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STANDARD KEMAHIRAN PEKERJAAN KEBANGSAAN (NATIONAL OCCUPATIONAL SKILL STANDARD)

LOGISTICS OPERATION ADMINISTRATION LEVEL 4

JPK

Jabatan Pembangunan Kemahiran Kementerian Sumber Manusia, Malaysia

1

TABLE OF CONTENTS

1. INTRODUCTION 1

2. EXISTING OCCUPATIONAL STRUCTURE 3

3. DEFINITION OF COMPETENCY LEVELS 4

4. AWARD OF CERTIFICATE 5

5. JOB COMPETENCIES 5

6. WORKING CONDITIONS 5

7. EMPLOYMENT PROSPECTS 5

8. CAREER ADVANCEMENT 6

9. SOURCES OF ADDITIONAL INFORMATION 6

10. ACKNOWLEDGEMENT 6

11. COMMITTEE MEMBERS FOR DEVELOPMENT OF STANDARD PRACTICE (SP), COMPETENCY

PROFILE CHART (CPC), COMPETENCY PROFILE (CP)AND CURRICULUM of COMPETENCY

UNIT (CoCU) 11

COMPETENCY PROFILE CHART (CPC) 12

COMPETENCY PROFILE (CP) 13

CURRICULUM of COMPETENCY UNIT (CoCU) 33

1. LOGISTICS CUSTOMER RELATIONS MANAGEMENT 33

2. LOGISTICS RESOURCES MANAGEMENT 42

3. CARGO DISTRIBUTION MANAGEMENT 52

4. TRACKING & TRACING SYSTEM OPERATION MANAGEMENT 60

5. WAREHOUSE INVENTORY MANAGEMENT 65

6. LOGISTICS SAFETY & SECURITY MANAGEMENT 73

7. CARGO CONSOLIDATION MANAGEMENT 84

TRAINING HOURS SUMMARY 91

ABBREVIATIONS 92

1

STANDARD PRACTICE

NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR

LOGISTICS OPERATION ADMINISTRATION

LEVEL 4

1. INTRODUCTION

Logistics can be defined as the process of planning, implementing, and controlling

procedures for the efficient and effective transportation and storage of goods including

services, and related information from the point of origin to the point of consumption for

the purpose of conforming to customer requirements. This definition includes inbound,

outbound, internal, and external movements.1

The functional areas of logistics services include a diverse range that extend from

transport, handling and storage of products through standardized courier, express and

parcel services to customer-specific logistics solutions. As a result of these activities,

goods can be delivered directly to a customer in precisely the required order and at

exactly the right time. Globally networked logistics service providers also offer first class

specialized solutions for the logistics of large events or for the temperature-controlled

shipments of exotic fruits and pharmaceutical products.

The Malaysian logistic industry encompasses mainly two primary sub sectors which are

transport service providers and logistic service providers. The transport service

providers include transport operators of air, sea, road and rail, multimodal operators,

and terminal operators. Logistic service providers, on the other hand, consist of

facilitation services (such as freight forwarders, customs brokers, ship brokers, shipping

agents, consolidators, and non-vessel operating common carriers), distribution services

(warehousing and transportation, inventory management, and domestic and regional

distribution and courier companies), integrated logistic services (third party logistic

providers and lead logistic providers (4PLs)), and business support services (ICT

service providers, banking and insurance, education and training, equipment handling,

maintenance and repairs, and security).

Logistics has been identified as one of the eight strategic services sub-sectors for

Malaysia to attain global competitiveness in the Industrial Master Plan (2006 - 2020).

The plan targets to achieve an overall growth of 8.6% during the plan’s period,

contributions to GDP of 12.1% by 2020 along with the focus to increase the volume of

total marine cargo, air cargo trade and land cargo volume by 2020.2 Malaysia has

developed logistic initiatives to make the country a logistic hub in the region such as the

setting up of the Malaysia Logistics Council (MLC) in February 2007 and various tax

exemption incentives. The council acts as a focal point for the overall coordination of

strategies, policies, rules and regulations for the logistic sector.

The demand drivers for logistics services and facilities in Malaysia such as industrial

parks, free zones and warehouses/depots are manifold. In essence, the demand stems

1 CSCMP glossary http://cscmp.org/sites/default/files/user_uploads/resources/downloads/glossary-2013.pdf 2Third Industrial Master Plan (2006 – 2020)

http://cscmp.org/sites/default/files/user_uploads/resources/downloads/glossary-2013.pdf

2

The demand drivers for logistics services and facilities in Malaysia such as industrial

parks, free zones and warehouses/depots are manifold. In essence, the demand stems

from the need for companies to be competitive and thrive in their marketplace by

delivering the right products, in the right quantity, to the right place, at the right time, and

at the lowest cost possible. Thus, logistics service providers play a crucial role in

enabling the smooth, safe and cost efficient movement of goods and resources along

this ecosystem.

Despite having good transport infrastructures which include excellent ports, airports and

highways to support logistic industry, Malaysia needs to enhance and improve in many

areas to realise the initiative of making the country a logistic hub. The primary need of

the industry is adequate supply of highly competent workforce who can serve higher-

end clients by introducing new services and bringing innovative solutions. To this end, it

is important for the industry players to pay attention to invest in human resource

development as one of the key areas in their business expansion. To attract the best

minds and skilled talents, the level of professionalism in the industry should be

enhanced.

1.1 Occupational Overview

Logistics Operation Administration (Level 4) personnel manage customer relation,

resources, cargo distribution, tracking & tracing system, warehouse inventory control

and cargo consolidation. All these functional areas are carried out in accordance with

customs regulatory requirements and in adherence to safety and security requirements.

1.2 Justification and Rationale for NOSS Development

NOSS for the areas of Forwarding Operations, Warehousing and Distribution as well as

Courier Operations have been developed. This NOSS integrates all these job areas into

a single NOSS to specify the competencies required for personnel involved in providing

integrated logistics services. Logistics Administration Level 4 specifies competencies

which are one level higher than Logistics Operation Supervision Level 3 in the

Occupational Area Structure.

The demands for qualified and experienced Logistics Operations personnel are

presently high and may increase in the near future. Thus, the development of this NOSS

is essential for the industry to have specific guidelines and standards based on the level

of competencies that have been set by the industrial experts in this field.

1.3 Regulatory Requirements

The main regulatory requirements governing logistics operation in Malaysia are

stipulated in the Customs Act 1967 and Customs Regulations 1977. Other than these

regulatory legislations, logistics operation has to abide by other international regulations

such as IATA Dangerous Goods Regulations (DGR), Customs-Trade Partnership

Against Terrorism (C-TPAT) requirements, International Maritime Organisation (IMO)

Code and Food Defence Guidelines depending on the country of origin or destination

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2. EXISTING OCCUPATIONAL STRUCTURE

SECTOR INTEGRATED LOGISTICS SERVICES

SUB SECTOR

INTEGRATED LOGISTIC SERVICES PROVIDER

JOB AREA Forwarding

Warehouse & Transportation

Inventory Management

Domestic & Regional

Distribution

Courier Services

L5 Forwarding Operations Manager

Logistics Manager

Inventory Manager

Distribution Manager

Courier Services Manager

L4 Forwarding Operations Executive

Logistics Executive

Inventory Executive

Distribution Executive

Courier Services Executive

L3 Forwarding Operations Supervisor

Logistics Supervisor

Inventory Supervisor

Distribution Supervisor

Courier Services

Supervisor

L2 Forwarding Operations Coordinator

Logistics Technician

Data Inventory

Clerk

Distribution Senior Clerk

Dispatch Senior Clerk

L1 Forwarding Operations

Clerk Material Handler

Fig. 1.1 Existing Occupational Structure for Integrated Logistics Services Provider Sub-sector in Malaysia

Proposed Occupational Area Structure


SUB SECTOR

INTEGRATED LOGISTIC SERVICES PROVIDER

JOB AREA Forwarding

Warehouse & Transportation

Inventory Management

Domestic & Regional

Distribution

Courier Services

Logistics

L5 Forwarding

Operations & Management

Warehouse & Distribution Service Management

Courier Service

Operation Management

Logistics Operation

Management


Warehouse & Distribution Operation Management

Courier Service

Operation Management

Logistics Operation

Administration


Warehouse & Distribution Operation Courier Service

Operation

Logistics Operation

Supervision


No Level No Level Logistics Operation

L1 No Level No Level No Level No Level

Fig. 1.1 Occupational Area Structure (OAS) for Integrated Logistics Services Provider Sub-sector in Malaysia

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3. DEFINITION OF COMPETENCY LEVELS

The NOSS is developed for various occupational areas. Candidates for certification

must be assessed and trained at certain levels to substantiate competencies. Below is a

guideline of each NOSS Level as defined by the Department of Skills Development,

Ministry of Human Resources, Malaysia.

Level 1

Competent in performing a range of varied

work activities, most of which are routine and

predictable.

Level 2

Competent in performing a significant range

of varied work activities, performed in a

variety of contexts. Some of the activities are

non-routine and required individual

responsibility and autonomy.

Level Competent in performing a broad range of

varied work activities, performed in a variety

of contexts, most of which are complex and

non-routine. There is considerable

responsibility and autonomy and control or

guidance of others is often required.

Level 4

Competent in performing a broad range of

complex technical or professional work

activities performed in a wide variety of

contexts and with a substantial degree of

personal responsibility and autonomy.

Responsibility for the work of others and

allocation of resources is often present.

Level 5 Competent in applying a significant range of

fundamental principles and complex

techniques across a wide and often

unpredictable variety of contexts. Very

substantial personal autonomy and often

significant responsibility for the work of

others and for the allocation of substantial

resources features strongly, as do personal

accountabilities for analysis, diagnosis,

planning, execution and evaluation.

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4. AWARD OF CERTIFICATE

Candidates, after being assessed and verified as having fulfilled the Malaysian Skills

Certification requirements, shall be awarded with Sijil Kemahiran Malaysia (SKM) for

Logistics Operation Level 3.

5. JOB COMPETENCIES

Logistics Operation personnel Level 2 are competent in the following core competencies:

Logistics Customer Relation Management

Logistics Resources Management

Cargo Distribution Management

Tracking & Tracing System Operation Management

Warehouse Inventory Management

Logistics Safety & Security Management

Cargo Consolidation Management

6. WORKING CONDITIONS

Generally, Logistics Operations personnel work according to normal working hours from

morning to evening depending on the organisation’s nature of business. They may be

required to work extra hours to fulfil internal and external requirements. They may also

be needed to work in shift to accommodate work requirements and to cater to the time

difference in global counterpart scheduling. Logistics operation personnel work

individually or in a modular group in different working environment depending on the

type of logistic operation activities. They may work in conducive air-conditioned offices,

in warehouses or on site at the customs or port location. In addition, safety and security

measures have to be applied in carrying out the various logistics operation activities

such as warehousing and transport movement coordination.

7. EMPLOYMENT PROSPECTS

The demands for qualified and experienced Logistics Operations personnel are

presently high and may increase in the near future. The introduction of several

initiatives such as the Government Transformation Programme and the Economic

Transformation Programme provided a business environment which is conducive for the

logistics market

Thus there are excellent employment prospects in the logistics services industry both in

the private and public sectors. The industry also has very good job market potential

abroad for skilled personnel due to a shortage of such highly skilled personnel in this

region. Among the industries with excellent prospects in relation to logistics operation

are Supply Chain, Distribution and Transportation, Industrial Manufacturing,

Forwarding, Warehousing and Courier.

Related occupations with respect to employment opportunities are:

Logistics Executive

Courier Service Executive

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Forwarding Executive

Distribution Executive

Other related industries with respect to employment opportunities are:

Electrical and Electronics

Automotive

Machinery and Equipment

Pharmaceutical

Business and Professional

Third Party & Fourth Party Logistics Service Providers

8. CAREER ADVANCEMENT

Candidates are trained in both public and private training institutions. The basic

qualifications for Logistics Operation Supervision personnel are those who have

completed SKM Level 3. Candidates who have completed Level 3 are eligible to

continue to Level 4.

