CHL Guide V3 - September 2017

GUIDE TO THE FRITZ INSTITUTE/ CILT(UK)
CERTIFICATION IN HUMANITARIAN
LOGISTICS (V3)
DELIVERED BY:
AWARDING ORGANISATION:
PROGRAMME DIRECTED BY:

GUIDE TO THE CERTIFICATION IN HUMANITARIAN LOGISTICS
CONTENTS
GUIDE TO THE CERTIFICATION IN HUMANITARIAN LOGISTICS ..............................................................................................................2
CONTENTS ........................................................................................................................ 2
INTRODUCTION................................................................................................................. 4
LOGISTICS LEARNING ALLIANCE LTD ......................................................................... 4
KEY FEATURES ................................................................................................................ 4
TYPICAL CANDIDATE PROFILE ..................................................................................... 5
THE CASE STUDY AND LEARNING SYSTEM ............................................................. 5
THE ASSESSMENT PROCESS ........................................................................................ 6
SCILAID CASE STUDY ..................................................................................................... 6
COMPETENCY ................................................................................................................... 8
ENROLMENT & FEE SCALE ........................................................................................... 9
SUPPORT........................................................................................................................... 9
QUALIFICATION STRUCTURE ...................................................................................... 10
©Logistics Learning Alliance Ltd
web: www.logisticslearningalliance.com email: hlcregistrations@logisticslearningalliance.com
Tel: +44 (0) 1530 832264 Skype: Admin_lla

UNIT 1: Supply Chain in Humanitarian Aid .........................................................................................................................................................11
UNIT 2: Warehousing & Inventory ......................................................................................................................................................................13
UNIT 3: Procurement .........................................................................................................................................................................................15
UNIT 4: Transport...............................................................................................................................................................................................17
UNIT 5: Fleet Management ................................................................................................................................................................................19
UNIT 6: Cash Transfer Programming (CTP) .......................................................................................................................................................21
UNIT 7: Managing a Humanitarian Supply Chain Response...............................................................................................................................23

INTRODUCTION
This guide provides background information to the Logistics Learning Alliance’s programme for the Fritz Institute/CILT(UK) Certification in
Humanitarian Logistics (CHL). This programme is delivered only by supportive, distance learning and exclusively by LLA.
We will allocate you a specialist coach who will guide and assist you to the conclusion of the qualification. The coach’s role is to ensure that
you are able to access the required learning and then to steer you through its effective application in a real life operational setting.
At the end of this programme we are confident that you will be equipped to apply the concepts in your chosen operation. We really look
forward to working with you to help you realise the potential you clearly believe you have.
LOGISTICS LEARNING ALLIANCE LTD
The coaches at LLA have been involved with training people working in the supply chain and its related activities for many years.
In the UK we are a CILT(UK) Approved Centre for the delivery of their qualifications, managing the learning programmes for many students
who pursue their qualifications by distance learning.
Our experience of working with a wide range of organisations gives us a good view of the challenges facing twenty first century supply
chain management and this experience is reflected in the design and delivery of this certification programme.
KEY FEATURES
This certification programme is a practical work-based qualification which will equip students with a complete set of skills for operations in a
humanitarian situation. The LLA competency route provides an opportunity for experienced practitioners to gain an internationally recognised
qualification attesting to their competence in humanitarian logistics management.
The candidate is required to demonstrate the practical application of the knowledge gained to situations which simulate those encountered in
real life humanitarian operations.

TYPICAL CANDIDATE PROFILE
A typical candidate will either be involved in humanitarian aid logistics at an operational level or considering entering the profession at this level.
This programme is also relevant for those providing a range of support services to those operating in the field.
THE CASE STUDY AND LEARNING SYSTEM
Supported Self Study is attractive to logistics/supply chain practitioners as it easily fits into a pattern of life that often involves erratic
working hours and transient working locations. Traditionally though it is a learning method with a downside. At times you can seem to be
isolated with nowhere to turn to for support. This is not the case with this programme. From the outset of the programme, candidates are
allocated a coach/tutor with specialist knowledge of the subject area. The coach will agree a personal learning plan for each unit with the
candidate, designed to enable the candidate to complete their studies well within the timescale of 3 years allowed by the FI/CILT (UK).
Typically, the programme should be finished in less than half of this time. The coach will support, advise, and guide the student through any
areas of difficulty to the successful conclusion of the programme.
The learning process includes a detailed case study that is a broad but intensive exploration of an NGO, SCILaid, involved in an on-going
humanitarian aid operation. For the purposes of the study programme learners are „recruited‟ by SCILaid and appointed to a position relevant
to their course of study. They will perform the tasks required by their role, demonstrating the necessary competences for the qualification.
This is learning by challenge and application.
Logistics Learning Alliance will provide new students with an internet link enabling them to download the case study simulation to their hard
drive. The full download will include
➢ A “ virtual‟ introductory tour of SCILaid
➢ Access to statistical and operational information about the SCILaid environment
➢ Access to management information which will provide information enabling the learner to submit work of an acceptable standard

THE ASSESSMENT PROCESS
The assessment process is designed to test two things:
➢ The knowledge of the individual
➢ The ability of the individual to apply that knowledge
SCILAID CASE STUDY
The case study provides a network of integrated or inter-related work-based tasks to ensure that whatever level and position within the
hierarchy of SCIL plc they are appointed to, candidates will have the opportunity to demonstrate their ability to apply the knowledge gained.

