiments to charge the enemy on the heights and those on the left,
with the result that the French were “driven down with immense
loss.” “Every regiment,” says Wellington, “charged with the bayonet,
and the 40th, 7th, 20th, and 23rd, four different times.” Of
Wellington’s 16,000 troops he lost 2600 killed and wounded, the
French 1800 out of 20,000. The Portuguese behaved “admirably,”
and the Commander-in-Chief “had every reason to be satisfied with
the conduct of the Spanish regiments El Principe and Pravia.”
By sunset Soult’s attacks had waned, and on the following
morning he began to retreat, although he received reinforcements to
the number of 18,000 troops. On the 30th he attacked Hill to no
good effect, and Wellington forced the French to retire from a strong

position they had taken up. The pursuit continued until the 1st
August, when it was discontinued, for the Allies were in possession
of the passes and the arduous exertion of the troops was beginning
to tell upon them.
Wellington again took up his headquarters at Lesaca. Writing to
Graham he says, “I hope that Soult will not feel any inclination to
renew his expedition. The French army must have suffered greatly.
Between the 25th of last month and 2nd of this, they were engaged
seriously not less than ten times; on many occasions in attacking
very strong positions, in others beat from them or pursued. I
understand that their officers say that they have lost 15,000 men. I
thought so; but as they say so, I now think more. It is strange
enough that our diminution of strength to the 31st does not exceed
1500 men, although, I believe, our casualties are 6000.” It was on
the 31st that San Sebastian fell, the castle capitulating shortly
afterwards, and the day is also noteworthy for Soult’s attack on San
Marcial, which was repulsed by Spanish troops, the enemy retiring
across the Bidassoa. Unfortunately, Sir John Murray made no
headway against Suchet in the east of Spain, and was superseded
by Lord William Bentinck, who besieged Tarragona, which his
predecessor had evacuated. Although he was compelled to retire on
the approach of the French Marshal, the city was eventually
occupied by the British troops. Their entry into Villa Franca was
marred by the rout of the advanced guard in the pass of Ordal,
necessitating their retreat towards Tarragona.
It is obviously impossible to unravel with any approach to detail
the tangled skein of complicated manœuvres which took place at
this period, perhaps the most trying and exacting of the war in the
Peninsula. Gleig, however, gives one picturesque touch to an
involved picture which reveals more of the personality of the great
General than many pages of military movements, and is infinitely
more valuable for the purposes of a life story. “Lord Wellington,” he
records, “after directing a Spanish column to move up a glen
towards a specific point, looked at his watch, and observed to those
about him that it would take the men so much time to perform the

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