Supply Chain Management levels 2, 3, 4 & 5 - Scottish Qualifications

Assessor’s Guidelines and Assessment Guidance for the SVQs in Supply Chain Management at levels 2, 3, 4 and 5

Part 1: Mandatory Units

Publication date: November 2006

2nd edition: February 2009

3rd edition: April 2011

Publication code: DB3450/3

Published by the Scottish Qualifications Authority

The Optima Building, 58 Robertson Street Glasgow G2 8DQ, and Ironmills Road,

Dalkeith, Midlothian EH22 1LE

The information in this publication may be reproduced in support of SQA qualifications. If it is

reproduced, SQA should be clearly acknowledged as the source. If it is to be used for any other

purpose, then written permission must be obtained from the Support Materials Development

Officer at SQA. It must not be reproduced for trade or commercial purposes.

© Scottish Qualifications Authority 2006, 2009, 2011

History of changes

It is anticipated that changes will take place during the life of the qualification,

and this section will record these changes. This document is the latest version and

incorporates the changes summarised below.

Version Number

Description Date Authorised by

3 Unit code DX6H 04 amended to

DX6F 04 throughout April 2011 Qualifications Officer

2

Contents

About this guide 1

Introduction 2 About SVQs 2

How are standards defined in SVQs? 3

Who is involved in SVQs? 3

The steps involved in assessing a candidate for an SVQ 4

1 The SVQs in Supply Chain Management 5 Structure of the SVQs 7

An assessment strategy for the SVQ 10

Why would people be interested in the SVQ? 10

How do candidates begin? 10

2 Preparing to assess the SVQ 12 Planning 13

Selecting methods of assessment 16

Methods of assessment 17

3 Generating evidence 24 Observation 25

Questions and candidate responses 27

Candidate‘s personal statement 29

Witness testimony 31

Filling the gaps 33

Guidance and support to candidates 34

Judging candidate evidence and making an assessment decision 34

4 Recording achievement 36 Completing the Unit progress record 37

Completing the Element achievement record 41

5 Further information 44 What else should I read? 44

6 Mandatory Units with Assessment Guidance 45

Level 2 Mandatory Units 46




7 Blank recording forms 98

8 Supply Chain Management: The Units (Standards) 107

9 Imported Management Standards Centre Units (Standards) 215

1

About this guide This guide provides some practical examples of how to assess your candidates for

the SVQ in Supply Chain Management at levels 2, 3, 4 and 5. You may be able

to think of other ways of assessing your candidates and recording your decisions

about their competence.

Using assessments based on these examples does not guarantee successful

verification — it is still your responsibility to ensure that internal quality

assurance procedures are followed.

2

Introduction This introduction provides a brief overview of SVQs and how they are assessed in

the workplace. If you are already familiar with the concept of SVQs, you may

wish to go to the next section.

About SVQs Scottish Vocational Qualifications (SVQs) are work-based qualifications which

set the level of occupational competence for each sector of the economy. The

qualifications have been designed by standards-setting bodies (SSB) or Sector

Skills Councils (SSC) made up of experienced practitioners who represent

employers, professional bodies, trade unions, education and voluntary

organisations.

Each standards-setting body or sector skills council is responsible for developing

national standards which define what employees (or potential employees) must be

able to do, how well, and in what circumstances, to show that they are competent

in their work.

Each SVQ which a standards-setting body or sector skills council develops has to

fit into a broad framework which allows qualifications in the UK and throughout

Europe to be compared. SVQs are specified at five levels which reflect the various

technical and supervisory skills, knowledge and experience, which employees

should have as they progress in their industry.

Explanation of levels

Level 1 Defines competent performance in a range of activities which are

largely routine and predictable.

Level 2 Specifies that competent performance must be shown in a broader

range of work activities which are less routine and predictable. The

employee will have more autonomy and responsibility, and may have

to work as part of a team.

Level 3 Specifies that competent performance must involve the employee in

carrying out a broad range of varied work activities, most of which

are complex and non-routine. There is considerable autonomy and

responsibility, including the possibility of controlling or guiding

others.

Level 4 Specifies competence as complex technical or professional work

activities which require a substantial degree of personal autonomy or

responsibility. Managing staff and other resources is often involved.

Level 5 Specifies competent performance as involving the employee in

carrying out a significant range of activities in a wide variety of

situations which are often unpredictable. Substantial responsibility

and autonomy is involved in the work, which requires decision-

making in the allocation of resources and the work of others. This

will require complex skills such as analysis, design and evaluation.

3

How are standards defined in SVQs? All SVQs consist of standards which can be broken down into various parts.

Units define the broad functions carried out in the sector, and are made up of a

number of Elements. These Elements describe the activities which employees

have to perform, and will require candidates to demonstrate certain skills or

knowledge and understanding.

The quality of performance in what people must be able to do — how well they

have to perform — is described by Performance Requirements. These may also

be called statements of competence or what candidates should do.

The section on application of knowledge and understanding says what candidates

must know and understand, and how this knowledge applies to their jobs.

You may also come across standards containing statements on scope. These

statements could, for example, list the equipment that candidates are expected to

be familiar with and use in their occupational area.

Increasingly, you may see changes to this format as standards become more user-

friendly and are written in plain English. For example, there may be some

standards containing Achievement Criteria, but over time these should

disappear. You may, however, find that information on the context, nature and

amount of evidence which is required to prove competence (which used to be

given in Range Statements and Evidence Requirements) is now defined in the

assessment guidance for the qualification. Assessment guidance is drawn up by

the awarding body and is often packaged along with the standards to form the

SVQ. Assessment guidance is produced within this document for each of the

mandatory Units.

Who is involved in SVQs?

There are several roles:

the candidate: the person who wants to achieve the SVQ (eg an

employee)

the assessor*: the person who assesses the candidates and decides if

they are competent (eg supervisor)

the internal verifier*: an individual nominated by the centre (eg a company)

who ensures that assessors apply the standards

uniformly and consistently (eg supervisor‘s line

manager)

the external verifier*: an individual appointed by SQA who ensures that

standards are being applied uniformly and

consistently across all centres offering the SVQ

4

*Assessors and verifiers in centres will be asked by SQA to prove they have the

appropriate occupational competence to assess and verify the SVQ. Occupational

competence has been defined by the SSC in the assessment strategy for these

SVQ(s).

Assessors and verifiers are also expected to obtain an appropriate qualification in

assessment and verification — the Assessor/Verifier Units (the national standards

for assessment and verification).

The steps involved in assessing a candidate for an SVQ

In deciding whether a candidate should get an SVQ, you will go through these

stages:

planning for assessment

generating and collecting evidence of the candidate‘s competence in the Units

judging the evidence of the candidate‘s ability and making an assessment

decision based on the evidence

recording the assessment decision and the candidate‘s achievement

5

1 The SVQs in Supply Chain Management The SVQs in Supply Chain Management were developed as part of the Polemics

Project under the auspices of the Sector Skills Council, Skills for Logistics. They

are intended for people in the Supply Chain.

These people may be working as any of the following:

Material Planner

Purchasing Manager

Material Scheduler

Supply Chain Manager

Buyer

Warehouse Assistant

Procurement Assistant

Senior Procurement Manager

Customers Logistics Manager

Director of Supply Chain

Procurement & Contract Officer

Senior Buyer

Inventory Controller

Distribution Supervisor

Logistics Assistant/Supervisor

Contract Manager

Category Manager

Planner

Strategic Supply Chain Manager

Material Manager

Expeditor

Assistant Purchasing Manager

Warehouse Supervisor

Global Supplies Manager

Strategic Procurement Manager

Supplies Assistant

Logistics Manager

Assistant Buyer

Commercial Manager

Contracts Assistant

Logistics & Supply Analyst

Warehouse & Transport Team Manager

Imports Manager

Demand Planner

Supply Chain Development Manager

Logistics & Warehouse Manager

Distribution Supervisor

Export Assistant

Global Supply Chain Director

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They will require skills and knowledge in certain areas appropriate to the SVQ

level:

Level 2 The candidate should have reasonable numeracy and writing skills.

Level 3 The candidate should have some supervisory experience within the

Supply Chain and have adequate writing and calculative skills and

have the ability to relate to those around them.

Level 4 The candidate should have some supervisory/managerial

experience and able to work closely with others within the Supply

Chain. They should also be able to write cohesively, deal with

complex issues and possess good numeracy skills.

Level 5 The candidates should be experienced managers/senior managers

able to communicate effectively at all levels, to create high value

relationships and be able to convey complex issues along the

Supply Chain to others effectively.

The SVQs are designed to be assessed in the workplace or in conditions of the

workplace. Examples of the settings in which the SVQs could be delivered

include:

Further Education Colleges

Training Providers

Employers Centres

Collaborations between any of the above centres.

To assist centres the SQA codes for each of the group award and Unit titles have

been included in this document. The SQA code is the alpha numeric four and two

digit reference which appears after each Unit or group award title. The original

Unit code which represents the National Occupational Standard reference is also

given for each Unit and appears immediately before each Unit title.

7

Structure of the SVQs This section lists the Units which form the SVQs in Supply Chain Management.

SVQ in Supply Chain Management Level 2 (G881 22)

Total number of Units available for selection in this qualification is 11.

Total number of Units that the candidate needs to achieve for the qualification is 5.

Mandatory Units

SQA Ref SSC Ref Title

DX55 04 Unit T21 Contribute to operational relationships within the supply chain

DX6K 04 Unit T22 Obtain information on the supply chain

Optional Units: any 3 Units from 9 have to be achieved

DX5P 04 Unit T12 Identify potential suppliers for the supply chain

DX6L 04 Unit T13 Place orders with suppliers

DX61 04 Unit T14 Monitor and progress the delivery of orders

DX67 04 Unit T15 Monitor the flow of supplies in the supply chain

DX6G 04 Unit T16 Obtain information on storage locations and facilities

DX6F 04 Unit T17 Obtain information on distribution requirements

DX65 04 Unit T18 Monitor the distribution of supplies

DX69 04 Unit T19 Monitor the flow of returned supplies

DX6D 04 Unit T20 Monitor the transportation of supplies




Mandatory Units


DX5Y 04 Unit T1 Maintain operational relationships within the supply chain

DX4X 04 Unit T2 Analyse information on the supply chain

DX50 04 Unit T3 Apply improvements to the supply chain


DX63 04 Unit T4 Monitor the achievement of project tasks

DX56 04 Unit T5 Control supplies at storage locations and facilities

DX52 04 Unit T6 Complete export procedures and requirements

DX53 04 Unit T7 Complete import procedures and requirements

DX4V 04 Unit T8 Administer contracts

DX4W 04 Unit T9 Analyse information on the procurement of supplies in the supply

chain

DX7E 04 Unit T10 Verify the capability of suppliers to meet supply specifications

DX4Y 04 Unit T11 Analyse the performance of suppliers

DX5P 04 Unit T12 Identify potential suppliers for the supply chain

DX6L 04 Unit T13 Place orders with suppliers

DX61 04 Unit T14 Monitor and progress the delivery of orders

DX67 04 Unit T15 Monitor the flow of supplies in the supply chain

DX6G 04 Unit T16 Obtain information on storage locations and facilities

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DX6F 04 Unit T17 Obtain information on distribution requirements

DX65 04 Unit T18 Monitor the distribution of supplies

DX69 04 Unit T19 Monitor the flow of returned supplies

DX6D 04 Unit T20 Monitor the transportation of supplies




Mandatory Units


DX59 04 Unit M1 Develop operational relationships within the supply chain

DX5H 04 Unit M2 Evaluate information on the supply chain

DX6Y 04 Unit M3 Propose improvements to the supply chain

DX5W 04 Unit M4 Introduce improvements to the supply chain

DR75 04 MSC B6 Provide leadership in your area of responsibility


DR7K 04 MSC D3 Recruit, select and keep colleagues

DR5T 04 MSC E2 Manage finance for your area of responsibility

DR41 04 MSC F9 Build your organisation's understanding of its market and

customers

DX6M 04 Unit M5 Plan projects to develop the supply chain

DX60 04 Unit M6 Manage projects to develop the supply chain

DX6E 04 Unit M7 Negotiate for supplies

DX54 04 Unit M8 Contract with other organisations

DX70 04 Unit M9 Review the outcomes of contracts

DX5F 04 Unit M10 Evaluate information on the procurement of supplies in the supply

chain

DX79 04 Unit M11 Select suppliers for the supply chain

DX6X 04 Unit M12 Produce specifications for suppliers

DX5K 04 Unit M13 Evaluate the capability of suppliers to meet supply specifications

DX71 04 Unit M14 Schedule and approve the placing of orders

DX5M 04 Unit M15 Evaluate the performance of suppliers

DX72 04 Unit M16 Schedule the flow of supplies in the supply chain

DX7D 04 Unit M17 Specify the requirements for the storage of supplies

DX75 04 Unit M18 Select locations and facilities for storing supplies

DX5E 04 Unit M19 Evaluate information on the storage of supplies

DX7C 04 Unit M20 Specify the requirements for the distribution of supplies

DX74 04 Unit M21 Select distribution methods for supplies

DX7W 04 Unit M22 Schedule the distribution of supplies

DX78 04 Unit M23 Select methods to receive returned supplies

DX7A 04 Unit M24 Select the transportation methods for supplies

DX73 04 Unit M25 Schedule the transportation of supplies

DX76 04 Unit M26 Select methods for exporting supplies

DX77 04 Unit M27 Select methods for importing supplies

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Mandatory Units


DX57 04 Unit S1 Develop a supply chain strategy for the organisation

DX5A 04 Unit S2 Establish strategic relationships within the supply chain

DX5T 04 Unit S3 Improve the performance of the supply chain

DR70 04 MSC B7 Provide leadership for your organisation

Optional Units: 4 Units in total have to be achieved from the optional Units:

either 3 Units from Group 1 and 1 Unit from Group 2; or 2 Units from Group

1 and 2 Units from Group 2.

Option Group 1: Choose 2 or 3 Units from this group

DX51 04 Unit S4 Commission projects to develop the supply chain

DX6R 04 Unit S5 Plan the flow of supplies through the supply chain

DX6T 04 Unit S6 Plan the procurement of supplies

DX6V 04 Unit S7 Plan the storage of supplies in the supply chain

DX6N 04 Unit S8 Plan the distribution of supplies

DX6W 04 Unit S9 Plan the transportation of supplies

DX6P 04 Unit S10 Plan the export and import of supplies

Option Group 2: Choose 1 or 2 Units from this group

DR6M 04 MSC D4 Plan the workforce

DR5T 04 MSC E2 Manage finance for your area of responsibility

DR41 04 MSC F9 Build your organisation's understanding of its market and

customers

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An assessment strategy for the SVQ As part of the review of the SVQs, the sector skills council Skills for Logistics

oversaw the Polemics project which developed an assessment strategy to define a

range of requirements:

the occupational expertise of assessors and verifiers

a definition of simulation

definition of the workplace

information on a model of independent assessment or external quality control.

A full copy of the assessment strategy is available to download from the SVQ

Logistics and Supply Chain page of SQA‘s website (www.sqa.org.uk). Both

SQA and centres must comply with these requirements.

Why would people be interested in the SVQ? People will take SVQs for a variety of reasons: to gain promotion, to prove their

job competence, or for personal development. There will be other reasons too.

One of the first things to do is to find out why your candidates want to do the

SVQ, and to advise them of the appropriateness of the qualification. If anyone is

acting as a coach or mentor to your candidates, they might help you to do this.

How do candidates begin?

Choosing the SVQ

You should make sure that candidates get guidance before starting out on an SVQ

— they need advice to ensure that their existing job remit, skills, experience, and

their plans for progression, are matched to the SVQ selected. It does not have to

be you as the assessor who carried out the matching process but whoever has

responsibility for this should ensure that the assessment opportunities available to

the candidate are also considered.

Example

Shona worked in a local authority procurement department. Although she had 3

years of working in the department she had no formal training and her experience

was wholly from picking up information as she needed it. In order to develop her

skills and job opportunities she approached her manager, the Senior Supplies

Officer, to discuss her future. An appointment was made for Shona to meet with

the Training & Development Officer and this concluded with an agreement that

the authority would investigate a suitable course of training. As a result, Shona

was offered a place on the authority‘s SVQ programme. They felt she would

benefit from undertaking Supply Chain Management at Level 3 as it allows an

entrance level similar to her experience. Shona‘s knowledge needed to be

developed further this and level would give the appropriate development

opportunities.

11

The T&D manager thought that matching Shona‘s experience and knowledge

would be useful. After this was done, it showed that she had some competence in

the following units:

T13 Place orders with suppliers (DX6L 04)

T8 Administer contracts (DX4V 04)

However the remaining units would require some training and knowledge input

from the authority.

T1 Maintain operational relationships within the supply chain (DX5Y 04)

T2 Analyse information on the supply chain (DX4X 04)

T3 Apply improvements to the supply chain (DX50 04)

T10 Verify the capability of suppliers to meet supply specifications (DX7E 04)

T11 Analyse the performance of suppliers (DX4Y 04)

T12 Identify potential suppliers for the supply chain (DX5P 04)

T14 Monitor and progress the delivery of orders (DX61 04)

They discussed this need with a local training provider and met with Shona and

carried out a full Training Needs Analysis. They confirmed the initial analysis

with the T & D manager and an assessment plan was formed identifying all the

units Shona would attempt and the sources of potential evidence mapped with

evidence requirements. The assessment tools identified were agreed and these

include:

Product evidence derived from Shona‘s work area

Observation at the workplace

Case Study, again based on the authority‘s activities.

A witness statement from Shona‘s supervisor

A series of personal statements to illustrate activities Shona had undertaken in

her development.

Written and oral questions would be used to establish Shona‘s experience and

knowledge throughout the qualification.

In addition the T & D manager created a development plan for Shona. The

development plan was a series of planned opportunities for Shona to gain

experience in other departments and wider activities within the department she

was working in. This was coordinated with the training provider to provide

training prior to the development opportunities in the workplace.

12

2 Preparing to assess the SVQ This section offers practical advice on how to begin to go about assessing your

candidates for the SVQ. This advice is offered as examples of good practice —

you may develop your own approaches to assessing your candidates which also

work well.

Your role and your candidate’s role

Assessing the SVQ will involve several stages. Both you and the candidate should

be clear on your roles in the assessment process before you begin.

Your role

ensure candidates understand what is to be assessed and how it is to be

assessed

ensure the conditions and resources required for assessment are available

help candidates to identify and gather evidence

observe and record candidates carrying out the activities described in the

standards — records should say what has been observed, how it was carried

out, and what it demonstrates

assess products of the candidate‘s own work

question candidates and record results

help candidates to present evidence

authenticate the evidence candidates provide

judge evidence and make assessment decisions

identify gaps or shortfalls in candidates‘ competence

provide feedback to candidates throughout the assessment process

record achievement

Candidates’ role

prepare for assessment — become familiar with the standards, what is to be

assessed and how it is to be assessed

help to identify sources of evidence and how these could be assessed

carry out activities, and/or produce products of own work, and/or answer

questions

gather and present evidence

receive and act on feedback from the assessor

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Planning

In planning for assessment, you will find it helpful to meet with your candidate

and plan what is to be assessed, in what way, and when and where the assessment

is to take place. This discussion can be confirmed in the form of an agreed

assessment plan between you and your candidate.

You should treat assessment plans as working documents — they can be updated

and changed as you review progress with your candidate.

As you are planning assessment don‘t forget to make the most of opportunities to

integrate assessment. This means planning to assess an activity which draws on

the contents of different Units or Elements. It can be a practical and cost-effective

way of assessing your candidate‘s competence.

If you are a new assessor working towards your A/V Units (the national standards

in assessment and verification) you will need copies of completed assessment

plans as part of your evidence.

To help you plan for assessment, we have produced an assessment plan which

covers Unit T11 – Analyse the performance of suppliers (DX4Y 04)

Candidate: David Campbell Trainer/Assessor: James Dalrymple

David is a storeman in a small engineering company. He has started his course

with an induction from the company trainer (who is also his assessor). They have

started first with Unit T11- Analyse the performance of suppliers (DX4Y 04).

After a discussion with the trainer the following actions were identified and these

are the base for the formulation of the assessment plan. (Example is attached).

Outcome 1 - Product evidence is available in the workplace (from orders)

Outcome 2 - Product evidence is available in the workplace (from the

supplier database and the store records)

Outcome 3 - Training need – additional skills and underpinning knowledge

needed: provided by the trainer

Outcome 4 - Training needs – analytical skills – short course in local college

Outcome 5 - Witness testimony and written questions

Outcome 6 - Product evidence as a report to store manager identifying issues

with results

Outcome 7 - Personal report to explain how improvements can be made and

potential of other sources of supply

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Assessment plan

Units: T11 Analyse the performance of suppliers (DX4Y 04)

Outcomes Achievement Criteria Method of

assessment/Sources

of evidence

Date of

assessment

Evidence already

available

Links to other Units

(PCs and range)

1 Confirm the type of supplies that are

required.

2 Obtain information on the

performance of suppliers

3 Collate and prepare data for the

analysis

4 Analyse data on the performance of

suppliers

5 Identify any problems in using the

suppliers

6 Provide the results of the analysis to

colleagues

7 Recommend options for improving

the performance of suppliers

a, b, c

d, e

f

g

h,i

j, k

l, m

Product evidence

Product evidence

Training need then

product evidence

Training need then

product evidence

Witness Testimony &

Written Questions

Product evidence

Personal Report

15 April

20 April

2 May

2 May

5 May

10 May

15 May

System

Documents

System

Documents

To created

To be created

Developed and

created

To be developed

To be created

Link with T14

Questioning for knowledge and

understanding not apparent from

performance to be identified from

2nd review

Assessor‘s signature: James Dalrymple 1st review due: 27 April 2006

Candidate‘s signature: David Campbell 2nd review due: 4 May 2006

Date of agreement: 12 April 2006 Date of completion: 17 May 2006

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Selecting methods of assessment

The methods of assessment you use should be valid, reliable and practicable.

by valid we mean that the assessment method should be appropriate to the standards

by reliable we mean that the assessment method should ensure consistent results

when used with different candidates, different assessors and on different occasions

by practicable we mean that the method ensures that the assessment makes best use

of available resources, equipment and time.

Before you assess a candidate, you must make sure that the methods of assessment you

have chosen to use, along with any assessment materials (such as questions and sample

answers) have been agreed within your centre through its system of internal quality

assurance. This system is often called internal verification — its purpose is to help to

ensure that assessment methods are valid, reliable and practicable.

There are both benefits and challenges when you are assessing SVQs in the workplace,

or in conditions in the workplace. When you select methods of assessment you should

try to offer the candidate the benefits of workplace assessment and minimise any

potential difficulties.

The benefits might include the following:

confidence building

familiarity in the work environment

access to information & systems

candidate led assessment process

assessor support

experienced assessor guidance

local support from colleagues at work

The challenges might include the following:

access to information

available information might not be in an appropriate format

out of normal working hours and access

development opportunities

issues of confidentiality

workload constraints

conflicts with work and home

17

Example

Rammi is a forwarding clerk in a logistics company and to complete his Level 3 Supply

Chain Management SVQ he has to work outwith normal hours. His trainer provided

him with a set of written questions to show how he deals with colleagues who are based

in other countries. In addition he will support this with a witness testimony from his

team leader to confirm his competence in these aspects of the Unit outcomes.

