Logistics and Transport - courseforme.co.uk

Advanced Apprenticeship in Warehousing & Storage.

Wed, 08 May 2013 08:40:27 +0000

This programme is delivered over a minimum of 12 months and all elements must be completed in order to achieve an Apprenticeship in Warehousing and Storage.

This Apprenticeship is designed for Senior Warehouse Personnel / Team Leaders and is designed for those who will in addition to normal warehouse activities be responsible for overseeing picking and packing of customers orders and ensuring tasks are completed on time.

Below are some of the areas that could be covered as part of the framework:

◾Supervising the receipt, storage and despatch of goods
◾Taking responsibility for the Health, Safety and Security of team members.
◾Using equipment to move goods in logistic operations
◾Checking stock levels and stock records
◾Allocating and checking work
◾Scheduling logistic operations to meet customer needs
◾Arranging the transportation of goods using multiple transport modes
◾Improving the performance of logistics operations
◾ Responding to problems in logistics operations.

Framework:

◾Level 3 Diploma in Warehousing & Storage
◾Functional Skills in Maths & English
◾PLTS
◾Employment Rights & Responsibilities

Advanced Apprenticeship in Warehousing & Storage. This course is on Course For Me.

CILT (UK) L3 Certificate in Logistics & Transport

Thu, 03 Jan 2013 11:26:16 +0000

Leadership * Business * Customer Service * Supply Chain * Freight * Transport Planning * Road Freight Operations * Purchasing Process * Negotiation * Production Planning & Control * Manufacturing & Production * International Trade & Freight * Warehouse Operations

CILT (UK) L3 Certificate in Logistics & Transport This course is on Course For Me.

CILT L5 Professional Diploma in Logistics & Transport

Thu, 03 Jan 2013 11:13:53 +0000

4 Units, 2 Compulsory, 2 Optional

Business * Management * Operations Management * Customer Service * Project Management * Quality Management * Supply Chain * Movement of Goods * Road Freight Management * Logistics * Purchasing Management * Production Management * Master Scheduling Techniques * Warehousing * Inventory

CILT L5 Professional Diploma in Logistics & Transport This course is on Course For Me.

Video Enhanced On-line Logistics and Supply Chain Management

Fri, 28 Dec 2012 17:25:01 +0000

Logistics and Supply Chain Management

Contents, Concepts and Issues

Module 1: Logistics, Customer Value and Supply Chain Competitive Strategy

Introduction to Logistics, the Supply Chain and Competitive Strategy

Logistics and the Bottom Line
The Supply Chain Network
Competitive Advantage
Competitive Advantage and the ‘Three C’s’
The Experience Curve
Logistics and Competitive Advantage
Value Advantage
Cost Advantage
Seeking the High Ground
Logistics and Competitive Advantage
The Challenge to Logistics and Supply Chain Management
Gaining Competitive Advantage
Supply Chain Becomes the Value Chain
Mission of Logistics Management
Logistics Management Process
Supply Chain and Competitive Performance
Achieving an Integrated Supply Chain
Changing Competitive Environment
The New Rules of Competition
Investing in Process Excellence Yields Greater Benefits
Product Excellence
Process Excellence
Globalisation of Industry
Downward Pressure on Price
Price Deflation in Consumer Electronics (UK High Street Prices)
Inventory Profile of the Automotive Supply Chain
The Customers Take Control
Managing the ‘4Rs’
Responsiveness
Reliability
Resilience
Relationships

Logistics and Customer Value

The Marketing and Logistics Interface
Delivering Customer Value
Total Cost of Ownership
Acquisition Cost
Management Cost
Operating Cost
Maintenance Cost
Inventory Cost
Training Cost
Disposal Cost
Technical Support Cost
What is Customer Service
The Components of Customer Service
Pre-Transaction Elements
Written Customer Service Policy
Accessibility
Organisation Structure
System Flexibility
Transaction Elements
Order Cycle Time
Inventory Availability
Order Fill Rate
Order Status Information
Post-Transaction Elements
Availability of Spares
Call-Out Time
Product Tracing/Warranty
Customer Complains, Claims, etc.
The Impact of Out-of-Stock
Shopper Behaviour when Faced with a Stock-Out
The Impact of Logistics and Customer Service on Marketing
Customer Service and Customer Retention
Using Service to Augment the Core Product
Customer Retention Indicators
Market-Driven Supply Chains
Linking Supply Chain Processes to the Value Proposition
Linking Customer Value to Supply Chain Strategy
Customer’s Service Needs
Identify the Key Components of Customer Service
Establish the Relative Importance of those Service Components to Customers
Identify ‘Clusters’ of Customers according to Similarity of Service Preferences
Customer Service Objectives
The Cost Benefit of Customer Service
The Costs of Service
Probability of Level of Sales
Service Levels and the Normal Distribution
Shifting the Costs of Service
Setting Customer Service Priorities
The ‘Pareto’ or 80/20 Rule
Managing Product Service Level
Seek Cost Reduction
Provide High Availability
Review
Centralised Inventory
Customer Service and the 80/20 Rule
Critical Value Analysis
Setting Service Standards
Probability of a Complete Order
Pre-transaction
Stock Availability
Target Delivery Dates
Response Times to Queries
Transaction
Order Fill Rate
On-Time Delivery
Back Orders by Age
Shipment Delays
Product Substitutions
Post-transaction
First Call Fix Rate
Customer Complaints
Returns/Claims
Invoice Errors
Service Parts Availability
Composite Service Index

Module 2: Logistics Cost, Supply, Demand and Performance Management

Determining Logistics Costs and Performance

Logistics and the Bottom Line
The Impact of Margin and Asset Turn on ROI
Logistics Impact on ROI
Logistics Management and the Balance Sheet
Cash Receivables
Inventories
Property, Plant and Equipment
Current Liabilities
Debt/Equity
Logistics and Shareholder Value
The Drivers of Shareholder Value
Revenue Growth
Operating Cost Reduction
Fixed Capital Efficiency
Working Capital Efficiency
Tax Minimisation
The Role of Cash Flow in Creating Shareholder Value
Changing the Cash Flow Profile
Accelerating Cash Flow
Enhancing Cash Flow
Logistics Cost Analysis
The Concept of Total Cost Analysis
Stages in the Order-to-Collection Cycle
Order Placement and Communication
Order Entry
Credit Check
Documentation
Order Picking
Delivery
Invoicing and Collection
The Total Cost of a Distribution Network
Trunking Costs
Inventory Costs
Outlet Costs
Local Delivery Costs
Order Processing Costs
The True Cost of Inventory
Cost of Capital
Storage and Handling
Obsolescence
Damage and Deterioration
Pilferage/Shrinkage
Insurance
Managements Cost
Principles of Logistics Costing
Missions that Cut Across Functional Boundaries
The Programme Budget
Customer Profitability Analysis
The Customer Profit and Loss Account
Analysis of Revenue and Cost for a Specific Customer
Customer Profitability Analysis: A Basic Model
Customer Profitability Matrix
Build
Danger Zone
Cost Engineer
Protect
Direct Product Profitability
Direct Product Profit (DPP)
Cost Drivers and Activity-Based Costing
Customer Service Segment
Factors that Produce Variations in the Cost of Service
Specific Resource Used to Support Customer Segment
Activity Costs by Customer Type or Segment

