Level 3 – Supply Chain and Operations

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  • Choose how you study, pass units and gain your accredited qualification
  • First class course materials designed by industry experts

The Level 3 supply chain management qualification is designed for students who aim to move into a supervisory management role within the supply chain management field. The supply chain course allows students to develop management skills as well as develop knowledge in specific areas of a supply chain to support career development for professionals and efficiency in operations for organisations.

Course Delivery

By enrolling with IoSCM, you’ll gain access to a customised learning platform in which you can take mock tests, utilise a huge library of resources and interact with other students across the globe. As well as unlimited first-class materials, there is self-assessments available online show the results immediately to give you direction on what you’re doing well and what you might need to take another look at.

You can take and retake the practise self-tests as many times as you like. By doing this, we’re increasing your confidence in your ability to succeed and therefore, also ensuring you pass the first time.

Because IoSCM qualifications can be studied entirely online, you can study in your own time and in the comfort of your own home. You can revisit materials and resources as often as required, simply log in to your personal learning platform.

We do, however, offer free monthly face to face or online workshops for you to attend if necessary. We understand that every individual is different, so we encourage you to learn at your own pace and in a way that suits you.

Course Requirements

The IoSCM Level 3 in Supply Chain Management can be studied at three levels, an Award, Certificate or Diploma. Each level requires a different amount of units to study.

  • For the Level 3 Supply Chain Management Award, you will be required to complete 1 elective unit
  • For the Level 3 Supply Chain Management Certificate, you will need to choose 1 elective unit and 2 optional units
  • For the Level 3 Supply Chain Management Diploma, complete 1 elective unit and 3 optional units

Unit choices are very flexible. Whilst we recommend certain unit choices for each of our supply chain qualifications, each of our distance learning courses can be customised to cover a wide range of other topics. To inquire about the full range of units available, please complete our enquiry form and one of our expert course advisers will guide you through the options or call us today on 0800 1422 522.

Core Units

In order to achieve an award, certificate or diploma in supply chain management, you must choose one of the following elective units to study.

We’re flexible with our supply chain courses, in order to build a professional qualification that is customised to you. If you’d like to study a specific unit, but don’t see it listed below, please contact our course advisors now on 0800 1422 522.

 

 

  • 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
  • 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
  • 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
  • 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
  • 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
  • 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 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: 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
  • 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
  • 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
  • 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

For a certificate, you must complete two optional units in addition to the elective unit. To achieve a diploma, you must complete three additional units in as well as your chosen elective unit. We’re flexible with our supply chain courses, in order to build a professional qualification that is customised to you.

If you’d like to study a specific unit, but don’t see it listed below, please contact our course advisors now on 0800 1422 522.

 

