Logistics and Materials Management Training Course

Duration 10 days 22 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Logistics Managers, Materials Managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-LD-170

Before you join: Participants should understand basic purchasing, inventory, warehouse, transport or production planning activities and be comfortable reading simple operational reports.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Logistics and materials management determine whether production lines receive parts, warehouses hold the right stock, customer orders arrive as promised, and working capital is controlled. Poor coordination between demand planning, purchasing, inventory control, warehousing and transport produces stockouts, excess inventory, expediting costs, delayed deliveries and unreliable service. Managers need a disciplined operating model that connects physical flows, information flows, capacity and cost decisions.

This course develops the methods used to plan, control and improve material flow from supplier receipt through storage, production supply and customer distribution. Participants work with demand forecasts, sales and operations planning, material requirements planning, inventory policies, warehouse processes, transport plans and distribution network decisions. They learn to calculate stock parameters, analyse inventory profiles, select warehouse performance measures, manage third-party providers and diagnose service or cost problems using operational data.

Instruction combines short practitioner briefings with realistic cases from manufacturing, retail, public services, humanitarian supply chains and distribution operations. Participants use templates, calculations, process maps and performance data to build a materials and logistics improvement case throughout the course. The final output is a documented logistics and materials management plan containing demand, inventory, warehouse, transport, performance and risk actions for a selected operation.

The course suits professionals who already work with purchasing, inventory, stores, warehouses, production planning, transport or customer fulfilment and now need stronger cross-functional control of end-to-end material flow.

What you will be able to do

  • Map end-to-end material flows using SIPOC, process mapping and hand-off analysis
  • Build demand and supply plans using forecast error, S&OP and capacity data
  • Calculate inventory parameters using ABC-XYZ analysis, reorder points and safety stock
  • Apply MRP logic to convert demand into planned purchase and production requirements
  • Design warehouse receiving, storage, picking and dispatch controls using standard operating procedures
  • Evaluate transport and distribution options using total landed cost and service measures
  • Construct logistics performance dashboards using OTIF, inventory turns and cost-to-serve metrics
  • Present a materials and logistics improvement plan supported by data, risks and implementation actions

Benefits of attending

For you

  • Calculate inventory settings and explain their service and cash implications
  • Diagnose warehouse and transport bottlenecks using operational performance data
  • Lead evidence-based discussions with procurement, production, sales and finance teams
  • Prepare business cases for stock reduction, warehouse improvement and delivery performance actions
  • Build a practical portfolio document for logistics or materials management responsibilities

For your organisation

  • Lower avoidable stockholding through clearer segmentation and replenishment policies
  • Fewer stockouts and production interruptions from improved material requirements planning
  • Improved warehouse accuracy, throughput and order fulfilment discipline
  • Better transport spending through route, load and carrier performance analysis
  • Stronger management control through shared logistics measures and review routines

Course modules

22 modules over 10 days

Participants can map material, information and cash flows across a logistics operating model.

  • Materials management responsibilities from supplier receipt through customer delivery
  • Physical, information and cash flows mapped through operational hand-offs
  • SIPOC analysis identifies suppliers, inputs, processes, outputs and customers
  • Push, pull and hybrid replenishment systems compared for operating fit
  • Customer service promises translated into logistics operating requirements
  • Constraints between procurement, production, warehousing and transport diagnosed

Participants can assess demand signals and create a controlled forecast process.

  • Demand history cleaned for returns, promotions, outliers and discontinued items
  • Moving averages and exponential smoothing compared using forecast error
  • Mean absolute percentage error calculated for forecast accuracy monitoring
  • Bias analysis distinguishes persistent over-forecasting from under-forecasting patterns
  • Demand segmentation separates stable, seasonal, intermittent and erratic demand
  • Forecast assumptions documented with sales, marketing and customer service inputs

Participants can align demand, supply, inventory and capacity through an S&OP cycle.

