Since its inception, the New Zealand Army has relied on the expertise and dedication of Quartermasters (QMs) and support staff at the Regiment or Battalion levels to ensure effective supply operations. Initially filled by commissioned officers drawn from the ranks and supported by Quartermaster Sergeants and their teams, these roles were important and pivotal in maintaining logistical efficiency. This article traces the historical development of supply management within the New Zealand Army, from the nineteenth-century volunteer units to the professional Logistics Specialists of today. It explores key transformations, such as establishing training institutions and integrating supply and quartermaster functions, culminating in the modern Logistics Specialist trade within the Royal New Zealand Army Logistic Regiment (RNZALR).

Traditionally, the responsibility for supply at the Regiment or Battalion level has rested on the unit Quartermaster (QM) and their dedicated staff. These QMs, often commissioned from the ranks, were supported in their duties by the Regimental Quartermaster Sergeant (RQMS) alongside a team of clerks and storemen. Company Quartermaster Sergeants (CQMS) provided essential support at the sub-unit level.[1]

In practice, these QMs and their support teams were selected from within the ranks of the regiment or corps they served, giving them an intimate understanding of their units’ operations. This familiarity enabled them to provide highly effective support. During the nineteenth century, as the New Zealand Army took shape, the “Q” staff of units typically comprised older, experienced soldiers. While they may have been past their prime for active field duty, they possessed invaluable knowledge of unit operations and excelled in managing weapons and equipment.

However, in volunteer units, which often functioned like social clubs, officers and “Q” staff were elected annually. This sometimes led to disarray in unit store accounts, with discrepancies between supplies provided by the crown and actual inventory.

Efforts to enhance administrative training across the army began in 1885 with the establishment of the Army School of Instruction at military headquarters in Mt Cook, Wellington. Initially focused on musketry training, the school expanded to include courses on Tactics and Staff Duties from 1886 onward. [2]  Despite these developments, the curriculum’s inclusion of basic store accounting remains unclear. [3]

In 1895, the New Zealand Defence Forces Dress Regulations officially sanctioned the use of an eight-pointed star as a distinguishing embellishment for Regimental and Company Quartermaster Sergeants.[4] This insignia remained in use until 1917.

Following the South African War, the NZ Army underwent a significant transformation to enhance its readiness for the Imperial Defence Scheme. This included standardising uniforms, weapons, and equipment. The Defence Act of 1909 replaced the Volunteer forces with a robust Territorial force sustained through Compulsory Military Training.

In 1910, Lord Kitchener, renowned as “The Empire’s foremost soldier,” visited New Zealand and thoroughly reviewed its military forces. His assessment led to significant reforms within the NZ Army, 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 cadre of RQMS.

In late 1911, thirty carefully selected men from various military districts undertook an intensive three-week course at the Defence Stores Department in Wellington to address this. Led by Major O’Sullivan, the Head of Defence Stores, the training covered practical and theoretical aspects of “Q” matters essential to the role of RQMS. The curriculum was comprehensive, including instruction from armourers on weapon storage, inspection, maintenance, and accounting, as well as guidance from saddlers, sailmakers, store foremen, and ledger keepers on their respective specialities.

Following rigorous examinations to assess their competence, all candidates successfully passed. They were subsequently appointed as Quartermaster Sergeants in the New Zealand Permanent Staff by General Order 112/10. This proactive training initiative ensured the NZ Military Forces had a capable and professional cadre of RQMSs ready to manage their critical responsibilities effectively.

This course of instruction represented a significant milestone in New Zealand’s military education history. Despite establishing the Army School of Instruction in 1885, it had never offered a specific program focused on training RQMS. Therefore, this course became the country’s inaugural dedicated “Q Store” trade-related training initiative.

With the declaration of war against the Central Powers in August 1914, New Zealand swiftly mobilised and dispatched an Expeditionary Force overseas. A comprehensive reinforcement plan was activated to sustain and support the New Zealand Expeditionary Force (NZEF). Trentham Camp, later followed by Featherston Camp, emerged as a primary facility for training reinforcements. In late August 1914, Lieutenant (Temporary Captain) T. McCristell NZSC was appointed the Camp Quartermaster of Trentham Camp.

