Logistics Management Training Course

Participants can define customer service requirements and measure fulfilment performance using consistent operational rules.

• Customer segmentation using order profiles, channel requirements and service expectations
• Order winners and qualifiers shape differentiated distribution service policies
• Perfect order measurement combines complete, on-time, damage-free and accurate delivery
• Service-level agreements define responsibilities, measures, remedies and review cadence
• Voice-of-customer evidence converted into specific logistics design requirements and priorities
• Order cycle time decomposed into capture, processing, picking, transit and proof

Participants can compare distribution network options using demand, capacity, facility and transport assumptions.

• Facility-location decisions balance demand proximity, fixed cost, capacity and transport
• Centre-of-gravity analysis estimates candidate distribution centre locations from demand data
• Network scenarios compare centralised, regional and direct-to-customer fulfilment models
• Flow-path mapping identifies cross-dock, storage, consolidation and postponement opportunities
• Capacity constraints tested against peak demand, seasonality and growth assumptions
• Make-or-buy choices assess private fleet, shared-user and outsourced distribution

Participants can select transport modes, plan shipments and manage carrier performance against service and cost targets.

• Transport mode selection compares cost, speed, reliability, capacity and emissions
• Shipment consolidation rules use weight, cube, route and delivery-window constraints
• Route planning applies stop sequencing, vehicle capacity and driver-hours limits
• Freight rate structures distinguish line-haul, fuel, accessorial and detention charges
• Carrier scorecards measure tender acceptance, pickup performance, claims and invoice accuracy
• Transport documents establish custody, instructions, charges and delivery confirmation

Participants can assess warehouse layouts, storage methods and process flows for safe and efficient fulfilment.

• Warehouse process maps trace receiving, put-away, replenishment, picking, packing and dispatch
• Slotting analysis assigns stock locations using velocity, cube, handling and compatibility
• Storage media selection compares pallet racking, shelving, bins and floor stacking
• Travel-time reduction uses ABC classification, pick paths and forward-pick locations
• Dock scheduling balances inbound appointments, labour availability and staging capacity
• Warehouse layout calculates aisle, storage, marshalling and support-space requirements

Participants can establish warehouse controls that improve stock accuracy, picking quality and operational discipline.

• Standard work defines receiving checks, put-away confirmation and exception handling
• Cycle counting plans use ABC classes, tolerance limits and root-cause codes
• Inventory accuracy reconciles physical counts, WMS records and transaction timing
• Picking methods compare discrete, batch, zone, wave and cluster approaches
• Quality control prevents mispicks, damage, expiry and shipment documentation errors
• 5S visual management improves location discipline, safety and problem visibility

Participants can set inventory policies using demand patterns, replenishment lead times and service targets.

• Demand classification separates independent, dependent, seasonal and intermittent demand patterns
• ABC-XYZ analysis combines annual usage value with demand variability
• Reorder point calculation uses average demand, lead time and safety stock
• Safety stock reflects demand error, lead-time variation and target service level
• EOQ evaluates ordering cost, holding cost and replenishment quantity
• Obsolescence controls identify slow-moving, excess, expired and non-moving inventory

Participants can assess forecasts and coordinate replenishment decisions with demand, supply and inventory constraints.

• Statistical forecasts use moving averages, exponential smoothing and seasonal indices
• Forecast accuracy tracks bias, MAD, MAPE and forecast value added
• Sales and operations planning reconciles demand, supply, inventory and capacity
• Time fences distinguish frozen, slushy and liquid planning horizons
• Exception management prioritises shortages, late supply and demand deviations
• Master data governance controls item dimensions, lead times, units and locations

Participants can control the order-to-cash process and manage fulfilment exceptions before they affect customers.

• Order-to-cash mapping exposes handoffs, validation rules, credit holds and rework
• Order promising applies available-to-promise, allocation rules and delivery-date logic
• Order management systems coordinate capture, release, fulfilment, invoicing and returns
• Exception queues prioritise backorders, partial shipments, substitutions and customer communication
• Electronic data interchange transmits purchase orders, acknowledgements, ASNs and invoices
• Proof-of-delivery controls support billing, claims resolution and customer records

Participants can design returns controls and select appropriate disposition routes for returned products.

• Returns policies define authorisation, condition assessment, disposition and customer credits
• Reverse flows segregate resale, repair, refurbishment, recycling and disposal routes
• Return reason codes reveal product, packing, carrier and fulfilment failures
• Closed-loop logistics evaluates recovery value, processing cost and environmental obligations
• Recall logistics plans traceability, customer notification, quarantine and controlled recovery
• Disposition decisions consider safety, quality, legal requirements and residual value

Participants can manage international shipment responsibilities, documentation and core customs compliance requirements.

