Level 3

IoSCM Level 3 - Management

The IoSCM management academy is dedicated to helping those within the management industry develop and grow their knowledge and expertise. This level 3 qualification means whether you have previously studied a lower level qualification or have experience working as a team leader, here at IoSCM we can still develop and teach you valuable topics which you can apply to your career/business.

*Through completion of the Introductory Diploma in Purchasing you will receive certification from IoSCM and also a regulated qualification, Level 2 Introductory Diploma in Supply Chain and Operations, via our partnership with SFEDI Awards as the Ofqual regulated Awarding Organisation.

  • Course
    Delivery
  • Course
    Requirements
  • Elective
    Units
  • Optional
    Units
  • Job Title
    & Salaries
  • Business
    Improvements

When you study with IoSCM, you'll benefit from an innovative flexible approach that's unlike any other qualification on the market:

FLEXIBLE ROUTE SYSTEM: CHOOSE UNITS FROM ANY COURSE OR SECTOR AND BUILD YOUR CUSTOM QUALIFICATION

IoSCM's unique flexible route system allows you to gain an internationally-recognised qualification that's tailored to cover the exact skills you need to progress in your career.

Recommended unit choices for this qualification are provided in the tabs, but our qualifications are designed to allow learners to combine whichever units they prefer to create a customised training course. Take all your units within the same specialist area to build deep expertise, or combine units from multiple sectors to develop a broader understanding of a subject.

To discuss building a custom flexible route qualification, complete the enquiry form and one of our experienced course advisers will be happy to help.

FLEXIBLE STUDY OPTIONS: USE YOUR EXISTING QUALIFICATIONS AND EXPERIENCE TO PASS THE COURSE YOUR WAY

IoSCM's unique delivery model means that you can use your existing knowledge and skills to complete your qualification faster. Simply review the course requirements, and if you have an existing qualification, prior experience or current workplace responsibilities that meet the required standard you can submit these as evidence to pass all or part of your course. Discounts are available for students who are able to pass large portions of their qualification using existing experience, so this path can be both a time-efficient and cost-effective way to turn your existing skills into an internationally-recognised qualification.

For remaining study areas, you can choose to follow our online learning platform, complete projects within your workplace, or conduct your own personal study and research - whichever fits your learning style best. Whichever way you choose to study, you'll have unlimited advice and support from an industry expert tutor to help you succeed.

However you choose to study, our rigorous assessment and quality processes will ensure you're getting the maximum benefit from your studies, and that you come away with a highly-regarded, internationally recognised and fully accredited qualification.

FLEXIBLE DISTANCE LEARNING: ONLINE PLATFORM AND UNLIMITED TUTOR SUPPORT

Choose to study with IoSCM’s distance learning package and you will have access to the IoSCM online learning platform which is specifically designed to enhance your learning experience and provides a unique, first-class learning environment. With the facility to create your own personalised profile, the platform provides access to study materials, learning resources and the exclusive members' network, alongside a comprehensive support package with an industry-expert tutor.

You can take complete ownership of your studies via our online platform. After completing a self assessment to identify the most suitable study route, you can monitor your progress, submit assessments and provide feedback quickly and easily.

GET STARTED TODAY

To discuss the best unit options and study route for you, complete the enquiry form today. One of our experienced course advisors will be happy to help you choose the best qualification, unit and study options for your needs.

  • For the Award complete 1 elective unit
  • For the Certificate complete 1 elective and any 2 other units
  • For the Diploma complete 1 elective unit and any other 3 units

Business Improvement Techniques

  • The need and application of business improvement: Introduction to Business Improvement, The need for improvement, Business Improvement Techniques, How to apply Business Improvement Techniques, Lean, How to apply Lean in a Business
  • Improvement Activities: Improvement Activities, Terms of Reference, Roles and Responsibilities, Skill and Knowledge Gaps
  • Improvement Activities Resources: Resource Requirements, Timescales, Impact on organisational performance, Performance measures in Improvement activities
  • Communication: Communicating the Improvement activity, Promoting business improvement activity results within the business, Promoting business improvement activity results to stakeholders