  • 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
  • Managing customer relationships: Customer relationship management; Methods used; Customer service strategy; Customer service levels; Best practice
  • Customer focused culture: Customer care; Improving service delivery; Culture change
  • Customer satisfaction: Return on investment; Assessing customer satisfaction; Customer care charter
  • Managing customer complaints: Current practices; Customer loyalty; Complaints policies and procedures
  • 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
  • The meaning and importance of Human Resource Management (HRM): What is Human Resource Management (HRM); The importance of HRM to Organisations; The role and objectives of HRM; HRM’s role in dealing with: Complaints, Discipline, Grievances
  • The meaning and the role of Human Resource Planning (HRP) in organisations       : What is Human Resource Planning (HRP); The role and objectives of HRP; The process of HRP in business; The different types of HR plans
  • The meaning of Human Resource Development (HRD): What is meant by Human Resource Development (HRD); The role of Continuing Professional Development (CPD); Human Resource Development (HRD) models; Established learning theories
  • The recruitment and selection process: The process of recruitment and selection; The types of formal contractual arrangements between employers and employees; Equality and diversity within the recruitment and selection process; The role of HRM in performance and reward: Employee Performance; Managing Employee Performance; Managing employee Appraisals; Strategies for employee rewards
  • 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
  • Trade: Types of Products and Market Conditions, Capital Products, Labour Products, Land Products, Local Trade, International Trade, Comparative Advantage, Trade and Tariffs
  • Freight: Modes of Transport, Road, Rail, Waterways, Air Freight, Intermodal, Preferred Method of Transport, Factors effecting Mode Choice
  • Goods Identification: Goods to be Traded, Perishable, Dangerous and Bulk goods
  • Freight Organisations: Hauliers / Trucking Companies, Non-Vessel Owning Common Carriers (NVOCC), 3rd Party Logistics Providers, Supplier Information, ISO Containers
  • Trade Legislation and Regulations: Global Perspective, Customs Authorities, Customs Requirements, Consumer Contracts Regulations, Key Information Delivery, The Consumer Credit Act, Consumer Protection from Unfair Trading Regulations 2008, Consumer Rights Act 2015
  • Trading Documentation: Customs related Documents, Licences, Sales Contract, Letter of Credit, Commercial Invoice, The Certificate of Origin (CofO), The Bill of Lading, Airway Bill, Dangerous Goods, Licenses and Permits
  • Customer Requirements: Customer Service
  • Freight Systems: The National Export System (NES), Customs Freight Simplified Procedures
  • Freight Transport Mode Legislations: Goods to be transported by Road, Vehicle Standards, Weights and Dimensions, Environmental Standards, Vehicle Regulations, Taxation of Vehicles, Cabotage, Goods to be transported by Rail, Legislation and Regulations for Goods to be transported by Sea, International Labour Regulations, Goods to be transported by Air, The CAA Aviation Authority’s Regulatory Role, Airline Permits, Aviation Security, Moving Dangerous Goods by Air
  • Freight Carriage, Insurance and Costs: INCOTERMS, Accord Temporary Admission (ATA) Carnets, Carnets de Passage en Duane Insurance
  • Health, Safety and Security: Movement of Dangerous Goods
  • Monitoring Goods during Transportation: Radio Frequency Identification (RFID)
  • Potential Risks and Problems: Distance, Transportation and communication, Risk during shipment, Import and export restrictions, Documentation, Payment problems, Competition, Security
  • 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
  • Lean techniques: Just-in-Time; Value Stream Mapping (VSM); Visual Management; Line Balancing; Total Available Cycle Time; Kaizen; PDCA cycle; Total Productive Maintenance (TPM); OEE Calculation; 5S Workplace Organisation; Single Minute Exchange of Dies; Kanban; Poka-Yoke; Total Quality Management (TQM); Root Cause Analysis; 5 Whys
  • Lean principles: Identify value; Map the value stream; Create flow; Establish pull; Seek perfection
  • Eight Deadly Wastes: Defects; Over-production; Waiting; NVA processing; Transportation; Inventory process; Motion; Employee
  • External Factors: PESTLE analysis; Suppliers; Customers
  • Internal Factors: Health & Safety; Inventory Management
  • Implementation Process: Gaining Satisfied Customers; Financial impact of Lean; Training
  • Risks and Barriers: SWOT analysis
  • Performance Metrics: On-Time Delivery (OTD); Manufacturing Cycle Time; Time to Make Changeovers; Right First Time (RFT); Supplier Quality; Capacity Utilisation; Overall Equipment Effectiveness (OEE); Schedule or Production Attainment; WIP Inventory/Turns; Health and Safety; Maintenance
  • Production Planning: Strategic; Tactical; Operational; Strategic Level Production Planning; Finances; Products; Markets; Constraints; Resources; Stages of production planning; Sales and Operations; Planning; Demand Management Programme; Master Production Schedule; Material Requirements Planning; Rough Cut Capacity Planning
  • Business Plan: SWOT Analysis; Competing on Quality; Competing on Flexibility; Competing on Responsiveness; Order Winners and Order Qualifiers; PESTEL Analysis; The Planning Cycle
  • Manufacturing capacity: Capacity in the long term; Capacity in the intermediate term; Capacity in the short term; Capacity constraints; Use of Resources
  • Resources: Natural; Human; Capital
  • Improvements : Total Quality Management; Benchmarking; Kanban; Ishikawa
  • Product Planning Control and Flow: Performance vs. Plan; Line Efficiency; Capacity Utilisation; First Time Quality; Customer Service Level; Variance; Distribution Requirements Planning (DRP); Continuous Flow (Mass Production Flow); Batch Production; Quality Control; Job Production; Final Assembly Schedule (FAS)
  • Financial resources: Raw Materials; Direct Labour; Factory Overhead; Inventory; Activity Based Costing (ABC); The Two-Stage Cost Assignment Procedure
  • Sales and Operations Planning (S&OP): Top-Down Planning; Production Plans in relation to resources; Product Development
  • Shop Floor Control: Gantt Charts; Enterprise Resource Planning
  • Management: Manufacturing Operations Management; Supply Chain Management; Supplier Relationship Management; Customer Relationship Management
  • Process design techniques: Make to Stock; Make to Order; Lean methodology; Total Productive Maintenance; 5S; Single Minute Exchange of Dies; Poka-Yoke; Total Available Cycle Time; Unplanned Downtime; Risk Assessment and Contingency Planning
  • Road Freight key drivers: Time; Cost; Safety; Security
  • Environmental concerns: Lorry design; Road pricing; Taxation on fuel
  • Regulation requirements: Documentation; Customs; Payment of charges; Packing and warehousing; Insurance; Security
  • Legislative: Customs regulations; Duty charges; Licenses and permits
  • Transportation documentation: Carnet; Certificates of origin; Bill of landing; Certificate of insurance; Dock receipt; Airway bill; Dangerous goods
  • Trade Barriers: Incoterms; Pestle Analysis