The assessment process will take into account prior learning, achievement and experience, which is appropriate to the requirements of the
qualification.
Each candidate is assigned a personal specialist coach/tutor, who will work with the candidate to provide the evidence to satisfy:
➢ All the outcomes of effective performance

➢ All the knowledge requirements of the qualification
Evidence of performance will be assessed on an on-going basis by LLA and externally verified by the CILT(UK).
In addition, to satisfy the requirements for the award of the Certification, an element of each qualification has to be assessed independently
from the organisation providing the learning, in this case LLA. It has, therefore, been decided that each Certification candidate will submit an
element of their course work which will be assessed by the CILT (UK). This project will be based on the final unit of the programme,
“Managing a Humanitarian Supply Chain Response”. LLA will brief you on the arrangements for this independent assessment once the
programme has started.
The charge for the initial assessment of the project is included in the programme fee, but re- assessments may incur additional charges.
When the CILT (UK) is satisfied that all the requirements of the qualification have been met the award of the Certification in Humanitarian
Logistics will be made.
A 3-year time limit for the completion of the programme is granted. Students wishing to complete the programme beyond this deadline must
submit a written application to LLA but should note the following
➢ No application will be accepted if 4 years or more have lapsed since the student's initial registration
➢ Students will have to re-start the programme after the 4-year period and re-register with LLA/CILT
➢ Alternatively, students can go through the normal APL procedure for units previously completed but should be aware that they
may have to assemble a completely new portfolio.
Please note that these time limits are the maximum allowed to complete the qualification. Candidates are strongly urged to attempt to complete
their studies within a shorter timescale and can reasonably expect to complete the programme within 18 months.
Where a candidate takes in excess of three years, the continued provision of administrative support, coaching and assessment will be at the
discretion of LLA.

Where candidates exceed the three year timeframe for completion of the certification programme there may be a requirement to reassess
elements of the work submitted to ensure currency with the current competences. In this circumstance additional assessment fees may be
payable.
COMPETENCY
One of the difficulties many candidates have at the start of their learning programmes is in making the adjustment to a system whereby
competence is assessed rather than knowledge being examined. For competence assessment, the coach/tutor is trying to find out, not just
how much you know, but if you understand it sufficiently to apply it in real life. Unlike a teacher or college tutor he has no knowledge of
your background, past attainments or experience. He can take nothing for granted, and in addition cannot be too specific in the advice he
gives you at times, as this may give you the answer without the need to research it yourself and work it out from first principles. It is
common for questions to be asked to clarify particular issues but once you have completed a few of the lessons you will see how the
system works.
Your coach/tutor will use a combination of directive and supportive behaviour to guide you through this process. This may be delivered face
to face, via e-mail, or a blend of both. You will also be required to submit regular reports to your coach.
One of the frequently asked questions is “How well am I doing?” The simple answer is that if you are passing the units and the coach is not
seeking additional clarification from you, this indicates that you are doing all that is required to demonstrate the necessary competence as
laid down by the awarding body, in this case CILT(UK). The degree of competence is not an issue as you have reached the level of
attainment required. However, the coach will always give you feedback on your approach and ways in which you could have improved your
response.
If at any time you feel you need help or advice either on the course content or the questions being asked, please let us know. The team is
here to help you and give you guidance. There may also be some difficulty in understanding the way we say things or in our understanding fully
the problem you feel you have. If you are experiencing such difficulties please let us know as early as possible. It is essential to keep in touch
and work with us.
In the simulation scenario, your „line manager‟ will set you a series of tasks designed to enable you to demonstrate your underlying knowledge
and understanding. Through a report, you will show and justify how, using this knowledge and understanding together with your own
experience, you would respond to the task. The full course of study is then completed in this tried and tested „little and often‟ way enabling

the principles learned to be gradually integrated into your real life daily work plan. The method is enjoyable, practical and a genuine fast-
track route to an internationally recognised qualification.
You will be taken through the steps of:
➢ Analysing the current operational processes for a given scenario

