ANZAC Day Reflections: Honouring the Ordnance Soldier – Their Legacy Lives On in the RNZALR

Leave a comment Robert McKie

ANZAC Day is a sacred day of remembrance and gratitude in New Zealand. It is a day when we pause to honour the breadth of military service—those who stormed the beaches and scaled the ridgelines, and those who sustained them from behind the lines. Among these often-unsung heroes are the men and women of the Ordnance Corps. Ordnance soldiers have provided the New Zealand Army with the weapons, ammunition, equipment, and logistical support necessary to fight, survive, and succeed for over a century. Their role has always been vital, even if it has been carried out of the limelight.

But what exactly is an Ordnance soldier?

At their core, Ordnance soldiers are Logistics Specialists and Ammunition Technicians—responsible for ensuring that every frontline soldier has what they need, when they need it. They manage everything from the smallest screw in a field weapon to the vast stocks of food, clothing, and ammunition that sustain entire armies. Their work includes storage, distribution, accounting, repair, salvage, and technical inspection. In short: if it moves, fires, feeds, or protects, it likely passed through the hands of Ordnance personnel.

The roots of military ordnance stretch deep into history. The first recorded Ordnance Officer in the British military was appointed in 1299 to manage siege equipment, such as catapults and battering rams. Over time, these responsibilities evolved into a professional and structured system of military storekeeping and supply, one that reached New Zealand in the 1840s with the arrival of British Imperial forces.

By the 1860s, as the Imperial presence waned, the responsibility for military logistics was gradually handed over to New Zealand personnel. The Defence Stores Department was formally established in 1869 to oversee the nation’s military stores. This marked the beginning of New Zealand’s independent ordnance tradition. In 1917, during the First World War, the New Zealand Army Ordnance Corps (NZAOC) was officially formed, taking over duties from the Defence Stores Department. The Corps provided critical support throughout the war and maintained the Army through the interwar years.

With the Second World War outbreak, the Ordnance Corps expanded dramatically. To support 2NZEF, the New Zealand Ordnance Corps (NZOC) was raised for overseas service, while a separate NZOC served as the NZAOCs Territorial element. In 1942, the engineering and maintenance functions of the NZOC operating in the Middle East were separated to form the New Zealand Electrical and Mechanical Engineers (NZEME). This change was mirrored in New Zealand in 1946, when workshops were transferred from the NZAOC to the newly created NZEME.

In recognition of its wartime service, King George VI granted the “Royal” prefix to the Corps on 12 July 1947, making it the Royal New Zealand Army Ordnance Corps (RNZAOC). That same year, the territorial and regular elements were merged into a single corps that would serve with distinction for the next half-century.

Every ANZAC Day, we reflect on the legacy of the Ordnance soldier—from the dusty cliffs of Gallipoli and the battlefields of North Africa to the supply depots of World War II, the jungles of Southeast Asia, and the humanitarian missions of the late 20th century. Their story did not end with the close of the Cold War. In 1996, the RNZAOC was amalgamated with the Royal New Zealand Corps of Transport (RNZCT) and the Royal New Zealand Electrical and Mechanical Engineers (RNZEME) to form the Royal New Zealand Army Logistic Regiment (RNZALR)—a unified, modern logistics formation designed to meet the evolving demands of military operations in the 21st century.

The legacy of the Ordnance soldier lives on today in every RNZALR Logistic Specialist and Ammunition Technician. Their story is not just a historical record—it is the very foundation of the RNZALR. Their values of resilience, quiet courage, and professional excellence continue to shape the New Zealand Army’s ability to sustain and succeed at home and abroad.

Gallipoli and the First World War: The Storekeeper on Anzac Beach

The story of the New Zealand ordnance soldier begins amid the brutal landing at Gallipoli on 25 April 1915. Captain William Beck, a New Zealand Staff Corps officer, was appointed Deputy Assistant Director of Ordnance Services (DADOS) for the New Zealand and Australian Division. According to several accounts, Beck was the first New Zealander ashore at ANZAC Cove, leading the landing of Godley’s divisional headquarters under intense fire.

His task was immense. Amid the beachhead’s chaos, confusion, and carnage, Beck quickly set about establishing a makeshift ordnance dump right on the shoreline—improvising with salvaged crates, scattered supplies, and a growing stream of urgently needed materiel. As soldiers surged inland and casualties mounted, Beck and his small team organised the distribution of ammunition, rations, clothing, and basic field stores to units already under fire in the hills above. Without shelter, maps, or proper infrastructure, this operation became a lifeline to the forward troops.

Supplies on the beach at ANZAC Cove 1915. Athol Williams Collection, Alexander Turnbull Library

Beck worked under relentless fire, including from a remarkably accurate Turkish artillery piece that pounded the beachhead daily. Nicknamed “Beachy Bill” by the troops, the gun became infamous for zeroing in on the supply areas, and Beck’s improvised depot was one of its most frequent targets. The name, according to some accounts, was given in ironic tribute to Captain Beck himself, whose unwavering presence under fire seemed to draw the enemy’s attention as reliably as the tides. Despite the danger, Beck remained calm and courteous, continuing to perform his duties in conditions that would have driven many to cover. His efforts earned him the enduring moniker “the brave storekeeper on Anzac Beach.” He became a quiet legend among his peers. General Sir William Birdwood, commanding the ANZAC forces, was said to personally check on Beck during his rounds, out of admiration and concern. Beck’s courage and composure under fire became emblematic of the Ordnance Corps’ ethos: professionalism in adversity, and mission before self.

Though he was later evacuated due to illness caused by the stress of battle in August 1915, Captain Beck’s role at Gallipoli demonstrated how critical logistics were to the survival and sustainment of fighting troops—and that the Ordnance soldier was not a rear-echelon presence, but a frontline enabler in every sense.

Following the Gallipoli campaign, the New Zealand Expeditionary Force (NZEF) was reorganised and redeployed to the Western Front in France and Belgium, as well as to the Sinai and Palestine campaigns in the Middle East. What began in 1914 as a two-man effort—Beck and Sergeant Norman Levien—expanded rapidly into a structured logistics organisation. In 1917, the New Zealand Army Ordnance Corps (NZAOC) was formally established as a dedicated branch of service, recognising its work’s increasingly specialised and essential nature.

On the Western Front, Ordnance personnel established and managed supply dumps and armourers’ workshops across the scarred landscapes of the Somme, Messines, and Passchendaele. They worked in trenches, mud, and snow—often within range of enemy artillery—ensuring that troops had the bullets, boots, tools, and trench stores required to sustain a static war of attrition.

Their responsibilities went well beyond basic supply. Ordnance units also operated salvage sections to recover, repair, and repurpose battlefield equipment—a critical function in conserving resources and maintaining operational tempo. They ran mobile repair facilities and oversaw essential services like bath and laundry units, which not only preserved hygiene in the harsh conditions of trench warfare but also boosted morale and prevented disease. These services reflected the Ordnance Corps’ holistic approach to sustaining soldiers, not just with materiel, but with cleanliness, comfort, and care in brutal circumstances.

In the Middle East, NZAOC detachments supported mounted operations across the harsh deserts of Sinai and Palestine. Operating in support of the New Zealand Mounted Rifles Brigade, Ordnance soldiers adapted their methods to suit long, exposed supply lines and the mobile nature of desert warfare. They managed camel trains, improvised field depots, and operated forward repair points—often little more than canvas shelters in the sand—to keep men and animals in the fight. Salvage and maintenance tasks were equally essential here, where resupply could be days away and every item had to be made to last.

By the end of the First World War, the NZAOC had grown into a compact, disciplined, and highly respected corps. From the mud of Flanders to the sands of Beersheba, their work underpinned New Zealand’s military effort. Though rarely seen in official war photographs or commemorated in mainstream histories, their contributions were vital. They demonstrated that logistics was not a sideline to combat—it was its backbone. They also laid the foundation for a professional military logistics tradition in the RNZALR today.

The Second World War and Beyond: Backbone of the Battlefield

During the Second World War, the NZAOC matured into a seasoned and indispensable pillar of military capability. Whether supporting the fight abroad or maintaining the war effort at home, Ordnance personnel were the engine behind the Army’s ability to project and sustain force across multiple theatres of war.

North Africa and Italy: Desert Sands and Mountain Passes

In the North African campaigns of 1941–42, Ordnance units operated across Egypt and Libya’s vast, unforgiving deserts, supplying the 2nd New Zealand Division during pivotal battles such as Operation Crusader and El Alamein. Supply depots were often under canvas, exposed to enemy air raids and desert winds. Light Aid Detachments worked tirelessly in the blistering heat to keep tanks, trucks, and artillery in the fight, repairing on the move and recovering damaged equipment under fire.

A dedicated Ordnance Convoy Section was raised to support the increasing volume and complexity of operations. Its task was to move stores and equipment from rear areas to forward supply points, filling a critical gap when the New Zealand Army Service Corps (NZASC) could not meet demand. These convoys ensured a continuous flow of tools, spare parts, and personal equipment to the front, often through contested or poorly marked desert tracks.

The NZ Divisional Salvage Company also operated until late 1941, recovering and repurposing valuable battlefield materials—everything from damaged vehicles to discarded equipment. This function saved resources and contributed to operational sustainability by rapidly recycling assets back into the supply chain.

Ordnance support also extended to troop welfare. Mobile Bath and Laundry Sections accompanied the Division to provide frontline hygiene services, which were essential in preventing disease, exchanging clothing, maintaining morale, and improving the force’s overall combat effectiveness. Their presence in forward areas helped ensure that troops remained as healthy and combat-ready as conditions allowed.

Fred Kreegher, New Zealand Ordnance Field Park, sorting out stores in the rear of his Bin Truck. The Noel Kreegher collection

When the Division redeployed to Italy in late 1943, the harsh desert gave way to snow-covered mountains and treacherous river valleys. But the demands on Ordnance personnel did not ease. During gruelling campaigns at Monte Cassino and through the Po Valley, the NZOC once again delivered. Ordnance Field Parks and dumps were established within range of enemy guns, and equipment was recovered, repaired, and reissued under complex and often perilous conditions.

These layered capabilities—convoy operations, salvage and recovery, technical maintenance, and personal support—ensured the Division could manoeuvre and fight confidently, knowing its logistical tail was secure. The Ordnance Corps wasn’t simply supporting the fight—it was integral to sustaining it.

The Pacific Theatre: Islands of Sustained Effort

While New Zealand’s main expeditionary force focused on Europe and the Mediterranean, many New Zealand troops were also deployed to the Pacific. Here, the NZAOC supported the 3rd New Zealand Division across island bases in New Caledonia, the Solomon Islands, Tonga, and Fiji. These were remote and logistically challenging environments—characterised by tropical diseases, heavy rain, mud, and dense jungle.

Ordnance detachments established supply points, maintained stores, repaired equipment, and ensured operational readiness across scattered islands. These locations often lacked established infrastructure, requiring personnel to be resourceful and adaptable. Camp maintenance, local procurement, and even salvaging enemy materiel became part of the day-to-day tasks.

Although the 3rd Division never saw major set-piece battles like those in North Africa or Italy, it did undertake several opposed amphibious operations and complex island-clearing operations, most notably in the Solomon Islands campaigns at Vella Lavella, Treasury Islands, and Green Island. These landings were tactically complex and logistically demanding, requiring close coordination between combat troops and supporting elements. The Division’s presence helped safeguard New Zealand’s Pacific interests and contributed meaningfully to the broader Allied campaign in the South-West Pacific Area. The Ordnance Corps was instrumental in keeping this contribution viable—its soldiers operated under arduous conditions, far from public view but never from operational necessity.

The Home Front: Sustaining the War Machine

Back in New Zealand, the Ordnance Corps played an equally vital—if often overlooked—role in sustaining the nation’s war effort. Depots at Trentham, Hopuhopu, Burnham, Palmerston North and Waiouru became crucial hubs for receiving, inspecting, storing, and distributing supplies to deployed units. The scale of this effort was immense: weapons, uniforms, vehicle parts, ammunition, and medical supplies flowed in and out of these depots on a daily basis.

Ordnance staff oversaw procurement, stock accounting, and quality control, ensuring that New Zealand’s contribution to the global conflict was met efficiently and precisely. In addition to servicing the expeditionary forces, these depots supported the Home Guard, Territorial units, and mobilisation centres. When new battalions were raised or re-equipped, Ordnance issued the kit and ensured everything was fit for purpose. This included the units of the 2nd New Zealand Expeditionary Force deployed overseas, as well as the three Divisions and supporting arms raised for home defence. These domestic formations—charged with protecting New Zealand from possible invasion—required full logistical support, from uniforms and webbing to weapons, ammunition and transport. Ordnance Corps personnel were central to ensuring these forces were ready to respond, maintaining a continuous flow of supplies while adapting to changing wartime demands.

“Repairing despatch riders’ motor-cycles. Photo of mechanics and motorcyclists repairing motorcycles at a field workshop during military manoeuvres in Northland.” Auckland Weekly News, 23 December 1942, p.14 Auckland Libraries Heritage Collections AWNS-19421223-14-03

The wartime workforce also included women, with members of the New Zealand Women’s Army Auxiliary Corps (NZWAAC) taking on duties in Ordnance depots, handling clerical tasks, managing stores, and supporting logistics operations nationwide. Their involvement further highlights the adaptability and inclusivity of the Ordnance mission in meeting the demands of total war.

Post-war Transition

Post-war deployments saw Ordnance personnel serve in Japan, Korea, Malaysia, Vietnam, and beyond—often integrated within British, Australian, or Commonwealth logistics formations. Though New Zealand’s contribution to these conflicts was modest in size, the professionalism and impact of its Ordnance soldiers were significant. In the Korean War (1950–53), New Zealand’s primary combat force—16th Field Regiment—was supported by a small but capable number of logistics specialists. Ordnance staff embedded within allied supply chains, managing stores, issuing ammunition, and repairing equipment under the demanding conditions of the Korean Peninsula’s harsh winters and mountainous terrain.

During the Malayan Emergency (1948–1960) and the subsequent Indonesian Confrontation (1962–1966), New Zealand troops operated in dense jungle environments that tested their combat and logistics capabilities. Ordnance soldiers were seconded as individuals to the New Zealand Battalion or British units, where they maintained supply lines through monsoon rains, oppressive humidity, and remote jungle bases. Their tasks ranged from maintaining small arms and issuing jungle kit to managing the complex movement of stores between staging areas and patrol bases—a vital function in an environment where regular resupply was challenging and sometimes depended on airdrops or riverine transport.

Although New Zealand did not deploy a complete Ordnance unit in Vietnam, RNZAOC personnel were seconded individually to Australian and United States forces. These included roles such as supply officers, ammunition controllers, and non-commissioned officers (NCOS) stationed at key logistics hubs like Nui Dat and Vung Tau. Working in a high-tempo combat zone, they handled everything from weapons and clothing to fuel, spare parts, and ammunition—often under the threat of enemy attack. The complexity of the Vietnam conflict demanded rapid response times, adaptability, and technical proficiency, all of which the Ordnance soldiers delivered in spades.

Beyond direct deployments, Ordnance personnel were also deeply involved in supporting the considerable effort required to sustain a deployable division maintained under New Zealand’s national service and conscription scheme during the Cold War. This mobilisation model meant that the RNZAOC was responsible for equipping, maintaining, and provisioning a standing force-in-being that could be rapidly expanded in times of crisis. Warehouses and mobilisation stores across the country were stocked with weapons, webbing, clothing, communications equipment, and general supplies—ready to be issued to citizen-soldiers if called upon. The planning, accounting, and logistical foresight required to maintain this latent capability were immense, and it stood as a testament to the professionalism of the Corps.

Across these theatres and responsibilities, Ordnance personnel served in austere and unpredictable environments. Whether embedded with an allied supply unit in the jungle or managing stockpiles for national mobilisation, they maintained the flow of materiel that kept New Zealand’s military effort credible and ready. Though they rarely received public recognition, their contribution was the vital connective tissue that made readiness a reality.

Peacekeeping and Modern Missions: From Mogadishu to the Pacific

In the late 20th century, as New Zealand’s defence priorities shifted toward peacekeeping and international humanitarian support, Ordnance soldiers once again rose to meet the challenge—this time under the flag of the United Nations. The 1992 deployment to Somalia marked a pivotal moment in New Zealand’s operational history and the modern evolution of the RNZAOC. In response to a deteriorating humanitarian crisis fuelled by civil war and famine, the UN launched a multinational intervention to secure aid routes and stabilise the region. New Zealand’s initial contribution to this effort—the New Zealand Supply Detachment—consisted primarily of 28 RNZAOC personnel, marking the first time in decades that an Ordnance-led contingent was deployed operationally in its own right.

Arriving in Mogadishu in December 1992 as part of the Unified Task Force (UNITAF), the detachment was tasked with establishing a functioning logistics capability in a highly hostile and volatile environment. Somalia’s capital had no functioning government, no stable infrastructure, and was riddled with armed factions. Despite the risks, the RNZAOC personnel immediately began establishing supply chains, securing local procurement channels, and distributing food, water, and stores to support the broader UN mission. They set up New Zealand’s main camp at the now well-known base called “Taniwha Hill,” which would symbolise Kiwi resilience amid chaos.

New Zealand soldiers leave their camp to conduct a patrol. NZDF Offical

Working out of hastily converted shipping containers and tents in the sweltering heat, the team operated under constant threat of gunfire, looting, and militia activity. Despite the mission’s peacekeeping label, it quickly became apparent that they were operating in a conflict zone. Convoys were escorted, personal weapons were always carried, and supply runs often meant travelling at high speed through hostile streets to avoid ambush. One RNZAOC NCO recalled travelling with a rifle propped between his knees, ready to return fire if necessary—a stark contrast to the logistics roles typically performed at home.

As the situation deteriorated, a second and larger contingent of 43 logistics personnel (including reinforcements from the RNZAOC and other corps) deployed in 1993 as the New Zealand Supply Platoon. This platoon was accompanied by an infantry protection element from 1 RNZIR, marking New Zealand’s first combat deployment of infantry since the Vietnam War. This reinforced the seriousness of the mission and highlighted the increasing danger and the blurred lines between combat and combat service support. Operating as an integrated platoon, the team performed with professionalism and efficiency, earning the respect of allied forces for their adaptability, calm under pressure, and ability to keep essential supplies flowing under fire.

The New Zealanders remained through some of the mission’s most violent episodes, including the events surrounding the infamous “Black Hawk Down” incident in October 1993. Positioned nearby, the RNZAOC soldiers bore witness to the heavy fighting yet carried on their duties with unwavering determination. When many international contingents began withdrawing, the New Zealand logistics team continued to operate until mid-1994, one of the last Western elements to depart the theatre.

The Somalia deployment reaffirmed the modern Ordnance soldier’s place at the heart of New Zealand’s deployable military capability. It demonstrated that RNZAOC personnel were not only logisticians, but also frontline enablers—capable of operating in fluid, high-risk environments and delivering under extreme pressure. “Taniwha Hill,” New Zealand’s base in Mogadishu, was regularly subjected to gunfire and mortar attacks, and Kiwis operated in volatile zones with little margin for error. Yet the RNZAOC platoon carried out their duties with quiet professionalism and resolve, ensuring UN and coalition forces remained supplied and mission capable.

This ongoing legacy of service continues under a new banner. In 1996, the RNZAOC was formally disestablished as part of an Army logistics reorganisation. Its personnel, functions, and traditions were integrated into the newly formed RNZALR, uniting the RNZAOC, RNZCT, RNZEME, and Quartermaster staff into a single, cohesive regimental structure. This transformation ensured that the enduring values and capabilities of the Ordnance Corps would carry forward into a modern, agile logistics force aligned with contemporary operational requirements.

Since then, RNZALR Logistic Specialists and Ammunition Technicians have continued to support peacekeeping and humanitarian operations in theatres such as Bosnia, the Sinai, East Timor, and Afghanistan. During the East Timor operation (1999–2002), logistics units played a crucial role in sustaining one of New Zealand’s largest overseas deployments since the Korean War. Their work—whether managing supply convoys, setting up field depots, or coordinating humanitarian assistance—underscored the critical importance of logistics as an enabler and a key factor in mission success.

Domestically, RNZALR Logistics personnel have remained indispensable. From supporting civil defence during the Canterbury earthquakes to managing logistics and providing personnel to support Managed Isolation and Quarantine (MIQ) facilities during the COVID-19 pandemic, and maintaining daily sustainment across Defence camps and bases, they remain central to New Zealand’s readiness and resilience. In every setting, whether at home or abroad, the legacy of the Ordnance soldier lives on through the actions and professionalism of the RNZALR.

Roll of Honour: Service Remembered, Sacrifice Recognised

The story of the Ordnance Corps is also one of loss. The New Zealand Ordnance Roll of Honour lists 63 names of those who died while serving in our logistics and stores organisations—from the Defence Stores Department of 1862 to the RNZAOC’s integration into the RNZALR in 1996. Among them:

Captain Sam Anderson (1899), Defence Storekeeper
Captain Arthur Duvall (1919), New Zealand Army Ordnance Department
Temporary Major William Knox (1941), Divisional Ordnance Field Park, North Africa
Private Russell John Casey (1994), 1 Logistic Regiment, RNZAOC

Each of these individuals—and the many others on the Roll—represents a life dedicated to service, often given in conditions far from home and with little fanfare.

Remembrance and Honour

Each ANZAC Day, we renew our vow: “We will remember them.” In remembering, we broaden our gaze to include those who served without seeking recognition—those who issued the boots, drove the convoys, repaired the radios, and ensured that the warriors had their arms.

The Ordnance Corps soldiers were not mere auxiliaries but the enablers of victory, the sustainers of peace, and the standard-bearers of discipline and duty. Their legacy is not just one of historical interest, but a living ethos that endures in the RNZALR.

As the Last Post echoes and the nation falls silent, let us remember the battles won and the thousands of acts behind the lines that made those victories possible. The story of the Ordnance soldier is one of dedication, innovation, and unheralded bravery.

At the going down of the sun, and in the morning—
We will remember them.
Lest we forget.

Sua Tele Tonanti

Unveiling the Overlooked: New Zealand Ordnance Corps in Italy

Leave a comment Robert McKie

World War Two stands as a testament to immense sacrifice and heroism, with countless stories of courage, endurance, and strategic brilliance shaping the course of history. However, the more well-documented combat narratives overshadow many critical aspects of the war effort. Among these lesser-explored facets is the essential role of military logistics, without which no sustained military operation could have been successful. Within this realm, the contributions of New Zealand’s military logisticians—particularly those of the New Zealand Army Service Corps (NZASC) and the New Zealand Ordnance Corps (NZOC)—have largely been overlooked in historical discourse.

