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

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.;

Transition and Transformation: RNZAOC in 1972

3 Comments Robert McKie

In the historical tapestry of the Royal New Zealand Army Ordnance Corps (RNZAOC), 1972 is a pivotal year, marking twenty-two years since New Zealand’s initial involvement in combat operations in South Korea. The nation continued actively participating in conflicts such as the Malayan Emergency, the Indonesian Confrontation, and the South Vietnam War. Throughout this period, New Zealand maintained a robust part-time territorial army sustained by Compulsory Military Training, all aimed at creating a versatile, all-arms Combat Brigade Group.

However, 1972 marked a turning point. It witnessed the conclusion of Compulsory Military Training, resulting in a reduction in the Territorial Force and its transformation into a volunteer force. Concurrently, with the conclusion of New Zealand’s commitment to the Vietnam War, the country entered a phase marked by individual engagements in United Nations Peacekeeping operations, a eighty-day mission to Rhodesia, the establishment of a permanent peace monitoring force in the Sinai, and participation in exercises both in New Zealand and overseas. This era ushered in a period of peace for the New Zealand Army, with nearly two decades passing before the RNZAOC would deploy a unit into a combat environment once again.

As 1972 concluded and the New Zealand Army and the RNZAOC entered this new era, they did so with a cadre of well-trained and experienced warrant and non-commissioned officers. This article will delve into the RNZAOC Regular Officer Cadre of 1972, as documented in the New Zealand Army Graduation List Regular Officer of 31 Oct 1972.

The RNZAOC of 1972 consisted of around 350 Regular and Territorial Officers and Other Ranks, including Storeman Clerks, Ammunition Technicians, Auto Parts, Footwear Repairers, Motor Trimmers, Tailors, and Clerks across numerous units, including.

Main Ordnance Depot, Trentham
RNZAOC School, Trentham
1 Central Ordnance Depot, Hopuhopu
2 Central Ordnance Depot, Linton
3 Central Ordnance Depot, Burnham
1 Composite Ordnance Depot, Mangaroa
5 Advanced Ordnance Depot, Singapore
Workshops Stores Section in RNZEME Workshops’
As Staff in various Headquarters

At this stage, female soldiers belonged to the New Zealand Woman’s Royal Army Corps (NZWRAC), with many posted to RNZAOC units as integral members of those units.

The Graduation List Regular Officer is divided into three Parts.

Part 1 – Regular Officers
Part 2 – Regular Quartermaster Officers
Part 3 – Supernumerary List

Part 1 – RNZAOC Regular Officers

Lieutenant Colonels

Clifford Leaman Sanderson, psc
Geoffrey John Hayes Atkinson, MBE, M Inst PS

Majors

John Barrie Glasson, (T/Lt-Col 1 Jan 71)
Malcolm John Ross, psc (T/Lt-Col 20 Oct 72)

Captains

Arthur John Campbell, ANZIM, psc (T/Maj 1 Aug 68)
Piers Martin Reid, (T/Maj 1 Feb 69)
Michael Dawney Hunt, ANZIM (T/Maj 1 Feb 69)
Terence David McBeth, (T/Maj 1 Nov 69)
Ian Geoffrey Ross
Ronald Leslie Cross, psc (T/Maj 21 Jun 70)
Gary Malcolm Corkin
John Andrew Henderson
John Robert Hicks
David John Rees
Michael Joseph Cooper
Terence John Verrall

Lieutenants

Maxwell Frederick Newnham, (T/Capt 7 Mar 70)
Patrick Te Tahuri Puohotaua
Michael Alexender Cowan
John Francis Hyde, (T/Capt 1 Apr 71)
Kevin John Dreyer, (T/Capt 22 Jun 72)
Paul Edwin Dangerfield
Keith David Hansen
Mark David Stuart, BA (mil)
Peter Martin O’Brien
Grant William Blackburn

Second Lieutenants

Noel Anthony Hitchings
Allan Charles Lash

Part 2 – RNZAOC Quartermaster List

Captains and Quartermasters

William Maxwell Campbell, (T/Maj & QM 1 Aug 68)
Patrick George Burns, (T/Maj & QM 25 Apr 69)
David Ralph Hughes, T/Maj & QM 3 Jun 70)
Keith Alexander Watson
Ian Roy Larsen
Alan Paul Bezar

Lieutenants and Quartermasters

Donald Winter Stewart, (T/Capt & QM 22 Feb 71)
Hector Searle McLachlan, (T/Capt & QM 1 May 71)
Godfrey Edward Lee, (T/Capt & am 5 Apr 71)
Stewart McDonald Fussell, (T/Capt & QM 5 Apr 71)
John Edward Hancox, (T/Capt & QM 1 Jul 70)
Edward Vennell Sweet, (T/Capt & QM 11 Aug 71)
Alfred Stephenson Day, (T/Capt & QM 3 Sep 71)
James William Twist

Part 3 – RNZAOC Supernumerary List

Majors

Ronald George Henderson Golightly

Captains

Carleton Robert Duggan, (T/Maj & QM 14 Sep 68)
George Edward Butler, (QM) (T/Maj & QM 4 Aug 69)

Statistics on the RNZAOC 1972 Officers List

Duntroon Graduates- 1
Portsea Graduates -10
RF Cadets – 2
Served in other Corps before joining RNZAOC – 7

Operational Service

WW2 – 4
J Force – 2
K Force – 2
Malaya – 6
Vietnam – 15

Service and Age

1972 Average age – 36 years
Average age on leaving RNZAOC – 44 years.
Over 20 years of RNZAOC Service – 27
Cumulative amount of RNZAOC Service – 880 Years
Shortest Service in RNZAOC – 2 Years
Longest Service in RNZAOC – 36 Years
Average length of NZ Army Service – 62 Years
Average length of RNZAOC Service – 59 Years

Appointments

Chief of General Staff- 1
Director of Ordnance Services – 7
Chief Instructor RNZAO School – 8
Chief Ammunition Technical Officer – 3
Colonel-Commandant – 2

In 1972, the RNZAOC entered a transformative period, marked by changes in training, force structure, and the cessation of its involvement in the Vietnam War. The graduation list reflects a diverse group of officers, well-versed in various aspects of military service. As the RNZAOC transitioned into a new era characterised by peacekeeping missions and operational diversification, the officers of 1972 carried with them a wealth of experience and training, setting the stage for the Corps’ future endeavours. The statistical overview provides insights into the officers’ backgrounds, service history, and appointments, highlighting the depth of expertise within the RNZAOC during this pivotal time.