The capabilities of the workforce can be enhanced through among others, re-training

and life-long learning of the personnel, to meet short and long term needs of the

industry in specific areas of technical, commercial and operational skills

9. SOURCES OF ADDITIONAL INFORMATION

9.1 NATIONAL

MINISTRY OF INTERNATIONAL TRADE AND INDUSTRY (MITI)

Block 10, Government Offices Complex,

Jalan Duta, 50622 Kuala Lumpur, Malaysia

Tel: +603-6200 0000

Fax: +603-6201 2337

Email: [email protected]

Website: www.miti.gov.my

MALAYSIA INSTITUTE OF TRANSPORT (MITRANS)

Universiti Teknologi Mara (UITM)

40450 Shah Alam

Selangor

TEL : 03-5544 2343/2348/2351

FAX : 03-5544 2344

EMAIL: [email protected]

FEDERATION OF MALAYSIAN FREIGHT FORWARDERS (FMFF)

No. 23 Jalan Cemerlang,

42000 Port Klang, Selangor Darul Ehsan.

Tel : +603-3165 3082 Fax : +603-3165 3081 Website: www.fmff.net

mailto:[email protected]

http://www.miti.gov.my/

http://www.fmff.net/

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ROYAL MALAYSIAN CUSTOMS DEPARTMENT

Kompleks Kementerian Kewangan

No. 2, PersiaranPerdana, Presint 3

62596 Putrajaya

Tel: +603-8882 2100

Website: www.customs.gov.my

Mail PORT KLANG AUTHORITY

Bag Service 202,

Jalan Pelabuhan Utara,

42005 Port Klang

Call Centre: +603 - 3168 8211,

Fax: +603 - 3168 7626

Website: www.pka.gov.my

MINISTRY OF TRANSPORT

Blok D5, Kompleks D,

Pusat Pentadbiran Kerajaan Persekutuan

62616 Putrajaya, Malaysia.

Tel: +603-8886 6000,

Fax: +603-8889 1569

Website: www.mot.gov.my

ASSOCIATION OF MALAYSIAN HAULIERS (AMH)

c/o Konsortium Logistik Berhad

Lot 6, Jalan Sultan Mohamed 3,

Kawasan Perindustrian, Bandar Sultan Suleiman,

42000 Pelabuhan Klang, Selangor Darul Ehsan.

Tel : +603-3176 3676,

Fax : +603-3176 4676

Email : [email protected]

Website: www.amh.org.my

FEDERATION OF MALAYSIAN PORT OPERATING COMPANIES (FMPOC)

c/o Northport (Malaysia) Bhd

JalanPelabuhan Utara Pelabuhan Utara

42000 Port Klang

Tel: +603-3169 8888

Fax: +603-3169 8793

Website: www.malaysianports.com.my

http://www.customs.gov.my/

http://www.pka.gov.my/

http://www.mot.gov.my/

mailto:[email protected]

http://www.amh.org.my/

http://www.malaysianports.com.my/

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AIRFREIGHT FORWARDERS ASSOCIATION OF MALAYSIA (AFAM)

16B, 2nd Floor, Jalan Kemuja Bangsar Utama, 59000 Kuala Lumpur, Malaysia Tel : +603 - 2284 2000 Fax: +603 - 2287 2592 Website: www.afam.org.my

LAND PUBLIC TRANSPORT COMMISSION (SPAD)

Level 19, 1 Sentral, Jalan Travers,

Kuala Lumpur Sentral,

50470, Kuala Lumpur, Malaysia.

Tel: +603 - 2268 5782,

Fax: +603 - 2272 3744

Website: www.spad.gov.my

9.2 INTERNATIONAL

WORLD CUSTOMS ORGANIZATION

Rue du Marché, 30

B-1210 Brussels

Belgium

Tel : +32 (0)2 209 92 11

Fax :: +32 (0)2 209 92 62

Website: www.wcoomd.org

INTERNATIONAL ASSOCIATION OF LOGISTICS PROFESSIONAL

Room 10-22, Qijiayuan Diplomatic Apartment,

9 Jiangguomenwai Avenue, Beijing, China

Post Code: 100060

Tel: 86 10-8681 6666

Fax: 86 10-8532 5545


Website: www.enterlogistics.org

INTERNATIONAL WAREHOUSE LOGISTIC ASSOCIATION (IWLA)

2800 S River Rd # 260 Des Plaines,

IL 60018, United States

Tel: (847) 813-4699

Website: www.iwla.com

INTERNATIONAL ASSOCIATION OF REFRIGERATED WAREHOUSES

1500 King Street #201

Alexandria, VA 22314, United States

Tel: +1 703-373-4300

Website: www.iarw.org

http://www.google.com.my/url?sa=t&rct=j&q=Airfreight+Forwarders+Association+of+Malaysia+%28AFAM%29+&source=web&cd=1&ved=0CE8QFjAA&url=http%3A%2F%2Fwww.afam.org.my%2F&ei=V1gGUJ6hForprQfHzvDCBg&usg=AFQjCNHS1jrtp8zpZjD1_p_ouUXnscobow

http://www.afam.org.my/

http://www.spad.gov.my/

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INTERNATIONAL SOCIETY OF LOGISTIC (SOLE)

14625 Baltimore Avenue, Suite 303

Laurel, Maryland 20707-4902 USA

Tel: (301) 459-8446

Fax: (301) 459-1522


Web: www.sole.org

GLOBAL LOGISTICS ASSOCIATES (GLA) – EBC

(A Global Network of International Freight Forwarders)

Elektroweg 11, 2nd Floor, unit V/36

P.O Box 73033, 3005 LA Rotterdam

The Netherlands

Tel: +31 10 422 9370

Fax: +31 10 422 9854


Website: www.glanetwork.com

COUNCIL OF SUPPLY CHAIN MANAGEMENT PROFESSIONALS

333 East Butterfield Road, Suite 140

Lombard, Illinois 60148

United States

Tel: +16305740985

Fax: +16305740989


Website: www.cscmp.org

INTERNATIONAL AIR TRANSPORT ASSOCIATION (IATA)

ATA Regional Office for Asia/Pacific,

Triple One Somerset, 111 Somerset Road,

14th Floor, Unit 5,

Singapore - 238164

Tel: +65 6438 4555

Fax : +65 6438 4666

Website: www.iata.org.

http://www.iata.org/

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10. ACKNOWLEDGEMENT

The Director General of DSD would like to extend his appreciation to the organisations

and individuals who have been involved in developing this standard; especially

members of the Standard Technical Evaluation Committee (STEC) for validating this

document.

STANDARD TECHNICAL EVALUATION COMMITTEE

LOGISTICS OPERATION ADMINISTRATION LEVEL 4

1. Ahmad Nazim bin Jamaludin Logistics Manager Schenker Logistics (Malaysia) Sdn Bhd

2. En. Jookaplee Bin Shaaibon Yamato Transport (M) Sdn. Bhd.

CHAIRMAN

1. En Abd Halim bin Hasan Principal Assistant Directpr DSD, Cyberjaya, Selangpr

STEC OFFICER

1. Puan Zeti Akhtar binti Mohamad Skills Development Officer DSD, Cyberjaya, Selangor

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11. COMMITTEE MEMBERS FOR DEVELOPMENT OF STANDARD PRACTICE (SP), COMPETENCY PROFILE CHART (CPC), COMPETENCY PROFILE (CP) AND CURRICULUM of COMPETENCY UNIT (CoCU)

LOGISTICS OPERATION ADMINISTRATION – LEVEL 4

PANEL

1. Mahanom binti Jailani Coordinator Freight Resources Services

2. Darleena Abdullah General Logistic & Forwarding Operation Manager Freight Resources & Services (M) Sdn Bhd

3. Julian Simon Koenen Logistic Senior Manager Panalpina Transport (Malaysia) Sdn Bhd

4. Shaifful Bahari b Bahar Logistic Operation Manager Richbill Freight Services Sdn Bhd

5. Vijaisvarian Subramaniam Director Shimetsu -F- Express (M) Sdn Bhd

6. Lau Keng Sin Logistic General Manager Infinity Logistic & Transport Sdn Bhd

7. Zainuddin Anuar Senior Logistic Executive JIM Project & Expo Logistic (M) Sdn Bhd

8. Nurashikin Ahmad Logistic Department Head YCH Distripark Sdn Bhd

9. Salmah Leman Forwarding Manager Schenker Logistics Malaysia Sdn Bhd

FACILITATOR

1. Pn Nabilah Ooi Abdullah Edusure Sdn Bhd

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COMPETENCY PROFILE CHART (CPC)


SUB SECTOR INTEGRATED LOGISTICS SERVICES PROVIDER

JOB AREA LOGISTICS

NOSS TITLE LOGISTICS OPERATION ADMINISTRATION

JOB LEVEL FOUR (4) NOSS CODE

COMPETENCY COMPETENCY UNIT

CORE

LOGISTICS CUSTOMER RELATION

MANAGEMENT

LOGISTICS RESOURCES

MANAGEMENT

CARGO DISTRIBUTION MANAGEMENT

TRACKING & TRACING SYSTEM

OPERATION MANAGEMENT

IL-013-4:2014-C01 IL-013-4:2014-C02 IL-013-4:2014-C03 IL-013-4:2014-C04

WAREHOUSE INVENTORY

MANAGEMENT

LOGISTICS SAFETY & SECURITY

MANAGEMENT

CARGO CONSOLIDATION

MANAGEMENT

IL-013-4:2014-C05 IL-013-4:2014-C06 IL-013-4:2014-C07

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COMPETENCY PROFILE (CP)



JOB AREA LOGISTICS


LEVEL FOUR (4) NOSS CODE

CU Title CU Code CU Descriptor CU Work Activities Performance Criteria

1. Logistics Customer Relations Management

IL-013-4:2014-C01

Logistics Customer Relations Management describes the competencies required to provide logistics services that optimise customers’ satisfaction and establish relationship that impacts customer retention level. The person who is competent in this CU shall be able to assess customer needs, design logistics solution, present logistics solution, offer potential logistics services, resolve customer complaints and evaluate customer relation services effectiveness. The outcome of this competency is the delivery of outstanding customer services which helps to build long term customer loyalty and ensure business profitability.

1. Assess customer needs

2. Design logistics solution

1.1 Customer information and details accessed from database according to company guidelines

1.2 Customer enquires attended in an appropriate manner according to company customer charter

1.3 Customer requirements and preference determined and assessed to assist in designing logistics solution

1.4 Effective communication skills (such as listening and questioning skills) applied to determine customer needs

. 2.1 Variety of company logistics

services considered and assessed to meet customer’s needs

2.2 Key features and advantages of logistics solutions identified in

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3. Propose logistics solution

4. Offer potential logistics services

relation to customer’s needs 2.3 Most effective solution

selected to achieve quality, time and cost specifications of customer

2.4 Quotation prepared in an accurate and timely manner

3.1 Logistics solutions and

alternatives reviewed to ensure familiarity and accuracy

3.2 Presentation aids identified, organised and utilised to enhance customer’s understanding of how proposed solution is aligned with identified needs

3.3 Appropriate verbal and non-verbal language applied to create positive rapport with customers

3.4 Presentation adjusted to meet needs and preferences of customers, if applicable

3.5 Key features and advantages of logistics solutions explained in relation to identified customer’s needs

4.1 Opportunity to promote

other potential services to customer assessed

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5. Resolve customer complaints

according to customer’s needs and records evaluation

4.2 Potential company logistics services identified and assessed

4.3 Potential logistics services information communicated clearly to customer in a convincing manner.

5.1 Type (such as delay in customs clearance and delivery, missing documents) and cause of customer complaints identified according to SOP.

5.2 Customer complaints evaluated and investigated using analytical methods

5.3 Customer complaints handling monitored according to company guidelines

5.4 Solutions proposed and implemented to resolve complex customer complaints according to company guidelines, if applicable

5.5 Customer updated on actions taken and status in a timely manner

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6. Evaluate customer relation services

effectiveness

6.1 Appropriate method of measuring customer service effectiveness used according to company guidelines

6.2 Customer’s feedback, satisfaction level and response time analysed and recorded for improvement in providing customer service

6.3 Recommendations proposed to enhance customer service and to prevent recurrence of customer complaints

6.4 Advice and guidance provided to supervisors and subordinates to improve service quality

6.5 Training needs to enhance supervisors and subordinates’ competency level submitted to HR for further action

6.6 Customer relation management report prepared in an accurate and timely manner

2. Logistics Resources Management

IL-013-4:2014-C02

Logistics Resources Management describes the competencies required to manage resources in accordance with planned business strategies. It includes analysing, planning, allocating

1. Analyse logistics resources requirements

1.1 Type of logistics services offered determined to assist in resources planning

1.2 Regulatory requirements and industry standards confirmed to ensure

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and monitoring resources mobility to ensure optimum resource deployment. Resources include manpower, tools, equipment and materials and financial resources. . The person who is competent in this CU shall be able to analyse logistics resources requirements, prepare and execute resources plan, and evaluate resources plan effectiveness. The outcome of this competency is efficient and effective deployment of resources to ensure business sustainability and profitability.