The complexity of sustaining the 2nd New Zealand Expeditionary Force (2NZEF) across multiple theatres of war, including the Middle East, North Africa, Italy, and the Pacific, required an intricate web of supply, transport, and maintenance operations. These responsibilities were carried out by the men of the NZASC and NZOC, who worked tirelessly to ensure that frontline troops received the equipment, ammunition, clothing, vehicles, and other essential supplies necessary for combat effectiveness. While the Official History of New Zealand in the Second World War 1939–45 and the Third Division’s history provide some insight into these operations, the logistical achievements of the NZOC, particularly in the Middle East and Italy, remain largely absent from official records.

A handful of publications, including Julia Millen’s Salute to Service (1997), Peter Cape’s Craftsmen in Uniform (1972), Peter Cooke’s Warrior Craftsmen (2017), and Major Joe Bolton’s History of the Royal New Zealand Army Ordnance Corps (1993), have contributed valuable insights into the broader story of New Zealand’s wartime logistics. However, these works often draw from pre-existing official histories and do not fully account for the NZOC’s activities during the war. Notably, in 1944, the 2NZEF Archives Section recognised the importance of documenting its logistical operations, dispatching Sergeant Jas Brown to visit field units of the NZOC and compile a report on their functions. His notes, augmented by comments from Lieutenant Colonel John Owen Kelsey, the 2NZEF Assistant Director of Ordnance Services (ADOS), represent one of the few surviving firsthand records of the NZOC’s wartime efforts. For the first time, this article presents a full transcription of Sergeant Jas Brown’s field notes, along with accompanying organisational charts and Kelsey’s annotations. By analysing this material, it seeks to rectify the historical oversight of the NZOC’s contributions and provide a clearer understanding of its role within 2NZEF. In doing so, it aims to highlight the indispensable work of New Zealand’s military logisticians—an effort that ensured the operational success of the nation’s fighting forces and remains a crucial yet underappreciated element of New Zealand’s military history.

OFFICIAL ARCHIVES SECTION 2 NZEF

FIELD REPORT

Subject: NZOC

Complier: 63306, Sjt Jas G Brown, Official Archives Sect 2 NZEF.

Sources: (a) Visits to Field Units of NZOC during tour of duty 10-19 Apr 44.

(b) Visit to 2 NZ BOD

Dat of Compilation: 2 – 4 Apr 44

1. As a result of a visit to the office of AOOS at Rear HQ 2NZ Div, attachment to 2 NZ Div Ord Fd Pk was arranged on 11 Apr 44. This unit forms the basis of the Ordnance organisation in the field , thereby being the logical starting point for any series of investigations concerning Ordnance. A chart showing the organisation ‘ of the Ordnance Corps of 2 NZEF is attached as Appx “A”.

2. AOOS, the Assistant Director of Ordnance Services, is, as his title implies, the head of the ordnance organisation of 2 NZEF, exercising direct command over the activities of all the various sections shown in the chart in Appx “A” The problem of AOOS are problems of supply . His is the task of seeing that the Di vision’s equipment is kept up to scale , and of maintaining sufficient reserves to meet the Division’s varying demands as it moves from one theatre of war to another, a task requiring a high degree of foresight in planning ahead, as far, sometimes , as twelve months. His job is to fulfil, as far as possible , demands made by units of 2 NZ Div, ·whether they be for engine s for NZME, or equipment for an infantry battalion. ADOS operates from Rear H 2 NZ Div in an office which is purely an administrative centre. The Ordnance Officer, holding the rank of Captain, passes all indents for uncontrolled stores, but DOS himself is responsible for the distribution and issue of controlled stores , indents for which must be passed and signed by him personally . Releases for these controlled stores are made by FLAMBO, a code- title for the controlling authority for all British Ordnance Services i n Italy.

Organisation of .ADOS – The 0.0. is not responsible for any demands made on Ordnance Fd Pk far other than Controlled Stores. Demands for vehicles parts are submitted direct by the units to the section of OFP which is responsible for maintaining that unit, i.e., to the Inf or Armd Sections. The O.O. is the deputy of ADOS in the Field and concerns himself with General Stores, clothing, etc. only. In the absence of the ADOS he has authority to release controlled stores. The authority of the ADOS is for items within Scale only – any demands in excess of an authorised scale which is usually laid down by Army or HQ., AAI must be approved by “Q” of Division before issue can be made. Whilst operating under Army most releases are obtained through Army. Copies of schedules showing what items are Controlled and by whom are attached for easy reference.
Appreciation of NZOC Field report – ADOS 2 NZ Div.

3. 2 NZ Div Ord Fd Pk: This unit may be divided into four sections , the Armoured Section, the Infantry Section , the Reserve Section, which includes the Reserve Vehicle Park and the Bulk Breaking Centre, and AOD, which four sections will now be considered in greater detail.

4. Armoured Section: The Armoured Section, as the name suggests, is the supply centre for 4 NZ Armd Regt, being at present, for purposes of convenience, detached from 2 NZ Div Ord Fd Pk and attached to 4 NZ Armd Bde Wksps. The Armd Sect caters for all the requirements of the Armd Bde with the exception of tanks, clothing and general QM Stores. A range of light spares for tanks is carried, as well a s those items, such as thermos flasks, which are a necessary part of a tanks equipment before it can be considered battle worthy. Indents for equipment required by the Armd Bde are made on the -Armd Sec of 2 NZ Div Ord Fd Pk, the indents being passed by the Ordnance Officer in ADOS office at Div HQ. The indent is then presented at the Armd Sec, and the stores collected if available. A scaling of stores is carried, covering a wide range of requirements, but if the stores demanded are not available, an extract from the original indent is made on either 2 NZ BOD or 557 AOD for unheld stocks. In addition to tank equipment, the Armd Sec carries large stocks of MT spares, signal and wireless spares, and gun and small arms spares.

Armd Section of OFP – None of the Controlled items for tanks (i.e. wireless sets, guns, etc) are carried by this Section – it is purely a Section for spare parts far tanks, guns and “B” vehicles and services not only the 4 NZ Armd Bde but provides spares for any unit holding “A” or fighting vehicles except Bren Carriers. The indents are not passed by ADOS Office· but are submitted direct on the Section. Similarly, stores for other Sections of OFP except AOD are controlled direct by this Section

Appreciation of NZOC Field report – ADOS 2 NZ Div.

5. Infantry Section: This section functions in the same manner as the Armd Sec, only no tank and general armoured spares are carried. The stocks furnish all the requirements of an Infantry brigade, except clothing and QM stores and comprises MT spares, signal and wireless spares, gun spares, and small arms spares. The indent procedure is the same, stocks being drawn direct from Infantry Section as required.

6. A point of interest regarding the supply of MT spares by the Infantry or Armoured Sections is the relation existing between 2 NZ Div Ord Fd Pk and the Corps Collecting Point or the Army Collecting Point. To these points all transport beyond repair is taken and dumped, to be salvaged at a later date. Should 2 NZ Div Ord Fd Pk be unable to supply a part required to repair a vehicle , a fitter is sent to the CCP , where he endeavours to find a suitable part on a damaged vehicle. This procedure results in a considerable saving both of time and of material, making fullest use of material available close at hand. Only when requirements cannot be met in this manner is the indent forwarded on to a higher formation.

Stores taken from CCP and ACP – Stores are not cannibalised from vehicles in CCP’s or ACP’s unless as a last resort, i.e. not available in depots or other OFP’s. Authority is vested in ADOS to cannibalise off vehicles Class IV and below if necessary. In all other cases the certificate of the OFP that the stares are not available is sufficient authority for cannibalisation.
Appreciation of NZOC Field report – ADOS 2 NZ Div.

7. Reserve Section: Stocks for both the Armd and Inf Secs are drawn from the Reserve Section. Stock is received in bulk at the Res Sec, the bulk being broken at the Bulk Braking Centre before distribution to the other sections. No issues are made by the Res Sec to any one other than the Armd of Inf Secs, Reserve Sections function being to break down bulk as received and keep the Armd and Inf Secs supplied. In addition to supplying the needs of these two sections, there is as part of the Reserve Section, a Reserve Vehicle Park, holding supplies of all types of “B” Vehicles, for issue to units as required. A stock of spare engines is also carried. These vehicles are issued to replace unit transport lost, or evacuated beyond 2 NZ Div Wksp.

Reserve Section – Stock is not always received as bulk and broken by the Reserve Section – much of the stock for the Armd and Inf Sections is demanded in their name direct from RAOC Stores. Bulk is, however, broken in the case of many items.

The function of the Reserve Vehicle Park in not to hold supplies of vehicle for issue on a replacement basis. It purpose is to collect vehicles released and issue as approved. It is true that at the moment some vehicles are held in the pool but this is not always so.
Appreciation of NZOC Field report – ADOS 2 NZ Div

8. NZ AOD. Until recently NZAOD functioned as a separate section of 2 NZEF. A small section, i t was always attached to 2 NZ Div Ord Fd Pk, working with them. On this account it was decided to disband the AOD as a separate unit, and make it a part of 2 NZ Div Ord Fd Pk, in which state it now operates. Its function is to supply the Division with all clothing requirements and general QM stores. Attached as Appx “B” is a list showing the holdings of NZ AOD. Each day a copy of this form is completed and returned to 2 NZ BOD, which automatically , by means of the Stores Convoy Unit, keeps AOD supplied according to the scales shown.NZ AOD receives and breaks its own bulk, none of its stock passing through the Reserve Section . Certain items in the above-mentioned appendix are marked “C” . These are controlled stores, the issue of which is governed by ADOS himself . ADOS 2 NZ Div must indent for these stores on FLAMBO, who decides how much of the available controlled stores is to be issued, ADOS in turn making a proportionate allocation of the release to various units of 2 NZ Div .

9. In addition to supplying clothing and equipment ot the Division, NZ AOD maintains a small Officers Shop , the stocks of which are sufficiently large to enable officers to preserve a full scale of equipment, and to enable men commissioned in the field to equip themselves as officers where no such facilities would ordinarily exist. Deceased officers kit also passes through NZ AOD. They are checked and inventoried, great care· being taken to ensure the accuracy of the inventory, the effect being sent back to Effects Sec, 2 Ech, 2 NZEF.

A.O.D. – The function of 2 NZ Base Ord Depot in connection with this section is to maintain it mainly with items of NZ origin – it is naturally more of use to the Division in winter time than summer as more of the clothing used goes through it. However, the BOD is of great help for difficult items.
Appreciation of NZOC Field report – ADOS 2 NZ Div

10. In order to ensure that supplies for 2 NZ Div are not diverted to other units in Italy, and also to keep a watch on stocks arriving in the country, with a view to securing what is required by a well-timed indent, Liaison staffs are maintained at both 500 ADO in Bari and 557 AOD in Naples. If, in the opinion of the Liaison staff, a consignment contains items which are needed by 2 NZ Div, an indent, calculated to arrive at the same time as the consignment, is prepared. By this means 2 NZ Div have frequently annexed and entire consignment of a particular item. Consignments to 2 NZ Div through the AODs are also closely watched, and their delivery through the correct channels thereby expedited. By means of this liaison staff the 2 HZ Div has a somewhat unfair advantage over the British unit s, but active disapproval of their existence has not yet been voiced.

Liaison Staff – It is not correct to say that our Division has a somewhat unfair advantage over British Units by maintaining a liaison staff. All our staffs are appointed with the authority and knowledge of RAOC. Other units of the British Army also adopt this system and whatever advantages 2 NZEF reaps from their activities is due to the type of person attached there. He is usually a bright, adaptable and well versed member of the Corps.
Appreciation of NZOC Field report – ADOS 2 NZ Div

11. Brigade Ordnance Warrant Officers: In order to ensure a smooth flow of indents from the units to 2 NZ Div Ord Fd Pk , and the correct distribution of the consignment on arrival , a Brigade Ordnance Warrant Officer, a NCO with the rank of WO1, is attached to each brigade HQ , and to HQ 2 NZ Div Arty. This officer is a person of wide experience in ordnance matters, whose duty it is to advise unit quartermasters about their indents, and one who should be able to answer any questions asked concerning ordnance supplies, giving rulings on the availability of certain items. Although he may be regarded as a liaison officer between ADOS and the units, his power is not absolute, certain demands, such a s those for controlled stores, having to pass through ADOS in person. The BOWO supervises the breaking of bulk when an indent arrives at his HQ and allocates the stores and equipment to the units concerned in the correct proportions.

Brigade Ordnance Warrant Officers – In addition to the BOWO’s mentioned there is one on ADOS staff at Div HQ who looks after the various units not attached in a Brigade Group. Bulk issues are seldom made to BLWOs, most unit indents being approved far issue direct. It is, however, his job to collect indents and see they are correct before sending them to ADOS Office for approval. He has no control over demands made by his units for MT Spares on Infantry and Armoured Sections of the OFP.
Appreciation of NZOC Field report – ADOS 2 NZ Div

12. 1 NZ BOD & 2 NZ BOD: Purley New Zealand types of clothing, such as battledress and underclothing, still has to pass through Egypt, hence the necessity of maintaining 1 NZ BOD in Maadi, and 2 NZ BOD in Bari. Clothing is supplied to 2 NZ :BOD as required from 1 NZ BOD, which received the shipments from New Zealand. 2 NZ BOD carries full stocks of all items, including general British Forces issue equipment, for issue to the Division. Stocks are fed to AOD by means of the Stores Convoy Unit, a section of trucks which forward load equipment for AOD, and back load equipment to be returned to BOD. This convoy is running all the time, the number of vehicles being augmented as occasion demands by drawings from RVP.

The Base Depots – These units are also responsible for NZ units not in 2 NZ Division and the DADOS in charge are also the direct representatives of ADOS who has delegated sane of his powers to them. 1 NZ Base Ord Depot in Egypt has no Stores Convoy Unit.
Appreciation of NZOC Field report – ADOS 2 NZ Div

13. OSME 180 Pack. A pack, know as OSME 180, was designed prior to the departure of 2 NZ Div for Italy, calculated to maintain completely the supplies of the Division for a period of 90 days without recourse to any outside sources of supply. This huge collection of equipment, some of which is still arriving was to go to form 2 NZ BOD but the supply problem in Italy assumed such serious proportions in the early stages of the campaign that it was agreed to place the whole of OSME 180 in the Eight Army Ordnance pool, with certain reservations for 2 NZ Div, where it would be used to supply the whole of the Eighth Army until such time as the supply situation eased. The provision made in this pack proved to be adequate, and the Division was well maintained until further supplies arrived from the Middle East. As a point of interest, the huge loads carried by the troops when they first moved to Italy were in no way part of OSME 180 . What was brought in the first place was essential equipment: OSME was provision for the future.

14. Scaling: The term “scaling” as used by ordnance is a most important one, and one worthy of special attention. Each depot, store , or store- truck carries a scale of stores, designed to meet the normal wastage through wear and breakage, and based on knowledge gained from past experience of the use of those stores . When defects in any item of equipment are noticed, they are reported, and if the defect proves to be persistent, the matter is taken up by TSB at DDOS (P), (meaning Technical Scaling Branch at DDOS (Provision)). There the causes of failure are thoroughly investigated, and the percentage and frequency of the failures are studied. If it is found that the existing authorised scale of replacement parts at the depots is inadequate to meet the demands likely to be made, a new and revised scale, applicable as far down as LAD store trucks, is issued , upon receipt of which the depot s indent on the Special Issues Branch for the stores required to complete their holdings under the new scale. Thus, it is calculated, stocks of spares held will be sufficient to meet all reasonable demands . TSB and SIB are part of the “Planning” organisation, which in its turn, is part of the GHQ of the Army Force operating in the area.

Scales are also applicable to other than MT. There are scales of equipment clothing, vehicles·, tools, expendable stores, etc., these are far too many to enumerate fully. Scales are the basis of Ordnance work and supply.
Appreciation of NZOC Field report – ADOS 2 NZ Div

15. NZ Mob Laundry & Bath Unit: Hitherto the Laundry unit and Bath unit functioned separately as units of 2 NZEF, but for the purpose of more economical administration a combination of the two was effected.

16. Laundry: The equipment of the laundry consists of two boilers each on a trailer, four washers, four hydro extractors and two driers, one rotary and one of the continuous type. Each washer is on a trailer with a hydro-extractor, a revolving drum in which the laundry is rotated at a speed of 1350revs per minute to remove excess water prior top drying, while each drier is mounted on a trailer. Two generating plants, each on its trailer, supply electric power to drive the machinery. Water is supplied by electric pumps drawing water from nearby stream.

17. The laundry collected from units is sorted into bundles according to the type of material, and placed in labelled baskets, in order to ensure the return of the correct washing to units . A soap mixture is made of water and pure yellow soap flakes, of which 1^1/2cwt is used in a day, this being added to the clothes which have been placed in the washer. The water is heated to the correct temperature by steam, and. the wash proceeds. After several rinsing’s with clean water the wash is transferred to the hydro-extractor, thence to the driers. The rotary drier is used for small items, but blankets pass through the continuous drier, an endless belt, equipped with clips to suspend the articles, passing through a heated chamber.

18. Clothing from units is washed in bulk and returned to units with worn or damaged garments replaced. Blankets are washed in bulk, but an issue of clean blankets is made as the dirty ones are sent for washing. When washed, these blankets are returned to store for issue on the arrival of a further load of dirty ones. The linen of 1 NZ (Mob ) CCS is also washed by this unit.

19. In order to increase the output, a disinfector held by the unit is also being used as a drier, mainly to dry blankets. Although somewhat slower than the other types of dryer, it is satisfactory.

20. The laundry can be split into two sections, when necessary, each with one boiler, two washers and extractors, one drier, and one generator. Maintenance of this costly plant is carried out entirely by one fitter and one electrician. These two tradesmen, both privates, maintain not only the laundry but also the unit transport. No work is sent to workshops, the l ack of necessity for major repairs requiring the use of heavy machinery being explained by the fact that the laundry is of civilian type, made before the outbreak of war.

21. The boilers use 260 gallons of fuel oil in a day, while 1000 gallons of water are used every hour in the washers. The latter consumption explains the necessity of having the laundry situated near a plentiful water supply, and also explain the impracticability of having such a unit operating in a forward area in the desert. During the month of March 44, the laundry washed 83000 pieces of clothing and equipment, including 2300 blankets, an estimated dry weight of 70 tons.

22. Bath: The mobile bath consists of four independent shower sections, one of which is attached to each brigade, one remaining with the laundry. Water is drawn from a stream or other suitable supply by an electric pump, is heated in a locally designed boiler fired with oil and water, once passed into a shower room, a tent with duckboards laid out inside, where six showers are available. A larger tent forming a dressing room opens into the shower tent. The supply of water is continuous, and men may use as much as they please, withing reasonable limits, the duration of their bath being determined by the number waiting to go through. The showers use 200 gallons of water an hour, and each section is capable of handling some 500- 600 men in a day.

In conclusion, while significant progress has been made in documenting the wartime contributions of the New Zealand Army Service Corps (NZASC) and the New Zealand Electrical and Mechanical Engineers (NZEME), the role of the New Zealand Ordnance Corps (NZOC) remains largely underexplored. Despite being instrumental in sustaining the 2nd New Zealand Expeditionary Force (2NZEF) across multiple theatres—including the Middle East, North Africa, Italy, and the Pacific—the NZOC’s contributions have not been fully recognised within official histories.

The complexity of maintaining a mechanised force in a global conflict required a well-coordinated effort to supply, repair, and distribute essential materiel. The NZOC played a key role in ensuring the continuous availability of weapons, vehicles, ammunition, and general stores. Yet, the absence of a dedicated historical account has left a critical gap in our understanding of New Zealand’s wartime logistics. The archival field notes of Sergeant Jas Brown, supplemented by Lieutenant Colonel John Owen Kelsey’s annotations, provide rare firsthand insight into these operations and highlight the challenges faced by the NZOC in adapting to the demands of modern warfare.

By presenting this previously unpublished material, this article seeks to bridge the historical gap and emphasise the indispensable role of New Zealand’s wartime logisticians. Recognising the achievements of the NZASC, NZOC, and NZEME not only deepens our appreciation of New Zealand’s military history but also provides valuable lessons for contemporary logisticians. The logistical principles established during World War Two remain relevant today, reinforcing the necessity of efficient supply chains, adaptability, and strategic foresight in sustaining military operations.

New Zealand Army Stores Accounting: 1845-1963: Part 1 -1845 -1918

Leave a comment Robert McKie

The evolution of New Zealand Army stores accounting from 1845 to 1963 reflects the broader transformation of the nation’s military logistics from its colonial origins to a modern, structured system. This study is not a deep dive into the intricate details and complexities of New Zealand military stores accounting but rather an introductory overview of a system that has incrementally evolved over 180 years.

Initially modelled on British military accounting principles, New Zealand’s unique defence requirements—shaped by its geographical isolation, force structure, and operational demands—necessitated continuous refinement. Accounting practices have continuously evolved since the first musket was issued to the militia in 1845. However, it wasn’t until The Public Stores Act of 1867 that structured inventory control and accountability measures were formally introduced. This legislation laid the foundation for military store accounting, marking a significant step towards the professionalisation of the Defence Stores Department. These measures ensured crucial oversight and efficiency in military logistics, particularly highlighted by the demands of the South African War and the two World Wars, underscoring the need for a robust and adaptable system capable of sustaining large-scale military operations.

By the mid-20th century, New Zealand had developed a sophisticated store accounting framework. The introduction of NZP1: Volume I—Stores Accounting in 1951 marked a milestone, formalising the policy regulating the army’s store management. The subsequent 1962 revision further streamlined procedures, ensuring the system remained relevant amid evolving logistical complexities.

New Zealand’s innovations in stores accounting did not go unnoticed. In 1963, the Australian Army sought guidance from New Zealand to modernise its system, acknowledging the effectiveness of the NZ Army’s approach. This recognition underscored New Zealand’s competence in military logistics, demonstrating that despite its smaller size, its expertise had broader strategic significance.