As Camp Quartermaster, McCristell, supported by personnel from the Permanent Staff not deployed with the Expeditionary Force, established the Trentham “Camp Quartermaster Stores.” This distinct unit had its badge and assumed critical responsibilities to bolster the war effort.

EVERYTHING movable in Camp, except the A.S.C and its wagons, is kept track of by the Camp Quartermaster—everybody and everything, from a soldier to an electric light bulb. The Camp Quartermaster knows where they all should be; and if they aren’t where they ought to be, he generally knows where they are.”[5]

The “Camp Quartermaster Stores” also played a crucial role in training individuals for overseas service as Quartermasters. According to regulations, each reinforcement draft allowed for RQMS and CQMS per company.

Under the guidance of McCristell, candidates were selected based on their civilian occupations and business acumen for training as RQMS or CQMS. The training programme was comprehensive, covering several key areas:

• Stores Training: This included effective clothing and equipping of soldiers.
• Camp Equipment Training: Instructions on constructing field kitchens, incinerators, latrines, washing facilities, setting up camps and bivouacs, and arranging billets.
• Ammunition Organisation: Handling and organisation of ammunition.
• Water Supply Management: Managing water supplies and food distribution procedures for troops.

Candidates underwent rigorous training and had to pass a comprehensive examination to qualify for appointment as either an RQMS or CQMS.

McCristell continued as Camp Quartermaster until 1916, when he was transferred to the Defence Stores Department as Director of Equipment and Ordnance Stores. In this capacity, he was pivotal in establishing the New Zealand Army Ordnance Corps (NZAOC) in 1917, serving as its Chief Ordnance Officer.

In 1918, following a Defence Department Officers’ Conference prompted by a report from the Defence Expenditure Commission, it was revealed that units had generally failed to adequately account for, care for, and secure stores as outlined in New Zealand Military Forces Regulations.[6] To address this, eleven NZAOC staff sergeants were temporarily assigned to units as quartermaster sergeants. Their task was to rectify discrepancies and ensure unit store accounts were properly managed. This initiative proved highly successful, with subsequent audits revealing few deficiencies. However, it became apparent that many units lacked adequate storage facilities, leading to the temporary storage of surplus items at regional store depots.[7]

The deployment of NZAOC Staff Sergeants as Quartermaster-Sergeants within units was so effective that it prompted an official amendment to Army regulations on October 3, 1918. This amendment transferred Quartermaster Sergeants’ management responsibility to the NZAOC and introduced several key changes.

83. Group and Unit Quartermaster-Sergeants will belong to and be trained by the New Zealand Army Ordnance Corps, and when posted for duty in districts will be borne as supernumeraries on the establishment of that corps. They will be included in the effective strength of the group or unit in which they are actually serving and will be so accounted for in periodical returns for those groups or units. In so far as the questions of efficiency, leave, and duty are concerned, Quartermaster-Sergeants will be under the direct supervision of the A.Q.M.G. of the district, and will be directly responsible to the Group or Unit Commander, as the case may be, for the performance of their respective duties as Group or Unit Accountants. They will devote the whole of their time to the accounting, care, and custody of public property on issue.[8]

In July 1920, the following NZAOC NCOs were employed as Group and Unit Quartermaster-Sergeants:

• Staff Sergeant Alfred Charles Butler
• Staff Sergeant Harry Harper Ekins
• Staff Sergeant Donald McCaskill McIntyre
• Staff Sergeant Frederick William Tavendale
• Staff Sergeant John William Kirby
• Staff Sergeant Leonard Robertshaw
• Staff Sergeant David Llewellyn Lewis
• Staff Sergeant George Quayle
• Staff Sergeant George William Wright
• Staff Sergeant J.R Hopkinson

Although these NZAOC NCOs achieved success in improving store accounting, the Director of Ordnance Services (DOS) argued that given the broader range of military skills, including instructional abilities required by Group and Unit Quartermaster-Sergeants, NCOs from the NZPS were more suitable for these roles than NZAOC ones.