2. Prepare resources plan

compliance 1.3 Transport and equipment

requirements analysed based on types of logistic services offered and customer requirements

1.4 Warehouse requirements (including location and capacity) analysed based on logistics services offered and customer requirements

1.5 Competent workforce requirements analysed based on types of logistics services and customer requirements

1.6 Operational budget analysed to assist in resources planning

1.7 Opportunities for sharing resources across business units identified to ensure optimal use of resources

2.1 Adequacy of operational

budget ascertained to ensure feasibility of resource plan

2.2 Breakdown cost for all resources required finalised based on allocation in operational budget

2.3 Internal resourcing capabilities and external outsourcing requirements

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3. Execute resources plan 4. Evaluate resources plan effectiveness

identified according to company guidelines

2.4 Procurement requirements ascertained according to company guidelines

2.5 Approval for resource plan obtained from senior management prior to implementation

3.1 Procurement executed

according to company standard operating procedure

3.2 Resources delegated and transferred in accordance with resource plan

3.3 Monitoring system established and implemented to enable timely and accurate monitoring and review of resources usage

3.4 Setbacks in delegation and transfer of resources resolved according to company standard operating procedure

3.5 Efficient use of technology incorporated into resources management practices

4.1 Procedures to review

resource allocation against resource plan and business

19


unit objectives developed and implemented according to company standard operating procedure

4.1 Compliance with resource plan and business unit objectives monitored

4.2 Variances from resource plan investigated to identify root cause

4.3 Corrective actions recommended and initiated, if applicable, to ensure business target and customer requirements are met

4.4 Resources management reports prepared in an accurate and timely manner

3. Cargo Distribution Management

IL-013-4:2014-C03

Cargo Distribution Management describes competencies required to manage inbound and outbound cargo distribution activities starting from cargo movement notification until proof of delivery. Efficient and effective management ensures that all cargo will be delivered to the destination as per customer requirements. The person who is competent in this CU shall be able to prepare cargo distribution plan,

1. Prepare cargo distribution plan

1.1 Inbound cargo information (such as weight, volume, place of delivery) determined as per shipping documents

1.2 Pre-alert received from overseas associates acknowledged and informed to related parties

1.3 Outbound cargo information (such as weight, volume, place of delivery) determined as per goods movement notification/ distribution instructions received from customer/ shipping

20


coordinate cargo distribution and evaluate cargo distribution effectiveness. The outcome of this competency is efficient inbound and outbound cargo distribution in accordance with regulatory requirements and company’s Standard Operating Procedure (SOP)

2. Coordinate cargo distribution

department 1.4 Transport capacity required

determined based on cargo information

1.5 Cargo special requirements (such as racking, cold room, refrigeration, cage and security room), determined according to type of cargo

1.6 Loading capacity optimised to minimise cost

1.7 Transport type determined as per shipping details

1.8 Distribution route mapped and scheduled to maximise delivery efficiency

1.9 Cargo space allocated according to cargo requirements

2.1 Cargo distribution briefing

conducted in a professional manner according to company standard operating procedures

2.2 Customer pre-alerted regarding distribution details

2.3 Cargo distribution activities monitored for compliance with distribution plan

2.4 Cargo distribution setback identified and resolved, if applicable, according to standard operating procedures

21


3. Evaluate cargo distribution

effectiveness

2.5 Cargo distribution activities monitored for compliance with safety and security regulatory requirements and industry standards

2.6 Guidance and assistance provided, if applicable, according to company guidelines

3.1 Cargo distribution

effectiveness measured according to standard operating procedures

3.2 Non-compliance investigated, if applicable, to identify root causes

3.3 Corrective actions recommended to rectify non-compliance

3.4 Cargo distribution management report prepared in an accurate and timely manner

4. Tracking & Tracing System Operation Management

IL-013-4:2014-C04

Tracking & Tracing System Operation Management describes the competencies required to manage the process of monitoring cargo movement by using technology that enables cargo delivery status to be determined. Efficient tracking & tracing enable corrective actions to be taken in cases of

1. Identify cargo tracking & tracing system operation requirements

1.1 Shipping documents completeness verified according to checklist

1.2 Cargo tracking and tracing system and devices determined according to safety and security regulatory requirements and company guidelines

22


discrepancies. It also enhances customer’s confidence in engaging the company as a logistics service provider. The person who is competent in this CU shall be able to identify cargo tracking & tracing system operation requirements, monitor cargo tracking & tracing activities, analyse tracking & tracing data records and • implement tracking & tracing improvement opportunities. The outcome of this competency is to ensure efficient tracking and traceability of cargo movement from receiving point until successful delivery. I

2. Monitor cargo tracking & tracing operation

3. Analyse tracking & tracing data records

4. Implement tracking & tracing improvement opportunities

2.1 Tracking and tracing activities monitored according to customer requirements and company standard operating procedures

2.2 Problems during transit identified and appropriate actions initiated to address the problems according to standard operating procedures

2.3 Customer updated on shipment progress and any action taken to address unexpected discrepancies

3.1 Tracking & tracing data

analysed to identify trends 3.2 Major tracking and tracing

improvement opportunities identified for continual improvement

3.3 Tracking & tracing system efficiency and effectiveness evaluated and documented for future planning

4.1 Improvement

opportunities prioritised and feedback from stakeholders obtained as input for action plan

23


4.2 Improvement opportunities executed according to action plan

4.3 Effectiveness of improvement opportunities evaluated to assist in future planning

5. Warehouse Inventory Management

IL-013-4:2014-C05

Warehouse Inventory Management describes the competencies required to manage practices and processes employed to safeguard and control inventory level in the warehouse of a logistics company. Personnel in charge shall ensure sound inventory management principles such as goods issued from warehouse are based on “First In First Out” basis and different classes or type of goods are stored according to their respective classifications. The person who is competent in this CU shall be able to plan warehouse inventory management activities, assess warehouse stock status, organise warehouse inventory stock check, reconcile inventory data and prepare inventory management report. The outcome of this competency

1. Plan warehouse inventory management activities

2. Assess warehouse stock status

1.1 Warehouse space organised to optimise storage capacity

1.2 Warehouse personnel roles and responsibilities clearly defined and communicated

1.3 Work instruction and standard operating procedures established to ensure smooth and efficient warehouse operations

1.4 Proper segregation of duties and effective internal control system established

2.1 Inventory count criteria

determined according to inventory guidelines

2.2 Stock listing verified according to inventory audit procedure.

2.3 Current warehouse inventory status verified against inventory records

24


is to ensure efficient warehouse inventory control operation that will enhance service levels for internal and external customers as well as safeguard the integrity of the goods in accordance with company Standard Operating Procedure (SOP).

3. Organise warehouse inventory stock

check

2.4 Inventory stock records analysed to determine stock records accuracy and discrepancy level

2.5 Stock discrepancy investigated to identify causes

2.6 Recommendations to address discrepancy proposed to management for further actions

2.7 Stock ageing report extracted from warehouse management system

2.8 Inventory management system and technology used according to company guidelines

3.1 Type of stock check (such

as periodic cycle count, stock check with partially provided information, blind count) determined according to company inventory schedule

3.2 Warehouse resources (equipment and manpower) organised and inventory stock check schedule prepared according to company procedures

3.3 Warehouse staff assigned according to competency

25


4. Reconcile inventory data

level and job description 3.4 Stock check briefing

(covering cut off documents, segregation of third party stocks, segregation of damaged or rejected stocks, counter and recorder responsibilities, stock re-count and reconciliation) carried out to ensure efficient stock check operation

3.5 Stock check activities monitored to ensure compliance with inventory procedures and regulatory requirements

4.1 Stock inventory reports

reviewed periodically as per standard operating procedures

4.2 Stock ageing report reviewed and customer advised of any slow moving stock on stock shelf life expiry and deterioration in quality

4.3 Stock in-hand cross matched against inventory records and related documents (such as delivery order) to determine stock accuracy and

26


5. Prepare warehouse inventory management report

discrepancy 4.4 Discrepancies investigated

to identify causes, if applicable and suggestion recommended to rectify discrepancies

4.5 Inventory data adjusted to reconcile inventory records upon management approval according to inventory control procedures

5.1 Updated warehouse

inventory status verified according to standard operating procedure

5.2 Inventory management performance effectiveness documented and reported for continual improvement

5.3 Warehouse inventory operation report produced and submitted in an accurate and timely manner

5.4 Warehouse management system utilised according to company procedure

6. Logistics Safety & Security Management

IL-013-4:2014-C06

Logistics Safety & Security Management describes the competencies required to plan and implement safety & security measures in compliance with regulatory requirements such as

1. Identify cargo safety & security requirements

1.1 Records of past safety and security incidents reviewed to assist in identifying safety and security requirements

1.2 Types of potential risks to

27


OSHA and government authority regulations. The main aim is to ensure workforce safety and, successful cargo delivery according to customer and regulatory requirements. The person who is competent in this CU shall be able to identify logistics safety & security requirements, coordinate safety & security measures implementation, enforce safety & security compliance and prepare safety & security management report. The outcome of this competency is to the creation of safe premise sand safe working environment by practising occupational safety & security procedure in accordance with company Standard Operating Procedure (SOP) and regulatory requirements.

2. Coordinate safety & security measures implementation

the safety and security of cargo, personnel, facilities and equipment assessed according to hazards and risks assessment and control guidelines (such as HIRARC guidelines) and logistics security standards

1.3 Existing safety and security measures assessed and improvement proposed, if applicable

1.4 Safety & security plan and checklist prepared according to hazards and risks assessment and control guidelines (such as HIRARC guidelines) and logistics security standards

2.1 Safety & security measures

communicated to supervisor and personnel involved in a clear and concise manner

2.2 Training and awareness programmes for employees related to safety & security organised according to company training guidelines

2.3 Equipment and facilities allocated according to safety and security plan

2.4 Outsourcing arrangements

28


3. Enforce safety & security compliance

4. Prepare logistics safety & security

management report

with external safety and security providers organised according to company procedures

3.1 Safety & security

compliance monitored according to regulatory requirements

3.2 Safety and security issues identified and corrective actions taken according to standard operating procedures.

3.3 Incidents and accidents (if applicable) investigated to identify root cause according to standard operating procedures

3.1 Corrective actions (if applicable) proposed and execution monitored according to regulatory requirements

4.1 Information to be included

in report compiled and presented in a logical and sequential manner

4.2 Trends in safety and security incidents identified to assist in future planning

4.3 Recommendations proposed for continual improvements in safety &

29


security management 4.4 Report written in a manner

that is readily understood (in terms of language, expression, format) by target audience

4.5 Report completed and submitted in a timely manner

7. Cargo Consolidation Management

IL-013-4:2014-C07

Cargo Consolidation Management describes the competencies required to manage the process of consolidating smaller or separate shipments to take advantage of better freight rates and cargo security. Consolidation activities require efficient planning to optimise resources utilisation. The person who is competent in this CU shall be able to identify cargo consolidation requirements, prepare and monitor execution of cargo consolidation plan and prepare consolidation revenue report. The outcome of this CU is efficient cargo consolidation to ensure customer satisfaction and company profitability.

1. Identify cargo consolidation requirements

2. Prepare cargo consolidation plan

1.1 Type of consolidation determined according to shipment and customer requirements

1.2 Shipment information (such as weight, volume, cargo description, packing requirements, place of delivery) determined as per shipping documents

1.3 Cargo consolidation requirements determined according to shipment and customer requirements

2.1 Mode of transport

ascertained according to shipment requirements

2.2 Collection, delivery and transport schedule determined to assist in planning cargo consolidation

2.3 Logistics arrangement for

30


export (such as repacking, relabeling, customs documentation, payment) confirmed according to shipping requirements

2.4 Logistics arrangement for import (document distribution, break bulking, customs documentation, payment) confirmed according to shipping requirements

2.5 Resources (including manpower and equipment) confirmed and coordinated to ensure effective cargo consolidation

2.6 Options to optimise resources considered to enhance cost effectiveness

2.7 Cargo consolidation activities monitoring procedures established according to company standard operating procedures

2.8 Cargo consolidation costing prepared according to company costing procedures

2.9 Cargo consolidation plan prepared and submitted for approval from superior prior to execution

31


3. Monitor execution of cargo consolidation plan

4. Prepare cargo consolidation revenue report

3.1 Cargo consolidation plan communicated clearly to supervisor for execution

3.2 Cooperation maintained with other service providers to optimise resources, if applicable

3.3 Customer updated on cargo consolidation status according to company customer relations guidelines

3.4 Cargo consolidation activities(such as export and import consolidation activities) monitored according to cargo consolidation plan

3.5 Discrepancies resolved, if applicable, according to company standard operating procedures

4.1 Actual cost for cargo

consolidation determined and compared with estimated costing

4.2 Cargo consolidation revenue calculated and gross profit determined

4.3 Profit & loss statement and cargo consolidation revenue report prepared in an accurate and timely manner

32


4.4 Recommendations for continual improvement initiated according to company quality procedures

33

CURRICULUM of COMPETENCY UNIT (CoCU) 1. LOGISTICS CUSTOMER RELATIONS MANAGEMENT



JOB AREA LOGISTICS


COMPETENCY UNIT TITLE LOGISTICS CUSTOMER RELATIONS MANAGEMENT

LEARNING OUTCOME

The person who is competent in this competency unit shall be able to manage strategies that optimise customer’s satisfaction and establish relationship that impacts customer retention.