Methods of assessment Assessment may involve a range of assessment methods. For SVQs, some of the most

commonly used methods are observation, product evaluation, and questioning.

Observation

Observation by an assessor is considered to be the most valid and reliable method of

assessment. It can be organised in a variety of ways:

working alongside the candidate

arranging to visit when naturally-occurring activities are carried out by the candidate

arranging for activities to take place

Observation by the assessor can often be supplemented by other types of assessment

methods such as questioning. For example, it may be appropriate to ask oral questions of

candidates as they carry out naturally-occurring activities.

For consistency the candidate should be observed more than once in the workplace. The

observation needs to be planned in advance and coordinated with the candidate (and

their employer). The candidate‘s assessment plan would identify the areas to be

observed and a checklist should be agreed with the candidate and the assessor. The

observation should be carried out in a non intrusive manner and some guidance should

be given by the assessor to reduce any anxiety in the candidate. The assessor should give

feedback to the candidate after the observation is completed.

This method of assessment has a varied application in most awards. It enables an

opportunity to gain competence by practice. It can be used in the following applications:

relationships – Interaction with the candidate and others eg solving problems

meetings – People skills eg discussion and agreements

activities – Carrying out a specific task eg checking a delivery

Example

A part of Leoni‘s Level 4 Supply Chain Management SVQ is about relationships in the

Supply Chain. As part of Unit M1 Develop operational relationships within the supply

18

chain (DX59 04), two observations were arranged to collect evidence of competency in

the workplace. The first observation was to observe Leoni‘s ability to interact with her

colleagues in the workplace (Outcome 1, d). The second observation was to evidence

her attending a meeting with a supplier to resolve a problem delivery (Outcome 5, k, l).

Product evaluation

As candidates work towards achieving the SVQ, they will produce evidence in the form

of products of their work. The nature of this evidence can vary widely depending on

what the candidate‘s job entails, but examples of product evidence include:

Example

David is undertaking the final parts of his Level 5 Supply Chain Management SVQ. His

current Unit is MSC E2 Manage finance for your area of responsibility (DR5T 04). His

company has given him the opportunity to devise a departmental budget. In order to

gain his experience level and knowledge he has spent two days in the Accounts

department. A part of his product evidence will be:

a) Budget projection for the new financial year along with a detailed breakdown of the

costs and supporting rationale and calculations. Also to provide a monthly budget for

the department.

b) Produce a management report to explain the ongoing monitoring of the proposed

budget. Also to explain what measures you will take if there are significant

variations on the proposed budget during the budget period.

This evidence would contribute to Outcomes 6, 7, 8, 9, 10 and possibly 12 in this

particular Unit.

* Please note it is important that the employer’s agreement should be sought

before any activities such as allowing candidates to work in areas that the

candidates are not normally involved in.

Questioning

Candidates have to show that they can meet the knowledge specifications for the SVQs.

For these SVQs, knowledge and understanding is specified for each:

T5 Control supplies at storage locations and facilities (DX56 04):

K1 Analyse methods and procedures

K6 Cost and benefit analysis methods and procedures

K14 Information sources on supply chain processes

K17 Logistics theories, models and practices

K22 Organisational objectives and activities

19

K24 Performance measurement and benchmarking theories, models and practices

K33 Supply chain management theories, models and practices

Much of a candidate‘s knowledge and understanding will be apparent from what they do

or produce as part of their work, but this will not always be the case. Questioning can be

a useful way of confirming what candidates know and understand.

Questions can be asked in a variety of forms, such as oral questions, short answer

written questions, and multiple choice.

You should be careful that the method of questioning does not go beyond the

competence required for the SVQ and become a barrier to fair assessment. For example,

some candidates will feel more comfortable with oral questions than written.

Example

Joe is employed in the Health Service as a supervisor in a distribution centre. In the

course of his Level 3 he has selected Unit T5 – Control Supplies at Storage Locations

and Facilities (DX56 04) as one of his optional Units. When the assessor and Joe

initially discussed the Unit most of the Outcomes were within his operational scope.

However, in Outcomes 6(i) and 7(j) he was unsure about how he would secure evidence.

The assessor concluded that it would be easier for Joe to provide his evidence in the

form of a series of oral or short response questions. The assessor prepared sets of

questions and indicative answers to show Joe‘s competence by successfully answering

the questions (matching the answers set by the assessor) and thereby achieving the

standards required.

Sample Short Response Question

If you have a shortage on delivery of goods coming in, who should be informed and

why?

Answer

The inventory planner. He might not have enough stock for customers.

Sample Oral Question to candidate

What communication method do you use with colleagues to show current location

space?

Response should include the following:

Written form, regular meetings, discussions and two examples of these activities in a

recent ‘real‘ situation from the candidate‘s experience.

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Other methods of assessment

These methods, like questioning, are often used for authentication. See section 3 for

more about authenticating candidates‘ evidence.

Personal statements

You might sometimes find it helpful to ask a candidate to give an account of why they

carried out an activity in a certain way or how they produced a product of their work.

This is often referred to as a personal statement. You should take care to ensure that by

asking candidates to produce such statements, you are not asking them to demonstrate

competence beyond what is required by the standards. You should also be selective in

the use of personal statements, and make sure they have not been produced as a

substitute to a more valid, reliable and practical method of assessment.

Example

Sylvia has just started her Level 4 Supply Chain Management SVQ. After discussion

with the assessor on the outset for Unit M7 - Negotiate for supplies (DX6E 04), there

were some Achievement Criteria which were identified as competences Sylvia needed to

gain experience in. In the assessment plan they agreed the following could be better

achieved by personal statements.

Outcome Achievement Criteria

4 conduct negotiations to

achieve the objectives of the

organisation.

(h) negotiations maintain

goodwill whenever possible

5 adapt negotiation strategies to

cope with new circumstances

or issues

(j) negotiation strategies are

sufficiently flexible to deal

with new situations

The reason for choosing this method of assessment is to highlight the experience of the

candidate and their ability to show competence in relation to the occupational standards.

Therefore the statement will explain in some detail how they create a climate of

goodwill in the negotiations they have recently carried out. The second statement is an

example of how the candidate dealt with adapting the negotiation strategy due to a

change in circumstances in a negotiation they have recently carried out.

Therefore these statements will record the experiences of the candidate in a real

environment and show their competence.

Witness testimony

For practical reasons, you may not be able to observe all the activities carried out by

your candidates, but might feel that other people may be able to provide a statement on

what your candidates have been doing or producing as part of their work. Statements of

this kind are called witness testimony, and are often used to support other evidence

produced by candidates. If witness testimony is used you should, ideally, identify

witnesses and opportunities for using their testimony as part of assessment planning.

21

You should bear in mind that the weight of the evidence will vary depending on the

knowledge and expertise of the person providing the witness testimony. You will have

to take these factors into account as you make your judgement.

Strongest Someone with considerable occupational expertise in the candidate‘s

area of work and who is familiar with the standards. This person

may also be an assessor or internal verifier qualified with the A/V

Units.

Someone with considerable occupational expertise in the candidate‘s

area of work and who is familiar with the standards.

Someone with considerable occupational expertise in the candidate‘s

area of work but with no knowledge of the standards.

Someone who may be a colleague of the candidate but with no

knowledge of the standards.

Weakest Someone with little or no knowledge of the candidate‘s work or no

knowledge of the standards.

Witness testimony is unlikely to be sufficient in itself for a decision about the

candidate‘s competence, and would normally be supplemented by questioning

candidates.

Example

Charlene started her level 5 Supply Chain Management SVQ a few months ago. When

discussing with the assessor the assessment plan for the Unit S4 – Commission projects

to develop the Supply Chain (DX51 04), Outcome 9, presenting reports on results and

outcomes of the project ‗(n) presentations are clear and persuasive‘, it was agreed the

best way to demonstrate this was to use a witness testimony of a manager at the

presentation to see if they found the presentation ―clear and persuasive‖.

A pro forma was used which had the following details:

Qualification and level (Supply Chain Management Level 5)

Candidate‘s name (Charlene)

Location and date (Charlene‘s presentation site)

Witness statement (Charlene‘s selected manager)

Relationships to candidate (A fellow manager of Charlene‘s)

The Outcome and Achievement Criteria (Outcome 9 Achievement Criteria [1a]) **

Details of the activities of witness (A statement of Charlene‘s presentation)

Evidence index no

**Note: This may include other evidence relating to other outcomes and achievement

criteria.

22

In addition there is confirmation of an understanding of the national occupational

standards and that the candidate has performed these activities as a normal activity.

They also agreed to supplement this witness testimony with a personal statement by

Charlene to explain how she felt about her experience in presenting.

Simulation

Simulation is any structured assessment exercise involving a specific task which

reproduces real-life situations.

On some occasions, it may not be practical to assess a candidate in real work. Examples

might be where the standards require candidates to carry out emergency or contingency

procedures, or where client confidentiality is an issue, or where a candidate‘s job role

does not cover all aspects of the qualification.

There are strictly defined conditions relating to the use of simulations in these standards.

Before using simulation as a method of assessment, please refer to the Assessment

Strategy for an explanation of how and when it may be permitted in this award. See

Section 6.

Confidentiality and Security

The Supply Chain Management SVQs do involve evidence which may contain

commercial and confidential details eg pricing information. It is essential that the

candidate and their organisation know when any documents are viewed and by whom.

Also the assessor, internal verifier and the external verifier should have no commercial

interest in the evidence provided.

The assessor should discuss with the candidate any commercially sensitive material they

have which will be assessed externally, eg off site. If it is essential evidence, some

sanitising of eg company names and prices might be possible whilst maintaining the

soundness of the evidence.

When in the care of the assessor it is essential that the candidate‘s material is accessed

only by a limited number of people (IV & EV) and remains secure at all times. It will be

the centre‘s responsibility to control access and safe keeping of all assessment materials

in their care until they are returned to the candidate.

Other sources of evidence

Other sources of evidence can be previous experience or learning, case studies or

assignments.

23

Professional Discussion

The Assessor can use this method only if they have been trained in the technique, and

the subject and candidate are appropriate to the Unit. It may only be suitable in Levels 4

& 5 as its subjects are more suitable for this method. If in doubt contact SQA or your

External Verifier.

E-Assessment

The use of e-Assessment may be appropriate for this suite of SVQs. The centre should

ensure they are using the current national occupational standards. The same

qualifications and experience for Assessors/ Internal Verifiers still apply. Many of the

documents needed in this guide can still be used, eg the Assessment plan, but some

could be available online, eg Achievement Record. It is the responsibility of the centre

and the assessor to ensure they have appropriate material online and full tracking of the

candidate‘s achievements is possible.

SQA‘s Guides to Assessment and Quality Assurance (see Section 5) have more advice

on methods of assessment and how to ensure that your assessment is valid, reliable and

practicable.

24

3 Generating evidence The methods of assessment you use should generate sufficient evidence to demonstrate

the candidate‘s competence.

The circumstances in which you might choose to use different methods of assessment

were described earlier. This section gives you examples of forms which you can use to

record and present evidence of:

observation (by the assessor)

questions and candidate responses

personal statement (produced by the candidate)

witness testimony

There are blank forms which you can copy and use for assessment purposes in Section 7.

25

Observation For observation, note that the form asks you to record the skills and activities observed.

This helps you to make a judgement on how the activity was carried out and what it

demonstrates.

26

Observation record

Unit/Element(s): M7 – Negotiate for supplies (DX6E 04) - Outcome 4 Conduct

negotiations to achieve the objectives of the organisation

Candidate: C Barlow Date of observation: 18-10-2006

Evidence index number: 121

Skills/activities observed: Achievement Criteria covered:

I observed a negotiation between the candidate,

C Barlow, and the Sales Manager from Express

Printing. The negotiation was to settle on the quote

for a proposed brochure. The negotiations were

carried out in a cordial manner and followed the

prepared plans. These were in line with the

organisation‘s strategy and procedures. The result

was an agreement between the parties. A record of

the results was produced and circulated to both

parties.

g, h

Knowledge and understanding apparent from this observation:

K19 Negotiation strategies, methods and procedures

Other Units/Elements to which this evidence may contribute:

This will partially cover Outcome 7

Assessor’s comments and feedback to candidate:

The candidate formed a good relationship with the supplier and followed the negotiation plan (this

was discussed before the observation). The candidate sought the approval of the supplier for the

observation and both parties expressed thanks to the supplier for this courtesy.

I can confirm the candidate‘s performance was satisfactory.

Assessor‘s signature: James Dalrymple Date: 18-10-06

Candidate‘s signature: C Barlow Date: 18-10-06

27

Questions and candidate responses This form can be used to record any questions you might ask the candidate to

establish what they know and understand. You should note the candidate‘s responses

on this form too.

Note that there is a space near the top of the form for you to record when, where, how

and why you asked the questions.

If you choose to give the candidate written questions, this form could also be used.

28

Record of questions and candidate’s answers

Unit: S6 Plan the procurement of

supplies (DX6T 04)

Outcome(s): 4 Review the benefits and risks to the

procurement of supplies through the supply chain

Evidence index number: 097

Circumstances of assessment:

These questions are part of the evidence for this outcome; the additional parts include a report of

the risks and benefits, a SWOT and PESTEL analysis and a global review.

List of questions and candidate’s responses:

Q: How are risks analysed in terms of commercial risks and where they occur?

A: The salient points of the answer will include the following topics:

Commercial risks: New suppliers, contracts, global suppliers, single sourcing, vetting processes.

They can occur on an ongoing basis but usually during times of change eg changing to a new

supplier or prior to this during the vetting process.

Q: How can you measure the risks?

A: Risk needs two stages:

1 Establish the risk

2 Measure the risk

To establish the risk is to look at the possibility of any risk to the procurement of supplies from all

sides. For example the impact of a single, strategically important supplier/source ceasing trading

overnight.

From there examine the likelihood of this happening and rate that likelihood in a risk assessment

This assessment would form a profile of the supplier and form the basis of comparing alternative

suppliers.

When successfully concluded this should show the candidate‘s knowledge and understanding of

the following:

K11 Financial analysis methods & procedures

K24 Performance measurement and benchmarking theories, models and practices

K27 Procurement theories, models and practices

Assessor‘s signature: James Dalrymple Date: 20-10-06

Candidate‘s signature: C Barlow Date: 20-10-06

29

Candidate’s personal statement If a personal statement is being used as evidence, it should be completed by the

candidate. The statement should record what they did, how and why they chose to

carry out an activity or produce work in a certain way. Where other people may have

been present during an activity and they may be able to provide witness testimony,

the candidate should record how the statement links to other evidence in the column

provided.

30

Personal statement

Date Evidence

index

number

Details of statement Links to other

evidence

(enter numbers)

Unit, Elements,

ACs covered

14/03/2007

156 I have carried out the negotiations

for the new brochure with the

printer. The results are an

improved price and a reduction on

the current lead time. The

expected benefit is a saving of

£15,500 on the current

expenditure. However they are in

the process of acquiring new

digital printing equipment in the

next year therefore they will be

looking for more capacity when it

comes on stream.

My report of the negotiations was

passed to my manager and some of

my colleagues. The experience of

preparing and following through to

the negotiations was a good,

positive and enjoyable process.

The supplier did agree to allow the

assessor to be present during the

observation. (Thanks were

recorded to the supplier and

assessor).

121 M7 Negotiate for

supplies (DX6E 04)

Outcome 7 Provide

information on the

results of the

negotiations

Achievement

Criteria

M Information is

provided to all

relevant colleagues

Signed (candidate): C Barlow

Date: 14/03/07

31

Witness testimony When you use witness testimony it must be capable of being authenticated — even if

the testimony itself is being used to authenticate a candidate's claim to competence.

To ensure the witness testimony is genuine, you must have a record of who is acting

as a witness, their relationship to the candidate (eg supervisor, client) address,

telephone number and the date. There are spaces for this information in the form.

32

Witness testimony

SVQ title and level: SVQ Supply Chain Management level 3

Candidate’s name: Sandra Wilson

Evidence index no: 122

Index no of other evidence which

this testimony relates to (if any):

Related 22, 76, 91

Unit

Outcome & Achievement Criteria:

T8 Administer Contracts (DX4V 04)

Outcome 6 AC j Confidentiality of information is maintained

Date of evidence & location: 13 – 9 – 2006 Stirling Depot

Name of witness: William Starky

Designation/relationship to

candidate:

Contracts Manager

Details of testimony:

I can confirm Sandra Wilson has administrated the contracts in her control in an efficient and

effective manner. She followed the departmental guidelines at all times and treated all information

with full confidentiality. In addition she met the Freedom of Information Act requirements for

disclosure and guidelines pertaining to information sharing with interested parties.

I can confirm the candidate‘s evidence is authentic and accurate.

Signed by witness: William Starky Date: 13 /09/2006

Witness (please tick the appropriate box):

Holds A/V Award

√ Is familiar with the SVQ standards to which the candidate is working

33

Filling the gaps There may be instances when your candidate has provided evidence for most of

the Unit (or SVQ), but there are some gaps. For example, you may find that

certain situations, such as handling contingencies, have not arisen during

assessment. Often these will relate to dealing with health and safety issues, or

unexpected problems with workflow such as delays in receiving information from

another part of the organisation.

In the Supply Chain Management SVQs such gaps are likely to occur in

generating evidence in the following situations:

Documentation – The documents available do not comply with the standards

Access to systems information – The candidate has no access to information on

the relevant system

Confidentiality issues – The company does not want confidential information

to leave the site

Lack of procedures or non compliant procedures – eg The company has no

Vendor Rating system or suchlike

Lack of information – The company has no information available

You may be able to overcome these by the following solutions:

The candidate could write a personal account to explain how their system

works or a case study could be used to test the candidate‘s response to a

situation related to the unsuitable evidence.

The candidates have a supervised access as a learning development

opportunity. Alternatively the company may second the candidate to the

department in question for a limited time to gain a working understanding and

this could be reposted as a personal statement/report of how the system works.

The documents could be desensitised to remove very confidential figures

whilst keeping the essence of the information. An alternative course of action

would be a statement from the assessor to confirm the evidence was

acceptable, or a witness testimony.

The solution might be synthesising the lack of procedure etc. This could be by

getting the candidate to create a system whereby they collect evidence in a real

way and the assessor could establish how well it worked in practice. This

would need some preparation by both the candidate and assessor. Alternatives

may be an elaborate ―real life‖ case study and questioning of the candidate by

oral or written methods.

If the information is not available in the company then it could be that the

candidate could not complete this Unit and this would be apparent at the

assessment stage.

34

Guidance and support to candidates At all times during the assessment process – from planning through to making

your assessment decision – feedback should be on-going, clear and constructive.

Feedback should be given against the national occupational standards by relating

it to the evidence provided including the knowledge specifications.

Where there are any shortfalls in a candidate‘s competence you should discuss

these with them and make plans for re-assessment.

Judging candidate evidence and making an assessment decision In judging candidate evidence, you must be satisfied that your candidates can

work consistently to the required standard and that the evidence they have

produced is their own. You must consider whether your candidate understands

and applies the knowledge evidence and how this links to performance evidence.

Evidence must:

be relevant to the SVQ

be authentic

show current competence

be sufficient to help you form a decision about the candidate‘s competence

Insufficient evidence

You have to judge whether the candidate has produced enough evidence required

by the standards for you to reach a decision about their evidence.

Where there is insufficient evidence you should bring this to the attention of your

candidate. You should tell them that it is not that they are not yet competent —

there is simply not enough evidence on which to make a decision.

In this situation your feedback to your candidates must help them produce more

evidence and/or plan for further assessment.

Authenticating candidates’ evidence

Authentication is required where you have not observed candidates‘ performance

at first hand.

You can check whether a candidate has produced evidence which they claim

shows their competence by questioning them or, if this is not appropriate, asking

them to produce a personal statement, using witness testimony, or seeking peer

reports from other colleagues of the candidate.

35

Example

Robert is a storeman and as a part of his Level 3 Supply Chain Management SVQ

and specifically Unit T16 – Obtain Information on Storage Locations and

Facilities (DX6G 04), he needs to have evidence in Outcome 2 Obtain

information on storage locations and facilities – Achievement Criteria d:

Information is obtained from the appropriate colleagues. One of Robert‘s

colleagues has provided a witness testimony, and he is going to supplement this

with a copy of the information obtained (dated and signed by him). In addition

his assessor has given him four written questions.

1. From where was the information derived, ie the source?

2. Why was the witness a reliable source of information?

3. What form was the information in, eg written, tabular?

4. How are you going to use this information within the supply chain?

36

4 Recording achievement You should retain all evidence — clearly referenced — for internal and external

verification.

The candidate‘s evidence is normally kept in a file, often called a portfolio. These

documents help you and your candidates to collect, present and cross-reference

the evidence to the national occupational standards. They are also a means of

recording your assessment decisions and they tell an external verifier what stage a

candidate has reached in achieving the SVQ.

There some SVQs where assessors are strongly recommended to use the

nationally-devised recording documents. However you could choose to use your

own recording material.

Recording documents do not need to be paper-based — it is possible to use an

electronic format for collecting and structuring the evidence. Whatever format you

and your candidates choose to use, the documents must show what evidence was

generated, the assessment decisions you made, how the evidence meets the

standards, and where the evidence can be located. You should avoid photocopying

items simply to put them in a portfolio — a clear explanation of where the

evidence can be found (for example, in a filing cabinet) may be sufficient for the

external verifier to follow it up and include it in the visit.

There are various reasons why record-keeping is so important:

it provides a way of tracking a candidate‘s progress in achieving an SVQ

it helps candidates to make claims for certification of their competence

internal verifiers and external verifiers use the records to sample assessment

decisions

it helps monitor the quality assurance of our qualifications

If your candidates‘ evidence is incomplete, or cannot be located, or if there is

inaccurate cross-referencing to the standards, there is a risk that an internal

verifier or external verifier will be unable to confirm your assessment decisions.

To help you and your candidate present evidence and record your assessment

decision examples of the forms which you and your candidate might use to

compile the portfolio have been provided.

Completing the Unit progress record

Using the evidence index

Completing the Element achievement record

These forms are also used in SQA‘s portfolio.

37

Completing the Unit progress record You should complete this form each time your candidate achieves a Unit from the

SVQ by adding your signature and the date next to the relevant Unit.

At this stage candidates should make sure they have completed the recording

documents correctly and that their evidence can be easily located. Only then

should they circle the relevant Unit number at the top of the form. This enables

both of you to see at a glance what stage the candidate is at in their SVQ.

Unit progress record Qualification and level: Supply Chain Management level 5

Candidate: Michael Hutchison

To achieve the whole qualification, you must prove competence in 4 mandatory Units and 4

optional Units.

Unit Checklist

Mandatory S1 S2 S3 MSC

B7

Optional S4 S5 S6 MSC

D4

Mandatory Units achieved

Unit Number Title Assessor’s

Signature

Date

S1 (DX57 04) Develop a supply chain strategy for the

organisation

12 Aug 2006

S2 (DX5A 04) Establish strategic relationships within

the supply chain

18 Oct 2006

S3 (DX5T 04) Improve the performance of the supply

chain

1 Dec 2006

Optional Units achieved

MSC D4 (DR6M

04)

Plan the workforce 29 Jan 2007

39

Using the index of evidence

The purpose of the index of evidence is to help you locate and work through the

candidate‘s evidence. It should give you a summary of what evidence the

candidate has collected, and where (eg in a portfolio) it can be found.