➢ Exploring the options for improvements
➢ Defining the preferred solution
➢ Showing how the solution should be implemented.
On the completion of the tasks for the unit, you will have a completed portfolio of evidence of competence that your coach will refer for
assessment by a qualified assessor. This may lead to a request for further evidence of your competence. In this eventuality, the candidate
may have to revisit one or two of the tasks and expand on or clarify work previously submitted. This will only happen if the final
assessor disagrees with the assessment of the learner’s coach.
On completion of the tasks, you will work on your project for independent assessment. Information on the project requirements will be
issued separately.
ENROLMENT & FEE SCALE
No formal qualifications are required to enrol as a candidate for the Certification programme. The fees for this programme are available on
application to Logistics Learning Alliance on
+44 (0) 1530 832264 or HLCRegistrations@logisticslearningalliance.com
SUPPORT
Strong coaching support is built into all Logistics Learning Alliance learning programmes and candidates are encouraged to contact their coach
whenever they need advice and guidance. Coaches are available by telephone during normal UK business hours (0900 to 1700 UK time) or by
e-Mail. Experience has shown us that the most successful students are those who do not hesitate to contact their coach whenever they need
support.

QUALIFICATION STRUCTURE
The Certification in Humanitarian Logistics programme has been modelled on a competency framework which specifies precisely what a
humanitarian logistician should be able to do and how well it should be done. To achieve the Certification, candidates are required to
demonstrate competence in a variety of area, which will include:
➢ Humanitarian Supply Chains

➢ Warehouse and Inventory
➢ Procurement
➢ Transport
➢ Fleet Management
➢ Cash Transfer Programmes
➢ Managing the Humanitarian Supply Chain Response
The contents of the Units are detailed in annex A

ANNEX A – CHL STRUCTURE
UNIT 1: SUPPLY CHAIN IN HUMANITARIAN AID

OBJECTIVE: PROVIDE AN OVERVIEW OF THE WORLD OF HUMANITARIAN AID AND THE
IMPORTANCE AND ROLE OF SUPPLY CHAINS AND LOGISTICS AND UNDERSTAND THE
DIFFERENT REQUIREMENTS FROM SUPPLY CHAIN/LOGISTICS FOR THE VARIOUS
MODALITIES OF AID.
LEARNING OUTCOMES ASSESSMENT CRITERIA
CONTENT
The learner can… The learner will…
1. Identify situations and places in the • Define humanitarian aid and identify potential situations in • Definition of humanitarian aid
world where humanitarian aid is which it is used • Different situations and reasons for humanitarian aid
required and the types (modalities) of • Identify aid modalities and their respective benefits • Constraints in providing humanitarian aid
aid given • Identify the operational constraints connected to humanitarian • The different modalities and programme benefits of each
aid situations
2. Identify the objectives, activities, and • Identify the types of organisations involved in humanitarian aid • Types and mandates of organisations involved in humanitarian
partners of humanitarian aid • Identify the operational requirements for working with aid
organisations humanitarian organisations • Operational activities of humanitarian aid organisations
• Identify sources of funds and other resources used by • Phases of humanitarian response
humanitarian organisations • Sources of funds and resources
• Identify opportunities for collaboration in the supply chains of • The link between achieving programme objectives and delivery
relevant humanitarian agencies
• Evaluate the operational constraints connected to the sources
of funds and resources
3. Explain the expertise and • Explain the contribution of logistics and supply chain • What is meant by logistics, supply chain, and its main
perspectives of each function in a management to the objectives of humanitarian organisations components
humanitarian organisation • Identify the need for operational relationships with other • The role of supply chain and how it links with other aid activities
functions/activities within humanitarian organisations and other functions in the organisation
• Identify the obstacles and challenges to logistics and supply• The importance of the performance of the supply chain in aid
chain management in humanitarian organisations situations
• The Modality Decision – what it is, who makes it, and
contributions from each function
4. Identify how logistics and supply • Identify types of beneficiary service programmes • Beneficiary service programmes
chain supports different delivery • Identify and estimate logistics requirements for different types of• Decision making for programme approach
mechanisms and beneficiary service beneficiary service programmes • Specific logistics requirements of beneficiary service
programmes • Develop an action plan to coordinate logistics and supply chain programmes
activities with other activities • Coordination with other functions/activities