Structure of this Study

Part One will examine the period from 1845 to 1918, tracing the evolution of New Zealand’s military stores accounting system from its British colonial origins to a structured, modern framework comparable to those of New Zealand’s allies by 1914. The demands of the First World War tested the system’s efficiency and resilience, exposing strengths and weaknesses that would shape post-war reforms.
Part Two will cover the period from 1918 to 1945, during which the lessons learned from the First World War were applied to improve inventory control, procurement efficiency, and financial oversight. Economic constraints of the interwar years prompted refinements to stores accounting, leading to the introduction of cost accounting in 1921 and the formalisation of logistical procedures in 1927. The rapid mobilisation for the Second World War tested these systems on an unprecedented scale, accelerating the adoption of modernised inventory tracking and decentralised supply chain management. By 1945, these wartime adaptations had laid the foundation for a more sophisticated and accountable military logistics system.
Part Three will examine the period from 1946 to 1963, focusing on the transition from wartime supply chains to a peacetime military logistics infrastructure. The post-war period saw efforts to streamline surplus disposal, re-establish long-term procurement strategies, and integrate emerging technologies into stores accounting. By 1963, the system had matured into a mature manual store accounting framework, ensuring greater efficiency, accountability, and interoperability.

Military Stores Accounting and Its Distinctions from Commercial Stores Accounting

The primary goal of military stores accounting is to ensure that soldiers on the frontlines, tradesmen in workshops, and medical staff in field hospitals have the necessary tools and equipment to carry out their duties effectively. This involves managing administrative burdens through the command and supply chains and ensuring all required controls are in place for the long-term sustainment and capability maintenance.

Military stores accounting is a specialised system designed to manage and track the acquisition, storage, distribution, and disposal of military supplies. Unlike commercial stores accounting, which primarily focuses on cost control and financial profitability, military stores accounting prioritises accountability, operational readiness, and the efficient utilisation of resources to meet operational outputs.[1]

Differences Between Military and Commercial Stores Accounting

Feature	Military Stores Accounting	Commercial Stores Accounting
Objective	Ensuring operational readiness and accountability	Maximising profit and minimising costs
Nature of Inventory	Includes depreciable assets, expendable, consumable, repairable, and non-expendable items	Primarily consumable and depreciable assets
Accounting System	Uses strict regulatory frameworks and controlled issue systems	Focuses on balance sheets and profit margins
Lifespan of Items	Items can remain in service for decades with periodic refurbishment	Items are typically depreciated and replaced
Valuation	Based on operational utility rather than market price	Based on market valuation and depreciation
Security and Control	Strict control due to security concerns	Less stringent control mechanisms

Classification of Military Stores

Military stores are classified into several categories based on their usage, longevity, and maintenance requirements:

Expendable Stores – Items that are used once and cannot be reused (e.g., ammunition, medical supplies, fuel). These are issued as required and accounted for under strict consumption controls.
Consumable Stores – Items that are used over time and require replenishment (e.g., rations, lubricants, batteries). While they are used up gradually, they still require accountability and stock rotation.
Repairable Stores – High-value equipment that, when damaged or worn, can be repaired and reissued rather than disposed of (e.g., weapons, radios, vehicles). These items are often tracked using maintenance logs and servicing records to maximise their lifespan.
Non-Expendable Stores – Permanent assets that remain in service for extended periods (e.g., buildings, infrastructure, large-calibre weapons). These items require detailed asset management and condition assessments.

The Long-Term Use of Military Equipment

Unlike commercial organisations, where items are often replaced once they end their economic life, military assets— from clothing to high-value or technologically complex equipment—are maintained, refurbished, and upgraded to extend their service life. For example:

Small Arms: Some rifles and sidearms remain in service for decades through regular maintenance and upgrades.
Vehicles: Military transport vehicles, such as trucks and armoured vehicles, can be refurbished multiple times before decommissioning.
Aircraft and Naval Assets: Large defence assets, including ships and aircraft, are often modernised with new technology and systems rather than being replaced outright.
Uniforms and Gear: Certain clothing items and equipment are subject to phased replacement cycles, where only components are updated as needed.

The Importance of Accountability in Military Stores Accounting

Military regulations are always subservient to Government legislation and regulations, especially Treasury rules regarding the expenditure of public monies. Military stores accounting is not a single system, but a collection of specialised accounting frameworks developed to manage different commodities such as ammunition, rations, fuel, vehicles, and technical spares. As military technology has advanced, these systems have evolved parallel to meet modern armed forces’ complex logistical demands.

Accountability is central to military stores accounting, ensuring that every piece of issued equipment is tracked to guarantee:

Proper usage and maintenance,
Prevention of loss or theft,
Compliance with operational requirements,
Efficient resource allocation during deployments.

Military store personnel are responsible for maintaining detailed records, conducting audits, and ensuring strict adherence to regulations. These rigorous accounting and inventory control measures ensure that military resources remain available and serviceable when required. Beyond merely tracking financial transactions, military stores accounting is a critical function that underpins military operations’ effectiveness, security, and sustainability.

Early Developments in Stores Accounting

From 1845, Quartermaster staff managing militia stores and then Volunteer stores from 1858 followed British military procedures. The Defence Stores were formally established in 1862, predating Lieutenant Colonel Edward Gorton’s appointment as Inspector of Defence Stores in 1869. Although Gorton assumed leadership in 1869, the Defence Stores had already been functioning, supporting the colonial military effort.[2]

The 1867 Public Stores Act, implemented under Gorton’s administration, introduced structured accounting procedures.[3] The Defence Stores Department issued circulars and administrative guidelines to ensure proper accountability and management of military supplies. Gorton’s rigorous approach laid the foundation for the 1871 Public Stores Act, which regulated government-wide stores management and standardised accounting practices.[4]

Despite Gorton’s achievements in strengthening accountability, his strict enforcement and meticulous oversight drew criticism, leading to the abolition of the Stores Inspection Department in 1877.[5] However, his Defence Stores procedures remained robust, and a culture od accountability was established within Defence Stores. Thirty years later, Colonel George Macaulay Kirkpatrick of General Kitchener’s staff validated them in 1910, finding them comparable to British military standards.

Stores records were maintained by a system of indents and vouchers, with balances maintained in ledger books. The Defence Stores were required to provide annual reports of stocks on an annual basis, ensuring accountability and transparency in military logistics. These practices laid the foundation for the modern systematic inventory control and efficient stores management.

Development of the Artillery Stores (1880s Onwards)

As New Zealand expanded its Garrison Artillery and introduced new guns, equipment, and ammunition, additional accounting and management procedures became necessary. This was beyond the scope of the existing Defence Stores Department, requiring the expertise of military professionals.

In conjunction with Defence Storekeeper Captain Sam Anderson, Sergeant Major Robert George Vinning Parker, formerly of the Royal Garrison Artillery, developed a system of Artillery Stores Accounting. Parker was in charge of artillery ledgers and stores at Auckland, Wellington, and Lyttelton, ensuring the proper tracking and maintenance of artillery supplies. He continued in this role until 1889 when he was reassigned to Dunedin.[6]

Replacing Parker as the Artillery Ledger Keeper was Regimental Sergeant Major and Instructor in Gunnery Frederick Silver. Silver’s expertise in artillery logistics positioned him as a key figure in the continued refinement of artillery accounting systems. Following the death of Captain Sam Anderson in December 1899, Silver applied for the role of Ledger Keeper in the Defence Stores. Given his extensive experience and close working relationship with Anderson, Silver believed he was the ideal candidate.[7] However, due to his seniority, James O’Sullivan, the Chief Clerk of the Defence Stores, was awarded the role of Defence Storekeeper.[8]

Despite this, Silver was appointed as a temporary clerk in the Defence Stores, transitioning from the Permanent Militia on 25 June 1900. While his new role introduced additional responsibilities, Silver managed Artillery Ledgers seamlessly within the Defence Stores framework.[9]

The relationship between the Defence Stores and the Artillery was cooperative, with both functions operating as a single organisation. The Defence Stores was crucial in supporting the artillery’s logistical needs, ensuring that munitions, equipment, and essential supplies were readily available. The interconnected nature of these two functions allowed for a streamlined approach to military logistics, where artillery-specific requirements were integrated within the broader supply framework managed by the Defence Stores.

This integration led to an efficient system that balanced military necessity with stringent logistical oversight.

Organisational Reforms and the Defence Council (1906)

With the passage of the Defence Act Amendment Act 1906 on 28 October 1906, the Defence Council was established, providing the New Zealand Military Forces with a structured headquarters for the first time. The Act introduced specific staff functions, including:

Director of Artillery Services (Ordnance): Responsible for artillery armament, fixed coastal defences, and ordnance supplies.
Director of Stores: Responsible for clothing, personal equipment, accoutrements, saddlery, harnesses, small arms, ammunition, machine guns, transport, vehicles, camp equipment, and all stores required for the Defence Forces.[10]

As part of this reform, James O’Sullivan was confirmed as Director of Stores for New Zealand and appointed Quartermaster and Honorary Captain in the New Zealand Militia. Silver was designated as Assistant Defence Storekeeper, continuing to oversee Artillery Ledgers, which—despite falling under the purview of the Director of Artillery Services (Ordnance)—remained under Defence Stores control.

Despite these improvements, officers and Quartermaster staff in volunteer units were still elected annually, leading to inconsistency in stores management. Many units functioned more like social clubs than military organisations, resulting in disorganised stores accounts. This led to frequent discrepancies between supplies provided by the Crown and actual inventory.

The continued reliance on part-time and volunteer Quartermasters highlighted the need for further professionalisation of the quartermaster within the New Zealand Military, a challenge that would persist as the New Zealand Military transitioned into the modern era.

The Defence Act 1909 and the Transition to a Citizen Army

The Defence Act 1909 marked a significant transformation in New Zealand’s military organisation, laying the groundwork for a citizen-based Territorial Army and ending the Volunteer System.[11] This fundamental shift required extensive adjustments within the Defence Stores Department to support the expanding force structure.

For O’Sullivan, Silver, and the Defence Stores Department, the challenge was to continue modernising stores and logistics to meet the demands of a rapidly growing army. As the Territorial Force expanded, so did the logistical requirements, necessitating a more structured and professional approach to store management.

On 1 June 1910, Silver’s position was redesignated as Assistant Director of Military Stores, and he was appointed a Quartermaster with the rank of Honorary Lieutenant in the New Zealand Militia. His expertise and leadership played a crucial role in ensuring the Defence Stores Department could support the evolving needs of the New Zealand Military.

Guidance on the duties related to the management of stores

In 1910, Lord Kitchener, renowned as “The Empire’s foremost soldier,” visited New Zealand and thoroughly reviewed its military forces.[12] His assessment led to significant reforms within the NZ Military, including establishing the New Zealand Staff Corps (NZSC) and the New Zealand Permanent Staff (NZPS) in 1911. These changes aimed to create a professional cadre of officers (NZSC) and enlisted personnel (NZPS) capable of providing expert guidance and efficient administration to the Territorial Force units.

Lord Kitchener’s visit critically evaluated the military’s capabilities, revealing deficiencies in equipment care, maintenance, and overall responsibility. The existing Regimental Quartermaster Sergeants (RQMS) lacked the necessary skills, underscoring the need for a professional RQMS cadre.

The Regulations (Provisional) for the Military Forces of New Zealand, which came into effect on 5 May 1911, established the command and administrative structure of the Forces.

The overall responsibility for military stores and equipment was placed under the Commandant of the Forces, with specific duties delegated to key officers and commanders at various levels.

Senior Officers Responsible for Stores and Equipment

Quartermaster General
- Managed mobilisation stores, including policies on reserves of clothing, equipment, and general stores.
- Determined scales of clothing, equipment, and stores needed for troops.
- Oversaw mobilisation arrangements for food, forage, clothing, stores, and equipment.
Director of Supplies and Transport
- Managed the supply of food, forage, fuel, and lighting.
- Responsible for Army Service Corps technical equipment.
Director of Equipment and Stores
- Oversaw clothing, equipment, and general stores.
- Managed supplies of stationery, forms, and books.
- Provided vehicles and technical equipment, except those for Artillery and Engineers.
- Supervised the storage and distribution of small arms and ammunition.
Director of Ordnance and Artillery
- Established reserve scales for arms, ammunition, and technical equipment for Artillery and Engineer units.
- Managed the provision and inspection of guns, small arms, and ammunition.
- Oversaw machine guns, Artillery and Engineer vehicles, and technical stores.
Director of Medical Services
- Provided advice on and inspected all medical equipment to ensure it met operational standards.
Director of Veterinary Services
- Provided expert advice on veterinary stores and equipment.

District and Unit Responsibilities

At a regional level, Commanders of Districts were responsible for maintaining the efficiency of forts and armaments, including all associated buildings, works, stores, and equipment. They also played a key role in ensuring financial prudence by overseeing officers responsible for spending and stores management.

At the unit level, the Commanding Officer had a broad set of responsibilities, including:

Maintaining discipline, efficiency, and proper administrative systems within the unit.
Ensuring accountability for public equipment, clothing, and stores.
Overseeing the maintenance and cleanliness of all issued arms.
Managing the proper receipt and distribution of rations and fuel.
Ensuring daily ration inspections were conducted in the presence of an officer.

Other Regimental Officers, such as Company Commanders, even those in temporary appointments, were also responsible for:

The equipment, ammunition, clothing, and stores assigned to their company.
Ensuring soldiers maintained personal cleanliness and proper care of their uniforms, arms, and accoutrements.
Supervising the quality and adequacy of rations provided to troops.

Finally, the 1911 Regulations clearly stated that any officer or individual responsible for public stores was strictly forbidden from lending any article under their charge unless expressly sanctioned by their Commanding Officer (CO). This regulation reinforced strict accountability and control over military stores, ensuring that all equipment, clothing, and supplies were used solely for authorised military purposes. [13]

To maintain proper accountability and management of military stores, Defence Stores personnel and unit Quartermasters followed detailed policies and procedures outlined in official publications, including:

Regulations (Provisional) for the Military Forces of New Zealand
Financial Instructions and Allowances Regulations for NZ Military Forces
Regulations for Clothing and Equipment of NZ Military Forces
NZ Dress Regulations
Prices Vocabulary of Stores
NZ Mobilisation Regulations

Additional guidance was also found in operational reference materials, such as:

Field Service Regulations
Training Manuals
Field Service Pocket Books

The responsibilities established in 1911 laid the foundation for the structured management of military stores, setting a precedent for all future stores accounting procedures. These early frameworks ensured accountability, efficiency, and operational readiness, embedding core logistical principles underpinning military supply chain management today. While titles and organisational structures have evolved, the fundamental tenets of logistical oversight, resource management, and financial accountability have remained steadfast. Successive iterations of Defence Orders, regulations, and policies have refined and expanded these responsibilities, ensuring their continued relevance and adaptability to the evolving operational and strategic needs of the New Zealand Defence Force in the modern era.

Standardising Stores Management and Training

In November 1911, thirty young men from military districts attended an intensive three-week training course at the Defence Stores Department in Wellington to address this. This comprehensive training, overseen by O’Sullivan, included:

Weapon storage, inspection, maintenance, and accounting
Storage, inspection, and maintenance of leather items (e.g., saddlery and harnesses)
Storage and upkeep of canvas and fabric equipment
Packing procedures for stores
Maintenance of records and documentation

The candidates successfully passed the examinations and were appointed as RQMS under General Order 112/10. Notably, this was the first military trade-related stores course conducted in New Zealand.

“Staff of the Quarter-master General—men who passed as Quarter-master instructors and are being drafted to the various districts, Colourised by Rairty Colour

To ensure consistency across districts, a conference of District Storekeepers was held in Wellington in August 1913. O’Sullivan noted their dedication to maintaining accountability for government property, highlighting their investment in their work.

Historically, annual military camps were managed ad hoc with inconsistent equipment scales. With the establishment of the Territorial Army, the Defence Stores Department introduced standardised camp equipment requirements in 1913.

To streamline supply chain management, temporary Ordnance Depots were established at brigade camps in 1913. Personnel received training under the Director of Equipment and Stores, and roles were assigned as follows:

Ordnance Officer: District Storekeeper Auckland (Lieutenant Beck)
Two clerks
Four issuers

Following the success of the 1913 camps, the system was expanded in 1914, with each regional storekeeper acting as an Ordnance Officer and staff numbers increasing to six clerks and twelve issuers.

Takapau Divisional Camp, 1914. Te Papa (1362454)

Strategic Assessment, Preparedness and Mobilisation

In early 1914, General Sir Ian Hamilton inspected New Zealand’s forces, assessing approximately 70% of personnel. He noted that the Territorial Force was “well-equipped and well-armed” but recommended looking to Australian models for future Ordnance development. O’Sullivan’s annual report for 1914 confirmed that the Defence Stores Department was in a strong position, with ample stocks of small arms, ammunition, clothing, and web equipment.

The 1914 mobilisation was the first test of the reorganised and reequipped New Zealand military forces since the South African War. The challenge was immense: raising, equipping, and dispatching an expeditionary force while maintaining the coastal defence garrisons and the Territorial Army for homeland security. O’Sullivan’s Defence Stores supported this effort, which, under his leadership, played a crucial role in successfully mobilising the New Zealand Expeditionary Force (NZEF).

The groundwork for the NZEF was laid in March 1914 when General Alexander Godley issued mobilisation regulations, adapted from British Army directives, to guide the formation of an expeditionary force. New Zealand’s commitment to supporting Britain in the event of war had been reinforced at the 1907 and 1911 Imperial Conferences, yet it was only in 1912 that Godley, confident in the growth of the Territorial Army, shifted focus to preparing for an overseas force.

As part of this preparation, Godley identified three likely tasks for the NZEF:

Seizure of German Pacific possessions.
Deployment to protect Egypt from a Turkish attack.
Fighting in Europe alongside British forces.

By mid-1914, New Zealand’s military reorganisation was three years into an estimated seven-year process.

Although at full operational strength, confidence in the military’s preparedness was high. Annual training camps had been completed, and unit stores had been restocked. A major stocktake was planned for August 1914—marking the first such effort in two years, as the 1913 stocktake had been postponed due to industrial strikes.

The assassination of Archduke Franz Ferdinand on 28 June 1914 set off a chain of events leading to war. On 30 July, Defence Headquarters instructed District Headquarters to begin precautionary war preparations. By 1 August, partial mobilisation schemes were underway, and further instructions on the composition of the NZEF followed on 2 August.

Each military district contributed a fully equipped infantry battalion, a mounted rifle regiment, artillery, engineers, and medical subunits. These units were to be drawn from the permanent forces, Territorial Force, and reserves. District Storekeepers supported by unit Quartermasters were critical in equipping these units with stores drawn from existing regiments and regional mobilisation depots.

On 3 August, Quartermaster General (QMG) Colonel Alfred William Robin issued detailed instructions regarding individual equipment. Territorial soldiers were to report with their complete kit, while reservists would collect theirs from their regiments. Quartermaster staff were given guidance on recording the transfer of equipment in regimental ledgers.

With war declared, New Zealand’s government announced on 7 August that an Expeditionary Force of 7,000–8,000 men would be mobilised. The response was overwhelming, with thousands of volunteers rushing to enlist. Having had several days’ notice, District Headquarters swiftly implemented mobilisation plans.

Godley’s assumption that the NZEF’s first task would be the seizure of German Pacific territories was proven correct. By 11 August, the New Zealand force for German Samoa—comprising 1,413 personnel—was fully equipped by the Defence Stores and ready for deployment. Additional stores were assembled at Wellington’s wharf for embarkation. The force landed on 29 August, securing Samoa without resistance.

Meanwhile, mobilisation camps were established across New Zealand:

Auckland (Alexandra Park) – District Storekeeper Captain William Thomas Beck set up a mobilisation store, assisted by Sergeant Norman Joseph Levien.
Christchurch (Addington Park) – Captain Arthur Rumbold Carter White managed the Canterbury District mobilisation store.
Dunedin (Tahuna Park) – Captain Owen Paul McGuigan handled equipping recruits, many of whom had no prior military training.
Wellington (Awapuni Racecourse) – The Defence Stores in Wellington directly supported the mobilisation effort.

As the central hub for Defence Stores, Wellington managed the receipt and distribution of equipment nationwide. Public appeals were made for short-supply items like binoculars and compasses. On 14 August, approval was granted for each soldier to receive a second pair of boots—typically, the second pair had to be purchased at a reduced rate.

Mobilisation was not simply a matter of sending troops overseas; it also involved ensuring the ongoing reinforcement of the NZEF and maintaining the Territorial Army at home. Planning for NZEF reinforcements commenced alongside the main mobilisation effort to sustain the force in the field. It was determined that 20% reinforcements would be provided six weeks after the NZEF’s departure, with a further 5% arriving monthly thereafter.

Trentham Camp was selected as the primary training and equipping centre for reinforcement drafts, where the Camp Quartermaster Stores, under Lieutenant (Temporary Captain) Thomas McCristell, played a critical role in ensuring personnel were properly outfitted before deployment. The scale of this task was immense, with store personnel working late into the night to issue uniforms and equipment to the steady stream of reinforcements. While the focus remained on sustaining the NZEF, efforts were also required to maintain the Territorial Army at home, ensuring a trained force remained available for local defence and future deployments. Mobilisation was not a single event but a continuous process that demanded careful logistical planning and execution to sustain the war effort.

Beyond issuing equipment, the Camp Quartermaster Stores also served as a training ground for new Quartermasters destined for overseas service. Selected candidates underwent instruction in key logistical functions, including clothing and equipping troops, managing camp equipment, organising ammunition supplies, and overseeing water distribution and field kitchen setup. This training ensured that reinforcements were well-equipped and supported by skilled personnel capable of sustaining operations in the field.

By September 1914, the Defence Stores had successfully equipped the NZEF. On 24 September, General Godley thanked the Defence Stores staff for their efforts, acknowledging their crucial role in the mobilisation process. However, controversy soon followed.

On 26 October, after ten days at sea, Godley sent a note to Minister of Defence Colonel James Allen, alleging irregularities in Defence Stores operations and implying that O’Sullivan and his staff might be engaging in misappropriation. Despite recognising O’Sullivan’s significant contributions, Godley recommended auditing the Defence Stores’ accounting systems. This unfounded allegation ultimately led to O’Sullivan’s resignation, overshadowing the department’s achievements in successfully mobilising and equipping both the Samoa Expeditionary Force and the NZEF.

New Zealand’s largest military deployment to date placed immense logistical demands on the Defence Stores. The department leveraged pre-war procurement contracts while employing competitive tendering to secure uniforms, equipment, and supplies. This approach facilitated rapid expansion, with Buckle Street in Wellington emerging as a key logistical hub. However, the sheer volume of supplies soon exceeded capacity, necessitating the leasing of commercial storage facilities beyond the department’s central depots in Wellington, Christchurch, and Dunedin.

As military activity intensified, the establishment of the Palmerston North District Store in early 1915 significantly enhanced logistical capabilities, particularly for units stationed in the lower North Island. This expansion underscored the growing need for decentralised supply operations, improving the efficiency of equipment distribution.

