GUIDE TO THE FRITZ INSTITUTE/ CILT(UK) CERTIFICATION IN HUMANITARIAN LOGISTICS (V3)

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1 GUIDE TO THE FRITZ INSTITUTE/ CILT(UK) CERTIFICATION IN HUMANITARIAN LOGISTICS (V3) DELIVERED BY: AWARDING ORGANISATION: PROGRAMME DIRECTED BY:

2 GUIDE TO THE CERTIFICATION IN HUMANITARIAN LOGISTICS CONTENTS GUIDE TO THE CERTIFICATION IN HUMANITARIAN LOGISTICS... 2 CONTENTS... 2 INTRODUCTION... 4 LOGISTICS LEARNING ALLIANCE LTD... 4 KEY FEATURES... 4 TYPICAL CANDIDATE PROFILE... 5 THE CASE STUDY AND LEARNING SYSTEM... 5 THE ASSESSMENT PROCESS... 6 SCILAID CASE STUDY... 6 COMPETENCY... 8 ENROLMENT & FEE SCALE... 9 SUPPORT... 9 QUALIFICATION STRUCTURE... 10

3 UNIT 1: Supply Chain in Humanitarian Aid UNIT 2: Warehousing & Inventory UNIT 3: Procurement UNIT 4: Transport UNIT 5: Fleet Management UNIT 6: Cash Transfer Programming (CTP) UNIT 7: Managing a Humanitarian Supply Chain Response... 23

4 INTRODUCTION This guide provides background information to the Logistics Learning Alliance s programme for the Fritz Institute/CILT(UK) Certification in Humanitarian Logistics (CHL). This programme is delivered only by supportive, distance learning and exclusively by LLA. We will allocate you a specialist coach who will guide and assist you to the conclusion of the qualification. The coach s role is to ensure that you are able to access the required learning and then to steer you through its effective application in a real life operational setting. At the end of this programme we are confident that you will be equipped to apply the concepts in your chosen operation. We really look forward to working with you to help you realise the potential you clearly believe you have. LOGISTICS LEARNING ALLIANCE LTD The coaches at LLA have been involved with training people working in the supply chain and its related activities for many years. In the UK we are a CILT(UK) Approved Centre for the delivery of their qualifications, managing the learning programmes for many students who pursue their qualifications by distance learning. Our experience of working with a wide range of organisations gives us a good view of the challenges facing twenty first century supply chain management and this experience is reflected in the design and delivery of this certification programme. KEY FEATURES This certification programme is a practical work-based qualification which will equip students with a complete set of skills for operations in a humanitarian situation. The LLA competency route provides an opportunity for experienced practitioners to gain an internationally recognised qualification attesting to their competence in humanitarian logistics management. The candidate is required to demonstrate the practical application of the knowledge gained to situations which simulate those encountered in real life humanitarian operations.

5 TYPICAL CANDIDATE PROFILE A typical candidate will either be involved in humanitarian aid logistics at an operational level or considering entering the profession at this level. This programme is also relevant for those providing a range of support services to those operating in the field. THE CASE STUDY AND LEARNING SYSTEM Supported Self Study is attractive to logistics/supply chain practitioners as it easily fits into a pattern of life that often involves erratic working hours and transient working locations. Traditionally though it is a learning method with a downside. At times you can seem to be isolated with nowhere to turn to for support. This is not the case with this programme. From the outset of the programme, candidates are allocated a coach/tutor with specialist knowledge of the subject area. The coach will agree a personal learning plan for each unit with the candidate, designed to enable the candidate to complete their studies well within the timescale of 3 years allowed by the FI/CILT (UK). Typically, the programme should be finished in less than half of this time. The coach will support, advise, and guide the student through any areas of difficulty to the successful conclusion of the programme. The learning process includes a detailed case study that is a broad but intensive exploration of an NGO, SCILaid, involved in an on-going humanitarian aid operation. For the purposes of the study programme learners are recruited by SCILaid and appointed to a position relevant to their course of study. They will perform the tasks required by their role, demonstrating the necessary competences for the qualification. This is learning by challenge and application. Logistics Learning Alliance will provide new students with an internet link enabling them to download the case study simulation to their hard drive. The full download will include A virtual introductory tour of SCILaid Access to statistical and operational information about the SCILaid environment Access to management information which will provide information enabling the learner to submit work of an acceptable standard

6 THE ASSESSMENT PROCESS The assessment process is designed to test two things: The knowledge of the individual The ability of the individual to apply that knowledge SCILAID CASE STUDY The case study provides a network of integrated or inter-related work-based tasks to ensure that whatever level and position within the hierarchy of SCIL plc they are appointed to, candidates will have the opportunity to demonstrate their ability to apply the knowledge gained.