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

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).

Royal New Zealand Army Service Corps

1 Comment Robert McKie

In British and Commonwealth military doctrine, there has long been a separation of responsibility for Supplies and Stores.

Supplies – The provisioning, storing, and distributing of food for soldiers; forage for animals; Fuel, Oil, and Lubricants (FOL) for Tanks, Trucks, and other fuel-powered vehicles and equipment; and the forward transport and distribution of ammunition. In the NZ Army, Supplies were managed by the New Zealand Army Service Corps (NZASC) from 1911 to 16 October 19789.
Stores – The provisioning, storage, and distribution of weapons, munitions, and military equipment are not managed by RNZASC. Stores were the Responsibility of the Royal New Zealand Army Ordnance Corps (RNZAOC) until 1996.

Despite the separation of responsibilities, the RNZASC and RNZAOC would have a long and cooperative relationship for most of their existence.

During the early colonial days, the early actions of the New Zealand Wars proved that the New Zealand bush and the elusive tactics of the Maori presented new problems in supply and transport. An Imperial Supply and Transport Service was established and operated with the Imperial troops.

From the end of the New Zealand Wars until 1910, there was no ASC unit in New Zealand, with the supply functions required by the New Zealand Military provided by the Defence Stores Department.

After the conclusion of the South African War, the Military Forces in New Zealand embarked on a series of reforms to enhance the organisation and capability of the nation’s military, enabling it to contribute effectively to a broader Imperial Defence scheme. In 1910, at the request of the New Zealand Government, Field Marshal Viscount Kitchener inspected New Zealand’s Forces. Kitchener provided several recommendations concerning the ongoing reforms, emphasising the need for a professional Staff Corps to administer the force and confirming the requirement for a New Zealand ASC, which was gazetted on 12 May 1910 (backdated to 6 May 1910) as a designated component of the Territorial Forces of New Zealand.

The momentum for these reforms gained further impetus with the appointment of Major General Alexander Godley as the New Zealand Military Forces Commandant in December 1910. Godley was pivotal in revitalising New Zealand’s military organisational framework in his first year, making critical command and staff appointments, promulgating the (Provisional) Regulations for the Military Forces of New Zealand, and making plans to build up the NZASC, which up to this time had remained a paper corps.

Acknowledging the highly specialised nature of ASC duties, distinct from combatant staff and regimental officers, and the absence of suitably qualified officers in New Zealand, Godley recommended to the Minister of Defence on 4 January 1911 the lending of services of an experienced Imperial ASC Senior Captain or Major to organise and train New Zealand’s transport and supply services for three years. The Minister of Defence endorsed this recommendation with the Prime Minister cabling the New Zealand High Commissioner in London on 10 January 1910 to approach the Army Council for the following:

Services of experienced Army Service Corps major or senior captain required to organise New Zealand Army Service Corps. Engagement for three years. Salary £600 a year consolidated. Pay to include house allowance. Travelling allowance of 12/6d a day and allowance for one horse if kept, will also be granted.

Within two months of receiving New Zealand’s request for an ASC Officer, the Army Council promptly and affirmatively responded to the call. Having already sanctioned nine additional officers to assist Godley, the Council selected Knox, who then served in C (Depot) Company ASC at Aldershot for service in New Zealand to organise the NZASC.

Under the guidance of New Zealand Adjutant and Quartermaster-General Colonel Alfred Robin, Knox assumed his duties as the New Zealand DST at the Army General Staff Offices on Wellington’s Buckle Street. His responsibilities encompassed a wide range of functions, including quarters, tender and contracts, personal and freight movement, and presidency on two standing committees related to Drill sheds and the storage and distribution of clothing and equipment to the forces.

Recognising Knox’s extensive duties, he was granted the Temporary Rank of Lieutenant Colonel on 6 September 1911. With Colonel Robin’s appointment as the New Zealand representative at the War Office in London in 1912, Knox assumed the additional role of Quartermaster General (QMG). Despite Knox diligently fulfilling the role of QMG and DST, progress on the formation of the NZASC was slow.

By 1914, Knox had established 16 NZASC companies of approximately 30 men each across the four New Zealand Military Districts, with imported ASC officers serving as Assistant Directors of Supply and Transport (ADST) in each District Headquarters. Although Knox had departed by the time of the 1914 divisional camps, the Inspector General of Imperial Forces, General Sir Ian Hamilton, noted following his inspection that:

The very highest credit is due to the Army Service Corps officers and their men. They have done a first-class service, although as a rule undermanned to an extent that would fill a labour union with horror. When the Army Service Corps units are up to their normal strengths, a suitable system of calling the men up to camp in relays will enable the necessary duties to be carried out as efficiently and with much less strain on the personnel.

During World War One, New Zealand ASC units fulfilled crucial functions. ASC Companies supported the Territorial Infantry and Mounted Rifle Brigades. At the same time, Supply and Transport Units aided mobilisation camps within New Zealand. Overseas, the NZASC operated across all New Zealand theatres of war, delivering indispensable services. At its zenith, it managed the NZ Divisional Train, five ASC Companies, five Depot Units of Supply, the NZ Field Bakery, the NZ Field Butchery, and the NZ Motor Transport Workshop. Notably, the NZASC and NZAOC frequently shared personnel, facilities, and transportation, especially in the conflict’s early years.

