Elements and Performance Criteria

The Range of Variables statement provides details of the scope of the Elements and Performance Criteria to allow for differences within enterprises and workplaces, including practices, knowledge and requirements. The Range of Variables also provides a focus for assessment and relates to the unit as a whole. The variables listed should be considered indicative rather than exhaustive and should be used as applicable to the job role or function.

General Contexts may include but are not limited to
Type of products and services provided
Business policy and procedures with regard to the acquisition and sale of products and services
Size, type and location of business
Business merchandise range
Strategic measurement and evaluation systems and processes
Characteristics of the specific product(s) or service(s)
Management structure and communication relationships
Business service range
Customers including other businesses or end consumers serviced through business customers or directly
Varying levels of staff training
Worksite specific context, variations and environments

Workplace Contexts may include but are not limited to
Workplace-specific guidelines, policies and practices
Conditions of service, legislation and industrial agreements
Consultative processes may involve
Staff members
Teams
Management
Union representatives
Industrial relations, Occupational Health & Safety specialists
Other professional or technical staff
Relevant personnel may vary with context, level of employment, ascribed duties, nature of enquiry or response required.

Applicable State/ Territory/ Commonwealth regulations and legislation may include but are not limited to
Occupational Health and Safety
Workplace relations
Workers compensation
Industry codes of practice
License, patent or copyright arrangements
Environmental protection legislation
Equal Employment Opportunity and anti-discrimination law
Emergency procedures
Transport, storage and handling of goods
Goods and Services Tax
Australian Competition and Consumer Commission provisions
Trade Practices Act

Sources of information may include but are not limited to
Legislation and regulations
Work procedures and internal manuals
Company operating procedures and instructions
Manufacturer's specifications
Supplier and/ or customer instructions
Manifests
Codes of practice
Quality assurance systems, procedures and policies
Awards, workplace agreements, and other industrial arrangements
Oral/ verbal communication including face to face, telephone, Internet, radio, and such like
Written instructions and communication such as data exchange, letters, e-mails
Non-verbal communication
Feedback
Safety instructions and workplace signage
Direct or indirect
Electronic or hard copy
Policy and protocols

Work site environment factors may include but are not limited to
Forecast and competitor activity information collection may be by
Data base or Internet searches
Modelling
Telephone
Facsimile
Mail
Verbal meetings

Information on suppliers may include
Supply agreements/ contracts
Purchase requests and orders
Tender submissions and proposals
Invoices and payment requests
Statements and petty cash vouchers
Offer and contract documents
Evaluation process documentation
Records of authorised officers' decisions
Records of supplier performance
Financial statements
Records of conversation

Forms of procurements or purchasing activities may include
Requisitions
Tenders
Competitive bids
Production schedules
Electronic Data Interchange
Just in Time
Ordering
Bill of materials
Stock and supply agreements

Types of standards, performance benchmarks or specifications may include
Australian Standards
International Standards
Professional standard
Industry standards
Performance indicators
Quality measures and criteria
Planning milestones and timeframes
Design brief
Manufacturers and suppliers standards

Business relationships and trading terms may be influenced by
Due diligence requirements
Value or money
Risk sharing
Market position
Planning cycles and the time of the year
Cost/ Price analysis
Terms and conditions agreed
Intellectual property and technology rights
Value management
Continuous improvement
Supply chain management
Infrastructural and capital outlay requirements
Organisational systems integration and compatibility

Logistics may include
Phases or stages of the supply and distribution chain
Timeframes
Milestones
Payment schedule
Targets
Outputs
Infrastructural resources
Levels of service

Markets may include
Local
National
Regional
International

Suppliers may be
Commercial companies
Public agencies or organisations
Governments
Community and not-for-profit organisations
Internal

Market assessment may include
Structure of and 'players' in the market
Market capability
Market maturity
Market strength
Factors/ conditions which may affect supply
Potential impact of intended contracting activity

Special expertise and advice sources may include
Internal or external experts on:
Legal
Financial
Trade
Insurance
Economics
Technical and scientific
Probity
Other as required

The following components of the Evidence Guide relate directly to the Performance Criteria and the Range of Variables for the unit of competency and will inform and provide guidance for assessment of the unit in the workplace and/or training program. This Evidence Guide must be read in conjunction with the Assessment Guidelines for the National Wholesale Training Package.

Critical aspects of evidence
Assessment requires evidence of the following be collected:
Improvement to supply chain for a product/ service within an operational context
Understanding of a range of current and emerging supply chian management models
Ability to measure and quantify supply chain quality standards and efficiency
Clarity and effectiveness of policy and procedures devised for distribution and/ or supply activities
Internal staff and management and external customer satisfaction with supply and distribution policy and procedures
Establishment of realistic and measurable performance benchmarks

Interdependent assessment of units
This unit may be assessed in conjunction with other units that form part of a job role or function.

Underpinning knowledge and skills
Display knowledge in terms of job role or function:
Supply cycle
Supply chain for business and a 'typical supply chains models used in different industry sectors/ businesses
Policy and procedures for distribution and supply
Procedures for collecting and analysing distribution chain management
Position of the business in the supply chain
Factors impacting supply and distribution management
Work and team priorities
Current forecasts and trends
Market information and data collection
Sales plans
Measuring supply chain efficiency and quality standards
Occupational health and safety aspects of job
Relevant commercial law and legislation

Display skills in terms of job role or function, including the ability to:
Analyse existing business relationships for areas of improvement
Implement benchmarks of supply chain efficiency
Confidentially and securely maintain information regarding suppliers
Devise effective policy and procedures for distribution and supply
Develop procedures for enforcing supply quality
Devise procedures for collecting and analysing distribution chain management
Assess factors impacting supply and distribution management
Provide reports and recommendations for supply/distribution chain improvement to relevant personnel
Quantify and qualify supply chain improvements
Set benchmarks

Resource Implications
Access to required assessment evidence, time spent with assessee in assessment, competency outcomes and appropriate assessment facilities.

Consistency in performance
The assessment method should be conducted over time to cover all elements and performance criteria, across a range of variables.
Work practices should be completed in accordance with safe operating procedures to minimise the risk of injury to self or others or damage to goods, equipment or products.

Context for assessment
Assessment may occur on the job, or off-the-job.