Matching Supply and Demand

The Lead-Time Gap
Forecast Error and Planning Horizons
The Lead-Time Gap
Closing the Lead-Time Gap
Improving the Visibility of Demand
Demand Penetration Points and Strategic Inventory
The Information Iceberg
The Supply Chain Fulcrum
Velocity and Visibility Drive Responsiveness
Forecast for Capacity, Execute Against Demand
Demand Management and Planning
The Sales and Operations Planning Process
Generate Aggregate Demand Forecast
Modify the Forecast with Demand Intelligence
Create a Consensus Forecast
Create ‘Rough Cut’ Capacity Plan
The Focus of Demand Management and Planning
Execute at SKU Levels Against Demand
Measure Performance
Collaborative Planning, Forecasting and Replenishment
VICS-ECR Nine-Step CPFR Model
Benefits of CPFR
Reduce Capital Investment
Decrease Cost of Goods Sold
Increase Sales Revenue

Module 3: Strategic Lead-Time Management and Supply Chain Response

Creating the Responsive Supply Chain

Product ‘Push’ versus Demand ‘Pull’
Agile or Lean?
Generic Supply Chain Strategies
The De-Coupling Point
The Agile Supply Chain
‘Push’ versus ‘Pull’ in the Logistics Chain
The Reorder Point Method of Stock Control
The Review Period Method of Stock Control
Order Point and Dependent Demand
Causes of Uneven Demand at the Plant
Determining the Economic Order Quantity
The Japanese Philosophy
Inventory Hides the Problem
Volatile Demand
Inaccurate Forecasts
Unreliable Suppliers
Quality Problems
Bottlenecks
Reducing Set-Up Costs/Ordering Costs
Reducing the Economic Batch/Order Quantity
The Foundations of Agility
Synchronise Activities through Shared Information
Work Smarter, Not Harder
Partner with Suppliers to Reduce In-bound Lead Times
Seek to Reduce Complexity
Postpone the final Configuration/Assembly/Distribution of Products
Manage Process not just Functions
Utilise appropriate Performance Metrics
A Route Map to Responsiveness
Route map to the Responsive Business
Strategic Lead-Time Management

Time-Based Competition
Shortening Life Cycles
The Product Life Cycle
Shorter Life Cycles make Timing Crucial
Customers Drive for Reduced Inventories
Breaking Free of the Classic Service/Cost Trade-Off
Volatile Markets make Reliance on Forecasts Dangerous
Lead Time Concepts
The Order-to-Delivery Cycle
The Order Cycle
Total Order Cycle with Variability
The Cash-to-Cash Cycle
Lead-time Components
Strategic Lead-time Management
Logistics Pipeline Management
Which activities Add Cost and which Add Value?
Value Added through Time
Variety Through Time
Cost-added versus Value-added Time
Reducing Non-value-Adding Time Improves Service and Reduces Cost
Reducing Logistics Lead Time
Supply Chain Mapping
Bottleneck Management

Module 4: Synchronous Supply Chain: Addressing Supply Chain Complexity

Analysing the Synchronous Supply Chain

The Extended Enterprise and the Virtual Supply Chain
The Role of Information in the Virtual Supply Chain
Internet Applications and the Supply Chain
Functions of a Logistics Information System
Laying the Foundations for Synchronisation
An Integrated Logistics Information System
Daily Sales Data Drives the Replenishment Order System
‘Quick Response’ Logistics
Acting on this Information a Consolidated Pick-up and Store Delivery Sequence is activated
Quick Response System can Trigger a ‘Virtuous Circle’ in Logistics
Production Strategies for Quick Response
Logistics Systems Dynamics
The Impact of Promotional Activity upon Production Requirement
Grocery Industry Delivery System Order Cycle
Grocery Industry Product Flow

Complexity and Supply Chain

The Sources of Supply Chain Complexity
Network Complexity
Process Complexity
Range Complexity
Product Complexity
Customer Complexity
Supplier Complexity
Organisational Complexity
Information Complexity
The Cost of Complexity
Product Design and Supply Chain Complexity
Time-to-Market and Time-to-Volume
Added Complexity through Lack of Commonality
Increased Replenishment Lead Times
Supply Chain Vulnerability
After Sales Support
Late Stage Customisation
Mastering Complexity
Complexity Management

Module 5: Pipeline Supply Management: Supply Chain Risk Management

Global Pipeline Management

The Trend towards Globalization in the Supply Chain
Focused Factories
Centralisation of Inventories
Postponement and Localisation
Gaining Visibility in the Global Pipeline
End-to-End Lead-Time Variability (days)
The Progression to Supply Chain Event Management
Organizing for Global Logistics
Structure and Control
Customer Service Management
Outsourcing and Partnership
Logistics Information
Thinking Global, Acting Local
Global Co-ordination and Local Management
The Future of Global Sourcing

Risk Management in the Supply Chain

The Vulnerability of Supply Chain
A Focus on Efficiency rather than Effectiveness
The Globalisation of Supply Chains
Focused Factories and Centralised Distribution
The Trend to Outsourcing
Reduction of the Supplier Base
Supply Chain Risk Profile
Supply Chain Risk
Demand Risk
Process Risk
Control Risk
Environment Risk
Sources of Risk in the Supply Chain
Risk Profile Mapping
Prioritise Earnings Drivers
Identify Critical Infrastructure
Locate Vulnerabilities
Model Scenarios
Develop Responses
Monitor the Risk Environment
Managing Supply Chain Risk
Understand the Supply Chain
Improve the Supply Chain
Identify the Critical Paths
Manage the Critical Paths
Improve Network Visibility
Establish a Supply Chain Continuity Team
Work with Suppliers and Customers
Achieving Supply Chain Resilience
Creating the Resilient Supply Chain
Stages of Excellence in Supply Chain Risk Management