In 1917 the NZAOC was established as a permanent component of the New Zealand Military Forces, however, it would not be until 1924 that the Permanent NZASC was formed.

Post-war, under the leadership of Captain Stanley Herbert Crump, the NZASC transitioned to a peacetime establishment comprising a Headquarters and three depots (Northern, Central, and Southern). In 1924, the Permanent NZASC (PNZASC) was established as part of the permanent Military Forces. Additionally, in 1925, an alliance between the NZASC and the Royal Army Service Corps (RASC) was ratified.

The RASC has its roots in history that are much more profound. Up to the time of Cromwell, armies mainly lived by plunder. The RASC came into being in 1888. but the work it now performs was being done long before that.

Cromwell and then the Duke of Marlborough, and later Napoleon, organised a system of civilian commissaries. The Duke of York established the Corps of Royal Waggoners in 1794. This purely transport organisation continued until 1869 under various names, eventually as the Military Train, fighting as light cavalry in the Indian Mutiny.

The birth of the Supplies and Transport Service dates from 1869. when supplies and transport, along with the Military Stores Department, came under one department called the Control Department, it remained for General Sir Redvers Buller in 1888 to organise the first Army Service Corps. Since its formation, the RASC has been a combatant one. Trained and armed as infantry and responsible for its own protection. Considerd a more technical Corps, the RAOC was not granted combatant status until 1942.

In 1931, under Crump’s continued leadership, the NZASC underwent a reorganisation into three Composite Companies. Each company comprised seven officers, four warrant officers, and 99 other ranks, establishing a solid foundation from which the NZASC could readily expand to meet the demands of future conflicts.

During World War Two, numerous units and establishments represented the NZASC across all New Zealand Expeditionary Force (NZEF) theatres. Similar to the previous World War, the NZASC maintained a collaborative relationship with New Zealand Ordnance Corps (NZOC) Ammunition Examiners (AEs) in the establishment of NZASC Ammunition platoons. At times, NZASC Warrant Officers were attached to the NZ Divisional Ordnance Field Park (OFP) to offer technical advice on vehicle spares. In recognition of the NZASC’s service during WW2, the title “Royal New Zealand Army Service Corps” was conferred in 1946.

In the post-war era, the NZASC and from 1946, the RNZASC would serve with distinction J Force in Japan and then contribute the second-largest New Zealand contingent to K Force in Korea by providing 10 Transport Company. Playing a pivotal role in sustaining the morale and effectiveness of New Zealand forces during these conflicts

Until 1947, NZASC units primarily handled baking bread, butchering meat, and procuring and distributing fresh and packaged provisions to frontline units, while regimental cooks and stewards were responsible for cooking and serving meals. To enhance and standardise cooking practices throughout the army, the Supplies and Transport Catering Group (STCG) was established on 15 February 1948 with the following objectives:

Training and provision of unit cooks and kitchen hands.
Instruction and supervision of the management of the Army ration scale.
Improvement of food preparation and cooking standards.
Advice on the installation and operation of cooking appliances and kitchen equipment.
Guidance on the layout of mess buildings.

In September 1948, all Regimental catering staff, except those of the New Zealand Women’s Army Corps, were transferred into the RNZASC. Throughout the 1950s, 60s, and 70s, the RNZASC played a vital role within the New Zealand Army, encompassing a wide range of functions. These included everyday tasks such as cooking and serving food, as well as more complex operations like air supply drops. To manage the procurement, storage, transportation, and distribution of essential supplies such as food, fuels, and oils for a modern Army, the RNZASC operated Supply Depots and employed various tradespeople, including butchers. Supply Depots were strategically located in Papakura, Waiouru, Linton, Trentham, and Burnham, where bulk supplies were stored and distributed as needed. Additionally, every Army camp featured a section of the RNZASC, along with smaller supply and transport depots, which were responsible for handling goods from central supply depots and providing drivers and transport services for various purposes. These smaller depots were situated in Devonport/Fort Caultley,

ANZUK Supply Platoon, Singapore – 1972 Standing L to R: Cpl Parker, RAASC. Cpl Olderman, RAASC, Cpl Mcintyre, RAOC. Sgt Frank, RAOC. Cpl Rangi, RNZASC. Sgt Locke, RNZASC. Sgt Bust, RAOC. Pte Mag, RAASC. Cpl David, RAASC. Sitting L to R: Sgt Kietelgen, RAASC. WO2 West, RAOC. Capt Mcnice, RAOC. Maj Hunt, RAASC. Lt Fynn, RAASC. WO2 Cole, RAASC. WO2 Clapton. RAASC

Following the Macleod report that recommended the streamlining of logistic support for the British Army, the RASC merged in 1965 with the Royal Engineers’ Transportation and Movement Control Service to form the Royal Corps of Transport (RCT). This would see the RASC Supply functions transferred to the Royal Army Ordnance Corps (RAOC). In 1973, following the British lead, the Australians also reformed their Royal Australian Army Service Corps (RAASC) into the Royal Australian Army Corps of Transport (RAACT).

Acknowledging the British and Australian experience, the RNZASC underwent a similar transition—operational command of the Supply function transferred to the RNZAOC on 16 October 1978. On 12 May 1979, the RNZASC ceased to exist: Supply personnel formally transferred to the RNZAOC, while Transport, Movements, and Catering were re-formed as the Royal New Zealand Corps of Transport (RNZCT)..

The RNZASC supply function would be integrated into the RNZAOC, with the Camp Supply Depots becoming NZAOC Supply Platoons numbered as.

14 Supply Platoon, Papakura/Hopuhopu
24 Supply Platoon, Linton
34 Supply Platoon, Burnham
44 Supply Platoon, Waiouru
54 Supply Platoon, Trentham
NZ Supply Platoon, Singapore

In recognition of its long RNZASC service, 21 Supply Company was retained as a Territorial unit, initially as the Territorial element of 4 Supply Company in Waiouru and later as the Territorial element of 2 Supply Company, Linton. Today, 21 Supply is the principal North Island Supply unit of the Royal New Zealand Army Logistic Regiment (RNZALR).