  • S&OP cycle aligns demand review, supply review and executive decisions
  • Volume plans reconciled with capacity, inventory and financial constraints
  • Demand-supply gaps identified using monthly planning horizon data
  • Scenario planning tests promotions, supplier disruption and capacity shortfalls
  • Decision log records owners, deadlines, assumptions and escalation triggers
  • Pre-S&OP packs present exceptions requiring cross-functional management action

Participants can translate independent demand into time-phased material requirements.

  • MRP explosion converts finished-goods demand into component requirements
  • Gross requirements, scheduled receipts and net requirements distinguished clearly
  • Time-phased planning accounts for lead times and order quantities
  • Planned order releases scheduled against supplier and production lead times
  • Exception messages highlight shortages, rescheduling needs and excess supplies
  • MRP assumptions reviewed against actual lead-time and inventory accuracy

Participants can identify master-data controls required for reliable planning and execution.

  • Bills of material structured by parent, component and usage quantity
  • Item master fields govern planning, storage, costing and replenishment decisions
  • Lead-time records separated into administrative, transport, queue and processing elements
  • Unit-of-measure controls prevent conversion errors across purchasing and warehousing
  • Engineering change control protects material availability during product revisions
  • Master-data governance assigns ownership, validation frequency and correction procedures

Participants can segment inventory and assign suitable control policies to each group.

  • ABC analysis ranks items by annual consumption value
  • XYZ analysis classifies demand variability using coefficient of variation
  • ABC-XYZ matrix selects differentiated review and replenishment policies
  • Criticality analysis identifies safety, regulatory and production-stopping materials
  • Slow-moving and obsolete stock separated from active replenishment inventory
  • Cycle-count frequencies set according to value, volatility and control risk

Participants can calculate and justify inventory parameters for defined service targets.

  • Reorder point combines expected lead-time demand and safety stock
  • Safety stock calculated from demand variability and lead-time variability
  • Service level targets linked to stockout consequences and customer commitments
  • Economic order quantity tests ordering cost against holding cost
  • Min-max settings established for repetitive and relatively stable demand
  • Periodic review policies scheduled around supplier ordering and delivery cycles

Participants can assess inventory health and identify actions affecting working capital.

  • Inventory turns calculated using annual cost of goods sold
  • Days inventory outstanding converts stock value into working-capital exposure
  • Excess stock quantified against policy, forecast and actual consumption
  • Aging reports identify dormant, obsolete and disposal-priority materials
  • Root-cause analysis traces inventory growth to planning or execution failures
  • Disposition plans address redeployment, return, discounting, recycling and disposal

Participants can assess warehouse layout, capacity and flow requirements.

  • Warehouse zones separate receiving, quarantine, reserve, picking and dispatch
  • Slotting analysis positions fast-moving items near picking activity
  • Storage capacity calculated from pallet positions, cube utilisation and access
  • Layout flow reduces travel distance, congestion and double handling
  • Fixed, random and dynamic location systems compared for control needs
  • Peak-capacity planning considers seasonality, promotions and inbound delivery patterns

Participants can establish receiving and putaway controls that protect inventory accuracy.

  • Advance shipping notices support receiving labour and dock scheduling
  • Three-way quantity checks compare purchase order, delivery and receipt
  • Quality quarantine controls prevent unapproved materials entering available stock
  • Putaway rules select locations by item attributes and storage constraints
  • Barcode scanning improves transaction timeliness and location accuracy
  • Inventory adjustments require coded reasons, approval limits and investigation

Participants can select fulfilment methods and control outbound order accuracy.

  • Discrete, batch, zone and wave picking methods compared
  • Pick-path design reduces travel time and congestion
  • Order profiles determine suitable picking technology and labour allocation
  • Packing standards protect products and confirm shipment completeness
  • Dispatch staging controls carrier handover, route sequence and loading
  • Perfect-order measurement combines accuracy, completeness, condition and timeliness

Participants can identify handling controls that improve flow and reduce operational risk.