Business

  • Range of Business: Types and Purpose of Business, Trader/Sole Proprietorship, Partnership, Corporation, Not for profit Company, Structure of Management
  • Business Functions and Departments: Research and Development, Production, Service Delivery, Business Finance, Human Resource, Sales, Public Relations, Information Tech Support, Quality Support, Logistics, Purchasing, Brand management, Advertising, Customer Service, Organisational charts, Organisational Roles and Responsibilities, Business Planning
  • Quality Management Systems: Quality Assurance, Performance management, SWOT Analysis
  • Communication: Business communication, Communication flows between functions, Techniques of Communication, Corporate communication, Electronic and Non-electronic Communication Methods
  • Legislation: Employment Law, Consumer Protection Law, Competition Law
  • Health and safety: Risk Assessments, Risk Assessment Recording, Risk Assessment Methodology and Methods
  • Marketing: Marketing Mix, Marketing Segmentation, Analytical Methods, Advertising Methods, Networking, Applying the Marketing Mix

Optional Units A

Leadership

  • Leaders: Required attributes; Skills of a leader; John Adair leadership model; Leadership styles; Herzberg Motivation Factors; McGregor’s X and Y Theory
  • Objectives: SMART; Sense of purpose; Effective team characteristics; Career progression
  • Leadership Theory: Great Man Theory; Trait Theories; Behaviourist Theories; Situational Leadership; Contingency Theory; Transactional Theory; Transformational Theory
  • Leaders mistakes/challenges: Jumping In; Frame Blindness; Lack of frame control; Overconfidence; Short sightedness; Group failure; Fooling yourself; Not keeping track; Failure to check decision process; Conflict with the team; Overcoming challenges
  • Communication: Corporate strategic plan; Departmental objectives; Team goals/results to be achieved; Motivational Skills

Improving Team Performance

  • Team Development: Belbins Team role theory; Hierarchy of needs; Action centred leadership model; MBTI; Stages of team development; Effective Leadership; Training and Development; Resources; Organisational support; Reward for team success
  • Effective characteristics: Sense of purpose; Competency; Cooperative spirit; Playing by the rules; Accountability
  • Issues encountered: Team dysfunctions; Fear of conflict; Lack of commitment; Avoidance of accountability; Inattention to results; Barriers to team effectiveness
  • Team building: Communication; Eliminating stereotypes; Interdependence; Trust
  • Team evaluation: Observation; Report back; Feedback; KPI’s
  • Communication: Verbal; Practical; Written; Oral; Correct communication choice

Customer Service

  • Customers: Internal customers, External customers , Customer Service cycle, Customer needs and Expectations, Moments of truth model
  • Standards: Customer Service Excellence, Measuring quality customer service, Customer feedback
  • Improvements: Using feedback to improve
  • Policies and procedures: Handling Customer Complaints, Service failure, Product failure, Handling Complaints
  • Barriers to dealing with customer complaints: Taking customers for granted, Ignoring customers, Saying it is not my fault, Failing customer expectations, Failing to respond positively, Being rude to customers, Forgetting the internal customer

Basic Finance Costing

  • The role of Costing systems in organisations: Internal reporting; Costing system relationships within an organisation; Responsibility Centres; Cost Centres; Profit Centres; Investment Centres; Cost Classifications; Marginal and Absorption Costing
  • Recording and Analysing Cost Information: Recording of Cost information for material, labour and expenses; Calculate cost information for material, labour and expenses; What is Inventory; The value of inventory; Cost Behaviour; Standard Tables
  • Apportion Costs: Overhead Costs in relation to Production and service cost centres; Overhead absorption rates; Over and Under absorption
  • Budget Reports: Budgets and Actual costs; Flexing Budgets
  • Using Costing Information: Estimates of future income using budgeting; Short and Long term budgeting decision making