The index of evidence should be completed by entering:

the index number for each piece of evidence

a description of each piece of evidence

the place or location where it can be found

the initials of the internal verifier and the date (if they have sampled the

candidate‘s evidence)

Ideally it should be candidates themselves (with your support and encouragement)

who complete the index.

You must make sure that the information in the evidence index is accurate when

your candidates‘ portfolios are presented for assessment and verification —

particularly the information about where the evidence can be located. This is

important because we suggest that anything which has been produced as day-to-

day work is kept in its normal location, but anything which has been produced

through assessment for the SVQ, eg observation checklists are filed in the

candidate‘s portfolio. In this way your candidate can avoid having to photocopy

work products just for the sake of including them in a portfolio. It also means that

evidence produced as a result of assessment is kept safely in a central file.

If the index of evidence is not completed with an accurate description and location

of the evidence there is a risk that an internal verifier or external verifier might be

unable to confirm your assessment decisions.

40

Index of evidence SVQ title and level: Supply Chain Management Level 3 (G882 23)

Evidence

number

Description of evidence

Included

in portfolio

(Yes/No)

If no, state

location

Sampled

by the IV

(initials

and date)

001

Communication/E-mails from suppliers and colleagues

Yes

002

Orders placed

Yes

003

Witness Statement from Team Leader

Yes

004

Personal Statement to support discussions with other supply chain users

Yes

005

Observation of interaction with other colleagues

Yes

006

Minutes of meeting (related to the Observation 005)

Yes

007

Operational Procedures Manual

In supplies

office

41

Completing the Element achievement record To help you and your candidates cross-reference the evidence to the standards of

the SVQs, we have provided records similar to those produced in the SQA

portfolio. Use one record for each Element. The grids should be completed by:

entering the evidence index number in the first column

giving a brief description of the evidence in the second

ticking the relevant boxes for the Performance Criteria (or statements of

competence as they are sometimes known)

entering the areas of knowledge and understanding the piece of evidence

covers

If integrated assessment is used (linking PCs or Elements across different Units)

the evidence should be cross-referenced back to the relevant Units.

We have provided a completed example to show how to use the record.

42

Achievement record

Unit: T1 Maintain operational relationships within the supply chain (DX5Y 04)

Performance Requirement, Achievement Criteria: & Application of Knowledge

Evidence

Index No

Description of Evidence Performance Requirements Achievement Criteria Application of Knowledge

1 2 3 4 a b c d e f g h K3 K7 K14 K22 K33

001 Improvement Report √ √ √

002 Minutes of Supplier

Meetings

√ √ √

003 Departmental Meeting notes √ √

004 Supply Problem Case Study √ √ √

005 Witness Testimony Re

Communications

√ √

006 Supplier review meetings √ √

007 Personal Statement √ √

008 Observation of internal

discussion on deliveries

√ √ √ √

43

Unit: T1 Maintain operational relationships within the supply chain (DX5Y 04)

Performance Requirements, Achievement criteria, Application of knowledge

Notes/Comments

The candidate has worked well to collect evidence from the workplace. The observation in the evidence list showed the candidate directly interfacing with colleagues

in the supply chain and also shows relationships with suppliers in the supply chain in the review process. Further evidence was provided by the candidate in their

personal statement and the results of the case study provided by written questions were incorporated.

The candidate has satisfied the Assessor and Internal Verifier that the performance evidence has been met.

Candidate: C Barlow Date: 25-10-06

Assessor: James Dalrymple Date: 25-10-06

Internal Verifier: Date:

44

5 Further information

What else should I read? The publications listed here provide additional information on how to implement

SVQs. Details of these and other SQA publications are available on our website at

www.sqa.org.uk on the ‗Publications, Sales and Downloads‘ section. They can be

ordered from SQA‘s Customer Contact Centre — telephone 0845 279 1000.

Please note that there may be a charge for some of these publications.

Assessor/Verifier Units: assessment guidance

External Assessment Moderation in National Qualifications and Higher National

Qualifications: a guide for centres

Guide to Assessment and Quality Assurance for Colleges of Further Education

Guide to Assessment and Quality Assurance for Employers and Training

Providers

Arrangements for Candidates with Disabilities and/or Additional Support Needs

in Examinations and Assessments

Quality Assurance Principles, Elements and Criteria

Operational Help Centre

The Operational Guide for Centres has been replaced by the online Operational

Help Centre on www.sqa.org.uk

45

6 Mandatory Units with Assessment Guidance

46

Level 2 Mandatory Units

47

Unit T21 Contribute to operational relationships within the supply chain (DX55 04)

Unit Summary

This Unit shows the need to work together in the supply chain. Therefore this entails

fostering better relationships by communicating effectively and spotting potential

improvements in the supply chain. The improvements identified have to be developed

by collecting information and reporting benefits to colleagues and also by alerting

colleagues to potential problem areas in accordance with the organisational guidance.

Finally, to assist in monitoring processes and building relationships with others in the

supply chain.

Standards

Performance requirements

Outcomes Achievement Criteria

1 Contribute to the maintenance and

improvement of current operational

relationships within the supply chain

a) communications are maintained

effectively

b) possibilities for improving

supply chain processes are

clearly identified

2 Provide information on opportunities to

develop operational relationships within the

supply chain

c) operational relationships could

potentially benefit the supply

chain

d) information on opportunities is

provided to all relevant

colleagues

3 Identify problems with supply chain

relationships

e) problems are clearly identified as

soon as possible

f) colleagues are informed of

problems according to

organisational procedures

4 Assist colleagues to ensure that operational

relationships are suitable for maintaining the

performance of the supply chain

g) supply chain processes are

monitored regularly

h) operational relationships are

conducted in ways that are

mutually beneficial

48

Application of knowledge:

K3) Communication methods and procedures

K7) Database management and monitoring methods and procedures

K14) Information sources on supply chain processes

K22) Organisational objectives and activities

K33) Supply chain management theories, models, and practices

Assessment Guidance

The assessor should ensure the candidate meets all of the performance requirements in

full (Outcomes and Achievement Criteria). The assessor should examine evidence

from the candidate derived from the work environment in the shape of product

evidence, personal statements or reports primarily, but this may be supplemented by

assignments or case studies. Witness statements can be used but this should only be

where a recognised and competent person can verify the candidate‘s competence in

the workplace.

In addition the assessor should assess the knowledge gain of the candidate and test the

knowledge of the candidate in the subjects of this Unit thoroughly in all of the

application of knowledge aspects of the occupational standards. The assessor

achieves this by integrated questions, product evidence, and observation, oral or

written questions.

In Outcome one the candidate has to show their competence in communicating

effectively and contributing to relationships in the supply chain. In addition they

should identify potential improvements in the supply chain. The candidate should

show evidence by product evidence eg emails from suppliers, managers, witness

statements or observation of the candidate communicating with others. Identification

of improvements in relationships can be evidenced by personal reports from the

candidate relating to their workplace.

The second Outcome further develops the improvements by collecting more

information and reporting this information to colleagues. Evidence of this could be

the product evidence of the information collected and reporting this to colleagues by

personal report or formal report (product evidence).

Outcome three deals with problems which may occur with relationships in the Supply

Chain. The candidate is required to identify problems and report to a colleague. The

evidence could be product evidence eg, supplier unable to ship goods and the actions

of the candidate to communicate this to colleagues. This can be done by product

evidence eg e-mail or witness statement by the candidate‘s colleague/manager.

In Outcome four the candidate should show how they monitor performance and relate

to mutual operational relationship building. The candidate‘s evidence could include

product evidence in the form of monitoring carried out by the candidate and a

personal report or witness statement to show how effective they are in building supply

chain relationships.

49

Unit T22 Obtain information on the supply chain (DX6K 04)

Unit Summary

This Unit deals with information to and from the supply chain. It examines the

processes of the supply chain and the information flows; the forming of sources of

data and information from diverse routes then manipulating this data and information

into a relevant analysis format, recording this information and any problems related to

this information. Finally, providing the information to colleagues along with

recommendations.

Standards



1 Identify the processes that comprise

the supply chain

a) procurement, logistics, operations

management, transportation, and

export and import systems are

identified

2 Identify the supplies flowing through

the supply chain

b) specifications and quality of supplies

are clearly identified

3 Obtain information on the supplies

flowing through the supply chain

c) suitable sources of data are accessed

d) information is obtained from the

appropriate colleagues

4 Sort information on the supply chain

e) appropriate sorting methods and

procedures are used

5 Record information ready for analysis

f) relevant information for analysis is

recorded in appropriate systems

6 Identify any problems in obtaining

information on the supply chain

g) problems are clearly identified as soon

as possible

h) colleagues are informed of problems

according to organisational procedures

7 Provide the information to colleagues

when required for analysis

i) information is provided in the

appropriate formats

j) information is provided according to

agreed schedules

8 Recommend options for using storage

locations and facilities

k) appropriate options for the supply

chain are identified

l) alternative storage locations and

facilities are identified

50


K1) Analysis of methods and procedures

K6) Cost and benefit analysis methods and procedures



K24) Performance measurement and benchmarking theories, models, and practices


Assessment Guidance






where a recognised and competent person can verify the candidate‘s competence in

the workplace.



application of knowledge aspects of the standards. The assessor achieves this by

integrated questions, product evidence, and observation, oral or written questions.

The candidate should show awareness of the supply chain as they interact with it and

its processes. Therefore the candidate could provide a personal report giving an

account of their supply chain.

In Outcome two the candidate should show their understanding of specifications and

quality for identifying goods flowing through the supply chain. The evidence could

be product evidence eg, orders, requisitions, complete with supporting statements to

explain the evidence (personal statements).

The third Outcome could be integrated with the previous outcome or carried out

individually. The candidate is required to assess incoming documents then check

them for accuracy and clarity and report to colleagues. The evidence could be derived

from incoming deliveries and matched with associated orders therefore product

evidence and a witness statement from a colleague or personal statement is needed.

Outcomes four and five can be integrated as the evidence is likely to be similar. The

candidate is asked to sort and record information, for example, by prioritising a

morning‘s orders/deliveries and accounting for any discrepancies/priorities that may

have occurred. The evidence for these Outcomes can be collected by observation or

witness testimony.

In Outcome six the candidate should show evidence that they can identify problem

areas and alert these to colleagues. The evidence could be product evidence in the

form of delivery notes which might lead to supplies problems eg, short deliveries, and

51

personal statements/witness testimony or observation to support the reporting to

colleagues.

Outcome seven requires the candidate to show their ability to provide information in

an appropriate format and in accordance with the organisation‘s schedules. This

evidence could include orders (product evidence) and evidence of how these relate to

the scheduled deliveries (product evidence), supported by a personal statement

explaining how these relate to each other.

In the final Outcome the candidate should show they suggest improvements or select

options on the use of storage locations and facilities. They can examine the current

use of storage locations and facilities and produce location plans (produce evidence)

and present a personal report showing the possible options and alternatives available

(personal statement): also showing the benefits of the alternatives.

52


53

Unit T1 Maintain operational relationships within the supply chain (DX5Y 04)

Unit Summary

This Unit examines the relationships within the Supply Chain. These interactions

need to be maintained and developed as the first outcome identifies them; whereas

opportunity to develop these relations is the subject of outcome two.

When problems occur then these need to be dealt with in an effective way. Finally,

the ways that these communications are monitored for mutual benefit to all parties in

the supply chain.

Standards



1 Maintain and improve current operational


a) communications are maintained and

improved

b) options to improve supply chain

processes are clearly identified

2 Recommend opportunities to develop

operational relationships within the

supply chain


potentially benefit the supply chain


provided to all relevant colleagues


relationships


soon as possible

f) colleagues are informed of problems

according to organisational

procedures

4 Ensure operational relationships are

suitable for maintaining the performance

of the supply chain


monitored regularly


conducted in ways that are mutually

beneficial







54

Assessment Guidance






used where a recognised and competent person can verify the candidate‘s competence

in the workplace.





In Outcome one the candidate should show competence in communicating with others

in the supply chain. Therefore this will include dialogue or communication with

others, eg, the users, suppliers and colleagues. This evidence can be product evidence

eg, e-mails, reports, correspondence, supported by a witness statement from a line

manager or an observation in the work place.

In Outcome two the candidate is required to show competence in identifying

improvements and to make a recommendation. The evidence could be in the form of

a personal report based on their observations in the work place. This could be

integrated with Outcome three thereby producing a report which matches with the

Outcomes and achievement criteria of both.

The final Outcome discusses the monitoring and maintaining of relationships. The

evidence of this interaction would include points of communications (meetings,

discussions, dialogues) with product evidence and observations or a witness statement

from the candidate‘s line manager.

55

Unit T2 Analyse information on the supply chain (DX4X 04)

Unit Summary

This Unit is about the use of analysis in the supply chain. The candidate is to select a

target and collect data on the target area. The candidate should then analyse the data

to produce results. In addition the candidate should identify any problems emanating

from the data they have analysed before solving these issues. The last part is to

present the information to colleagues in an appropriate format.

Standards



1 Specify the purpose of the analysis

a) confirmation is obtained from


2 Collate and prepare data for the analysis b) suitable sources of data are accessed

c) relevant data for the analysis are

sorted and collated

3 Analyse data on the organisation‘s

supply chain

d) appropriate analysis methods and

procedures are used

e) results are discussed with all

relevant colleagues

4 Use analysis procedures and techniques

that are appropriate to the information

required

f) results are provided according to

agreed schedules

g) key findings are clearly identified

5 Identify any problems with the supply

chain

h) problems are clearly identified as

soon as possible

i) colleagues are informed of problems


procedures


colleagues

j) information is provided to all

relevant colleagues

56


K1) Analysis methods and procedures





Assessment Guidance







in the workplace.





The candidate is required to show competence in collating, analysing and providing

information to others.

In Outcome one the candidate should define and identify the purpose of the analysis

with colleagues. Therefore the evidence is to select an appropriate subject of the

analysis; the evidence would include discussions with colleagues eg, minutes of

meetings etc. in the form of product evidence or by means of observation.

For Outcome two the candidate is to collate and prepare data, for example, Pareto

Analysis of current vendors showing the value of business spent with each. The

results could be discussed with colleagues to verify the results. The evidence would

be compiled from a variety of sources depending on the organisation they are

employed in and relative to the scale of the supply chain eg in a complex supply chain

like a local authority there is ample choice of data. However in smaller organisations

with more simple supply chains then the choice of data may be more constrained.

In Outcome three the candidate should analyse the data they have collected and

produce results of their findings. These are then passed to colleagues. The evidence is

the calculations and analysis therefore product evidence (the results) and an

explanation of the results could be circulated to colleagues, which is again product

evidence. This could be supplemented by a witness testimony by the colleagues.

There is an opportunity to integrate Outcomes four, five and six to provide a

composite report based on all of these Units and this would be product evidence. This

57

report should include the key results, along with any problems (and solutions) relating

to the analysis.

The final report would formalise a report to colleagues and provide product evidence.

This could be supplemented with a personal statement, witness statement or

observation to confirm colleagues‘ responses.

58

Unit T3 Apply improvements to the supply chain (DX50 04)

Unit Summary

The main purpose of this Unit is to enable the candidate to add value by improving a

process, service or activity. The candidate is required to acquire information on their

improvement. This could be drawn from any aspect of the supply chain then the

candidate should plan how the improvement should be implemented in line with the

organisation‘s requirements. The candidate is then required to collate and prepare the

appropriate data and analyse it to produce a set of results. These results are discussed

with colleagues to verify their usefulness. Any problems with these results are

identified and solutions found. Finally the finished results are presented to relevant

people in an appropriate form.

Standards




improvements being introduced to the

supply chain

a) information is obtained from the


2 Apply improvements to the supply chain

according to the implementation plan

b) plans are implemented wherever

possible

c) colleagues are consulted on their

views

3 Comply with procedures for monitoring

the supply chain

d) supply chain management systems

are used

e) legal and organisational

requirements are complied with

4 Collate and prepare data on the impact

of improvements to the supply chain

f) suitable sources of data are

accessed

g) relevant data for the analysis are

sorted and collated

5 Analyse data on the impact of

improvements to the supply chain

h) appropriate analysis methods and

procedures are used

i) results are discussed with all

relevant colleagues

6 Identify problems relating to the

application of the improvements to the

supply chain

j) problems are clearly identified as

soon as possible

k) colleagues are informed of



59

7 Provide feedback on the application

of the improvements to the supply

chain

l) information is provided to all relevant

colleagues

m) issues that have an impact on the

organisation‘s effectiveness are clearly

expressed


K2) Change management theories, models, and practices


K25) Planning methods and procedures

K29) Quality management theories, models, and practices


Assessment Guidance







in the workplace.





The main purpose of this Unit is to enable the candidate to gain exposure to

improvement techniques.

The first Outcome is a discussion with appropriate colleagues eg, line manager, team

leader, to select an area of the supply chain which needs some improvement.

Potential areas might include goods inwards operations, supplier performance,

sourcing issues, deliveries, store locations and contracts. The evidence is the decision

making process of selecting an appropriate subject, therefore records of the dialogue,

meetings, e-mails etc., will act as product evidence to show the candidate‘s

involvement in this process.

Outcome Two is about creating a plan of action. The evidence is the implementation

plan eg, what needs to be done and the timescales involved and this would be product

evidence along with the discussions with colleagues needed to form the

implementation plan. These could be acquired by witness statements, observation or

product evidence in the form of minutes, records or e-mails.

60

Outcome three is a check on the compliance of the implementation plan to the

organisational monitoring systems as well as for legal requirements. The candidate

has to show how they have complied with all of these needs by creating a personal

report explaining how they have complied with these quoting the relevant

organisational monitoring systems and legal requirements.

Outcomes four and five have an opportunity to produce an integrated result. In

Outcome four the candidate has to collate and prepare data to support their chosen

improvement. The principle evidence will be the collection of the data and forming it

into a usable style. This could be in the form of a table or graph as product evidence.

The next Outcome, five, is to analyse this data and this has to be discussed with

colleagues. A report showing the results along with some analysis would be a way to

show the results in an appropriate form. This report would be product evidence and

the discussions with colleagues could also take the form of product evidence eg,

emails, observation or witness statement.

In Outcome six the results from the previous outcomes creates an opportunity to

review and revisit the results to date and solve any problems that may have arisen.

Therefore, this Outcome would provide some product evidence in the solution of

potential problems, or a personal statement to explain what discussions/problems were

experienced at this stage.

Outcome seven is the final report and the implementation of the improvements and

subsequent results, eg, how successful it was in practice. Evidence will be the results

and feedback from others involved. This could take the form of a personal report and

product evidence eg, the results and witness statements or an observation.

61


62

M1 Develop operational relationships within the supply chain (DX59 04)

Unit Summary

In this Unit - Develop operational relationships within the supply chain, you are

required to show how you evaluate current relationships in the supply chain and also

how you maintain these relationships. You are also shown the risks and benefits of

developing relationships in the supply chain. In addition it shows how you resolve any

problems which may arise from these relationships and finally how to ensure these

operational relationships are maintained.

Standards



1 Evaluate current operational


a) suitable sources of information are

accessed

b) all relevant information is considered

c) appropriate evaluation processes are

used

d) colleagues are consulted on their

views

2 Maintain and improve current


supply chain

e) communications are maintained and

improved

f) supply chain processes are conducted

in ways that are mutually beneficial to

all stakeholders

3 Explore the benefits and risks of

developing operational relationships

within the supply chain

g) factors affecting the supply chain are

clearly identified

h) benefits and risks are fully analysed

4 Develop operational relationships that

improve the performance of the supply

chain

i) improvements to the supply chain are

clearly identified

j) organisational objectives can be

achieved more effectively

5 Resolve problems with operational

relationships

k) problems are clearly identified as

soon as possible

l) problems are resolved in a way that

minimises disruption to the supply

chain


maintained

m) supply chain relationships are

monitored regularly

n) communication methods are used

effectively

63





K8) Evaluation methods and procedures

K13) Industry-specific networks and sources of information


K18) Market research methods and procedures



Assessment Guidance







in the workplace.





The Unit is primarily an examination of the complex interactions that occur in the

supply chain. Therefore the first stage is to look at the current relationships that exist.

As a result the candidate should show competence by evaluating a range of the

sources of information which relate to supply chain and how this is related to various

people. An example of the sources of information is an order from a customer and to

follow it through the various stages to completion. Also to see how this causes

interaction between the various departments and people.

In the second Outcome the candidate should show how communications are used to

relate to the flow of goods through the supply chain to the customer. Evidence could

be an explanation of how this happens in practice and how this affects the service to

the customer.

In the third Outcome the candidate should show competence in understanding the

risks and benefits. This means awareness of potential risk areas and the value of

potential benefits. An example of the risks might be looking at a new vendor and

assessing the risks and to contrast this with a known vendor. The benefits can be

expressed in some monetary way to explain how the value of the benefit eg, a

reduction in a delivery time and how this cost saving benefits the customer.

In Outcome four the assessor should require evidence from the candidate that they

have identified improvements in the supply chain and relate those to the objectives or

64

goals of the organisation. This could be an analysis of an operation and suggestions

for improvements. The candidate should show how these improvements relate to the

overall goals of the organisation therefore some statement of what the organisational

goals or objectives are should be present in the evidence. A minimum of two

improvements should be presented to the assessor.

In Outcome five the issue is one of disruptions in supply and the problems which

ensue. The assessor should look for information from the candidate that shows their

competence in identifying problems and resolving them. The product of this could be

a personal report and supporting evidence showing how the candidate became aware

of the problem (eg, a late delivery) and then dealt with the issue successfully. A

minimum of 2 problems should be presented to the assessor.

The sixth Outcome deals with monitoring of supply chain relationships and how these

are communicated to others. The evidence collected from the candidate to show

competence might include an explanation of how they monitor deviations in supplies

eg, late deliveries from all suppliers, then how this can be formalised and

communicated as a monthly report for other departments.

65

Unit M2 Evaluate information on the supply chain (DX5H 04)

Unit Summary

In this Unit you should be able to obtain information on the supply chain and

additionally identify the critical factors that affect the supply chain. To achieve this

you should be able to evaluate information from relevant sources and identify

potential problems requiring immediate actions. You should also be able to ensure

the results you evaluated provide a way to improve the performance of the supply

chain. Finally you should provide the results of the evaluation to colleagues.

Standards



1 Obtain information on the supply chain

a) suitable sources of information

are accessed

b) colleagues are consulted on their

views

2 Identify the critical factors that affect the

supply chain

c) benefits and risks are fully

analysed

d) resource implications are clearly

identified

3 Evaluate information on the supply chain

e) all relevant information is

considered

f) appropriate evaluation processes

are used

4 Identify any problems that require

immediate action

g) problems are clearly identified

as soon as possible

h) problems are resolved in a way

that minimises disruption to the

supply chain

5 Ensure the results of the evaluation are

provided in a way that helps to improve the


i) results of the evaluation are

relevant to the organisation and

the supply chain

6 Provide the results of the evaluation to

colleagues

j) results are effectively presented

at the appropriate time and place

k) results are discussed with all

relevant colleagues

66



K11) Financial analysis methods and procedures




K26) Presentation theories, models, and practices



Assessment Guidance







in the workplace.