7 The assessment process will take into account prior learning, achievement and experience, which is appropriate to the requirements of the qualification. Each candidate is assigned a personal specialist coach/tutor, who will work with the candidate to provide the evidence to satisfy: All the outcomes of effective performance All the knowledge requirements of the qualification Evidence of performance will be assessed on an on-going basis by LLA and externally verified by the CILT(UK). In addition, to satisfy the requirements for the award of the Certification, an element of each qualification has to be assessed independently from the organisation providing the learning, in this case LLA. It has, therefore, been decided that each Certification candidate will submit an element of their course work which will be assessed by the CILT (UK). This project will be based on the final unit of the programme, Managing a Humanitarian Supply Chain Response. LLA will brief you on the arrangements for this independent assessment once the programme has started. The charge for the initial assessment of the project is included in the programme fee, but re- assessments may incur additional charges. When the CILT (UK) is satisfied that all the requirements of the qualification have been met the award of the Certification in Humanitarian Logistics will be made. A 3-year time limit for the completion of the programme is granted. Students wishing to complete the programme beyond this deadline must submit a written application to LLA but should note the following No application will be accepted if 4 years or more have lapsed since the student's initial registration Students will have to re-start the programme after the 4-year period and re-register with LLA/CILT Alternatively, students can go through the normal APL procedure for units previously completed but should be aware that they may have to assemble a completely new portfolio. Please note that these time limits are the maximum allowed to complete the qualification. Candidates are strongly urged to attempt to complete their studies within a shorter timescale and can reasonably expect to complete the programme within 18 months. Where a candidate takes in excess of three years, the continued provision of administrative support, coaching and assessment will be at the discretion of LLA.

8 Where candidates exceed the three year timeframe for completion of the certification programme there may be a requirement to reassess elements of the work submitted to ensure currency with the current competences. In this circumstance additional assessment fees may be payable. COMPETENCY One of the difficulties many candidates have at the start of their learning programmes is in making the adjustment to a system whereby competence is assessed rather than knowledge being examined. For competence assessment, the coach/tutor is trying to find out, not just how much you know, but if you understand it sufficiently to apply it in real life. Unlike a teacher or college tutor he has no knowledge of your background, past attainments or experience. He can take nothing for granted, and in addition cannot be too specific in the advice he gives you at times, as this may give you the answer without the need to research it yourself and work it out from first principles. It is common for questions to be asked to clarify particular issues but once you have completed a few of the lessons you will see how the system works. Your coach/tutor will use a combination of directive and supportive behaviour to guide you through this process. This may be delivered face to face, via , or a blend of both. You will also be required to submit regular reports to your coach. One of the frequently asked questions is How well am I doing? The simple answer is that if you are passing the units and the coach is not seeking additional clarification from you, this indicates that you are doing all that is required to demonstrate the necessary competence as laid down by the awarding body, in this case CILT(UK). The degree of competence is not an issue as you have reached the level of attainment required. However, the coach will always give you feedback on your approach and ways in which you could have improved your response. If at any time you feel you need help or advice either on the course content or the questions being asked, please let us know. The team is here to help you and give you guidance. There may also be some difficulty in understanding the way we say things or in our understanding fully the problem you feel you have. If you are experiencing such difficulties please let us know as early as possible. It is essential to keep in touch and work with us. In the simulation scenario, your line manager will set you a series of tasks designed to enable you to demonstrate your underlying knowledge and understanding. Through a report, you will show and justify how, using this knowledge and understanding together with your own experience, you would respond to the task. The full course of study is then completed in this tried and tested little and often way enabling