Optional Units B

Warehousing Operations

  • Warehouse Departments: Receipts, Replenishment or put away, Stores, Picking, Packing, Housekeeping, Despatch
  • Bridge Between Supply and Demand: Staging Areas, Cross-docking, Keeping Goods Safe and Secure, Gathering, Temporary Storage
  • Warehouse Management Systems (WMS): (ERP) systems, Radio Frequency Identification, Human Memory Systems
  • Types of Warehouses: Ambient warehouses, Climate-controlled warehouse, Automated warehouse, Private warehouse, Public warehouse, Distribution centre, Bonded warehouse
  • Warehouse Location Factors: Proximity to customers and suppliers, Building, Floors, Structure, Doors, Receipt and Dispatch Docks, Offices, Lighting, Heating, Extensions, Materials Handling, Mezzanine Floors
  • Health and Safety: Health and Safety Policy, Health and Safety at Work Act 1974, The Management of Health and Safety at Work Regulations 1999, Control of Substances Hazardous to Health Regulations 2002 (COSHH), The Health and Safety (First Aid) Regulations 1981, Reporting of Injuries, Manual Handling, Fire Risk, Loading and Unloading Vehicles, Pedestrian Safety, Site Visitors, Personal Protective Equipment (PPE), Shift Work, Lighting, Workplace Temperature
  • Industrial Equipment: Industrial trucks, Charging Batteries, Platforms on lift trucks, Conveyors, Mechanical Handling of Waste Materials, Racking, Using Flat Pallets, Loading Pallets
  • Housekeeping: Safety, Loss Control Rules, Orderliness Principle Maintaining warehouse equipment: Equipment Maintenance, Examination of Industrial Trucks, Scheduled Maintenance, Drivers Maintenance Logs
  • Receiving Goods: Goods Receipt Process, Vehicle Arrival, Assigning the Carrier to a Bay, Loading Bays, Relative quantities of goods
  • Contingency plan: Stock and Risk Management, Buffer Stock

Transport Planning Operations

  • Role of Transport: Categories of Goods, Perishable Goods, Dangerous/Hazardous Goods, Bulk Liquids/Powders, Livestock
  • Transport: Transport modes, Infrastructure, Vehicles, Operations, Modal Transport, Intermodal Transport, Multimodal Transport
  • Principles of Transport Planning: Linear, Hub, Spoke, Customs, Payment of Charges, Packing and Warehousing, Insurance, Security
  • Legislation & Regulations: UK Central Government Structure, UK Civil Aviation Authority, Overseas Legislation, International Commercial Terms
  • Health & Safety measures: Road Transport, HGV Driver Hours, Air Transport, Transport of Dangerous Goods, UK Health & Safety Legislation
  • Transport Equipment: Conveyors, Cranes, Industrial Trucks, Importance of Standardised Transport Equipment, Multimodal/TEU/ISO Container
  • Transport planning: Optimum use of Fleet, Driver Productivity, Route Planning Optimisation, Benefits of Transport Planning
  • External Influences: SLEPT Analysis
  • Demand Types: Direct, Indirect, Consumer Demand, Seasonal Demand, Fashion Demand, Supplier Demand, Product Demand
  • Planning with regard to modal choice: Timing, Damage avoidance, Security, Distance, Degree of control

Supply Chain Operation

  • The Supply Chain: Upstream and Downstream, Purchasing, Manufacturing, Warehousing, Transportation, Demand planning, Supply planning, Suppliers, Retailers, External Supply Chains, Internal Supply Chains
  • Relationships: Vertical Relationships, Horizontal Relationships, Transactional Relationships, Collaborative Relationships, Strategic Relationships, Customer Satisfaction
  • Supply Chain Components: Customer, Planning, Purchasing, The Supplier, Inventory, The Manufacturer / Production
  • Logistics: Forward and Reverse
  • Integrated systems: Direct Product Profitability (DDP), Materials Requirements Planning (MRP), Distribution Requirements Planning (DRP), Just in Time (JIT), Material Requirements Planning, The Master Production Schedule, The Bill of Materials, The Inventory File
  • Risks to a supply chain: External Drivers, PESTEL, Demand Risk, Supply Risk, Business Risks, Physical Plant Risks, Mitigation and Contingency, Cultural Risks, Environmental Risk, Assigning values
  • Supply Chain Performance Measurement: Productivity, Utilisation, Balanced Scorecard (BSC)
  • Lean: Value and Waste as a Concept, The Creation of Value, The Supply Chain Value Stream, The Lean Supply Chain, Hoshin Planning, Takt Time, Kaizen, Jidoka, Just in Time (JIT), Heijunka Box, Poka Yoke, Muda, 5S, Total Productive Management (TPM)
  • Benchmarking: Functional Benchmarking, Best-in-class Benchmarking, Operational Benchmarking, Process Benchmarking, Financial Benchmarking, Performance Benchmarking
  • Supply Chain Integration: Internal integration, Systems Integration, Relationship Integration, Upstream and Downstream Linkages