• Incoterms 2020 allocate delivery obligations, risk transfer, costs and customs tasks
• Commodity classification uses HS codes, product descriptions and supporting evidence
• Customs valuation determines declared value, additions, deductions and duty exposure
• Export documentation includes commercial invoices, packing lists, certificates and declarations
• Free-trade agreement origin rules test qualification and documentary requirements
• Sanctions screening checks parties, destinations, goods and transaction restrictions

Participants can source, contract and control freight services using clear commercial and operational requirements.

• Air, ocean, road and rail forwarding roles defined by service scope
• Container utilisation calculates cube fill, weight limits and loading constraints
• Freight tenders specify lanes, volumes, equipment, service measures and pricing
• Carrier contracts address liability limits, insurance, claims and performance remedies
• Shipment visibility milestones track booking, departure, arrival, clearance and delivery
• Demurrage and detention controls assign accountability for container dwell time

Participants can align procurement requirements, supplier performance and packaging decisions with logistics needs.

• Procurement specifications capture packaging, delivery frequency, lead-time and labelling requirements
• Supplier segmentation links supply risk, spend importance and logistics treatment
• Vendor-managed inventory defines ownership, replenishment signals, service levels and reconciliation
• Supplier performance reviews analyse OTIF, lead-time adherence, quality and responsiveness
• Packaging design protects product, improves cube utilisation and reduces handling
• Purchase order parameters align MOQ, order cycles and inventory policies

Participants can analyse logistics costs and prepare business cases for operational and investment decisions.

• Activity-based costing assigns logistics costs to orders, products, channels and customers
• Total cost-to-serve combines transport, warehousing, inventory, returns and administration
• Freight invoice auditing verifies rates, accessorials, weights, taxes and duplicates
• Warehouse labour standards quantify productive time, allowances and staffing requirements
• Budget variance analysis separates volume, rate, mix and productivity effects
• Business cases compare capital investment, operating cost, service and risk

Participants can design logistics scorecards and use performance data to manage operational priorities.

• Balanced scorecards connect service, cost, asset, quality and sustainability measures
• OTIF calculation defines order lines, promised dates, tolerances and exclusions
• Warehouse KPIs include lines picked, dock-to-stock time and inventory accuracy
• Transport KPIs track cost per shipment, utilisation, empty miles and claims
• Control charts distinguish common-cause variation from special-cause process signals
• Daily management boards assign actions, owners, due dates and escalation rules

Participants can identify logistics risks and establish proportionate security, continuity and incident controls.

• Risk registers assess disruption likelihood, impact, controls, ownership and triggers
• Business continuity plans protect critical flows, facilities, systems and suppliers
• ISO 28000 security principles address cargo theft, access control and incidents
• Chain-of-custody controls document handovers, seals, inspections and discrepancy reporting
• Temperature-controlled logistics monitors setpoints, excursions, calibration and release decisions
• Incident investigation uses five whys, fishbone diagrams and corrective actions

Participants can identify practical emissions, packaging and waste reduction actions within logistics operations.

• GHG Protocol Scope 3 Category 4 covers upstream transportation emissions
• Transport emissions calculate tonne-kilometres, fuel use, distance and emission factors
• Load consolidation reduces empty running, partial loads and avoidable movements
• Reusable packaging systems assess circulation time, loss rates and cleaning costs
• Waste hierarchy prioritises prevention, reuse, recycling, recovery and disposal
• Sustainable procurement criteria address carrier fuel, reporting and improvement commitments

Participants can define the data, system functions and control points required for reliable logistics execution.

• WMS, TMS and ERP roles distinguished through transactions, planning and execution
• GS1 barcodes support item identification, scanning accuracy and traceability
• Master-data validation checks dimensions, weights, pack sizes, lead times and locations
• Dashboard design links source data, metric definitions, refresh frequency and actions
• Data-quality controls identify duplicate records, missing fields and invalid codes
• Automation options assess scanners, voice picking, RFID and robotic handling

Participants can use structured improvement methods to diagnose logistics problems and sustain measurable gains.

• Value-stream mapping quantifies process time, waiting, handoffs, queues and rework
• Lean waste analysis identifies transport, inventory, motion, waiting and defects
• DMAIC structures problem definition, measurement, analysis, improvement and control
• Root-cause analysis validates causes before selecting corrective and preventive actions
• Kaizen event charters define scope, baseline, targets, team and governance
• Benefits tracking confirms savings, service gains, ownership and sustainment actions

Participants can build, review and present a complete logistics operating plan supported by cost, service, risk and implementation evidence.

• Case demand, service promises and constraints translated into design assumptions
• Distribution network, warehouse processes and inventory policies assembled into one operating model
• Transport plan specifies modes, carriers, consolidation rules and route controls
• Cost-to-serve model tests recommended design against baseline performance
• KPI dashboard, risk register and implementation roadmap support management review
• Peer review challenges assumptions, trade-offs, controls and implementation priorities
• Executive presentation communicates recommendation, costs, service impact, risks and actions