9 the principles learned to be gradually integrated into your real life daily work plan. The method is enjoyable, practical and a genuine fasttrack route to an internationally recognised qualification. You will be taken through the steps of: Analysing the current operational processes for a given scenario Exploring the options for improvements Defining the preferred solution Showing how the solution should be implemented. On the completion of the tasks for the unit, you will have a completed portfolio of evidence of competence that your coach will refer for assessment by a qualified assessor. This may lead to a request for further evidence of your competence. In this eventuality, the candidate may have to re- visit one or two of the tasks and expand on or clarify work previously submitted. This will only happen if the final assessor disagrees with the assessment of the learner s coach. On completion of the tasks, you will work on your project for independent assessment. Information on the project requirements will be issued separately. ENROLMENT & FEE SCALE No formal qualifications are required to enrol as a candidate for the Certification programme. The fees for this programme are available on application to Logistics Learning Alliance on SUPPORT +44 (0) or HLCRegistrations@logisticslearningalliance.com Strong coaching support is built into all Logistics Learning Alliance learning programmes and candidates are encouraged to contact their coach whenever they need advice and guidance. Coaches are available by telephone during normal UK business hours (0900 to 1700 UK time) or by . Experience has shown us that the most successful students are those who do not hesitate to contact their coach whenever they need support.

10 QUALIFICATION STRUCTURE The Certification in Humanitarian Logistics programme has been modelled on a competency framework which specifies precisely what a humanitarian logistician should be able to do and how well it should be done. To achieve the Certification, candidates are required to demonstrate competence in a variety of area, which will include: Humanitarian Supply Chains Warehouse and Inventory Procurement Transport Fleet Management Cash Transfer Programmes Managing the Humanitarian Supply Chain Response The contents of the Units are detailed in annex A

11 UNIT 1: SUPPLY CHAIN IN HUMANITARIAN AID OBJECTIVE: LEARNING OUTCOMES The learner can. Identify situations and places in the world where humanitarian aid is required and the types (modalities) of aid given. Identify the objectives, activities, and partners of humanitarian aid organisations. Explain the expertise and perspectives of each function in a humanitarian organisation. Identify how logistics and supply chain supports different delivery mechanisms and beneficiary service programmes PROVIDE AN OVERVIEW OF THE WORLD OF HUMANITARIAN AID AND THE IMPORTANCE AND ROLE OF SUPPLY CHAINS AND LOGISTICS AND UNDERSTAND THE DIFFERENT REQUIREMENTS FROM SUPPLY CHAIN/LOGISTICS FOR THE VARIOUS MODALITIES OF AID. ASSESSMENT CRITERIA The learner will Define humanitarian aid and identify potential situations in which it is used Identify aid modalities and their respective benefits Identify the operational constraints connected to humanitarian aid situations Identify the types of organisations involved in humanitarian aid Identify the operational requirements for working with humanitarian organisations Identify sources of funds and other resources used by humanitarian organisations Identify opportunities for collaboration in the supply chains of relevant humanitarian agencies Evaluate the operational constraints connected to the sources of funds and resources Explain the contribution of logistics and supply chain management to the objectives of humanitarian organisations Identify the need for operational relationships with other functions/activities within humanitarian organisations Identify the obstacles and challenges to logistics and supply chain management in humanitarian organisations Identify types of beneficiary service programmes Identify and estimate logistics requirements for different types of beneficiary service programmes Develop an action plan to coordinate logistics and supply chain activities with other activities CONTENT Definition of humanitarian aid Different situations and reasons for humanitarian aid Constraints in providing humanitarian aid The different modalities and programme benefits of each Types and mandates of organisations involved in humanitarian aid Operational activities of humanitarian aid organisations Phases of humanitarian response Sources of funds and resources The link between achieving programme objectives and delivery What is meant by logistics, supply chain, and its main components The role of supply chain and how it links with other aid activities and other functions in the organisation The importance of the performance of the supply chain in aid situations The Modality Decision what it is, who makes it, and contributions from each function Beneficiary service programmes Decision making for programme approach Specific logistics requirements of beneficiary service programmes Coordination with other functions/activities