For a short period following the RNZAOC assumption of Supply functions, some RF and TF RNZAOC would periodically be employed within the RNZCT transport Squadrons’ Combat Supplies sections.

The RNZAOC Butcher trade inherited from the RNZASC would be discontinued in the mid-1980s, with the last of the butchers reclassifying as RNZAOC Suppliers. By the mid-1990s, it was decided as a cost-saving measure to allow the RNZCT catering staff to order directly from commercial foodstuff suppliers, effectively ending the RNZAOC foodstuffs speciality. The only RNZASC trade speciality remaining in the RNZAOC after its amalgamation into the RNZALR was that of Petroleum Operator.

The Royal NZ Army Service Corps & Corps of Transport, like the RNZAOC, have passed their combined responsibilities to the RNZALR. However, the Royal NZ Army Service Corps & Corps of Transport maintain a strong association that provides many benefits and opportunities for comradeship to RNZASC/CT Corps members and past and present members of the RNZALR. Another role of the RNZASC/CT association is to ensure that the rich and significant history of the RNZASC/CT is not lost to future generations of the RNZALR.

Copies of the RNZASC/CT association newsletter can be viewed here

New Zealand Army Logistics Stable Belts

1 Comment Robert McKie

Worn by some New Zealand Army units since the mid-1960s, it was not until 1973 that the wearing of stable belts (commonly referred to as Corps or Regimental Belts in the New Zealand Army) was authorised across the New Zealand Army. In adopting a stable belt, a few units adopted belts of a unique design; however, most New Zealand corps, regiments, and infantry battalions choose designs based on the regimental colours of a parent or allied units of the British Army. The three Logistics Corps of the NZ Army adopted stable belts of a British design, and it was not until 1996 and the formation of the Royal New Zealand Army Logistic Regiment (RNZALR) that a unique New Zealand Logistic stable belt was be adopted.

Stable belts have their origins in the British Army. Cavalrymen (and ASC and AOC personnel from trades associated with horses) found that by modifying a Cavalry “Surcingle,” they had a belt that was particularly useful in providing lower back support when cleaning stables and tending horses. As British military uniforms became more utilitarian, lacking the colour and flair of earlier patterns, the wearing of coloured “stable belts” in regimental colours evolved, adding a splash of colour and individuality to the drab khaki working uniforms of the period.

The use of coloured stable belts in regimental colours spread to all branches of the British Army, becoming established as a uniform item following World War Two. Most commonwealth countries followed the example of the British Army and adopted the coloured stable belt of the Corps or Regiments to which they had links or alliances. The adoption of stable belts by the NZ Army was far from enthusiastic, and it was not until the mid-1960s that stable belts started to appear. It was not until 1973 that the Army Dress Committee officially approved the universal wearing of stable belts for all Regiments and Corps of the NZ Army.

Stable Belts are generally manufactured from a 2^1/2-to a 3-inch-wide belt of a heavily woven material with horizontal stripes in two or more colours. Buckle types vary with six main types used.

Single tongue leather buckle. In NZ only used by the 4th Otago and Southland Battalion
Multi tongue leather buckle. Consisting of two leather buckles
Single Locket
Triple Locket. In NZ only used on the 5^th Wellington West Coast Battalion Other Ranks Stable belt.
Rectangular plate (Matt colour or chromed) and Cap Badge design.
Web Belt clasp. Used on Interim RNZALR Stable belt.

RNZASC stable belt

Photographic evidence suggests that the Royal New Zealand Army Service Corps (RNZASC) adopted the British Army Royal Army Service Corps (RASC) stable belt sometime around 1970. However, the exact year is unknown. Until its disestablishment in1965, the RASC had worn a stable belt with a blue base with two central white stripes and two yellow stripes on the borders. A stable belt with a multi-tongue leather buckle, the RASC stable belt was worn with two leather buckles worn on the right hip. The Canadian ASC wore the same pattern stable belt up to 1968 and continues to be worn by the Malaysian Kor Perkhidmatan Diraja (Royal Logistics Corps).

In June 1973 the New Zealand Director of Supply and Transport requested from the Colonel Commandant of the Royal Corps of Transport (RCT) permission for the RNZASC to adopt the RCT stable belt. Adopted by the RCT in 1965, permission for the RNZASC to adopt the RCT pattern belt was granted by the Colonel Commandant of the RCT in September 1973. Concurrent with the adoption of the RCT stable belt by the RNZASC, was the adoption of the same belt by the Royal Australian Corps of Transport (RACT) in 1973.

RNZCT stable belt

On 12 May 1979, the RNZASC ceased to exist, as its Supply functions were transferred to the Royal New Zealand Army Ordnance Corps (RNZAOC), while the Transport, Movements and Catering functions were reformed into the Royal New Zealand Corps of Transport (RNZCT). The RCT pattern stable belt continued to serve as the stable belt of the RNZCT throughout the RNZCTs existence within the NZ Army. The only change to the belt throughout its life was some subtle changes to the design of the buckle.

Late Pattern RCT/RNZCT stable belt. Robert McKie collection

RNZAOC stable belt

There is much photographic evidence of RNZAOC officers and soldiers in Singapore unofficially wearing British (Single locket) and Malaysian (multi tongue leather buckle) Ordnance Corps stable belts during the 1970-72 period. The RNZAOC initially discussed introducing stable belts in 1969. However, at the time, the available orders of dress did not provide much opportunity to wear a Stable belt, and the preference of the RNZAOC was to adopt a coloured Lanyard. Approval for a Lanyard was not granted, so the Director of Ordnance Services submitted to the Amry Dress Committee on 4 April 1972 requesting authority for the RNZAOC to adopt a stable belt. Permission was granted due to the Army Dress Committee’s 4 April 1972 meeting. The RNZAOC Belt was to b the same pattern as the RAOC belt but had a rectangular chrome plate mounted with RNZAOC Badge.