The Unit deals with the acquisition of information used in the supply chain and what

that information is used for and how it is distributed to relevant people in the effective

supply chain operation. Finally forming and reporting this information in a

managerial style to colleagues/managers.

An example could be a report created by the candidate where they collected

information on an operational problem eg, congestion in loading/delivery or

environmental waste.

Therefore the first requirement is to discuss with colleagues etc., and collect base

information from various sources eg, journals, newspapers, internet sites. In addition

collect relevant information or data from the supply chain in their organisation.

Thereby creating a balanced view between their own organisation and the wider

information available elsewhere. Therefore Outcome one is the evidence from the

information (product evidence) and transcripts of dialogue with others which will also

be product evidence.

In Outcome two and three, the candidate analyses the information collected in the

previous Outcome and develops an analysis of the risks and benefits. Therefore this

will entail forming graphs, tables of data, risk assessments and detailed plans of

resources which are needed to show how they have perceived the issue whilst also

67

prioritising the information collected in terms of their relevance to the task in hand

and evaluating their value in the work they are engaged in eg, the report.

Outcome four is to problem solve the information to date: - is there enough; is it

relevant; can it stand up to scrutiny by others; is it robust? In all cases it is a review

and another chance to review before writing further. The result may involve

amending the information assembled, replacing more relevant information and

dealing with omissions or additional graphs.

Outcome five is the forming of the final report which should show how the candidate

has formed solutions based on information they have acquired. As it is a managerial

report it should be created in an appropriate style and be supported by the data,

graphs, tables etc.

Outcome six involves presenting this report to colleagues and managers at an

appropriate opportunity eg, monthly meeting. The candidate‘s evidence should

include the final report and the feedback from the report from the assembled group as

well as any further actions taken at the meeting eg, minutes of the meeting.

68

Unit M3 Propose improvements to the supply chain (DX6Y 04)

Unit Summary

The purpose of this Unit is to instigate an improvement in effectiveness of the supply

chain. This is achieved by examining the current operation and practices, reviewing

these and seeking improvements in them. From the review, potential areas which

could be improved would be identified and also the potential value of those

improvements to the overall performance. The Unit then examines the ways this

improvement can be evaluated in terms of practicality, feasibility and delivery eg,

performance added. Before progressing further the improvement needs an assessment

of the cost/benefit and risk assessment to the organisation.

Standards



1 Review the current performance of the

supply chain


accessed

b) all relevant information is considered


views

2 Identify potential improvements to the

supply chain

d) improvements to the supply chain are

clearly identified

e) organisational objectives can be


f) improvements to costs, service levels,

quality, and timescales are identified

3 Explore methods to improve the

supply chain

g) methods are capable of delivering the

improvements

h) methods are feasible and practicable

4 Assess the costs, benefits, and risks in

introducing improvements to the

supply chain

i) costs and timescales are clearly

identified

j) benefits and risks are fully analysed

k) risks that are identified are realistic

and significant to the organisation

5 Recommend improvements to the

supply chain

l) recommendations contain clear

indications of the actions that are

required

m) recommendations are feasible

69









Assessment Guidance







in the workplace.





The main characteristic of this Unit is improvement. There is a series of stages and

the candidate needs to show competence in all of the stages through to a final

recommendation report which summarises and collates all of the previous stages.

The first stage is the subject of Outcome one. This is to review current performance,

vendor performances, lead times and customer engagement.

Reviewing these can be evidenced by statistical data showing performance, regular

monitoring measures eg, budgets, savings etc; also dialogue with users and

colleagues. The result should be an understanding of how improvements are possible.

Outcome two is to crystallise this into forming clear areas where improvements can be

made. Therefore the candidate should show evidence of how they selected their area

of improvement and support this with evidence eg, outline proposals. However there

is an opportunity for integration with Outcome three at this point. Therefore a

composite report consolidating both the identification (Outcome 2) and the evaluation

(Outcome 3), thereby including the practicality and feasibility of the ideas for

improvements whilst also incorporating the ―deliverable‖, eg, what the benefits might

be and for whom.

Outcome four is the justification stage where the candidate has produced robust

outline costs, risk assessment, identifying any potential problems and their solutions,

plan of action and timescales, clear benefits and rationale to support the improvement

to managers.

70

Finally Outcome five is the recommendation and could be evidenced by the

candidate‘s report of the whole process with a balanced recommendation to

appropriate management. However at all stages the candidate needs supporting

evidence of the process. This could be in a personal report, witness statements, or

product evidence. Observation may also be possible.

71

Unit M4 Introduce improvements to the supply chain (DX5W 04)

Unit Summary

This Unit is about identifying, planning and executing improvements and the

confirmation of the improvement plan is approved and an implementation plan is

established. The implementation plan should identify the details and the timescales.

Also any relevant costs or estimates related to the improvement plan. The plan is

presented to colleagues involved along with a supporting rationale. The improvement

is then actioned with monitoring of progress and achieving the agreed timescales to

meet the objectives of the organisation. Any problems or difficulties are identified

and amicably resolved with a minimum of disruption. Finally you have to gain

commitment from your colleagues and have discussions about any issues raised

during the implementation.

Standards



1 Confirm the improvements to the

supply chain that need to be introduced

a) improvements achieve the

requirements of the supply chain

strategy of the organisation

2 Establish an implementation plan to

introduce improvements to the supply

chain

b) plans are feasible

c) plans contain a sufficient level of detail

on timescale and costs

3 Inform colleagues about the


d) information is provided to all relevant

colleagues

e) a rationale for the improvements is

provided to colleagues

4 Ensure the improvements to the supply

chain are effective

f) improvements are monitored

appropriately

g) organisational objectives can be


5 Resolve problems relating to the

introduction of the improvements to

the supply chain

h) problems are clearly identified as soon

as possible

i) problems are resolved in a way that


chain

j) difficulties in resolving problems are

discussed with colleagues

72

6 Gain the commitment of colleagues to

implementing the improvements to the supply

chain

k) colleagues are consulted on

their views

l) concerns and issues raised by

colleagues are discussed








Assessment Guidance







in the workplace.





The first Outcome is to establish an improvement which will contribute to the

operational effectiveness of the supply chain and match with the objectives of the

organisation. This evidence would include how the candidate established the need for

improvements eg, by seeing a performance target is being missed frequently or

current suppliers are no longer matching with the requirements. In addition this need

has to be correlated to the organisation‘s objectives with supporting evidence on how

this was done

In Outcome two the candidate should create an outline implementation plan. This

plan should have details as follows:-

a) Timescales d) Benefits

b) Costs e) Monitoring Mechanisms

c) Purpose f) Reporting lines

In addition the candidate should provide a supporting rationale. This evidence could

be provided as a personal report and the implementation as product evidence.

73

For Outcome three the candidate‘s outline plan is discussed with colleagues and the

evidence would be the product evidence of this dialogue. In collecting evidence for

Outcome four the candidate must show how they have monitored the implementation

plan. This could be a PERT or GANNT chart or a similar project management

program reporting tool. The candidate should show this monitoring in several stages

as the implementation plan progresses to show how effective it has been.

For Outcome five the candidate needs to show that any problems in the improvement

plan have been dealt with in an effective manner. The evidence could be in the form

of a witness statement associated with problems resolved and product evidence to

support this, in the form of meetings or dialogue with affected parties.

Finally Outcome six requires the candidate to show how well they managed their

colleagues (and others) in the implementation. The product evidence could be in the

form of dialogue or meetings where the implementation was discussed and a

reflective personal report by the candidate on how the implementation was managed

and any learning points they gained.

74

Unit B6 Provide Leadership in your area of responsibility (DR75 04)

Note for Assessors

This Unit is a Management Unit and as such does not follow the same layout and

context of the previous Units. The principle difference is in the evidence

requirements. In the Management Units the evidence requirements include:

Outcomes of Effective Performance

Behaviours which Underpin Effective Performance

Knowledge and Understanding – General knowledge and Understanding

– Industry/Sector Specific Knowledge

– Context Specific Knowledge and

Understanding

All of these have to be complied with in full to complete this Unit. Therefore

assessors should ensure the candidate is fully aware of these differences. The assessor

should ensure the evidence for these Units will need comprehensive changes to the

assessment plan etc.

However, there are opportunities to integrate Outcomes, behaviours and contextual

knowledge and understanding.

In addition to these differences assessors should examine the assessment strategy for

the management Units as there are issues of currency, consistency, authenticity and

sufficiency which need to be addressed in the evidence of this award.

Unit Summary

This Unit is primarily about providing effective leadership to those around you as a

manager. This entails developing effective plans and setting objectives in your team

then communicating this to the members and resolving any issues that may arise.

Also creating a culture of innovation, creativity and encouragement for the team

members/colleagues and in addition, recognising a need to develop management

styles to adapt to changing environments. In all of these aspects there is a

requirement to communicate, listen and give support and advice as required and also

to give encouragement and empower/develop others. Finally to give meaningful

feedback that leads to performance improvement.

75

Standards


1 Create a vision of where your area is

going and clearly and enthusiastically

communicate it, together with supportive

objectives and operational plans, to the

people working within your area.

7 Give people in your area support and

advice when they need it especially during

periods of setback and change.

2 Ensure that people working within your

area understand and can see how the

vision, objectives and operational plans

link to the vision and objectives of the

overall organisation.

8 Motivate and support people in your area to

achieve their work and development

objectives and provide recognition when

they are successful.

3 Steer your area successfully through

difficulties and challenges, including

conflict within the area.

9 Empower people in your area to develop

their own ways of working and take their

own decisions within agreed boundaries.

4 Create and maintain a culture within your

area which encourages and recognises

creativity and innovation

10 Encourage people to give a lead in their

own areas of expertise and show

willingness to follow this lead.

5 Develop a range of leadership styles and

select and apply them to appropriate

situations and people.

11 Win, through your performance, the trust

and support of people within your area for

your leadership and get regular feedback on

your performance.

6 Communicate regularly, making

effective use of a range of different

communication methods, with all the

people working within your area and

show that you listen to what they say.


1 You articulate a vision that generates

excitement, enthusiasm and commitment

7 You make time available to support others

2 You create a sense of common purpose 8 You show integrity, fairness and

consistency in decision-making

3 You take personal responsibility for

making things happen

9 You seek to understand people‘s needs and

motivations

4 You make complex things simple for the

benefit of others.

10 You model behaviour that shows respect,

helpfulness and co-operation

5 You encourage and support others to take

decisions autonomously

11 You encourage and support others to make

the best use of their abilities

6 You act within the limits of your

authority

76

Knowledge and Understanding

General knowledge and understanding

Industry/sector specific knowledge and

understanding

1 The fundamental differences between

management and leadership.

1 Leadership styles common in the

industry/sector.

2 How to create a compelling vision for an

area of responsibility.

2 Legal, regulatory and ethical requirements

in the industry/sector.

3 How to select and successfully apply

different methods for communicating

with people across an area of

responsibility.

Context specific knowledge and understanding

4 A range of different leadership styles and

how to select and apply these to different


1 Your own values, motivations and

emotions.

5 How to get and make use of feedback

from people on your leadership

performance.

2 Your own strengths and limitations in the

leadership role.

6 Types of difficulties and challenges that

may arise, including conflict within the

area, and ways of identifying and

overcoming them.

3 The strengths, limitations and potential of

people that you lead.

7 The benefits of and how to create and

maintain a culture which encourages and

recognises creativity and innovation.

4 Your own role, responsibilities and level of

power.

8 The importance of encouraging others to

take the lead and ways in which this can

be achieved.

5 The vision and objectives of the overall

organisation.

9 How to empower people effectively. 6 The vision, objectives, culture and

operational plans for your area of

responsibility.


different methods for encouraging,

motivating and supporting people and

recognising achievement.

7 Types of support and advice that people are

likely to need and how to respond to these.

8 Leadership styles used across the

organisation.

77

Assessment Guidance

The assessor should ensure the candidate meets all of the performance requirements

in full (Outcomes of Effective Performance, Behaviours which Underpin Effective

Performance and Knowledge and Understanding). The assessor should examine

evidence from the candidate derived from the work environment in the shape of

product evidence, personal statements or reports primarily, but this may be

supplemented by assignments or case studies. Witness statements can be used but this

should only be used where a recognised and competent person can verify the

candidate‘s competence in the workplace.

In addition the assessor should assess the knowledge gain of the candidate and test

their knowledge in the subjects of this Unit thoroughly in all of the application of

knowledge and understanding aspects of the standards. The assessor achieves this by

means of integrated questions, product evidence, and observation, oral or written

questions.

In assessing this Unit the candidate should show competence through the outcomes,

behaviours and contextualised knowledge and understanding. There are opportunities

for integration in these three elements.

The first Outcome deals with the operational plans and supportive objectives and how

these are communicated for the candidate‘s team. Therefore this could be done by

observation or by product evidence and a supporting witness testimony. There is

opportunity for integration with Outcome two as similar evidence could be similarly

acquired.

In Outcome three there is a need to show competence in dealing with challenges and

conflicts. The evidence for this could be derived samples of challenges/conflicts dealt

with by the candidate in the form of a personal report or a case study.

Outcome four requires the candidate to show competence in creating a culture which

fosters environment, innovation and creativity. The evidence could include personal

reports, witness testimony and the use of case study material.

Outcome five shows how the candidate has developed various leadership styles and

can adapt them to suit various solutions. For this Outcome the evidence could be

drawn from experiences of the candidate as personal report, witness testimony and

observation.

In Outcome six, communication is the key element therefore the candidate needs to

show competence in various communication methods and including feedback from

recipients. Observation at several meetings may be possible. Alternatively it might

be product evidence from various sources with appropriate feedback. Witness

testimony could also be used to show feedback. Outcomes 7, 8, 9 and 10 have

opportunities for integration.

Outcome seven requires the candidate to show they have a capacity to provide support

and advice in challenging or changing times. For this Outcome the evidence could be

78

drawn from experiences resulting in a personal report or observations/witness

testimony.

In Outcome eight the candidate needs to show their competence in the

motivation/support of others as they achieve their objectives. The evidence could be

collected by observation or by personal reports to show how they have achieved this.

In Outcome nine the candidate needs to show how they have empowered their team,

leading to the team making some of their decisions autonomously. The evidence

could take the form of witness testimony from team members or a personal report by

the candidate to explain how they achieved this.

Outcome ten asks the candidate to demonstrate their competence in encouraging

expertise in others by leading. The candidate could evidence their skills by

observation, witness testimony or by a personal report of the actions taken.

The final Outcome asks the candidate to show their performance based on the

leadership and provide evidence of regular feedback to reflect their performance.

79


80

Unit S1 Develop a supply chain strategy for the organisation (DX57 04)

Unit Summary

This Unit examines supply chain strategy and its development in an organisation. The

candidate identifies the organisation‘s objectives and strategies for achieving them.

The candidate is then required to review the current supply chain strategy and how it

helps to deliver other strategies associated in other organisations. After this review a

more detailed and external view of impacts to the strategy from other elements eg,

supply markets is completed. Once this analysis is completed the candidate examines

the opportunities which may be presented in the analysis for adding

value/improvements. All of the previous analysis is then compiled to form a supply

chain strategy which will more effectively achieve the organisation‘s objectives. In

compiling this strategy the candidate should identify any potential obstacles and seek

to placate this and produce supporting rationale to support their strategy. The final

strategy is then presented to the affected parties and commitment gained from them

before communicating to the rest of the organisation.

Standards



1 Identify the organisation‘s objectives and

its strategies for achieving them

a) colleagues are consulted on the

organisation‘s objectives and

strategies

2 Review the current supply chain strategy

and how it helps to deliver other

organisational strategies

b) relevant evaluations are

undertaken

c) results of the evaluations are

considered

d) views of all relevant colleagues

and stakeholders are obtained

3 Review all factors that are relevant to the

development of the supply chain strategy

e) market, economic, social, and

political environments are taken

into account

f) realistic forecasts of conditions

and trends are produced

4 Explore opportunities that will add value

to the organisation

g) opportunities are identified and

fully investigated

h) benefits and risks are fully

evaluated

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5 Establish a supply chain strategy that

will make the organisation more

effective in achieving its objectives


clearly identified

j) supply chain strategy is feasible and

capable of being implemented by the

organisation

k) organisational strategic objectives can

be achieved more effectively

6 Identify obstacles to the development

of the supply chain strategy and

explore methods for overcoming them

l) obstacles are clearly identified as soon

as possible

m) methods for overcoming obstacles are

explored with all relevant people

7 Provide a rationale for the supply

chain strategy

n) stakeholders are provided with

sufficient information to understand

the reasoning behind the supply chain

strategy

o) supply chain strategy can be promoted

and defended by others

8 Gain the commitment of stakeholders

and colleagues to implement the

supply chain strategy

p) stakeholders and colleagues are

consulted on their views

q) presentations are made to all relevant

stakeholders and colleagues

9 Implement appropriate communication

methods to provide the organisation

with information on the supply chain

strategy

r) communication methods within the

organisation are used effectively

s) all relevant people are kept informed

of developments in the supply chain

strategy






K16) Legal and regulatory requirements

K23) Organisational strategic aims and objectives




K30) Risk analysis methods and procedures

K31) Stakeholder management methods and procedures


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Assessment Guidance

Note for Level 5 candidates and assessors.


This award does entail evidence which may contain commercial details eg prices.

It is essential that the candidate and their organisation know when any documents are

viewed and by whom and that the assessor, internal verifier and the external verifier

has no commercial interest in the evidence provided.

The assessor should discuss with the candidate any commercially sensitive material

they have which will be assessed externally eg off site. If it is essential evidence then

some sanitising eg company names, prices, might be possible whilst maintaining the


When in the custody of the assessor it is essential that the candidate‘s material is

accessed only by a limited amount of people (IV & EV) and secured at all times. It

will be the responsibility of the centre to control access and safe custody of all

assessment materials in their care until they are returned to the candidate. It might be

prudent to have a written statement to protect both parties from possible conflicts in

the future. Also the employer should give authority to access the assessment material

to the assessor etc.

This Unit is about reviewing and developing an effective strategy for the candidate‘s

organisation therefore the candidate should seek approval from the organisation to

gain access to appropriate information which may be confidential in nature.







in the workplace.





The Unit requires the candidate to review an existing supply chain strategy and re-

engineer it to make it more effective. This requires an in-depth analysis of the current

supply chain operation and the external mechanisms which impact upon it and then to

look at potential opportunities which may exist and formalise this into a new supply

chain strategy

Therefore the candidate needs to show a clear understanding of supply chain strategy

in their organisation before attempting this Unit. The assessor should ensure the

candidate is amply prepared for this Unit.

83

eg The assessor should establish the following:

Does the candidate have sufficient work experience to achieve this

qualification?

Does their role allow access to this level of information in their

organisation?

Have they completed a qualification at Level 3 or similar?

Does the candidate have a record of achievement at this level or similar?

Similarly there is a need for an assessor with experience at this level eg experience of

strategy and management at this level ideally with qualifications at this level or

higher.

In order to support the candidate and facilitate the award, a centre should consider

their resources they have available eg a base of supporting material to enable the

candidate to gain the knowledge at this level.

The first Outcome involves the candidate identifying the organisational objectives and

strategies. The candidate may source this information within the resources of the

organisation and consult with those involved with these in the organisation. Therefore

the candidate could provide product evidence and a supported statement to explain the

objectives and strategies. Also a personal report to show discussion with colleagues

or alternatively minutes of a meeting which discussed this would be product evidence.

In the second Outcome the subject is to review the current strategy and how it

interacts with the rest of the other strategies in other parts of the organisation. The

evidence should include an explanation of the evaluations undertaken and the results.

This could be a personal statement or production of a report. Also discussions with

the candidate‘s colleagues and this could be achieved again in the form of minutes of

a meeting, communications or a personal statement summarising the discussions.

Outcome three is to examine the external factors which might affect the strategy. The

candidate needs to show evidence that they have researched the external markets

including potential trends and forecasts. Therefore the evidence could be drawn from

various sources and methods and collated into a report or similar form as product

evidence.

In Outcome four the candidate needs to show they are capable of seeking out

opportunities and investigating these whilst also refining these to evaluate the possible

benefits and risks. The evidence would be a written report or personal statement by

the candidate to show how they have demonstrated these skills.

Outcome five requires the candidate to create a supply chain strategy to effectively

meet their organisation‘s objectives. This report should be based on the preceding

analysis in outcomes one to four. It should include what improvements are sought,

how feasible and practical they may be and a clear indicator of how this will achieve

the organisational objectives. The scope of this report should be fairly wide reaching

as it affects the organisation both internally and externally, eg, Supply Markets.

84

Outcomes six and seven can be integrated with Outcome five as they deal with

potential obstacles and their solutions.

Outcome seven is the rationale which supports the supply chain strategy and this

should explain the reasons for the supply chain strategy and for promoting the strategy

to colleagues/other affected parties.

Therefore Outcomes five, six and seven have potential integration but could be done

individually. The evidence would be in a written report and supporting

documentation as product evidence.

Outcome eight suggests the candidate should present this to relevant stakeholders or

colleagues to gain their commitment to implement and to also seek feedback. The

evidence might include the presentation material, eg, OHPs, supporting documents all

as product evidence and supported by a witness statement or personal statement to

substantiate the evidence.

Outcome nine is about communicating the final strategy to the relevant people

involved in the supply chain in the organisation. This could be achieved by team

briefs, direct communication, eg, email, posting or an intranet or company site. The

candidate should provide evidence that the strategy has reached its target population

and show it has been effective by giving feedback. Also the candidate should provide

a personal statement to show how they chose the channels of communication used and

how they judged their effectiveness.

85

Unit S2 Establish strategic relationships within the supply chain (DX5A 04)

Unit Summary

This Unit examines the relationship which makes the supply chain function. This

starts with an analysis of the current range of strategic relations which currently occur

in the supply chain and how effective these are. Then seeking out new opportunities

where these strategic relationships could be identified and investigated. If these are

shown to be well founded look at the broader aspects of the impact elsewhere in the

supply chain, leading to an analysis of the potential benefits and an assessment of the

risks presented. The impact of the new strategic relationships has to be assessed by

the stakeholders‘ views and that of colleagues or affected parties. The result should

be the establishment of new strategic relationships for the organisation which should

contribute to the organisational strategic goals and improved performance.

Finally the development of strategic relationships should involve the stakeholders and

colleagues maintaining these. In the event of a problem with these strategic

relationships the matter should be effectively identified and resolved by efficient

communications which will maintain these relationships.

Standards



1 Review the effectiveness of current

strategic relationships within the supply

chain

a) results of all relevant evaluations

are considered

b) views of all relevant colleagues

and stakeholders are obtained

2 Identify opportunities for establishing

new strategic relationships within the

supply chain

c) networks are utilised to provide

opportunities

d) opportunities are identified and

fully investigated


establishing new strategic relationships




into account

f) benefits and risks are fully

evaluated

4 Assess the impact of new relationships on

existing strategic relationships within the

supply chain

g) views of stakeholders are taken

fully into account

h) colleagues are consulted on their

views

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5 Establish strategic relationships

that improve the performance of

the supply chain


clearly identified

j) organisational strategic objectives can be


6 Ensure existing strategic

relationships are developed and

maintained

k) stakeholders and colleagues are

encouraged to develop and maintain

supply chain relationships

l) problems affecting existing supply chain

relationships are clearly identified and

resolved

m) communication methods within the







K20) Networking methods and procedures







Assessment Guidance





viewed and by whom and also that the assessor, internal verifier and the external

verifier has no commercial interest in the evidence provided.








assessment materials in their care until they are returned to the candidate.

