Although effective in quick campaigns against Poland and France, blitzkrieg could not be sustained by Germany in later years. Blitzkrieg strategy has the inherent danger of the attacking force overextending its supply lines, and the strategy as a whole can be defeated by a determined foe who is willing to sacrifice territory for time in which to regroup and rearm, as the Soviets did on the Eastern Front. Tank and vehicle production was a constant problem for Germany; indeed, late in the war many panzer "divisions" had no more than a few dozen tanks. As the end of the war approached, Germany also experienced critical shortages in fuel and ammunition stocks as a result of Anglo-American strategic bombing. Although production of Luftwaffe fighter aircraft continued, they would be unable to fly for lack of fuel. What fuel there was went to panzer divisions, and even then they were not able to operate normally. Of those Tiger tanks lost against the United States Army, nearly half of them were abandoned for lack of fuel.
To more than 1200 Jews Oscar Schindler was all that stood between them and death at the hands of the Nazis. A man full of flaws like the rest of us - the unlikeliest of all role models who started by earning millions as a war profiteer and ended by spending his last pfennig and risking his life to save his Jews. An ordinary man who even in the worst of circumstances did extraordinary things, matched by no one. He remained true to his Jews, the workers he referred to as my children. In the shadow of Auschwitz he kept the SS out and everyone alive.
The German invasion of France, with subsidiary attacks on Belgium and the Netherlands, consisted of two phases, Operation Yellow (Fall Gelb) and Operation Red (Fall Rot). Yellow opened with a feint conducted against the Netherlands and Belgium by two armoured corps and paratroopers. Most of the German armoured forces were placed in Panzer Group von Kleist, which attacked through the Ardennes, a lightly defended sector that the French planned to reinforce if need be, before the Germans could bring up heavy and siege artillery.[h] There was no time for such a reinforcement to be sent, for the Germans did not wait for siege artillery but reached the Meuse and achieved a breakthrough at the Battle of Sedan in three days.
The Germans did not achieve surprise and were not able to outflank or break through into enemy rear areas during the operation. Several historians assert that Operation Citadel was planned and intended to be a blitzkrieg operation.[i] Many of the German participants who wrote about the operation after the war, including Manstein, make no mention of blitzkrieg in their accounts.[j] In 2000, Niklas Zetterling and Anders Frankson characterised only the southern pincer of the German offensive as a "classical blitzkrieg attack". Pier Battistelli wrote that the operational planning marked a change in German offensive thinking away from blitzkrieg and that more priority was given to brute force and fire power than to speed and manoeuvre.
Living standards were not high in the late 1930s. Consumption of consumer goods had fallen from 71 percent in 1928 to 59 percent in 1938. The demands of the war economy reduced the amount of spending in non-military sectors to satisfy the demand for the armed forces. On 9 September, Göring as Head of the Reich Defence Council, called for complete "employment" of living and fighting power of the national economy for the duration of the war. Overy presents this as evidence that a "blitzkrieg economy" did not exist.
Soon after his marriage, Schindler quit working for his father and took a series of jobs, including a position at Moravian Electrotechnic and the management of a driving school. After an 18-month stint in the Czech army, where he rose to the rank of Lance-Corporal in the Tenth Infantry Regiment of the 31st Army, Schindler returned to Moravian Electrotechnic, which went bankrupt shortly afterwards. His father's farm machinery business closed around the same time, leaving Schindler unemployed for a year. He took a job with Jarslav Simek Bank of Prague in 1931, where he worked until 1938.