The Era of Network Competition

The New Organisational Paradigm
The Need for New Business Models
Collaboration in the Supply Chain
The Prisoner’s Dilemma: Penalty Options (year in jail)
The Impact of Suppliers Logistics Cost on the Costs of a Car
Managing the Supply Chain as a Network
Collective Strategy Development
Win-win Thinking
Open Communication
Seven Major Business Transformations
From Supplier-Centric to Customer-Centric
From Push to Pull
From Inventory to Information
From Transactions to Relationships
From ‘Trucks and Sheds’ to ‘End-to-End’ Pipeline Management
From Functions to Processes
From Stand-Alone Competition to Network Rivalry
The Implications for Tomorrow’s Logistics Managers
The Key Business Transformations and the Implications for Management Skills
Creating a T-Shapes Skills Profile
Supply Chain Orchestration
From 3PL to 4PL ™
The 4PL ™ Concept
Four Key Components a 4PL must Assemble
Change Leader
Decision Makers
Information Nervous System
Assets

Module 6: Supply Chain Sustainability: Overcoming Barriers to Supply Chain

Overcoming the Barriers to Supply Chain Integration

Developing Logistics Vision
The Problems with Conventional Organisations
The Functional Organisation
Inventory Builds Up at Function Boundaries
Pipeline Cost are not Transparent
Alternative Cost Concepts
Functional Boundaries Impede Process Management
Conventional Organisations Present many Faces to the Customer
Managing the Order
Developing the Logistics Organisation
Vertical Organisations Focus
Horizontal Organisational Focus
Order Fulfilment Groups
Logistics as the Vehicle for Change
Benchmarking
What to Benchmark
Identifying Logistics Performance Indicators
Creating the Logistics Scorecard

Creating a Sustainable Supply Chain

The Triple Bottom Line
Planet
People
Profit
Greenhouse and Gases and the Supply Chain
Reducing the Transport-Intensity of Supply Chains
Review Product Design and Bill of Materials
Review Sourcing Strategy
Review Transport Options
Improve Transport Utilisation
Use Postponement Strategies
Peak Oil
Focused Factories and Centralised Distribution
Global Sourcing and Offshore Manufacturing
Just-in-Time Deliveries
Beyond the Carbon Footprint
Design
Source
Make
Deliver
Return
Reduce, Reuse, Recycle
The Impact of Congestion
Increased Global Trade
Lack of Capacity
Just-in-Time Practices

The Supply Chain of the Future

Emerging Mega-Trends
Shifting Centres of Gravity
Shifting Centres of Economic Activity
The Multi-Channel Revolution
The Need for Adaptability
The Supply Chain of the Future
Seeking Structural Flexibility
Visibility and Information Sharing
Access to Capacity
Access to Knowledge and Talent
Inter-Operability of Processes and Information Systems
Network Orchestration
2020 Vision
Rapid Manufacturing

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Logistics and Supply Chain Management

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

Identify and explain Logistics definitions and concepts that are relevant to Managing the Supply Chain;
Identify how Supply Chains complete in terms of time, cost, quality and sustainability. Also, how there are supportive capabilities and soft objectives;
Show how different Supply Chains may adopt different and distinctive strategies for competing in the marketplace.
Develop the marketing perspective on Logistics and the need for close coordination between the two function;
Explain how customer segmentation works, and to emphasise its importance to logistics;
Outline the role of demand forecasting and the links with marketing;
Explain the connection between quality of service and customer loyalty;
Show how current segmentation practice can be re-engineered to set logistics priorities.
Explain the concept of value and its implications for managing the supply chain;
Explain how total costs can be divided up in different ways and how they can be applied to managing the Supply Chain;
Identify how better cost information can be used to create more value.
Identify the challenges that Internationalization presents to Logistics Management;
Analyse the structure and management of a Global Logistics Network.
Introduce Time-Based competition definitions and concepts;
Show how the lead time needs to be managed to serve customer expectations;
Explain how organisations compete through responsiveness.
Explain the processes by which material flow is planned and executed within a Focal Firm and between Partners in a Supply Chain;
Explain the initiatives that have been developed to overcome poor coordination in Retail Supply Chain.
Explain how Just-In-Time can be used to avoid the Build-Up of Waste within and between Supply Chain Processes;
Introduce the Concept of the Agile Supply Chain as a Broad-Based Approach to Developing responsiveness advantages;
Explore the Challenges of Coping with Volatile demand situations;
Explain how capabilities can be developed and specifically targeted at thriving in conditions of Market Turbulence.
Explain the need to coordinate processes, and the opportunities for collaboration between partners within Supply Chains;
Introduce a range of options for Buyer-Supplier Relationships;
Describe the Spectrum of Supply Relationships.
Value contributions that procurement can make to the Supply Chain;
What procurement does or the Basic Procurement Process, Strategically, Tactically and Operationally;
Four Operating Principles for good procurement practice aimed at leveraging supply market value;
Align Internally before turning Attention Externally
Involve procurement early and completely to develop category strategies
Focus on total cost of ownership, not just price
After the order has been placed, the harder work of supplier relationship management begins;
The new Talent Profile for Procurement Professionals.
Collect together the Four Major Changes that are impacting on Supply Chain Strategies (the what);
Identify how management of the Supply Chains of the future will be affected by the advance of new structures and approaches to aligning the organisation, external partners and management development;
List key issues in managing the transition towards future Supply Chains.

Video Enhanced On-line Logistics and Supply Chain Management This course is on Course For Me.

Video Enhanced On-line Strategising Supply Chain Mgt.