Supporting the DOS argument, GHQ decided on 15 September 1921 that appointments of Group and Unit Quartermaster-Sergeants were to be filled by members of the NZPS. Following a short course of instruction to bring them up to speed on their additional NZPS duties, the NZAOC NCOs remaining in such appointments were transferred into the NZPS without losing seniority.[9]

With the reinstatement of unit quartermaster sergeants as a responsibility of the NZPS, the General Headquarters School (GHQ School) resumed overseeing training at Trentham camp. Officially established in 1920, the GHQ School played a crucial role in training NZSC officers and NZPS men, who were tasked with training, equipping, and administering Territorial and Senior Cadets.[10]

A significant development occurred in 1937 when the Army School in Trentham was founded. Supported by District Schools of Instruction at Narrow Neck, Trentham, and Burnham, these institutions collaborated to advance military education.[11]

The instructional staff at the Army School and the three District Schools of Instruction played pivotal roles in training various groups of servicemen, including:

• Adjutants,
• Quartermasters,
• Regimental Sergeant Major,
• Regimental Quartermaster Sergeants,
• Ordnance and Company Clerks,
• Storemen, Storemen-Clerks, and
• Cooks.

In the lead-up to the Second World War, the Army School of Instruction established an Administrative Wing consisting of a Major, two Captains, a Warrant Officer Class One, a Staff Sergeant, and a Sergeant. This wing conducted specialised courses for officers and senior non-commissioned officers: officers attended the Senior Staff Duties and Adjutants courses, while senior non-commissioned officers participated in drill, duties, and tactical courses. Both groups also had access to the Quartermaster’s and Quartermaster Sergeant’s courses.

Post-World War II, the focus shifted to peacetime administration, primarily for the Regular Force Staff of the Army. Clerks and storemen recruited through Compulsory Military Training or National Service received basic training in their trades. As part of a decentralisation policy, training moved from a central school to District Schools of Instruction, leading to a reduction in the Administrative Wing’s establishment by 1947, now comprising a Major, a Captain or Lieutenant, a Warrant Officer Class Two, and occasionally a Corporal from the Women’s Royal Army Corps (WRAC).

In the immediate post-war period, the distinction between RNZAOC and Quartermaster responsibilities was not always clearly defined. Roles such as “Storeman, Technical”, recorded as an All Arms, unit-level function in 1947, reflect a transitional system in which unit Quartermaster organisations retained responsibility for technical and equipment stores that would later be progressively re-aligned under RNZAOC control.

In July 1950, the Administrative Wing disbanded, giving way to the School of Army Administration at Trentham. This institution continued at Trentham before relocating to Waiouru on January 31, 1952, specifically to a building on Foley Street. Initially staffed by two officers (one doubling as Staff Officer (Administration) at Headquarters Army School) and two Other Ranks, the school’s workload increased steadily, expanding from 13 courses in 1953 to 21 in 1961

From 1950 onwards, the Army Stores Audit Section meticulously reviewed all Army store accounts, with exceptions for specific Ordnance technical accounts. In 1951, they audited 87 accounts, maintaining a schedule of auditing each account in the Northern and Central Military Districts every eighteen months and in the Southern Military District every two years, despite the growing workload.

Initial assessments in 1951 found the overall standard of accounting to be satisfactory. However, deficiencies were noted in some large accounts, largely due to staff shortages and competing duties.

The following year, 91 accounts underwent an audit, revealing continued challenges in achieving higher accounting standards, primarily attributed to inadequate staffing and training. Similar findings persisted in 1953, where 87 accounts were reviewed, indicating ongoing room for improvement linked to insufficiently trained personnel.

In 1953, a pivotal conference involving the Treasury and the Audit Department sought to overhaul the Army’s accounting systems. Mechanisation and other modernisation efforts were discussed to streamline accounting tasks, pending a review of existing Store Regulations for potential simplification. Concurrently, efforts intensified to bolster administrative training at Army Schools.

By 1954, audits of 84 accounts demonstrated modest improvements in accounting standards, yet persistent shortcomings persisted, largely due to staffing issues. A joint committee comprising Army, Treasury, and Public Service Commission representatives began examining store accounting procedures with an eye towards simplification and mechanisation.

Throughout 1955, courses at the School of Army Administration focused heavily on administrative training, particularly in-store accounting, attended by both Regular and Territorial Forces. This emphasis and revised accounting procedures introduced later in the year contributed to a noticeable enhancement in store accounting standards.

The joint committee established in 1954 recommended streamlined procedures to reduce paperwork, which were implemented on a trial basis during the latter half of 1954.