Upon completion of this competency unit, trainees will be able to:-

assess customer needs

design logistics solution

propose logistics solution

offer potential logistics services

manage customer complaints

evaluate customer relation services effectiveness

PRE-REQUISITE (if applicable)

COMPETENCY UNIT ID IL-013-4:2014-C01 LEVEL 4 TRAINING DURATION

240 HOURS

SKILL CREDIT

24

Work Activities Related Knowledge Related Skills Attitude/Safety/ Environmental

Training Hours

Delivery Mode

Assessment Criteria

1. Assess customer needs

i. Customer information, such as

Type of customer

Type of shipment commodities

Type of logistics services required

ii. Type of logistics

i. Access customer information and details from database

ii. Attend to customer enquiries in an appropriate manner

iii. Apply effective interpersonal skills

Attitude: i. Positive and

courteous in responding to customers’ requirements

ii. Pay attention to details

6

24

Lecture Discussion Problem-based Learning Demonstration

i. Customer information and details accurately accessed from database

ii. Customer enquiries

34


Training Hours

Delivery Mode

Assessment Criteria

services provided, such as

Air & sea freight import

Air & sea freight export

Trucking o Bonded o Non-Bonded

Packaging & removal

Warehousing o Bonded o Non-bonded

Courier

Exhibition

Projects iii. Regulatory

requirements, such as

Food & Drugs Administration (FDA) guidelines

Good Manufacturing Practices (GMP)

Good Delivery Practices (GDP)

Food Safety/Food Defence

Occupational Safety & Health Act (OSHA) requirements

Environmental

iv. Apply effective questioning techniques

v. Determine customer requirements and preference

vi. Use communication technology

Safety: i. Aware of safety,

security and health concerns in logistics

Environmental: i. Aware of

environmental concerns in logistics

Role Play Project

attended in an appropriate manner

iii. Effective interpersonal skills demonstrated

iv. Effective questioning techniques applied

v. Customer requirements and preference determined

vi. Communication technology used

vii. Regulatory requirements explained

35


Training Hours

Delivery Mode

Assessment Criteria

Quality Act (EQA) requirements

iv. Interpersonal skills v. Communication skills vi. Types of

communication system, such as

Enterprise Resources Planning (ERP)

Phone

E-mail

2. Design logistics solution

i. Types of logistics services such as




Packaging & removal


Courier

Exhibition

Projects ii. Key features of

logistics services iii. Advantages of logistics

services iv. Disadvantages of

logistics services

i. Identify types of logistics services

ii. Assess key features and advantages of logistics services

iii. Prepare costs estimation

iv. Justify cost effectiveness of proposed logistics solution

v. Select most effective logistics solution

vi. Prepare quotation

Attitude: i. Pay attention to

details ii. Emphasize

accuracy in cost calculation

iii. Demonstrate integrity in designing solution

Safety: i. Emphasise

compliance with safety, security and health regulatory requirements

Environmental: i. Practise

environmentally friendly culture

6

24

Lecture Discussion

Problem-based Learning

Demonstration Role Play

Project

i. Types of logistics services identified

ii. Key features and advantages of logistics services assessed

iii. Costs estimation prepared

iv. Cost effectiveness of proposed logistics solution justified

v. Most effective logistics solution

36


Training Hours

Delivery Mode

Assessment Criteria

v. Logistics services cost estimation

selected vi. Quotation

prepared accurately

3. Propose logistics solution




Trucking

Bonded

Non-Bonded

Packaging & removal

Warehousing

Bonded

Non-bonded

Courier

Exhibition

Projects ii. Types of presentation

aids and equipment

Company profile

Power points slides

Laser pointer iii. Presentation skills and

techniques vi. Key features of

logistics services vii. Advantages of logistics

services viii. Disadvantages of

i. Select presentation aids

ii. Organise presentation contents

iii. Align proposed solution with identified needs

iv. Apply verbal and non-verbal communication

v. Explain key features and advantages of logistics solutions

vi. Provide relevant answers to queries

Attitude: i. Systematic in

preparing presentation

ii. Creative and positive in presenting logistics solution

iii. Demonstrate integrity in presentation





6

24

Lecture Discussion Problem-based Learning Demonstration Role Play Project

i. Appropriate presentation aids selected

ii. Presentation contents organised in a logical and sequential manner

iii. Proposed solution aligned with identified needs

iv. Verbal and non-verbal communication applied effectively

v. Key features and advantages of logistics solutions explained

vi. Relevant answers provided in response to queries

37


Training Hours

Delivery Mode

Assessment Criteria

logistics services ix. Interpersonal and

communication skills

4. Offer potential logistics services





Packaging & removal


Courier

Exhibition

Projects

etc ii. Types of value added

services

Re-packing

Re-labelling

Fumigation services

Obtaining permit and approval from various government departments

Documentation processing

i. Identify opportunity to offer potential services

ii. Select potential logistics services to be offered

iii. Apply effective communication skills

iv. Explain potential and value added logistics services to be offered

Attitude: i. Sharp in identifying

business opportunity

ii. Quick in responding iii. Demonstrate

integrity in offering logistics services

iv. Convincing in explaining services offered





6

24


i. Opportunity to offer potential services identified

ii. Potential logistics services to be offered selected according to identified needs

iii. Communication skills applied effectively

iv. Potential and value added logistics services to be offered explained

38


Training Hours

Delivery Mode

Assessment Criteria

x. Key features of logistics services

xi. Advantages of logistics services

xii. Disadvantages of logistics services

xiii. Logistics services cost estimation

xiv. Communication skills xv. Interpersonal skills

5. Manage customer complaints

i. Types of customer complaints

Discrepancies (damage, shortage, excess, delay, miss-schedule, etc)

Non-compliance to contracts (inaccuracy, legal requirements, SOP, etc)

Billing issues

Customer services ii. Causes of service

failure

Negligence

Sabotage

Hijack

Machinery and equipment breakdown

Production delay

Maintenance

Staff attitude

i. Identify types of customer complaint

ii. Investigate cause of customer complaint

iii. Handle customer complaints

iv. Propose solutions to resolve customer complaints

v. Monitor handling of customer complaints

vi. Update customer on actions taken

Attitude: i. Positive and

courteous in managing customer complaints

ii. Respond in a timely manner

Safety: i. Comply with safety,

security and health regulatory requirements



6

24


i. Types of customer complaint identified

ii. Cause of customer complaint investigated

iii. Customer complaints handled according to standard operating procedures

iv. Appropriate solutions proposed

v. Handling of customer complaints monitored

vi. Updates on actions taken

39


Training Hours

Delivery Mode

Assessment Criteria

Communication & system breakdown

iii. Corrective action process, such as

5-why

4W1H

8-D iv. Customer complaints

handling procedure v. Communication skills vi. Interpersonal skills

provided vii. Communicati

on and interpersonal skills applied effectively

6. Evaluate customer relation services effectiveness

i. Evaluating customer service effectiveness

In-house

outsource ii. Respondents selection

criteria

Volume

Geographical area

Business product segment o Warehousing o Transportation o Forwarding o Packing

iii. Methods of obtaining customer feedback

Survey

Interview iv. Survey contents

Response time

Fulfilment

Satisfaction level

Initiative and

i. Develop survey questionnaire

ii. Select respondents iii. Conduct survey within

timeline iv. Analyse survey input v. Propose

recommendations to enhance customer service and to prevent recurrence of customer complaints

vi. Provide advice and guidance to improve service quality

vii. Prepare customer relation management report

Attitude: i. Open to feedback ii. Analytical in

evaluating effectiveness

iii. Accurate in preparing report





6

24


i. Relevant items developed for survey questionnaire

ii. Respondents selected according to specified selection criteria

iii. Survey conducted within timeline

iv. Survey input analysed

v. Recommendations proposed to enhance customer service and to prevent

40


Training Hours

Delivery Mode

Assessment Criteria

innovation

Cost vs Service

Competency level of customer service personnel

v. Analysis of survey input against company quality policy and objectives

vi. Report writing skills

recurrence of customer complaints

vi. Advice and guidance provided to improve service quality

viii. Customer relation management report prepared in a timely and accurate manner

Employability Skills

Core Abilities Social Skills

04.08 Develop and negotiate staffing plans

04.09 Prepare work plan

04.10 Utilise science and technology to achieve goal

05.03 Allocate and record usage of financial and physical resources

05.04 Delegate responsibilities and/or authority

05.05 Coordinate contract and tender activities

06.08 Identify and analyse effect of technology on the environment

1. Communication skills

2. Conceptual skills

3. Interpersonal skills

4. Learning skills

5. Leadership skills

6. Multitasking and prioritising

7. Self-discipline

8. Teamwork

41

Tools, Equipment and Materials (TEM)

ITEMS RATIO (TEM : Trainees)

1. Sample client charter

2. Marketing kit – product catalogues and flyers

3. Customer complaint report format

4. Customer Service Guidelines

5. Sample of Customer Service Survey Questionnaire

6. Sample of customer database

1:1

1:1

1:1

1:1

1:1

1:1

REFERENCES

1. AKTA Malaysia (2010). Customs Act 1967. Malaysia. Penerbitan AKTA. ISBN 9789834493578

2. Strategic Trade Act 2010. MDC Publishers. ISBN 9789677013414

3. International Chamber of Commerce (2010). INCOTERMS 2010 : ICC Rules for the Use of Domestic and International Trade Terms .ICC

Publishing S.A. 978-9284200801.

4. David J. Bloomberg, Stephen B. LeMay, Joe B. Hanna. (2001). Logistics (1st Edition). Prentice Hall. ISBN-13: 978-0-13-010194-5

5. Janelle Barlow, Paul Stewart (2006). Branded Customer Service: The New Competitive Edge. Berrett-Koehler Publishers. ISBN-13: 978-1-

57675-404-7

6. Pattie Gibson (2011). The World of Customer Service (3rd Edition). South-Western Pub. ISBN-13: 978-0-8400-6424-0

7. Pattie Gibson-Odgers (2007). The World of Customer Service (2nd Edition). South-Western Pub. ISBN-13: 978-0-538-73046-4

8. Robert W Lucas (2011) . Customer Service Skills for Success (Connect, Learn, Succeed) (5th Edition). Mcgraw-Hill Humanities/Social

Sciences/Languages. ISBN-13: 978-0-07-339711-5

9. Robert W Lucas (2004). Customer Service: Building Successful Skills for the Twenty-First Century (3rd Edition Career Education. ISBN-13: 978-

0-07-293805-0, ISBN: 0-07-293805-6


11. Janelle Barlow, Paul Stewart (2006). Branded Customer Service: The New Competitive Edge. Berrett-Koehler Publishers. ISBN-13: 978-1-57675-

404-7

12. Dean L. Gano (2005), Apollo Root Cause Analysis: A New Way of Thinking ISBN: 978-0-00-112711-1

http://www.gettextbooks.com/author/David_J_Bloomberg

http://www.gettextbooks.com/author/Stephen_B_LeMay

http://www.gettextbooks.com/author/Joe_B_Hanna

http://www.gettextbooks.com/search/?isbn=9780130101945

http://www.gettextbooks.com/author/Janelle_Barlow

http://www.gettextbooks.com/author/Paul_Stewart


http://www.gettextbooks.com/author/Pattie_Gibson


http://www.gettextbooks.com/author/Pattie_Gibson-Odgers


http://www.gettextbooks.com/author/Robert_W_Lucas


http://www.gettextbooks.com/author/Robert_W_Lucas


42

CURRICULUM of COMPETENCY UNIT (CoCU) 2. LOGISTICS RESOURCES MANAGEMENT



JOB AREA LOGISTICS


COMPETENCY UNIT TITLE LOGISTICS RESOURCES MANAGEMENT

LEARNING OUTCOME

The person who is competent in this competency unit shall be able to manage optimum deployment of resources in accordance with operation plan and strategies.


analyse logistics resources requirements

prepare resources plan

execute resources plan

evaluate resources plan effectiveness.