RNZEME stable belt

With its distinctive dark blue background with red and yellow stripes, the stable belt of the Royal New Zealand Electrical and Mechanical Engineers (RNZEME)was introduced in 1967 and was based on the Royal and Electrical Mechanical Engineers (REME) stable belt. The upper portion of the right-hand buckle carried the Corps motto (Arte et Marte). The right-hand piece had the RNZEME badge.

RLC stable belt

In 1993, in the most significant reorganisation of its Logistic Support since 1965, the British Army formed the Royal Logistic Regiment (RLC) by combining the RCT, RAOC, Catering and Pioneer Corps into the new Regiment. Eager to retain the values and traditions of its foundation Corps and Regiments, the RLC retained many elements of its founding corps Regimental colours and the history they represented in the design of the RLC stable belt. The REME remained a separate Corps outside of the RLC.

RNZALR stable belt

In a similar initiative to the British Army’s formation of the RLC, the NZ Army also combined its logistic functions into a single Logistic Regiment. The significant difference between the British and New Zealand logistical changes was that the RNZEME was also disestablished and included in the NZ Logistic Regiment.

On 9 December 1996, the Officers and Soldiers of the RNZCT, RNZAOC and RNZEME marched onto parade grounds on each camp and base. Corps flags were lowered, headwear and stable belts exchanged, and the Officers and Soldiers marched off as members of the Royal New Zealand Army Logistic Regiment (RNZALR).

With the colourful stable belts of three RNZALR foundation corps and the collective history of service to New Zealand since 1840 that they represented retired, the RNZALR took a different approach to the RLC in selecting a new stable belt. While the RLC had embraced its foundation Corps’ values and traditions, the RNZALR divorced itself from the past and adopted a plain navy-blue stable belt.

As stock of the new RNZALR stable belt was not available on the formation of the New Regiment, a temporary belt was issued.

Consisting of a navy-blue belt with Web Belt clasps, the interim belt was retired within a year as new RNZALR Stable belts became available.

The only distinctive feature of the RNZALRs stable belt is locket style Chrome buckle, which includes the following features

The RNZALR Corps badge on the male side of the buckle
The RNZALR motto, “Ma Nga Hua Tu Tangata”, on the female side of the buckle.

New Zealand Installation Auxiliary Police Force

1 Comment Robert McKie

The New Zealand military presence in Singapore is an established chapter of New Zealand’s military historiography. Material related to the background and history of the ANZUK Force, the New Zealand Force South East Asia, and 1 RNZIR is readily available. However, information on many of the New Zealand sub-units is more challenging to locate. One unit that was an integral component of the NZ Force of the 1970s and 80s and continues to serve as part of the residual force maintained by New Zealand in Singapore is the Installation Auxiliary Police Force (IAPF).

Upon the 1989 closure of New Zealand Force South East Asia (NZFORSEA), the New Zealand Defence Support Unit (NZDSU) was created to maintain New Zealand’s military presence in Singapore. Located at the Sembawang Naval Installation (SNI), the NZDSU provides Singapore-based deployable support to NZ Forces throughout Southeast Asia. The NZDSU also contributes to the security of allied (US, UK and Australian) forces in Singapore through the provision of the IAPF. The NZDSU commands the IAPF, whose principal responsibility is the provision of Physical security to the SNI, including checks of all personnel and vehicles entering and leaving the Installation.

The IAPF is a small force 56 Singapore Auxiliary Police Officers (APO) and operates under the authority of Section 92(1) or (2) of the Police Force Act 2000. Under the provision of this Act the IAPF is vested with all the power, protection and immunity of a Singapore police officer of corresponding rank. As Singapore APO’s, members of the IAPF are licensed to carry firearms when carrying out their duties.

The NZ IAPF originally wore colonial-era Khaki uniforms with the iconic “Kiwi” patch. From around 2000, the uniforms of the IAPF were modernised and standard Singapore police uniforms adopted. The uniform is worn with a IAPF and Kiwi patch worn on each sleeve.

In 1987 RNZAOC Warrant Officer Class Two Wayne Le Gros, wrote the following article on the history of the IAPF for the Journal of the New Zealand Military Society, who have granted permission for it to be reprinted here .

HISTORY OF THE INSTALLATION AUXILIARY POLICE FORCE

Provided by W.Le Gros

The Installations Auxiliary Police Force was formed on I December 1971 as a result of withdrawal of UK Forces from Singapore. The creation of the lAPF was legalised vide Singapore Government Gazette Notification No. 171 dated 21 January 1972.

Prior to the creation of the IAPF, the MOD (UK) maintained huge military bases for its navy, army and air force. Each had its own police force to maintain security of the installations. Although the exact size of its own police forces is not known, it is estimated that there were about 2,000 people employed as policemen. These 2,000 policemen were not all Singapore citizens. Many were Malaysians, Indians and Pakistanis. Some possessed UK Citizenship. This was permissible because Singapore was then a British colony.

With the disbandment of MOD(UK) police forces following the withdrawal of UK Forces from Singapore, all the foreign nationals were retrenched and they either returned to UK or to their own countries. The few hundred policemen that remained were Singapore citizens and in the final stage of the military withdrawal, these Singapore citizens did not escape the retrenchment exercise which ended on 30 November 1971. Singapore citizens who were under 45 years at that time were absorbed into the newly created IAPF.

It is interesting to note here that although the Navy, Army and Air Force had its own police forces, not all police personnel received the same training. The Navy sent its police recruits to the Singapore Police Training School for 9 months of basic police training. The Army and Air Force had their own training schools, but they concentrated more on physical security. Hence when the IAPF started in 1971, IAPF personnel had different police training background. This was however streamlined when the IAPF organised refresher courses for all its personnel.

All IAPF personnel carry warrant cards issued by the Commissioner of Police Singapore. They have the same powers, protection and immunities of a Singapore police officer of corresponding rank within the area under the jurisdiction of NZ Force S.E. Asia providing also that they have the same powers etc outside the area when in fresh pursuit of or in charge of any person who has committed or is suspected of having committed an offence within the limits of such an area or within view outside such an area.