The rapid wartime expansion placed immense strain on both personnel and logistics. Despite increasing responsibilities, the department received only minimal increases in permanent staff, forcing heavy reliance on temporary workers to meet operational demands.

As the war progressed, concerns over procurement methods and accounting procedures led to mounting external scrutiny. In 1915, a Commission of Inquiry was launched to examine the Defence Stores’ business practices, financial controls, and purchasing procedures. While the Commission found no evidence of misconduct, it recommended procedural improvements to enhance transparency and efficiency. In response, the government established the Ministry of Munitions, which took over procurement and supply chain management, streamlining logistical operations..

Supporting the NZEF (1915–1921)

The New Zealand Expeditionary Force (NZEF) formed its own New Zealand Army Ordnance Corps (NZAOC) in 1915, recognising the need for a more structured military logistics system. This corps provided dedicated logistical support for the NZEF and residual units until 1921. This development was critical as the demands of modern warfare required a more organised and professional approach to supply chain management, equipment maintenance, and ordnance distribution.

Initially, the NZEF relied heavily on British supply lines and logistical structures, with Quartermasters embedded within units managing day-to-day supply requirements. However, as operations expanded and the need for self-sufficiency grew, the establishment of the NZAOC provided a more formal system of procurement, storage, distribution, and maintenance of military stores. The Centre of mass for the NZAOC within the New Zealand Division was the Assistant Director of Ordnance Stores (DADOS) and his staff, who operated in concert with regimental quartermasters, who remained responsible for issuing and maintaining personal and unit equipment at the frontline.

Quartermasters played a pivotal role in ensuring that troops were properly equipped, fed, and clothed and worked closely with the NZAOC to ensure seamless logistical support across different theatres of war, from Gallipoli to the Western Front and the Middle East.

By 1918, the NZAOC had become a critical component of the NZEF’s supply chain, with depots in the UK and the DADOS operating dumps in key operational areas. As the war concluded, the Corps played a crucial role in the demobilisation process, managing the return of surplus equipment, disposal of unserviceable stores, and redistributing serviceable assets to remaining military units and government departments.

The NZAOC continued to support New Zealand’s post-war military commitments until 1921. The lessons learned during the Great War laid the foundation for future developments in ordnance and supply management, shaping the logistics framework of the post-war army.

The role of Quartermasters and the NZAOC in supporting the NZEF between 1915 and 1921 was instrumental in ensuring that New Zealand troops remained equipped and operationally effective throughout the war. Their contributions sustained the force in combat and established enduring logistical principles that continued influencing military store management in the following decades.

Home Service Stores Accounting

On the home front, military authorities pushed for the complete militarisation of stores accounting, aiming to align New Zealand’s system with British Army Ordnance practices. This led to a significant leadership change in 1916, with Major Thomas McCristell replacing James O’Sullivan as Director of Equipment and Stores. Under McCristell’s leadership, the department underwent a comprehensive reorganisation, transitioning into a formal military structure.

By 1 February 1917, the home service New Zealand Army Ordnance Department (NZAOD) and NZAOC were officially established, replacing the Defence Stores Department. This milestone ended 48 years of civilian-led military logistics, marking a shift towards a fully integrated, military-controlled Ordnance service.

Concurrent with the establishment of the Home Service NZAOC, formal Ordnance Procedures were published, and the Regulations for the Equipment of the New Zealand Military were updated. These replaced all previous instructions and formed the foundation for New Zealand’s modern military logistics system.

Conclusion: Towards a Modern Military Stores Accounting System

The period from 1845 to 1918 laid the foundational principles of New Zealand Army stores accounting, evolving from ad hoc militia supply practices to a structured, professional system aligned with British military standards. Early efforts, such as the 1867 Public Stores Act and the establishment of the Defence Stores Department, introduced much-needed oversight and accountability, ensuring military forces were adequately equipped for colonial conflicts and later global engagements.

The early 20th century saw increasing refinement in stores management, with greater formalisation under the Defence Act 1909, the creation of a structured supply organisation, and the introduction of rigorous accounting and inventory control measures. The mobilisation for World War I tested these systems on an unprecedented scale, demonstrating their strengths and the need for further development. The establishment of the NZEF NZAOC in 1915 and the home service New Zealand Army Ordnance Department and Corps in 1917 signified a pivotal transformation, shifting military logistics from civilian oversight to a dedicated military-run system. The experiences of World War I reinforced the importance of accurate, efficient, and adaptable stores accounting systems, setting the stage for continued evolution in the interwar and post-World War II periods. The next part of this study, New Zealand Army Stores Accounting: 1919–1945, will examine how the lessons learned from wartime operations influenced peacetime logistics, the modernisation of accounting frameworks, and the growing role of technology and centralised control in military supply chain management.

Notes

[1] Australian Defence Force, “Logistics Series – Supply,” Australian Defence Doctrine Publication 4.3 (2004): 1.1-1.16.

[2] “Colonial Defence Force Act 1862,” ed. General Assembly of New Zealand (1, Wellington, 1862). http://www.nzlii.org/nz/legis/hist_act/cdfa186226v1862n32291/.

[3] General Assembly of New Zealand, “The Public Stores Act 1867,” (1867), http://www.nzlii.org/nz/legis/hist_bill/psb1867831178.pdf.

[4]“The Public Stores Act 1871,” ed. General Assembly of New Zealand (Wellington, 1871).;”Lieut-Colonel Edward Gorton,” New Zealand Gazette, Issue 1, 26 January 1872, 619.

[5] “Reductions,” Thames Advertiser, Volume XI, Issue 2938, 30 May 1878, https://paperspast.natlib.govt.nz/newspapers/THA18780530.2.10.; “The Government Brander,” Saturday Advertiser, Volume 3, Issue 130 (Wellington), 5 January 1878, https://paperspast.natlib.govt.nz/newspapers/SATADV18780105.2.13.

[6] Archives New Zealand, “Robert George Vining Parker,” Personal File, Record no R23513898 (Wellington) 1885-1925, https://ndhadeliver.natlib.govt.nz/delivery/DeliveryManagerServlet?dps_pid=IE18683088.

[7] Archives New Zealand, “Frederick Silver,” Personal File, Record no R23513983 (Wellington) 1976-1900, https://ndhadeliver.natlib.govt.nz/delivery/DeliveryManagerServlet?dps_pid=IE19149654.

[8] “Defence Storekeeper Appointed,” New Zealand Gazette No 98 p. 2154., 29 November 1900, 4.

[9] Archives New Zealand, “Frederick Silver.”

[10] “Defence Act Amendment Act 1906 (6 EDW VII 1906 No 41),” 1906, accessed 30 December 2021, http://www.nzlii.org/nz/legis/hist_act/daaa19066ev1906n41250/.

[11] Peter Cooke and John Crawford, The Territorials (Wellington: Random House New Zealand Ltd, 2011), 153.

[12] Paul William Gladstone Ian McGibbon, The Oxford companion to New Zealand Military History (Auckland; Melbourne; Oxford: Oxford University Press, 2000, 2000), 369.

[13] “Regulations (Provisional) for the Military Forces of New Zealand “, New Zealand Gazette 5 May 1911.;

Linton Camp: The Evolution of a Military Logistics Hub

Leave a comment Robert McKie

For 80 years, Linton Camp has served as a key logistics hub for the New Zealand Army. Initially established to support ordnance storage and supply, much of its infrastructure has remained unchanged for decades — a legacy of underinvestment that the NZDF is only now beginning to address. This article traces the historical development of Linton’s warehousing functions, its recurring infrastructure challenges, and the modernisation finally underway. It is intended as a starting point for discussion on NZDF logistics modernisation, not a strategic or comparative analysis of broader defence policy.

Early Developments: Palmerston North’s Ordnance Store (1914–1921)

In 1914, Major James O’Sullivan, Director of Equipment and Stores, recommended establishing a district store in Palmerston North to improve distribution efficiency and reduce transport costs. This led to the creation of the Palmerston North Ordnance Store in early 1915, managed by District Storekeeper Frank Edwin Ford.

NZ Army Ordnance Stores, 327 Main Street, Palmerston North circa 1930. Palmerston North Libraries and Community Services

With the formation of the New Zealand Army Ordnance Corps (NZAOC) on 1 July 1917, the Palmerston North Ordnance Store was incorporated as the “Palmerston North Detachment – NZAOC.” By December 1921, however, the detachment was disbanded as part of post-war reorganisation.

World War II and Post-War Expansion (1941–1957)

The outbreak of World War II forced a major expansion of military logistics infrastructure. In early 1942, the Central Districts Ordnance Depot (CDOD) was established at the Palmerston North Showgrounds, later renamed No. 2 Ordnance Sub Depot on 1 August 1942. By 1943/44, the Main Ordnance Depot in Trentham had established a Bulk Sub-Depot at Linton Camp to support Central District operations.

Palmerston North Showgrounds, Cuba Street, 1939. Palmerston North Libraries and Community Services

A fire at No. 2 Ordnance Sub Depot on 31 December 1944 destroyed stock valued at £225,700 (approximately $38.5 million in 2024 terms, adjusted for inflation using the RBNZ inflation calculator). The depot remained operational until 14 December 1945, when its functions transferred to Trentham’s Main Ordnance Depot and Linton’s Bulk Sub-Depot.

Recognising the need for sustained logistical support, No. 2 Ordnance Depot was re-established at Linton Camp on 1 October 1946, absorbing the Bulk Sub-Depot from Trentham. Under Captain W.S. Keegan’s command, the depot also maintained ammunition sub-depots at Belmont, Makomako, and Waiouru, a vehicle sub-depot at Trentham, and a stores sub-depot at Waiouru. In 1948, it reverted to its 1942 designation of CDOD.

Through the late 1940s and 1950s, storage facilities at Linton — many still using wartime buildings — were expanded, including warehouses CB26 and CB27 on Dittmer Road (1949–1950). Infrastructure problems persisted: a second fire, in an ordnance store on 15 February 1953, destroyed stores and records valued at £11,695 (roughly $1.4 million in 2024 terms).

Infrastructure Challenges and Growth (1957–1990s)

In 1957, the Central Districts Vehicle Depot (CDVD) relocated from Trentham to Linton, requiring the transfer of prefabricated buildings from Fort Dorset (CB14–CB17). Storage limitations remained a persistent issue.

A 1958 site investigation recommended constructing a 125,000 sq. ft. (11,613 sq. m) ordnance depot as part of a broader Logistic Precinct integrating RNZASC and RNZEME elements. The project never materialised. The “temporary” prefabricated buildings that were meant to bridge the gap are, remarkably, still in use today — nearly 70 years later.

Central Districts Ordnance Depot, Linton Camp 1958

Central Districts Vehicle Depot and Central Districts Ordnance Depot, C1959

Expansion continued in smaller increments: CDOD completed a new headquarters building (CB18) in 1961 and a dedicated clothing store (CB4) in 1963. In 1968, the depot was rebranded as 2 Central Ordnance Depot (2COD), with plans to expand the clothing store by 45,000 sq. ft. (4,181 sq. m) — later reduced by budget constraints to 25,000 sq. ft. (2,323 sq. m) — and completed by 2 Construction Squadron, RNZE, in 1972. The building is now used by 5 Movements Company, RNZALR.

On 16 October 1978, the transfer of Army supply responsibilities from the Royal New Zealand Army Service Corps (RNZASC) to the RNZAOC saw 2 Central Ordnance Depot redesignated as 2 Supply Company. The new unit absorbed 24 Supply Platoon (Rations) and assumed responsibility for the former RNZASC Ration Store, broadening Linton’s role from ordnance storage into integrated supply support. From 16 April 1984, 2 Supply Company served under the newly established Headquarters Force Maintenance Group at Linton. It was disbanded on 10 December 1984 and succeeded by 5 Composite Supply Company; its ration-store function continued within the new organisation. By 1990–91, the original railhead ration store had been decommissioned and replaced by a purpose-built facility.

The table below tracks the unit’s repeated redesignations across this period — useful as a reference, since the naming changes more often than the underlying function does:

Year	Unit Name
1942	Central Districts Ordnance Depot (CDOD)
1942 (Aug)	No. 2 Ordnance Sub Depot
1946	No. 2 Ordnance Depot
1948	Reverted to CDOD
1968	2 Central Ordnance Depot (2COD)
1978	2 Supply Company
1984	5 Composite Supply Company
1990	21 Supply Company
1992	21 Field Supply Company (absorbed RRF OSG from 3 Supply Company, Burnham)

In 1992, the Ready Reaction Force Ordnance Support Group (RRF OSG) transferred from 3 Supply Company in Burnham into 21 Field Supply Company, supported by additional low-cost shelters (CB34a, CB34b, CB35).

Modernisation Efforts and the Linton Regional Supply Facility (2024–Present)

Some of Linton’s warehouses are now over 80 years old, and — as the 1958 episode shows — the pattern of deferred investment is not new. The NZDF has finally committed to a major upgrade: the Linton Regional Supply Facility. Ground was broken in late 2024, with work commencing in February 2025. The project will consolidate multiple logistics functions into a single modern building.

According to Deputy Chief of Army, Brigadier Hamish Gibbons:

“The Linton Regional Supply Facility will provide a modern and fit-for-purpose capability for our logistics personnel. It will allow us to effectively and efficiently manage and control the limited resources we have, ensuring they are available to enable training and operations.”

Concept Plan of Linton RSF. https://www.nzdf.mil.nz/media-centre/news/significant-milestone-for-nzdf-logistics/

Conclusion

Linton Camp’s role in New Zealand’s military logistics has evolved considerably since its origins as an ordnance sub-depot, through the fires of 1944 and 1953, the abandoned 1958 rebuild, and decades of incremental patchwork rather than wholesale renewal. The Linton Regional Supply Facility represents the first serious break from that pattern. Whether it holds, and whether the next round of “temporary” buildings again outlasts its intended lifespan, will depend on sustained investment rather than a single project.

The RNZAOC Icon: A Symbol of Heritage and Functionality

Leave a comment Robert McKie

The RNZAOC Icon, a proud symbol of the Royal New Zealand Army Ordnance Corps (RNZAOC), encapsulates the Corps’s heritage and functionality in a single design. Designed by Major T.D. McBeth (DOS 83-86) in 1971 at the direction of the sitting DOS Lieutenant Colonel GJH Atkinson (DOS 68-72), the cover design cleverly combined various aspects of the RNZAOC and was initially utilised as the cover design for the RNZAOC Newsletter the ‘Pataka’ and on unit plaques.

Description of the design

The design cleverly and meaningfully combines various elements that define the RNZAOC. Its foundation is the NATO map symbol for an ordnance unit, a stylised shield placed over two crossed swords, symbolising the core mission of the Corps: providing logistical and ordnance support to the New Zealand Army.

Design Colour

The icon incorporates the traditional ordnance colours of red, blue, and red, reflecting a heritage that dates back to the Board of Ordnance (1400s to 1855) and its historical connections with the Royal Artillery and Royal Engineers. In the New Zealand context, these red and blue colours were prominently used on the Corps’ flag, tactical patches and signs, stable belts, and other insignia.

Symbolic Quadrants: A Visual Narrative

At the centre of the shield lies the RNZAOC badge, a symbol representing the history and legacy of the RNZAOC. This badge is related to the Colonial Storekeeper and subsequent organisations responsible for managing the New Zealand Army’s stores since 1840. It also signifies the alliance of the RNZAOC with the Royal Army Ordnance Corps (RAOC) and its broader family membership of the Commonwealth Ordnance Corps family.

The RNZAOC badge is surrounded by four distinct quadrants, each representing a unique aspect of the Corps.

Top quadrant

The top quadrant of the icon features a Traditional Māori Pātaka storehouse, an elevated structure historically used by Māori, the indigenous people of New Zealand, to store food, tools, weapons, and other valuables. These intricately designed buildings were central to Māori culture, serving practical and symbolic purposes.

The Maori Pataka is a small elevated outdoor house used for storing food or provisions. Most were not carved. Carved Pataka were only used to store precious treasures such as greenstone, jewellery, weapons, and cloaks. The more elaborate the carvings, the more important the person whose possessions were stored within. *Photo Credit: https://www.virtualoceania.net/newzealand/photos/towns/queenstown/nz2481.shtml*

In the context of the RNZAOC Icon, the Pātaka symbolises the Corps’ heritage and emphasises the essential role of sustainment storage and resource management. The Royal New Zealand Army Service Corps (RNZASC) managed this function from 1910 until 1979, when responsibility for supply tasks such as rations and fuel was transferred to the RNZAOC.

Right quadrant

The right quadrant depicts a contemporary warehouse, symbolising the RNZAOC’s evolution into a modern organisation. This element reflects the Corps’ adoption of advanced infrastructure and practices to manage military supplies efficiently, demonstrating its commitment to meeting the demands of contemporary logistics.

The RNZAOC Award-winning warehouse at TGrentham was constructed for $1.6 million in 1988. In addition to the high-rise pallet racking for bulk stores, a vertical storage carousel capable of holding 12,000 detail items was installed later.

Bottom quadrant

The bottom quadrant features an RL Bedford truck, which was upgraded to the Unimog in 1984. This familiar workhorse of the New Zealand Army symbolises the Corps’ field operations. It highlights the vital role of the RNZAOC in efficiently ensuring that resources reach the front lines.

Left quadrant

The Left quadrant features the ‘Flaming A’ of the Ammunition Trade, representing the critical role of the Corps in handling, storing and supplying munitions, a responsibility that demands precision, expertise and dedication.

New Zealand Ammo Tech ‘Flamming A” Insignia with fern fonds adopted in 1988 to provide a unique New Zeland flavour to the insignia.

Central bar

The blue central bar of the icon is styled like a spanner, symbolising the RNZAOCs links as the parent Corps of the Royal New Zealand Electrical and Mechanical Engineers (RNZEME) and modern technical functions, including RNZAOC Workshops Stores Sections located within RNZEME Workshops, Tailors Shops, and Textile Repair Sections.

Variations of the Icon

Over the years, the RNZAOC Icon evolved. In 1984, the image of the RL Bedford truck was updated to feature the Mercedes-Benz Unimog, which replaced the RL Bedford after its retirement in 1989, following 31 years of service.

The Icon was also adopted as the base design for unit plaques, with some units placing the RNZAOC Crest above the Icon and substituting it in the centre of the icon with a symbol relevant to their specific unit.

A Long-term Legacy

The RNZAOC icon is a visual homage to the Corps’ diverse contributions and rich legacy. Blending traditional, modern, and operational elements highlights the RNZAOC’s steadfast dedication to supporting New Zealand’s defence capabilities. This emblem connects the past, present, and future, symbolising identity and pride for those who have served in the Royal New Zealand Army Ordnance Corps. As the icon of the ‘To the Warriors Their Arms’ website, it pays tribute to the RNZAOC and all the antecedent corps that now form part of the RNZALR, ensuring their memory and significance remain relevant.

Materials Handling Equipment (MHE) in the New Zealand Army, 1988

Leave a comment Robert McKie

Materials Handling Equipment (MHE) is often an overlooked yet critical component of military logistics, providing the backbone for efficient movement and management of supplies and equipment across the supply chain. Despite its essential role, MHE frequently suffers from neglect regarding investment, modernisation, and strategic planning.

In 1988, recognising the operational necessity of MHE, the New Zealand Army highlighted its importance in enhancing logistics efficiency and operational adaptability. This recognition was formalised in the Army Equipment Policy Statement (AEPS) No. 63, updated in 1989, which provided a framework for the development and employment of MHE within the Army.

This article examines the New Zealand Army’s approach during this period, exploring the capabilities, policies, and operational roles assigned to MHE. By reflecting on these measures, this article underscores the often-underappreciated significance of MHE and the need for sustained attention to ensure this vital capability continues to meet modern operational demands.

The Scope of AEPS No. 63

AEPS No. 63, updated in September 1989, established clear guidelines for MHE—equipment primarily designed for materials handling. It excluded items with secondary materials-handling roles, such as engineer plant, air delivery, or recovery equipment, while advocating for consideration of these items during acquisition to maximise their utility.[1]

Definitions and Standardisation

AEPS No. 63 introduced precise definitions to guide the Army’s logistical operations:

Materials Handling: Movement of materials across warehouses, production processes, and shipping areas.
Container Handling: Management of ISO containers, modular shelters, and specialised military modules.
Standard Pallet: The NATO pallet had specific dimensions (1000mm x 1200mm x 175mm).
Special Purpose Pallets: Customised for specific loads or transport types, such as 436L air transport pallets.
Standard Unit Load (SUL): Defined dimensions for palletised, non-palletised, or containerised loads.

The categorisation of MHE into Depot MHE (designed for paved surfaces) and Field MHE (capable of operating on uneven or soft ground) ensured a tailored approach to logistics.

ISO Containers and Modular Shelters

The Army’s MHE policy detailed specific container and shelter requirements:

ISO Containers

20-Foot (6.10m) 1C Cargo Container: Maximum gross weight of 24,000kg; tare weight of 2,230kg.
10-Foot (3.05m) 1D Cargo Container: Maximum gross weight of 10,160kg; tare weight of 1,260kg.

Modular Shelters

20-Foot (6.10m) 1C Shelter: Gross weight of 3,000kg.
13-Foot 2in (4.012m) 1DX Shelter: Specialist shelters with tare weight of 15,800kg and gross weight of 4,000kg. Over 80 in service, across eight varients
- Quartermaster
- Machine/Welding
- General Engineering
- Automotive Repair
- Small Army Repair
- 230VAC Repair
- Binner Storage
- Automative Repair
10-Foot (3.05m) 1D Shelter: Prototype variant used for peacetime storage.
1EX Shelters (Steel and Aluminium): Dimensions and weights varied, tailored for roles such as Explosive Ordnance Disposal (EOD) and radio signal units.

New Zealand Army 13′ Shelter Non-Expandable

Operational Necessity of MHE

MHE’s primary role was to handle bulk equipment and supplies efficiently, minimising manual labour and maximising logistical throughput. Key operational requirements included:

Depot and Field MHE to manage the Army’s range of ISO containers and modular shelters.
Compatibility with the logistic supply chain for handling bulk supplies from home bases to forward operational areas.
Use of ISO Containers for bulk movement, primarily within logistics hubs, while palletised loads extended to unit echelons.