160 HOURS

SKILL CREDIT

16


Training Hours

Delivery Mode

Assessment Criteria

1. Analyse logistics resources requirements

i. Type of logistics services provided such as




i. Ascertain adequacy of operational budget

ii. Assess transport requirements

iii. Assess equipment requirements

iv. Assess warehouse requirements

v. Assess competent workforce


details ii. Prudent in

determining resource requirements

16

24

Lecture Discussion Problem-based Learning Demonstration Project

i. Adequacy of operational budget ascertained

ii. Transport requirements assessed

iii. Equipment requirements assessed

43


Training Hours

Delivery Mode

Assessment Criteria

Packaging & removal


Courier

Exhibition

Projects ii. Regulatory

requirements

International Air Transport Association (IATA) requirements

IATA Dangerous Goods Requirements (DGR)

International Maritime Dangerous Goods Requirements (DGR)

International Maritime Organisation (IMO) requirements

International Maritime Consultative Organisation (IMCO) requirements

Customs Act,1967 regulations

requirements vi. Determine regulatory

requirements vii. Determine industry

standards viii. Identify opportunities

for sharing resources across business units

Safety: i. Comply with safety

and security regulatory requirements

Environmental: i. Comply with

environmental regulatory requirements

iv. Warehouse requirements assessed

v. Competent workforce requirements assessed

vi. Regulatory requirements determined

vii. Industry standards determined

viii. Opportunities for sharing resources across business units identified

ix. Relevant health, safety and environmental regulatory requirements adhered

44


Training Hours

Delivery Mode

Assessment Criteria

Food & Drugs Administration (FDA) requirements

Good Manufacturing Practices (GMP)

Good Delivery Practices (GDP)

Food Safety/Food Defence

Occupational Safety & Health Act (OSHA) requirements

Strategic Trade Act 2010 (STA) regulations

Environmental Quality Act (EQA) regulations

iii. Industry Standards

Transport Asset Protection Association (TAPA) requirements

Customs Trade Partnership Against Terrorism (C-TPAT) programme requirements

International Organisation of

45


Training Hours

Delivery Mode

Assessment Criteria

Standards (ISO) requirements

iv. Manpower requirements

Skilled

Semi-skilled v. Tools, Equipment and

Materials

Lifting equipment

Strapping equipment

Barcode scanner

Weighing and measuring tools

Checking tools (torch light, gauge)

Packing materials (carton boxes, pallets, bubble wrap, adhesive tapes, labels)

vi. Warehouse facilities

Racking system

Cold room

Strong room

Open yard

Cage vii. Transport

Truck o Open truck o Bonded truck o Low bed truck o Side loader o Crane truck

46


Training Hours

Delivery Mode

Assessment Criteria

o Tail gate truck o Reefer truck

Prime movers

Trailer viii. Related technology

in logistics

EDI/SMK/EFT

e-airway bill

e-DO

e-permits

e-manifest

e-tracking ix. Operational budget

2. Prepare resources plan

i. Types of cost

Human resource cost

Capital investment cost

Fixed cost

Upkeep and maintenance cost

Administration and finance cost

Operating cost ii. Resource Planning

Manpower

Tools, equipment and materials

Warehouse

Transport

Technology iii. Analytical Methods

Make or buy decision

i. Ascertain adequacy of operational budget

ii. Finalise breakdown cost

iii. Identify internal resourcing capabilities

iv. Identify external outsourcing requirements

v. Identify procurement requirements

vi. Allocate resources


details ii. Prudent in resource

planning

Safety: ii. Comply with health,

safety and security regulatory requirements

Environmental: ii. Comply with


16

24


i. Adequacy of operational budget ascertained

ii. Breakdown cost finalised

iii. Internal resourcing capabilities identified

iv. External outsourcing requirements identified

v. Procurement requirements identified

vi. Resources allocated according to business requirements

47


Training Hours

Delivery Mode

Assessment Criteria

Cost-benefit analysis

iv. Resource Planning Software

Enterprise Resource Planning (ERP)

vii. Relevant health, safety and environmental regulatory requirements adhered

3. Execute resources plan

i. Procurement procedures

ii. Delegation and transfer of resources

iii. Time management iv. Problem solving skills

i. Procure resources ii. Delegate and transfer

resources iii. Monitor compliance

with resource mobility plan

iv. Resolve delegation and transfer of resources setbacks


delegation and transfer of resources

ii. Confident in resolving setbacks

iii. Resourceful and creative in finding solutions

Safety: i. Comply with health,


16

24


vii. Resources procured according to standard operating procedures

viii. Resources delegated and transferred according to resources mobility plan

ix. Resources delegation and transfer

48


Training Hours

Delivery Mode

Assessment Criteria



setbacks resolved

x. Relevant health, safety and environmental regulatory requirements adhered

4. Evaluate resources plan effectiveness

i. Cost management ii. Analytical methods

4W1H

8-D

5-why iii. Resources

management report content

Resources utilisation efficiency

Cost management

Corrective actions

Continual improvement

iv. Report writing skills v. Communication skills

i. Measure cost effectiveness

ii. Investigate variances, if applicable

iii. Recommend corrective actions, if applicable, to rectify variance

iv. Prepare resources management reports

Attitude: i. Analytical in

evaluating effectiveness

ii. Accurate in preparing reports





16

24


i. Cost effectiveness measured

ii. Variances investigated

iii. Corrective actions recommended to rectify variance

iv. Analytical methods applied

v. Resources management reports prepared in an accurate and timely manner

vi. Relevant health, safety and environment

49


Training Hours

Delivery Mode

Assessment Criteria

al regulatory requirements adhered









06.08 Identify and analyse effect of technology on the environment.




4. Learning skills



7. Self-discipline

8. Teamwork



1. Sample resource plan template 2. Tools, Equipment and Materials such as

Lifting equipment

Strapping equipment

Barcode scanner




1:1 1:10

50

3. Warehouse facilities such as

Racking system

Cold room

Strong room

Open yard

Cage 4. Transport such as

Truck o Open truck o Bonded truck o Low bed truck o Side loader o Crane truck o Tail gate truck o Reefer truck

Prime movers

Trailer 5. Technology such as

EDI/SMK/EFT

e-airway bill

e-DO

e-permits

e-manifest

e-tracking

1:25 1:25 1:25

51

REFERENCES




Publishing S.A. 978-9284200801.

4. Alan Rushton, Phil Croucher, Peter Baker (2010) The Handbook of Logistics and Distribution Management (4th Edition). Kogan Page Limited.

ISBN-13: 978-0-7494-5714-3

5. Bernhard Fleischmann, Andreas Klose. (2005). Distribution Logistics: Advanced Solutions To Practical Problems (1st Edition). Springer Verlag.

ISBN-13: 978-3-540-22100-5


7. Harmon, Roy L (1993). Reinventing the Warehouse : World Class Distribution Logistics Free Press. ISBN-13: 978-0-02-913863-2

8. John Mangan, Chandra Lalwani, Tim Butcher (2008). Global Logistics and Supply Chain Management. Wiley. ISBN-13: 978-0-470-06634-8

9. Kunal Sharma. (2009). logistic Management: A Competitive Advantage for the New Millennium. Global India Pubns.

10. Paolo Brandimarte, Giulio Zotteri (2007). Introduction to Distribution Logistics. John Wiley & Sons. ISBN-13: 978-0-471-75044-4

11. Philip Obal. (2002). Warehouse and Logistics Software Directory, WMS : Logistics Execution System, Supply Chain Execution Software Directory

(7th Edition). Industrial Data & Information. ISBN-13: 978-0-9669345-1-9

12. Satish C Ailawadi, Rakesh Singh. (2005). Logistics Management. Phi Learning Pvt. Ltd. ISBN-13: 978-81-203-2780-1

13. Stuart Emmett (2005). Excellence in Warehouse Management: How to Minimise Costs and Maximise Value (1st Edition). Wiley

14. Timm Gudehus, Herbert Kotzab. (2009). Comprehensive logistics (1st Edition). Springer Verlag. ISBN-13: 978-3-540-30722-8

15. Catherine Stenzel, Joe Stenzel.(2003). Essentials of Cost Management. John Wiley & Sons. New Jersey.

http://www.gettextbooks.com/author/Alan_Rushton

http://www.gettextbooks.com/author/Phil_Croucher

http://www.gettextbooks.com/author/Peter_Baker


http://www.gettextbooks.com/author/Bernhard_Fleischmann

http://www.gettextbooks.com/author/Andreas_Klose


http://www.gettextbooks.com/author/David_J_Bloomberg

http://www.gettextbooks.com/author/Stephen_B_LeMay

http://www.gettextbooks.com/author/Joe_B_Hanna


http://www.gettextbooks.com/author/Harmon_Roy_L


http://www.gettextbooks.com/author/John_Mangan

http://www.gettextbooks.com/author/Chandra_Lalwani

http://www.gettextbooks.com/author/Tim_Butcher


http://www.gettextbooks.com/author/KUNAL_SHARMA


http://www.gettextbooks.com/author/Paolo_Brandimarte

http://www.gettextbooks.com/author/Giulio_Zotteri


http://www.gettextbooks.com/author/Philip_Obal


http://www.gettextbooks.com/author/Satish_C_Ailawadi

http://www.gettextbooks.com/author/Rakesh_Singh


http://www.gettextbooks.com/author/Stuart_Emmett


http://www.gettextbooks.com/author/Timm_Gudehus

http://www.gettextbooks.com/author/Herbert_Kotzab


52

CURRICULUM of COMPETENCY UNIT (CoCU) 3. CARGO DISTRIBUTION MANAGEMENT



JOB AREA LOGISTICS


COMPETENCY UNIT TITLE CARGO DISTRIBUTION MANAGEMENT

LEARNING OUTCOME

The person who is competent in this competency unit shall be able to manage inbound and outbound cargo distribution activities to ensure that all cargo are delivered to the destination as per customer requirements... Upon completion of this competency unit, trainees will be able to:-

prepare cargo distribution plan

coordinate cargo distribution

evaluate cargo distribution effectiveness



120 HOURS

SKILL CREDIT

12


Training Hours

Delivery Mode

Assessment Criteria

1. Prepare cargo distribution plan

i. Types of cargo distribution arrangement

Inbound

Outbound

Transhipment

Domestic ii. Cargo information

Cargo distribution arrangement

Type of cargo

Quantity

i. Interpret cargo information

ii. Interpret distribution instructions

iii. Determine required transport capacity

iv. Determine special cargo distribution requirements

v. Optimise loading capacity

vi. Select transport type


details ii. Systematic in

planning iii. Adhere to

distribution instructions


safety and security

16

24


i. Cargo information interpreted accurately

ii. Distribution instructions interpreted accurately

iii. Required transport capacity determined

53


Training Hours

Delivery Mode

Assessment Criteria

Weight/Volume

Place and time of delivery

iii. Cargo distribution instructions

iv. Pre-alert delivery / collection notification

v. Allocation of cargo space for

storing

staging

loading

unloading

re-packing

re-labelling vi. Types of transport

Sea o Full Container

Load (FCL) o Loose

Container Load (LCL)

o Bulk

Air o Main deck o Lower deck o Bulk o Unit Load

Device (ULD)

Land such as o Full Truck

Load (FTL) / Chartered truck

o Loose Truck

vii. Map distribution route viii. Schedule distribution

route ix. Allocate cargo space

regulatory requirements



iv. Special cargo distribution requirements determined

v. Loading capacity optimised

vi. Transport type selected

vii. Distribution route mapped out

viii. Distribution route scheduled

ix. Cargo space allocated

54


Training Hours

Delivery Mode

Assessment Criteria

Load (LTL) / Consolidated Cargo

o Bonded / Non bonded

vii. Distribution routes mapping criteria

Types of cargo o Special cargo o Oversize cargo

Regulatory / industry standard requirements

viii. Loading capacity optimisation

2. Coordinate cargo distribution

i. Cargo distribution procedures

ii. Regulatory / industry standard requirements

iii. Types of cargo distribution discrepancies

Missing cargo

Damaged cargo

Mishandled cargo

Short landed cargo

Incorrect cargo iv. Causes of cargo

distribution discrepancies

Negligence

Sabotage

Hijack

Machinery and equipment

i. Conduct cargo distribution briefing

ii. Pre-alert customer iii. Monitor cargo

distribution activities iv. Identify and resolve

cargo distribution setback

v. Investigate cargo distribution setback

vi. Monitor compliance of safety, security, regulatory requirements and industry standards/ company SOP

vii. Provide assistance and guidance


details ii. Adhere to cargo

distribution plan iii. Positive and

confident in resolving setbacks





16

24


i. Cargo distribution briefing conducted

ii. Customer pre-alerted

iii. Cargo distribution activities monitored to ensure compliance

iv. Cargo distribution discrepancies identified and resolved

v. Cargo distribution setback

55


Training Hours

Delivery Mode

Assessment Criteria

breakdown

Production delay

Maintenance

Staff attitude


v. Communication skills vi. Interpersonal skills vii. Problem solving skills viii. Analytical methods

