Level 3 – Warehousing

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The Level 3 qualification in Warehousing Operations is designed for students with at least 2 years experience in a supply chain related field, who wish to progress their career in the warehousing sector and develop specific skills and knowledge to advance into to a management role.

*Through completion of the IoSCM Level 3 – – Warehousing you will receive certification from IoSCM and also a regulated qualification, Level 3 in Supply Chain and Operations, via our partnership with SFEDI Awards as the Ofqual regulated Awarding Organisation.

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.

Get FREE CPC training when you study this course – learn more information now.

Course Requirements

  • 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

Core Units

  • 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
  • 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

  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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

Job title & Salaries

Retail Manager£19,000 – £27,000
Goods In Manager£27,000 – £35,000
Production Scheduler£15,886 – £32,107
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
Demand Planner£25,000 – £40,000

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

Business Improvements

  • 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
  • Ensure that your organisation never runs of of inventory, by ensuring that buffer stocks are held

“I chose to study an IoSCM Level 5 Diploma to improve my knowledge of the industry and to further my career progression. I undertook much research, as I wanted to find the best course to suit my needs, and I felt the choice of units and the flexibility of study provided by the IoSCM was the best option for me.

I have had a very good experience of studying with the Institute of Supply Chain Management; I found the course material to be very helpful and the student support team were fantastic in providing me with guidance and advice to ensure I progressed through my studies with ease.

I would definitely recommend the IoSCM and their courses to others. The optional units have helped me to develop new skills and knowledge that are specific to my job role and will help me to progress my career in future.”

Magloire Muyembe

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