12 . Explain how logistics/supply chain contributes to the modality decision and each phase of the project cycle. Explain the difference between organisational policies and compliance and the value of standard operating procedures (SOPs). Identify preparedness actions for a humanitarian aid supply chain. Identify actions that will contribute to the improvement of a humanitarian aid supply chain Identify the phases of the project cycle Identify logistics/supply chain activities / contributions during each phase of the project cycle Explain the difference between organisational policies, donor requirements, and compliance Explain standard operating procedures and how they support segregation of duties Explain link between sources of resources and restrictions on usage Identify key parts of humanitarian supply chains and their characteristics for various aid situations Explain the planning process for a humanitarian supply chain Identify resource requirements for a humanitarian supply chain Identify key relationships for an effective and efficient humanitarian supply chain Identify components of an implementation plan to achieve supply chain requirements Identify potential improvements Develop implementation plan for improvements Monitor impact to performance and cost and provide feedback on implemented improvements The phases of the project cycle Major activities / tasks in each phase Logistics / supply chain contributions to achieving successful implementation of each phase Ethics Organisational policies Donor requirements Compliance Segregation of duties Standard operating procedures Sources of resources Preparedness vs contingency planning Supply chain preparedness Communication infrastructure and information systems Human resources needed Important relationships How to measure and analyse supply chain performance, including KPIs for both performance and cost Why supply chains may not always function effectively and efficiently in humanitarian aid organisations Improvement opportunities in humanitarian supply chains Analysing the way supply chain has contributed to the overall relief programme

13 UNIT 2: WAREHOUSING & INVENTORY OBJECTIVE: BUILD THE SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN WAREHOUSING AND INVENTORY MANAGEMENT FOR HUMANITARIAN ORGANISATIONS. LEARNING OUTCOMES The learner can. Explain the purpose of warehouses and inventory management. Develop a plan to set up a new warehouse. Develop a plan to manage warehouse operations ASSESSMENT CRITERIA The learner will Compare existing warehouse and inventory management systems and procedures with organisation policy Identify potential improvements and develop implementation plan Identify information required for a warehouse and inventory management plans and strategy Develop a warehouse and inventory management plans and strategy Create a warehouse layout Define appropriate warehouse processes Evaluate and select appropriate warehouse resources Evaluate and select appropriate handling and storage equipment Analyse and interpret supply and demand data Identify the regulatory and security requirements of a warehouse Plan for receipt and storage of in-bound goods, order picking, and dispatch operations Allocate resources (labour and other) on a daily basis in relation to this plan Modify planned activity to cope with contingencies that may arise Analyze performance of the warehouse operation CONTENT The role of a warehouse in a humanitarian supply chain The role of inventory in a humanitarian supply chain The role of warehouse management The role of inventory management Understand need and use of warehouses in humanitarian supply chains Characteristics and requirements of goods Warehouse layouts Processes, procedures, and resources Handling and storage equipment Other equipment Use of supply chain data Legislation and security Plan warehouse receiving, storing, order assembly, and dispatch operations Organize warehouse receiving, storing, order assembly, and dispatch operations Control warehouse receiving, storing, order assembly, and dispatch operations

14 . Develop policies to manage inventory Define demand capture operations Forecast demand for goods Analyze product availability and lead times Define process for monitoring stock movements Define process for auditing stock levels and stock inventories Explain how to update, analyze, verify, and reconcile stock records. Develop a plan to manage the work environment. Define warehouse resource requirements and appropriate care Identify health and safety concerns and requirements Define controls for the safe and efficient receipt, storage, picking, and dispatch of goods Develop a plan to manage security risks Define policy for regular checking and servicing of equipment Analyze data generated from the regular checking and servicing of warehousing equipment Define reasons when equipment needs to be removed from the operation and the process for ensuring the right actions are taken Capture and forecast demand for goods and services Stock control and movements Stock levels Stock records Health and safety requirements Security factors and risks that can affect warehouse operations Plan and organize the care of warehouse equipment Direct and control the care of warehouse equipment

