Introduction to Supply Chain and Operations Management — SFEDI Enterprises Ltd. T/A SFEDI Awards Vocationally-Related Qualification Warehousing & Logistics Revision

    This topic introduces supply chain and operations management, covering risk evaluation, lean operations, and links within a supply chain.

    Topic Synopsis

    This topic introduces supply chain and operations management, covering risk evaluation, lean operations, and links within a supply chain.

    Key Concepts & Core Principles

    Exam Tips & Revision Strategies

    Common Misconceptions & Mistakes to Avoid

    Examiner Marking Points

    Introduction to Supply Chain and Operations Management

    SFEDI ENTERPRISES LTD. T/A SFEDI AWARDS
    vocational

    This topic introduces supply chain and operations management, covering risk evaluation, lean operations, and links within a supply chain.

    14
    Learning Outcomes
    42
    Assessment Guidance
    42
    Key Skills
    14
    Key Terms
    45
    Assessment Criteria

    Assessment criteria

    SFEDI Awards Level 3 Diploma in Introduction to Business Management(IoSCM)
    SFEDI Awards Level 3 Award in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Certificate in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Manufacturing and Production Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Logistics and Transport Management (IoSCM)
    SFEDI Awards Level 3 Extended Diploma in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Procurement Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Warehousing Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Ports and Shipping Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Leadership and Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Supply Chain Management (IoSCM)

    Topic Overview

    The SFEDI Awards Level 3 Diploma in Introduction to Business Management (IoSCM) in Warehousing & Logistics is a vocationally-related qualification designed to equip learners with the foundational knowledge and practical skills required to manage operations within the warehousing and logistics sector. This diploma covers essential business management principles tailored to the supply chain, including inventory control, warehouse layout and design, transport management, and health and safety compliance. By integrating theoretical concepts with real-world applications, the course prepares students for supervisory or junior management roles in distribution centres, freight companies, and retail logistics.

    In the context of the wider subject, this qualification sits within the IoSCM framework, which emphasises industry-specific competencies. The warehousing and logistics pathway focuses on optimising the flow of goods from suppliers to customers, addressing challenges such as cost reduction, efficiency improvement, and sustainability. Students explore key performance indicators (KPIs) like order accuracy, turnaround times, and storage utilisation, linking these to broader business objectives. This diploma is particularly valuable for those seeking to progress to higher-level qualifications or directly into employment, as it aligns with National Occupational Standards (NOS) for logistics operations.

    Mastery of this diploma matters because the logistics sector is a backbone of the UK economy, contributing over £127 billion annually. Employers seek candidates who can demonstrate a clear understanding of warehouse operations, supply chain dynamics, and regulatory requirements. The course also develops transferable skills in problem-solving, communication, and data analysis, making graduates versatile assets in any business environment. By completing this qualification, students gain a competitive edge in a growing field with diverse career opportunities, from warehouse management to supply chain coordination.

    Key Concepts

    Core ideas you must understand for this topic

    • →Inventory Management: Understanding stock control methods such as FIFO (First In, First Out) and LIFO (Last In, First Out), and how to calculate reorder levels, safety stock, and economic order quantities (EOQ) to minimise costs while meeting demand.
    • →Warehouse Layout and Design: Principles of efficient space utilisation, including zoning for receiving, storage, picking, and dispatch. Concepts like cross-docking, slotting optimisation, and the use of racking systems (e.g., pallet racking, cantilever racking) to improve workflow.
    • →Transport Management: Planning and coordinating vehicle routes, load optimisation, and compliance with driver hours regulations (GB Domestic Rules or EU Drivers' Hours). Understanding modes of transport (road, rail, sea, air) and their cost-benefit implications.
    • →Health and Safety Compliance: Key legislation such as the Health and Safety at Work Act 1974, Manual Handling Operations Regulations 1992, and Provision and Use of Work Equipment Regulations 1998 (PUWER). Risk assessment processes and the role of safety signs and personal protective equipment (PPE).
    • →Performance Measurement: Using KPIs like order fill rate, on-time delivery, inventory turnover, and warehouse capacity utilisation. Techniques for benchmarking and continuous improvement, including Lean principles and Six Sigma.