  • Internal and External Relationships: Clients and Suppliers; Effective communication between clients and suppliers; Internal and External relationships; Cross-functional teams; Advantages and Disadvantages of cross-functional teams
  • Effective Supplier Relationships: The Purchasing role in obtaining a competitive supplier relationship; Monitoring Supplier Performance; Obtaining Supplier Information; Benefits of maintaining effective supplier relationships; Improving supplier relationships
  • Customs and Excise: Customs Regulations; The Single Administrative Document (SAD); Customs and Excise Management Act 1979; Import Procedures; Export Procedures; Declaration Unique Consignment Reference (DUCR); (Customs and Excise requirements regarding parcels)
  • Terms: Customs Procedure Code; Import Value; Temporary storage; Customs Control; Preferential Rates of Duty; Customs Freight Simplified Procedures; Single Authorisation; Low Value Bulk Imports; Agricultural Policy; Duty Relief procedures; Inward Processing; Returned Goods Relief; Customs Warehousing; Processing under Customs Control; Community System of Duty Reliefs; Onward Supply Relief
  • Compulsory stops: The Blue Channel; The Green Channel; The Red Channel; Land Border: Internal Borders
  • Clearing goods: The Import Process; Government Gateway; The New Export System; The Single Administrative Document; Certificate of Origin; Packing List; Advice of Shipment; Standard Shipping Note; Airway Bill
  • Export: Direct exports; Indirect exports
  • Goods: Community Goods; Non-Community Goods
  • Environmental issues in manufacturing: What is meant by environmental issues in relation to manufacturing; Examples of environmental issues in manufacturing
  • The factors that influence environmental issues in manufacturing: Environmental Regulations and Legislation that impacts on Manufacturing; The policies within an organisation in relation to environmental issues; The advantages of an organisation having environmental policies; Key performance indicators (KPIs) in relation to environmental issues
  • The importance of organisational infrastructure requirements for environmental issues in manufacturing: Infrastructural requirements in dealing with environmental issues within an organisation; The importance of infrastructural requirements; The equipment requirements in order to deal with environmental issues within manufacturing; The importance of equipment requirements
  • Monitoring and controlling the impact of manufacturing on the environment: The importance of monitoring performance in relation to environmental issues in manufacturing; Techniques to monitor performance in relation to environmental issues in manufacturing; The benefits of effective operational performance in relation to environmental issues
  • Components of a MRP System: Sales & Operations Planning; Master Production Schedule; Rough Cut Capacity Planning; Bill of labour approach; Resource profile; Bill of Materials
  • Components of an ERP System: Customer Relationship Management (CRM); Purchasing; Sales; Production Management; Inventory Control; Financial Resource Management; Human Resources Management; Supply Chain Management; Quality; Export; Excise; Asset Management
  • Implementation of MRP & ERP Systems: Pre-Evaluation Screening; Project Planning Phase; Configuration; Training & Testing; Going Live
  • Business implementation: Primary Reports; Secondary Reports; Exploding; Netting; Offsetting
  • Monitor MRP/ERP Systems: Control; Evaluate; Motivate; Improve; Report; Working Capital; Accounts Payable; Accounts Receivable; Inventory Turnover; Net Profit Margin; Gross Profit Margin
  • 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
  • The role of Purchasing and Procurement: What is Purchasing; What is Procurement; What is a Supply Chain; The roles of Purchasing and Procurement in a Supply Chain; Private Sector Purchasing and Procurement; Public Sector Purchasing and Procurement
  • The sourcing and Procurement cycle: Sourcing process; Specification development; Market Assessment; Negotiations; Contract Discussions; Sourcing Plan; Market Competitiveness
  • Contracts and Service Level Agreements (SLA): Types of Contracts; Definitions and terms of contracts; Terms of Conditions; Development of Contracts; Service level agreements
  • Legal responsibilities: The Health and Safety at Work Act; Risk Assessment; Legislation; Dangerous Goods; Container/Vehicle Packing Certificate; Road Cargo; The Maritime and Coastguard Agency; The International Convention for the Prevention of Pollution from Ships; International Convention for the Safety of Life at Sea; The Office of Rail Regulation; Convention concerning International Carriage by Rail; The Road Traffic Act 1991
  • Air Freight: Air Waybill; The International Air Transport Association (IATA); The Air Cargo Tariff and Rules
  • Container Transport: Factors Influencing Movement of Cargo; Environmental Factors; How to Secure Sea Freight safely; How to Correctly Secure Cargo; Wire Rope Lashings
  • Lashing: Straight/Cross Lashing; Loop lashing; Spring lashing; Chain Lashing; Blocking
  • Considerations: Weight Limitations; Hazardous Material/ Dangerous Goods; Fibreboard Boxes; Lumber and Plywood; Anti-Slip Mats; Securing Systems; Stacking of Containers; Checking cargo; Communication
  • The Role of Purchasing: Introduction to Purchasing; What is the Value Chain; The role of Purchasing in the Value Chain; Supply Chain Management; The role of Purchasing and Procurement in Supply Chain Management; The purchasing Process; Elements of the Purchasing function
  • Purchasing and Business Strategy: What is Business Strategy; Strategic Purchasing; The role of Purchasing in relation to Business Strategy; Competitive Advantage; How the purchasing function contributes to competitive advantage; Sourcing Plan; Supplier Performance Monitoring / Supplier Appraisal
  • Purchasing Contexts: Types of Organisational structures and sectors involved in purchasing; Different Market conditions; Perfect and Imperfect competition; Monopolies and Oligopolies