All IAPF personnel are subject to discipline under the Auxiliary Police Regulations and have a right of appeal to the Commissioner of Police, Singapore on disciplinary matters. The promotion of any IAPF personnel is subject to the approval of the Commissioner of Police. Before any personnel can be promoted, he must present himself before a 3-member Joint Promotion Board convened by the Commissioner of Police. The Chairman of the Joint Promotion Board will be a senior Singapore Police Officer while the other two members are OC IAPF and NZ CEPO, the employing authority.

The IAPF when first established in 1971 under the ANZUK Command had 400 personnel and was commanded by Supt. SK. Sundram, (equivalent to Lt. Col. Rank) a retired Singapore Police Officer. It had 1 Asst. Supt, 9 Inspectors and the rest was made up of constables, corporals and sergeants. In 1975, when Australia and UK withdrew from the ANZUK Command, 62 personnel made up of 2 officers and 60 rank and tile were transferred 10 NZ Force S.E Asia and formed the NZ IAPF. Today, the strength is reduced to 50 personnel as a result of an overall review carried out in 1984.

The NZ IAPF is responsible with the:-

Protection of life and property within the NZ/UK Forces installations
Control of entry of all persons to NZ/UK Forces installations
Cash/ammunition escorts

Although the IAPF is a small auxiliary police force, it performs a variety of duties. As most of its personnel have given many years of faithful service, the loyalty and devotion of these personnel have always remained steadfast to this date.

Rickshaw Military Research

1 Comment Robert McKie

Rickshaw Military Research specialises in the research and transcription of New Zealand Military Service Records to allow families to learn of their families military experience in peace and war. Services offered by Rickshaw Military Research include;

Interpretation of military records,
Assistance with military research,
Identification of medals, badges and insignia, and sourcing of replacements.
Regiment and unit identification.

Often, descendants of New Zealand Servicemen have some inkling that their ancestors served in the military. Knowledge of a relative’s service will often be a source of pride with some evidence such as photos of the relative in uniform, medals, unit badges, diaries, and other souvenirs existing. However, for many, any connection to their relative’s military service is long-forgotten and a mystery. For some, the only link to a relative is an inscription on one of New Zealand’s many War Memorials.

For all those interested in discovering more about their ancestors military service, accessing the individual’s service record and understanding what is written in it can be a daunting exercise,first in gaining the service record and then interpreting the peculiar language used by the military and making sense of the many abbreviations used, reading a service record often leads to more questions than answers.

Rickshaw Military Research provides a service where we work with the family and after some preliminary questions, access the relevant military service record from the archives and produce a transcript of the relative’s service record into an easy to read format, including;

Personal details of the individual.
Brief description of activities prior and after service.
Record of service, from enlistment to demobilisation, including;
- Formations/Units served in.
- Campaigns and battles that were participated in.
- Locations visited.
Record of Promotions.
Record of Illness and Injuries.
Records of medals and awards, including citations.
Brief description of post-service activities.
Illustrations will be provided where possible and could include;
- Photos of the serviceman.
- Medals.
- Badges and patches worn.
- Maps.
- Equipment used, i.e. if a serviceman was a tank driver, an illustration of the type of tank driven.

Services offered

Pre 1921 Records

Service records prior to 1921 including the South Africa and First World War.

Basic one-page summary of service: $100*
- Basic service information from attestation to discharge edited to fit on a single A4 sheet.
Full transcript of service : $250*
- Transcript of service relating to target serviceman with additional information on units served in and campaigns participated in presented as a booklet or interactive Web App.

Post 1921 Records

Service records from 1921 including the Second World War, Korea, Malaya, Borneo, South Vietnam, CMT & National Service, Peacekeeping and Territorial and Regular service in New Zealand)

Basic one-page summary of service: $150*
- Basic service information from attestation to discharge edited to fit on a single A4 sheet.
Full transcript of service : $300*
- Transcript of service relating to target serviceman with additional information on units served in and campaigns participated in presented as a booklet or interactive Web App.

Other Research

Other research outside the scope of researching Personnel Records is charged at a rate of NZD$30 per hour.

*All prices are GST inclusive.

Interested in knowing more? Feel free to contact Rickshaw Military Research and let us know how we can assist.

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ANZUK: What was it?

1 Comment Robert McKie

ANZUK Force is something that has a familiar ring about it, but unless you served in Singapore in the 1970s or 1980s, knowledge of it is likely to be limited. Forty-five years after its closure, Colin Campbell a former Australian Army Officer who served in the Headquarters of the ANZUK Support Group in 1971-72 has published ANZUK What was it?, providing a long-overdue addition to the New Zealand /Australian/U.K. Military history narrative with the first comprehensive history of the ANZUK Force of 1971-74.

Since 1945 Australia, New Zealand and the United Kingdom have cooperated in providing military Forces in Japan, South Korea, Malaya, Thailand, Malaysia, and Singapore, playing an essential role in helping to stabilise the region during a time of political tension and national policy upheaval. ANZUK Force was the culmination of this post-war cooperation that for the final time in Southeast Asia, saw the Forces of these nations unified under a single tri-Service command.

Information on the ANZUK Force is sparse, for example, the New Zealand’s contribution to the ANZUK Force compressed to a single paragraph in The Oxford Companion to New Zealand Military History which acknowledges membership of ANZUK Force, however, provides few other details.

One of the few military histories dedicated to the era is H.B Eaton’s history of 28 Commonwealth Brigade, Something Extra. Eaton’s works provide a detailed history of 28 Commonwealth Brigade from 1951 to 1974, providing a chapter on the 1971-74 ANZUK, which due to the nature of Eaton’s book is focused on the 28 ANZUK Brigade which was the land component of ANZUK Force.