Fri, 28 Dec 2012 16:39:43 +0000

Programme Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:
Identify and explain Logistics definitions and concepts that are relevant to Managing the Supply Chain;
Identify how Supply Chains complete in terms of time, cost, quality and sustainability. Also, how there are supportive capabilities and soft objectives;
Show how different Supply Chains may adopt different and distinctive strategies for competing in the marketplace.
Develop the marketing perspective on Logistics and the need for close coordination between the two function;
Explain how customer segmentation works, and to emphasise its importance to logistics;
Outline the role of demand forecasting and the links with marketing;
Explain the connection between quality of service and customer loyalty;
Show how current segmentation practice can be re-engineered to set logistics priorities.
Explain the concept of value and its implications for managing the supply chain;
Explain how total costs can be divided up in different ways and how they can be applied to managing the Supply Chain;
Identify how better cost information can be used to create more value.
Identify the challenges that Internationalization presents to Logistics Management;
Analyze the structure and management of a Global Logistics Network.
Introduce Time-Based competition definitions and concepts;
Show how the lead time needs to be managed to serve customer expectations;
Explain how organisations compete through responsiveness.
Explain the processes by which material flow is planned and executed within a Focal Firm and between Partners in a Supply Chain;
Explain the initiatives that have been developed to overcome poor coordination in Retail Supply Chain.
Explain how Just-In-Time can be used to avoid the Build-Up of Waste within and between Supply Chain Processes;
Introduce the Concept of the Agile Supply Chain as a Broad-Based Approach to Developing responsiveness advantages;
Explore the Challenges of Coping with Volatile demand situations;
Explain how capabilities can be developed and specifically targeted at thriving in conditions of Market Turbulence.
Explain the need to coordinate processes, and the opportunities for collaboration between partners within Supply Chains;
Introduce a range of options for Buyer-Supplier Relationships;
Describe the Spectrum of Supply Relationships.
Value contributions that procurement can make to the Supply Chain;
What procurement does or the Basic Procurement Process, Strategically, Tactically and Operationally;
Four Operating Principles for good procurement practice aimed at leveraging supply market value;
Align Internally before turning Attention Externally
Involve procurement early and completely to develop category strategies
Focus on total cost of ownership, not just price
After the order has been placed, the harder work of supplier relationship management begins;
The new Talent Profile for Procurement Professionals.
Collect together the Four Major Changes that are impacting on Supply Chain Strategies (the what);
Identify how management of the Supply Chains of the future will be affected by the advance of new structures and approaches to aligning the organisation, external partners and management development;
List key issues in managing the transition towards future Supply Chains.

Programme Contents, Concepts and Issues

Course 101 - Logistic and Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-Time Management, Global Pipeline and Risk Management, and Supply Chain Integration
Course Contents, Concepts and Issues

Module 1: Logistics, Customer Value and Supply Chain Competitive Strategy

Introduction to Logistics, the Supply Chain and Competitive Strategy

Logistics and the Bottom Line
The Supply Chain Network
Competitive Advantage
Competitive Advantage and the ‘Three C’s’
The Experience Curve
Logistics and Competitive Advantage
Value Advantage
Cost Advantage
Seeking the High Ground
Logistics and Competitive Advantage
The Challenge to Logistics and Supply Chain Management
Gaining Competitive Advantage
Supply Chain Becomes the Value Chain
Mission of Logistics Management
Logistics Management Process
Supply Chain and Competitive Performance
Achieving an Integrated Supply Chain
Changing Competitive Environment
The New Rules of Competition
Investing in Process Excellence Yields Greater Benefits
Product Excellence
Process Excellence
Globalisation of Industry
Downward Pressure on Price
Price Deflation in Consumer Electronics (UK High Street Prices)
Inventory Profile of the Automotive Supply Chain
The Customers Take Control
Managing the ‘4Rs’
Responsiveness
Reliability
Resilience
Relationships

Logistics and Customer Value

The Marketing and Logistics Interface
Delivering Customer Value
Total Cost of Ownership
Acquisition Cost
Management Cost
Operating Cost
Maintenance Cost
Inventory Cost
Training Cost
Disposal Cost
Technical Support Cost

What is Customer Service
The Components of Customer Service
Pre-Transaction Elements
Written Customer Service Policy
Accessibility
Organisation Structure
System Flexibility
Transaction Elements
Order Cycle Time
Inventory Availability
Order Fill Rate
Order Status Information
Post-Transaction Elements
Availability of Spares
Call-Out Time
Product Tracing/Warranty
Customer Complains, Claims, etc.
The Impact of Out-of-Stock
Shopper Behaviour when Faced with a Stock-Out
The Impact of Logistics and Customer Service on Marketing
Customer Service and Customer Retention
Using Service to Augment the Core Product
Customer Retention Indicators
Market-Driven Supply Chains
Linking Supply Chain Processes to the Value Proposition
Linking Customer Value to Supply Chain Strategy
Customer’s Service Needs
Identify the Key Components of Customer Service
Establish the Relative Importance of those Service Components to Customers
Identify ‘Clusters’ of Customers according to Similarity of Service Preferences
Customer Service Objectives
The Cost Benefit of Customer Service
The Costs of Service
Probability of Level of Sales
Service Levels and the Normal Distribution
Shifting the Costs of Service
Setting Customer Service Priorities
The ‘Pareto’ or 80/20 Rule
Managing Product Service Level
Seek Cost Reduction
Provide High Availability
Review
Centralised Inventory
Customer Service and the 80/20 Rule
Critical Value Analysis
Setting Service Standards
Probability of a Complete Order
Pre-transaction
Stock Availability
Target Delivery Dates
Response Times to Queries
Transaction
Order Fill Rate
On-Time Delivery
Back Orders by Age
Shipment Delays
Product Substitutions
Post-transaction
First Call Fix Rate
Customer Complaints
Returns/Claims
Invoice Errors
Service Parts Availability
Composite Service Index

Module 2: Logistics Cost, Supply, Demand and Performance Management

Determining Logistics Costs and Performance

Logistics and the Bottom Line
The Impact of Margin and Asset Turn on ROI
Logistics Impact on ROI
Logistics Management and the Balance Sheet
Cash Receivables
Inventories
Property, Plant and Equipment
Current Liabilities
Debt/Equity
Logistics and Shareholder Value
The Drivers of Shareholder Value
Revenue Growth
Operating Cost Reduction
Fixed Capital Efficiency
Working Capital Efficiency
Tax Minimisation
The Role of Cash Flow in Creating Shareholder Value
Changing the Cash Flow Profile
Accelerating Cash Flow
Enhancing Cash Flow
Logistics Cost Analysis
The Concept of Total Cost Analysis
Stages in the Order-to-Collection Cycle
Order Placement and Communication
Order Entry
Credit Check
Documentation
Order Picking
Delivery
Invoicing and Collection
The Total Cost of a Distribution Network
Trunking Costs
Inventory Costs
Outlet Costs
Local Delivery Costs
Order Processing Costs
The True Cost of Inventory
Cost of Capital
Storage and Handling
Obsolescence
Damage and Deterioration
Pilferage/Shrinkage
Insurance
Managements Cost
Principles of Logistics Costing
Missions that Cut Across Functional Boundaries
The Programme Budget
Customer Profitability Analysis
The Customer Profit and Loss Account
Analysis of Revenue and Cost for a Specific Customer
Customer Profitability Analysis: A Basic Model
Customer Profitability Matrix
Build
Danger Zone
Cost Engineer
Protect