    Learning Objectives

    What you need to know and understand

    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • Analyse the key components and flows within a supply chain.
    • Evaluate the impact of identified risk factors on supply chain performance.
    • Apply lean tools to eliminate waste in a supply chain context.
    • Assess the interdependencies between different supply chain entities.

    Assessment Criteria

    Key criteria assessors look for in your portfolio

    • Explain the key components of supply chain management.
    • Evaluate risk factors affecting a supply chain.
    • Describe the concept of lean operations.
    • Identify links and interdependencies within a supply chain.
    • Apply risk mitigation strategies.
    • Award credit for demonstrating a clear understanding of supply chain management as a holistic system that coordinates the flow of goods, information, and finances from supplier to end customer.
    • Reward evidence that identifies and categorises risk factors (e.g., operational, financial, environmental) affecting supply chains, with concrete examples and evaluation of their potential impact.
    • Look for the ability to explain the core principles of Lean Operations—such as waste reduction, continuous improvement, and value stream mapping—and how they apply to supply chain processes.
    • Credit should be given for illustrating the links within a supply chain through diagrams, case studies, or real-world examples that show upstream and downstream dependencies and information flows.
    • Award credit for clearly defining supply chain management and distinguishing it from logistics, with examples of key activities like procurement, manufacturing, and distribution.
    • Credit responses that identify specific risk factors (e.g., supplier failure, demand volatility, geopolitical issues) and explain their potential impacts on the supply chain with relevant mitigation strategies.
    • Look for application of lean tools (such as 5S, value stream mapping, just-in-time) to practical supply chain scenarios, demonstrating understanding of waste elimination.
    • Assess ability to map the links in a supply chain (upstream, internal, downstream) and analyze how disruptions in one link affect the entire chain, showing systems thinking.
    • Award credit for clearly defining supply chain management and distinguishing it from logistics, with reference to the flow of materials, information, and finances.
    • Award credit for demonstrating the ability to evaluate risk factors such as geopolitical instability, supplier failure, demand volatility, and natural disasters, using a recognised framework (e.g., PESTLE or FMEA).
    • Award credit for applying lean operations principles (e.g., Just-in-Time, Kaizen, value stream mapping) to identify and eliminate waste in a given manufacturing scenario.
    • Award credit for accurately mapping the links within a supply chain, illustrating upstream and downstream relationships, and explaining how disruptions at one node can cascade.
    • Award credit for demonstrating a clear definition of supply chain management, differentiating it from logistics, and identifying key components such as planning, sourcing, manufacturing, delivery, and returns.
    • Award credit for systematically evaluating at least three risk factors (e.g., supplier failure, demand volatility, geopolitical issues) with appropriate mitigation strategies linked to the supply chain context.
    • Award credit for explaining lean operations concepts (e.g., waste reduction, just-in-time, continuous improvement) and applying them to a logistics or transport scenario.
    • Award credit for accurately describing the links and flows (material, information, financial) between supply chain partners, and illustrating how disruption in one link impacts the entire chain.
    • Award credit for accurately defining supply chain management and identifying its key components (e.g., planning, sourcing, making, delivering, returning).
    • Award credit for demonstrating the ability to evaluate at least two risk factors (e.g., demand volatility, supplier reliability) using appropriate risk assessment tools.