MHE usage spanned all points of the supply chain, including:

Point of Entry (POE): Comprehensive MHE and container handling equipment (CHE) to manage diverse loads.
Forward Maintenance Group (FMG): Similar to POE but with less CHE capabilities and more reliance on modular distribution systems (MDS)
Brigade Maintenance Area (BMA): Limited range of MHE and MDS for further bulk-breaking.
Unit-Level Support: Field MHE to handle specialised and palletised combat supplies.

Desired Characteristics of MHE

To meet the operational requirements, MHE was expected to possess the following attributes:

Field MHE:
- Mobility on and off-road.
- Medium all-wheel drive capability.
- Operability across a range of climatic conditions.
- Compatibility with tactical transport systems and NZ Army fuel standards.
Depot MHE:
- Operability on paved surfaces.
- Compliance with civil standards.
- Versatility in aisle widths and container de-stuffing.
- Use of multiple fuel types, including electricity.

MHE in Service (1988)

The New Zealand Army maintained an extensive inventory of MHE, categorised as Depot MHE, Field MHE, and Modular Distribution Systems (MDS). Key equipment included:

Depot MHE

Forklifts from brands like Lansing Bagnall, Toyota, and Komatsu, with capacities ranging from 1000kg to 10,000kg.
Electric forklifts for ammunition areas.

Field MHE

Rough terrain forklifts, including;
22 x Leesander RT25.
3 x Hough models.
2 x Eager Beavers utilised by 5 Movements Squadron, RNZCT.[2]

Modular Distribution Systems

MDS ranging from 2-tonne to 10-tonne capacities, complemented by 10-tonne lifting beams.

Strategic Interoperability and International Standards

The Army’s MHE policy emphasised standardisation with equipment used by allies, ensuring seamless interoperability. Key guidelines and standards included:

STANAGs: Specifications for field and depot MHE.
ISO Standards: Governing modular shelters and containers.
Overseas Studies: Leveraging insights from ABCA, Australia, Canada, and the UK.

Distribution Policy

The distribution of MHE was tailored to align with operational requirements, with RNZAOC units holding the majority of the equipment, followed by RNZCT units, and smaller quantities allocated to other Army units. This arrangement prioritised strategic deployment to maximise logistics efficiency and maintain operational readiness.

Conclusion

In 1988, MHE was a vital asset for the New Zealand Army, forming the backbone of efficient logistics operations in both peace and conflict. The AEPS No. 63 established a comprehensive framework for the acquisition, deployment, and standardisation of MHE, paving the way for the phased retirement of RT25s and Eager Beavers in favour of more capable Skytrak 10000NZ RFTL and Matbro RFTL from 1995. By facilitating bulk handling of supplies and equipment, MHE significantly reduced manpower demands while enhancing operational efficiency, underscoring its indispensable role in New Zealand’s military logistics.

Notes

[1] “Equipment and Supplies – Overall Policy – Material Handling Equipment,” Archives New Zealand Item No R7934643 (1988).

[2] “Equipment And Supplies – Overall Policy – Medium Lift Rough Terrain Forklift (4000- 5000 kg),” Archives New Zealand Item No R6822831 (1983-1995).

New Zealand Army Stores Accounting (1939-1944): Overcoming Wartime Supply Challenges

Leave a comment Robert McKie

Between 1939 and 1944, the New Zealand Army’s home-front logistics functions undertook a monumental task. They faced significant obstacles in maintaining accurate record-keeping and inventory control, dealing with challenges such as limited storage capacity, a shortage of experienced personnel, and high turnover rates. At the peak of this period, nearly 200,000 regular, Territorial, and Home Guard troops were mobilised and dispersed in numerous units across New Zealand and the Pacific, all in need of weapons, ammunition, clothing, and equipment. The scale of their operation was immense, and their efforts were crucial to the war effort. Supplying and maintaining this force, especially as they were dispersed and many required specialised and technical resources, was a testament to the dedication and resourcefulness of the personnel tasked with stores accounting.

With allied forces unable to stem the Japanese offensive in Asia and the Pacific and invasion likely, the situation’s urgency demanded swift and efficient mobilisation. However, the constant reshuffling of personnel and frequent transfers of equipment and ammunition between units added further complexity. Organisational changes and equipment shortfalls were frequent, compounding the difficulty of building up and sustaining military readiness at home while supporting New Zealand’s deployed forces overseas. Despite these hurdles, the New Zealand Army’s logistics efforts achieved significant milestones. Their resilience and adaptability in the face of immense national and global pressure are a source of admiration.

The Accounting System

Like the armies of Canada and Australia, the New Zealand Army was organised and equipped in line with British doctrine, with the New Zealand Army General Staff determining the Army’s organisation with local modifications to fit New Zealand’s unique requirements. These organisational structures were formalised through three main types of documents:

The Order of Battle (ORBAT): This outlined the number and composition of formations, detailing the units they commanded following the General Staff’s policy decisions.

The War Establishment (WE): This document specified each unit’s authorised staffing and structure, which were, in most cases, identical to the British Army war establishments.

The Unit Equipment Table (Form NZ 483): These defined each unit’s authorised stores and equipment. Examples of Equipment Tables approved from July 1939 were:[1] [2]

Form NZ 483-2: – HQ of a Mounted Rifle Brigade
Form NZ 483-3: – HQ of Infantry Brigade
Form NZ 483-5: – HQ of Infantry Brigade and Attached Troops
Form NZ 483-6: – HQ of a Medium Regiment, NZ
Form NZ 483-21: – A Mounted Rifle Regiment (Horse)
Form NZ 483-22: – A Mounted Rifle Squadron (Motorised)
Form NZ 483-23: – An Independent Mounted Rifle Squadron
Form NZ 483-24: – A Motor Regiment
Form NZ 483-32: – A Medium Battery
Form NZ 483-52: – A Field Company, RNZE
Form NZ 483-61: (a) – HQ of a District Signals Company
Form NZ 483-61: (b) – No 1 Sect, A District Signals Company
Form NZ 483-61: (c) – No 2 (M.R Brigaded Section) A District Sigs Coy
Form NZ 483-61: (d) – No 3 (Fd Arty Bde Sect) A District Sigs Coy
Form NZ 483-61: (e) – No 4 (Med Arty Bde Sect) A District Sig Coy
Form NZ 483-61: (f) – No 5 (Inf Bde Sect) A District Sig Coy
Form NZ 483-71: – An Infantry (Mixed) Battalion
Form NZ 483-72: – An Infantry (Mixed) Battalion (Fortress)
Form NZ 483-73: – No 2a (LMG) Platoon, for a Fortress Bn
Form NZ 483-76: – A Detached Rifle Company, National Military Reserve
Form NZ 483-81: – A Composite Company, ASC
Form NZ 483-82: – A Reserve MT Company, ASC
Form NZ 483-83: – A Composite Company, AHQ Reserve Group
Form NZ 483-91: – A Field Ambulance (Mechanised)
Form NZ 483-101: – A Light Aid Detachment, NZAOC

Changes to the unit organisation often stemmed from General Staff policy decisions regarding equipment scales—such as weapons, vehicles, and wirelesses—resulting in corresponding amendments to the War Establishments and Unit Equipment Table Form NZ 483 tables.

Each unit maintained both ‘peace’ and ‘war’ establishments. While the peace establishment included reduced personnel and resources for peacetime training, the war establishment detailed the full complement of men and equipment needed for active service. From 1939, regular and territorial units in New Zealand began mobilising to war strength with reservists, integrating the Territorial Force and recruits through the New Zealand Temporary Staff (NZTS), marking the shift to a wartime footing.

With an established table of what stores they should hold, A unit or sub-unit knew exactly what equipment they were responsible for, including spades, shovels, axes, etc. They would also have items of controlled stores usually identified with a serial number – the controlled stores would include compasses, binoculars, wristwatches, etc., which, when issued, would be signed for. When losing a controlled item, a Board of Inquiry was conducted to establish the circumstances of loss and determine who (usually the soldier) should pay for it.

The Company Quartermaster Sergeant (CQMS), whose rank could be Sergeant, Staff Sergeant of Warrant Officer Class Two, or, of course, the Company Commander, was responsible for the accountability of the unit or sub-unit stores. Standards of accountability for unit stores varied, with some units conducting regular kit checks and publishing lists of soldiers with deficiencies and the amount they owed in unit routine orders.

Manual Systems and Administrative Burden

The Army stores accounting system applied to all units of the New Zealand Army. It was based on a unit ledger, supported by inventories, vouchers, schedules, and scales of issue, which recorded all store items and transactions in the unit. All entries in ledgers were to be supported by a voucher, and all vouchers were cleared by posting to the ledger or annotated with a reference to another voucher or to the point of issue. Stores could only be struck off charge by one of the following:

An Issue Voucher, signed by the recipient of the stores
A Certificate Issue Voucher, where the recipient was not required to sign for the stores
A Board of Survey or Certificate of Condemnation
By an application to write of Army Stores

Units such as NZAOC depots, MT Branch depots, mobilisation units and Camp Quartermaster Stores were classed as accounting units. They managed their stocks with a ledger card system using the NZ161 Ledger card.[3]

Field Force units maintained their NZ Equipment Table as the main ledger, recording all items issued to the unit and their distribution.

Photograph of World War II servicewomen unloading pillows. Ref: PAColl-8846. Alexander Turnbull Library, Wellington, New Zealand. /records/22327559

While effective, the system was inflexible compared to today’s digital Inventory Management systems. Under the pressures of wartime, maintaining rigorous documentation proved challenging, and adherence to procedural norms was sometimes relaxed to expedite supply to forces in the Pacific and Home Defence.

Mobilisation and Training Impact

In 1941, brigade and district manoeuvres escalated the army’s activity tempo, and early in 1942, the entire Territorial Force was mobilised, and tactical responsibilities with the Home Guard were formalised. Many units operated in active service conditions, with newly trained Quartermasters and staff often lacking prior military store management experience. The potential threat of invasion by Japanese forces added a sense of urgency and pressure, making training and equipping all available troops the top priority, even if it meant sacrificing strict clerical accuracy.[4]

Members of the New Zealand Home Guard receiving equipment. New Zealand. Department of Internal Affairs. War History Branch:Photographs relating to World War 1939-1945. Ref: DA-00477. Alexander Turnbull Library, Wellington, New Zealand. /records/22871820

Before total mobilisation, many of the Regular and Territorial Force personnel and civilian staff skilled in stores accounting had deployed overseas with the 2nd New Zealand Expeditionary Force (2NZEF) in the Middle East or with the Brigade Group in Fiji. This left domestic units staffed by officers and NCOs with limited military stores experience, often stationed in field locations without adequate storage facilities. Despite these challenges, the dedication and commitment of these officers and NCOs were unwavering, even as ongoing personnel rotation severely hindered inventory management.

Progress in Accounting Practices

By late 1943, the strategic situation had stabilised, and the threat of invasion was removed, with the demobilisation of the Home Guard and Territorial Force underway by early 1944. As part of this process, comprehensive audits of unit accounts were conducted. Despite some losses due to unrecorded stores, the overall value of missing inventory remained relatively low compared to the total volume managed. The following table presents the total amount written off from April 1939 to March 1944, which was £259,200 (equivalent to $28,119,860 in 2024).

Note that “Deficiencies” – representing faulty accounting – contributed £84,710 ($9,165,191.67 in 2024). Including estimates for undetailed years, this figure suggests that deficiencies represented less than 40% of the total write-offs.[5]

Reflecting on Wartime Logistics and Accountability

During the peak demand period of 1942 and early 1943, stores accounting took a secondary role to the urgent need to supply the mobilised units efficiently. The New Zealand Army was not only receiving large shipments of war material from the United Kingdom and North America but also managing the distribution of substantial volumes of the same equipment for both Pacific deployments and Home Defence, prioritising speed over strict procedural adherence. While this approach led to some irregularities, major scandals were avoided, and only minor cases of misappropriation occurred. This flexibility demonstrates the staff’s pragmatic approach to balancing efficiency and accountability under extreme conditions, ensuring operational needs were met without compromising integrity.

Lessons for Contemporary Military Stores Accounting

This analysis provides a perspective for modern logistics professionals, especially when using contemporary data management systems. Despite the sophisticated features of these platforms—like precise tracking and real-time reporting—the effectiveness of these tools is often linked to the skills and judgment of the personnel who operate them. The lessons from the New Zealand Army’s wartime experiences demonstrate that the strategic use and flexibility in stores accounting can be crucial in emergencies. However, suppose the benefits of the modern systems are not being fully realised. The root cause likely lies in the organisation’s skill sets for managing and leveraging these resources.

Rigidly following procedures can sometimes hinder progress, just as it did in the past when wartime conditions demanded quick and adaptable responses. For today’s logistics leaders, the real challenge is recognising when to exploit the flexibility offered by modern data systems and when to relax procedural controls. Balancing this requires training and experience, especially in crises where the pressure to deliver supplies efficiently can tempt managers to bypass standard processes. While this may be necessary temporarily, the quick restoration of standard procedures is essential to maintaining accountability and data quality.

The key is adaptability, but only to the extent that it does not lead to long-term compromises in record-keeping and operational integrity. If modern data management tools are underperforming, investing in staff training and developing the necessary expertise could ensure these advanced systems are used to their full potential.

Notes

[1] “New Zealand Equipment Tables -Provisional,” New Zealand Army Order 164 (1 July 1939).

[2] “New Zealand Equipment Tables -Provisional,” New Zealand Army Order 216 (1 October 1941).

[3] “FORMS AND BOOKS: Forms adopted,” New Zealand Army Order 266 (1 October 1939).

[4] “QMG (Quartermaster-Generals) Branch – September 1939 to March 1944,” Archives New Zealand Item No R25541150 (1944).

[5] “Appendices to Report on QMG (Quartermaster-General’s) Branch,” Archives New Zealand Item No R25541151 (30 June 1944).

Mechanised Mobilisation: New Zealand’s Military Vehicle Expansion September 1939-March 1944

1 Comment Robert McKie

Occasionally, photos emerge on various internet forums, capturing a striking scene: a vast lineup of vehicles at the Mangere Ordnance Sub Bulk Depot, freshly returned from New Zealand’s 3rd Division after its service in the Pacific. These images display Bren Gun Carriers, trucks, and tanks awaiting inspection, repair, redistribution, or disposal. However, these powerful visuals often come with little context, typically identified only as vehicles from the 3rd New Zealand Division with no connection to the broader motorisation of the New Zealand Military between 1939 and 1944.

This article delves into the remarkable expansion of New Zealand’s military vehicle fleet between 1939 and 1944—a fleet that grew from a mere 62 vehicles in September 1939 to a staggering 22,190 by March 1944. The vehicles captured in the Mangere photos represent about 11% of this massive expansion, marking a crucial chapter in New Zealand’s military history.

3 NZ Division vehicles parked at Main Ordnance Depot, Mangere Sub Bulk Depot on their Return from the Pacific in 1944 (Colourised). Alexander Turnbull Library

Prelude to War

A prevailing myth suggests that New Zealand allowed its military to shrink during the interwar period, leaving the country ill-prepared for the outbreak of war in 1939. Contemporary studies echo this sentiment, claiming that New Zealanders were no better equipped for war than their fathers had been during the First World War. While there is some truth to this narrative, a closer examination of the broader activities of the New Zealand Army from 1934 to 1939 reveals a more nuanced story.

Despite material and personnel deficiencies, the New Zealand Army demonstrated a keen awareness of global events and the changing nature of warfare. This awareness, combined with meticulous and thorough updates to military doctrines and preparations, ensured that New Zealand could swiftly mobilise the basic framework of an expeditionary force and the necessary resources to sustain it in the long term, should war break out. The Army’s profound understanding of the international situation provided a sense of security and confidence in its ability to respond effectively.

From the mid-1930s, the New Zealand military closely observed the mechanisation efforts of the British Army, which had been updating its doctrines throughout the decade. The British military had transformed into a mechanised force with some of the era’s most advanced weapons and equipment. The Field Service Regulations (FSR), the tactical bible of British Commonwealth armies, underwent several revisions, reflecting the British Army’s commitment to learning from past mistakes.[1] Following the British lead, the New Zealand Army endeavoured to stay abreast of these developments, demonstrating its commitment to strategic planning and learning from history.

Initial Mechanisation

When war was declared in September 1939, the New Zealand Military Forces possessed a total of 62 vehicles, consisting of:

Six motorcycles
Two cars
54 trucks and tractors

These were not outdated relics from the First World War but the latest military models imported from the United Kingdom in the late 1930s. This modest re-equipment initiative, which began in 1934, aimed to align New Zealand’s military hardware with that of peer forces in the United Kingdom, Canada, and Australia.

With a clear understanding of the demands of mechanised warfare, a significant inventory of vehicles for impressment in times of national emergency was compiled in 1935. These vehicles were categorised by type, carrying capacity, and horsepower. A total of 20 types of vehicles were identified, including

10,818 Fords,
5,915 Chevrolets,
1,654 Dodges, and
1,466 Morris’s

culminating in a record of 26,839 trucks, trailers, tractors, and omnibuses. [2]

The Organisation of National Security (ONS) convened the Transport Industry (Supply) Subcommittee to organise and implement the impressment scheme. This subcommittee drafted the first version of the Motor-Vehicle Impressment Emergency Regulations in May 1939, followed by a second draft in August. Although these regulations were enacted on 4 September 1939, impressment did not commence immediately due to a lack of immediate need for a mobile home defence force. The Transport Legislation Emergency Regulations 1940 further allowed suspending any transport-related legislation necessary to prosecute the war.

Supported by this legislative framework, the New Zealand Military Forces implemented plans to requisition and purchase vehicles from New Zealand’s motor assembly factories and retailers. Between September 1939 and March 1944, 9,879 vehicles were put into service with the New Zealand Military Forces. These vehicles were then supplemented with additional purchases from New Zealand distributors and suppliers to ensure the expanding military forces were adequately equipped.[3]

Table 1 – Impressed and New MT Vehicles purchased in NZ from Distributors up to 31 March 1944

Chevrolet 4×4 truck used by the army circa 1940. Ref: 1/2-036839-F. Alexander Turnbull Library, Wellington, New Zealand. /records/22809745

Cooperation with Allies

With remarkable speed, New Zealand transitioned its economy from peacetime to wartime, focusing on ensuring it could support its deployed forces and contribute effectively to the global war effort. The Government implemented initiatives to provide security in international trade and commerce. In July 1940, the New Zealand Minister of Supply and a small delegation of officials engaged in talks with their Australian counterparts to strengthen cooperation between the two nations. [4]

In October 1940, the Eastern Group Conference convened in Delhi with the primary objective of coordinating a joint war supply policy for the United Kingdom, Australia, India, South Africa, New Zealand, and other territories including East Africa, Palestine, Ceylon, Burma, Malaya, and Hong Kong, with the Government of the Netherlands East Indies attending as observers. This conference led to the formation of the Eastern Group Supply Council (EGSC) in Delhi, tasked with coordinating and optimising the production and distribution of war materials across the British colonies and dominions in the Eastern Hemisphere. [5]

New Zealand contributed four Government officials and two officers from the New Zealand Army Ordnance Corps (NZAOC). Concurrently, in New Zealand, the War Cabinet approved the establishment of the New Zealand Defence Services Provision Officer (DSPO) to facilitate coordination between the EGSC and New Zealand.

In March 1941, the United States passed the Lend-Lease Act, under which New Zealand became eligible to trade in November 1941. A New Zealand Supply Mission was established in Washington, DC, to manage Lend-Lease agreements and cash requisitions. Upon the United States’ entry into the war, a Joint Purchasing Board was set up in New Zealand, streamlining processes and reducing delays by liaising directly with the New Zealand Commissioner of Supply and pre-screening eligibility and priority requirements through an Allied Committee in Washington, DC.

Full Military Mechanisation

As the war progressed, New Zealand’s motor industry proved its ability to adapt to wartime demands by shifting production to essential materials such as grenade bodies, mortars, and 560 Bren gun carriers manufactured by General Motors. This adaptability underscored New Zealand’s resourcefulness in times of conflict.

By March 1944, in addition to the vehicles impressed and purchased since 1939, an additional 15,097 different types of vehicles were acquired by cash purchases or through the Lend-Lease programme. While some arrived in New Zealand as complete vehicles, 11,797 were received as knocked-down kits to conserve shipping space and assembled locally.

Table 2 – MT Vehicles Assembled in New Zealand

Many vehicles arrived as bare chassis with specialist bodies to allow them to perform the vast array of functions required by the military. By 1940, the New Zealand Railway Workshops had constructed speciality Breakdown and Workshop bodies, with the broader New Zealand industrial base constructing 11,703 load-carrying and specialist bodies tailored to New Zealand’s needs by March 1944.

11,321 specialist bodies were manufactured for the Army, 275 for the RNZAF, one for the Navy, and 106 for the United States Forces.

Table 3 – Bodies built in New Zealand for MT Vehicles

Inside the factory of Standard Motors (probably Standard Motor Bodies Ltd), Wellington, during World War II, showing workers stretching sheet metal that will form bodywork on an army truck. Photograph taken between 1939 and 1945 by the National Publicity Studios. New Zealand. Ref: PAColl-0783-2-0431. Alexander Turnbull Library, Wellington, New Zealand. /records/23114774

Table 4 – Total purchases of new vehicles by manufacturer and country of origin up to 31 March 1944 (Includes new Vehicles purchased directly from distributors in NZ (5089) and from United States Forces (145)

Pacific Garrisons

From 1940, New Zealand established garrisons in Tonga, Fiji, and Norfolk Island. In 1943, the 3 (NZ) Division was deployed to New Caledonia, conducting amphibious operations in the Solomon Islands. These deployments included 3,630 vehicles, ranging from motorcycles to tanks. To address shortages, 145 vehicles were taken over from United States Forces. Over time, 730 vehicles were returned to New Zealand, 23 were transferred to the RNZAF, and 467 were sold to local forces. By March 1944, New Zealand forces in the Pacific retained 2,604 vehicles.

Table 5 – MT Vehicles supplied to, received by and on hand with 3 NZ Division 31 March 1944

Table 6 – MT Vehicles supplied to, received by and on hand with Tonga Force, 31 March 1944

Table 7 – MT Vehicles supplied to, received by and on hand with Fiji Force, 31 March 1944

Table 8 – MT Vehicles supplied to, received by and on hand with Norfolk Force, 31 March 1944

Between 1939 and 1944, the vehicles received by the New Zealand Army at home and in the Pacific were not exclusively retained. By March 1944, 8,108 vehicles had either been transferred to the New Zealand Expeditionary Force in the Middle East, RNZAF, and Navy or sold to the United States Forces, foreign governments, other government departments, or private owners. Surprisingly, only 83 vehicles were written off charge.

