Contract Logistics Management Training Course

Participants can analyse demand and logistics flows to establish a defensible outsourced service requirement.

• Order profiles segmented by channel, customer, product and delivery urgency
• ABC analysis identifies inventory handling priorities and control requirements
• Seasonality patterns converted into labour, space and transport capacity assumptions
• Warehouse throughput calculated from receipts, picks, dispatches and returns
• Distribution network options assessed using distance, lead time and cost
• Peak-volume scenarios define contingency capacity and temporary resource requirements

Participants can write measurable service requirements for warehousing and distribution activities.

• Statement of work structure for outsourced logistics service packages
• Service scope distinguishes mandatory activities, optional services and exclusions
• Process maps specify receiving, put-away, picking, packing and dispatch
• Order cut-off times linked to fulfilment and delivery commitments
• Value-added services defined through work instructions and quality criteria
• Returns processes specify authorisation, inspection, disposition and credit triggers

Participants can specify warehouse controls that support safe, accurate and productive operations.

• Storage profiles matched to pallet, case, each-pick and bulk requirements
• Slotting principles reduce travel time, congestion and picking errors
• Cycle-count programmes set frequencies using ABC inventory classification
• FIFO, FEFO and batch controls matched to product characteristics
• Dock scheduling coordinates receiving appointments, unloading capacity and inspection
• 5S standards support orderly work areas and visual management

Participants can define transport requirements, delivery controls and carrier responsibilities within a logistics contract.

• Delivery service tiers specify lead times, frequencies and proof requirements
• Route planning assumptions identify drops, kilometres, utilisation and constraints
• Incoterms 2020 allocate delivery obligations, risk transfer and documentation
• Proof-of-delivery standards define signatures, exceptions and image capture
• Failed-delivery procedures allocate reattempt costs and customer communications
• Temperature-controlled transport requirements specify monitoring, alarms and excursion response

Participants can define system, data and traceability requirements for an outsourced logistics operation.

• Warehouse management system functions support inventory, tasks and location control
• Transport management system data supports planning, execution and freight settlement
• GS1 barcodes improve product identification, scanning and traceability
• EDI message maps define order, dispatch and inventory data exchanges
• Master-data governance controls item dimensions, weights, units and locations
• Interface failure procedures specify ownership, recovery actions and reconciliation

Participants can calculate cost-to-serve and identify the operational drivers behind logistics charges.

• Activity-based costing assigns warehouse expenses to operational cost drivers
• Cost-to-serve models separate fixed, variable and pass-through charges
• Handling rates calculated by pallet, case, order line and unit
• Transport costs analysed by lane, drop, weight and vehicle type
• Minimum-volume commitments tested against forecast demand and capacity requirements
• Sensitivity analysis tests cost exposure under volume and mix changes

Participants can screen potential providers against strategic, operational, financial and compliance criteria.

• Market mapping identifies providers by geography, capability and sector focus
• Prequalification questionnaires test capacity, experience, systems and certifications
• Financial due diligence reviews liquidity, profitability and debt indicators
• Site-visit checklists assess warehouse condition, controls and operational discipline
• Business continuity evidence examines alternative sites, recovery plans and testing
• Reference checks validate service history, responsiveness and transition capability

Participants can conduct a structured logistics tender and make an evidence-based provider recommendation.

• Request for proposal packs combine scope, volumes, data and submission rules
• Weighted evaluation criteria balance commercial, technical, risk and implementation factors
• Bid-compliance matrices identify omissions, qualifications and assumptions requiring clarification
• Clarification logs control questions, answers and bidder communication records
• Scenario-based pricing tests comparable bids under realistic demand profiles
• Evaluation reports document scoring rationale, risks and award recommendations

Participants can structure transparent logistics pricing and test rate-card commercial exposure.

• Rate-card components separate storage, handling, transport and value-added services
• Fixed-fee structures suit stable volumes and defined operating conditions
• Open-book pricing defines cost visibility, margin treatment and audit rights
• Gainshare mechanisms link verified savings to agreed improvement initiatives
• Indexation clauses address fuel, labour and consumer-price movements
• Invoice validation matches billed activities against approved rates and evidence

Participants can identify key contract clauses and allocate logistics risks to the party best able to control them.

