Level 6

IoSCM Level 6 - Manufcaturing Production and Operations Strategy

The IoSCM manufacturing academy is dedicated to helping those within the manufacturing industry develop and grow their knowledge and expertise. This level 6 qualification means whether you have previously studied a lower level qualification or have experience working as a senior manager, 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
  • Course
  • Elective
  • Optional
  • Job Title
    & Salaries
  • Business

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


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.


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.


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.


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

Strategic Management Principles

  • Strategic Management: Concepts of strategic management, Process of strategic management, Values, vision and mission statement, Influences of strategy formation, Porters five forces
  • Formulate organisational strategy: Business and corporate strategy, Business and corporate level strategy, Competitive advantage, Influence of markets, Suitability, feasibility and acceptability
  • Strategic effects of organisation plan: Organisational strategic plan, Statements, values and objectives
  • Communicate organisational plan: Stakeholder analysis and engagement, Communication

Advanced Manufacturing Techniques

  • Health and Safety in manufacturing: Health and Safety Legislation; How Health & Safety is catered for in Manufacturing; Legislative requirements for Health and Safety inspections in Manufacturing; Health and Safety in design of automated processes
  • The function and purpose of existing Advanced Manufacturing Technology (AMT) installations: What is Advanced Manufacturing Technology (AMT) installations; The range of Advanced Manufacturing Technology (AMT) installations; The benefits of different manufacturing strategies
  • Building flexibility into the manufacturing process: Calculate break-even points; Identify suitable processes for given quantities; Calculate cycle times; CAM layouts for single spindle autos; Decision making based on the initial costs and running costs of Flexible Manufacturing Systems (FMS), Flexible Manufacturing Cells (FMC) and stand-alone machinery
  • The applications of special manufacturing processes: Technical requirements, uses and applications of special manufacturing processes; The mix of manufacturing process equipment

Optional Units A

Leadership and Enterprise

  • The relationship between management and leadership: What is Leadership, What is Management, Leadership and Management Styles, The impact of different styles of Leadership and Management on staff
  • Effective leadership: The relationship between leadership style and leadership behaviour, The importance of context on leadership styles and qualities
  • Theories of management and leadership in organisational contexts: Leadership and Management Theories, The impact of leadership in an organisation based on Leadership theories
  • How to advise on the management and leadership skills required for selected roles in an organisation: Methods to identify the skills required for leadership of a given role in an organisation, Styles of leadership that are suitable to the role and appropriate to the culture in an organisation, Evaluations of recommended leadership skills required for a given role in an organisation
  • The enterprise culture and the characteristics of different entrepreneurs: The enterprise culture in a business, Advantages and Disadvantages of developing an enterprise culture in a business, The key attributes, decisions, business achievements, public personas and approaches to enterprise culture that have defined prominent entrepreneurs, and their effects upon the business, The concept of intrapreneurship and its effect upon the business, The factors which militate against an enterprise culture, The role of information and communications technology (ICT) in supporting entrepreneurship and business development

Global Cultural Awareness

  • The concept of culture and factors that underline cultural differences: What is meant by the term culture; How is culture shaped in an organisation; The factors that underline cultural differences
  • How cultural differences affect the management process: The part that cultural differences play in the management process; Strategies used for managing cultural diversity; How multinational organisational structures can be affected by cultural differences
  • Frameworks that help identify important cultural differences: The elements that make up Hofstede's four dimensions of culture; The elements that make up Trompenaar's seven dimensions of culture; The main elements that make up the Globe project's nine dimensions of culture

Global Business Environment

  • The concept of business in a global strategy: How to conduct a strategic analysis of a business in a global environment; The role of information systems in developing business in a global context; The differences between free trade and protectionism
  • Strategic evaluation and selection: What is meant by strategic selection; The value chain as part of the value system; The benefits strategic alliances can be to an organisation
  • Strategic analysis models: The barriers to internationalisation; Legislative and administrative barriers that directly affect business activities at a national and international level; The role of the World Trade Organisation (WTO) in relation to the agreement on technical barriers to trade; The policies that are intended to protect the domestic economy from the effects of international trade
  • Business theories related to managing international operations, strategy and risk analysis   : International business theory models; Foreign direct investment (FDI) theory models; Key concepts and practices in managing operations across national boundaries to provide an organisation with competitive advantage