To further enhance organisational efficiency, an organisation and methods officer was appointed at Army Headquarters to review store systems continuously.

In 1956, inspections expanded to 117 units, confirming a sustained improvement in accounting standards throughout 1957. This progress was linked to trial changes recommended by the special committee and endorsed by the Treasury in 1957, paving the way for the permanent adoption of a more streamlined system. This new approach aimed to refocus efforts on core accounting principles and physical store control, as highlighted in subsequent committee reports.

By 1958, departmental store inspectors extended their scrutiny to 129 accounts, marking continued advances in store management and accounting practices. This trend persisted into subsequent years, reflecting steady improvements in administrative procedures across Army storers’ accounts.

At the same time, the Army formalised and expanded its unit-level logistics capability through the development of the Storeman (All Arms) trade. Rather than relying solely on specialist corps personnel, this system provided units with an organic ability to manage their own stores, accounting, and sustainment functions.

By the mid-1960s, the Storeman (All Arms) trade had evolved into a structured four-tier classification system, progressing from One Star through to Four Star. At the entry level, soldiers were required to demonstrate competence in basic accounting, identification and handling of stores, storage practices, including dangerous goods, and fire safety and security procedures. This established a baseline of practical logistic competence at the unit level.

Progression through the trade introduced increasing levels of responsibility. At the Two Star level, Storemen were trained in ledger accounting, demand preparation, and voucher processing, supported by formal qualification on the Q Ledger Clerks Course. They were expected to manage store operations, including packing, dispatch, and staff supervision. At the Three Star level, the trade is aligned directly with the Quartermaster system, requiring completion of sub-unit Quartermaster Sergeant and Junior Clerks courses, and preparing individuals for employment as sub-unit QMS. By Four Star, Storemen were qualified at the regimental level, capable of supervising QMS staff and serving as Regimental Quartermaster Sergeant.

This progression highlights the growing professionalisation of unit-level logistics during this period. Accounting competence, documentation, and formal training were no longer secondary skills but central to effective store management. The Storeman (All Arms) trade provided a distributed logistics capability across the Army, reinforcing the broader improvements being driven through inspection, reform, and institutional oversight.

Throughout the decade, concerted efforts by various stakeholders, strategic reforms, and training initiatives steadily transformed Army store accounting into a more efficient and effective system capable of meeting evolving operational demands.

By 1967, the School of Army Administration had grown to include three officers, five other ranks, and a civilian clerical assistant.

The School of Army Administration later relocated to a site opposite the Headquarters Army Training Group in Waiouru, further expanding to accommodate three officers, seven senior non-commissioned officers, and two civilians. Its courses catered to Junior Staff Officers, Accounting Officers, Clerks, and Storemen.

From 1974, the School of Army Administration staff photographed most courses as they passed through the school. Many of these photos can be viewed by clicking on the respective course link:

• Accounting Officer Courses
• RQMS
• Stores Managers
• Senior Stores
• Junior Stores
• Ledger Clerks

The 1990s marked a significant period of change for both the Q Storeman and RNZAOC Supplier trades within the NZ Army. This change was driven by a reorganisation of logistic and support functions, culminating in the formation of the Royal New Zealand Army Logistic Regiment (RNZALR). This restructuring included a comprehensive review of the Q Storeman and RNZAOC Supplier trades, which concluded that advancements in the computerised Defence Supply System Detail (DSSD) warranted merging these roles.

The initial integration of logistic units occurred in 1993, combining units from the Royal New Zealand Corps of Transport (RNZCT), RNZAOC, and Royal New Zealand Electrical and Mechanical Engineers (RNZEME) into Logistic Regiments. Concurrently, the consolidation of logistic training functions in 1993/94 led to the establishment of the Army Logistic Centre (ALC). As part of this reorganisation, the Quartermaster Wing of The School of Army Administration joined the RNZAOC School, initially remaining in Waiouru despite the RNZAOC School being in Trentham. However, on December 13, 1993, the Quartermaster Wing rejoined the Trentham location after 41 years.

In July 1994, the RNZAOC School was disbanded, giving way to the Trade Training School (TTS). This change saw the formation of the Supply/Quartermaster (Sup/Q) Wing, integrating Supply and Quartermaster functions under one umbrella with distinct Supply and Q Sections. The primary aim of this amalgamation was to streamline training and enhance the logistical supply system across all army levels. The first combined Sup/Q Courses commenced during the 1994/95 training year.