In telling the story of ANZUK Force, Campbell sets the scene on the ANZUK Force by providing background on the circumstances that led to the formation of the ANZUK Force. With a comprehensive but concise of the history and politics of the region, Campbell then unwraps the Commonwealth Far East Strategic Reserve, the establishment of the Five Power Defence Arrangement between Australian, Malaysia, New Zealand, Singapore and the United Kingdom and the short-lived Australian and New Zealand Force that preceded the ANZUK Force. With three nations, each with different and at times conflicting motivations, Campbell details the planning, compromises and the final organisation and command arrangements of the ANZAC Force.

In Part Three, Campbell examines the four components of the ANZUK Force.

the Maritime element,
the Land element,
the Air element, and
the ANZUK Support Group.

Here Campbell breaks down each component and provides a useful overview of each component, their command-and-control arrangements and most importantly, their composition, roles and tasks and exercises they conducted. In describing the composition of each component, Campbell provides a roster of naval vessels Air Force Squadrons and elements assigned to the Martine and Air Components and explains the makeup of the land component, 28 ANZUK Brigade, with is Tri-nation Brigade Headquarters, Artillery and Engineer Regiments and National Infantry Battalions.

ANZUK Stores Sub Depot, April 1973. Robert McKie Collection

Not forgetting the Administrative and Logistic Elements, Campbell also dedicates space to the composition of the ANZUK Support Group and the wide ranges of services it managed and provided including, Stores and Supplies, Workshop, Transport, Provost, Police Force, Post Office, Hospitals and schools for dependent children.

ANZUK Force, Installation Auxiliary Police Badge. Robert McKie Collection

With a posting to ANZUK Force, an accompanied posting with families included as part of the experience, Campbell also dedicates space to highlighting the lifestyle and sports opportunities that life in the ANZUK Force provided.

ANZUK What was it? It could have been a bland assessment of the ANZUK Force, but Campbell has skilfully included many interesting and, at times, amusing anecdotes from the men and women who served in ANZUK Force providing a personal context to the narrative. Campbell has also ensured that the text is robustly supported by maps, tables, illustrations, Annexes and eight pages listing the sources of his extensive research.

As the first work dedicated the ANZUK Force, Campbell has resurrected the memory if this short live but significant force and although here are gaps, they are few and do not detract from the overall narrative. ANZUK What was it? is a useful addition to the Military History narrative of Australia, New Zealand and the United Kingdom and a must-read for those with interest in this area.

Copies of ANZUK What was it? can be purchased directly from the Author through his website at https://anzukbook.com

ANZUK Force patch. Robert McKie Collection.

28 ANZUK Brigade patch. Robert McKie Collection

Major Joseph Seymour Bolton

5 Comments Robert McKie

Today we mark the passing of a major influence on this website, Major Rtd Joseph Seymour Bolton (1947-2020).

Joe authored the History of the RNZAOC that was published 1992 and it was with his blessing and encouragement that I have continued on this webpage the expansion of his original research to unpack the history of the RNZAOC.

Joe joined the New Zealand Army as a Regular Force Cadet in the Bennett class of 1963. On completion of his RF Cadet Training, Joe graduated into the RNZAOC on 2 May 1965.

Joe would have a varied and interesting career as an RNZAOC Soldier and Officer, including;

Operational service in South Vietnam during 1970

Vietnam 1 Vietnam 2

Service in the Solomon Island with the first Tranch of RNZAOC ATO’s and AT’s clearing the islands of WW2 munitions.

Solomons

Officer Commanding NZAOD, Singapore: 21 May 1982 to 10 May 1984

NZAOD

Chief Instructor, RNZAOC School: May 1985 to December 1986
Chief Ammunition Technical Officer: 1986 to 1988

In 1988 Joe was awarded the RNZAOC 20-year certificate for service from 2 May 1965 to 2 May 1988.

In Joe’s post-military career, he would continue to maintain an interest in the RNZAOC and manage the RNZAOC mailing list, sending out notifications on the passing of a Corps member or other such important information.

I never worked with Joe while he was serving, but got to know him when he was working a civilian in the CATO Branch. As I was working upstairs in Ops/Plans as the Policy WO, I would often refer to Joe as the expert on ammunition policy issues. Often a short question on ammunition would turn into a lengthy conversation about RNZAOC History. Many years later, as I was beginning to foray into RNZAOC research, we would catch up on the Rembermance Days in Palmerston North as the Poppy Places Charitable Trust, a passion of Joe’s in later years, unveiled their distinctive street signs. It was at these brief meeting we would discuss the progress of my research and the future direction.

RIP Joe
Sua Tele Tonnti

1592109768278-6ec536ce-0240-44b3-a36f-a49f34da41c6_.jpg

Major Joe Bolton Officer Commanding NZAOD receiving the Higgins Cup RFL Trophy form the New Zealand Director of Ordnance Services LtCol T.D McBeth.

The Gruber Ration Pack

1 Comment Robert McKie

Emperor Haile Selassie 1935 mobilisation order to Ethiopian Forces to fight against Mussolini’s Invading Italian forces.

“Everyone will be mobilised and all boys old enough to carry a spear will be sent to Addis Ababa . Married men will take their wives to carry food and cook. Those without wives will take any woman without a husband.”

The supply of rations is not a traditional Ordnance responsibility; however, with the rationalisation of New Zealand Army Logistics in 1979, the RNZAOC assumed responsibility from the Royal New Zealand Army Service Corps (RNZASC) for the Supply of Rations and Fuel. Part of these responsibilities was the manufacture of Ration Packs, which was carried out by the Ration Pack Production Section (RPPS) in Trentham. In addition to the ration packs produced by the RPPS, the New Zealand Advanced Ordnance Depot (NZAOD) in Singapore assumed responsibility in 1979 for the production of the “Gruber Pack” a unique ration pack designed to supplement the standard ration packs in the tropical conditions of South East Asia. Never told before, this article provides the background on the “Gruber Pack”.

It is a necessity for rations to be provided to soldiers on the move or when situated away from their normal home base with the necessary to supply rations based on:

the individual,
the small group (squad, section, platoon), and
the large group (company size or larger).

