Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners
TLIX6002 Mapping and Delivery Guide
Contribute to materiel logistics strategies
Version 1.0
Issue Date: April 2024
Qualification | - |
Unit of Competency | TLIX6002 - Contribute to materiel logistics strategies | |
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Description | ||||
Employability Skills | ||||
Learning Outcomes and Application | This unit involves the skills and knowledge required to provide input to the development of materiel logistics strategies by employees or others who are not directly responsible for the development process itself. It includes contributing to the consultative, validation and review phases and providing feedback on the process. This unit was developed for logistics specialists working within materiel logistics but is applicable to individuals in broader logistics roles.Typically these individuals work independently or as part of a team under direct and/or indirect supervision, use discretion and judgement, and take responsibility for the quality of their outputs. All activities are carried out in accordance with relevant organisational policy and procedures.This unit cannot be used in a qualification in which TLIX6001F ormulate materiel logistics strategies has been used.No licensing, legislative or certification requirements apply to this unit at the time of publication. | |||
Duration and Setting | X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
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Prerequisites/co-requisites | ||||
Competency Field | X – Logistics |
Development and validation strategy and guide for assessors and learners | Student Learning Resources | Handouts Activities |
Slides PPT |
Assessment 1 | Assessment 2 | Assessment 3 | Assessment 4 | |
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Elements of Competency | Performance Criteria | |||||||
Element: Analyse the materiel logistics environment | ||||||||
Element: Stakeholders are identified and consulted on materiel needs and capabilities in accordance with organisational policy and procedures | ||||||||
Element: Effective relationships are developed with stakeholders through consultation | ||||||||
Element: Legislation and organisational policy and procedures that may impact on materiel logistics activity are identified and analysed | ||||||||
Element: Key factors and issues that have been identified from the operational concept of the materiel and materiel system are reviewed | ||||||||
Element: Contribute to materiel logistics strategies | ||||||||
Element: Organisational objectives are contributed to in clear and measurable terms | ||||||||
Element: Strategies are contributed to ensure they reflect key stakeholder capability requirements | ||||||||
Element: Materiel logistics strategies are introduced, consistent with strategic direction and costing | ||||||||
Element: Establish priorities for materiel logistics strategies | ||||||||
Element: Strategic priorities are contributed and documented that support organisational materiel logistics objectives | ||||||||
Element: Strategic priorities are analysed to ensure they reflect key stakeholder capability requirements of, in accordance with organisational policy and procedures | ||||||||
Element: Opportunities for strategic alliances and cooperative ventures are incorporated into strategies | ||||||||
Element: Review strategic performance | ||||||||
Element: Performance indicators and other criteria for measuring achievement are developed and documented | ||||||||
Element: All key aspects of organisational performance are addressed in performance measures, to meet stakeholder interests | ||||||||
Element: Performance data is analysed on a regular and planned basis in terms of indicators and performance standards, in accordance with organisational policy and procedures | ||||||||
Element: Strategic performance is reported in accordance with organisational policy and procedures | ||||||||
Element: Objectives and strategies are reviewed, revised and documented as required |