    • Award credit for explaining the five principles of Lean (value, value stream, flow, pull, perfection) and their application in supply chain contexts.
    • Award credit for illustrating the linkages between different supply chain stages, for instance using a diagram or descriptive model showing material, information, and financial flows.
    • Award credit for clearly defining Supply Chain Management and explaining how it integrates procurement, operations, and logistics to achieve customer satisfaction.
    • Evidence must demonstrate the ability to identify and categorise risk factors (e.g., supplier failure, demand volatility, geopolitical issues) and evaluate their potential impact on the supply chain.
    • Look for application of Lean Operations principles, such as identifying the seven wastes, explaining just-in-time delivery, and describing continuous improvement tools like Kaizen.
    • Award credit for accurately mapping the links within a supply chain, showing the flow of materials, information, and finances both upstream and downstream, and explaining the consequences of weak links.
    • Award credit for accurately describing the key components of a supply chain, including material, information, and financial flows, with clear examples relevant to the warehousing industry.
    • Credit is given for a thorough risk assessment that identifies at least three distinct supply chain risks (e.g., supplier failure, demand volatility, transportation disruptions) and proposes appropriate mitigation strategies for each.
    • Learners must demonstrate an understanding of lean operations by explaining at least two lean tools (e.g., 5S, Kanban, value stream mapping) and how they reduce waste in a warehouse or logistics context.
    • Evidence should show recognition of the links within a supply chain by explaining how a disruption in one node (e.g., late supplier delivery) impacts downstream operations, with a specific example.
    • Demonstrate a clear understanding of supply chain management by defining key components (e.g., planning, sourcing, delivery, returns) and explaining their relevance to port and shipping operations.
    • Award credit for conducting a structured risk assessment that identifies at least three distinct risk factors (e.g., geopolitical, environmental, operational) and proposes viable mitigation strategies within a port/logistics context.
    • Evidence must show the application of lean principles such as just-in-time or value stream mapping to a supply chain process, with a clear explanation of how waste is reduced and efficiency improved.
    • Accurately describe upstream and downstream linkages, including information, material, and financial flows, and illustrate these with a practical example relevant to ports and shipping.
    • Award credit for demonstrating a clear explanation of the key components of a supply chain (plan, source, make, deliver, return) and how they interconnect.
    • Look for evidence when evaluating risk factors that the learner identifies specific risks (e.g., supplier failure, demand volatility, geopolitical disruptions) and proposes mitigation strategies with justification.
    • In lean operations, credit is given for accurately describing core lean principles (e.g., value stream mapping, continuous improvement, just-in-time) and giving practical examples of waste reduction.
    • For understanding links, assess whether the learner correctly explains the flow of information, materials, and finances between nodes, and can illustrate cause-and-effect relationships like the bullwhip effect.
    • Award credit for demonstrating a clear explanation of supply chain stages, including upstream and downstream partners.
    • Credit for identifying at least three specific risks and their potential consequences on supply chain performance.
    • Credit for correctly applying at least one lean principle (e.g., just-in-time, value stream mapping) to a given scenario.
    • Credit for mapping the flow of materials and information between two or more links, highlighting dependencies.