15 UNIT 3: PROCUREMENT OBJECTIVE: BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN PROCUREMENT AND IMPORT/EXPORT MANAGEMENT FOR HUMANITARIAN ORGANISATIONS. LEARNING OUTCOMES The learner can ASSESSMENT CRITERIA The learner will. Explain the function of procurement Identify logistics information requirements for the development of procurement plans and strategies Identify opportunities for improvement of procurement operations. Advise internal clients on orders Explain order process and roles & responsibilities Advise on development of specifications Explain documentation requirements for import/export Advise customers on specifications, cost, timings, etc., to enable them to prepare an order Identify the appropriate INCOTERM for a specific import. Develop a plan, systems, and processes for managing relationships with suppliers Develop plan for building and managing effective working relationships with suppliers Evaluate records of receipt and inspection of suppliers and performance records for services Identify performance history from analysis reports and implement remedial actions Define feedback mechanisms for information on supplier performance Develop plan for working with suppliers to improve performance CONTENT Definition of procurement The difference between a partner and a supplier The procurement process organisation External relationships Internal relationships Procurement vs. the client unit Segregation of duties Procurement planning Information needed to prepare an order How orders are processed Sources of information for international trade The use and application of INCOTERMS Types of suppliers, service providers, and agents Vendor rating Supplier performance monitoring Supplier development

16 . Evaluate sourcing options Define requirements for goods and services Evaluate supply market Evaluate supplier capacity Define supplier appraisal systems Develop plan for implementing sourcing strategies Complete analysis of import parity prices and make recommendation. Apply purchasing policies and procedures. Explain how to monitor and control inventory. Illustrate effective management of risk Assess use of appropriate procurement systems and procedures Develop procurement plan for goods and services to be purchased Explain process and inputs for the development of specifications Produce appropriate documentation Place order or contract according to procurement rules and procedures Explain how to operate and maintain an expediting system Explain how to process and monitor the requisition/order Compare deliveries against orders and maintain records of orders Explain how to monitor the progress of orders and goods through the delivery system using track and trace systems Report on stock and upstream pipeline for inventory control and accurate reordering Identify and explain how to manage critical goods and services Identify risks and controls to manage them Assess whether a code of ethics for procurement activity is being followed Define a disciplinary/termination procedure in line with organisational rules and regulations Explain methods of international payment and required documentation Assess whether financial procedures are being followed and respected and make recommendations on how to adjust to meet requirements Explain waivers of competition Determine need for cargo insurance Supply market analysis Supplier appraisal Sourcing strategies and supply sources Commodity tracking Import parity price analysis Procurement systems and procedures Procurement methods Specifications Supplier selection Law of contract Contractual arrangements Contract and purchase/sales order administration Expediting Receipt and inspection Verifying and recording deliveries Monitoring movement of goods Critical goods and services Identify risks Managing risks Ethical procurement Segregation of duties Waivers of competition Following financial procedures Managing country and buyer risk Bonds, guarantees, and indemnities in international trade Main methods of international payment

17 UNIT 4: TRANSPORT OBJECTIVE: BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN TRANSPORT MANAGEMENT FOR HUMANITARIAN ORGANISATIONS. LEARNING OUTCOMES The learner can ASSESSMENT CRITERIA The learner will. Define the goods to be moved Compare the loads to type constraints and legislative controls Select suitable handling methods for different consignments Plan loads to match variable demand and supply. Identify origins, destinations, & routes Develop a plan and schedule freight transits for single and partial loads Apply appropriate systems to audit current fleet performance, perform live order routing, prepare invoices, and audit contractors Outline multi-modal routing relative to resources and time. Select appropriate modes of transport Contribute to the Select an appropriate mode (or combination of modes) for any specific goods movement and the appropriate vehicle within the mode Plan movements through ports recognizing operational characteristics Plan movements by rail recognizing operational characteristics Plan movements by air recognizing operational characteristics Plan movements by road recognizing operational characteristics Plan movements by sea recognizing operational characteristics Plan movements by inland waterway recognizing operational characteristics Define security precautions necessary for freight interchanges, depots, terminals, and movements CONTENT How characteristics of goods impact handling Safety and security of goods to be moved Unitization methods Flows of good requiring movement Sources and destinations of goods for movement Collection and delivery site Third parties Route planning and scheduling Suitability of various modes of freight transport for carriage of goods Vehicles of modes of transport Modal nodes Characteristics of movement by rail Characteristics of movement by air Characteristics of movement by road Characteristics of movement by sea Characteristics of movements by inland waterway Security precautions