• Contract schedules organise scope, service levels, pricing and governance requirements
• Liability clauses address loss, damage, consequential loss and claim limits
• Insurance schedules specify cargo, public liability and employer coverage
• Force majeure provisions distinguish external events from controllable service failures
• Data-protection clauses govern customer data, access controls and breach notifications
• Exit-management clauses require transition support, data return and inventory handover

Participants can design service levels and KPIs that measure contractual performance accurately.

• KPI hierarchies connect customer outcomes, process measures and leading indicators
• OTIF definitions specify order population, timing rules and exclusions
• Inventory accuracy formulas reconcile system stock with physical count results
• Perfect-order measures combine accuracy, completeness, timeliness and documentation
• KPI data dictionaries define source systems, owners and calculation rules
• Target-setting methods establish baselines, tolerances and improvement trajectories

Participants can run governance forums that turn performance data into accountable actions.

• Governance calendars sequence daily operations, monthly reviews and executive meetings
• Performance-review packs combine KPI trends, incidents, actions and decisions
• Escalation matrices define triggers, authority levels and response times
• Meeting minutes record decisions, owners, deadlines and verification evidence
• Balanced scorecards assess service, cost, quality, safety and relationship health
• Quarterly business reviews address strategic risks, capacity and improvement priorities

Participants can identify and control major operational, safety, security and compliance risks.

• Risk registers score likelihood, impact, controls, owners and residual exposure
• FMEA identifies failure modes within warehouse and distribution processes
• Health-and-safety obligations cover manual handling, vehicles and contractor controls
• Security controls protect inventory, premises, drivers and sensitive shipments
• ISO 9001 quality principles support documented processes and corrective action
• Business continuity plans address site loss, system failure and carrier disruption

Participants can plan a controlled mobilisation from contract award through operational go-live.

• Mobilisation plans sequence design, recruitment, systems, training and readiness activities
• Critical-path analysis identifies dependencies, milestones and schedule threats
• Readiness reviews confirm facilities, inventory, systems and operating procedures
• Data-migration plans validate item, location, customer and inventory records
• Cutover plans define stock transfer, order handover and contingency arrangements
• Hypercare governance monitors early performance, defects and corrective actions

Participants can control inventory transfer, cutover and stabilisation risks during logistics transition.

• Inventory transfer plans specify counting, reconciliation and ownership transfer points
• Blind counts independently verify stock quantities before operational handover
• Stock-adjustment controls require approvals, audit trails and root-cause coding
• Go-live criteria define acceptable readiness thresholds and decision authority
• Control-tower routines monitor orders, exceptions, capacity and customer communications
• Stabilisation dashboards track defects, backlogs, productivity and service recovery

Participants can diagnose recurring service failures and manage evidence-based improvement actions.

• PDCA cycles structure problem definition, testing, review and standardisation
• Five Whys exposes causal chains behind recurring operational failures
• Fishbone diagrams classify people, process, equipment, material and system causes
• Pareto analysis prioritises defect categories by frequency and impact
• Corrective-action plans define containment, root-cause removal and effectiveness checks
• Continuous-improvement charters assign benefits, sponsors, owners and review dates

Participants can manage scope changes, claims and disputes while maintaining service continuity.

• Change-control procedures assess scope, cost, risk and implementation impacts
• Change requests document requirements, assumptions, approvals and effective dates
• Claims registers capture incidents, evidence, values and recovery status
• Service-credit mechanisms link verified failures to agreed financial remedies
• Dispute-escalation ladders progress from operational resolution to formal determination
• Document-control practices preserve contract versions, notices and correspondence records

Participants can prepare evidence-based decisions on renewal, retendering, renegotiation or exit.

• Renewal assessments compare performance history, market rates and future requirements
• Should-cost models test provider proposals against operational cost drivers
• Benchmarking methods compare rates, productivity and service against peer operations
• Renegotiation plans prioritise commercial terms, service issues and mutual concessions
• Exit plans protect stock, data, systems access and customer continuity
• Transition-out checklists govern asset return, records transfer and final reconciliation

Participants can build, review and present a complete contract logistics management pack for an outsourced distribution requirement.

• Service specification consolidates scope, processes, volumes and operating assumptions
• Provider evaluation model records criteria, scores, evidence and recommendation
• Rate-card analysis tests pricing assumptions, indexation and invoice controls
• KPI scorecard defines measures, targets, owners and escalation thresholds
• Governance calendar schedules reviews, decisions, reporting and improvement tracking
• Risk register prioritises mobilisation, service, commercial and continuity exposures
• Presentation review tests coherence, feasibility and management decision readiness