Corporate Finance

  • The role of the Corporate Finance Manager and its main links to business objectives including mergers and acquisitions: The role and business objectives of the finance manager; The regulatory environment in which the finance manager; City Code on Takeovers and Mergers; The main justifications for and dangers of, mergers and takeovers
  • The main sources of debt and equity funding and the significance of financial gearing: The process for gaining a listing on the Official List or the Alternative Investment Market; The role of different advisors in gaining a listing on the Official List or the Alternative Investment Market; The sources of equity finance available to an unquoted company; The differences between ordinary shares, preference shares, rights issues and scripts; The main sources of debt finance available to any size of business; The significance, advantages and dangers of different levels of financial gearing
  • How to evaluate investment decisions using a variety of appraisal techniques: The principles of accounting rate of return, payback, net present value (NPV), Profitability Indices, and the internal rate of return (IRR); The influence of risk in the investment appraisal process
  • The main methods for valuing company shares: The share value of a business based on net asset value (NAV), price earnings (PER), free cash flow and dividend; The qualities of a business that are likely to influence the share value; The main accounting ratios that can be applied to organisations
  • The factors that determine a company’s dividend policy: The effects of dividends on shareholder wealth and the main dividend policies that companies may adopt including constant dividends, increasing dividends, zero dividends and fixed percentage dividends; The main dividend policy theories including: irrelevance (Modigliani and Miller - MM) and relevance theories; The main alternatives to cash dividends
  • The concept of the cost of capital of a business: The cost of equity share capital; The cost of debt capital; The weighted average cost of capital and its usefulness
  • The different elements of treasury and working capital: The main areas of treasury and working capital; Calculate the working capital cycle and the cash conversion or operating cycle; Calculate, from a given set of figures, a working capital decision on any of the areas of working capitall Overtrading and its symptoms

Change Management

  • Change management in organisations: Models of change management; The relevance of models of change management to organisations in the current economy
  • The issues relating to change in organisations: The need for change in an organisation; The factors that are driving the need for change in selected organisations; The potential barriers to the process of change in an organisation
  • Proposals for change in an organisation: Areas for change in an organisation; How to develop an appropriate model for change in an organisation; How to prepare a plan for implementing change in an organisation, including resource requirements; The appropriate methods of communicating a proposal for change to relevant stakeholders in an organisation
  • How to manage the change process: The appropriate measures to monitor and evaluate the progress of change in an organisation

Business Research

  • Philosophies and approaches: Types of research; Validity and relevance; Research paradigms; Research philosophy; Research approaches
  • Plan project reports: Business reports; Topic selection; Approaches and strategies; Literature reviews; Formulation; Project specifications
  • Research: Research ethics; Research process
  • Compare research outcomes with specifications: Types of evaluation
  • Present report: Style and structure; Structure of report; Presentation

Optional Units B

Strategic Business Planning in Supply Chain Operations

  • Understand the development of a strategic business plan: Planning, Strategic management, Business planning, Innovation and creativity, Components of a business plan, Strategic objectives, Risk, Delegation
  • Develop a strategic business plan: Establish a clear vision and strategic objectives, Risk assessment, Market developments in own sector, Customer base needs and expectations, Market analysis, Colleague and stakeholder expectations, Consultation, Resource allocation, Monitor achievement of objectives

Maritime Operations Management

  • Maritime Operations in a business context: What is Maritime Operations; Businesses involved in Maritime Operations; Maritime trade; The benefits of maritime trade to an organisation; The importance of maritime operations to a business
  • The planning process for Maritime Operations: Planning Maritime Operations; The importance and benefits of planning maritime operations
  • Maritime resource management: Resources requirements for maritime operations; The scope, usage and life-span of resources
  • Maritime Law: The key principles of Maritime Law; Applying the Maritime Law to Shipping; Types of Contracts used in Shipping; Breaches of Contracts; The role of shipping agents; Legislation associated with Time Charter parties and Voyage Charter parties

Global Procurement in the Supply Chain

  • Objectives for a procurement strategy: Strategic procurement, Collaborative procurement, Supplier Relationship Management, Procurement principles, Public and private sector, Ethical implications, Best practice, Legal and statutory requirements
  • Effectiveness of a procurement strategy: Responsibility procurement, The value chain, Supply chain mapping, Contract documents, Long term strategic sourcing documents, Measuring success, Value analysis, value engineering & value management
  • Selecting effective procurement methods: Procurement methods, Tendering process, Evaluating supplier performance, Cost effectiveness, Achieving results, Risk, PESTLE analysis
Industrial Production Manager£31,000 - £38,000
Quality Lead£55,000 - £65,000
Quality Assurance Lead£50,000 - £70,000
Senior Process Engineer£36,570 - £71,327
  • Develop an understanding of People Productivity in order to reduce the impact of staff changes and increase productivity and efficency
  • Reduce inventory costs and generate higher profits and increase working captial

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