87

It might be prudent to have a written statement to protect both parties from possible

conflicts in the future. Also the employer should give authority to access the

assessment material to the assessor etc.

This Unit is about reviewing and developing an effective strategy for the candidate‘s

organisation therefore the candidate should seek approval from the organisation to

gain access to appropriate information which may be confidential in nature.




evidence, personal statements or reports primarily, but may be supplemented by



in the workplace.





In this Unit there is an emphasis on the developing and maintaining of strategic

relationships in the supply chain. The candidate is required to know how strategic

relationships are formed and maintained.

In Outcome one the candidate needs to show a competence in evaluating the current

strategic relationships in the organisation. The evidence of this can be obtained by

several means, personal statement, and product evidence eg, minutes of meetings,

witness statement.

In Outcome two the candidate is expected to show a full understanding of the

available networks inside and outside their organisation. In addition this outcome

needs the candidate to show practical application of creative, innovative and

entrepreneurial approach to seeking out opportunities for their organisation. Once

these opportunities are identified and investigated an outline of each is established.

The product of this outcome is the utilisation of the existing networks and the

evidence could be personal statements of encounters, formalised meetings eg, minutes

of the meeting is product evidence and witness statements from attendees. The

opportunities created in forming new strategic relationships by the candidate is

product evidence in the form of a series of opportunity outlines including the

investigations undertaken, methods used and rationale to support each opportunity.

Outcome three builds on the previous Outcome by examining the wider aspects of the

opportunities presented by considering analysis of the commercial environment

supply markets, socio-economic elements, political issues, sustainability and

corporate social responsibility etc. The product of this analysis, along with the

products of the outcome should be a more comprehensive strategic relationship report

for each of the opportunities including the potential benefits and an assessment of any

risks along with a strategy to control the risks. Therefore the product of this outcome

is the analysis and subsequent reporting; this will be hard copies of supporting

88

evidence, reporting the analysis and business report and will all be product evidence

with a possible use of a personal statement to suggest the methods used in the

analysis.

Outcome four is the buy-in process of gaining support from stakeholders and

colleagues to assess the impact of the presented opportunities. Therefore presenting

information and feedback from the other parties is a clear evidence requirement.

Product evidence of the presentation, supported by witness statements or personal

statements related to the feedback of the others affected could be used.

In Outcome five the candidate needs to show the results of their previous outcomes by

measuring the improvements emanating from the new strategic relationships formed.

The evidence would be product evidence of the ‗before‘ and ‗after‘ situation along

with the monitoring methods used and a personal statement from the candidate to

show how the results relate to the strategic objectives of the organisation.

Outcome six presents the candidate with a view of how the organisation should

develop and how to maintain them for their current strategic relationships. The

preceding five outcomes are principally about creating better strategic relationships,

the final part is to create a climate of improving strategic relationships by developing

and maintaining current relationships in the supply chain. The main aspects of the

Outcome are the interaction with the principals in the relationship and that

communications are effective and any arising problems are effectively dealt with.

There is an opportunity to integrate the elements of this Outcome into two facets;

resolving problems and developing/maintaining relationships, both of which will

entail communication at various levels. The evidence might include the following –

interactions eg, meetings, formal events eg, ―meet the buyer‖, networking, industry

interfaces etc. These could produce product evidence of involvement along with

personal statements indicating the value of such interactions.

Evidence of problems and their resolution could be examples of how the candidate

dealt with strategic relationship issues in a positive and effective way. These could be

provided by personal statements, witness statements and product evidence in the form

of meetings which resulted in resolving the issues.

89

Unit S3 Improve the performance of the supply chain (DX5T 04)

Unit Summary

This Unit explores the performance of the supply chain; how it measures and

evaluates before seeking to improve the performance. These improvements in

performance are derived from a review of the current performance and identifying

potential areas of performance enhancement. These can then be developed further

and assessed against the organisational strategic goals. If the improvements in

performance are agreed then resources and planning follows with an implementation

of the desired improvements. During this stage there might be potential problems to

be resolved. The successful improvements are presented to stakeholders and

colleagues to gain their approval. All performance improvements should be

compliant with legal and regulatory requirements and meet with the organisations

requirements.

Standards



1 Review the current performance of

the supply chain

a) results of all relevant evaluations are

considered

b) views of all relevant colleagues and

stakeholders are obtained

2 Identify improvements to the


c) market, economic, social, and political

environments are taken into account

d) benefits and risks are fully evaluated

e) improvements to costs, service levels,

quality, and timescales are identified

3 Decide methods to improve the


f) decisions are in line with the supply chain


g) key decisions are made at the appropriate

time

4 Introduce improvements to the


h) introduction of improvements is carefully

planned

i) organisational strategic objectives can be


j) systems, resources, and people are used

effectively

90

5 Review the results of introducing


k) improvements to the supply chain are

clearly identified

l) improvements to the overall

effectiveness of the organisation are

clearly identified

6 Identify and resolve any problems

relating to the introduction of

improvements

m) problems are clearly identified as soon

as possible

n) problems are resolved in a way that

improves the effectiveness of the

organisation

7 Gain the commitment of stakeholders

and colleagues for implementing

improvements

o) stakeholders and colleagues are


p) presentations are made to all relevant

stakeholders and colleagues

8 Ensure the improvements to the supply

chain comply with all relevant

requirements

q) legal and regulatory requirements are

complied with

r) organisational requirements are

complied with










91

Assessment Guidance





viewed and by whom. Also that the assessor, internal verifier and the external verifier

has no commercial interest in the evidence provided.








assessment materials in their care until they are returned to the candidate.

It might be prudent to have a written statement to protect both parties from possible

conflicts in the future. Also the employer should give authority to access the

assessment material to the assessor etc.




evidence, personal statements or reports primarily, but may be supplemented by



in the workplace.





Note: The Outcomes in this Unit might need some re-ordering to form a ‗natural‘ order.

This assessment guidance therefore shows this sequence of events in order to make it

easy for candidates and assessors: - Outcomes 1, 2, 3, 6, 7, 8, 4, 5.

Outcome one is a review of the current performance of the supply chain therefore the

candidate should review the supply chain performance including relevant matrices

used in their operation. This will include dialogue with colleagues and stakeholders

to establish their views of the current situation. This evidence would include product

evidence and a potential for a personal report on the views of others.

92

In Outcome two the candidate can investigate potential areas of improvement from a

wide range of sources including markets, political, social and economic environments

which have to be supported by the assessment of potential risks and potential benefits

in improvements in cost control, service levels, quality and timescales. Ideally this

should be done as personal reports supported with appropriate product evidence to

support the suggested improvements.

Outcome three could be integrated into the previous Outcome to complete the report

or alternatively added as it relates to the decisions for improvements suggested in

Outcome two. The evidence can be in the form of personal reports to show how the

improvement relates to the supply chain strategy and the timing of these decisions.

See note on the order of completion

Outcome six could be attempted next which asks the candidate to identify potential

problem areas relating to their suggested improvements and to offer effective

solutions. This evidence can be seen as product evidence of how they have dealt with

problem areas and then found solutions.

Outcome seven involves the candidate consulting with stakeholders and colleagues by

presenting their improvement suggestions to them to gauge their approval and

concerns. Therefore this evidence would include the presentation, product evidence

and witness statements or personal reports to support the presentation. Also the

candidate should show evidence that there was positive feedback from the

stakeholders/colleagues; again by witness statements or product evidence by the way

of documentary evidence of consensus.

Outcome eight should entail the candidate‘s awareness of the statutory framework

relating to supply chain operations and their own organisational requirements. The

evidence of this is likely to be in the form of product evidence eg a report of the legal

and statutory requirements which might be related to the suggested performance

changes which also affect the organisational requirements. There is a possibility to

integrate this with the final report from outcome three.

Returning to the remaining Units Outcome four requires the candidate to demonstrate

the implementation of the performance improvements. This should involve the

structural planning of activities, monitoring of the progress made and the managing of

the resources, systems and people to implement. The evidence could be in the form of

witness statements, personal reports and product evidence eg, plans, structures,

deployment of resources.

The final Outcome is the review of the results by the candidate to establish the

improvements in performance made and the affect this has had in the organisation‘s

supply chain effectiveness. Therefore the candidate should provide factual evidence

to demonstrate the improvement eg contrasting data, lower lead times.

In addition the candidate should show how these improvements have a wider reaching

consequence for the organisation‘s effectiveness. The evidence could be in a formal

report (product evidence) or personal statement showing how the candidate was

integral in this improvement. This could be supplemented by witness statements from

involved managers or peers.

93

Unit MSC B7 Provide Leadership for your organisation (DR70 04)

Note for Assessors

This Unit is a Management Unit and as such it does not follow the same layout and

context of the previous Units. The principle difference is in the evidence

requirements.

In the Management Units the evidence requirements include:



Knowledge and Understanding – General knowledge and Understanding

– Industry/Sector Specific Knowledge

– Context Specific Knowledge and Understanding

All of these have to be complied with in full to complete this Unit. Therefore

assessors should ensure the candidate is fully aware of these differences. The assessor

should ensure the evidencing of these Units will need comprehensive changes to the

assessment plan etc. However, there are opportunities to integrate outcomes,

behaviours and contextual knowledge and understanding.

In addition to these differences assessors should examine the assessment strategy for

the management units as there are issues of currency, consistency, authenticity and

sufficiency which need to be addressed in the evidence of this award.

Unit Summary

This unit is to establish leadership for your organisation starting with the strategic

vision, purpose and values of the organisation. Then the plans are supported and any

difficulties are resolved. It should also develop a culture of innovation and creativity,

showing an ability to adapt different leadership styles to match differing situations. In

addition to motivate others across the organisation and reward when successful and

support or advise when there are challenges whilst motivating others to foster their

own ideas and empower when appropriate to lead and develop others. Also to

encourage others to develop expertise and lead them to greater knowledge through

your own performance and regular feedback, promote trust and support across the

organisation. Finally, the monitoring of activities and progress through the

organisation.

94

Standards


1 Develop and clearly and enthusiastically

communicate and reinforce the

organisation‘s purpose, values and vision

to people across the organisation and,

where appropriate, to external

stakeholders

7 Give people across the organisation

support and advice when they need it

especially during periods of setback

and change.

2 Ensure that organisational plans support

the organisation‘s purpose, values and

vision.

8 Motivate people across the

organisation to present their own

ideas and listen to what they say.

3 Steer the organisation successfully

through difficulties and challenges,

including conflict within the organisation.

9 Empower people across the

organisation to develop their own

ways of working within agreed

boundaries.

4 Create and maintain a culture within the

organisation which encourages and

rewards creativity and innovation.

10 Encourage people across the

organisation to take the lead when

they have the knowledge and

expertise and show willingness to

follow this lead.

5 Develop, select and apply leadership

styles which are appropriate to the

different people and situations you face.

11 Win, through your performance, the

trust and support of people across the

organisation and key stakeholders for

your leadership of the organisation

and get regular feedback on your

performance.

6 Motivate people across the organisation to

achieve their objectives and reward them

when they are successful.

12 Monitor activities and progress in

different areas of the organisation

without interfering


1 You articulate a vision that generates

excitement, enthusiasm and commitment.

7 You make time available to support

others.

2 You create a sense of common purpose 8 You show integrity, fairness and

consistency in decision-making.

3 You take personal responsibility for

making things happen.

9 You seek to understand people‘s

needs and motivations.

4 You present information clearly,

concisely, accurately and in ways that

promote understanding.

10 You model behaviour that shows

respect, helpfulness and co-operation.

5 You encourage and support others to take

decisions autonomously.

11 You make complex things simple for

the benefit of others.

6 You act within the limits of your

authority.

95



Industry/sector specific knowledge and

understanding

1 The differences between management and

leadership.

1 Leadership styles common in the

industry/sector and their strengths and

limitations.

2 How to develop a compelling vision for

an organisation.

2 Legal, regulatory and ethical

requirements in the industry/sector.

3 The importance of and what is meant by

organisational values.

Context specific knowledge

and understanding

4 Ways of ensuring that organisational

plans support the organisation‘s purpose,

values and vision.

1 Your own values, motivations and

emotions, and the effect these have on

your own actions and on other people


different methods and techniques for

communicating with people across an

organisation.

2 Your own strengths and limitations in

the leadership role.

6 Types of challenges and difficulties that

may arise, including conflict within the

organisation, and ways of identifying and

overcoming them.

3 The strengths, limitations and

potential of people that you lead.

7 Different theories, models and styles of

leadership and how to select and

successfully apply these to different

people and situations.

4 Your own role, responsibilities and

level of power.

8 The effect that different leadership styles

can have on organisations.

5 The purpose and values of and vision

for your organisation.


different methods and techniques for

motivating, rewarding, influencing and

persuading people.

6 The leadership culture and capability

of your organisation.

10 How to empower people effectively. 7 The plans of your organisation.

11 How to get and make use of feedback on

your leadership performance.

8 The types of support and advice that

people are likely to need and how to

respond to these.

12 The organisational benefits of and how to

create a culture which encourages and


9 External stakeholders whom you may

need to communicate and work with.

13 How to recognise and develop the

leadership capability of other people and

follow their lead.

96

Assessment Guidance


full (Outcomes of Effective Performance, Behaviours which Underpin Effective

Performance and Knowledge and Understanding). The assessor should examine

evidence from the candidate derived from the work environment in the shape of

product evidence, personal statements or reports primarily, but may be supplemented

by assignments or case studies. Witness statements can be used but this should only

be used where a recognised and competent person can verify the candidate‘s

competence in the workplace.


knowledge of the candidate in the subjects of this unit thoroughly in all of the

application of knowledge and understanding aspects of the standards. The assessor

achieves this by integrated questions, product evidence, and observation, oral or

written questions.

There are several integration opportunities available to assessors in these Outcomes.

The first Outcome shows competence in communicating the organisations purpose,

values and vision to others across the organisation. The evidence can be drawn from

product evidence eg, strategies and by personal reports or witness testimony of how

this was communicated to others (internal and external stakeholders).

In Outcome two the candidate shows how the operational plans relate to the purpose,

values and vision of the organisation. This is associated with the previous outcome in

a cascading communication chain. The evidence can be product evidence eg, the

operational plans and how these relate to the strategy from outcome one. Further

evidence can be supported by a personal report from the candidate showing how they

relate to these views eg, strategic and operational.

In Outcome three the candidate needs to show how they have successfully dealt with

the difficulties/challenges and possible conflicts in changes in supply chain

operations. For this evidence the candidate should show how they dealt with

challenges and conflict by personal reports or product evidence.

The requirement for Outcome four is to show how the candidate has created a culture

which encourages/rewards innovation and creativity. This could be derived from the

experiences of the candidate, evidence being a personal report or alternatively could

be the use of a case study/assignment.

In Outcome five the candidate should show they have several management styles and

can adapt to differing situations. The evidence could be witness testimony, personal

reports or observation whichever is appropriate for the candidate‘s environment.

There is an opportunity for some integration over Outcomes 6, 7, 8, 9 and 10.

However the assessor should ensure the candidate has generated sufficient evidence to

meet the requirement for two occasions and currency guidance given as stated in the

management assessment strategy.

97

Outcome six deals with the candidate‘s ability to motivate and reward an

achievement. The evidence should provide opportunities when the candidate has

motivated others in the form of a personal report relating to those occasions and/or

witness testimony of those experiencing motivation; both should include how

achievement was accomplished and how rewards were given.

In Outcome seven the candidate needs to show evidence of how they have given

advice and support to others across their organisation especially through turbulent

periods. For this evidence the candidate should use product evidence sampling the

advice/support given accompanied by a personal report of how they gave this

support/advice and situations related to this. Again witness testimony could also be

used for some of this evidence.

Outcome eight requires the candidate to show how they motivated others to present

ideas and listened to their views. The evidence from this could be derived from

personal reports, product evidence eg, minutes of meetings held by the candidate or

witness testimony of several attendees.

In Outcome nine the candidate should show how they have empowered others in their

team. Again this can be evidenced by product evidence in the form of guidance from

the candidate which enabled empowerment. Alternatively this can be provided by a

personal report explaining how the candidate enabled others to become more

empowered in their roles.

Outcome ten is similar to outcome nine as it enables the candidate to demonstrate how

they encourage others to develop expertise and knowledge. Therefore this evidence

can be derived from occasions where the candidate has encouraged others across the

organisation eg, presentations, communications – product evidence, supported by a

personal report of how and why they needed to give this encouragement.

Outcome eleven requires the candidate to exhibit an understanding of how

performance can show leadership in others to promote trust and support. Also to

demonstrate how valuable regular feedback is used to reinforce these concepts. The

evidence for this outcome can be drawn from personal experiences of the candidate

eg, personal reports, also product evidence to show regular feedback mechanisms eg,

review, results, performance data.

Outcome twelve relates to monitoring activities which the candidate would undertake

to establish the activities and progress in different parts of the organisation. The

evidence for this Outcome can be derived from formalised meetings with other

functions eg, meetings – product evidence. Also informal meetings with other

managers at gatherings/meetings, again product evidence can be used. Alternatively

this can also be drawn from interactions with other departments which support the

supply chain; again this could be product evidence. All of the product evidence

should be supported by the candidate‘s personal report to explain the monitoring

undertaken.

98

7 Blank recording forms

99

Unit progress record Qualification and level: Supply Chain Management

Candidate:

To achieve the whole qualification, you must prove competence in ___ mandatory Units and

___ optional Units.

Unit Checklist

Mandatory

Optional

Mandatory Units achieved

Unit Number Title Assessor’s

Signature

Date

Optional Units achieved

100

Index of evidence SVQ title and level: Supply Chain Management

Evidence

number

Description of evidence

Included

in portfolio

(Yes/No)

If no, state

location

Sampled

by the IV

(initials

and date)

101

Achievement record

Unit:

Performance Requirement, Achievement Criteria, Application of Knowledge

Evidence

Index No

Description of Evidence Performance Requirements Achievement Criteria Application of Knowledge

1 2 3 4 a b c d e f g h

102

Unit:

Performance Requirement, Achievement Criteria, Application of Knowledge

Notes/Comments

The candidate has satisfied the Assessor and Internal Verifier that the performance evidence has been met.

Candidate: Date:

Assessor: Date:

Internal Verifier: Date:

103

Personal statement

Date Evidence

index

number

Details of statement Links to other evidence

(enter numbers)

Unit,

Performance

Requirements,

Achievement

Criteria covered

Signed by candidate:

Date:

104

Observation record

Unit/Performance Requirements & Achievement Criteria(s):

Candidate: Date of observation:

Evidence index number:

Skills/activities observed: Performance Requirements covered:

Knowledge and understanding apparent from this observation:

Other Units Requirement to which this evidence may contribute:

Assessor’s comments and feedback to candidate:

I can confirm the candidate‘s performance was satisfactory.

Assessor‘s signature: Date:

Candidate‘s signature: Date:

105

Witness testimony

SVQ title and level:

Candidate’s name:

Evidence index no:

Index no of other evidence which

this testimony relates to (if any):

Element(s):

Date of evidence & location:

Name of witness:

Designation/relationship to

candidate:

Details of testimony:

I can confirm the candidate‘s evidence is authentic and accurate.

Signed by witness: Date:

Witness (please tick the appropriate box):

Holds D32/D33 Award or equivalent

Is familiar with the SVQ standards to which the candidate is working

106

Record of questions and candidate’s answers

Unit: Element(s):

Evidence index number:

Circumstances of assessment:

List of questions and candidate’s responses:

Assessor’s signature: Date:

Candidate’s signature: Date

107

8 Supply Chain Management: The Units (Standards)

Includes Units imported from the Management Standards Centre

108

Guidance Note

Levels of Units

The units of competence have been designed for use at three main levels of

competence.

Strategic Level: Units coded with an ―S‖, eg Unit S1 Develop a supply chain

strategy for the organisation. These Units are designed for supply chain

practitioners who are senior managers or senior specialists, providing strategic

leadership roles within the supply chain. It is recommended that these strategic

Units are used only in NVQ or SVQ Level 5 qualifications.

Management Level: Units coded with an ―M‖, eg Unit M1 Develop operational

relationships within the supply chain. These Units are designed for supply chain

practitioners who are managers or specialists, providing management roles within

the supply chain. It is recommended that these management level Units are used

only in NVQ or SVQ Level 4 qualifications.

Technical Level: Units coded with a ―T‖, eg Unit T1 Maintain operational

relationships within the supply chain. These Units are designed for supply chain

practitioners who provide mainly technical or support roles within the supply

chain. It is recommended that these technical level Units are used only in NVQ or

SVQ level 3 and 2 qualifications.

Definitions of key words used in the standards

Colleagues any people who are directly employed or

under contract by the same organisation.

Contracts (noun) usually comprise of formal legally binding

agreements, but can be informal agreements:

both can be enforced through civil law.

Organisation any type of private or public body, eg a

private limited company or a local

government body, regardless of size.

Because of the complexity of ownership and

control systems, each person will have to

decide what their organisation is.

Resources the facilities, equipment, materials, and

finances that are required to sustain the

supply chain.

Stakeholders all organisations or individuals who have a

vested interest in the organisation.

Supplies any combination of goods or services that

are procured, delivered, or stored in the

supply chain.

109

Supply chain management covers the application of procurement,

purchasing and supply, logistics, transport,

and operations management, within and

between international boundaries

Assessment Strategy

If the supply chain management Units are incorporated into SVQs the Assessment

Strategy which accompanies these standards must be implemented.

Key Skills and Core Skills

The key skills and core skills that are relevant to the supply chain management

Units have been identified, and this information is available in a separate

document.