Purchasing Processes

  • Organisations involved in the purchasing role: Manufacture, Distribution, Transport, Warehousing, Inventory Control, Materials Handling, Procurement
  • Relationships: Internal, External, Remote, Cooperative, Partnership
  • Markets: Demand, Competition, Monopoly, Natural Monopoly, Oligopoly, Monopsony, Trade Protectionism, Porter’s Five Forces
  • External factors: PESTLE Analysis, Local, National, Global, Public Sector, Private Sector, Third Sector, Financial, Reputation, Environmental, Health, Safety, Welfare, Lost opportunities
  • Purchasing: Five Rights, Ethics, End to end cycle, Supplier Relationships: Adversarial, Arm’s Length, Transactional, Closer Tactical, Single Sourced, Outsourcing, Strategic Alliance, Partnership, Co-destiny
  • Sourcing suppliers: Planning, Sourcing, Tendering, Contract Award, Contract Management, Receipts & Invoicing, Request for Quote (RFQ)
  • Suppliers Requirements: Capacity, Facilities, Finance
  • Performance: Supplier Scorecards, Weighted Average Supplier Scorecards, Supplier Performance Information, Correcting Poor Performance
  • Law: Common law, Equity, Statute law, European Union laws, Contracts, Sale of Goods Act 1979, International Laws and Global Purchasing, Foreign Corrupt Practices Act 1977, Export Administration Act 1979, Customs Laws, Foreign Laws, International Laws, INCOTERMS, Breach of Contract

Ports and Shipping

  • Types of Ports: A fishing port, An inland port, A dry port, Cruise home ports, Cargo ports
  • Port functions: Transport (circulation) function of ports, Commercial function of ports, Industrial function of ports, Distributional function of ports
  • Seaport connection and transhipment: Maritime access, Maritime interface, Infrastructures and equipment, Land access, Port service (full-service), Tool port (service), Land lord
  • Maritime network considerations: Frequency of service, Fleet and vessel size, Number of port calls, Shipping Conferences, Shipping Alliances, Containerisation
  • Port considerations: Location, Depth, Land availability, Labour costs, Hinterland access, Ownership
  • External factors: Demand Forecasts, Location, Competition, Coastal Shipping, Resilience
  • Infrastructural requirements: Warehousing, Value Added Logistics (VAL), Logistics Centres, Berths, Container Terminals
  • Challenges: Conservancy, Dredging, Navigation aids, Congestion, Customs, Immigration, Port Safety, Marine Safety

Manufacturing and Production

  • Organising production: Batch Production, Flexible Manufacturing, Continuous Manufacturing, Intermittent Manufacturing, Custom Manufacturing, Production in relation to the Cost
  • Level of Demand: Demand Management, Data capture, Dealing with day-to-day customer orders, Managing the demand, Order point System, Periodic Review Systems
  • Competitors: Competitive Advantage
  • Sales forecasting: Time Series Analysis, Exponential Smoothing, Linear Trend Line, Executive Judgement, Composite of Sales force Opinion, Expert Opinion, Fixed Order Quantity Systems
  • Production planning: Materials Requirement Planning, Just In Time (JIT), Preventive maintenance, Flexible work force
  • Planning using Buffer Stocks: Inventory as ‘waste’, Advanced Planning and Scheduling APS, Rough Cut Capacity Planning RCCP, Sales and Operational Planning (S&OP), Shop Floor Scheduling, Kanban
  • Productivity: Measures of Output, Financial Value, Labour, Cost of labour, Capital, Intermediate Input, Productivity Indicators, Labour Productivity, Capital Productivity, Automated production techniques
  • Quantity of Inputs: Manufacturing Resource Planning, Monitor Waste and Rejects: Quality Control, Quality Assurance, Total Quality Management (TQM), Quality Benchmarking, BS5750/ISO 9000, Customer Satisfaction
  • Materials Development: Product Lifecycle Management
  • Analysis tools: PESTLE Analysis, SWOT Analysis
  • Lean: Total Productive Maintenance, Overall Equipment Effectiveness (OEE), Make to order, Streamlined flow, Smaller lot sizes, Doing it right first time, Cellular or group manufacturing