    Assessment Guidance

    Guidance for achieving higher grades

    • 💡Use real-world examples like the automotive industry.
    • 💡Link lean principles to waste reduction.
    • 💡Discuss the impact of disruptions.
    • 💡When addressing risk factors, always structure your response using a recognised framework such as PESTLE or STEEPLE to ensure comprehensive coverage and evaluation.
    • 💡Support your understanding of lean operations with a practical example from a known organisation; a well-applied case study can demonstrate higher-order thinking.
    • 💡For questions on supply chain links, draw a simple diagram even if not explicitly required, and then explain each connection's role and potential vulnerabilities.
    • 💡In assignment work, use current industry sources or news articles to contextualise your answers, showing awareness of real-world supply chain challenges and solutions.
    • 💡When describing supply chain management, use industry-specific terminology like 'forward and reverse logistics', 'value chain', and 'upstream/downstream' to demonstrate depth of understanding.
    • 💡For risk evaluation, use a structured framework such as SWOT/PESTLE analysis to systematically identify and assess risks, then prioritize them based on likelihood and impact.
    • 💡In lean operations tasks, provide concrete examples of waste types (muda) in a given scenario and suggest specific lean techniques to address each, showing application.
    • 💡When analyzing supply chain links, create a visual map or flowchart to illustrate relationships, and discuss the 'bullwhip effect' to show understanding of demand distortion.
    • 💡When evaluating risk factors, always link your analysis to specific supply chain processes and suggest mitigation strategies to demonstrate higher-order thinking.
    • 💡For lean operations, provide concrete examples of the seven wastes (TIMWOOD) in a manufacturing context and explain how a chosen lean tool addresses each.
    • 💡Use diagrams (e.g., supply chain maps, value stream maps) to visually represent links within the supply chain; this will strengthen your written responses and show systematic understanding.
    • 💡In assignment work, explicitly reference each learning outcome in your answers and use the language of the qualification (e.g., 'evaluate', 'understand') to meet assessment criteria.
    • 💡Use the SCOR model (Plan, Source, Make, Deliver, Return) framework to structure your answers on supply chain processes and links; this demonstrates a systematic understanding.
    • 💡When evaluating risks, apply a risk matrix approach (likelihood vs impact) and always link mitigation to specific supply chain functions (e.g., dual sourcing for supplier risk).
    • 💡For lean operations, reference real-world examples from logistics (e.g., cross-docking, route optimization) to show practical application, not just theory.
    • 💡In longer written responses, consistently use terminology such as 'upstream' and 'downstream' to indicate awareness of flow directions, and explicitly state the consequences of broken links.
    • 💡Use real-world examples or case studies to illustrate theoretical concepts; this demonstrates application and depth.
    • 💡When evaluating risks, structure your answer using a framework like PESTLE or a risk matrix to show systematic analysis.
    • 💡In discussing Lean, relate it directly to supply chain efficiencies, not just manufacturing, to meet the unit's focus.
    • 💡Ensure you can visually represent supply chain linkages (e.g., using a diagram), as this often earns higher marks for clarity.
    • 💡When evaluating risk factors, use real-world case studies or examples (e.g., COVID-19 disruptions, port strikes) to illustrate your analysis and demonstrate higher-order thinking.