18 . Develop a plan for movement of goods. Develop a system for managing transport providers Plan movement and international movements Prepare a resource plan for the movement of goods Prepare a security plan for a journey Establish need for import/export license requirements Identify appropriate classifications of goods Explain customs procedures Define documentation requirements Establish a process for monitoring movement of goods through customs clearance Select transport providers and establish contracts Develop a policy for managing the service provided by transport providers Analyze performance data Movement Issues involved in undertaking movements Planning movements Information exchange Customs procedures Required documentation International classification of goods VAT regulations Selecting transport providers Managing transport providers

19 UNIT 5: FLEET MANAGEMENT OBJECTIVE: LEARNING OUTCOMES (The learner can ). Explain the function of fleet management BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN FLEET MANAGEMENT IN A HUMANITARIAN ORGANISATION. ASSESSMENT CRITERIA (The learner will ) Assess compliance of existing fleet management systems and procedures to organisational policies Identify potential improvements in organisational fleet management systems and procedures and develop a plan for implementation Identify information requirements for the development of organisational fleet management plans Identify components of organisational fleet management plans. Develop a plan to set up a fleet Define the specifications of the requirements of the fleet Identify relevant legislative and security requirements Evaluate and select suitable vehicles and equipment Evaluate and select suitable human resources Establish operational systems and procedures Establish a vehicle and driver performance management system Establish maintenance systems and procedures Evaluate fuel supplies and controls. Develop systems to manage a fleet Create consolidated requirements for movements of goods and people based on orders received Prepare routing plans and schedules to meet orders for movement of goods and people Evaluate compliance with the relevant local regulations governing transport Analyze costs and performance and prepare management reports CONTENT What is fleet management Fleet management systems and procedures Fleet management plans Understand needs and use of fleet Process for selecting suitable vehicles equipment and facilities Establish operating procedures Establish systems for measuring and monitoring performance of fleet Establish maintenance procedures and systems Managing documentation Administration requirements Managing drivers Complying with relevant legislation and security requirements Planning movements, route planning, and scheduling Managing other assets

20 . Define requirements and systems for managing people / team of drivers Identify requirements for people (drivers, maintenance, dispatcher, etc.) to support fleet Assess current drivers and determine if they have suitable qualifications Evaluate training needs and plan to meet the needs Select and acquire people Define procedures, including documentation and incident reporting Terms of references / job descriptions Supervising teams and individuals Identifying training needs Recruiting process

21 UNIT 6: CASH TRANSFER PROGRAMMEMING (CTP) OBJECTIVE: LEARNING OUTCOMES The learner can. Explain Requirements of Cash Transfer Programming & Considering Modality Change. Define Delivery Mechanisms, Contract Complexities, and Maintaining Competitive Procurement. Explain assessments and the Retail Market Assessment BUILD SKILLS AND KNOWLEDGE REQUIRED FOR SUPPORTING SUPPLY CHAIN AND LOGISTICS ACTIVITIES FOR DELIVERY OF A CASH TRANSFER PROGRAMME (CTP). ASSESSMENT CRITERIA The learner will Explain the link between programme objectives and supply chain activities for Cash Transfer Programming(CTP) Explain market-based interventions and hybrid response options Communicate concerns on operational exposure by switching to CTP Explain the value of early involvement of supply chain in a CTP project Identify the types of service providers involved in CTP Explain the difference between the transfer value and transfer fee Explain challenges of contracting for delivery mechanism service providers Explain how to negotiate with delivery mechanism service providers in accordance with policies on competitive procurement Explain approaches for contracting retail agents Explain how to maintain competitive procurement while contracting retail agents Identify which assessments supply chain leads and which it contributes to Explain supply chains vs. programme s perspectives on the retail market Identify topics and sources of information for inclusion in retail market assessment Plan a retail market assessment Draw a basic market map and explain what it shows CONTENT Requirements of different modalities Link between supply chain activities and programme objectives Risk of outsourcing supply chain / logistics activities through CTP Market-based interventions Hybrid response models The project cycle and when supply chain should be involved Types of delivery mechanisms and service providers who provide them Complexities of delivery mechanism services and fees Valuing service provider contracts Maintaining competitive procurement which contracting for delivery mechanism services Retail agents Approaches to contracting for vouchers Maintaining competitive procurement during contracting retail agents The goal of the Assessments & Analysis Phase (revisit) Overview of Assessments The Retail Market Assessment Market-Based Interventions Market Mapping