Table 9- Schedule showing all transactions in MT Vehicles – Sept 1939 to 31 March 1944

The Mechanical Transport Branch

Recognising the urgent need to expand and manage the Army’s Mechanical Transport fleet, the Quartermaster General (QMG) Colonel Henry Esau Avery established a separate Mechanical Transport Branch (MT Branch). This move allowed the NZAOC to focus on its core responsibilities, with the MT Branch managing and maintaining the multitude of purchased or impressed vehicles required by the military. Drawing from the Royal Army Ordnance Corps (RAOC) experience in the United Kingdom, the MT Branch wisely recruited extensively from New Zealand’s motor industry into the New Zealand Temporary Staff (NZTS), ensuring a wealth of specialised knowledge and experience was brought to the forefront of this critical military function.

In December 1942, the MT Branch consisted of:

MT Workshops:

1 MT Workshop, Trentham
2 MT Workshop, Waiouru
3 MT Workshop, Papakura
4 MT Workshop, Whangarei
5 MT Workshop, Palmerston North
6 MT Workshop, Wellington
7 MT Workshop, Blenheim
8 MT Workshop, Burnham
9 MT Workshop, Dunedin

MT Depots, which provided pools of vehicles:

1 MT Depot, Auckland
2 MT Depot, Hamilton
3 MT Depot, Napier
4 MT Depot, Wanganui
5 MT Depot, Christchurch

MT Stores Depots, supplying MT spares, tools, and equipment for MT Workshops and Depots:

1 Base MT Stores Depot, Wellington
2 MT Stores Depot, Auckland
3 MT Stores Depot, Wellington
4 MT Stores Depot, Christchurch
7 MT Stores Depot, Blenheim

By March 1944, with reduced military activity in New Zealand and the demobilisation of home defence units established in 1941/42 to counter potential invasion, the MT Branch underwent reorganisation into a streamlined structure, which included Stores and Equipment Sections, Workshops, Vehicle Holding Parks, and Vehicle Reception Depots. However, wartime personnel shortages meant that the MT Branch could only muster 1,255 officers and soldiers, approximately 75% of its authorised capacity of 1,674 officers and soldiers.

Parts and Spares

Up to 31 March 1944, the MT Stores Depots had handled the following quantities of tyres and MT Parts and spares:

Tyres

180 different sizes of tyres
Purchased from overseas – 83,174
Purchased in New Zealand – 12,534
Total Purchased – 95,708
Transferred to Supply Department – 11,018
Other issues – 28,700
In stock 31/3/1944 – 55,990
Used tyres recapped and re-treaded – 9,983
Reconditioned tyres reissued – 7,301
Reconditioned tyres in stock 31 March 1944 – 2,682

MT Parts (Not including body-building material)

Received from overseas (Total of 9,182 Tons)
Wheeled vehicles, parts- 20,472 Packages
Tracked vehicles and parts – 39,408 Packages
Tracked vehicles, tracks – 8,280 Bundled
Packages broken down and binned – 23,895
Packages transferred to United States Forces – 1,050
Packages in Bulk Store – 43,215

Shipments of MT Parts and Tyres to the Pacific

3 Division – 1,149 Tons
Fiji – 406 Tons
Tonga – 112 Tons
Norfolk – 30 Tons

Conclusion and Lessons Learned

This article explores the dramatic expansion of New Zealand’s military vehicle fleet during World War II, highlighting the country’s transition from a small force with only 62 vehicles in 1939 to an impressive 22,190 vehicles by 1944. This growth was crucial to New Zealand’s military preparedness and response during the war, reflecting a strategic adaptation to the demands of mechanised warfare.

A common misconception persists that New Zealand was ill-prepared for World War II due to the neglect of military readiness during the interwar period. However, this article argues that the New Zealand military was, in fact, acutely aware of global military developments and took proactive steps to modernise its forces in anticipation of potential conflict. By closely following the mechanisation efforts of the British Army, New Zealand updated its doctrines and prepared for the rapid mobilisation of resources.

At the outbreak of war, the New Zealand Military Forces possessed a modest but modern fleet of vehicles, which was quickly expanded through impressment (the requisition of civilian vehicles) and new purchases. A comprehensive inventory of potential impressment vehicles was compiled in the mid-1930s, and by 1939, regulations were in place to facilitate the requisition of vehicles as needed.

Cooperative efforts between New Zealand and its allies, primarily through the Eastern Group Supply Council and the Lend-Lease Act, allowed the country to acquire additional vehicles and equipment. New Zealand’s motor industry also adapted to wartime demands, producing essential military vehicles and parts, including 560 Bren gun carriers.

By 1944, New Zealand’s military vehicle fleet had grown substantially, with vehicles serving both at home and in various Pacific garrisons. This expansion was managed by the MT Branch, a specialised unit within the military that oversaw the maintenance and distribution of vehicles. Despite challenges such as personnel shortages, the branch effectively supported New Zealand’s military operations throughout the war.

Lessons Learned:

Strategic foresight and adaptation played a pivotal role in the New Zealand military’s preparedness and effectiveness during World War II, as it anticipated and responded to the demands of mechanised warfare through meticulous strategic planning and doctrinal updates.

The establishment of the MT Branch, alongside a comprehensive logistical framework, ensured that the military could efficiently manage and sustain its rapidly expanded vehicle fleet. New Zealand’s success in acquiring and managing military vehicles was further bolstered by close cooperation with allies, mainly through initiatives like the Lend-Lease Act and the Eastern Group Supply Council.

The adaptability of New Zealand’s motor industry to wartime production needs highlights the critical importance of a robust domestic industrial base in supporting military efforts. Additionally, pre-emptive planning and detailed inventory management, including a comprehensive record of potential impressment vehicles, enabled New Zealand to mobilise and sustain its military forces rapidly. The effective distribution and redistribution of vehicles across different operational theatres underscored the importance of flexibility in resource allocation during wartime.

In conclusion, the mechanisation of New Zealand’s military during World War II was a significant achievement that contributed to the country’s wartime efforts and provided valuable lessons for contemporary military logistics and strategic planning.

Table 11 – MT Vehicles by type in possession of Army in New Zealand and Pacific – 31 March 1944

Notes

[2] “Supply – Munitions and Equipment – Supply of defence vehicles from local sources,” Archives New Zealand Item No R18872527 (1934-1945).

[3] “Appendices to Report on QMG (Quartermaster-General’s) Branch,” Archives New Zealand Item No R25541151 (30 June 1944), .

[4] “Unity in War Effort,” Evening Star, Issue 23622, 8 July 1940, https://paperspast.natlib.govt.nz/newspapers/ESD19400708.2.42.

[5] Bertram Stevens, “The Eastern Group Supply Council,” The Australian Quarterly 13, no. 3 (1941),https://doi.org/10.2307/20630952, http://www.jstor.org.ezproxy.massey.ac.nz/stable/20630952.

The Evolution of Computerised Supply Accounting within the Royal New Zealand Army Ordnance Corps, 1958-1990

Leave a comment Robert McKie

The Need for Change

The Royal New Zealand Army Ordnance Corps (RNZAOC) has historically played a crucial role in ensuring the efficient supply and management of military logistics. Operating in an era far removed from today’s advanced technological landscape, the RNZAOC initially relied on manual processes for stores and inventory accounting. These methods, virtually unchanged since the 1860s, required handwritten vouchers, ledgers, and ledger cards to track all transactions. The process was time-consuming, highly labour-intensive, and error-prone, requiring exceptional accuracy. As the demands of modern logistics increased, inefficiencies in RNZAOC accounting practices became a growing concern.

By the mid-20th century, military supply chains worldwide were beginning to embrace mechanisation and digitalisation to improve operational efficiency. Therefore, the transition to computerised supply accounting was a significant and necessary evolution, aligned with broader Defence modernisation efforts.

This article traces the RNZAOC’s journey from manual record-keeping, through the early use of Hollerith punched-card records from 1958, to the introduction of electric accounting machines and, eventually, fully integrated computer-based supply systems. It covers the staged evolution of military logistics automation in New Zealand from 1958 to 1990.

The Hollerith Precursor, 1958

Recent evidence indicates that the RNZAOC’s movement towards mechanised supply accounting began earlier than previously understood. By 1958, Hollerith punched-card records were being used, serving as an important precursor to the later Electronic Accounting Machine and Electronic Data Processing systems introduced during the 1960s.

The Hollerith system did not represent computerisation in the modern sense. Rather, it was a form of mechanised data processing in which information was recorded on punched cards and then sorted, counted, or tabulated by machine. Its significance lies in the fact that it introduced the Army supply system to the idea that stores information could be standardised, encoded, machine-read, and processed in bulk. This marked a clear departure from purely handwritten ledgers and manual card systems.

The 1958 use of Hollerith records therefore suggests that the 1964 feasibility study into electronic data processing was not the beginning of automation within Army supply accounting, but a later and more ambitious stage in an already developing process. The experience gained from punched-card record-keeping would have helped shape later thinking on machine-readable stock records, standardised item identification, centralised processing, and the eventual replacement of manual ledger-card accounting.

Seen in this light, the evolution of RNZAOC supply accounting was not a sudden leap from stubby pencils and ledger cards to computers. It was a staged progression from manual accounting to punched-card mechanisation to Electronic Accounting Machines and finally to mainframe-supported Defence supply systems.

Transition to the NATO Codification System and Evolution of Stores Accounting

Owing to the historical connections between the RNZAOC and the British Army, the RNZAOC initially employed the Vocabulary of Army Ordnance Stores (VAOS) system to categorise item part numbers. Nevertheless, as the relationship with the United States deepened, and more US equipment entered into service, a pivotal decision was made in 1968 to embrace the NATO Codification System. This transition replaced VAOS numbers with universally recognised NATO Stock Numbers (NSNs). NSNs are commonly associated with the United States Military as National Stock Numbers, which evolved from the Federal Stock Numbers developed during World War II. While the United States Government created the codification system, it has long been developed and augmented into a Global System by NATO.

Each Item of Supply is identified in the National Codification System by a unique 13-digit NSN. The NSN consists of three identifying parts:

A four-digit NATO Supply Classification (NSC), also known as “Group Class,” places an item into a group classification, such as generators or aircraft engines.
A Two-digit Nation Code (NC) identifying the country assigned the NATO Stock Number. Examples of NCs are:
- 00 and 01 – United States.
- 66 – Australia.
- 99 – United Kingdom.
- 98 – New Zealand.
A seven-digit Item Identification Number (IIN), together with the NZ, is unique to that item.

Example of pre 1972 New Zealand NSN using “NZ” instead of “98”. Robert McKie Collection

With the support of the United Kingdom, New Zealand gained admission to the NATO Codification community in 1969. Although the first official “98” NATO Stock Number (NSN) was assigned in December 1972, NSNs with the “NZ” prefix had been in active use as far back as 1964. With many items still in the supply system with VAOS codes, it took time to harmonise and align the two codification systems. However, by the close of the 1970s, NATO Stock Numbers had been fully integrated into the New Zealand Army supply infrastructure.

Simultaneously, as New Zealand transitioned into the NATO Codification community, and considering that a significant portion of RNZAOC activities centred around procurement, provisioning, and store’s accounting, steps were taken in 1964 to modernise the processes related to store’s accounting.

The store’s accounting practices within the RNZAOC had evolved from the initial systems established by the New Zealand Defence Stores Department in the 1860s and incorporated lessons learned since then. The cornerstone of these records was the ledger card. In 1980, many of the ledger cards utilised by the RNZAOC had their roots in the Royal Army Ordnance Corps (RAOC) Visidex system. The Visidex system, introduced by the RAOC in the late 1930s, was designed as a straightforward ledger card system to replace complex mechanical ledger posting systems that had proven unsatisfactory.[1] Initially implemented for wartime use within Ordnance Field Parks (OFPs), the Visidex system proved ideal due to its simplicity, requiring minimal staff training. Carbon-backed posting slips were used, enabling easy checks to be conducted. Each OFP section maintained a control office where all indents from units were received. The stock record was meticulously verified, the stock’s location within the OFP (where each truck served as a stock location) was identified, and the stock record was promptly updated. If the stock was available, it was immediately issued. When the stock was unavailable, it was recorded as “Dues Out,” and an indent was placed with the supporting Depot for replenishment, marked as “Dues In.”[2] Each truck within an OFP also maintained its stock records, reconciled with each issue, receipt, and stocktake. The robustness and simplicity of the Visidex system made it the primary field stores accounting system within the New Zealand Army, a role it continued to fulfil well into the 1990s. In the context of the 1980s, the RNZAOC stores accounting system consisted of eight different ledger card systems:

MD 310 Ledger card. Used by 1 Base Supply Battalion, 1, 2, 3, and 4 Supply Companies, and the New Zealand Advanced Ordnance Depot Provision, Control and Accounts (PC&A) Sections to manage Defence Inventory, less, Ammunition, Rations and Fuel and Articles in Use (AiU).
MD 324 Loan Record Card. Used by Quartermaster Stores to manage AIU items on long term loan (7 Days or more) to individuals.
MD 329 Record of Stores Supplied on Temporary Loan. Used by Quartermaster Stores to manage AIU items on short term (7 Days or less) loan to individuals.
AFNZ 150 Stock Record Card. Used by RNZAOC Workshops Stores section to manage repair parts, assemblies and workshop material to suit the particular requirements of their parent workshops.
AFNZ 169P Ammunition Account Card and AFNZ 171P Ammunition Lot/Data Card. Used by the Ammunition Provision Control and Accounts (APCA) section to manage serviceable and unserviceable ammunition.
AFNZ 28 Supplies and FOL Ledger. Used by RNZAOC Supply Platoons to manage Foodstuffs, Fuel, oil and lubricants.
AFNZ 162 Stock and Provision Record Card. Based on the Visidex card, the AFNZ162 was used by RNZAOC Field units to manage stock in operational environments.
AFNZ 161 Store Ledger Card. Used by RNZAOC Quartermaster Stores to manage AIU items in-store or on distribution under an MD502 Distribution Record.

Journey Towards Electronic Data Processing

The journey to replace stubby pencils and erasers began in 1964 with a feasibility study on introducing electronic data processing into store accounting within the Army. By September 1965, a machine accounting system had been designed for Army use. However, the Army was not working in isolation—this was part of a broader Defence-wide initiative to introduce computerised accounting, with the Navy and Air Force developing parallel systems tailored to their specific needs.

The new system was intended to utilise electric accounting machines (EAMs) at ordnance depots and major camps. These machines updated records and punched data onto paper tape for processing at the Defence EDP Centre. However, at this stage, Defence did not yet have a central computer, so an arrangement was made to use the Treasury’s IBM 650 computer.

EAMs had arithmetic capabilities and could generate simultaneous, error-free postings, records, registers, and paper tape. Their introduction was expected to significantly reduce the number of documents required, operate much faster than manual methods, and minimise audit queries.

Once the central computer processed the information produced by the EAMs, a timely and wide range of data became available, including:

Daily provisioning information.
Quicker identification of surpluses.
Continuous extraction of shortfalls and bonuses.
Status reports on demand, including requirement-resource comparisons over any desired range.

For the first time, the system aimed to provide a more accurate prediction of stock levels, enabling faster and more efficient service to units.

Phased Introduction of the System

From November 1965, the new system was to be introduced in four phases:

Phase 1 – Main Ordnance Depot at Trentham
Phase 2 – District Ordnance Depots
Phase 3 – Main Camps and Logistic Support Group (LSG) Units
Phase 4 – Other units, either through Camp machine installations or by direct computer input

During Phases 1 and 2, the EAMs were to function as a self-contained system with central control, which would commence fully in Phase 3.

Implementation Timeline

November 1965 – Machines, ledger cards, and machine operators delivered to the Main Ordnance Depot. Card raising begins with a new type of ledger card.
June 1966 – Planning begins at District Ordnance Depots.
October 1966 – Balances machined on ledger cards at the Main Ordnance Depot. Automatic accounting commences, and output is prepared for the computer.
Early 1967 – Planning commences at Main Camps and LSG units.
June 1967 – Automatic operations begin at District Ordnance Depots.
1968 – Units outside of main camps are integrated into the system.

Training of EAM Operators

Training of EAM Operators

EAM operators were to be known as Data Operators. The RNZAF conducted a twelve-week training course for data operators. By September 1965, the Army had two trained operators, with an additional four about to commence training.[3]

Early Progress

By June 1966, the overall design of the EAM system, reporting to a central computer installation, was well advanced. The target date for the Main Ordnance Depot (MOD) was now set a month ahead of the original schedule of October 1966. Army had 6 Data Processors, 5 at the MOD and one at CDOD at Linton,

Since November 1965, MOD data processors had been raising cards using Flexowriter machines, which also produced punched paper tape for computer input. The facilities at MOD had also been upgraded, with the machine room at Trentham completed and fitted with two NCR-33 accounting machines. Additionally, machine rooms were installed at Ngāruawāhia and Burnham, while a new facility at Linton was planned for completion in July 1966. Planning for machine rooms at Papakura and Waiouru had been finalised, but installation had not yet taken place.[4]

Proposals for a Defence computer installation were deferred in 1967, as the overall defence programming capability was weakened by the resignation of experienced staff who transferred to private industry. Initially, Defence policy aimed to advance computing in personnel, pay, and supply simultaneously. However, in 1967, priorities were reassessed, with supply taking precedence, followed by personnel and then pay.

The introduction of accounting machines at the Army’s Main Ordnance Depot (MOD) and the Navy’s and Air Force’s equivalent store depots meant that all three services were now operating with standard ledger cards and uniform procedures. This was a significant step forward toward a unified Defence supply system. Reliance on a mainframe computer continued, with the Treasury’s computer—now upgraded to an IBM 360—remaining in use.[5]

In July 1967, approval was granted for a Defence computer installation, and the rental of an International Computers and Tabulators (ICT) ICT-1902 was authorised for installation at the Defence EDP Division in Porirua. This necessitated Defence staff retraining and converting projects from the Treasury’s IBM 360 system to the new system. However, the priority of EDP work remained unchanged, with supply taking precedence, followed by personnel and finance.[6]

By September 1968, Defence’s ICT-1902 computer was fully operational, supporting standard Defence systems. The following supply systems were in production:

Stores Budgetary Control – Provided monthly reports by departmental expenditure code, detailing funds committed, paid, and outstanding for the Navy, Army, and Air Force. The system tracked approximately 400 vote code items and 90,000 stock lines.
Federal Stock – Recorded receipt, issue, consumption, and provisioning data for 78,000 line items of U.S.-supplied equipment. This record was expected to expand significantly with the acquisition of A-4K Skyhawks and increasing U.S.-supplied equipment for the Army.
Class A Stores – Tracked the location of all high-value and sensitive stores issued to Army units.
Vehicles – Maintained records of all vehicles by unit, including a catalogue detailing vehicle types and associated equipment, such as tyres.[7]

At this stage, the Air Force, with a relatively new fleet of American aircraft, took the lead in developing a Defence supply system. This system was envisioned to cover approximately 200,000 line items for the Air Force alone and would gradually be extended to the Navy and Army.[8]

1970–1990: Expansion and Modernisation

The Defence Force replaced the ICT-1902 mainframe with a more capable ICL 1903 mainframe in the early 1970s, which improved the capacity for handling Defence logistics. Some key supply systems introduced during this period included:

Stores Budgetary Control System – Monthly expenditure tracking for Army, Navy, and Air Force.
Federal Stock Control System – Managed 78,000 US-supplied military items, which was set to expand significantly with the acquisition of A-4K Skyhawks.
Class A Stores System – Tracked high-value and sensitive Army inventory.
Vehicle Fleet Management System – Monitored vehicle holdings, maintenance, and associated equipment.

**A NCR 299 electronic accounting system from 1974**. https://computarium.lcd.lu/photos/albums/BONAMI_MISC/album/slides/P1030480.html

The Sperry Era

By 1981, the NZDF’s computing capability had fallen behind contemporary industry standards. A major overhaul took place when the ICL mainframe was replaced with a Sperry UNIVAC 1100/60E mainframe.[9] Concurrently, a comprehensive data communications network was established, connecting major Defence locations to the computer at Porirua. This network featured 550 non-programmable (dumb) workstations across the defence infrastructure, each consisting of a keyboard and terminal.

The Sperry mainframe computer became fully operational by April 1982. However, as the S2 system was developed on an ICL 1903 computer, the conversion to the Sperry system proved difficult. The system suffered severe conversion problems with the programme, paving the way for implementing the Defence Supply System Retail (DSSR) project. The full implementation of DSSR was initially forecast for 1986/87. DSSR was conceived as a project to extend the mainframe’s technology to the depot and unit level, automating the functions conducted by the ICL system with minimal enhancements. The anticipated benefits of DSSR included:

A more responsive reporting facility.
An electronic data record in place of ledger cards.
Automatic production of vouchers.
Automatic updating of stock files.
An up-to-date central overview of the stock situation.
Automated production of statistics at both HQ and unit levels.
An instantaneous enquiry system at unit level.
Less dependence by units on higher Headquarters for stock information.

By 1983, RNZAF Base Auckland had implemented the DSSR system, with 1 Supply Company at Ngāruawāhia migrating their MD310s into the DSSR system. This concerted effort positioned 1 Sup Coy to input the ledger balances into the DSSR system once the necessary hardware, including terminals, keyboards, and printers, had been installed and the personnel of 1 Sup Coy had completed their training. These milestones were successfully achieved by late March 1984. As 1 Sup Coy went live, other RNZAOC units were cleansing their records in anticipation of integration into the DSSR system. The transition from the NCR Machines to DSSR was not seamless as the NCR machines were worn out and difficult to support by the vendor. Units such as NZAOD and 4 Sup Coy had by 1984 reverted to a manual accounting system. Although labour-intensive, manual accounting using the MD310 was found to be accurate, with stock figures held in PC&A Sections not too far out.[10]

DSSR represented just one of the computer applications employed by the RNZAOC. By 1988, the SPERRY Mainframe at Porirua supported additional applications alongside DSSR. Running on a third-generation programming language known as COBOL, the most well-known COBOL programs included:

POLI (Personnel On-line Inquiry).
AIRMAIL (Personnel On-line PON Input).
DSSR (Defence Supply Systems – Detail).
LOGIC (Logistics Inventory Control).
Finance Interrogation (RI) System.
Finance Expenditure (RS) System.
Finance Commitments (RC) System.