110

Index

S1 Develop a Supply Chain Strategy for the organisation (DX57 04)

S2 Establish strategic relationships within the supply chain (DX5A 04)

S3 Improve the performance of the supply chain (DX5T 04)

S4 Commission projects to develop the supply chain (DX51 04)

S5 Plan the flow of supplies through the supply chain (DX6R 04)

S6 Plan the procurement of supplies (DX6T 04)

S7 Plan the storage of supplies in the supply chain (DX6V 04)

S8 Plan the distribution of supplies (DX6N 04)

S9 Plan the transportation of supplies (DX6W 04)

S10 Plan the export and import of supplies (DX6P 04)

M1 Develop operational relationships within the supply chain (DX59 04)

M2 Evaluate information on the supply chain (DX5H 04)

M3 Propose improvements to the supply chain (DX6Y 04)

M4 Introduce improvements to the supply chain (DX5W 04)

M5 Plan projects to develop the supply chain (DX6M 04)

M6 Manage projects to develop the supply chain (DX60 04)

M7 Negotiate for supplies (DX6E 04)

M8 Contract with other organisations (DX54 04)

M9 Review the outcomes of contracts (DX70 04)

M10 Evaluate information on the procurement of supplies in the supply chain (DX5F 04)

M11 Select suppliers for the supply chain (DX79 04)

M12 Produce specifications for suppliers (DX6X 04)

M13 Evaluate the capability of suppliers to meet supply specifications (DX5K 04)

M14 Schedule and approve the placing of orders (DX71 04)

M15 Evaluate the performance of suppliers (DX5M 04)

M16 Schedule the flow of supplies in the supply chain (DX72 04)

M17 Specify the requirements for the storage of supplies (DX7D 04)

M18 Select locations and facilities for storing supplies (DX75 04)

M19 Evaluate information on the storage of supplies (DX5E 04)

M20 Specify the requirements for the distribution of supplies (DX7C 04)

M21 Select distribution methods for supplies (DX74 04)

M22 Schedule the distribution of supplies (DX7W 04)

M23 Select methods to receive returned supplies (DX78 04)

M24 Select transportation methods for supplies (DX7A 04)

M25 Schedule the transportation of supplies (DX73 04)

M26 Select methods for exporting supplies (DX76 04)

M27 Select methods for importing supplies (DX77 04)

T1 Maintain operational relationships within the supply chain (DX5Y 04)

T2 Analyse information on the supply chain (DX4X 04)

T3 Apply improvements to the supply chain (DX50 04)

T4 Monitor the achievement of project tasks (DX63 04)

T5 Control supplies at storage locations and facilities (DX56 04)

T6 Complete export procedures and requirements (DX52 04)

T7 Complete import procedures and requirements (DX53 04)

T8 Administer contracts (DX4V 04)

T9 Analyse information on the procurement of supplies in the supply chain (DX4W 04)

T10 Verify the capability to meet supply specifications (DX7E 04)

T11 Analyse the performance of suppliers (DX4Y 04)

T12 Identify potential suppliers for the supply chain (DX5P 04)

T13 Place orders with suppliers (DX6L 04)

T14 Monitor and progress the delivery of orders (DX61 04)

T15 Monitor the flow of supplies in the supply chain (DX67 04)

T16 Obtain information on storage locations and facilities (DX6G 04)

T17 Obtain information on distribution requirements (DX6F 04)

T18 Monitor the distribution of supplies (DX65 04)

T19 Monitor the flow of returned supplies (DX69 04)

T20 Monitor the transportation of supplies (DX6D 04)

T21 Contribute to operational relationships within the supply chain (DX55 04)

T22 Obtain information on the supply chain (DX6K 04)

MSC B6 Provide leadership in your area of responsibility (DR75 04)

MSC B7 Provide leadership for your organisation (DR70 04)

MSC D3 Recruit, select and keep colleagues (DR7K 04)

MSC D4 Plan the workforce (DR6M 04)

MSC E2 Manage finance in your area of responsibility (DR5T 04)

MSC F9 Build your organisation‘s understanding of its market and customers (DR41 04)

111

Unit S1 Develop a supply chain strategy for the organisation (DX57 04)

This Unit must be used in accompaniment with the Supply Chain Management

Standards Guidance Note.



1. Identify the organisation‘s

objectives and its strategies for

achieving them

a) colleagues are consulted on the

organisation‘s objectives and

strategies

2 Review the current supply chain

strategy and how it helps to deliver

other organisational strategies

b) relevant evaluations are undertaken

c) results of the evaluations are

considered

d) views of all relevant colleagues and


3 Review all factors that are relevant

to the development of the supply

chain strategy



into account

f) realistic forecasts of conditions and

trends are produced

4 Explore opportunities that will add

value to the organisation

g) opportunities are identified and

fully investigated

h) benefits and risks are full evaluated

5 Establish a supply chain strategy

that will make the organisation

more effective in achieving its

objectives

i) improvements to the supply chain


j) supply chain strategy is feasible and

capable of being implemented by

the organisation

k) organisational strategic objectives

can be achieved more effectively

6 Identify obstacles to the

development of the supply chain

strategy and explore methods for

overcoming them

l) obstacles are clearly identified as

soon as possible

m) methods for overcoming obstacles

are explored with all relevant

people

7 Provide a rationale for the supply

chain strategy

n) stakeholders are provided with

sufficient information to understand

the reasoning behind the supply

chain strategy

o) supply chain strategy can be

promoted and defended by others

112

8 Gain the commitment of

stakeholders and colleagues to

implement the supply chain strategy

p) stakeholders and colleagues are


q) presentations are made to all

relevant stakeholders and

colleagues

9 Implement appropriate

communication methods to provide

the organisation with information

on the supply chain strategy

r) communication methods within the


s) all relevant people are kept

informed of developments in the

supply chain strategy








K24) Performance measurement and benchmarking theories, models, and

practices






113

Unit S2 Establish strategic relationships within the supply chain (DX5A 04)





1 Review the effectiveness of current

strategic relationships within the

supply chain


are considered



2 Identify opportunities for

establishing new strategic

relationships within the supply

chain

c) networks are utilised to provide

opportunities

d) opportunities are identified and

fully investigated


establishing new strategic


chain



into account

f) benefits and risks are fully

evaluated

4 Assess the impact of new

relationships on existing strategic


chain

g) views of stakeholders are taken

fully into account

h) colleagues are consulted on their

views

5 Establish strategic relationships that

improve the performance of the

supply chain



j) organisational strategic objectives


6 Ensure existing strategic

relationships are developed and

maintained

k) stakeholders and colleagues are

encouraged to develop and maintain

supply chain relationships

l) problems affecting existing supply

chain relationships are clearly

identified and resolved

m) communication methods within the


114






K20) Networking methods and procedures




practices




115

Unit S3 Improve the performance of the supply chain (DX5T 04)






the supply chain


are considered



2 Identify improvements to the


c) market, economic, social, and


into account

d) benefits and risks are fully

evaluated

e) improvements to costs, service

levels, quality, and timescales are

identified



f) decisions are in line with the supply

chain strategy of the organisation

g) key decisions are made at the

appropriate time

4 Introduce improvements to the


h) introduction of improvements is

carefully planned

i) organisational strategic objectives


j) systems, resources, and people are

used effectively

5 Review the results of introducing


k) improvements to the supply chain


l) improvements to the overall

effectiveness of the organisation are

clearly identified


relating to the introduction of

improvements

m) problems are clearly identified as

soon as possible

n) problems are resolved in a way that


organisation

116


stakeholders and colleagues for

implementing improvements

o) stakeholders and colleagues are


p) presentations are made to all


colleagues

8 Ensure the improvements to the

supply chain comply with all

relevant requirements

q) legal and regulatory requirements

are complied with


complied with










117

Unit S4 Commission projects to develop the supply chain (DX51 04)





1 Identify potential projects to deliver

changes and improvements to the

supply chain

a) organisational strategic objectives


b) improvements to the supply chain


2 Decide the aims and objectives of

the project

c) aims and objectives are feasible

d) benefits and risks are fully

evaluated

3 Determine the way the project

should be managed

e) options for undertaking the work

are identified and assessed

4 Establish the costs of undertaking

the project

f) costs are calculated using

appropriate financial analysis

methods

5 Assign a project manager g) project manager is committed to the

project‘s aims and objectives

h) project manager is capable of

planning and managing the project

6 Support colleagues to achieve

project aims and objectives

i) information is provided to all

relevant colleagues

j) support is provided whenever

required

7 Monitor the achievement of project

aims and objectives

k) systems are implemented for

monitoring progress

l) activities and outcomes are

monitored regularly

8 Identify and resolve any major

obstacles in achieving the aims and

objectives of the project

m) major obstacles are clearly

identified as soon as possible

9 Present reports on the results and

outcomes of the project

n) presentations are clear and

persuasive

o) presentations are made to all


colleagues

p) confidentiality of information is

maintained

118









119

Unit S5 Plan the flow of supplies through the supply chain (DX6R 04)





1 Identify the current demand for

supplies in the supply chain


are considered



2 Review how current supplies flow

through the supply chain

c) procurement, storage,

transportation, and distribution

systems are identified


with the flow of supplies through

the supply chain

d) problems are clearly identified as

soon as possible

e) problems are resolved in a way that


organisation

4 Review the benefits and risks to the

flow of supplies through the supply

chain

f) market, economic, social, and


into account

g) benefits and risks are fully

evaluated


flow of supplies through the supply

chain

h) decisions are in line with the supply


i) key decisions are made at the

appropriate time

6 Plan the flow of supplies in the

supply chain

j) plans are capable of meeting the


strategy

k) plans are feasible

l) resources are used efficiently



implementing the plan

m) stakeholders and colleagues are


n) presentations are made to all


colleagues

120



K21) Operations management theories, models, and practices




practices





121

Unit S6 Plan the procurement of supplies (DX6T 04)





1 Identify the current demand for



are considered



2 Review how current supplies are

procured in the supply chain

c) procurement systems are identified

d) procurement is considered

alongside storage, transportation,

and distribution systems


with the procurement of supplies in

the supply chain


soon as possible

f) problems are resolved in a way that


organisation


procurement of supplies through the

supply chain

g) market, economic, social, and


into account

h) risks and effects of market trends

and conditions are clearly specified


procurement of supplies in the

supply chain

i) decisions are in line with the supply


j) key decisions are made at the

appropriate time

6 Plan the procurement of supplies in

the supply chain

k) plans are capable of meeting the


strategy

l) plans are feasible

m) resources are used efficiently




n) stakeholders and colleagues are




colleagues

122








practices



K27) Procurement theories, models, and practices



123

Unit S7 Plan the storage of supplies in the supply chain (DX6V 04)





1 Identify the current storage

requirements of supplies in the

supply chain


are considered




stored in the supply chain

c) storage systems are identified

d) storage is considered alongside

procurement, transportation, and

distribution systems


with the storage of supplies in the

supply chain


soon as possible



organisation


storage of supplies through the

supply chain



into account




storage of supplies in the supply

chain




appropriate time

6 Plan the storage of supplies in the

supply chain












colleagues

124




K17) Logistics theories, models, and practices




practices





125

Unit S8 Plan the distribution of supplies (DX6N 04)





1 Identify the current distribution


supply chain


are considered




distributed in the supply chain

c) distribution systems are identified

d) distribution is considered alongside

procurement, storage, and

transportation systems


with the distribution of supplies in

the supply chain


soon as possible



organisation


distribution of supplies through the

supply chain



into account




distribution of supplies in the

supply chain




appropriate time

6 Plan the distribution of supplies in

the supply chain












colleagues

126








practices





127

Unit S9 Plan the transportation of supplies (DX6W 04)





1 Identify the current transportation


supply chain


are considered




transported in the supply chain

c) transportation systems are identified

d) transportation is considered

alongside procurement, storage, and



with the transportation of supplies

in the supply chain


soon as possible



organisation


transportation of supplies through

the supply chain



into account




transportation of supplies in the

supply chain




appropriate time

6 Plan the transportation of supplies

in the supply chain












colleagues

128








practices





K34) Transportation methods and procedures

129

Unit S10 Plan the export and import of supplies (DX6P 04)





1 Identify the current export and

import requirements of supplies in

the supply chain


are considered




exported or imported in the supply

chain

c) export and import systems are

identified

d) export and import is considered

alongside procurement, storage,

distribution, and transportation

systems


with the export or import of



soon as possible



organisation


export or import of supplies through

the supply chain



into account




export or import of supplies in the

supply chain




appropriate time

6 Plan the export or import of













colleagues

130


K9) Export and import methods and procedures


K15) International trade issues





practices




131

Unit M1 Develop operational relationships within the supply chain (DX59 04)





1 Evaluate current operational


chain


accessed

b) all relevant information is

considered

c) appropriate evaluation processes are

used

d) colleagues are consulted on their

views



supply chain

e) communications are maintained and

improved

f) supply chain processes are


beneficial to all stakeholders


developing operational relationships


g) factors affecting the supply chain


h) benefits and risks are fully analysed

4 Develop operational relationships

that improve the performance of the

supply chain



j) organisational objectives can be


5 Resolve problems with operational

relationships


soon as possible



chain


maintained

m) supply chain relationships are

monitored regularly

n) communication methods are used

effectively

132








K18) Market research methods and procedures



133

Unit M2 Evaluate information on the supply chain (DX5H 04)





1 Obtain information on the supply

chain


accessed


views

2 Identify the critical factors that

affect the supply chain

c) benefits and risks are fully analysed


identified

3 Evaluate information on the supply

chain


considered

f) appropriate evaluation processes are

used


immediate action

g) problems are clearly identified as

soon as possible

h) problems are resolved in a way that


chain

5 Ensure the results of the evaluation

are provided in a way that helps to


supply chain

i) results of the evaluation are relevant

to the organisation and the supply

chain

6 Provide the results of the evaluation

to colleagues

j) results are effectively presented at

the appropriate time and place


relevant colleagues

134







practices




135

Unit M3 Propose improvements to the supply chain (DX6Y 04)






the supply chain


accessed


considered


views

2 Identify potential improvements to

the supply chain

d) improvements to the supply chain


e) organisational objectives can be


f) improvements to costs, service

levels, quality, and timescales are

identified

3 Explore methods to improve the

supply chain

g) methods are capable of delivering

the improvements

h) methods are feasible and practicable

4 Assess the costs, benefits, and risks

in introducing improvements to the

supply chain

i) costs and timescales are clearly

identified

j) benefits and risks are fully analysed



5 Recommend improvements to the

supply chain



required










136

Unit M4 Introduce improvements to the supply chain (DX5W 04)





1 Confirm the improvements to the

supply chain that need to be

introduced

a) improvements achieve the



2 Establish an implementation plan to

introduce improvements to the

supply chain

b) plans are feasible

c) plans contain a sufficient level of

detail on timescale and costs

3 Inform colleagues about the


d) information is provided to all

relevant colleagues

e) a rationale for the improvements is

provided to colleagues

4 Ensure the improvements to the

supply chain are effective

f) improvements are monitored

appropriately

g) organisational objectives can be


5 Resolve problems relating to the

introduction of the improvements to

the supply chain


soon as possible



chain

j) difficulties in resolving problems

are discussed with colleagues

6 Gain the commitment of colleagues

to implementing the improvements

to the supply chain

k) colleagues are consulted on their

views

l) concerns and issues raised by









137

Unit M5 Plan projects to develop the supply chain (DX6M 04)






requirements of the project

a) all relevant information is

considered

b) suitable sources of information are

accessed

2 Specify the aims and objectives of

the project

c) aims and objectives are clearly

specified

d) aims and objectives are feasible

3 Identify the project tasks and

milestones

e) tasks and milestones are clearly

specified

4 Identify the scheduling and duration

of tasks, and the overall timescale

for the project

f) timescales and durations take

account of lead and lag times

g) scheduling takes account of all key

factors during the course of the

project

5 Determine the suitability of

resources available to undertake the

project

h) specific resources required to

achieve the project objectives are

clearly identified

i) alternative resources are identified

if necessary

6 Calculate the costs of undertaking

the project

j) costs are calculated using

appropriate financial analysis

methods

7 Assess all relevant factors and risks

that could affect the success of the

project

k) risks are assessed for their impact

on the organisation

l) risks that are identified are realistic



in planning the project

m) problems are clearly identified as

soon as possible

n) difficulties in resolving problems


9 Inform all relevant colleagues of the

project plans

o) colleagues are consulted on their

views

p) concerns and issues raised by


138







K28) Project management and administration methods and procedures



139

Unit M6 Manage projects to develop the supply chain (DX60 04)







a) all relevant information is

considered

b) suitable sources of information are

accessed

2 Clarify the aims, objectives, and

plans of the project

c) aims and objectives are clear and

achievable

d) plans are feasible

e) plans contain a sufficient level of

detail on timescale and costs

3 Allocate project tasks to self and

colleagues

f) colleagues capable of undertaking

tasks are identified

g) availability of colleagues is

confirmed

4 Support colleagues to achieve

project tasks and milestones

h) information is provided to all

relevant colleagues

i) support is provided whenever

required

5 Monitor the achievement of

objectives

j) systems are implemented for

monitoring progress

k) activities and outcomes are

monitored regularly

6 Control the costs and timescales of

the project

l) systems are implemented to monitor

costs and timescales

7 Provide information on the progress

of the project

m) information is provided to all

relevant colleagues


in implementing the project plan

n) problems are clearly identified as

soon as possible

o) difficulties in resolving problems


9 Present reports on the results and

outcomes of the project

p) reports are presented using

appropriate media

q) reports are distributed to the

relevant people

r) confidentiality of information is

maintained

140










141

Unit M7 Negotiate for supplies (DX6E 04)





1 Obtain the information required to

complete negotiations


accessed


considered


views

2 Explore what is required by all

parties to the negotiation

d) requirements of all parties to the

negotiation are identified and

understood

3 Establish the parameters for

negotiating the terms and conditions

for the supplies

e) limits of authority are clearly

specified

f) the authorisation of appropriate

colleagues is obtained

4 Conduct negotiations to achieve the

objectives of the organisation

g) negotiations are conducted

according to the agreed negotiation

strategy

h) negotiations maintain goodwill

wherever possible

5 Adapt negotiation strategies to cope

with new circumstances or issues

i) new circumstances or issues are

discussed with all relevant people

j) negotiation strategies are

sufficiently flexible to deal with

new situations

6 Ensure the supplies meet the supply

chain requirements of the

organisation

k) improvements to the supply chain


l) organisational objectives can be


7 Provide information on the results

of the negotiation


relevant colleagues

8 Ensure the results of the negotiation

comply with all relevant

requirements

n) legal and regulatory requirements

are complied with

o) organisational requirements are

complied with

142


K5) Contract law and drafting methods and procedures




K19) Negotiation strategies, methods, and procedures



K32) Supplier evaluation methods and procedures


143

Unit M8 Contract with other organisations (DX54 04)





1 Specify the details needed to be

included in the contract

a) terms and conditions are clearly

identified

b) costs and timescales are clearly

identified

2 Exchange information on the

contracts

c) suitable sources of information are

accessed


relevant colleagues

e) confidentiality of information is

maintained

3 Ensure the contract contains the

correct details

f) contracts are complete with all

relevant details of terms and

conditions

g) all pages and parts are contained in

the contract

4 Ensure the contract meets the needs

of the organisation

h) the interests of the organisation are

protected

i) organisational objectives can be


j) improvements to the supply chain


5 Resolve any problems relating to

the completion of contracts


soon as possible



chain

6 Obtain authorisations and signatures

to complete contracts

m) limits of authority are clearly

specified

n) the authorisation of appropriate


7 Provide information on the content

of contracts

o) information is provided to all

relevant colleagues

8 Ensure the contract complies with

all relevant requirements

p) legal and regulatory requirements

are complied with

q) organisational requirements are

complied with

144






K19) Negotiation strategies, methods, and procedures





145

Unit M9 Review the outcomes of contracts (DX70 04)





1 Obtain information on the outcomes

of contracts


accessed


views

2 Evaluate information on the

outcomes of contracts

c) all relevant information is

considered

d) appropriate evaluation processes are

used

3 Decide what to do to improve the

outcomes of contracts

e) improvements to the supply chain


f) organisational objectives can be


g) the interests of the organisation are

protected


immediate action


soon as possible



chain

5 Provide results of the review to the


j) results are discussed with all

relevant colleagues

k) results are effectively presented at


6 Recommend improvements to

contracting processes



required










146

Unit M10 Evaluate information on the procurement of supplies in the supply chain (DX5F 04)







supply chain


accessed


views

2 Identify the critical factors that

affect the procurement of supplies

in the supply chain

c) benefits and risks are fully analysed


identified

3 Identify the demand for supplies in

the supply chain

e) quantity and rate of supplies

demanded is clearly identified

f) specifications and quality of

supplies demanded is clearly

identified



supply chain

g) all relevant information is

considered

h) appropriate evaluation processes are

used

5 Ensure the results of the evaluation

are provided in a way that helps to


supply chain

i) results of the evaluation are relevant

to the organisation and the supply

chain


to colleagues

j) results are effectively presented at



relevant colleagues

l) colleagues are consulted on their

views










147

Unit M11 Select suppliers for the supply chain (DX79 04)





1 Forecast the demand for supplies by

the supply chain

a) forecasts take account of all

relevant factors

b) demand for supplies is clearly

identified

2 Obtain information on sources of

supply


accessed

d) all relevant information is

considered

3 Establish criteria for selecting

suppliers

e) type of criteria for selecting

suppliers is determined

f) overall requirements of the supply

chain are taken into account

4 Ensure supply specifications are

provided to suppliers

g) specifications for supplies are

detailed and complete

h) specifications are drawn up using

the appropriate formats and media

i) specifications are delivered to

suppliers using the appropriate

methods

5 Select the suppliers that are capable

of meeting the specifications

j) suppliers are capable of providing

the required supplies and effectively

working in the supply chain

k) suppliers are measured against the

evaluation criteria


that could affect the procurement of

supplies

l) benefits and risks are fully analysed

m )resource implications are clearly

identified


with the selection of suppliers

n) problems are clearly identified as

soon as possible

o) problems are resolved in a way that


organisation

p) difficulties in resolving problems


8 Provide information on the

selection of suppliers to colleagues

q) information is provided to all

relevant colleagues

r) colleagues are consulted on their

views

148









149

Unit M12 Produce specifications for suppliers (DX6X 04)






that are required


accessed


considered

2 Produce information on the supplies

that are required

c) specifications and quality of

supplies required is clearly

identified

d) quantity and rate of supplies

required is clearly identified

e) delivery schedules and other

requirements are clearly specified

3 Confirm the specifications with

colleagues

f) information is provided to all

relevant colleagues

g) colleagues are consulted on their

views

4 Present the specifications clearly h) specifications are drawn up using

the appropriate formats and media

i) specifications contain all relevant

details

5 Comply with procedures for

producing specifications

j) specifications are drawn up


guidelines

k) specifications are made available to

suppliers according to legal

requirements

l) confidentiality and security of

specifications is maintained

6 Deliver specifications to suppliers m) specifications are delivered using

the appropriate methods

n) confirmation of receipt of

specifications is sought when

necessary

150









151

Unit M13 Evaluate the capability of suppliers to meet supply specifications (DX5K 04)





1 Confirm the type of supplies that

are required

a) specifications and quality of


identified

b) quantity and rate of supplies


c) delivery schedules and other


2 Obtain information from suppliers

on their capability to provide

supplies

d) suitable sources of information are

accessed

e) all relevant information on costs,

timescales, and quality is

considered


capability of suppliers


used

g) evaluation criteria are established

4 Identify the suppliers that are

capable of meeting the

specifications

h) costs, timescales, and quality are

evaluated

i) suppliers are capable of providing

the required supplies

j) suppliers are measured against the

evaluation criteria


of using suppliers

k) factors affecting the supply chain


l) risks are assessed for their impact

on the supply chain


to colleagues


relevant colleagues

n) colleagues are consulted on their

views


evaluating the capability of

suppliers

o) legal and regulatory requirements

are complied with

p) organisational requirements are

complied with

152










153

Unit M14 Schedule and approve the placing of orders (DX71 04)





1 Specify information on the supplies

that need to be ordered



identified






colleagues


relevant colleagues

e) colleagues are consulted on their

views

3 Schedule orders to meet the


f) timing of orders is appropriate to

the needs of the supply chain

g) orders are placed within sufficient

time for them to be fulfilled by

suppliers

4 Ensure orders are placed with

suppliers

h) orders are drawn up according to

organisational guidelines

i) orders are delivered using the

appropriate methods

5 Identify and resolve problems with

orders


soon as possible

k) problems are resolved in a way that


chain

6 Ensure the placing of orders

complies with all relevant

requirements

l) legal and regulatory requirements

are complied with

m) organisational requirements are

complied with

154










155

Unit M15 Evaluate the performance of suppliers (DX5M 04)