Direct Product Profitability
Direct Product Profit (DPP)
Cost Drivers and Activity-Based Costing
Customer Service Segment
Factors that Produce Variations in the Cost of Service
Specific Resource Used to Support Customer Segment
Activity Costs by Customer Type or Segment

Matching Supply and Demand

The Lead-Time Gap
Forecast Error and Planning Horizons
The Lead-Time Gap
Closing the Lead-Time Gap
Improving the Visibility of Demand
Demand Penetration Points and Strategic Inventory
The Information Iceberg
The Supply Chain Fulcrum
Velocity and Visibility Drive Responsiveness
Forecast for Capacity, Execute Against Demand
Demand Management and Planning
The Sales and Operations Planning Process
Generate Aggregate Demand Forecast
Modify the Forecast with Demand Intelligence
Create a Consensus Forecast
Create ‘Rough Cut’ Capacity Plan
The Focus of Demand Management and Planning
Execute at SKU Levels Against Demand
Measure Performance
Collaborative Planning, Forecasting and Replenishment
VICS-ECR Nine-Step CPFR Model
Benefits of CPFR
Reduce Capital Investment
Decrease Cost of Goods Sold
Increase Sales Revenue

Module 3: Strategic Lead-Time Management and Supply Chain Response

Creating the Responsive Supply Chain

Product ‘Push’ versus Demand ‘Pull’
Agile or Lean?
Generic Supply Chain Strategies
The De-Coupling Point
The Agile Supply Chain
‘Push’ versus ‘Pull’ in the Logistics Chain
The Reorder Point Method of Stock Control
The Review Period Method of Stock Control
Order Point and Dependent Demand
Causes of Uneven Demand at the Plant
Determining the Economic Order Quantity
The Japanese Philosophy
Inventory Hides the Problem
Volatile Demand
Inaccurate Forecasts
Unreliable Suppliers
Quality Problems
Bottlenecks
Reducing Set-Up Costs/Ordering Costs
Reducing the Economic Batch/Order Quantity
The Foundations of Agility
Synchronise Activities through Shared Information
Work Smarter, Not Harder
Partner with Suppliers to Reduce In-bound Lead Times
Seek to Reduce Complexity
Postpone the final Configuration/Assembly/Distribution of Products
Manage Process not just Functions
Utilise appropriate Performance Metrics
A Route Map to Responsiveness
Route map to the Responsive Business
Strategic Lead-Time Management

Time-Based Competition
Shortening Life Cycles
The Product Life Cycle
Shorter Life Cycles make Timing Crucial
Customers Drive for Reduced Inventories
Breaking Free of the Classic Service/Cost Trade-Off
Volatile Markets make Reliance on Forecasts Dangerous
Lead Time Concepts
The Order-to-Delivery Cycle
The Order Cycle
Total Order Cycle with Variability
The Cash-to-Cash Cycle
Lead-time Components
Strategic Lead-time Management
Logistics Pipeline Management
Which activities Add Cost and which Add Value?
Value Added through Time
Variety Through Time
Cost-added versus Value-added Time
Reducing Non-value-Adding Time Improves Service and Reduces Cost
Reducing Logistics Lead Time
Supply Chain Mapping
Bottleneck Management

Module 4: Synchronous Supply Chain: Addressing Supply Chain Complexity

Analysing the Synchronous Supply Chain

The Extended Enterprise and the Virtual Supply Chain
The Role of Information in the Virtual Supply Chain
Internet Applications and the Supply Chain
Functions of a Logistics Information System
Laying the Foundations for Synchronisation
An Integrated Logistics Information System
Daily Sales Data Drives the Replenishment Order System
‘Quick Response’ Logistics
Acting on this Information a Consolidated Pick-up and Store Delivery Sequence is activated
Quick Response System can Trigger a ‘Virtuous Circle’ in Logistics
Production Strategies for Quick Response
Logistics Systems Dynamics
The Impact of Promotional Activity upon Production Requirement
Grocery Industry Delivery System Order Cycle
Grocery Industry Product Flow

Complexity and Supply Chain

The Sources of Supply Chain Complexity
Network Complexity
Process Complexity
Range Complexity
Product Complexity
Customer Complexity
Supplier Complexity
Organisational Complexity
Information Complexity
The Cost of Complexity
Product Design and Supply Chain Complexity
Time-to-Market and Time-to-Volume
Added Complexity through Lack of Commonality
Increased Replenishment Lead Times
Supply Chain Vulnerability
After Sales Support
Late Stage Customisation
Mastering Complexity
Complexity Management
Module 5: Pipeline Supply Management: Supply Chain Risk Management

Global Pipeline Management

The Trend towards Globalization in the Supply Chain
Focused Factories
Centralisation of Inventories
Postponement and Localisation
Gaining Visibility in the Global Pipeline
End-to-End Lead-Time Variability (days)
The Progression to Supply Chain Event Management
Organizing for Global Logistics
Structure and Control
Customer Service Management
Outsourcing and Partnership
Logistics Information
Thinking Global, Acting Local
Global Co-ordination and Local Management
The Future of Global Sourcing

Risk Management in the Supply Chain

The Vulnerability of Supply Chain
A Focus on Efficiency rather than Effectiveness
The Globalisation of Supply Chains
Focused Factories and Centralised Distribution
The Trend to Outsourcing
Reduction of the Supplier Base
Supply Chain Risk Profile
Supply Chain Risk
Demand Risk
Process Risk
Control Risk
Environment Risk
Sources of Risk in the Supply Chain
Risk Profile Mapping
Prioritise Earnings Drivers
Identify Critical Infrastructure
Locate Vulnerabilities
Model Scenarios
Develop Responses
Monitor the Risk Environment
Managing Supply Chain Risk
Understand the Supply Chain
Improve the Supply Chain
Identify the Critical Paths
Manage the Critical Paths
Improve Network Visibility
Establish a Supply Chain Continuity Team
Work with Suppliers and Customers
Achieving Supply Chain Resilience
Creating the Resilient Supply Chain
Stages of Excellence in Supply Chain Risk Management