Root cause analysis

8D

5-why ix. Decision making skills

investigated to find root cause

vi. Compliance of safety, security, regulatory requirements and industry standards/ company SOP monitored

vii. Assistance and guidance provided to ensure efficient cargo distribution

viii. Communication and interpersonal skills applied effectively

ix. Regulatory requirements adhered

3. Evaluate cargo distribution effectiveness

i. Indicators of cargo distribution effectiveness

On-time delivery

Turn-around time

i. Measure cargo distribution effectiveness

ii. Investigate reasons for non-compliance, if

Attitude: i. Analytical and

honest in evaluating effectiveness

ii. Accurate in

16

Lecture Discussion Problem-based Learning

i. Cargo distribution effectiveness measured

ii. Reasons for

56


Training Hours

Delivery Mode

Assessment Criteria

Complete delivery

Cargo quality preservation

Compliance of delivery instructions /regulatory/ industry standards compliance

ii. Analytical methods

4W1H

8-D

5-why iii. Cargo distribution

performance report content

KPI fulfilment

Contract compliance

Safety compliance

Discrepancies report

Corrective actions

Recommendations for continual improvement

iv. Report writing skills v. Communication skills

applicable iii. Recommend

corrective actions, if applicable, to rectify non-compliance

iv. Prepare cargo distribution management report

preparing reports Safety: i. Comply with health,




24

Demonstration Project

non-compliance investigated

iii. Corrective actions recommended to rectify non-compliance

iv. Cargo distribution management report prepared in an accurate and timely manner

v. Regulatory requirements adhered

57













4. Learning skills



7. Self-discipline

8. Teamwork



1. Sample Cargo Distribution Instructions 2. Sample Distribution Route 3. Various types of cargo 4. Tools, Equipment and Materials such as

Lifting equipment

Strapping equipment

Barcode scanner




5. Warehouse facilities such as

Racking system

Cold room

Strong room

Open yard

Cage 6. Transport such as

1:1 1:1 1:25 1:25 or as required 1:25 1:25

58


Truck o Open truck o Bonded truck o Low bed truck o Side loader o Crane truck o Tail gate truck o Reefer truck

Prime movers

Trailer 7. Technology such as

EDI/SMK/EFT

e-airway bill

e-DO

e-permits

e-manifest

e-tracking

1:25

REFERENCES




Publishing S.A. 978-9284200801.

4. Alan Rushton (Editor), Phil Croucher (Editor), Peter Baker (Editor). (2010). The Handbook of Logistics and Distribution Management (Fourth

Edition). Kogan Page. ISBN-13: 978-0-7494-5714-3

5. Frank A. Tillman, Deandra T. Cassone,9. (2012). Developing a Warehouse and Inventory Level Optimization System. Ft Press. ISBN-13: 978-0-

13-298201-6

Gwynne Richards (2011). Warehouse Management: A Complete Guide to Improving Efficiency and Minimizing Costs in the Modern Warehouse.





http://www.gettextbooks.com/author/Frank_A_Tillman

http://www.gettextbooks.com/author/Deandra_T_Cassone


http://www.gettextbooks.com/author/Gwynne_Richards


59

REFERENCES

Kogan Page. ISBN-13: 978-0-7494-6074-7

6. James Jones (2006). Integrated Logistics Support Handbook (McGraw-Hill Logistics Series) (3rd Edition). Mcgraw-Hill Professional ISBN-13: 978-

0-07-147168-8

7. John J. Coyle, C. John Langley, Brian Gibson, Robert A. Novack, Edward J. Bardi. (2008). Supply Chain Management: A Logistics Perspective

(8th Edition). South-Western Pub. ISBN-13: 978-0-324-37692-0

8. J.P. Saxena (2010). Warehouse Management and Inventory Control. Vikas Publishing House (P) Ltd. ISBN-13: 978-81-259-1210-1


10. Philip M. Price, Natalie J. Harrison, (2007). Warehouse Management and Inventory Control. ISBN-13: 978-1-934231-02-9

11. U.S. International Trade Commission (2005). Logistic Services: An Overview of the Global Market and Potential Effects of Removing Trade

Impediments, Inv. 332-463. ISBN-13: 978-1-4578-1985-8

12. Art Liebeskind (2005). How to Optimize Your Warehouse Operations : 150 Time Tested Ways to Reduce Handling and Increase Productivity.

Industrial Data & Information Inc. ISBN-13: 978-0-9669345-6-4


http://www.gettextbooks.com/author/James_Jones


http://www.gettextbooks.com/author/John_J_Coyle

http://www.gettextbooks.com/author/C_John_Langley

http://www.gettextbooks.com/author/Brian_Gibson

http://www.gettextbooks.com/author/Robert_A_Novack

http://www.gettextbooks.com/author/Edward_J_Bardi


http://www.gettextbooks.com/author/J_P_Saxena





http://www.gettextbooks.com/author/Philip_M_Price

http://www.gettextbooks.com/author/Natalie_J_Harrison


http://www.gettextbooks.com/author/U_S_International_Trade_Commission



60

CURRICULUM of COMPETENCY UNIT (CoCU) 4. TRACKING & TRACING SYSTEM OPERATION MANAGEMENT



JOB AREA LOGISTICS


COMPETENCY UNIT TITLE TRACKING & TRACING SYSTEM OPERATION MANAGEMENT

LEARNING OUTCOME

The person who is competent in this competency unit shall be able to manage cargo tracking and system operation to ensure that cargo movement and delivery status can be determined efficiently.


Identify cargo tracking & tracing system operation requirements

monitor cargo tracking & tracing activities

analyse tracking & tracing data records

implement tracking & tracing improvement opportunities



160 HOURS

SKILL CREDIT

16


Training Hours

Delivery Mode

Assessment Criteria

4. Identify cargo tracking and tracing system operation requirements

i. Types of shipping documents

ii. Difference between tracking and tracing

iii. Type of tracking and tracing system

manual

online tracking iv. Manual tracking and

tracing system

i. Verify completeness of shipping documents

ii. Determine type of tracking and tracing system

iii. Determine types of tracking and tracing devices

Attitude: i. Meticulous in

verifying documents

ii. Comply with contract requirements

16

24

Lecture Discussion Problem-based Learning Demonstration Simulation Project

i. Completeness of shipping documents verified

ii. Type of tracking and tracing system determined

iii. Types of

61


Training Hours

Delivery Mode

Assessment Criteria

operation principles v. Online tracking and

tracing system operation principles

vi. Tracking and tracing system devices

Radio Frequency Identification Devices (RFID) o Active/passive o Temperature/

elements

Barcode scanner

Global Positioning System (GPS)

vii. Types of barcodes

linear barcodes

continuous barcodes

Safety: i. Comply with cargo


Environmental:

i. Comply with


tracking and tracing devices determined

5. Verify cargo tracking & tracing activities

i. Type of tracking and tracing system

manual

online tracking ii. Manual tracking

methods

Job report

Telephone

Site update

Manual record

email iii. Security and non-

disclosure of cargo movement

iv. Type of shipment

i. Monitor cargo movement

ii. Initiate appropriate actions to address discrepancies related to shipment

iii. Update information on shipment progress to customer


verifying tracking & tracing activities

ii. Alert in monitoring cargo movement

iii. Positive and confident in resolving discrepancies

iv. Quick in responding v. Comply with

contract requirements

16

24


i. Cargo movement monitored

ii. Appropriate actions taken to address discrepancies related to shipment

iii. Information on shipment progress updated in a timely manner

62


Training Hours

Delivery Mode

Assessment Criteria

related discrepancies

Damage

Shortage

Excess

Delay

miss-schedule v. Types of tracking &

tracing status

Handed over

Accepted

Advised

Held vi. Generation of tracking

& tracing status





6. Analyse tracking & tracing data records

i. Generation of tracking & tracing data:

Manual

E-Tracking ii. Analysis methods

ABC analysis

Pareto analysis

Fish-bone analysis

i. Evaluate tracking & tracing data trends

ii. Identify major tracking & tracing improvement opportunities

iii. Evaluate tracking and tracing system efficiency and effectiveness


trends ii. Emphasise quality

work and continual improvement





:

16

24


i. Tracking & tracing data trends evaluated

ii. Major tracking & tracing improvement opportunities identified

iii. Tracking and tracing system efficiency and effectiveness evaluated

63


Training Hours

Delivery Mode

Assessment Criteria

7. Implement tracking & tracing improvement opportunities

i. Change management ii. Project management

skills iii. Communication skills iv. Cost and operation

benefit analysis

i. List improvement opportunities

ii. Enlist stakeholders for input

iii. Prepare action plan iv. Execute improvement

opportunities v. Evaluate effectiveness

of improvement opportunities

Attitude: i. Open to feedback ii. Emphasise quality

work and continual improvement





:

16

24


i. Improvement opportunities listed

ii. Stakeholders input obtained

iii. Action plan prepared

iv. Improvement opportunities executed

v. Effectiveness of improvement opportunities evaluated

vi. Communication and interpersonal skills applied effectively

64













4. Learning skills



7. Self-discipline

8. Teamwork



1. Tracking & Tracing System Software 2. Tracking and tracing system devices

Radio Frequency Identification Devices (RFID) o Active/passive o Temperature/ elements

Barcode scanner

Global Positioning System (GPS)

1:1 1:10

REFERENCES




Publishing S.A. 978-9284200801.

4. Weihua Gan, Yuwei Zhu, Tingting Zhang (2011). On RFID Application in the Tracking and Tracing System of Agricultural Product Logistics. IFIP

Advances in Information and Communication Technology Volume 345

5. John Tiffin; Chris Kissling. 2007. Transport Communications. Kogan Page. ISBN 9780749450700

65

CURRICULUM of COMPETENCY UNIT (CoCU) 5. WAREHOUSE INVENTORY MANAGEMENT



JOB AREA LOGISTICS


COMPETENCY UNIT TITLE WAREHOUSE INVENTORY MANAGEMENT

LEARNING OUTCOME

The person who is competent in this competency unit shall be able to employ inventory practices and processes that safeguard and control inventory level in the warehouse of a logistics company.


plan warehouse inventory management activities

assess warehouse stock status

organise warehouse inventory stock check

reconcile inventory data

prepare warehouse inventory management report .



190 HOURS

SKILL CREDIT

19


Training Hours

Delivery Mode

Assessment Criteria

1. Plan warehouse inventory management activities

i. Warehouse management system

ii. Types of cargo in warehouse

General cargo

Dangerous goods (DG)

Perishable

Valuable

i. Determine warehouse storage capacity

ii. Organise warehouse space

iii. Define warehouse personnel roles and responsibilities

iv. Establish work instruction and

Attitude: i. Meticulous and

systematic in planning inventory control activities

Safety:

16

24

Lecture Demonstration & Observation

i. Warehouse storage capacity determined

ii. Warehouse space organised for various types of

66


Training Hours

Delivery Mode

Assessment Criteria

Fragile

Sensitive

Weapon

Vulnerable

Human remains iii. Inventory operation

procedures iv. Customer contract

requirements v. Regulatory

requirements/ safety and security requirements /industry standards

vi. Organisational structure

Staff title,

Staff experience and competencies (including soft skills)

Warehouse personnel roles and responsibilities

standard operating procedures

v. Establish segregation of duties and effective internal control system

i. Comply with cargo safety and security regulatory requirements



cargo iii. Warehouse

personnel roles and responsibili-ties defined

iv. Work instruction and standard operating procedures established

v. Segregation of duties and effective internal control system established

2. Assess warehouse stock status


ii. Inventory audit procedure

iii. Inventory count criteria

High risk items

Fast moving high value items

Short expiry items iv. Types of stock check

i. Determine inventory count criteria

ii. Verify stock listing iii. Verify current

warehouse inventory status against inventory stock records

iv. Analyse inventory stock records


assessing stock status

ii. Analytical and objective in investigating discrepancies

Safety:

16

24

Lecture Demonstration & Observation

i. Inventory count criteria determined

ii. Stock listing verified

iii. Current warehouse inventory status verified

67


Training Hours

Delivery Mode

Assessment Criteria

Random stock check

Perpetual stock check

periodic cycle count

stock check with partially provided information

blind count v. Stock aging report vi. Stock discrepancies

Damage

Shortage

Excess vii. Causes of stock

discrepancies

Negligence

Sabotage

Hijack

Machinery and equipment breakdown

Production delay

Maintenance

Staff attitude


viii. Calculation of stock discrepancy value

ix. Analysis methods

v. Determine stock discrepancy level

vi. Investigate stock discrepancy causes

vii. Calculate stock discrepancy value

viii. Propose recommendations to address discrepancy

ix. Extract stock ageing report

x. Use warehouse management system

i. Comply with cargo safety and security regulatory requirements



against inventory stock records

iv. Inventory stock records analysed

v. Stock discrepancy level determined

vi. Causes of stock discrepancy investigated

vii. Stock discrepancy value calculated

viii. Recommendations to address discrepancy proposed

ix. Stock ageing report extracted

x. Warehouse management system used

3. Organise warehouse inventory stock

i. Types of stock check

Random stock check

i. Determine type of stock check

ii. Determine warehouse

Attitude: i. Objective and firm

in inventory stock

16

Lecture Discussion

i. Type of stock check determined

68


Training Hours

Delivery Mode

Assessment Criteria

check

Perpetual stock check

Periodic cycle count

Stock check with partially provided information

Blind count ii. Stock check

scheduling iii. Types of warehouse

equipment to facilitate stock check

Forklift

Stackers

Very narrow aisle (VNA)

Counting technology

iv. Manpower competencies

Cargo knowledge

Ability to operate warehouse inventory technology

Familiarity with floor plan

Safety and security compliance

v. Stock check briefing contents:

cut off documents/ time

resources iii. Prepare inventory

stock check schedule iv. Assign warehouse staff v. Conduct briefing on

stock check vi. Monitor stock check

check ii. Fair in assigning

tasks Safety: i. Comply with cargo




24

Demonstration Observation Project

ii. Warehouse resources determined

iii. Inventory stock check schedule prepared

iv. Warehouse staff assigned

v. Briefing on stock check conducted

vi. Stock check monitored

69


Training Hours

Delivery Mode

Assessment Criteria

location of cargo

counter and recorder responsibilities

counting using technology tools

stock re-count and reconciliation

4. Reconcile inventory data


ii. Stock ageing iii. Type of stock

Slow moving stock

Fast moving stock

Stock with shelf life iv. Types of stock records

discrepancies

Damage

Shortage

Excess v. Analysis methods

Root cause analysis methods

vi. FIFO/ FEFO policy vii. Inventory

discrepancies reconciliation procedures

i. Review stock inventory reports

ii. Review stock ageing report

iii. Provide information on stock status

iv. Cross match stock in hand against inventory records and related documents

v. Determine stock accuracy and discrepancy

vi. Investigate discrepancies to identify causes

vii. Recommend proposals to rectify the problem causing the discrepancy

viii. Adjust inventory data to reconcile inventory records


discrepancy ii. Astute in reconciling

inventory data Safety: i. Comply with cargo



environmental regulatory requirements:

16

24

Lecture Discussion Demonstration Observation Project

i. Stock inventory reports reviewed

ii. Stock ageing report reviewed

iii. Information on stock status provided

iv. Stock in hand against inventory records and related documents cross matched

v. Stock accuracy and discrepancy determined

vi. Discrepancies determined to identify

70


Training Hours

Delivery Mode

Assessment Criteria

causes vii. Proposals

recommended to rectify the problem causing the discrepancy

viii. Inventory data adjusted to reconcile inventory records

5. Prepare inventory management report.

i. Inventory management system

ii. Inventory management KPI

Contract requirements

Company policy iii. Report writing skills iv. Inventory management

report contents

KPI fulfilment

Corrective actions taken

Discrepancy reconciliation

i. Use warehouse management system

ii. Verify updated warehouse inventory status

iii. Present inventory management performance effectiveness

Attitude: i. Analytical and

accurate in preparing report

Safety: i. Comply with cargo


Environmental:

i. Comply with


1

18

Lecture Discussion Demonstration Observation Project

i. Warehouse management system used

ii. Updated warehouse inventory status verified

iii. Inventory management performance effectiveness presented



71











4. Learning skills



7. Self-discipline

8. Teamwork



1. Inventory list

2. Inventory card

3. Tagging machine

4. Sample of cargo distribution notification note

5. Barcode scanner

6. Weighing machine

7. Measuring tape

8. Inventory schedule

9. Inventory management report format

10. Inventory management software

1:1

1:1

1:5

1:1

1:25

1:10

1:10

1:1

1:1

1:1

REFERENCES

72

REFERENCES



3. International Chamber of Commerce (2010). INCOTERMS 2010 : ICC Rules for the Use of Domestic and International Trade Terms .ICC Publishing

S.A. 978-9284200801.

4. Alan Rushton (Editor), Phil Croucher (Editor), Peter Baker (Editor). (2010). The Handbook of Logistics and Distribution Management (Fourth Edition).

Kogan Page. ISBN-13: 978-0-7494-5714-3

5. Frank A. Tillman, Deandra T. Cassone,9. (2012). Developing a Warehouse and Inventory Level Optimization System. Ft Press. ISBN-13: 978-0- 13-

298201-6

6. Gwynne Richards (2011). Warehouse Management: A Complete Guide to Improving Efficiency and Minimizing Costs in the Modern Warehouse.

Kogan Page. ISBN-13: 978-0-7494-6074-7

7. James Jones (2006). Integrated Logistics Support Handbook (McGraw-Hill Logistics Series) (3rd Edition). Mcgraw-Hill Professional ISBN-13: 978-0-

07-147168-8

8. John J. Coyle, C. John Langley, Brian Gibson, Robert A. Novack, Edward J. Bardi. (2008). Supply Chain Management: A Logistics Perspective (8th

Edition). South-Western Pub. ISBN-13: 978-0-324-37692-0

9. J.P. Saxena (2010). Warehouse Management and Inventory Control. Vikas Publishing House (P) Ltd. ISBN-13: 978-81-259-1210-1


11. Philip M. Price, Natalie J. Harrison, (2007). Warehouse Management and Inventory Control. ISBN-13: 978-1-934231-02-9

12. Stuart Emmett (2005). Excellence in Warehouse Management: How to Minimise Costs and Maximise Value (1st Edition). Wiley

73

CURRICULUM of COMPETENCY UNIT (CoCU) 6. LOGISTICS SAFETY & SECURITY MANAGEMENT



JOB AREA LOGISTICS


COMPETENCY UNIT TITLE LOGISTICS SAFETY & SECURITY MANAGEMENT

LEARNING OUTCOME

The person who is competent in this competency unit shall be able to plan and implement safety and security measures in compliance with regulatory requirements.


identify logistics safety & security requirements

coordinate safety & security measures implementation

enforce safety & security compliance

prepare logistics safety & security management report.



150 HOURS

SKILL CREDIT

15


Training Hours

Delivery Mode

Assessment Criteria

1. Identify logistics safety & security requirements

i. Hazard Identification, Risk Assessment and Risk Control (HIRARC)

Definition

Basic Concepts

Planning and Conduct of HIRARC

ii. Logistics safety and security requirements

i. Review records of past safety and security incidents

ii. Assess types of potential risks to the safety and security of cargo, personnel, facilities and equipment

iii. Assess existing safety

Attitude: i. Precise in

interpreting logistics safety and security requirements

ii. Detail in preparing logistics safety and security checklist

16

24

Lecture Discussion Problem-based learning Demonstration Project

i. Logistics safety requirements interpreted accurately

ii. Logistics security requirements interpreted accurately

74


Training Hours

Delivery Mode

Assessment Criteria

Related OSHA requirements

ISO 26000


Strategic Trade Act 2010 regulations

Transport Asset Protection Association (TAPA) certificate



International Maritime Dangerous Goods Requirements (DGR)

International Maritime Organisation (IMO) guidelines

International Maritime Consultative

and security measures assessed

iv. Propose improvement v. Prepare safety &

security plan and checklist

Safety: ii. Comply with safety


Environmental: ii. Comply with


iii. Logistics safety checklist prepared with adequate details

iv. Logistics security checklist prepared with adequate details

75


Training Hours

Delivery Mode

Assessment Criteria

Organisation (IMCO) guidelines

Food Defence guidelines

Environment Quality Act (EQA) regulations

iii. Logistics Safety Requirements

Compliance with OSHA requirements o Usage of PPE o Cargo safety o Safe Working

area o Emergency

Response Team (ERT)

o Safety Committee

o Safe equipment handling

Compliance with regulatory requirements and industry standards

Compliance with airline, shipping line and transporter standards

iv. Logistics Security Requirements

76


Training Hours

Delivery Mode

Assessment Criteria

Cargo security

Premise security

Escorts

GPS Tracking v. Safety checklist

Nearest hospital & paramedic contact no.

Nearest Fire and Rescue Department contact no.

Health and Safety equipment o Fire

extinguisher o PPE o Signage

Safety requirements o Forklift driving

licence o Fire Drill o Material

handling training

o Lockout/Tagout vi. Security checklist

Daily, weekly, monthly record o CCTV records

Security personnel

Nearest police station & contact number

77


Training Hours

Delivery Mode

Assessment Criteria

2. Coordinate safety & security measures implementation

i. Safety and security measures for cargo

Proper packing

Storage and location

Proper labelling

Proper handling

Adequate documentation and certification o MSDS/ SDS/

CSDS o Fumigation

certificate o Health certificate

ii. Safety and security measures for premises

Proper signage

Certificate of Fitness (CF)

Compliance with relevant local authority requirements

Display of licence and approval

Functioning security equipment

ERT and first aid kit

Fire Sprinkler

Smoke detector

Security personnel iii. Safety and security

i. Implement safety and security measures

ii. Organise meeting with safety and security providers

iii. Monitor safety and security compliance

iv. Identify safety and security issues

v. Execute action plan to address safety and security issues

Attitude: i. Firm in monitoring

compliance with safety and security regulatory requirements





16

24


i. Safety and security measures implemented as per standard operating procedures

ii. Meeting organised with safety and security providers

iii. Safety and security compliance monitored

iv. Safety and security issues identified

v. Action plan executed to address safety and security issues

vi. Safety and security regulatory requirements adhered

78


Training Hours

Delivery Mode

Assessment Criteria

measures for personnel

PPE

Competent in operating safety and security equipment

iv. Safety and security measures for transport

Proper maintenance of vehicles

Cleanliness of vehicles

GPS installation

Maintenance of movement records

Qualified, disciplined and skilled drivers

v. Logistics safety issues such as:

Accidents

Near miss

Spillage

Contamination vi. Logistics security

issues, such as:

Loss

Damage

Pilferage

Hijack

Sabotage

Inefficiency of

79


Training Hours

Delivery Mode

Assessment Criteria

security guard

Security equipment malfunction

vii. Safety and security action plan

Preventive

Corrective

3. Enforce safety & security compliance

i. Logistics safety and security requirements

Related OSHA requirements

ISO 26000


Strategic Trade Act 2010 regulations

Transport Asset Protection Association (TAPA) certificate



International Maritime

i. Organise safety and security training and awareness programme

ii. Carry out compliance of safety & security procedures

iii. Investigate root cause of incidents and accidents

iv. Initiate corrective actions related to logistics safety and security issues


organising training and awareness programmes

ii. Firm in enforcing safety & security compliance

iii. Analytical in investigating root cause.

iv. Resourceful in suggesting corrective actions

v. Supportive in providing assistance in guidance


& security regulatory requirements


16

24


i. Safety and security training and awareness programme organised

ii. Compliance of safety & security procedures carried out

iii. Root cause of incidents and accidents investigated using analytical methods

iv. Corrective actions related to logistics safety and security issues taken

80


Training Hours

Delivery Mode

Assessment Criteria

Dangerous Goods Requirements (DGR)

International Maritime Organisation (IMO) guidelines

International Maritime Consultative Organisation (IMCO) guidelines

Food Defence guidelines

Environment Quality Act (EQA) regulations

ii. Logistics Safety Requirements

Usage of PPE

Cargo safety

Safe Working area

Emergency Response Team (ERT)

Safety Committee

Safe equipment handling

Compliance with regulatory requirements and industry standards

Compliance with airline, shipping


81


Training Hours

Delivery Mode

Assessment Criteria

line and transporter standards

iii. Training and awareness programmes

Fire drill

Handling of hazardous cargo

Proper PPE usage

Usage of security equipment

iv. Analytical methods

4W1H

8-D

5-why v. Managerial skills

Coaching

Delegating

Monitoring

Coordinating

4. Prepare safety & security management report

i. Report writing skills ii. Report contents

Number of accidents

Number of mishandled cargo

Number of equipment breakdown

Injury production time loss

Corrective actions

i. Identify issues to be highlighted in the report:

Number of accidents

Action plan

Updated logistics safety and security checklist

ii. Propose recommendations for continual

Attitude: i. Transparent in

recording and preparing weekly / monthly safety report

Safety:

i. Comply with safety & security regulatory requirements

12

18


i. Issues to be highlighted in the report identified

ii. Recommendations for continual improvement proposed

iii. Safety and security weekly / monthly report

82


Training Hours

Delivery Mode

Assessment Criteria

taken

Recommendations for continual improvement

Updated logistics safety and security checklist

iii. Report format iv. Communication skills

improvement iii. Prepare safety and

security weekly / monthly report

Environmental: i. Minimise wastage










.