Another mainframe application utilised by the RNZAOC was the Maintaining, Preparing, Producing Executive Report (MAPPER) application. While it could be used for programming, it was resource-intensive, making it less favoured by computer production management staff. The RNZAOC, along with the RNZEME, were significant users of MAPPER, employing it for:

1 BSB Stock Location System.
Army Defect Reporting System (ADRS).
Army Equipment Management System (AEMS).

The New Zealand Army Scales and Documentation Centre (NZASDC) Scales and Entitlements System Was introduced in 1986, automating the production of equipment scaling documents. The NZASDC system was based on a PRIME computer and incorporated data and graphics. One of the selling points for introducing this system was that it allowed the staff of NZASDC to overcome an estimated backlog of 150 man-years. The budget for this system in 1985 was $0.579m (2023 $1,835,352).

By 1988, access to the Defence Integrated Database System (DIDS)was introduced, allowing for enquiries against all overseas provided identification and technical information. This gave item managers access to other nation’s sources of supply.

Since the mainframe provided access to only limited applications and little scope for general computer familiarisation, the first Sanyo microcomputers were introduced into Defence in 1981. These offered access to programs for word processing, spreadsheets, and database access to Defence units. 1988 Defence expanded its microcomputer capability with a tender for a new range of microcomputers based on the IBM/MS-DOS standard. The selected machine was the 16-bit Compaq Deskpro 286. By the end of 1988, the number of Compaqs owned by Defence was over 700, with 140 installed within Army units. Standard software packages selected for these microcomputers include the following:

WordStar 2000 Plus (Word-processor)
dBase III Plus (Database)
Lotus 1-2-3 (Spreadsheet)
SuperCalc4 (Spreadsheet)
FrameWork 2 (Integrated package)
SideKick (Desktop assistant)

The Defence Supply System Development (DSSD) project was initiated in 1986 as the second phase to replace the NCR accounting machines and ledger cards in stockholding units, with the first phase, DSSR, implemented during 1983/5. Both DSSR and DSSD were considered interim solutions due to the urgency dictated by the inability to support the NCR accounting machines beyond 1988.

The Defence Supply Redevelopment Project (DSRP) was launched in 1986 to find a lasting solution. The goal was to replace the temporary DSSR and DSSD systems while tackling persistent issues like repairable item management and performance measurement.

Resource limitations made it impractical to develop both projects (DSSD & DSRP) in parallel and wasteful to develop both as interim solutions. Analysis of the fundamental problems with the supply system identified during the first phase of DSSR pointed to DSSD as a reasonable, simple and achievable data integrity and management solution.

DSSD was confirmed in 1987 as the baseline supply system for later enhancement by DSRP. This has involved a change in scope to allow repair processing and retail functions with DSSD replacing DSSR with more comprehensive processing. On completion of DSSD, it was intended to have a stable on-line supply system in place, containing each of the essential features required of a supply accounting and replenishment system in basic form, allowing the New Zealand military to meet its operating requirements. The planned implementation phases for DSSD were:

Construct item identification records and complete depot purification by March 1988.
- 1 Base Supply Battalion (1BSB) trial and conversion by March 1989.
- Enhance 1 BSB office facilities and convert Air and Navy depots by January 1990.
- Retail prototypes by September 1990.
- Enhanced retail facilities and complete conversion by January 1991.
- Develop future DSRP modules such as performance measurement starting in 1990.

With DSSR rolled out to most RNZAOC Units by 1987. However, the DSSD development team encountered difficulties with the LINC development environment, delaying the pilot system rollout at 1BSB until late 1989.

To enhance field support capabilities, the RNZAOC initiated computer experimentation in 1988. A significant milestone occurred during the 1988 Force Maintenance Group (FMG) Annual Camp when a mainframe terminal was introduced to the 21 Supply Company, granting access to the DSSR. Another notable advancement at the FMG Annual Camp involved the trial of a computer-based Frequency of Issue (FOI) calculation system designed and coded using dBase III. This system drastically improved efficiency, enabling the Ration Platoon staff to complete forty-eight man-hours of work in just four hours. Following this success, the FOI program underwent a thorough evaluation by a Quality Review Team established by the Directorate of Ordnance Services (DOS). It was subsequently extensively redeveloped and renamed COMRAT.

Sergeant Gerry Rolfe and DSSR Terminal, FMG Annual Camp 1988. RNZAOC Collection

During the 1989 Exercise Golden Fleece, mainframe terminals were strategically placed in the exercise area to support 21 Supply Company, the Ordnance Support Group (OSG), and Workshop Stores Sections. Additional general-purpose terminals were deployed at the New Zealand Force and FMG Headquarters. Strong data communication links were established to the Defence mainframe through Telecon data circuits and RNZSigs radio relay facilities.

Furthermore, COMRAT was tested and evaluated by RNZAOC units deployed on Exercise Golden Fleece in New Zealand and on Exercise Taiaha Tombak X in Malaysia, utilising hardware in the form of a ‘ruggedised’ GRiDCASE laptop or Hewlett-Packard Portable Vectra CS laptop. These innovative approaches aimed to validate the procedures and facilities required to support logistics elements deployed alongside operational forces. However, the outcomes of these experiments were diverse, showcasing both successes and challenges. While progress was evident, it became clear that the ultimate goal of achieving a fully deployable logistics solution remained a work in progress.

NZAOD Hewlett-Packard. Portable Vectra CS, 1989. Robert McKie Collection

Conclusion: A Transformational Shift in Military Logistics

The evolution of supply accounting within the RNZAOC was not a sudden transformation that began with the electronic data processing studies of the 1960s. Evidence that Hollerith punched-card records were in use by 1958 shows that the Corps had already begun moving towards mechanised supply accounting before the formal Defence EDP programme emerged. This early use of machine-readable records provided an important bridge between manual ledger-card accounting and the electric accounting machines, paper-tape processes, and computer-based systems that followed.

From this foundation, the period from the late 1950s to 1990 saw the RNZAOC move progressively from labour-intensive manual accounting to increasingly centralised, standardised, and automated systems. Each stage reflected the same enduring requirement: to know what was held, where it was held, what was required, and how the Army could sustain itself more effectively. The adoption of NATO codification, the use of mechanised accounting methods, the development of Defence EDP, and the later introduction of more integrated computer-based supply systems were all part of this wider progression.

By 1990, the Corps had travelled a considerable distance from handwritten records, manual ledgers, and punched cards to computer-supported supply accounting. The change was not simply technical. It altered the way stores information was captured, processed, reported, and used for decision-making. In doing so, it laid the groundwork for the logistics information systems that would follow, and demonstrated the RNZAOC’s continuing ability to adapt its accounting practices to meet the changing needs of the New Zealand Army.

Notes

[1] Brigadier A.H Fernyhough C.B.E. M.C, History of the Royal Army Ordnance Corps 1920-1945 (London: Royal Army Ordnance Corps, 1965), 213.

[2] P.H. Williams, War on Wheels: The Mechanisation of the British Army in the Second World War (History Press Limited, 2016), 73.

[3] Army 246/1/12 Introduction of Electronic Data Processing into Stores Accounting Systems-NZ Army Dates 30 Sept 1965. “Stores – Account for General Instructions,” Archives New Zealand Item No R17188987 (1964 – 1967).

[4] Defence EDP Division 38/4/3 EDP Stores Accounting Systems Dated 28 June 1966. “Stores – Account for General Instructions.”

[5] “H-4 Report of the Ministry of Defence for the year ending 31 March 1967,” Appendix to the Journals of the House of Representatives (31 March 1967 1967).

[6] “H-4 Report of the Ministry of Defence for the year ending 31 March 1968,” Appendix to the Journals of the House of Representatives (31 March 1968 1968).

[7] “H-4 Report of the Ministry of Defence for the year ending 31 March 1969,” Appendix to the Journals of the House of Representatives (31 March 1969 1969).

[8] “H-4 Report of the Ministry of Defence for the year ending 31 March 1970,” Appendix to the Journals of the House of Representatives (31 March 1970 1970).

[9] New Zealand. Parliament, Parliamentary Debates: House of Representatives (1983).

[10] Major J.S Bolton, A History of the Royal New Zealand Army Ordnance Corps (Trentham: RNZAOC, 1992).

2 Supply Company – Unit History 1977-1983

Leave a comment Robert McKie

Units of the New Zealand Army must maintain a diary in which all matters connected with the unit are concisely but clearly recorded. Using Army Form New Zealand 144 (AFNZ 144), a unit provides a daily account of the unit’s activities, with entries providing the location and a brief description of the key events. Entries can be listed merely as” Ordinary Routine”, with others providing a more detailed account of the unit’s activities.

The following transcripts of 2 Supply Companys have been copied from the original typed and handwritten AFNZ144 sheets. Much of the original wording has been retained, but most abbreviated words and phrases have been included in full to improve readability. Some additional information from the 1979 and 1982 Paraka Newsletter related to 2 Supply Company has also been included.

1977

1 February 1977

Acting upon a directive from Army General Staff, 2 Central Ordnance Depot’s Unit History Sheet was initiated, and below gives an outline of 2 Central Ordnance Depot’s history to date.

Palmerston North has had a 26 Year association with 2 Central Ordnance Depot. This association began with the setting up of No 2 Ordnance Sub-Dept, in the Palmerston North Showgrounds in 1941. The No 2 Ordnance Sub-Depot continued to operate until 31 Jan 1945. At which point it was destroyed by fire.

In early 1946 the Depot was moved out to Linton Camp, and in 1948 was renamed Central District Ordnance Depot.

1959 signified the beginning of 2 Central Ordnance Depot, as it is known today, with the construction of a vehicle sub- depot. The re-building was continued, and in 1963 a new clothing store was completed, on the site that is now the main store.

2 Construction Squadron commenced work on 2 Central Ordnance Depot’s new stores building in 1969. It was originally planned to measure 45000 square feet; however, this was eventually reduced to the present 25000 square feet. The new building was designed to be an extension of the store built in 1963.

On 7 Nov 1972, 2 Central Ordnance Depot’s new store’s building was completed. At a cost of $143,000 and 43298 man-hours, and 2 Central Ordnance Depot took on its present shape.

15 April 1977

1430 -The depot began Exercise Makomako. Twenty-three personnel moved, by convoy, to the exercise area, the Makomako ammunition area.

1515 – Tentage (11 x 11), was erected around the cookhouse. The weather had taken a turn for the worse and by 1815 everyone was wet and cold. Dinner was served, cooked by one of 2CODs civilian staff Mr “Charles” Jones (Ex Chef).

16 April 1977

0600 – Reveille, breakfast and clean up

0830 – The group was divided into two sections. Each section was then given as sketch map with four rendezvous marked. Aim: To reach each rendezvous and complete the task assigned to the rendezvous. Both sections achieved the aim.

1600 – Debrief

17 April 1977

0700 – Reveille, breakfast, broke camp and returned to Linton by 1130hrs

1978

12 July 1978

The highlight of July was RNZAOC Corps Day. It started ln the usual manner with Coffee Royale. Then it was back to work for the rest of the morning.

The afternoon began with the annual Necker Trophy (Senior V Junior Volleyball). It was won by the Seniors, three games to nil, (there’s still life in the old timers). For the remainder of the afternoon a debrief on the game was held.

A formal dinner was held in the 600 Man Mess that night and a good time was had by all.

27 July 1978

On the 27 July 1978 the account was handed over from Lt Knutson (W ) to Lt D’Ath (W ).

28 July 1978

2 COD have adopted an ex-RAOC Officer who served in both wars and now resides at an old folks home in Fielding. This gentleman, Capt H.J Harris, celebrated his 84^th Birthday on this date. To mark the occasion the Depot Sergeant Major (WO1 B.J Quinn) travelled to Feilding, wished the old soldier “Happy Birthday” from 2COD and gave him a birthday cake that WO1 Quinn’s wife had made. Suffice to say the old boy was delighted, as were the staff of the old folks home.

15-17 August 1978

The WO1s attended the second Corp Warrant Officers Seminar at Trentham (the last one was held in 1073), and a Formal Dinner was held on the 16 Aug. The Seminar itself was very informative with all WO1s being brought up to date on the problems and changes which are happening within the Corps.

22-24 August 1978

The Inter-Corp Rugby Tournament was held at Linton, with four members from the unit included in the Ordnance team. The Director of Ordnance Services visited the Depot on the 23-24 an gave his moral support to the Rugby Team. The Ordnance team did very well been narrowly beaten in the Semi Final by 10-9 against the Engineers.

31 August 1978

The Depot was visited by 40 children (ages ranginfn5-12) from the Masterton YMCA.

6 September 1978

DADOS FF Command and Unit Q Officers held a conference with 2 COD staff to allocate items in short supply during the Annual Camp of units.

8 September 1978

A class of twelve Massey University Students of a Strategy and Warfare Class visited for a discussion on Logistics.

19 September 1978

Major Quested spent the day in 2 COD on a familiarisation tour.

28 September 1978

All military personnel had a grouping practice on Sappers Line Range prior to Annual Battle Shoot, which is to be held next month.

29 September 1978

Five personnel posted into the unit to increase establishment for its new role next month.

4-5 October 1978

All military personnel of the Depot took part in the Annual Range Classification Shoot at Putiki Range Wanganui

11-14 October

Two members of the Depot (Sgt B.C Smith and WO1 D.J Keen) participated in the first regional Bowls Tournament at Burnham. Both players for the Central Region which won the Hamilton Shield, and also the North Versus South which was also won by the North. SSgt Smith also played against the Canterbury election which was lost 1^1/2points to 2^1/2points.

16 October 1978

The Depot had a change of role and has been renamed 2 Supply Company. The new role involves a Static Depot with a Tech Stores Section, a Gen Stores Section and a Bath Section, which is known as 22 OFP, which is the Field Force part of the Company. Approximately 2500 cards were raised for initial scaling of these sections. Quantity 25 receipts have been received at this time.

30 October 1978

Brig R.W Morris, Director of Supply Australia visited the Company.

6- 8 November 1978

Major K.A Watson, WO1 R.A Bird and Mr D Walker attended Support Finance Conference at Fort Dorset to finalise Financial Allocations for 1978/79.

9-29 November 1978

Capt D.A D’Ath attended the Foodstuffs and POL Course at RAAOC Centre, Bandiana, Australia. The Course was to assist in the rationalisation and re-organisation.

14-16 November 1978

WO1 E.A Bird was present at the Supply Depot Commanders Conference held at Trentham. At the Conference the proposed transfer of the Supply Role from RNZASC to RNZAOC was discussed.

12-14 December 1978

Major K.A Watson attended the Senior Officers Corps Conferenced at Burnham. During the conference the first RNZAOC Association Meeting was held, and disposal of Corps Funds discussed.

22 December 1978

2 Supply Company closed down for the Christmas Breaks with only a Skelton staffing on call until 3 January 1979.

1979

15 January 1979

2 Supply Company staff commenced preparations for Annual Camp Issues of Camp Equipment. A Mobile Ordnance team was activated to assist 2 Fd Hosp, 7 WnHb and 5 WWCT’s Annual Camp. This team was organised and run by WO1 J.A Sayers. SSgt Hawthorn assisted in the tailoring requirements for the issue of Dacrons to personnel of 7 RNZIR at their Camp.

1 February 1979

Captain M Telfer (TF) was posted from 2 Fd Wksp Stores Sect to 22 OFP as Officer Commanding.

22 OFP consists of:

The Headquarters – accommodation Capt Max Telfer (TF) the OC, Sgt Bob Hodgetts the Admin Sgt/Park Quartermaster Sergeant/Recruiting NCO/TF Administrator of Part Time Soldiers, and 2Lt Lindstrom, when he arrives from OCTU to take up the appointments of SCO/Trg Officer.
PC & A – manages and controlled by SSgt K/J Moore (Manager Stock Control) and his work force. K.J is currently the leader of 22 OFP pack
Gen and Bath Section – according to the establishment this section will be manned by part time soldiers (TF).
Tech Stores Section – is commanded by Sgt (Peewee) Haerewa and a faction of young up and coming soldiers who will assist in the smooth operation of the OFP ‘Pataka’.

7 February 1979

Recruiting for 22 OFP commenced

22 February 1979

Wing Commander J Penny visited 2 Sup Coy as part of his programme to see all Supply Companies. He briefed unit personnel on the purification programme on System S7 and the enhancement to the existing system.

23-25 March 1979

22 OFP held their first Training Weekend as a Unit. Unfortunately, due to adverse conditions they were unable to hold the weekend as planned in Makomako. Instead, personnel used the time to update their bookwork.

30 Mar 1979

OC and SCO attended the Commanders Conference chaired by Col D.R Kenning Commander 2 TFR. This was the first to be held by 2 TFR since the Army Re-organisation took place.

2-4 April 1979

A Regional Seminar on Stores Accounting was held at SME Linton. The Seminar was run by the Q Wing of School of Army Administration and was attended by all. Regional Q Reps. Capt D.A D’Ath, WO1 Sayers and.WO2 Lyle were 2 Sup Coy Reps.

6-8 April 1979

22 OFF held a Field. ·Training Weekend for RF and TF personnel at Makomako.

16-19 April 1979

The RNZAOC Senior Officers Conference was held at Trentham and OC 2 Sup Coy attended.

18 April

All SNCOs attended a Formal Dinner at Trentham in honour of Lt Col A.J. Campbell on his retirement from RF.

19-20 April 1979

An Accounting Officers Conference was held at RNZAOC School to coincide with DOS Formal Dinner. The Dinner was to farewell Lt Col A.J. Campbell from the Regular Force. Capt D’Ath attended.

20-22 April 1979

22 OFP carried out training on Infantry Minor Tactics for both RF and TF Personnel at Makomako.

12 May 1979

RNZAOC assumed responsibility of providing POL and Rations to the Army. Those RNZASC personnel wishing to change their Corps to RNZAOC did so and were presented with Corps Belts and Hat Badges by the OC. The Following are those who changed

WO1 R.A Bird
Sgt Y.F Tasker
Cpl I.T Bovey
Pte H.A Clifton
Pte G.J Hassan
Pte E.D Russell

14 May 1979

CATO Major B Squires visited 2 Sup Coy to inspect, discuss location and view in operating the new Link Belt machine.

24 May 1979

Capt P.M. Cunninghame attended the DOS Mini Conference in Auckland. This was the first to be held at HQ NZLF

29 May 1979

A Support Finance Procedures Conference was held at 2 Sup Coy. All Regional QMs and RQMSs attended, and the meeting was chaired by May Stevenson from NZLF.

3-4 July 1979

OC and SCO attended a Logistic/Works Conference held by NZLF at Papakura Camp. The two day Conference covered most aspects of Logistics such as Finance, MD 6s etc

14-15 July 1979

22 OFP held a Training Weekend for TD Personnel. At this weekend lectures on Ordnance Procedure were held on Saturday with an introduction to Truck Driving and Maintenance on the Sunday.

18 July 1979

SCO & T, RNZAOC Directorate visited 2 Sup Coy to look at various areas of training withing the Company.

23-24 July 1979

The Director of Ordnance Services, Lt Col P.M Reid visited 2 Sup Coy on a Staff Liaison visit. While at Linton he visited the other Ordnance establishments.

27 July 1979

Sgt R.J Eden was released from the Regular Force.

30 July 1979

WO2 D.L Lyle was posted to 4 Sup Coy, Waiouru and tool up the appointment of SWO.

30 July 1979

SSgt P.F Neilson was posted to 2 Sup Coy as MSC and promoted to WO2.

6 August 1979

Capt P.W Cunninghame set sail for Great Britain to commence a four month tour on Exercise Long Look. It is intended that he be stationed at a vehicle depot during his stay.

6 August 1979

Capt D.A D’Ath attended Grade 3 Staff and Tactics Course

17 August 1979

WO2 J.A Sayers relinquished his position as SWO and departed on a two year tour of Singapore at NZAOD.

25 August 1979

WO2 B.T Thompson, after completing two years in Singapore, takes up the position of WO Vehicles.

21-24 September 1979

Inter-Corps Rugby was staged in Linton Camp between RNZCT, RNZE, RNZEME and RNZAOC.

28 September 1979

SSgt P.C Dellabarca was released from Regular Force.

11 October 1979

A Chief Clerks Seminar was held in Linton Camp and Sgt J.V. Takuta was 2 Sup Coy’s representative. The presentations were on Clerking and Man-Management, and Clerical Workmanship.

23 October 1979

Maj K.A. Watson held an OC’s Hour for 2 Sup Coy Military and Civilian staff. At this meeting the OC reported on coming events such as Ex Tripwire, Annual Camp and Ex Truppenamt.

24-25 October 1979

SSgt R.N. Turner attended the AT/ATOs Conference at Burnham. Items discussed were EOD Matters, Ammo Storage problems, and General Matters.

25-28 October 1979

Maj K.A. Watson and Sgt J. V. Takuta manned the CRAOC Cell for Higher Control on Ex Tripwire. Capt D.A. D’Ath attended on the 2 TFR staff. The CPX was to be a rehearsal for Truppenamt next year.

7-8 November 1979

WOI B. J. Quinn attended RNZAOC Conductors Seminar at Trentham.

7-9 November 1979

OC attended Senior Officers Conference at Trentham.

12 November 1979

2 TFR Command Inspection Team headed by Lt Col B. Sinclair carried out an inspection of the Company.

1-2 December 1979

22 OFP Weekend Camp at Makomako which consisted of Inf Minor Tact. Lt Col Fodson visited the training weekend.

10 December 1979

Captain Gush posted in from 1 Base Sup Bn.

12 December 1979

Pte’s Brooks and Smith promoted to T/LCpl

14 December 1979

Sgt McKay posted in from 1 Sup Coy. Mr D Martin retired.

17 December 1979

Captain D’Ath posted to 2 TFR

18 December 1979

Captain D’Ath marched in as Acting Officer Commanding (Major Watson on Leave).

Captain Cunninghame returned from “Ex Long Look”

19 December 1979

Pte Leatherby posted in from RF Cadet School.

Unit issued vehicles and stores for Annual Camps assisted by 4 Sup Coy

24 December 1979

Unit closed down for Christmas

Mr T Gray passed away.

1980

1 January 1980

Unit Reopened

2 January 1980

Issued vehicles for Truppenamt II.

Preparation of Main Store for Truppenamt II.

Receipt of vehicles and stores from Anula Camps and checking for re-issue for Truppenamt II.

12 January 1980

First Annual Camp for 22 OFP (combined with 1 Sup Coy)

16 January 1980

Major Watson returned from leave – Captain D’Ath marched out to 2TFR

22 January 1980

Major Hopkins posted in (from HQ NZLF) to become Officer Commanding on Major Watson’s retirement.

25 January 1980

22 OFP returned from Annual Camp.

30 January 1980

Lt Col Reid arrived at the unit for Major Watson’s farewell.