    • 💡For Lean Operations, clearly link each waste (overproduction, waiting, transport, etc.) to a practical scenario in a procurement or warehouse setting, showing how you would reduce it.
    • 💡In assessments, explicitly map the supply chain links for a given product or service, identifying where value is added and where bottlenecks could occur; this shows systematic understanding.
    • 💡Always relate theory back to the role of the procurement manager: how can procurement decisions strengthen links, reduce risks, and support lean initiatives? This contextualisation will earn top marks.
    • 💡In assessment tasks, always relate concepts to a specific warehousing or logistics context, using real-world examples from well-known companies or personal experience to strengthen your responses.
    • 💡When evaluating risks, structure your answer using a recognized framework like PESTLE or a risk matrix to show systematic thinking and gain higher marks.
    • 💡For lean operations, avoid generic definitions; instead, explain how a particular tool would be implemented in a warehouse, including potential benefits and challenges.
    • 💡Demonstrate understanding of supply chain links by tracing a product's journey step-by-step, using terminology such as upstream, downstream, and tiered suppliers.
    • 💡When addressing assessment criteria, always relate theoretical concepts directly to port and shipping examples to demonstrate vocational relevance.
    • 💡For risk evaluation, use a recognized framework (e.g., SWOT, PESTLE) and include both likelihood and impact in your analysis to achieve higher marks.
    • 💡In lean operations assignments, provide concrete metrics or before-and-after scenarios to evidence improvement.
    • 💡Use diagrams or process maps to visually represent supply chain linkages, as this clearly demonstrates understanding and can substitute for lengthy text descriptions.
    • 💡When explaining supply chain management, use real-world examples (e.g., a warehouse and distribution network) to demonstrate applied understanding, not just textbook definitions.
    • 💡For risk evaluation assignments, structure your answer using a framework like PESTLE or SWOT to systematically identify and assess internal and external risks, then rank them by likelihood and impact.
    • 💡In lean operations tasks, link your discussion to measurable metrics (e.g., lead time reduction, inventory turnover) and show how lean principles can be implemented in a warehousing context.
    • 💡To evidence understanding of links, create a diagram or flow chart of a supply chain highlighting the flow of goods, information, and money, and explain potential points of failure clearly.
    • 💡When evaluating risk, always link each risk to a specific supply chain component and suggest a practical mitigation strategy.
    • 💡For lean operations questions, reference the 5 principles of lean (value, value stream, flow, pull, perfection) to demonstrate comprehensive understanding.
    • 💡Use real-world examples to illustrate links within a supply chain, such as the flow of information between a warehouse and a retailer, to strengthen your answer.
    • 💡Use specific examples from real-world logistics scenarios, such as how Amazon uses robotics in warehouses or how supermarkets manage cold chain logistics. This demonstrates applied understanding and impresses examiners.
    • 💡When answering questions on inventory management, always show your calculations step-by-step (e.g., for EOQ or reorder points). Marks are often awarded for method, not just the final answer.
    • 💡Link your answers to relevant legislation or industry standards (e.g., ISO 9001 for quality, ISO 14001 for environment). This shows depth of knowledge and awareness of professional practices.

