The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Analyse the materiel logistics environment
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| Stakeholders are identified and consulted on materiel needs and capabilities in accordance with organisational policy and procedures Completed |
Evidence:
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Effective relationships are developed with stakeholders through consultation |
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Completed |
Evidence:
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Legislation and organisational policy and procedures that may impact on materiel logistics activity are identified and analysed |
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Completed |
Evidence:
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Key factors and issues identified from the operational concept of the materiel and materiel system are reviewed |
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Completed |
Evidence:
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Work health and safety (WHS)/occupational health and safety (OHS) requirements, including those contained in organisational procedures, applied throughout the operation |
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Completed |
Evidence:
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Contribute to materiel logistics strategies
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| Organisational objectives are contributed to in clear and measurable terms Completed |
Evidence:
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Strategies are contributed to ensure they reflect key stakeholder capability requirements |
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Completed |
Evidence:
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Materiel logistics strategies are introduced, consistent with strategic direction and costing |
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Completed |
Evidence:
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Establish priorities for materiel logistics strategies
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| Strategic priorities are contributed and documented that support organisational materiel logistics objectives Completed |
Evidence:
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Strategic priorities are analysed to ensure they reflect key stakeholder capability requirements, in accordance with organisational policy and procedures |
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Completed |
Evidence:
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Opportunities for strategic alliances and cooperative ventures are incorporated into strategies |
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Completed |
Evidence:
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Review strategic performance
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| Performance indicators and other criteria for measuring achievement are developed and documented Completed |
Evidence:
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All key aspects of organisational performance are addressed in performance measures, to meet stakeholder interests |
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Completed |
Evidence:
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Performance data is analysed on a regular and planned basis in terms of indicators and performance standards, in accordance with organisational policy and procedures |
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Completed |
Evidence:
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Strategic performance is reported in accordance with organisational policy and procedures |
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Completed |
Evidence:
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Objectives and strategies are reviewed, revised and documented as required |
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Completed |
Evidence:
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