Dramatic improvements have occurred over the last two hundred years that have seen the improvement of military field rations. led by the invention of the can and then preservation techniques, including drying and freeze-drying to the modern retort pouches that are now the staple of modern Military Ration packs.

New Zealand traditionally followed the British lead regarding military field rations, with the British army issue ration biscuit, the ‘Huntley & Palmers Army No 4’ and tinned bully beef the staple during the First World War. The Second World War would boost the technology of military field rations, with the United Kingdom developing military field rations for use worldwide and the United States in parallel developing 23 different military field rations and ration supplements.

New Zealand would take its first steps in developing a military field ration in 1958 when trials were conducted to develop;

24-hour, four-man ration pack for armoured units, and
a 24-hour, one-man for infantry units.

The results of these trials were the development of the following Ration packs.

One-Man 24-Hour Ration Pack (Canned) – (one man/one day) for use when individual feeding is necessary, e.g. patrols. Suitable for continuous use for up to seven days. A combination of tinned and dry items designed for reheating, although tinned food can be eaten hot or cold. There were three different menus related to this ration pack.
One-Man 24-Hour Ration Pack (Lightweight) – An individual ration (one man/one day) for use when individual feeding was necessary, e.g. patrols. Suitable for continuous use for up to seven days. As the items in this pack are dehydrated, they should not have been used in areas where water is unavailable. Designed to provide three meals per ration pack.
Ten Man Ration Pack – A composite ration of tinned foods. Designed for reheating in communal feeding in multiples of Ten.

Canned Ration Pack — 1986 Individual Contents of the One Man, 24-Hour Ration Pack (Canned)

By 1976 these ration packs had been in service for several years with little work carried out in developing them further. To supplement these ration packs, a habit had evolved where soldiers, when deploying into the field, would take additional “Bits and Pieces” such as potatoes, onions, curry etc., to supplement the meagre “ration pack”.

In 1976, Warrant Officer Class Two J. A Gruber, the Catering Warrant Officer, 1 RNZIR in Singapore, took note and decided to design a New Zealand supplementary pack based on tropical needs to enhance the 24 Hour Ration Pack used by soldiers living in the field for weeks on end, and the “Gruber Pack” was developed.

The origins of the Gruber Pack date back to the Vietnam era when the idea of a supplementary ration pack originated. In those days, the United States Army provided a Combat Composite Pack monthly to each company. The Combat Composite Pack contained extra “goodies” such as cigarettes, gum, fruit juice, tins of fruit, etc., today termed jack rats. The supplementary pack that WO2 Gruber designed was intended to supplement the existing 24-hour ration pack and was to be consumed on the ration of one Gruber to five 24-hour packs.

The actual components of the Gruber Pack would vary from time to time but were a combination of tinned and dry items and based on the daily nation allowance for Singapore, which in 1986 was SDG $6.11.

Designed to be eaten by an individual over 24 hours, Gruber Packs needed half a litre of water to reconstitute the beverages and had a nutritional value of 2433Kcals. Given the climate and components used, a Gruber Pack had a shelf life of two years.

Gruber Packs were assembled on an as-required basis from locally purchased components by work parties from 1RNZIR, initially under the control of the NZ Supply Platoon, RNZASC until 1979 and then by the NZAOD until 1989.

The components would be carefully packed into plastic bags to keep them dry and safe, with individual packs packed, ten to a fiberboard carton.

Technical Data for the Gruber pack was;

Gross weight 10.2 Kg per carton of ten.
Individual pack measurement 40.6mm x 21.4mm x 33mm.
Volume .028m3 or 1.14 cu ft.

Chicken Curry/Beef curry/Mutton Curry 170gm. Tin: 1
Pea/Mixed Vege 184gm Tin: 1
Fruit Cocktail 248gm Tin: 1
Cornflakes 60gm Pkt: 1
Instant Noodles 85gm Pkt: 1
Herring in Tomato sauce/Pork in Tin/Luncheon Meat 98gm Tin: 1
Tea Bags Bags: 2
Instant Coffee Sachet: 3
Milo Sachet: 2
Raisins 42gm Pkt: 1
Chewing Gum Packet: 2
Non-Dairy Creamer 3gm Pkt: 6
Toilet Paper Sheets: 5
Salt Sachet: 2
Pepper Sachet: 2
Sugar Sachet: 6
Fruit Drink Container: 1
Tomato Sauce Sachet: 2
Chilli Sauce Sachet: 2
Matches Packet: 1
Kleenex Tissues Packet: 1

The Gruber Pack was unique to the New Zealand Forces in Singapore, and following the withdrawal of New Zealand Forces from Singapore in 1989, the Gruber Pack disappeared from the New Zealand Military ration menu. However, trials to upgrade the in-service ration packs had been underway since 1986, and many of the lessons learnt from the Gruber pack were absorbed into the new ration packs that began to be manufactured by the RNZAOC in 1990.

Singapore

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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Part 1 – RNZAOC Regular Officers

Lieutenant Colonels

Majors

Captains

Lieutenants

Second Lieutenants

Part 2 – RNZAOC Quartermaster List

Captains and Quartermasters

Lieutenants and Quartermasters

Part 3 – RNZAOC Supernumerary List

Majors

Captains

Statistics on the RNZAOC 1972 Officers List

Operational Service

Service and Age

Appointments

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The Need for Change

The Hollerith Precursor, 1958

Transition to the NATO Codification System and Evolution of Stores Accounting

Journey Towards Electronic Data Processing

Phased Introduction of the System

Training of EAM Operators

1970–1990: Expansion and Modernisation

The Sperry Era

Conclusion: A Transformational Shift in Military Logistics

Notes

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RNZASC stable belt

RNZCT stable belt

RNZAOC stable belt

RNZEME stable belt

RLC stable belt

RNZALR stable belt

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Services offered

Pre 1921 Records

Post 1921 Records

Other Research

Thank you for your response. ✨

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