Job title & Salaries

The Level 3 qualification in Supply Chain and Operations is suitable for those currently working in, or aspiring to work in, roles like the following:

Operations Supervisor£16,000 – £40,000
Operations Support Manager£19,000 – £21,000
Facilities Planner£18,000 – £27,000
Facilities Co-ordinator£19,000 – £26,000
Facilities Assistant£16,000 – £23,000
Goods In Manager£27,000 – £35,000
Logisitics and Supply Chain Analyst£25,000 – £30,000
Suppy Chain Analyst£20,000 – £30,000
Demand Planner£25,000 – £40,000
Logistics and Operations Supervisor£21,000 – £26,000
Logistics and Operations Team Leader£21,000 – £26,000
Logistics/ Distibution Manager£19,947 – £50,429
Production Co-ordinator£21,000 – £26,000
Assembly Line Manager£20,071 – £46,544
Production Controller£18,026 – £33,426
Assembly Line Leader£18,000 – £28,000
Process Engineer£24,577 – £49,737
Process Technician£18,879 – £39,433
Demand Planner£25,000 – £40,000

*Salaries are based on national averages and may vary depending on location

Business Improvements

By developing employees’ knowledge and skills relating to supply chain management, businesses can improve the performance and efficiency of their supply chain.

Some of the business improvements this qualification can help deliver include:

  • 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
  • DIFOT (Delivered In-Full, On-Time) is a measurement of delivery performance. Ensuring that this performance metric is 100% will keep customer satisfaction at a high level
  • TAKT is an essential part of ensuring 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
  • Inventory waste can be reduced by improving production processes, machinery quality and purchaisng better quality products
  • Efficent Inventory ordering quantity will ensure that the organisation has sufficient inventory to meet the demands of the customer
  • Ensure that your organisation never runs of of inventory, by ensuring that buffer stocks are held

“I chose level 3 Diploma to increase my knowledge in this field and to progress my career. I felt the course best suited my needs; the flexibility allowed me to tailor the course to exactly the areas I’m interested in and I can fit it around my full-time job.

I find the course material very relevant and applicable to the real business world which is important. The assignments guide you into summarising the research in your own words. Feedback on assignments is quick and the course overview helps you keep track of your progress.

Based on my experience I would definitely recommend the course to others; my knowledge and skills are expanding as my course progresses. I am already able to apply a lot of what I’ve learnt to my role as Stock Controller at Choice Shops. The optional units have allowed me to select the areas with Supply Chain Management in which I see my career developing.”

Penny Sayce

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