22 . Evaluate options using appropriate analyses Identify analyses required for a modality decision to be made Define Supply Chain s role and contributions to the required analyses Calculate commodity costs based on CTP vs. local procurement vs. international procurement Make recommendation about sourcing based on import parity price analysis and risks of sourcing markets (builds on U3#4) Explain approaches to contracting for vouchers and implications Identify important supply chain considerations for the Operational Design Options Analysis Evaluate the impact to the overall supply chain budget Contribute to analyses led by other functions. Develop a plan to monitor the market Explain the types of monitoring and identify which supply chain is involved in Explain the importance of market monitoring and key components Plan monitoring for the retail market Overview of analyses Procurement Options Analysis Import Parity Price Analysis Options for voucher contracting & implications Operational Design Options Analysis Value for Money Analysis Risk Analysis Response Analysis Types of Monitoring (Post-Distribution vs. Market vs. Supplier) Perspectives and contributions of Supply Chain vs other functions Market Monitoring

23 UNIT 7: MANAGING A HUMANITARIAN SUPPLY CHAIN RESPONSE OBJECTIVE: LEARNING OUTCOMES The learner can ESTABLISH FOUNDATION SKILLS AND KNOWLEDGE FOR EFFECTIVE MANAGEMENT OF A SUPPLY CHAIN AS PART OF A HUMANITARIAN RESPONSE. ASSESSMENT CRITERIA The learner will. Assess a Changing Situation Clarify objectives of organisation s interventions in Betaland Assess changes in the operational context Evaluate information on the humanitarian aid requirements Assess the operational need of the requirements beneficiary s needs as well as resources required to implement Provide information to colleagues regarding the impact of a specific piece of legislation on an operational issue Obtain, analyze, and present information on the security factors that might impact on supply chain operations. Explain the current state and response options Analyze needs for ongoing operations vs new requirements Critically compare modality options Analyze current stocks and pipeline against requirements, identifying available resources and gaps Compare donor requirements to locally available resources Analyze staffing resources against requirements, identifying available staff and gaps Develop plan to share information with counterparts and stakeholders in a timely and accurate manner Share information with others on plans, activities, and resources CONTENT Factors to consider in assessment Identify operational constraints (also covered in Unit 1, but revisiting) Information on aid requirements and supply chain requirements Identify operational needs Health and safety requirements in supply chain activities (builds on U2#5) Security factors and risks that can affect the operation of the supply chain (builds on U2#5) Modality options (builds on Unit 1 Analyzing resources and gaps against requirements Roles and responsibilities of other internal functions (revisited from U1) What information should be shared with each and why they should know Others who can impact on or contribute to an effective and efficient operation Present findings to appropriate people

24 . Develop a plan to manage supply chain operations in conjunction with other contributors Develop a plan to manage risk. Identify supply chain contributions to exit, transition, feedback, and lessons learned Develop an action plan to respond to the requirements Develop a plan to organize and lead the work of the logistics/supply chain team and individuals (builds on U5#4) Review and revise operational plans to take account of any others present in the field Coordinate the supply chain team s activities and resources with counterparts and stakeholders in order to achieve common objectives Determine options to overcome obstacles Agree and document actions with appropriate people Identify indicators of system failure Identify safety risks and requirements of the supply chain (builds on U2#5) Identify security risks and requirements of the supply chain (builds on U2#5) Identify mitigating measures Identify supply chain s concerns and contributions for exit/transition options Identify overall project documentation requirements (including financial) Develop a plan for integrating lessons learned into preparedness Resources and activities that can be coordinated How to maintain relationships Internal coordination mechanisms External coordination mechanisms Recognize signals of a dysfunctional situation Health and safety requirements in supply chain activities Security factors and risks that can affect the operation of the supply chain Mitigating measures Exit and transition options Compliance and documentation Feedback and lessons learned exercises

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