  • Material handling selection considers load, travel, lift and throughput
  • Pallet standards define load stability, dimensions and safe stacking
  • FIFO and FEFO rules protect shelf-life and traceability requirements
  • 5S audits improve workplace organisation, visibility and abnormality detection
  • Forklift pedestrian segregation controls routes, barriers and crossing points
  • Manual handling assessments identify lifting, repetition and posture hazards

Participants can plan transport capacity, routes and loads against service requirements.

  • Transport mode selection compares speed, cost, capacity and reliability
  • Route planning sequences stops using distance, delivery windows and vehicle constraints
  • Load consolidation increases vehicle fill and reduces shipment frequency
  • Cube utilisation measures use of vehicle volume and pallet positions
  • Delivery schedules account for customer receiving hours and access restrictions
  • Transport planning boards assign loads, carriers, drivers and departure times

Participants can evaluate distribution network choices using cost and service data.

  • Distribution network options compare central, regional and direct-delivery models
  • Total landed cost includes purchase, freight, handling, duties and inventory
  • Cost-to-serve analysis assigns logistics costs to customers and channels
  • Service trade-offs assessed between delivery frequency, stockholding and transport cost
  • Network capacity reviewed against demand concentration and geographic coverage
  • Make-versus-buy decisions test internal distribution against outsourced alternatives

Participants can manage carrier and third-party logistics performance through defined controls.

  • Carrier selection evaluates capability, coverage, rates, claims and reliability
  • Freight rate structures distinguish fixed, variable, fuel and accessorial charges
  • Service-level agreements define delivery, reporting, escalation and remedy requirements
  • Tender evaluation scores technical capability alongside commercial pricing
  • Freight invoice audits verify rates, weights, routes and accessorial charges
  • Third-party logistics reviews use scorecards, action logs and governance meetings

Participants can align procurement decisions with material availability and logistics performance.

  • Supplier lead-time analysis separates quoted, planned and actual performance
  • Purchase order policies balance order frequency, minimums and transport economics
  • Supplier scheduling methods include blanket orders, releases and call-offs
  • Inbound delivery windows reduce yard congestion and receiving disruption
  • Supplier OTIF measures quantity accuracy, date adherence and documentation quality
  • Expediting controls distinguish genuine shortages from planning and data errors

Participants can define system controls and data checks for reliable logistics decisions.

  • ERP transactions connect purchasing, inventory, production and financial records
  • WMS functions direct receiving, putaway, replenishment, picking and counting
  • Transaction discipline prevents timing gaps between physical and system stock
  • Data-quality checks test item, location, quantity and status accuracy
  • Exception reporting prioritises shortages, late orders and inventory discrepancies
  • User access controls separate transaction entry, approval and master-data changes

Participants can build a performance scorecard linking service, cost, asset and process measures.

  • OTIF measures orders delivered on time and in full
  • Order cycle time tracks elapsed time from order receipt
  • Warehouse productivity measures picks, lines and units per labour-hour
  • Inventory record accuracy compares system balances with physical counts
  • Cost metrics separate transport, handling, storage and expediting expenditure
  • KPI trees link operational measures to service, cash and margin

Participants can assess logistics risks and prepare proportionate continuity actions.

  • Risk registers assess likelihood, impact, owner and treatment actions
  • Single-source dependency analysed for critical materials and transport lanes
  • Business continuity plans define triggers, alternatives and recovery priorities
  • Buffer strategies compare safety stock, dual sourcing and capacity reservation
  • Cargo security controls address theft, tampering, access and chain-of-custody
  • Incident reviews capture root causes, corrective actions and lessons learned

Participants can incorporate quality, environmental and regulatory requirements into logistics operations.

  • ISO 9001 process controls support traceability, corrective action and records
  • Temperature-controlled handling protects products through documented cold-chain procedures
  • Hazardous materials segregation follows classification, labelling and documentation rules
  • Reverse logistics manages returns, repair, reuse, recycling and disposal
  • Transport emissions measured using distance, mode, fuel and load data
  • Supplier packaging standards reduce damage, waste and handling effort

Participants can prioritise logistics improvement actions and prepare an implementation plan.

