Logistics and Distribution Management Training Course

Participants can set differentiated service policies for customer and product segments.

• Customer segmentation using revenue, margin, strategic importance and service needs
• Service matrices defining lead times, delivery windows and order cut-offs
• ABC-XYZ analysis separating value contribution from demand variability
• Order priority rules for constrained inventory and transport capacity
• Escalation paths for urgent orders, shortages and delivery failures
• Service-level agreements translated into measurable operational commitments

Participants can control order processing and identify fulfilment constraints before dispatch.

• Order management workflow from receipt, validation, allocation and release
• Available-to-promise checks against inventory, inbound supply and capacity
• Order cut-off times aligned with warehouse waves and carrier collections
• Backorder management rules for partial shipment, substitution and allocation
• Exception queues separating credit, master-data, stock and address failures
• Order cycle time measured from acceptance through customer receipt

Participants can select inventory control approaches for different demand and replenishment conditions.

• Cycle stock, safety stock, pipeline stock and seasonal stock definitions
• Demand variability measured using average demand, range and standard deviation
• Lead-time components separated into supplier, transport, receiving and put-away
• Reorder point calculation using expected demand during replenishment lead time
• Economic order quantity balancing ordering cost against holding cost
• Periodic review systems compared with continuous review replenishment systems

Participants can calculate and document stock parameters that protect agreed service levels.

• Safety stock calculation from demand variation and target service factor
• Min-max settings built from reorder point and planned order quantity
• Target stock levels for periodic review and fixed delivery schedules
• Service-level assumptions tested against stockout risk and carrying cost
• Parameter governance defining review frequency, owner and approved data source
• Slow-moving stock controls using demand history, expiry and disposal rules

Participants can assess distribution network options against cost, service and risk criteria.

• Network design choices between central, regional and local distribution centres
• Location screening using demand concentration, transport access and operating cost
• Flow mapping for direct delivery, cross-docking and hub-and-spoke distribution
• Total landed cost including freight, handling, inventory and facility cost
• Capacity analysis using throughput, storage positions and peak-demand requirements
• Network risk assessment covering disruption, border delays and single points

Participants can design warehouse layouts that support safe, efficient stock movement and picking.

• Warehouse process zones for receiving, quarantine, storage, picking and dispatch
• Slotting principles based on velocity, dimensions, weight and handling requirements
• ABC slotting placing high-frequency items near primary picking locations
• Storage media selection for pallet racking, shelving, bins and bulk floor
• Travel-path analysis reducing picker distance and cross-traffic congestion
• Capacity calculations using usable cube, occupancy limits and aisle allowances

Participants can establish receiving and stock-control routines that improve inventory record accuracy.

• Advance shipping notices matched against purchase orders and delivery documentation
• Goods-receipt inspection covering quantity, condition, lot and expiry checks
• Put-away rules using directed locations, compatibility and stock rotation
• Cycle counting schedules based on ABC classification and transaction frequency
• Root-cause codes for variances, damages, short deliveries and misplacements
• Inventory accuracy measured through book-to-physical count reconciliation

Participants can select fulfilment methods and controls for accurate, productive dispatch operations.

• Pick-face replenishment triggered by minimum quantities and planned waves
• Discrete, batch, zone and wave picking compared for order profiles
• Pick-path design using location sequence and order grouping logic
• Packing standards covering protection, dimensional weight and carrier requirements
• Dispatch checks verifying labels, documents, seals and loading sequence
• Picking productivity measured through lines, units and orders per labour hour

Participants can apply warehouse controls that protect people, stock, facilities and product condition.

• Risk assessments covering vehicles, racking, manual handling and pedestrian segregation
• FIFO and FEFO rules applied to dated, perishable and regulated stock
• Temperature monitoring controls for ambient, chilled and frozen product ranges
• Security procedures for access control, high-value stock and seal management
• Damage prevention through handling standards, packaging checks and incident reporting
• 5S workplace organisation supporting visibility, cleanliness and standard work

Participants can plan transport capacity and select modes that meet cost and service requirements.

• Transport mode selection using cost, transit time, reliability and capacity
• Route planning based on delivery windows, distance, stops and vehicle constraints
• Load consolidation combining compatible orders by destination and delivery date
• Vehicle utilisation measured by weight, cube, pallets and route completion
• Milk-run design for recurring collections or multi-stop delivery routes
• Transport planning constraints covering driver hours, permits and access restrictions

Participants can evaluate carrier proposals and control freight expenditure using defined commercial criteria.