1 Confirm the supplies that have been

ordered



identified






provided by suppliers


accessed



considered




used


4 Identify the suppliers that have

achieved the specifications

h) suppliers are capable of providing

the required supplies

i) suppliers are measured against the

evaluation criteria

j) costs, timescales, and quality are

evaluated

5 Assess the risk to the supply chain

of continuing to use suppliers

k) factors affecting the supply chain


l) risks are assessed for their impact

on the supply chain


to colleagues


relevant colleagues

n) colleagues are consulted on their

views


evaluating the performance of

suppliers

o) legal and regulatory requirements

are complied with

p) organisational requirements are

complied with

156










157

Unit M16 Schedule the flow of supplies in the supply chain (DX72 04)






that need to be moved


supplies are clearly identified

b) quantity and delivery schedules of


2 Confirm the availability of

resources to ensure the flow of

supplies

c) specific resources required to

ensure the flow of supplies are

clearly identified

d) alternative resources are identified

if necessary

3 Schedule the flow of supplies to

meet the requirements of the supply

chain

e) use of resources is sequenced in the

correct order to maintain the flow of

supplies

f) timescales and durations take



that could affect the scheduling of

supplies

g) factors affecting the supply chain


h) risks are assessed for their impact

on the supply chain


with the scheduling of supplies

i) problems are clearly identified as

soon as possible

j) problems are resolved in a way that


organisation

k) difficulties in resolving problems



schedules

l) colleagues are consulted on their

views

m) concerns and issues raised by


7 Ensure the scheduling complies

with all relevant requirements

n) legal and regulatory requirements

are complied with

o) organisational requirements are

complied with

158










159

Unit M17 Specify the requirements for the storage of supplies (DX7D 04)






being stored






resources to ensure the storage of

supplies


ensure the storage of supplies are

clearly identified


if necessary

3 Provide specifications for storage


e) size and location of storage

locations and facilities is clearly

specified

f) site position and access for storage


specified

g) cost and condition of storage


specified


that could affect the storage of

supplies

h) factors affecting the supply chain


i) risks are assessed for their impact

on the supply chain


storage specifications

j) colleagues are consulted on their

views

k) concerns and issues raised by


6 Ensure the storage specifications


requirements


are complied with


complied with

160









161

Unit M18 Select locations and facilities for storing supplies (DX75 04)




Outcomes by ensuring that you:

1 Confirm the type of storage

locations and facilities that are

required

a) size and location of storage


specified

b) site position and access for storage


specified

c) cost and condition of storage


specified

2 Obtain information on storage



accessed



considered


suitability of storage locations and

facilities


used


4 Identify the storage locations and

facilities that are capable of meeting

the specifications

h) storage locations and facilities are

measured against the evaluation

criteria

i) storage is considered alongside

procurement, transportation, and


5 Assess the benefits and risks of

using storage locations and facilities

j) benefits to the organisation and the

supply chain are clearly identified




with the locations and facilities

l) problems are clearly identified as

soon as possible

m) problems are resolved in a way that


organisation



7 Provide the results of the selection

to colleagues


relevant colleagues

p) colleagues are consulted on their

views

162

8 Ensure the locations and facilities


requirements


are complied with


complied with









163

Unit M19 Evaluate information on the storage of supplies (DX5E 04)





1 Confirm the supplies that are being

stored



identified





2 Obtain information on the storage

of supplies


accessed


considered

3 Evaluate information on the storage

of supplies


used


4 Identify the supplies available in the

supply chain

h) supply levels are clearly identified

i) location and condition of supplies is

clearly identified

5 Ensure supplies are stored to meet

the requirements of the supply chain

j) use of resources is sequenced in the

correct order to maintain the storage

of supplies

k) timescales and durations take



with the storage of supplies


soon as possible



organisation




of storing supplies

o) factors affecting the supply chain


p) risks are assessed for their impact

on the supply chain


to colleagues

q) information is provided to all

relevant colleagues

r) colleagues are consulted on their

views

164


evaluating information on the

storage of supplies

s) legal and regulatory requirements

are complied with

t) organisational requirements are

complied with









165

Unit M20 Specify the requirements for the distribution of supplies (DX7C 04)






being distributed






resources to ensure the distribution

of supplies


ensure the distribution of supplies



if necessary

3 Provide specifications for the

distribution of supplies

e) positioning and movement of

supplies is clearly identified

f) role of suppliers and customers

within the distribution system are

clearly identified

g) distribution requirements of

different types of supplies are

identified


that could affect the distribution of

supplies

h) factors affecting the supply chain


i) risks are assessed for their impact

on the supply chain


distribution requirements

j) colleagues are consulted on their

views

k) concerns and issues raised by


6 Ensure the distribution requirements


requirements


are complied with


complied with

166









167

Unit M21 Select distribution methods for supplies (DX74 04)





1 Confirm information on the

supplies being distributed

a) positioning and movement of


b) role of suppliers and customers


clearly identified

c) distribution requirements of


identified


distribution methods that are

available


accessed



considered


suitability of distribution methods


used


4 Select the distribution methods that

are capable of meeting the

specifications

h) distribution methods are measured

against the evaluation criteria

i) distribution is considered alongside

procurement, storage, and

transportation systems


using distribution methods






with the distribution methods


soon as possible



organisation




to colleagues


relevant colleagues


views

168

8 Ensure the distribution methods


requirements


are complied with


complied with









169

Unit M22 Schedule the distribution of supplies (DX7W 04)






distributed



b) specifications and quality of


identified


that need to be distributed


accessed


considered

3 Confirm the distribution of supplies

with colleagues

e) information is provided to all

relevant colleagues

f) colleagues are consulted on their

views

4 Schedule the distribution of

supplies to meet the requirements of

the supply chain

g) distribution methods are available at

the appropriate time

h) use of distribution methods is

sequenced in the correct order

i) scheduling takes account of all key

factors


that could affect the distribution

schedule

j) risks are assessed for their impact

on the organisation




with the distribution schedule


soon as possible



organisation




schedules


views






are complied with


complied with

170








171

Unit M23 Select methods to receive returned supplies (DX78 04)






supplies being returned





clearly identified



identified

2 Obtain information on the supply

return methods that are available


accessed



considered


suitability of supply return methods


used


4 Identify the supply return methods

that are capable of meeting the

specifications

h) supply return methods are measured


i) return of supplies is considered

alongside procurement, storage,

distribution, and transportation

systems


using supply return methods






with the supply return methods


soon as possible



organisation




to colleagues


relevant colleagues


views

172

8 Ensure the supply return methods


requirements


are complied with


complied with









173

Unit M24 Select transportation methods for supplies (DX7A 04)






supplies being transported



b) transportation requirements of


identified


transportation methods that are

available


accessed

d) all relevant information on costs,


considered


suitability of transportation methods

e) appropriate evaluation processes are

used

f) evaluation criteria are established

4 Identify the transportation methods

that are capable of meeting the

specifications

g) transportation methods are

measured against the evaluation

criteria

h) transportation is considered

alongside procurement, storage, and



using transportation methods

i) benefits to the organisation and the


j) risks that are identified are realistic



with the transportation methods


soon as possible



organisation

m) difficulties in resolving problems



to colleagues

n) information is provided to all

relevant colleagues


views

8 Ensure the transportation methods


requirements


are complied with


complied with

174










175

Unit M25 Schedule the transportation of supplies (DX73 04)






transported





identified


that need to be transported


accessed


considered

3 Confirm the transportation of

supplies with colleagues

e) information is provided to all

relevant colleagues

f) colleagues are consulted on their

views

4 Schedule the transportation of

supplies to meet the requirements of

the supply chain

g) transportation methods are available

at the appropriate time

h) use of transportation methods is

sequenced in the correct order

i) scheduling takes account of all key

factors


that could affect the transportation

schedule

j) risks are assessed for their impact

on the organisation




with the transportation schedule


soon as possible



organisation




schedules


views






are complied with


complied with

176










177

Unit M26 Select methods for exporting supplies (DX76 04)






supplies being exported



b) export requirements of different

types of supplies are identified

2 Obtain information on the export

methods that are available


accessed



considered


suitability of export methods


used


4 Identify the export methods that are


specifications

g) export methods are measured


h) export is considered alongside

procurement, storage, distribution,

and transportation systems


using export methods






with the export methods


soon as possible



organisation




to colleagues


relevant colleagues


views

8 Ensure the export methods comply



are complied with


complied with

178


K10) Export methods and procedures





practices



179

Unit M27 Select methods for importing supplies (DX77 04)






supplies being imported



b) import requirements of different

types of supplies are identified

2 Obtain information on the import

methods that are available


accessed



considered


suitability of import methods


used


4 Identify the import methods that are


specifications

g) import methods are measured


h) import is considered alongside

procurement, storage, distribution,

and transportation systems


using import methods






with the import methods


soon as possible



organisation




to colleagues


relevant colleagues


views

8 Ensure the import methods comply



are complied with


complied with

180


K12) Import methods and procedures





practices



181

Unit T1 Maintain operational relationships within the supply chain (DX5Y 04)







supply chain

a) communications are maintained and

improved

b) options to improve supply chain

processes are clearly identified

2 Recommend opportunities to

develop operational relationships







relationships


soon as possible





suitable for maintaining the



monitored regularly



beneficial







182

Unit T2 Analyse information on the supply chain (DX4X 04)





1 Specify the purpose of the analysis a) confirmation is obtained from



analysis

b) suitable sources of data are accessed


sorted and collated

3 Analyse data on the organisation‘s

supply chain


procedures are used


relevant colleagues

4 Use analysis procedures and

techniques that are appropriate to

the information required

f) results are provided according to

agreed schedules

g) key findings are clearly identified

5 Identify any problems with the

supply chain


soon as possible

i) colleagues are informed of




colleagues


relevant colleagues






practices


183

Unit T3 Apply improvements to the supply chain (DX50 04)






improvements being introduced to

the supply chain



2 Apply improvements to the supply

chain according to the

implementation plan

b) plans are implemented wherever

possible


views


monitoring the supply chain

d) supply chain management systems

are used

e) legal and organisational


4 Collate and prepare data on the

impact of improvements to the

supply chain

f) suitable sources of data are accessed

g) relevant data for the analysis are

sorted and collated

5 Analyse data on the impact of


h) appropriate analysis methods and

procedures are used


relevant colleagues

6 Identify problems relating to the

application of the improvements to

the supply chain


soon as possible




7 Provide feedback on the application

of the improvements to the supply

chain

l) information is provided to all

relevant colleagues

m) issues that have an impact on the

organisation‘s effectiveness are

clearly expressed

184







185

Unit T4 Monitor the achievement of project tasks (DX63 04)





1 Clarify information on the


a) clarification is obtained from


2 Confirm the project tasks to be

achieved

b) colleagues responsible for project

tasks are identified

3 Obtain information from colleagues

on the achievement of project tasks

and milestones

c) information is obtained from the


d) information is relevant to the

project being monitored

4 Monitor the achievement of project

tasks

e) project tasks are monitored

regularly

5 Provide information on the progress

of project tasks

f) information is provided to all

relevant colleagues

6 Identify any problems in delivering

project tasks


soon as possible

h) colleagues are informed of








186

Unit T5 Control supplies at storage locations and facilities (DX56 04)






supplies being stored






being stored





analysis

e) relevant data for the analysis are

sorted and collated

4 Analyse information on the storage


f) appropriate analysis methods and

procedures are used

5 Monitor the location and condition

of the supplies being stored

g) supplies being stored are monitored

at regular intervals




soon as possible




7 Provide the results of the

monitoring to colleagues


relevant colleagues

k) results are provided according to

agreed schedules


controlling the supplies being stored

l) supply chain management systems

are used

m) legal and organisational


187








practices


188

Unit T6 Complete export procedures and requirements (DX52 04)





1 Identify export requirements for the

supplies

a) position and movement of supplies

is clearly identified



identified

c) financial, legal, and transportation

requirements are clearly identified

2 Obtain information on the exporting

of supplies

d) suitable sources of data are accessed

e) information is obtained from the


3 Complete export documentation for

the supplies

f) financial and insurance details are

finalised

g) customs documentation is

completed correctly

h) transportation details are complete

4 Monitor the completion of export

procedures

i) export procedures are monitored at

all key stages


export procedures and requirements


soon as possible




6 Provide information on the export

of supplies


relevant colleagues

m) confidentiality of information is

maintained

7 Comply with export procedures and

requirements

n) supply chain management systems

are used

o) legal and organisational


189




K10) Export methods and procedures




190

Unit T7 Complete import procedures and requirements (DX53 04)





1 Identify import requirements for the

supplies

a) position and movement of supplies

is clearly identified



identified

c) financial, legal, and transportation

requirements are clearly identified


importing of supplies




3 Complete import documentation for

the supplies

f) financial and insurance details are

finalised

g) customs documentation is

completed correctly

h) transportation details are complete

4 Monitor the completion of import

procedures

i) import procedures are monitored at

all key stages


import procedures and requirements


soon as possible




6 Provide information on the import

of supplies


relevant colleagues

m) confidentiality of information is

maintained

7 Comply with import procedures and

requirements


are used



191




K12) Import methods and procedures




192

Unit T8 Administer contracts (DX4V 04)





1 Obtain authorisations to administer

the contracts

a) the authorisation of appropriate


2 Obtain and clarify instructions and

information required to negotiate

contracts

b) information is obtained from the


c) clarification is obtained from


3 Provide documents specified in the

contract

d) all pages and parts of the contract

are compiled correctly

4 Analyse information on contract

outcomes


sorted and collated


procedures are used

5 Identify any problems relating to

the content and outcomes of

contracts


soon as possible




6 Exchange information on the

content and outcomes of contracts

i) information is provided to all

relevant colleagues

j) confidentiality of information is

maintained

7 Confirm the contract complies with

all relevant requirements

k) legal and regulatory requirements

are complied with

l) organisational requirements are

complied with



K4) Contract administration methods and procedures





193

Unit T9 Analyse information on the procurement of supplies in the supply chain (DX4W 04)





1 Specify the purpose of the analysis a) confirmation is obtained from



analysis



sorted and collated

3 Analyse data on the procurement of



procedures are used


relevant colleagues



supply chain

f) problems are clearly identified as

soon as possible

g) colleagues are informed of




colleagues

h) results are provided according to

agreed schedules

i) key findings are clearly identified


relevant colleagues






practices




194

Unit T10 Verify the capability of suppliers to meet supply specifications (DX7E 04)






are required



identified





2 Obtain information from suppliers

on their capability to provide

supplies


accessed


considered

3 Analyse information on the

capability of suppliers


procedures are used

4 Verify the information provided by

suppliers

g) information is checked using

organisationally specified methods

h) suppliers are suitable for being used


suppliers

i) problems are clearly identified as

soon as possible

j) colleagues are informed of



6 Provide the results to colleagues k) results are discussed with all

relevant colleagues

l) results are provided according to

agreed schedules


verifying suppliers

m) supply chain management systems

are used

n) legal and organisational


195









196

Unit T11 Analyse the performance of suppliers (DX4Y 04)






are required



identified








accessed


considered


analysis

f) relevant data for the analysis are

sorted and collated

4 Analyse data on the performance of

suppliers

g) appropriate analysis methods and

procedures are used


suppliers


soon as possible





colleagues


relevant colleagues


agreed schedules


the performance of suppliers

l) appropriate options for improving

the supply chain are identified

m) alternative sources of supply are

identified

197






practices




198

Unit T12 Identify potential suppliers for the supply chain (DX5P 04)






that are required



b) information is clarified if necessary


are required

c) specifications and quality of


identified

d) quantity and rate of supplies


e) delivery schedules and other


3 Obtain information on suppliers in

the market

f) suitable sources of data are accessed

g) colleagues are consulted on their

views

4 Identify potential suppliers h) suppliers are capable of providing

supplies

i) suppliers are available to provide

the supplies


suppliers


soon as possible




6 Provide the results to colleagues l) results are discussed with all

relevant colleagues

m) results are provided according to

agreed schedules


identifying potential suppliers


are used



199








200

Unit T13 Place orders with suppliers (DX6L 04)






that need to be ordered



identified






colleagues


relevant colleagues

e) colleagues are consulted on their

views

3 Place orders with suppliers f) orders are placed according to the

specified schedule

g) orders are placed according to

procedures agreed with the supplier

4 Confirm the orders with suppliers h) price and specifications are

confirmed

i) delivery instructions are agreed

5 Identify any problems in placing

orders


soon as possible




6 Comply with procedures for placing

orders


are used










201

Unit T14 Monitor and progress the delivery of orders (DX61 04)






supplies that need to be ordered



identified





2 Monitor the delivery of orders d) Supplies are monitored against

delivery times and specifications

e) cost and quality of supplies is

monitored

3 Progress orders with suppliers f) orders are progressed according to

the specified schedule

g) orders are progressed according to

procedures agreed with the supplier


delivery of orders


soon as possible




5 Recommend options for progressing

the delivery of orders

j) additional support is provided to

suppliers

k) alternative sources of supply are

identified


progressing orders


are used



202








203

Unit T15 Monitor the flow of supplies in the supply chain (DX67 04)






supplies that are flowing through

the supply chain





2 Collate and prepare data to monitor

the flow of supplies


d) relevant data for the analysis are

sorted and collated

3 Analyse data on the flow of

supplies

e) appropriate analysis methods and

procedures are used

f) results are discussed with all

relevant colleagues

4 Identify any problems with the flow

of supplies


soon as possible





colleagues

i) results are provided according to

agreed schedules

j) key findings are clearly identified

k) information is provided to all

relevant colleagues


monitoring the flow of supplies


are used










204

Unit T16 Obtain information on storage locations and facilities (DX6G 04)











2 Obtain information on storage






analysis


sorted and collated

4 Analyse information on the storage



procedures are used


storage locations and facilities


soon as possible





colleagues


relevant colleagues

j) results are provided according to

agreed schedules

7 Recommend options for using






205








practices


206

Unit T17 Obtain information on distribution requirements (DX6F 04)











clearly identified



identified

2 Obtain information on distribution

requirements





analysis

f) relevant data for the analysis are

sorted and collated



g) appropriate analysis methods and

procedures are used

5 Identify any problems in the



soon as possible





colleagues


relevant colleagues


agreed schedules



l) appropriate options for the supply


m) alternative storage locations and


207








practices


208

Unit T18 Monitor the distribution of supplies (DX65 04)











identified







analysis


sorted and collated




procedures are used

5 Monitor the distribution of supplies g) supply distribution is monitored at

regular intervals




soon as possible







relevant colleagues


agreed schedules


monitoring the distribution of

supplies


are used



209








practices


210

Unit T19 Monitor the flow of returned supplies (DX69 04)






supplies being returned

a) information on quantity and type of

returns is obtained

2 Collate and prepare data on the flow

of returned supplies


c) information is obtained from the


3 Analyse information on the flow of

returned supplies


procedures are used

4 Identify any problems with the flow

of returned supplies


soon as possible





colleagues

g) results are discussed with all

relevant colleagues

h) results are provided according to

agreed schedules


the flow of returned supplies

i) appropriate options for the supply


j) alternative methods for returning

supplies are identified


monitoring the flow of returned

supplies

k) supply chain management systems

are used

l) legal and organisational









practices


211

Unit T20 Monitor the transportation of supplies (DX6D 04)






supplies being transported





identified


transportation of supplies





analysis


sorted and collated




procedures are used

5 Monitor the transportation of

supplies

g) supply transportation is monitored

at regular intervals




soon as possible







relevant colleagues


agreed schedules


monitoring the transportation of

supplies


are used



212







practices



213

Unit T21 Contribute to operational relationships within the supply chain (DX55 04)





1 Contribute to the maintenance and

improvement of current operational


chain

a) communications are maintained

effectively

b) possibilities for improving supply

chain processes are clearly

identified

2 Provide information on

opportunities to develop operational


chain






relationships


soon as possible




4 Assist colleagues to ensure that

operational relationships are

suitable for maintaining the



monitored regularly



beneficial







214

Unit T22 Obtain information on the supply chain (DX6K 04)

This unit must be used in accompaniment with the Supply Chain Management




1 Identify the processes that comprise

the supply chain

a) procurement, logistics, operations

management, transportation, and

export and import systems are

identified

2 Identify the supplies flowing

through the supply chain




flowing through the supply chain




4 Sort information on the supply

chain

e) appropriate sorting methods and

procedures are used

5 Record information ready for

analysis

f) relevant information for analysis is

recorded in appropriate systems

6 Identify any problems in obtaining

information on the supply chain


soon as possible




7 Provide the information to

colleagues when required for

analysis

i) information is provided in the

appropriate formats

j) information is provided according

to agreed schedules













practices


215

9 Imported Management Standards Centre Units (Standards)

216

MSC B6 Provide leadership in your area of responsibility (DR75 04)

What is the unit about?

The unit is about providing direction to people in a clearly and formally defined

area or part of an organisation and motivating and supporting them to achieve the

vision and objectives for the area.

The ‗area of responsibility‘ may be, for example, a branch or department or

functional area or an operating site within an organisation.

Who is the unit for?

The unit is recommended for first line managers and middle managers.

Links with other units

This unit is linked to the following units in the overall suite of National

Occupational Standards for management and leadership:

B1 Develop and implement operational plans for your area of responsibility

B5 Provide leadership for your team

B7 Provide leadership for your organisation

D6 Allocate and monitor the progress and quality of work in your area of

responsibility

Skills

Listed below are the main generic skills which need to be applied in providing

leadership in your area of responsibility. These skills are explicit/implicit in the

detailed content of the unit and are listed here as additional information.

Communicating

Influencing and persuading

Leading by example

Motivating

Consulting

Planning

Setting objectives

Providing feedback

Coaching

Mentoring

Valuing and supporting others

Empowering

Learning

Following

Managing conflict

Obtaining feedback

217


You must be able to do the following:

1. Create a vision of where your area is going and clearly and enthusiastically

communicate it, together with supportive objectives and operational plans, to

the people working within your area.

2. Ensure that people working within your area understand and can see how the

vision, objectives and operational plans link to the vision and objectives of the

overall organisation.

3. Steer your area successfully through difficulties and challenges, including

conflict within the area.

4. Create and maintain a culture within your area which encourages and


5. Develop a range of leadership styles and select and apply them to appropriate


6. Communicate regularly, making effective use of a range of different

communication methods, with all the people working within your area and

show that you listen to what they say.

7. Give people in your area support and advice when they need it especially

during periods of setback and change.

8. Motivate and support people in your area to achieve their work and

development objectives and provide recognition when they are successful.

9. Empower people in your area to develop their own ways of working and take

their own decisions within agreed boundaries.

10. Encourage people to give a lead in their own areas of expertise and show

willingness to follow this lead.

11. Win, through your performance, the trust and leadership and get regular

feedback on your performance.

Behaviours which underpin effective performance

1. You articulate a vision that generates excitement, enthusiasm and

commitment.

2. You create a sense of common purpose.

3. You take personal responsibility for making things happen.

4. You make complex things simple for the benefit of others.

5. You encourage and support others to take decisions autonomously.

6. You act within the limits of your authority.

7. You make time available to support others.

8. You show integrity, fairness and consistency in decision-making.

9. You seek to understand people‘s needs and motivations.

10. You model behaviour that shows respect, helpfulness and co-operation.

11. You encourage and support others to make the best use of their abilities.

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You need to know and understand the following:


1. The fundamental differences between management and leadership.

2. How to create a compelling vision for an area of responsibility.

3. How to select and successfully apply different methods for communicating

with people across an area of responsibility.