  • Value-stream mapping exposes waiting, movement, inventory and rework waste
  • Pareto analysis prioritises causes of cost, delay and service failure
  • Five Whys investigates recurring logistics problems beyond immediate symptoms
  • A3 reports structure problem definition, analysis, countermeasures and follow-up
  • RACI matrices assign decision rights for cross-functional improvement actions
  • Implementation roadmaps sequence quick wins, investment decisions and control reviews

Participants can build, review and present a complete materials and logistics improvement plan for a selected operation.

  • Current-state material flow mapped from supplier through final delivery
  • Demand, inventory and capacity data analysed for priority problems
  • Warehouse, transport and supplier performance assessed using defined KPIs
  • Improvement actions selected using cost, service, risk and feasibility criteria
  • Implementation plan assigns owners, milestones, resources and control measures
  • Executive presentation defends recommendations, assumptions and expected operational results

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Materials flow process map
  2. ABC-XYZ inventory policy matrix
  3. Reorder point and safety stock calculator
  4. Warehouse operations control checklist
  5. Logistics KPI scorecard template
  6. Materials and logistics improvement plan

Who should attend

  • Logistics Managers — need stronger control of inventory, warehousing and distribution performance
  • Materials Managers — coordinate material availability, stores operations and production supply
  • Supply Chain Analysts — convert operational data into planning and improvement decisions
  • Warehouse Managers — improve receiving, storage, picking, dispatch and labour productivity
  • Procurement Professionals — align supplier delivery, order policies and material requirements
  • Production Planners — balance demand, capacity, inventory and component availability

Skills and tools covered

Materials flow planningInventory optimisationWarehouse operations controlTransport cost analysisLogistics performance managementSupply risk planning

Tools and standards

SCOR model, ABC-XYZ analysis, Material Requirements Planning, OTIF

How the course runs

Training methodology

The course uses short instructor briefings, worked calculations, case analysis, group problem-solving, operational simulations and structured application planning. Participants interpret demand, stock, warehouse and transport data before selecting appropriate actions. Cases include production materials shortages, retail distribution delays, warehouse congestion and supplier delivery failures. Each participant develops sections of a logistics and materials management plan during the course, receives peer and instructor review, and refines the plan for use in their own operation.

Requirements and prerequisites

Participants should understand basic purchasing, inventory, warehouse, transport or production planning activities and be comfortable reading simple operational reports. Experience using spreadsheets for quantities, dates, costs or stock records is expected. The course assumes familiarity with common terms such as purchase order, lead time, stock count and delivery date. Prior experience with ERP, MRP or warehouse management systems is helpful but not required. Advanced mathematics, formal supply chain qualifications, programming skills and prior responsibility for a logistics budget are not required.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should have practical exposure to purchasing, inventory, warehousing, transport, production planning or customer fulfilment. You do not need prior ERP expertise, advanced mathematics or a formal supply chain qualification.

Bring a laptop if possible, along with non-confidential examples of stock reports, warehouse measures, delivery data or planning challenges. Templates and case materials are provided, so company data is not required.

It is intended for professionals moving beyond basic operational knowledge into coordination, analysis and improvement responsibilities. It is particularly relevant to materials managers, warehouse managers, planners, logistics managers and supply chain analysts.

Procurement courses focus primarily on sourcing, supplier selection and contracting, while warehouse courses concentrate on warehouse execution. This course connects purchasing, planning, inventory, warehouse operations, transport and distribution decisions.

Participants build a materials and logistics improvement plan using their own operational context or a course case. The plan can be used to start discussions on inventory settings, warehouse controls, transport spending, supplier delivery or performance reporting.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first part builds planning, inventory and warehouse foundations; the later part develops transport, performance, risk and improvement planning before the capstone presentation.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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