    Common Mistakes

    Common errors to avoid in your coursework

    • Confusing supply chain with logistics only.
    • Overlooking the importance of demand forecasting.
    • Failing to consider global supply chain risks.
    • Confusing supply chain management with logistics; learners often limit their definition to transportation and warehousing, ignoring the broader integration of procurement, production, and customer relationship management.
    • Failing to evaluate risks beyond a simple list; many students provide basic identification without assessing likelihood, severity, or proposing mitigation strategies.
    • Misinterpreting lean as merely cost-cutting, overlooking its focus on value creation, quality improvement, and employee empowerment.
    • Seeing supply chain links as linear and one-directional, rather than dynamic, bidirectional networks involving feedback loops and collaborative planning.
    • Confusing supply chain management with logistics: students often equate SCM solely with transportation and warehousing, neglecting the broader coordination of processes across multiple companies.
    • Overlooking external risk factors: learners may focus only on internal operational risks and ignore supplier, market, or environmental risks that can severely disrupt the chain.
    • Misapplying lean principles: attempting to eliminate all inventory without understanding demand variability, leading to stockouts or production halts.
    • Treating supply chain links as independent entities: failing to recognize that changes in one part (e.g., supplier delays) have ripple effects throughout the chain.
    • Confusing supply chain management with logistics: learners often limit the scope to transportation and warehousing, overlooking strategic coordination and integration.
    • Underestimating the interconnectedness of supply chain risks, treating risk factors in isolation rather than as a complex system where one risk can trigger others.
    • Misapplying lean tools as cost-cutting exercises rather than systematic waste elimination, leading to quality issues or employee resistance.
    • Failing to distinguish between internal operational links and external supply chain links, resulting in an incomplete analysis of dependencies.
    • Confusing supply chain management with logistics management; supply chain management is broader, encompassing coordination across multiple organizations, whereas logistics focuses on movement and storage within a single organization.
    • Listing risks without evaluating their likelihood and impact, or failing to propose tailored mitigation actions, resulting in superficial analysis.
    • Misunderstanding lean as simply cost-cutting or headcount reduction, rather than a systematic approach to eliminating waste and creating value for the customer.
    • Describing supply chain links in isolation, without addressing the dynamic interdependencies and information flows that synchronize activities across the network.
    • Confusing supply chain management with logistics; failing to recognize that SCM encompasses strategic coordination of all activities, while logistics is a subset focused on transportation and warehousing.
    • Overlooking the importance of information flows, focusing only on physical goods movement.
    • When evaluating risks, listing risks without analyzing their impact or likelihood, missing the 'evaluate' requirement.
    • Misapplying Lean concepts, such as assuming Lean is only about cost-cutting rather than value creation and waste elimination.
    • Confusing supply chain management with logistics, failing to recognise that SCM encompasses strategic coordination across multiple organisations rather than just transport and warehousing.
    • Viewing Lean Operations solely as cost-cutting measures rather than a holistic philosophy aimed at eliminating all forms of waste while improving quality and flexibility.
    • Overlooking the importance of information flow; focusing only on physical goods and neglecting how data sharing, forecasting, and communication can mitigate risks.
    • Assuming that risks are only external (e.g., natural disasters) and ignoring internal risks like poor inventory management, inadequate supplier vetting, or process inefficiencies.
    • Confusing supply chain management solely with logistics, neglecting the broader strategic integration of procurement, operations, and customer demand.
    • Overlooking the financial and information flows in a supply chain, focusing only on physical movement of goods.
    • Applying lean tools superficially without explaining how they specifically reduce the seven wastes in a warehouse setting.
    • Viewing supply chain links as a simple linear chain rather than a complex network, failing to consider feedback loops and interdependencies.
    • Students often confuse supply chain management with logistics, overlooking the strategic coordination across multiple organizations.
    • A common error is failing to differentiate between internal risks (e.g., equipment failure) and external risks (e.g., natural disasters) when evaluating supply chain risks.
    • Many learners mistakenly equate lean operations solely with cost-cutting, ignoring its focus on value creation and waste elimination.
    • Misunderstanding the difference between vertical and horizontal linkages, or treating supply chain links as linear rather than networked, is frequent.
    • Confusing supply chain management with logistics alone, rather than recognizing it as the broader coordination of all partners and processes from raw material to end user.
    • When evaluating risk, only listing generic risks without tailoring them to the specific supply chain context or failing to suggest actionable contingency plans.
    • Misapplying lean tools by treating them as isolated techniques rather than part of a holistic philosophy of eliminating waste and adding customer value.
    • Over-simplifying supply chain links as linear sequences, ignoring reverse logistics, information feedback loops, and the impact of delays or variability.
    • Confusing supply chain with logistics, failing to recognise the broader strategic scope of supply chain management.
    • Underestimating the complexity of risk interdependencies, treating risks in isolation without considering cascading effects.
    • Assuming lean is only about cost-cutting rather than value creation and systematic waste elimination.
    • Misconception: 'Warehouse management is just about storing goods.' Correction: It involves complex planning of inbound and outbound flows, resource allocation, and technology integration (e.g., WMS, barcode scanning) to ensure accuracy and efficiency.
    • Misconception: 'Logistics is the same as supply chain management.' Correction: Logistics focuses on the movement and storage of goods within a supply chain, while supply chain management encompasses broader activities like procurement, production planning, and customer relationship management.
    • Misconception: 'Health and safety rules slow down operations.' Correction: Proper safety protocols reduce accidents, downtime, and insurance costs, ultimately improving productivity and employee morale.

    Frequently Asked Questions

    Common questions students ask about this topic

    Before You Start

    Prior knowledge that will help with this topic

    • •Basic understanding of business operations and supply chain concepts, such as the difference between primary and secondary logistics.
    • •Numeracy skills sufficient to perform calculations involving percentages, averages, and basic algebra (e.g., for inventory formulas).
    • •Familiarity with health and safety principles, such as the concept of risk assessment, is beneficial but not mandatory.

    Key Terminology

    Essential terms to know

    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • 1. Understand Supply Chain Management2. Be able to evaluate risk factors that affect a Supply Chain3. Understand the concept of Lean Operations4. Understand the links within a Supply Chain
    • Supply Chain Fundamentals
    • Risk Evaluation
    • Lean Principles
    • Inter-Organisational Links

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