• Freight rate structures including per shipment, weight, volume and distance
• Accessorial charges identified for fuel, waiting, remote areas and handling
• Request-for-quotation specifications defining lanes, volumes, service and equipment
• Carrier scorecards comparing price, on-time delivery, damage and claims
• Should-cost estimates built from distance, payload, fuel and fixed costs
• Freight invoice audit matching agreed rates, shipment data and surcharges

Participants can manage carrier performance from collection booking through delivery closure and claims.

• Carrier onboarding checks for insurance, licences, equipment and operating capability
• Collection booking processes aligned with warehouse readiness and route schedules
• Proof-of-delivery controls capturing signatures, timestamps, exceptions and delivery condition
• Delivery exception management for failed attempts, refusals and address errors
• Claims procedures for loss, damage, shortages and carrier liability
• Carrier review meetings using agreed measures, actions and escalation thresholds

Participants can apply trade terms and document controls to international distribution shipments.

• Incoterms 2020 allocating transport, risk, cost and export responsibilities
• EXW, FCA, FOB, CIF, DAP and DDP compared for common transactions
• Commercial invoices, packing lists and transport documents checked for consistency
• Customs commodity classification using Harmonized System code principles
• Import clearance planning for duties, taxes, licences and broker instructions
• International shipment milestones tracked from handover through customs release

Participants can design return flows that protect customer service, recover value and control disposition.

• Return authorisation rules defining eligibility, evidence, timing and collection method
• Reverse flow mapping from customer collection through inspection and disposition
• Disposition decisions covering restock, repair, recycle, quarantine and disposal
• Return reason codes identifying quality, delivery, ordering and product issues
• Credit controls linked to receipt confirmation, inspection findings and approvals
• Return-cost analysis separating transport, handling, recovery and write-off costs

Participants can define control arrangements for outsourced warehousing and transport services.

• Make-or-buy assessment considering capability, cost, control and strategic importance
• Statement-of-work requirements defining scope, volumes, service and exclusions
• Service-level agreements specifying measures, reporting frequency and remedies
• Governance calendars covering daily operations, monthly reviews and quarterly planning
• Open-book cost reviews examining labour, space, transport and management charges
• Transition plans covering data, stock transfer, training and service continuity

Participants can build a balanced logistics scorecard and use it to target operational improvement.

• Balanced logistics measures covering service, cost, inventory, quality and assets
• OTIF calculation using agreed order lines, dates and delivery quantities
• Cost-to-serve analysis by customer, channel, product and delivery route
• Warehouse measures including accuracy, productivity, dwell time and space utilisation
• Transport measures covering cost per shipment, fill rate and claims
• KPI trees linking strategic service goals to operational control measures

Participants can specify data and system controls needed for dependable logistics planning and execution.

• Master-data fields for items, locations, dimensions, weights and lead times
• Barcode standards using GS1 identifiers for products, locations and shipments
• Warehouse management system functions for tasks, locations and inventory status
• Transport management system functions for planning, tendering and freight settlement
• Data-quality checks identifying duplicates, missing attributes and invalid values
• Visibility dashboards tracking orders, stock, shipments and unresolved exceptions

Participants can identify logistics risks and prepare proportionate continuity actions for critical flows.

• Risk registers covering supplier, warehouse, transport, border and systems failures
• Probability-impact scoring used to prioritise logistics risk treatment actions
• Business continuity plans for facility closure, carrier failure and system outage
• Alternative route and carrier options documented for critical transport lanes
• Buffer strategies balancing inventory, capacity reservations and emergency freight costs
• Incident command roles defining decisions, communications and recovery responsibilities

Participants can structure logistics improvement initiatives using evidence, root-cause analysis and controlled implementation.

• PDCA cycle applied to delivery, inventory and warehouse performance problems
• Process mapping identifies hand-offs, queues, rework and control weaknesses
• Five Whys analysis traces recurring failures to underlying process causes
• Pareto analysis prioritises high-frequency exceptions and largest cost drivers
• Standard work documents critical tasks, sequence, controls and expected outputs
• Improvement charters define scope, benefits, owners, milestones and measures

Participants can build, review and present a complete logistics and distribution improvement plan for a defined operating context.

• Current-state assessment summarising service, inventory, warehouse and transport evidence
• Customer service policy aligned with priority segments and fulfilment capability
• Inventory parameter plan covering safety stock, reorder points and governance
• Warehouse and transport actions addressing constraints, cost and delivery reliability
• KPI scorecard defining baselines, targets, ownership and reporting cadence
• Implementation roadmap sequencing quick wins, investments, risks and decision gates