The Era of Network Competition

The New Organisational Paradigm
The Need for New Business Models
Collaboration in the Supply Chain
The Prisoner’s Dilemma: Penalty Options (year in jail)
The Impact of Suppliers Logistics Cost on the Costs of a Car
Managing the Supply Chain as a Network
Collective Strategy Development
Win-win Thinking
Open Communication
Seven Major Business Transformations
From Supplier-Centric to Customer-Centric
From Push to Pull
From Inventory to Information
From Transactions to Relationships
From ‘Trucks and Sheds’ to ‘End-to-End’ Pipeline Management
From Functions to Processes
From Stand-Alone Competition to Network Rivalry
The Implications for Tomorrow’s Logistics Managers
The Key Business Transformations and the Implications for Management Skills
Creating a T-Shapes Skills Profile
Supply Chain Orchestration
From 3PL to 4PL ™
The 4PL ™ Concept
Four Key Components a 4PL must Assemble
Change Leader
Decision Makers
Information Nervous System
Assets

Module 6: Supply Chain Sustainability: Overcoming Barriers to Supply Chain

Overcoming the Barriers to Supply Chain Integration

Developing Logistics Vision
The Problems with Conventional Organisations
The Functional Organisation
Inventory Builds Up at Function Boundaries
Pipeline Cost are not Transparent
Alternative Cost Concepts
Functional Boundaries Impede Process Management
Conventional Organisations Present many Faces to the Customer
Managing the Order
Developing the Logistics Organisation
Vertical Organisations Focus
Horizontal Organisational Focus
Order Fulfilment Groups
Logistics as the Vehicle for Change
Benchmarking
What to Benchmark
Identifying Logistics Performance Indicators
Creating the Logistics Scorecard

Creating a Sustainable Supply Chain

The Triple Bottom Line
Planet
People
Profit
Greenhouse and Gases and the Supply Chain
Reducing the Transport-Intensity of Supply Chains
Review Product Design and Bill of Materials
Review Sourcing Strategy
Review Transport Options
Improve Transport Utilisation
Use Postponement Strategies
Peak Oil
Focused Factories and Centralised Distribution
Global Sourcing and Offshore Manufacturing
Just-in-Time Deliveries
Beyond the Carbon Footprint
Design
Source
Make
Deliver
Return
Reduce, Reuse, Recycle
The Impact of Congestion
Increased Global Trade
Lack of Capacity
Just-in-Time Practices

The Supply Chain of the Future

Emerging Mega-Trends
Shifting Centres of Gravity
Shifting Centres of Economic Activity
The Multi-Channel Revolution
The Need for Adaptability
The Supply Chain of the Future
Seeking Structural Flexibility
Visibility and Information Sharing
Access to Capacity
Access to Knowledge and Talent
Inter-Operability of Processes and Information Systems
Network Orchestration
2020 Vision
Rapid Manufacturing

Course 138 - Advanced Procurement Management
Course Contents, Concepts and Issues

Course 138 Part 1 – Advanced Procurement Management for Competitive Advantage with Internal Control Principles

Purchasing Scope and Development

The Changing Role of Purchasing and Supply
Proactive Purchasing
Procurement Positioning
Total Acquisition Cost and Total Cost Ownership
Non-Manufacturing Organisations
The Supply Chain Concept
Purchasing Development
Best Practices in Strategic Supply Management

Strategic Procurement and Supply Chain Management

Strategic Procurement
The Concept of Strategy
The Mission Statement
Levels of Strategy
Category Management
Strategic Management
Strategic Analysis
Strategic Development
Strategic Implementation
Objectives for Purchasing
Strategies and Their Scope
Selecting a Strategy
Effective Supply and Market Strategy
Purchasing and Supply in the Different Types of Organization
Organisation of the Activity
Purchasing In the Organisation Structure
Purchasing Devolution
The Supply Chain
Improving Efficiency of the Supply Chain
Type of Supply Chain
Strategic Development of Purchasing

Outsourcing

Outsourcing
Outsourcing Methodologies
Outsourcing –Pitfalls
How to Avoid Pitfalls

Quality Management

What Is Quality?
Statistical Process Control
Taguchi Methods for the Off-Line Control of Quality
Failure Mode and Effect Analysis
Specification
Producing a Specification
Early Supplier Involvement
Concurrent Engineering
Standardisation
Supplier Assessment
Economics of Quality
Quality Circles
The Seven Wastes
Value Analysis/Value Engineering
Make-Or-Buy Decision

Inventory Management

Provisioning Systems
Order Quantities and Stock Control
Order Quantities for Production
Materials Requirements Planning (MRP)
Manufacturing Resource Planning (MRP2)
Distribution Resource Planning (DRP)
Enterprise Resource Planning (ERP)
Just-In-Time (JIT)
Vendor Managed Inventory (VMI)
Late Customisation

Lead Time and Time Compression

Time and Competitive Advantage
On-Time Delivery
Expediting
Liquidated Damages

Sourcing Strategies and Relationship

The Nature of the Sourcing Decision
Attributes of a Good Supplier
Different Types of Sourcing
Sourcing Decisions
The Sourcing Process
Source Location
Sources of Information on Potential Suppliers
Supplier Evaluation
The Right Relationship
Other Aspects of Outsourcing
Partnering
Tiering of Suppliers

Price and Total Costs of Ownership

Factors Affecting Pricing Decisions
How Buyers Obtain Prices
Auctions
Price Analysis and Cost Analysis
Pricing Major Contracts
Investment Appraisal
Learning Curves and Experience Curve

Negotiations

Negotiation
Negotiating Skills
Preparation
The Introductory Stage
Discussion Stage
Agreement Stage
The Post-Negotiation Stage
Competition and Co-Operation in Negotiation
Body Language
Negotiation Strategies
Negotiation Mix

Internal Control

An Overview of Internal Control
What Is Internal Control?
Internal Control and Accounting System
Management’s Responsibility for Internal Control
The Need for Internal Control
Financial and Administrative Control
Principles of Internal Control
Elements of an Internal Control System
Features of a Sound Internal Control System
Organisational Structure
Levels of Authority
Reporting System
Employment Procedures
Reliable Procedures
Segregation of Operating and Accounting Functions
Limitations of Internal Control
Application of an Internal Control System in A Small Business
Fraud
Course 138 - Part 2 – Advanced Procurement Management: Applications, Electronic System and Contract Management

