The New Zealand dairy industry has seen significant growth in the sizes of herds along with the number of multiple farm operations; this has led to various forms of specialization in the farm business, including the evolution of a tier between governance and management – variously called supervisor, operations manager or general manager.
There is very little in the literature specifically about this supervisory layer in dairy farm businesses. (Appendix 1 contains a Literature Review.)
Personal experience says that the ‘shape’ this role takes is varied; influences such as existence/size of investment in the business, the form of management employed on the individual farms and both size and structure of the business all playa part in forming the position.
It is self-evident that the role is necessary, even vital, given the number of farms, the sizes of the herds, the geography involved and sometimes the absence of a ‘present’ owner in the businesses using supervisors. These businesses are often still growing and want to ensure that managerial ability keeps pace, so all the benefits of that growth are realised. In so many ways this is a ‘still developing’ job.
The aim of this project was to understand the common themes of just what multiple farm supervisors offer the businesses they serve, and, in doing so, what tasks they are engaged in on.
This report describes the survey undertaken, gives summaries and pertinent examples of what the supervisors reported via their answers and discusses the key points as themes that arise. In concluding, an assessment is made of ways to get even better value from this role.
Sharon Morrell