4. Learning skills



7. Self-discipline

8. Teamwork

83



1. Safety and security standards

2. Safety checklist

3. Security checklist

4. Safety equipment

5. Security equipment

6. Sample documentation and certification

MSDS/ SDS/ CSDS

Fumigation certificate

Health certificate

1:1

1:1

1:1

1:25

1:25

1:1

REFERENCES




Publishing S.A. 978-9284200801.

4. Laws of Malaysia. Occupational Safety and Health Act (0SHA) 1994

5. DOSH. 2008. Guidelines for Hazard Identification, Risk Assessment and Risk Control (HIRARC)

6. George, Swartz. 1999. Warehouse Safety: A Practical Guide to Preventing Warehouse Incidents and Injuries. ISBN 978-0865876477



8. James Jones (2006). Integrated Logistics Support Handbook (McGraw-Hill Logistics Series) (3rd Edition). Mcgraw-Hill Professional ISBN- 13: 978-

0-07-147168-8

84

CURRICULUM of COMPETENCY UNIT (CoCU) 7. CARGO CONSOLIDATION MANAGEMENT



JOB AREA LOGISTICS


COMPETENCY UNIT TITLE CARGO CONSOLIDATION MANAGEMENT

LEARNING OUTCOME

The person who is competent in this competency unit shall be able to manage the process of consolidating smaller or separate shipments to take advantage of better freight rates and cargo security. Upon completion of this competency unit, trainees will be able to:-

identify cargo consolidation requirements

prepare cargo consolidation plan

monitor execution of cargo consolidation plan

prepare consolidation revenue report



150 HOURS

SKILL CREDIT

15


Training Hours

Delivery Mode

Assessment Criteria

1. Identify cargo consolidation requirements

i. Purpose for consolidation

Cost effectiveness

Control of shipments

Effective follow-up and monitoring

Zero storage/ demurrage/ detention

ii. Types of consolidation

Air import / export

i. Determine types of consolidation

ii. Interpret shipment information

iii. Establish import/ export routing order

iv. Ascertain transhipment logistics requirements


identifying cargo consolidation requirements



16

24


i. Types of consolidation determined

ii. Shipment information interpreted

iii. Import/ export routing order established

iv. Transhipmen

85


Training Hours

Delivery Mode

Assessment Criteria

/transhipment consolidation

Sea import/export / transhipment consolidation

Trucking domestic/ international consolidation

Rail domestic/ international consolidation

Courier consolidation

iii. Shipment information

Type of cargo o General cargo o Dangerous

goods (DG) o Perishable o Valuable o Fragile o Sensitive o Weapon o Vulnerable o Human remains

Cargo volume/ weight

Origin/ Destination

INCOTERMS

Delivery / collection time and date

Shipping instructions

iv. Import/export routing order



t logistics requirements ascertained

86


Training Hours

Delivery Mode

Assessment Criteria

Direct / transhipment route

v. Types of cargo restricted for consolidation

Dangerous cargo

Perishable cargo

Valuable / vulnerable cargo

Live stock

2. Prepare cargo consolidation plan

i. Mode of transport

Sea o Full Container

Load (FCL) o Loose Container

Load (LCL) o Bulk

Air o Main deck o Lower deck o Bulk o Unit Load

Device (ULD)

Land o Full Truck Load

(FTL) / Chartered truck

o Loose Truck Load (LTL) / Consolidated Cargo

o Bonded / Non bonded

ii. Transport schedule

Airline schedule

i. Ascertain mode of transport

ii. Determine transport schedule

iii. Plan and coordinate resources required for cargo consolidation

iv. Identify options to optimise resources

v. Plan breakbulk activities

vi. Prepare outbound cargo consolidation manifest

vii. Calculate cargo consolidation cost

viii. Establish cargo consolidation activities monitoring procedures


systematic in preparing plan





16

24


i. Mode of transport ascertained

ii. Transport schedule determined

iii. Resources required for cargo consolidation planned and coordinated

iv. Options to optimise resources identified

v. Breakbulk activities planned

vi. Outbound cargo consolidation manifest prepared

vii. Cargo

87


Training Hours

Delivery Mode

Assessment Criteria

Sailing schedule

Rail schedule

Trucking schedule iii. Types of resources

Manpower

Inland transportation (copy types of trucks)

Containers (sea/air/pallets)

Tools, equipment and materials o Handling

equipment o Packing

materials iv. Cargo consolidation

manifest v. Breakbulk activities

Cargo segregation according to INCOTERMS/ final destination

Cargo distribution

Collection of freight/ breakbulk charges

vi. Consolidation rates calculation

vii. Cargo consolidation activities monitoring procedures

consolidation cost calculated

viii. Cargo consolidation activities monitoring procedures established

88


Training Hours

Delivery Mode

Assessment Criteria

3. Monitor execution of cargo consolidation plan

i. Communication skills ii. Interpersonal skills iii. Negotiation skills iv. Cargo consolidation

monitoring methods

Cargo tracking website

GPS v. Types of discrepancies

related to cargo consolidation

Damaged cargo

Missing cargo

Mishandled cargo

Roll over cargo

Shut out / offload

Partial shipment vi. Problem solving skills vii. Crisis management

i. Conduct briefing on cargo consolidation activities

ii. Liaise with other service providers to optimise resources

iii. Provide information on cargo consolidation status

iv. Monitor cargo consolidation activities

v. Resolve discrepancies related to cargo consolidation

Attitude: i. Objective and

systematic in monitoring execution of plan

ii. Resourceful and creative in problem solving





16

24


i. Briefing on cargo consolidation activities conducted

ii. Cooperation with other service providers performed to optimise resources

iii. Information on cargo consolidation status provided

iv. Cargo consolidation activities monitored

v. Discrepancies related to cargo consolidation resolved

4. Prepare cargo consolidation revenue report

i. Buying and selling freight rate

ii. Related costs in consolidation

Transport cost

Manpower cost iii. Profit sharing with

consolidation partners iv. Profit and loss

i. Prepare profit and loss statement

ii. Produce cargo consolidation revenue report

iii. Review cargo consolidation process and procedures

iv. Analyse cargo


systematic in preparing revenue report


and security

12

18


i. Profit and loss statement prepared

ii. Cargo consolidation revenue report prepared

89


Training Hours

Delivery Mode

Assessment Criteria

statement v. Cargo consolidation

revenue report vi. Continual

improvement initiatives

Cargo consolidation process and procedures review

vii. Cargo consolidation market trends

consolidation market trends

v. Initiate cargo consolidation continual improvement


Environmental: i. Minimise wastage

iii. Cargo consolidation process and procedures reviewed

iv. Cargo consolidation market trends analysed

v. Cargo consolidation continual improvement initiated













4. Learning skills



7. Self-discipline

8. Teamwork

90



1. Sample cargo consolidation plan

2. Various types of cargo

3. Tools, equipment and materials

Handling equipment

Packing materials

4. Sample profit & loss statement

5. Sample revenue report

1:1

As required

1:25

1:1

1:1

REFERENCES




Publishing S.A. 978-9284200801.

9. Ho Chee Mun. The Practitioner’s Definitive Guide: Airfreight Forwarding. Singapore Logistics Association.ISBN 9789812466253



11. James Jones (2006). Integrated Logistics Support Handbook (McGraw-Hill Logistics Series) (3rd Edition). Mcgraw-Hill Professional ISBN-13: 978-

0-07-147168-8

12. John J. Coyle, C. John Langley, Brian Gibson, Robert A. Novack, Edward J. Bardi. (2008). Supply Chain Management: A Logistics Perspective

(8th Edition). South-Western Pub. ISBN-13: 978-0-324-37692-0


14. U.S. International Trade Commission (2005). Logistic Services: An Overview of the Global Market and Potential Effects of Removing Trade

Impediments, Inv. 332-463. ISBN-13: 978-1-4578-1985-8






http://www.gettextbooks.com/author/James_Jones


http://www.gettextbooks.com/author/John_J_Coyle

http://www.gettextbooks.com/author/C_John_Langley

http://www.gettextbooks.com/author/Brian_Gibson

http://www.gettextbooks.com/author/Robert_A_Novack

http://www.gettextbooks.com/author/Edward_J_Bardi





http://www.gettextbooks.com/author/U_S_International_Trade_Commission



91

TRAINING HOURS SUMMARY

SECTOR : INTEGRATED LOGISTICS SERVICES

SUB SECTOR : INTEGRATED LOGISTICS SERVICES PROVIDER

JOB AREA : LOGISTICS

NOSS TITLE : LOGISTICS OPERATION ADMINISTRATION

JOB LEVEL : FOUR (4)

CU ID

COMPETENCY UNIT

TRAINING DURATION

HOURS

LOGISTICS CUSTOMER RELATION MANAGEMENT 240

LOGISTICS RESOURCES MANAGEMENT 160

CARGO DISTRIBUTION MANAGEMENT 120

TRACKING & TRACING SYSTEM OPERATION MANAGEMENT

160

WAREHOUSE INVENTROY MANAGEMENT 190

LOGISTICS SAFETY & SECURITY MANAGEMENT 150

CARGO CONSOLIDATION MANAGEMENT 150

Total Training Duration (Core Competency Units)

1170

92

ABBREVIATIONS

AFAM Airfreight Forwarders Association of Malaysia AFAM Airfreight Forwarders Association of Malaysia AFTA ASEAN Free Trade Area AFTA ASEAN Free Trade Area AP Approved Permit ASEAN Association of Southeast Asian Nations AWB Airway bill BL Bill of Lading CAR Corrective Action Report CBM Cubic Metre CoCU Curriculum of Competency Unit COD Cash On Delivery CP Competency Profile CPC Competency Profile Chart C-TPAT Customs Trade Partnership Against Terrorism CU Competency Unit DAP Delivery At Place DCA Department of Civil Aviation DDP Delivery Duty Paid DG Dangerous Goods DID Drainage and Irrigation Department DKM Diploma Kemahiran Malaysia DLKM Diploma Lanjutan Kemahiran Malaysia DOA Department Of Agriculture DOE Department of Environment DOP Department Of Pharmacy DOSH Department of Occupational Safety and Health DSD Department of Skills Development EDI Electronic Data Interchange EFT Electronic Fund Transfer EQA Environment Quality Act ERP Enterprise Resource Planning ETA Expected Time of Arrival ETD Expected Time of Departure FCL Full Container Load FCZ Free Commercial Zone FDA Food & Drugs Administration FEFO First Expired First Out FIATA International Federation of Freight Forwarders Associations FIFO First In First Out FMFF Federation of Malaysia Freight Forwarders FTZ Free Trade Zone GDP Good Delivery Practices GMP Good Manufacturing Practices GPS Global Positioning System GST Government Service Tax HBL House Bill of Lading HIRARC Hazard Identification, Risk Assessment and Risk Control HR Human Resource HS CODE Harmonized Commodity Description and Coding System IATA International Air Transport Association IMO International Maritime Organisation INCO International Maritime Consultative Organisation

93

INCOTERM International Commercial Terms ISO Standards of International Organization ISPM International Standards for Phytosanitary Measures JBE Jabatan Bekalan Elektrik JD Job Description JPK Jabatan Pembangunan Kemahiran JPTS Jawatankuasa Teknikal Penilaian Standard KLAS Kuala Lumpur Airport Service KPI Key Performance Indicator KTM Keretapi Tanah Melayu LCL Less than Container Load LIFO Last In First Out LMW License Manufacturing Warehouse MAS Malaysia Airlines MAWB Master Airwaybill MBL Master Bill of Lading MITI Ministry of International Trade and Industry MOF Ministry Of Finance MPKK Majlis Pembangunan Kemahiran Kebangsaan MSDS Material Safety Data Sheet NOA Notice-Of-Arrival NOSS National Occupational Skills Standard OAS Occupational Area Structure OGA Other Government Agencies OS Occupational Structure OSHA Occupational Safety & Health Act PC Performance Criteria PDCA Plan Do Check Action POD Proof Of Delivery SAP Systeme, Andwendungen, Produkte SKM Sijil Kemahiran Malaysia SMK Sistem Maklumat Kastam SOP Standard Operating Procedure SP Standard Practice STA StrategicTrade Act STC Standard Trading Conditions SWOT Strength, Weakness, Opportunity Threat

standard kemahiran pekerjaan kebangsaan (national ... · standard kemahiran pekerjaan kebangsaan...

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