The integration of Supply and Q training initiated personnel postings between RNZAOC and consumer units, yielding varying outcomes. While some personnel flourished in this new environment, expanding their skills, others encountered challenges as they adjusted to unfamiliar roles.

On December 4, 1996, all RNZAOC Suppliers, Auto Parts tradesmen, and Q storemen were merged into a new core trade called the Supplier/Quartermaster (Sup/QM) trade. The newly formed Sup/QM Trade included:

• 253 RNZAOC Suppliers and Auto Parts specialists
• 24 Royal New Zealand Artillery Q Storemen
• 21 Royal New Zealand Armoured Corps Q Storemen
• 14 Royal New Zealand Army Medical Corps Q Storemen
• 17 Royal New Zealand Corps of Transport Q Storemen
• 20 Royal New Zealand Engineers Q Storemen
• 19 Royal New Zealand Electrical and Mechanical Engineers Q Storemen
• 96 Royal New Zealand Infantry Regiment Q Storemen
• 9 Royal New Zealand Corps of Signals Q storemen

The amalgamation of the two trades was challenging and required time to consolidate. It involved 497 members from nine different Corps, represented in every unit of the New Zealand Army.

In October 2007, the Sup/QM Trade changed its name to the RNZALR Supply Technician (Sup Tech) Trade. In 2009, the top-of-the-trade Supply Technician Badge was introduced.

Effective 1 May 2023, with endorsement from the Chief of Army, the RNZALR Supply Technician trade underwent an official name change to become the Logistics Specialist (Log Spec) trade. This decision followed consultations with trade members in March 2020, who sought a new name to enhance recruitment appeal, align with civilian sector counterparts, and maintain relevance within the trade. The RNZALR Logistics Specialist trade notably retains the Supply Technician qualifications and designations.

From its origins in volunteer units, the New Zealand Army has heavily relied on Quartermasters and support staff at the Regiment or Battalion levels to ensure effective supply operations. Initially occupied by commissioned officers from within the ranks and supported by Quartermaster Sergeants, these roles have been pivotal in maintaining logistical efficiency. This article traces the evolution of supply management within the New Zealand Army, highlighting key developments such as establishing training institutions and integrating supply and quartermaster functions. Today, the Logistics Specialists within the RNZALR continue to play a crucial role in maintaining the Army’s operational readiness and effectiveness. The ongoing evolution and adaptation of the Logistics Specialist trade reflect the Army’s commitment to modernisation and efficiency in military logistics, ensuring it remains prepared for future challenges.

Notes

[1] Depending on the type of Regiment or Corps, variations of Company Quartermaster Sergeant (CQMS) could also be Battery Quartermaster Sergeant (BQMS) in artillery units or Squadron Quartermaster Sergeant (SQMS) in Mounted/Calvary units

[2] (1885). The School of Military Instruction. New Zealand Herald, Volume XXII, Issue 7328. Auckland.

[3] Ridley, G. (1994). “Quartermaster Origins.” Pataka Magazine.

[4] (1905). New Zealand Military Forces Dress Regulations. Wellington.

[5] Lawson, W. (1917). Historic Trentham, 1914-1917: The Story of a New Zealand Military Training Camp, and Some Account of the Daily Round of the Troops within Its Bounds. Wellington.

[6] (1918). “H-19d Conference of Defence Department Officers (Notes by) on criticisms, suggestions and recommendations as contained in the report of the Defence expenditure commission.” Appendix to the Journals of the House of Representatives.

[7] (1918). Defence Stores. Dominion, Volume 12, Issue 10.

[8] (1918). “Amending the Regulations for the Military Forces of New New Zealand.” New Zealand Gazette No 135.

[9] Memorandum GHQ 43/400A2 Quartermaster-Sergeant of 15 Sept 21 (1917). Harry Edkins- New Zealand Army Ordnance Corps, Nos.35. Personal File, Archives New Zealand. Wellington.

[10] (1920). GHQ School. Evening Post, Volume XCIX, Issue 23, .

[11] (1938). “H-19 Military Forces of New Zealand, Annual report of the chief of the General Staff.” Appendix to the Journals of the House of Representatives, .