4. A range of different leadership styles and how to select and apply these to

different situations and people.

5. How to get and make use of feedback from people on your leadership

performance.

6. Types of difficulties and challenges that may arise, including conflict within

the area, and ways of identifying and overcoming them.

7. The benefits of and how to create and maintain a culture which encourages

and recognises creativity and innovation.

8. The importance of encouraging others to take the lead and ways in which this

can be achieved.

9. How to empower people effectively.

10. How to select and successfully apply different methods for encouraging,

motivating and supporting people and recognising achievement.

Industry/sector specific knowledge and understanding

1. Leadership styles common in the industry/sector.

2. Legal, regulatory and ethical requirements in the industry/sector.


1. Your own values, motivations and emotions.

2. Your own strengths and limitations in the leadership role.

3. The strengths, limitations and potential of people that you lead.

4. Your own role, responsibilities and level of power.

5. The vision and objectives of the overall organisation.

6. The vision, objectives, culture and operational plans for your area of

responsibility.

7. Types of support and advice that people are likely to need and how to respond

to these.

8. Leadership styles used across the organisation.

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MSC B7 Provide leadership for your organisation (DR70 04)

What is the Unit about?

This Unit is about providing direction to people in the organisation and enabling,

inspiring, motivating and supporting them to achieve what the organisation has set

out to do.

It is expected that you will be aware of and be able to apply different styles of

leadership appropriate to different people and situations. For the purposes of this

Unit, an ‗organisation‘ can mean a self-contained entity such as a private sector

company, a charity or a local authority or a significant operating unit, with a

relative degree of autonomy, within a larger organisation.

Who is the Unit for?

The Unit is recommended for senior managers.

Links with other Units

This Unit is linked to the following Units in the overall suite of National

Occupational Standards for management and leadership.

B3 Develop a strategic business plan for your organisation

B4 Put the strategic business plan into action

B6 Provide leadership in your area of responsibility

Skills

Listed below are the main generic skills which need to be applied in providing

leadership for your organisation. These skills are explicit/implicit in the detailed

content of the Unit and are listed here as additional information.

Thinking strategically

Empowering

Communicating

Influencing and persuading

Leading by example

Planning

Inspiring

Motivating

Problem solving


Monitoring

Consulting

Obtaining feedback

Following

Managing conflict

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1. Develop and clearly and enthusiastically communicate and reinforce the

organisation‘s purpose, values and vision to people across the organisation

and, where appropriate, to external stakeholders.

2. Ensure that organisational plans support the organisation‘s purpose, values

and vision.

3. Steer the organisation successfully through difficulties and challenges,

including conflict within the organisation.

4. Create and maintain a culture within the organization which encourages and

rewards creativity and innovation.

5. Develop, select and apply leadership styles which are appropriate to the

different people and situations you face.

6. Motivate people across the organisation to achieve their objectives and reward

them when they are successful.

7. Give people across the organisation support and advice when they need it

especially during periods of setback and change.

8. Motivate people across the organisation to present their own ideas and listen

to what they say.

9. Empower people across the organisation to develop their own ways of

working within agreed boundaries.

10. Encourage people across the organisation to take the lead when they have the

knowledge and expertise and show willingness to follow this lead.

11. Win, through your performance, the trust and support of people across the

organisation and key stakeholders for your leadership of the organisation and

get regular feedback on your performance.

12. Monitor activities and progress in different areas of the organisation without

interfering.


1. You articulate a vision that generates excitement, enthusiasm and

commitment.

2. You create a sense of common purpose.

3. You take personal responsibility for making things happen.

4. You present information clearly, concisely, accurately and in ways that

promote understanding.

5. You encourage and support others to take decisions autonomously.


7. You make time available to support others.

8. You show integrity, fairness and consistency in decision-making.


10. You model behaviour that shows respect, helpfulness and co-operation.

11. You make complex things simple for the benefit of others.

221

Knowledge and understanding



1. The differences between management and leadership.

2. How to develop a compelling vision for an organisation.

3. The importance of and what is meant by organisational values.

4. Ways of ensuring that organisational plans support the organisation‘s purpose,

values and vision.

5. How to select and successfully apply different methods and techniques for

communicating with people across an organisation.

6. Types of challenges and difficulties that may arise, including conflict within

the organisation, and ways of identifying and overcoming them.

7. Different theories, models and styles of leadership and how to select and

successfully apply these to different people and situations.

8. The effect that different leadership styles can have on organisations.

9. How to select and successfully apply different methods and techniques for

motivating, rewarding, influencing and persuading people.

10. How to empower people effectively.

11. How to get and make use of feedback on your leadership performance.

12. The organisational benefits of and how to create a culture which encourages

and recognises creativity and innovation.

13. How to recognise and develop the leadership capability of other people and

follow their lead.


1. Leadership styles common in the industry/sector and their strengths and

limitations.



1. Your own values, motivations and emotions, and the effect these have on your

own actions and on other people.

2. Your own strengths and limitations in the leadership role.

3. The strengths, limitations and potential of people that you lead.

4. Your own role, responsibilities and level of power.

5. The purpose and values of and vision for your organisation.

6. The leadership culture and capability of your organisation.

7. The plans of your organisation.

8. The types of support and advice that people are likely to need and how to

respond to these.

9. External stakeholders whom you may need to communicate and work with.

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MSC D3 Recruit, select and keep colleagues (DR7K 04)


This Unit is mainly about recruiting and selecting people to undertake identified

activities or work-roles within your area of responsibility. It involves taking a fair

and objective approach to recruitment and selection to ensure that individuals with

the required skills, knowledge and understanding and who are likely to perform

effectively are appointed.

As recruitment and selection can be expensive and time-consuming activities, the

Unit also involves taking action to understand why colleagues are leaving and

taking action to keep colleagues. Whilst you would be expected to draw on the

expertise of personnel specialists, you are not expected to be a personnel specialist

yourself.

For the purposes of this Unit, ‗colleagues‘ means those people for whom you have

line management responsibility.

Who is the Unit for?

The Unit is recommended for first line managers and middle managers.

Links with other Units

This Unit is closely linked to Unit D4 Plan the workforce in the overall suite of

National Occupational Standards for management and leadership. If your

organisation is a small firm, you should look at Unit J4 Recruit staff which has

been developed by the Small Firms Enterprise and Development Initiative

(SFEDI) specifically for small firms and which may be more suitable to your

needs. You can obtain information on the Unit from SFEDI on tel 0114 241 2155

or the SFEDI website (www.sfedi.co.uk).

Skills

Listed below are the main generic skills which need to be applied in recruiting,

selecting and keeping colleagues. These skills are explicit/implicit in the detailed

content of the Unit and are listed here as additional information.

Reviewing

Interviewing

Negotiating

Planning

Team building

Communicating


Decision making

Consulting

Problem solving

Information management

http://www.sfedi.co.uk/

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1. Talk with colleagues who are leaving your area of responsibility to identify

and discuss their reasons for leaving.

2. Identify ways of addressing staff turnover problems, implementing those

which clearly fall within your authority and communicating others to the

relevant people for consideration.

3. Review, on a regular basis, the work required in your area of responsibility,

identifying any shortfall in the number of colleagues and/or the pool of skills,

knowledge, understanding and experience.

4. Identify and review the options for addressing any identified shortfalls and

decide on the best option(s) to follow.

5. Consult with others to produce or update job descriptions and person

specifications where there is a clear need to recruit.

6. Consult with others to discuss and agree stages in the recruitment and

selection process for identified vacancies, the methods that will be used, the

associated timings and who is going to be involved.

7. Ensure that any information on vacancies is fair, clear and accurate before it

goes to potential applicants.

8. Seek and make use of specialist expertise in relation to recruiting, selecting

and keeping colleagues.

9. Participate in the recruitment and selection process, as agreed, making sure

that the process is fair, consistent and effective.

10. Make sure that applicants who are offered positions are likely to be able to

perform effectively and work with their new colleagues.

11. Judge whether the recruitment and selection process has been successful in

relation to recent appointments in your area and identify any areas for

improvements.


1. You recognise the opportunities presented by the diversity of people.

2. You work to turn unexpected events into opportunities rather than threats.

3. You try out new ways of working.

4. You identify people‘s information needs.


6. You comply with, and ensure others comply with, legal requirements, industry

regulations, organisational policies and professional codes

7. You take and implement difficult and/or unpopular decisions, if necessary.


9. You show integrity, fairness and consistency in decision making.

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Knowledge and understanding:



1. Why it is important to identify and understand why colleagues are leaving and

how to do so constructively and sensitively.

2. The types of reasons colleagues might give for leaving.

3. How to measure staff turnover.

4. The causes and effects of high and low staff turnover.

5. Measures which can be undertaken to address staff turnover problems.

6. How to review the workload in your area in order to identify shortfalls in the

number of colleagues and/or the pool of skills, knowledge, understanding and

experience.

7. Different options for addressing identified shortfalls and their associated

advantages and disadvantages.

8. What job descriptions and person specifications should cover and why it is

important to consult with others in producing or updating them.

9. Different stages in the recruitment and selection process and why it is

important to consult with others on the stages, recruitment and selection

methods to be used, associated timings and who is going to be involved.

10. Different recruitment and selection methods and their associated advantages

and disadvantages.

11. Why it is important to give fair, clear and accurate information on vacancies to

potential applicants.

12. How to judge whether applicants meet the stated requirements of the vacancy.

13. Sources of specialist expertise in relation to recruitment, selection and

retention.

14. How to take account of equality and diversity issues, including legislation and

any relevant codes of practice, when recruiting and selecting people and

keeping colleagues.

15. How to review the effectiveness of recruitment and selection in your area.


1. Turnover rates within similar organisation in the industry/sector.

2. Recruitment, selection and retention issues and specific initiatives and

arrangements within the industry/sector.

3. Working culture and practices of the industry/sector.


1. Current people resources available to your area, including skills, knowledge,

understanding and experience of colleagues.

2. Work requirements in your area.

3. Agreed operational plans and changes in your area.

4. The staff turnover rate in your area.

5. Job descriptions and person specifications for confirmed vacancies.

6. Local employment market conditions.

7. The organisation‘s structure, values and culture.

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8. Employment policies and practices within the organisation – including

recruitment, selection, induction, development, promotion, retention,

redundancy, dismissal, pay and other terms and conditions.

9. Sources of specialist expertise in relation to recruitment, selection and

retention used by your organisation.

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MSC D4 Plan the workforce (DR6M 04)


This Unit is about taking a lead in identifying the workforce requirements of your

organisation and how these will be satisfied. It involves considering the strategic

objectives and plans of the organisation to decide whether the workforce should

be expanded, maintained or contracted.

It also involves considering whether there is an appropriate mix of people to

achieve the organisation‘s objectives, and whether any problems with this can be

sorted out by recruiting staff, moving staff to other positions of making staff

redundant. ‗Workforce‘ covers any person who works for the organisation.

Colleagues do not have to be directly employed as there is a wide range of

contractual arrangements which could be used to provide the people the

organisation needs, and part of the planning process is to decide how this is

managed. For the purposes of this Unit, an ‗organisation‘ can mean a self-

contained entity such as a private sector company, a charity or a local authority or

a significant operating unit, with a relative degree of autonomy, within a larger

organisation.


The unit is recommended for senior managers.


This unit is closely linked to the following units in the overall suite of National


B3 Develop a strategic business plan for your organization

B4 Put the strategic business plan into action

If your organisation is a small firm, you should look at unit J1 Review your

staffing which has been developed by the Small Firms Enterprise and

Development Initiative (SFEDI) specifically for small firms and which may be

more suitable to your needs. You can obtain information on the unit from SFEDI

on tel 0114 241 2155 or at the SFEDI website (www.sfedi.co.uk).

Skills

Listed below are the main generic skills which need to be applied in planning the

workforce. These skills are explicit/implicit in the detailed content of the unit and

are listed here as additional information.

Planning


Prioritising

Contingency planning



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Monitoring

Evaluating

Decision making

Communicating

Analysing

Thinking creatively

Balancing competing needs and interests



1 Evaluate the organisation‘s strategic objectives and associated plans to

obtain information needed for workforce planning purposes and identify

any key issues for further consideration.

2 Identify the type of skills, knowledge, understanding and experience

required to undertake current and planned organisational activities.

3 Review capacity and capability of the current workforce to meet identified

skills, knowledge, understanding and experience requirements

4 Seek and make use of specialist expertise to assist in workforce planning

activities, as necessary.

5 Specify workforce requirements that are capable of achieving the

organisation‘s objectives.

6 Make sure that the organisation has a diverse workforce which provides a

suitable mix of people to achieve its objectives.

7 Develop plans that meet the organisation‘s long, medium, and short-term

requirements, making best use of people from inside and from outside

the organisation.

8 Ensure a mix of full-time, part-time, temporary and contractual workers

appropriate to the needs of the organisation.

9 Make sure that resources needed to recruit, keep and re-deploy people are

available.

10 Make sure that plans incorporate contingency arrangements to deal with

unforeseen circumstances and maintain business continuity.

11 Communicate workforce plans to relevant people for information.


1. You recognise the opportunities presented by the diversity of people.

2. You are vigilant for potential risks.

3. You identify systemic issues and trends and recognise their effect on current

and future work.

4. You anticipate likely future scenarios based on realistic analysis of trends and

developments.

5. You take decisions in uncertain situations or based on incomplete information

when necessary.


7. You work towards a clearly defined vision of the future.

8. You use communication styles that are appropriate to different people and

situations.

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1. What an effective workforce plan should cover.

2. The information required to undertake workforce planning.

3. Sources of specialist expertise in relation to workforce planning and how to

make use of them.

4. Legislation and requirements relating to employment, workers' welfare and

rights, equality and health and safety.

5. How to take account of equality and diversity issues in workforce planning.

6. Strategies and/or services which need to be in place for when people leave,

including redundancy counselling.

7. The importance of putting contingency arrangements in place and how to do

so effectively.

8. The different ways in which workforce requirements can be met, their

advantages and disadvantages, costs and benefits.


1. Types of employment agreements typically used within the industry/sector.

2. Patterns for employing, recruiting, and keeping people in the industry/sector.

3. Trends and developments in the sector which are relevant to workforce

planning.

4. Legislation, regulations and codes of practice that apply in the industry/sector.

5. Working culture and practices of the industry/sector.


1. The organisation‘s vision, strategic objectives and associated plans, structure,

values and culture.

2. Employment agreements with people working in and for the organisation.

3. The capacity and capability of the current workforce.

4. The diversity of the organisation‘s workforce.

5. Factors affecting workforce planning in the organisation.

6. Local employment market conditions.

7. Employment policies and practices within the organisation – including

recruitment, selection, induction, development, promotion, retention,

redundancy, dismissal, pay and other terms and conditions.

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MSC E2 Manage finance for your area of responsibility (DR5T 04)

What is this unit about?

This unit is about managing finance in order to achieve the stated objectives for

your area of responsibility. It involves developing and agreeing a master budget

for your area and using this to monitor, evaluate and control performance and take

action to deal with identified variances.

Delegating responsibility for budgets for clearly defined activities is a key aspect

of this unit. The ‗area of responsibility‘ may be, for example, a branch or

department or functional area or an operating site within an organisation.

Who is this unit for?

The unit is recommended for middle managers.




B1 Develop and implement operational plans for your area of responsibility

E1 Manage a budget

Skills

Listed below are the main generic skills which need to be applied in managing

finance for your area of responsibility. These skills are explicit/implicit in the

detailed content of the unit and are listed here as additional information.

Communicating

Decision making

Questioning

Consulting

Monitoring

Assessing

Delegating

Acting assertively


Negotiating

Contingency planning


Problem solving

Thinking systematically

Leadership

Motivating

Planning

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1. Confirm your financial responsibilities, including the limits of your authority,

with those to whom you report.

2. Gather and evaluate available financial information and the objectives and

associated plans for your area and consult with colleagues to identify

priorities, potential problems and risks.

3. Identify and make use of opportunities to delegate responsibility for budgets

for clearly defined activities to colleagues in your area, providing them with

the required ongoing support and resources.

4. Discuss and, if appropriate, negotiate delegated budgets with colleagues and

agree provisional budgets.

5. Consult on and develop a realistic master budget for your area and submit it to

the relevant people in the organisation for approval and to assist the overall

financial planning process.

6. Discuss and, if appropriate, negotiate the proposed master budget for your

area with the relevant people in the organisation and communicate the final

budget to colleagues in your area.

7. Establish systems to monitor and evaluate performance against delegated

budgets and the master budget and put contingency plans in place.

8. Identify the causes of any significant variances between what was budgeted

for and what actually happened and discuss and ensure prompt corrective

action is taken, obtaining agreement from the relevant people if required.

9. Propose revisions to the master budget, if necessary, in response to variances

and/or significant or unforeseen developments and discuss and agree the

revisions with the relevant people.

10. Provide ongoing information on the financial performance of your area to

relevant people in your organisation.

11. Advise the relevant people as soon as possible if you have identified evidence

of any potentially fraudulent activities.

12. Encourage colleagues in your area to think about and identify ways of

reducing expenditure and increasing income, selecting and pursuing those

ideas which have potential for implementation.

13. Review the financial performance of your area, particularly in relation to

achievement of the stated objectives, and identify improvements for the future.



2. You are vigilant for potential risks.

3. You develop systems to gather and manage information and knowledge

effectively, efficiently and ethically.

4. You clearly agree what is expected of others and hold them to account.

5. You respond quickly to crises and problems with a proposed course of action.

6. You comply with, and ensure others comply with, legal requirements, industry

regulations, organisational policies and professional codes.

7. You prioritise objectives and plan work to make best use of time and

resources.

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8. You use communication styles that are appropriate to different people and

situations.





1. The purposes of budgetary systems.

2. The importance of agreeing financial responsibilities, including the limits of

your authority, for your area with those to whom you report.

3. Where to get and how to evaluate the available financial information in order

to be able to prepare a realistic master budget for your area.

4. The importance of taking account of the objectives and associated plans of

your area in developing and operating the master budget.

5. How to identify opportunities and delegate responsibility for budgets.

6. The importance of consulting with colleagues in identifying priorities,

potential problems and risks and generally preparing the budget for your area.

7. How to discuss, negotiate and confirm budgets with colleagues in your area

and with people who control the finance and the key factors that should be

covered.

8. How to establish systems to monitor and evaluate performance against

budgets.

9. The importance of contingency plans and the type of contingencies that may

occur.

10. The main causes of variances and how to identify them.

11. What different types of corrective action could be taken to address identified

variances.

12. The importance of agreeing revisions to the budget and communicating the

changes.

13. The importance of providing regular information on the financial performance

of your area to relevant people and giving what they might want to know.

14. Types of fraudulent activities and how to identify them.

15. How to encourage colleagues to think about ways of reducing expenditure and

increasing income.

16. How to review the financial performance of your area against the stated

objectives.

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1. Factors, processes and trends that are likely to affect financial management in

your industry/sector.



1. The scope and nature of your area of responsibility including the vision,

objectives and operational plans.

2. Your financial responsibilities, including the limits of your authority.

3. The people you report to in your organisation.

4. Financial information available in your organisation.

5. Activities for which budgets have been delegated.

6. The budgeting period(s) used in your organisation.

7. Organisational guidelines and procedures for the preparation and approval of

budgets and for monitoring and reporting of performance against budgets and

revising budgets.

8. The agreed master budget for your area, including delegated budgets.

9. Systems established for managing and evaluating performance against

budgets.

10. Contingency plans put in place.

11. What to do and who to contact if you suspect fraud has been committed.

12. Who needs information on the financial performance of your area, what

information they need, when they need it and in what format.

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MSC F9 Build your organisation’s understanding of its market and customers (DR41 04)

What is the unit about?

This unit is about making sure that relevant and reliable information about the

organisation‘s market and customers is constantly available and shared.

The term ‗customer‘ includes internal and external customers of the organisation

or part of the organisation that the manager is responsible for.


The unit is recommended for middle managers and senior managers.




F4 Develop and review a framework for marketing

F10 Develop a customer focussed organisation

If your organisation is a small firm, you should look at unit B1 Improve your sales

and marketing which has been developed by the Small Firms Enterprise and

Development Initiative (SFEDI) specifically for small firms and which may be

more suitable to your needs. You can obtain information on the unit from SFEDI

on tel 0114 241 2155 or at the SFEDI website (www.sfedi.co.uk).

Skills

Listed below are the main generic skills which need to be applied in building your

organisation‘s understanding of its market and customers. These skills are

explicit/implicit in the detailed content of the unit and are listed here as additional

information.


Communicating

Analysing

Assessing


Forecasting

Innovating

Networking

Presenting information

Decision making

Thinking with a focus on customers


234



1. Identify your customers‘ current and future needs and expectations and

predicted future demand levels.

2. Identify the market for your products and/or services and any market

segments.

3. Identify and assess current and future developments in your sector, including

competitors‘ activities.

4. Identify and assess opportunities to expand into new markets and for

innovations that meet customers‘ needs.

5. Identify the reasons why customers use products and/or services from your

organisation rather than from your competitors.

6. Identify and assess any threats to, and weaknesses in, your organisation‘s

products and services.

7. Make sure there is a shared understanding of your customers and your

competitive position in the market across your organisation.

8. Use information about customers and the market to help managers make

decisions.


1. You analyse and structure information to develop knowledge that can be

shared.

2. You develop systems to gather and manage information and knowledge

effectively, efficiently and ethically.

3. You recognise your own strengths and limitations, play to your strengths and

use alternative strategies to minimise the impact of your limitations.

4. You anticipate likely future scenarios based on a realistic analysis of trends

and developments.

5. You identify the implications or consequences of a situation.

6. You articulate the assumptions made and risks involved in understanding a

situation.




1. Where you can get information about your customers and the market and the

advantages and disadvantages of different sources.

2. How you can get information on competitors or similar organisations.

3. How to assess sources of information about your customers and the market to

see how suitable they are to use.

4. Sources of professional market-research expertise.

5. Methods of gaining customer feedback, and the costs and benefits associated

with them.

6. How to analyse, measure and assess data and turn it into information that is

suitable for business purposes.

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7. Awareness of how information software products can help you collect and

analyse information.

8. The legislative and ethical restrictions relating to the collecting, storing and

sharing of information.

9. The importance of checking users‘ understanding of the process for collecting

information and their role supporting it.

10. The principles of cost-benefit analysis.

11. The principle that customers buy products and/or services for the benefits they

give them.

12. The principle of trying to secure competitive advantage so that more

customers will prefer the products and/or services of your organisation.

13. Principles of market segmentation and why this is important.


1. The sector and market in which your organization works.

2. Legal and regulatory restrictions that may affect your products and/or services

(or both).

3. Sources of specific information about the market and about the customers.


1. Your organisation‘s products, services, technologies and processes.

2. Opportunities for collecting existing and new information about the market

and customers.

3. The information about markets and customers that is available within your

organisation, and the systems that are used for collecting and storing the

information.

Supply Chain Management levels 2, 3, 4 & 5 - Scottish Qualifications

Documents

Transcript of Supply Chain Management levels 2, 3, 4 & 5 - Scottish Qualifications