By Hugh Patterson
What do you ask of
a candidate for a
logistics manager’s job?
Neil Mogey, who is a
champion musician as
well as an experienced
logistics manager, gives
his thoughts on what
interviewers should look for.
 A man abrim with energy, Neil
Mogey has performed logistics
tasks for the British Army in
the Falklands and Germany,
and worked in the areas of
print, building and liquor trade
supply. He is also an outstanding
musician. As a soldier drummer
he has played major events at
the Edinburgh Tattoo, celebrity
concerts and royal performances
(Her Majesty the Queen being the
Colonel in Chief of the regiment)
in Britain, Europe and North
America.
“You’d assume that most people
would have a set job description
to give others when they are
away, yet those with a ‘logistics
manager’ title may not agree on
prime tasks or even direction,” he
says. “First, there is a difference
between what the multinational
corporates expect and what a
local company expects – the more
‘local’ the company, perhaps the
more is left to personal choice.
“But no matter how big the
business, location is significant,
because logistics jobs are about
working with people as well as
systems. Also, interviewers have
to know whether their candidates
can work out the requirements for
what is to be sent and the time
of delivery.
”
According to Neil, the four most
basic questions that interviewers
should put to candidates are:
• Can you communicate
effectively?
• Can you give and accept
instructions?
• Can you count?
• Do you get to work on time?
Yet in his experience as a British
Army trained logistics manager,
local interviewers are often more
concerned about whether the
candidate is a personal threat
rather than whether they can
do the job that is being asked
of them. During discussions with
prospective employers during a
two-month job hunt, Neil says:
“I had the impression that some
interviewers were thinking that I
was after ‘their’ jobs, and one even
asked me that directly!”
Army background
Neil’s in-depth logistics experience
includes sole charge of Port
Stanley Camp in the Falkland
Islands (post-war, involving the
management of 80 service personnel
and ancillary requirements)
and sole charge of the Royal Scots
Dragoon Guards delivery of some
50-plus tanks for the regimental
posting from Britain to Germany.
In addition he served in the
Armoured Corps Trials Unit
working closely with civilianbased
companies, checking
supply performance at the introduction
of the new Challenger 2
battle tank.
Once out of the army, he advanced
very quickly through management
with a big British printing
and packaging company before
making the move to Invercargill
in 2001 to tutor Southland drummers.
On the flight out to New
Zealand, Neil met a number of
businessmen who asked, “Why
go way down there when the logistics jobs and bright lights are up north?” Neil says, “I was from a big city anyway. I replied that a lack of city life was not a worry.”
A New Zealand start
While down in Invercargill on a work permit, some of Neil’s band people put him in touch with Sheet Metal Craft director Paul Corkery who was organising pot room modifications at the Tiwai Point aluminium smelter. “I put in some solutions as a contractor that included health and safety policies, accounting and a tool box meeting system,” Neil says. Corkery made him responsible for sourcing the materials to progress the work. “We were building it as quickly as he could get it in,” Corkery laughs. “I’d have him back any time.”
After two planned years, Neil had to find other jobs to extend his work permit, which he did, first as warehouse supervisor for Mico Plumbing and then as a troubleshooter and stock controller for the Invercargill Licensing Trust. Greg McElhinney, the trust’s human resources manager, says: “Neil is a very disciplined person. He likes the nitty gritty stuff and sees a task through. He enjoys the big picture and is a very valuable member to have on the team – he’s always offering solutions.”
As two years in Southland stretched to five, with bands in Sydney, Auckland and other parts of New Zealand paying to fly him around as a tutor, Neil decided to shift north. First he sought, unsuccessfully, a logistics role with the New Zealand Symphony Orchestra which appealed to his twin passions of music and logistics. He began a long journey through offices of recruiters and middle managers whom, Neil says, often seemed unsure of what he was offering.
“Some got a bit confused about what logistics is. It is about taking something raw, producing it into something and getting it to its destination on time, every time. If it is not being delivered, you store it correctly and carry it correctly. That’s what logistics is about.”
Neil admits that a challenge excites him and that he expects to be able to sort some of the tasks presented fairly quickly. “When I come to a new job, I like to see how things are done and then to consider ways to improve what is being done. That can be unsettling for people, but I am not after their jobs. I just want to see things
done well.”
A self-starter
In his CV Neil describes himself as efficient, highly motivated and ‘self-starting’. He also has a strong theoretical and practical understanding of software applications involved with project management, stock control and warehousing. He considers computers integral to modern logistics management and was very surprised when one interviewer asked whether he could use a computer. “You can’t do this business without computers, and you need to have an overview of what you want from the packages on offer.
“I’m training staff up as well, because the goal when organising a project is to give staff the opportunity to build up their skills base so that if I ever leave, they should be able to carry on the job on their own. If I’m teaching somebody, they should be able to become better than me. If they’re not, then I’m not doing my job. If you’re succeeding with your training, the person should quickly challenge you for
your job.”
Neil eventually landed a logistics role at a national distributor which also stores for third parties. Warehouse facilities at the new job were lacking, and over Christmas 2007 Neil reorganised racking systems, floor systems, production and overall standard operating procedures (SOPs) and staff schedules. After only eight months, the logistics department and warehouse improved storage capacity by 35 percent and productivity by 25 percent.
Neil says the reorganisation involved minimal expenditure and didn’t put the owners to the cost of moving premises. “The first thing with quality assessment is to make sure that the basic systems are sound. You need to start there because if you bring in technological advances without having the basics, you’re missing out.
“I can check on a company’s SOPs and help develop a structure that is productive. That way I pass on my experience of flow systems, supply chain management, efficiency programmes and departmental structures. I give them the skills.”
According to Neil, succession planning is about empowering people. “If you use your key area employees, you can plan for the future, and carry out succession plans. From doing all this, companies will strengthen and grow.”
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