31 January 1980

Major Watson retired.

Major Hopkins took over as Officer Commanding of 2 Supply Company.

7 February 1980

OC returned to Takapuna for household removal.

8 February 1980

Half of Main Storehouse cleared for Truppenamt II.

8-9 February 1980

2IC, SWO and SSgt Smith on call for Issued to Truppenamt II.

12 February

OC moved into army house, Linton.

14 February 1980

22 OFP March Out to Truppenamt II.

15 February 1980

LCpl Bird posted to Ngāruawāhia.

16 – 17 February 1980

2IC, SWO and SSgt Smith on call for Issued to Truppenamt II.

18 February 1980

100% Stocktake started on Bulk A/C

23 February 1980

Hand back of stores Ex Truppenamt II started.

23 -24 February 1980

Working weekend for all military and limited civilians – receipts from Truppenamt II.

24 February 1980

22 OFP March in Ex Truppenamt II.

Annual Camp Ex Tasman – Ex Solomon Issues being made.

29 February 1980

100% Stocktake completed in storehouses.

3 March 1980

Pte’s Coley, Wiggins and Geary Marched in Ex AMO Cse at Wigram.

4 – 5 March 1980

7 March 1980

Capt Harris RAOC (Rtd) died in Feilding – WO1 Quinn attended the funeral service.

WO2 Neilson on Compassionate leave.

19 March 1980

Advance Party departed Linton for Annual Shoot at Landguard Bluff.

20 March 1980

Main Party departed Linton for Annual Shoot at Landguard Bluff.

21 – 22 March 1980

TF element of the unit arrived at Linton for Annual Shoot at Landguard Bluff.

23 March 1980

Annual Range Shot completed – RF/TF dispersed

28 February 1980

Freedom of Palmerston North Parade held.

Sgt G Fowler posted to Sylvia Park.

11 April 1980

2000hrs Capt Gush called out by Ord Duties – Supplies for Fiji

13 April 1980

Major Hopkins plus 6 pers issued tentage to Ohakea for Fiji

14 April 1980

6 Pers delivered and loaded aircraft for Fiji

14 – 22 April 1980

Investigation by Capt Williams on Social Club

14 – 18 April 1980

OC on CGS Study Week

20 April 1980

WO1s Quinn/Bird on RNZAOC Conference in Ngāruawāhia.

22 – 24 April 1980

OC on RNZAOC Senior Officer Conference.

23 April 1980

WO1s returned from RNZAOC WO’s Conference.

24 April 1980

Capt Bostock visited re AIU Account Audit

28 April 1980

OC Returned from RNZAOC Senior Officer Conference.

Establishment Team comprising Major Golightly and Lt Col Dixon Arrived. (Departed 30 Apr)

10-11 May 1980

4 x TF Pers March In to attend Ex Tropic Dawn

Court of Inquiry commence re Social Club Activities

12 May 1980

14 Junior Ranks Marched into 2 TFR for Ex Tropic Dawn

14 May 1980

14 Junior Ranks completed

16 May 1980

Capt Cunninghame farewelled from the unit on posting to Waiouru

17 -18 May 1980

OC attending POSB at Waiouru

19 May 1980

Cpl (W ) Wetere reported to the unit on posting

Visit by ALWO

28 May 1980

Visit by DOS

ORs March In Ex Tropic Dawn – Proceeding on Standdown.

5 June 1980

Unit First Aid/Fire/MHE course started

13 -15 June 1980

OC and 2IC attended 2 TFR Tac Study WE

15 June 1980

Unit First Aid/Fire/MHE course completed

19 June 1980

Unit First Aid/Fire/MHE course started

29 June 1980

Unit First Aid/Fire/MHE course completed

8 July 1980

OC visit to 1 Base Sup Bn re Corps Day

10 July 1980

SCO on PA Leave

11 July 1980

2Lt David Palmer March in and assumes the appointment of 2IC 22 OFP and Trg Officer.

12 July 1980

RNZAOC Corps Day celebrations – unit parades with Base Sup Bn Trentham, returns for Linton for unit dine and dance.

14 -15 July 1980

CATO visit to Makomako

16 July 1980

Unit pers visit to SME for demonstrations.

17 July 1980

Three unit pers selected for Corps Rugby Squad.

18 July 1980

OC proceeding on PA Leave pm today and Stock Control Officer acting OC whilst OC on leave. SCO returned from PA Leave today.

22 July 1980

Camp held a Beating of the Retreat parade.

5 August 1980

Pers from Unit attended funeral servicers for the late Sgt Morgan RNZE.

Unit notified of fatal accident concerning LCpl Armstrong (TF).

7 August 1980

Visit by DOS – Linton/Palmerston North RNZOC All Ranks formal dinner.

Pers from unit attended funeral services for the late LCpl Armstrong.

11 August 1980

2IC attended conference at HQ 2 TF – Log study weekend

OC returned from Annual Leave

12 August 1980

2IC attended finance conference at HQ 2 TFR

16-17 August 1980

Unit CPX training weekend RF/TF Officers and Snr NCOs.

20 August 1980

OC and MSC visit to EDP.

26 August 1980

C&WS Team visit to Unit.

1 September 1980

OC and MSC attended one day ILMS Conference at HQLF.

2 September 1980

Def Auditor arrived to carry out Coy audit.

13-14 September 1980

2Lt Palmer attended trg w/e Nga

19-21 September 1980

RNZAOC – RNZCT – RNZE – RNZEME – Corps Rugby started and completed with a win to RNZCT.

23 September 1980

Debrief of audit with OC, 2IC and MC Horne.

26 September 1980

Cpl (w ) Wetere on leave and discharged.

26 September 1980

Band 2 Cse ended as a result 7 passed – 1 required retesting.

29-30 September 1980

Unit party attended funeral of WO1 (Retd) B.I Moore at Gisborne.

4-5 October 1980

TF Driver Training Weekend

13 October 1980

OC attended ABCA presentation at ATG

14 October 1980

OC attended Real Admin Conference ATG

20 October 1980

Colonel Kenning presented Lt Guilford Badges of rank on unit parade

21 October 1980

SCO and WO1 Bird to Fort Dorset for finance conference

OC commenced SNCO interviews

28 October 1980

OC to Trentham for Senior Officer Conference RNZAOC

28-30 October 1980

Unit Rep to Base Sup Bn – Checking outstanding clothing demands.

30 October 1980

Visit by incoming DRC and Regional Secretary.

31 October 1980

Unit members to Waiouru for Round the Mountain Run.

19 November 1980

Issues of loans to units – for Annual Camp.

27-29 November 1980

Annual Range Shoot.

1 December 1980

WO2 Neilson arrived for handover of MSC duties from WO2 Moore.

Stocktake of Tech Sect and verification of Part Nos began prior to going on S7.

4 December 1980

WO2 Neilson gave ILMS presentation to PC&A staff.

Authority received to raise new Laon A/C.

5 December 1980

Handover of MSC finalised.

8 December 1980

OC, MSC and Supply Pl Cmdr attended 2 TFR Trg Conf at Linton.

11 December

Sgt Jones Marched in Ex Singapore.

16 December 1980

2Lt Palmer farewelled from unit and was received on behalf of the RNZAC by Lt Col McComish(DRC)

17 December 1980

Unit children’s Christmas party

Returns of Annual Camp being received from 5WWCT, 2 Fd Wksp, 5 Spt Sqn

19 December 1980

Most units within Camp closed down – 2 Sup Coy interior economy.

22 December 1980

Exterior economy for all staff.

23 December 1980

WO1 E Ray retired.

23 December 1980

Unit closed down for Christmas 12.0 hours.

1981

5 January 1981

Company returned after Christmas break – Annual Camp Issues commenced.

9 January 1981

OC on leave until 15 Jan.

4 x LIP Pers employed.

12 January 1981

2 x LIP Pers started employment.

14 January 1981

1 x LIP Pers started employment.

15 January 1981

OC returned from leave.

16 January 1981

Visit and presentation by Maj Maitland, Sgt Ryan and Sgt Johnson, Comd 2TFR, OC and Snr NCO attended presentation on new warehouse.

WO1 Quinn on leave.

20 January 1981

Visit by Maj Hicks and WO1 Orr – Apprentices.

OC, MSC and Sup Pl rep attended Real Admin Conference for Triad at Waiouru.

21 January 1981

OC attended DCM until 23 Jan.

23 January 1981

OC returned form DCM

2 X LIP pers resigned.

26 January 1981

1 x LIP Pers Commenced work – 1 x LIP Pers resigned.

27 January 1981

1 x LIP Pers commenced work.

28 January 1981

Visit by Cols Kenning and Andrews to Coy – Barrack Guard of Honour carried out by Unit Reps.

2 February 1981

LCpl Boustridge Marched In ex 4 Sup Coy.

6 February 1981

5 WWCT Commenced hand back of Annual Camp Stores.

7 February 1981

2 Tpt Regt Commenced hand back of Annual Camp Stores.

Pte (w ) Watts admitted to Palmerston North Hospital.

12 February 1981

Three staff members to RNZAOC School attending Field Phase.

13 February 1981

Advance Party departed for Ex Triad.

14 February 1981

Main Body departed for Ex Triad.

Pte (w ) Watts discharged from Hospital – on sick leave.

18 February 1981

SSgt Holley awarded NZ Badge holder for Softball.

24 February

7WNHB commenced hand back of Annual Camp Stores.

28 February 1981

Issues to Janal Ulu contingent.

5 March 1981

SSgt Joyce March Out to RNZAOC School to attend Band 5 Course.

6-31 March 1981

Clearing Annual Camp loan stores.

1 April 1981

SSgt Joyce returned ex Band 5 Cse (passed).

3 April 1981

2 x Mini Project pers resigned.

7 April 1981

OC Conference.

10 April 1981

Last 2 Mini project pers resigned (Time Up).

14 April 1981

OC Conference.

15 April 1981

Mrs Tolson resigned and returned to Auckland.

21 April 1981

OC Conference.

22 April 1981

LCpl Hassan promoted to T/LCpl.

Cpls Thorby, Hill, Clifton, Reddish, Kennedy and Rolston attempted band 4.

24 April 1981

Contractors arrived to upgrade PC&A building.

Log Conf with AQM to discuss unit finance.

25 April 1981

Unit paraded with Pahiatua RSA for ANZAC Day dawn parade.

28 April 1981

OC Conference.

29 April 1981

OC to CCS Study W/E, then to Senior Officer RNZAOC.

2IC assumes appointment of OC.

4 May 1981

OC returns from Corp Conf and resumes command

7 May 1981

Ptes Leatherby, Makutu, Coley, Watts, Hooper and LCpl Rolston attend First Aid Course at Burnham

16 May 1981

LCpl Thorby married to LCpl Geary.

18 May 1981

Pte’s Coley and Watts returned from course. Ptes Leatherby and Makutu on PAL.

20 May 1981

Sgt Roche Marched into unit ex Singapore.

25 May 1981

Miss K Tuhua employed as Ledger Clerk.

27 May 1981

Visit by Brig Hamilton – Col Andrews.

28 May 1981

Visit by DOS and DDOS.

10 June 1981

OC on course at RNZAOC School.

22 June 1981

Camp Census on Welfare subject taken today.

Promotion of Sgt Haerewa to T/SSgt.

23 June 1981

Issues commence for Tropic Dawn.

24 June 1981

SO2/SO3 Log visited unit to discuss Loans and PSI.

26 June 1981

Mrs E Houlton (Provision) resigned

Sgt Jones (Provision) posted to 2TFR as ACCTG ALWO.

Camp visit by Brig Hamilton DGPL – Discussion with Offrs rans SNCO- evening meal with Offrs

29 June 1981

WO1(Cdr) Quinn TOD to Waiouru for Exercise Captive Lightning.

1982

Headquarters

OC Major Hopkins
Trg/Admin Officer Lt Guildford
SWO WO1 Keen
CSM WO2 Joyce
Chief Clerk Sgt Takuta
Juniors LCpl Hiroti & Pte (w ) Dutch

PC&A

WO2 K.J Moore
SSgt P.R Haerewa
Cpl M.C Thorby
Cpl B.P Boyes
LCpl D.M Thorby
LCpl L.E Coley
LCpl R.E Rolston
Pte A.C Leatherby
Pte G Makutu

Warehouse

WO2 Barry Taylor

Issues

Cpl Hill
LCpl Herewini
Pte Wishart
Pte Nigel Sims
Pte A.J Newell
Mr Les Hewitt
Miss Janine Waniuk

Receipts

Mr Alistair Toogood
Mrs Isobel Cockburn

Camp Equipment/RSDG

SSgt John Holley
Pte Shane Bray
Mr Bernard Summers
Mr John Sapwell
Mr Bill Hamiln

TRS

SSgt Hewitt
Pte Wiltshire
Pte Cooper
Spr Ken Marshall

DSS

Sgt Chris Hill
Mr Gerry Grieve

Tailor shop

SSgt Arthur Hawthorn
Mrs Joy Lynn

Vehicle Group

WO2 Robbie Turner
Sgt McKay
Cpl Paul Reddish
Pte Rei Watt
Mr Dave Hardway

24 Supply Platoon

SSgt Bill Donohugh
SSgt Vonnie Tasker
Sgt Mick Kennedy
LCpl Peter Thompson
LCpl Rodger Tombleson
LCpl Robyn Hooper
LCpl Ross Fearon

5 January 1982

Started work for year

6-10 January 1982

Preparing issues for Annual Camp.

11 January 1982

Band 3 Cse commenced.

Letter received from Crippled Children Society thanking us for donating $406 to adopt a child project.

14 January 1982

New DRC Lt Col D.G Flux in Camp.

20 January 1982

First Camp Parade for year.

26 January 1982

Pte Bray March into unit Ex WTD.

WO1 D.J Keen USO Cse Int Centre Papakura

Sgt P.J Roche Cse UN Ammo MKG at RNZAOC Sch Trentham.

18-19 January 1982

Recce Lt Guildford/WO2 Turner Cape Palliser Area for unt exercise.

3 February 1982

TF move in for Annual Camp.

8 February 1982

Unit Photograph taken.

Commander 2 TFR Visit – Annual Camp.

10 February 1982

Visit to unit by Brig A.T Mortiboy MBE EC (TF Advisor).

15 February 1982

Visit to unit by Maj Gen Williams.

19 February 1982

Unit Barbeque RF/TF.

20 February 1982

Unit Clean up Annual Camp.

24 February 1982

Visit by VDU pers from EDP.

25 February 1982

Visit by WO1 C.W Roulston, SSgt L Allen RAAOC.

10 March 1982

Band 3 Cse finished, all passed (7): Newell, Wilson, Makutu, Leatherby, Hooper, Thompson, Tombleson.

16 March 1982

RFL for unit pers

26 March 1982

Promotion Sgt Hill, Sgt Kennedy, LCpl Leatherby.

30 March 1982

Lt Col Vickers visit Makomako Area.

21 April 1982

LS&GC Parade (Camp).

Unit Sports – soccer.

OC to Corps Conference.

23 April 1982

Recce Wo2 Joyce, Sgt Eden, Sgt Hodgetts – Pohangina Valley.

25 April 1982

Unit Parade for ANZAC Day – Foxton.

6 May 1982

Lecture on new purchasing procedures.

14 May 1982

LCpl Rolston promoted T/Cpl.

15-16 May 1982

Unit Exercise Ruahine Ranges.

31 May 1982

Visit by CATO to Makomako.

June 1982

Audit of Bulk Account.

Visit by Command Secretary.

Log Seminar attended by Unit Reps.

Visit by DRC to Warehouse.

WO2 Moore posted OLOW 1 TFR.

Lt Guildford attended RNZCT exercise in Fiji as Admin Officer

1 July 1982

Pte Gleeson posted to 2 Sup Coy from WTD Basic Training.

19 July 1982

Recce Ruahine Ranges, OC, CSM for unit exercise.

2 Sup Coy UPF Subs, fixed at $3 per quarter.

23 July 1982

DRC visit.

30 July 1982

NZ P108 Tentage Handbook was despatched to all units.

5-6 August 1982

Unit Exercise Ruahine Ranges OC, CSM & 6 others.

10 August 1982

2 Supply Barrack Guard for CGS.

11 August 1982

2 Supply Barrack Guard for CGS.

12 August 1982

Unit Regt Dinner – Guests Col Commandant, DRC, Camp Commandant, Camp RSM.

14-15 August 1982

Unit CPX W/E TF/RF Offrs/SNCOs.

19 August 1982

SSgt Hewitt RNZAOC reunion Rep at meeting in Trentham.

WO2 Taylor/Sgt McAvinue recon Wanganui area for Unit exercise.

20 August 1982

SSgt Hawthorn posted R&D Defence HQ.

15 September 1982

Farwell to Cpl Finn from the Army

17 September 1982

OC visits Waiouru for a recce for A/Camp

22-23 September 1982

Unit supplies 4 pers for tree planting in Linton Camp.

27-30 September 1982

Ex Huia One, Range Shoot and Air drop.

1-2 October 1982

Ex Huia One, Range Shoot and Delivery Points.

14 October 1982

Participated in annual Charter Parade in Palmerston North.

LCpl S Dutch admitted to Hospital (Palmerston North)

16 October 1982

14 members of the Company participated in the Round the Mountain relay race.

27 October 1982

2 pers attend Jnr Clerk AA Course.

28 October 1982

2 Sup Coy Pers start T82.

9 November 1982

Pte Wright posted into 2 Sup Coy

18 November 1982

RNZAOC Reunion meeting

15-19 November 1982

LCpl Herewini represented 2 Sup Coy in the North Island Southern Region Forklift Competition.

19 November 1982

OC and Sgt Jones attended the finance conference in Fort Dorset.

20 November 1982

Unit participation in the ceremony of the beating of the retreat.

30 November 1982

Provision personnel of 1 BSB at Trentham Camp visited the unit.

1 December 1982

34^th TF Intake RNZAOC Corps Training was conducted at 4 Sup Coy

7-9 December 1982

Junior Supplier Competition wan by LCpl Leatherby.

10 December 1982

Unit Xmas close down function

13 December 1982

Interunit competition 1BSB/2 Sup Coy Akatarawa relay race.

24 December 1982

2 Sup Coy closed down for the year

1983

4 January 1983

2 Sup Coy resumed normal operations after Xmas closedown.

10 January 1983

Capt Gush posted to 2 TFR, Lt Guildford now SCO.

12 January 1983

2 pers attended B5 Suppler Course.

17 January 1983

Pte Gleeson attended Ammunition Accounting Course.

18 January 1983

Sgt Takutu attending Civil Clerks course.

Sgt (w ) Williscroft attending MSC phase of the Band Five Suppler Course.

25 January 1983

LCpl(w ) Hooper farewelled to 3 Sup Coy.

7 February 1983

Lt M.R Taylor posted to 2 Sup Coy as Training Officer.

8 February 1983

Cpl A Ferguson posted to 2 Sup Coy (Main Store),

12-26 February 1983

2 Sup Coy and 2 Fd Sup Coy participated in A/Camp 83, Waiouru

14-18 February

Maj N.A Hitchings TOD to NZLF.

16-17 February 1983

2 x 2 Sup Coy pers to 5 TML Sqn, Whenuapai.

4 March 1983

Farwell Major S.D Hopkins – outgoing OC 2 Sup Coy.

7 March 1983

Major S.D Hopkins/Major N.A Hitchings official handover date.

6 April 1983

Col Andrews, 2 TFR Commander to visit 2 Sup Coy.

7-10 April 1983

3 x 2 Sup Coy pers to Ex Jalan Ulu, LCpl T.R Hiroti, Pte S.K Bray, Pte N.B Sims.

15 April 1983

LCpl R.T Woon returned from Basic (TF to RF)

13-15 April 1983

Head of Corps conference attended by Major N.A Hitchings.

18 April 1983

Major S.D Hopkins released from NZ Army.

18-22 April 1983

SSgt Hewitt, Pte’s Wiltshire and Marshall, ex Royal Tent.

25 April 1983

ANZAC Day – 2 Supply Company participated on ANZAC Day parade at Foxton.

Sgt B.I Evans posted in as Ammo Tech

28 April 1983

Major N.A Hitchings and Lt N.A Guildford visit RNZAOC Directorate.

1 May 1983

Sgt P/J Roche posted to s Sup Coy as CAT.

Ordnance Field Parks

But what exactly is an Ordnance soldier?

Gallipoli and the First World War: The Storekeeper on Anzac Beach

The Second World War and Beyond: Backbone of the Battlefield

North Africa and Italy: Desert Sands and Mountain Passes

Post-war Transition

Roll of Honour: Service Remembered, Sacrifice Recognised

Remembrance and Honour

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Structure of this Study

Military Stores Accounting and Its Distinctions from Commercial Stores Accounting

Differences Between Military and Commercial Stores Accounting

Classification of Military Stores

The Long-Term Use of Military Equipment

The Importance of Accountability in Military Stores Accounting

Early Developments in Stores Accounting

Development of the Artillery Stores (1880s Onwards)

Organisational Reforms and the Defence Council (1906)

The Defence Act 1909 and the Transition to a Citizen Army

Guidance on the duties related to the management of stores

Senior Officers Responsible for Stores and Equipment

District and Unit Responsibilities

Standardising Stores Management and Training

Strategic Assessment, Preparedness and Mobilisation

Supporting the NZEF (1915–1921)

Home Service Stores Accounting

Conclusion: Towards a Modern Military Stores Accounting System

Notes

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Early Developments: Palmerston North’s Ordnance Store (1914–1921)

World War II and Post-War Expansion (1941–1957)

Infrastructure Challenges and Growth (1957–1990s)

Modernisation Efforts and the Linton Regional Supply Facility (2024–Present)

Conclusion

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Description of the design

Design Colour

Symbolic Quadrants: A Visual Narrative

Top quadrant

Right quadrant

Bottom quadrant

Left quadrant

Central bar

Variations of the Icon

A Long-term Legacy

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The Scope of AEPS No. 63

Definitions and Standardisation

ISO Containers and Modular Shelters

ISO Containers

Modular Shelters

Operational Necessity of MHE

Desired Characteristics of MHE

MHE in Service (1988)

Depot MHE

Field MHE

Modular Distribution Systems

Strategic Interoperability and International Standards

Distribution Policy

Conclusion

Notes

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The Accounting System

Manual Systems and Administrative Burden

Mobilisation and Training Impact

Progress in Accounting Practices

Reflecting on Wartime Logistics and Accountability

Lessons for Contemporary Military Stores Accounting

Notes

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Notes

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