Project Procurement

Introduction to projects
Project Planning
Project Control
Subcontracting
Network Analysis
Procurement of Commodities

The Principal Commodities
Why Do Commodity Prices Fluctuate?
Price Estabilisation Scheme
The Role Of The Speculator
Hedging With Futures Contract
Some Buying Techniques
Indifference Prices
Traded Options

International and Global Outsourcing

Global Sourcing and International Procurement
Why Source Internationally?
Problems With International Sourcing
Incoterms 2000
Arbitration
Importing
How to Change
Transport
Customs
Countertrade

Capital Procurement

The Acquisition of Capital Equipment
What are Capital Items?
Leasing and Hiring of Capital Equipment
The Project Approach
Lifetime Costs
Investment Appraisal
Investment Appraisal Criteria

Retail Procurement and Efficient Consumer Response (ECR)

Retailing
Retailing Research
Supply Chains In Retailing
Electronic Point of Sale (EPOS)
Merchandise Planning
Stock Analysis And Sales Analysis
Brands
Supplier Selection
Developments In The Retail Sector
Efficient Consumer Response

Services Procurement

What Is Meant by “Services”?
Special Factors
Procuring Public Relations (PR)
How to Buy Legal Services
European Union Public Contracts Directive
Management in Service Provision

Corporate Social Responsibility (CSR)

CSR Concept
Public Accountability
Business Drivers for Socially Responsible Procurement
Social Accountability 8000 (SA8000)

E-Procurement Systems

What Is E-Procurement?
The Benefits of E-Procurement
Complex Procurement
Reverse Auctions
The Current State of E-Procurement Initiatives
The Barriers
Measuring the Benefits of E-Procurement
What to Measure
Electronic Auctions (E-Auctions)
The Electronic Commerce (EC Directive) Regulations 2002

Contract Management and Performance Measurement

Contract Management, Concept
Examples of Performance Metrics
Pitfalls of Traditional Performance Measure
Performance Measurement Effectiveness
Measuring Procurement Performance
Procurement as The Intelligent Customer
Benchmarking in Procurement and Supply
Reporting to Management
Administration Instructions
Disposing of Redundant Stock, Scrap or Waste
Course 174 - Comprehensive Production and Operations Management
Course Contents, Concepts and Issues

Introduction to Operations Management

Defining Operations Management (OM)
Producing Goods and Services
Importance of Studying Operations Management
Roles of Operations Managers
The Heritage of Operations Management
Operations in the Service Sectors
New Issues in Operations Management
The Concept of Productivity
Measuring Productivity
Productivity Variables
Productivity and the Service Sectors
Ethics and Social Responsibility

Operations Management in the Global Environment

Operations: Global View
Formulating Missions and Visions
Achieving Competitive Advantage Through Operations
Strategic Operations Management Decisions
Issues in Operations Strategy
Developing and Implementing Strategy
Key Success Factors and Core Competencies
Build and Staff the Organisation
Integrating Operations Management with other Activities
Global Operations Strategy Options
International Strategy
Multidomestic Strategy
Global Strategy
Transnational Strategy

Project Management

Importance of Project Management
Project Planning
The Project Manager
Work Breakdown Structure (WBS)
Project Scheduling
Project Controlling
Project Management Techniques
The Framework of PERT and CPM
Network Diagrams and Approaches
Activity-on-Node Example
Activity-on-Arrow Example
Identifying the Project Schedule
Forward Pass
Backward Pass
Slack Time Calculations and Critical Path Identification
Variability in Activity Times
Three Time Estimates in PERT
Probability of Project Completion
Cost-Time Trade-Offs and project Crashing
An Analysis of PERT and CPM
Microsoft Project in Project Management

Demand Forecast

Forecasting Definition
Forecasting Time Horizons
Product Life Cycle
Types of Forecasts
The Importance of Forecasting
Forecasting Human Resources Needs
Forecasting Capacity
Forecasting the Supply-Chain Management
Steps in Forecasting System
Forecasting Approaches
Qualitative Methods
Quantitative Methods
Time Series Forecasting
Decomposition of a Time Series
Naive Approach
Moving Averages
Exponential Smoothing
Forecast Error Measurement
Exponential Smoothing with Trend Adjustment
Projecting Trends
Seasonal Variations in Data
Cyclical Variations in Data
Associative Forecasting Methods
Utilising Regression Analysis for Forecasting
Standard Error of the Estimate
Correlation Coefficients for Regression Lines
Multiple Regression Analysis
Forecast Monitoring and Control
Adaptive Smoothing
Focus Forecasting
Forecasting in the Service Sectors

Product Design

Selecting Goods and Services
Product Strategy Options Support Competitive Advantage
Product Life Cycles
Life Cycle and Strategy
Product-by-Value Analysis
New Product Generation
New Product Opportunities
Importance of New Products
Product Development
Product Development System
Quality Function Deployment (QFD)
Organising for Product Development
Manufacturability and Value
Engineering
Product Design Issues
Robust Design
Modular Design
Computer-Aided Design (CAD)
Computer-Aided Manufacturing (CAM)
Virtual Reality Technology
Value Analysis
Ethics, Environment-Friendly Designs and Sustainability
Time-Based Competition
Purchasing Technology by Acquiring a Firm
Joint Ventures
Alliances
Defining a Product
Make-or-Buy Decisions
Group Technology
Essential Documents for Production
Product Life-Cycle Management (PLM)
Service Design
Application of Decision Trees to Product Design
Transition in Production

Quality Management and International Standard

Quality and Strategy
Quality Definition
International Quality Standards
ISO 9000
ISO 14000
Total Quality Management (TQM)
Continuous Improvement
Six Sigma
Employee Empowerment
Benchmarking
Just-in-Time (JIT)
Taguchi Concepts
TQM Tools
Check Sheets
Scatter Diagrams
Cause-and-Effect Diagrams
Pareto Charts
Flowcharts
Histograms
Statistical Process Control (SPM)
Inspection
TQM in Services
Statistical Process Control (SPC)