Logistics

  • Logistics services: Military Logistics, Procurement Logistics, Distribution Logistics, Aftersales Logistics, Disposal Logistics, Reverse Logistics, Green Logistics, Global Logistics, RAM Logistics, Asset Control, POS Material Logistics, Emergency Logistics
  • Aim of logistics: Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, Service, Comprehensive Organising, Human Resource Management, Strategic Alliance, Financial Performance, Target Optimisation of Service Levels, Manage the details, Leverage logistics volumes, Measure and react to performance, Storage, Warehousing and Materials, Unit Load, Packaging & Handling Systems, Inventory, Forecasting
  • Transport: Rail, Sea, Road, Air
  • Policies and influence: The Health and Safety at Work Act 1974, isk Assessments - The 5 Steps, Equal Opportunities Act 2010, Confidentiality Agreements, Data Protection Act 1988, Environmental Policy, Workplace Security, Insurance, Pestel
  • Organisational requirements: Inbound Logistic Capabilities, Continuous Flow, World Class Suppliers, Tracking of Shipments, Transportation Networks, Inventory Management, Automated Materials Handling (AMH), Outbound Logistic Capabilities, Customer Driven, Regional Distribution Centres, Value Added Services, Shipment Tracking, Outbound Logistic Capabilities, Customer Driven
  • Tools: SWOT Analysis, Key Performance Indicators, Pareto Chart, Scatter Diagram, Stratification, The Shewhart Cycle, Risk Assessment & Management, Failure Mode and Effects Analysis

Inventory Processes

  • Inventory: Raw Materials, Work-in-Progress, Maintenance, Repair and Operational, Anticipation inventory, Investment inventory, Manufacturing Organisations, Service Industries, Military
  • Purpose of Inventory: Variation in Production Demand, Unexpected Customer Demand, Seasonal Demand, Price Discounts, Avoiding Price Increase
  • Inventory Control Process: Goods Receipt, Put-away, Audit Trails, Inventory Accuracy, Training, Monitoring for Compliance, Accuracy Tracking, Lead Time , Inventory Identification and Tracking, Inventory Location and Storage, Inventory Numbering, Safety Inventory
  • Alternatives to holding Inventory: Just-in-Time, Material Requirements Planning, Master Production Schedule (MPS), Bill of Materials, Inventory status, Distribution Requirements Planning, Vendor Managed Inventory
  • Stock: Finished Goods, Stock-outs
  • Customer Service: Competing on Flexibility, Competing on Responsiveness, Fast Delivery, Reliable Delivery, After Sales Service, Supplier Appraisal, Service Level Agreements
  • Describe the alternatives to holding Stock: Direct Ordering, Drop Shipping
  • Financial: Balance Sheet, Assets, Profit and Loss Account, Inventory Trade-offs, Holding Costs
  • Inventory systems: Stock Cover, Backward Scheduling, Forward Scheduling, Pareto Based Ordering, Variable Order Quantity or Periodic Review System, Rolling Schedule, Economic Order Quantity, Fixed Order Quantity, Safety Stock , Average Deviation, Vendor Managed Inventory, Kanban, Reserve Stock (or Brown Bag) System, Perpetual Inventory Systems , Inputs, Outputs, Adjustments, Push and Pull Systems

Freight

  • Role of freight: Freight contextualised, Road, Rail, Sea, Air
  • Transport: Intermodal Transport, Combined Transport, Local transport movement, International movement
  • Route Plan: Linear, Hub, Spoke system
  • Environmental: Air pollution, Water pollution, Waste and Recycling
  • External influences: Swot analysis, Pestle analysis, National and international Perspectives
  • Legislative: Customs, Licenses and Permits, Transport documentation, Invoices, Carnet, Certificates of origin, Bill of Lading, Certificate of Insurance, Dock Receipt, Airway Bill, Dangerous goods
  • Freight performance: Key Performance Indicators, SMART, TQM
Operations Support Manager£19,000 - £21,000 
Facilities Maintenance Supervisor£20,000 - £28,000 
Retail Manager£19,000 - £27,000 
Transport Manager£28,000 - £34,000 
Area Transport Manager£30,000 - £35,000
Logistics and Operations Supervisor£21,000 - £26,000 
Logistics and Operations Team Leader£21,000 - £26,000
Warehouse and Transport Supervisor£19,000 - £22,000
Logistics Supervisor£16,038 - £63,616
Logistics/ Distibution Manager£19,947 - £50,429 
Junior Production Manager£25,000 - £ 30,000 
Production Controller£18,026 - £33,426
  • Develop an understanding of People Productivity in order to reduce the impact of staff changes and increase productivity and efficency
  • Understanding the need for training and development will ensure that the organisation will have sufficiently trained staff to meet the needs of the business
  • Ensure that the organisation has the right systems and processes in place to meet customer demand.
  • Understand how increasing the value added per person can impact on the profitability of the business
  • Reduce the risk of not having the right products, in the right place at the right time.

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