Process Design

Process Strategies
Process Focus
Repetitive Focus
Product Focus
Mass Customization Focus
Comparison of Process Choices
Process Analysis and Design
Flowchart
Time-Function Mapping
Value-Stream Mapping
Process Charts
Service Blueprinting
Special Considerations for Service Process Design
Customer Interaction and Process Design
Improving Service Processes
Equipment and Technology Selection
Production Technology
Machine Technology
Automatic Identification Systems (AISs) and RFID
Process Control
Vision System
Robots
Automated Guided Vehicles (AGVs)
Flexible Manufacturing Systems (FMSs)
Computer Integrated Manufacturing (CIM)
Technology in Services
Redesigning the Process
Sustainability
Resources
Recycle
Regulations
Reputation
Capacity Planning
Bottleneck analysis and the Theory of Constraints
Break-Even Analysis
Single-Product Case
Multiproduct Case
Risk Reduction with Incremental Changes
Expected Monetary Value (EMV) Application to Capacity Decisions
Investment Analysis Application to Strategy-Driven Investments

Location

Importance of Location
Factors Affecting Location Decisions
Labour Productivity
Exchange rate and Currency Risk
Costs
Political Risk, values and Cultures
Proximity to Markets
Proximity to Suppliers
Proximity to Competitors
Methods in Location Evaluation
Alternatives
The Factor-Rating Method
Locational Break-Even Analysis
Centre-of-Gravity Method
Transportation Model
Service Location Strategy
Hotel Chain Site Selection
The Call Centre Industry
Geographic Information Systems

Layout

Importance of Layout Decisions
Types of Layout
Office Layout
Retail Layout
Warehousing and Storage Layouts
Fixed-Position Layout
Process-Oriented Layout
Work Cells
Repetitive and Product-Oriented
Layout

Job Design and Work Measurement

Human Resource Strategy for Competitive Advantage
Labour Planning
Employment-Stability Policies
Work Schedules
Job Classifications and Work Rules
Job Design
Labour Specialisation
Job Expansion
Psychological Components of Job Design
Self-Directed Teams
Motivation and Incentive Systems
Ergonomics and the Work Environment
Methods Analysis
The Visual Workplace
Labour Standards
Ethics

Supply Chain Management

Importance of Supply Chain
Supply Chain Risk
Ethics and Sustainability
Performance Evaluation: Audits and Metrics
Ethical Issues in Outsourcing

Conducting Inventory Management

The Importance of Inventory
Functions of Inventory
Types of Inventory
Inventory Management
ABC Analysis
Record Accuracy
Cycle Counting
Control of Service Inventories
Inventory Models
Independent vs. Dependent Demands
Holding, Ordering and Setup Costs
Inventory Models for Independent Demand
The Basic Economic Order Quantity
Model
Minimizing Cost
Reorder Points
Production Order Quantity Model
Quantity Discount Model
Probabilistic Models and Safety Stock
Other Probabilistic Models
Single- Period Model
Fixed-Period (P) Systems
Ethical Dilemmas
Using Software to Solve Inventory Problems
Solved Problems
Problems

Video Enhanced On-line Strategising Supply Chain Mgt. This course is on Course For Me.

58963 Advanced Apprenticeship in Driving Goods Vehicles

Thu, 28 Jun 2012 14:59:03 +0000

Key Facts (Standard Information)

Venue: Workplace
Programme Level: Level 3
Full-time/Part-time: Part Time
Duration: 12 to 24 months
Start Date: Rolling enrolment period
Day of Week: Flexible
Day/Evening: Work Based
Awarding Body: City & Guilds

What you will study

You study effective driver technique, road safety, how to contribute to the provision of customer service within logistics operations and how to provide leadership for your team. Other topics will depend on your specific job role.

You will work towards the City & Guilds Level 3 Diploma in Driving Goods Vehicles, the Level 2 Award in Employee Rights and Responsibilities (ERR) and Functional Skills English and Maths.

How you will learn

You will learn in the workplace as you carry out your usual duties, supported by a qualified Assessor.

How you will be assessed

Your Assessor wil visit you in the workplace and assist you to compile a portfolio of evidence.

Attendance

There is no requirement for attendance at College, as assessments can be carried out in the workplace.

58963 Advanced Apprenticeship in Driving Goods Vehicles This course is on Course For Me.

Field Logistics in Emergencies- Credit-Rated

Wed, 25 Jan 2012 12:02:25 +0000

Logistics activities account for a very large proportion of the costs involved in a disaster relief operation. It is crucial for the sector that we all explore ways of minimising costs while maximising the impact of aid.This is a highly participatory course, with group exercises, theory based CILTsessions and you will experience what it is like to be at the centre of an emergency response in a challenging simulation.
By the end of the course you will be able to:

-Describe the role and responsibilities of a logistician in a humanitarian programme
-Identify key procedures and documentation required to establish effective and accountable logistics services and infrastructure
-Identify the key principles and components of humanitarian supply chain management and procurement
-Plan an effective process for warehousing, inventory control and distribution of commodities to beneficiaries
-Plan and manage an effective asset management process
-Define the principles of fleet and vehicle management
-Explain the basic principles, advantage and limitations of key radio and satellite communication systems and describe how these are managed in the field
-Identify key human resources issues facing a logistician in recruiting and managing a local logistics team
-Describe the basic principles of financial administration, budgeting and cost control in accordance with donor regulations
-Recognise the challenges of maintaining site security in difficult circumstances

Field Logistics in Emergencies- Credit-Rated This course is on Course For Me.

Drivers CPC Periodic Training - EFAW (First Aid) CPC

Mon, 16 Jan 2012 13:15:07 +0000

The Drivers Certificate Of Professional Competence (DCPC) came into force on 10th September 2008 for bus and coach drivers and 10th September 2009 for LGV drivers, from now on anyone who drives professionally for a living must complete 35 hours of periodic training every five years and any new drivers who acquired a vocational entitlement (C1,C1+E,C OR C+E licence) after 10th September 2009 will have had to obtain an initial CPC in addition to their licence.

Coach and bus drivers have until 9th September 2013 to complete 35 hours of periodic training and get their Driver Qualification Card (DQC)

All LGV drivers have until 9th September 2014 to complete 35 hours of periodic training and get their Driver Qualification Card (DQC).

Drivers CPC Periodic Training - EFAW (First Aid) CPC This course is on Course For Me.

Drivers CPC Periodic Training - Daily Walk Round Safety Checks

Mon, 16 Jan 2012 13:13:12 +0000

Drivers CPC Periodic Training - Daily Walk Round Safety Checks This course is on Course For Me.

Drivers CPC Periodic Training - Economic Driving

Mon, 16 Jan 2012 13:11:56 +0000

Drivers CPC Periodic Training - Economic Driving This course is on Course For Me.