5. Explain how logistics/supply chain • Identify the phases of the project cycle • The phases of the project cycle
contributes to the modality decision • Identify logistics/supply chain activities / contributions during • Major activities / tasks in each phase
and each phase of the project cycle each phase of the project cycle • Logistics / supply chain contributions to achieving successful
implementation of each phase
6. Explain the difference between • Explain the difference between organisational policies, donor • Ethics
organisational policies and requirements, and compliance • Organisational policies
compliance and the value of standard • Explain standard operating procedures and how they support • Donor requirements
operating procedures (SOPs) segregation of duties • Compliance
• Explain link between sources of resources and restrictions on • Segregation of duties
usage • Standard operating procedures
• Sources of resources
7. Identify preparedness actions for a • Identify key parts of humanitarian supply chains and their • Preparedness vs contingency planning
humanitarian aid supply chain characteristics for various aid situations • Supply chain preparedness
• Explain the planning process for a humanitarian supply chain • Communication infrastructure and information systems
• Identify resource requirements for a humanitarian supply chain • Human resources needed
• Identify key relationships for an effective and efficient • Important relationships
humanitarian supply chain
• Identify components of an implementation plan to achieve
supply chain requirements
8. Identify actions that will contribute to • Identify potential improvements • How to measure and analyse supply chain performance,
the improvement of a humanitarian • Develop implementation plan for improvements including KPIs for both performance and cost
aid supply chain • Monitor impact to performance and cost and provide feedback • Why supply chains may not always function effectively and
on implemented improvements efficiently in humanitarian aid organisations
• Improvement opportunities in humanitarian supply chains
• Analysing the way supply chain has contributed to the overall
relief programme

UNIT 2: WAREHOUSING & INVENTORY

OBJECTIVE: BUILD THE SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN
WAREHOUSING AND INVENTORY MANAGEMENT FOR HUMANITARIAN
ORGANISATIONS.

CONTENT
1. Explain the purpose of warehouses • Compare existing warehouse and inventory management • The role of a warehouse in a humanitarian supply chain
and inventory management systems and procedures with organisation policy • The role of inventory in a humanitarian supply chain
• Identify potential improvements and develop implementation • The role of warehouse management
plan • The role of inventory management
• Identify information required for a warehouse and inventory
management plans and strategy
• Develop a warehouse and inventory management plans and
strategy
2. Develop a plan to set up a new • Create a warehouse layout • Understand need and use of warehouses in humanitarian
warehouse • Define appropriate warehouse processes supply chains
• Evaluate and select appropriate warehouse resources • Characteristics and requirements of goods
• Evaluate and select appropriate handling and storage • Warehouse layouts
equipment • Processes, procedures, and resources
• Analyse and interpret supply and demand data • Handling and storage equipment
• Identify the regulatory and security requirements of a • Other equipment
warehouse • Use of supply chain data
• Legislation and security
3. Develop a plan to manage • Plan for receipt and storage of in-bound goods, order picking, • Plan warehouse receiving, storing, order assembly, and
warehouse operations and dispatch operations dispatch operations
• Allocate resources (labour and other) on a daily basis in relation • Organize warehouse receiving, storing, order assembly, and
to this plan dispatch operations
• Modify planned activity to cope with contingencies that may • Control warehouse receiving, storing, order assembly, and
arise dispatch operations
• Analyze performance of the warehouse operation

4. Develop policies to manage inventory • Define demand capture operations • Capture and forecast demand for goods and services
• Forecast demand for goods • Stock control and movements
• Analyze product availability and lead times • Stock levels
• Define process for monitoring stock movements • Stock records
• Define process for auditing stock levels and stock inventories
• Explain how to update, analyze, verify, and reconcile stock
records
5. Develop a plan to manage the work • Identify health and safety concerns and requirements • Health and safety requirements
environment • Define controls for the safe and efficient receipt, storage, • Security factors and risks that can affect warehouse operations
picking, and dispatch of goods
• Develop a plan to manage security risks
6. Define warehouse resource • Define policy for regular checking and servicing of equipment • Plan and organize the care of warehouse equipment
requirements and appropriate care • Analyze data generated from the regular checking and servicing • Direct and control the care of warehouse equipment
of warehousing equipment
• Define reasons when equipment needs to be removed from the
operation and the process for ensuring the right actions are
taken

UNIT 3: PROCUREMENT
OBJECTIVE: BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN PROCUREMENT
AND IMPORT/EXPORT MANAGEMENT FOR HUMANITARIAN ORGANISATIONS.

CONTENT
1. Explain the function of procurement • Identify logistics information requirements for the development • Definition of procurement
of procurement plans and strategies • The difference between a partner and a supplier
• Identify opportunities for improvement of procurement • The procurement process organisation
operations • External relationships
• Internal relationships
 Procurement vs. the ‘client unit’
• Segregation of duties
• Procurement planning
2. Advise internal clients on orders • Explain order process and roles & responsibilities • Information needed to prepare an order
• Advise on development of specifications • How orders are processed
• Explain documentation requirements for import/export • Sources of information for international trade
• Advise customers on specifications, cost, timings, etc., to • The use and application of INCOTERMS
enable them to prepare an order
• Identify the appropriate INCOTERM for a specific import
3. Develop a plan, systems, and • Develop plan for building and managing effective working • Types of suppliers, service providers, and agents
processes for managing relationships relationships with suppliers • Vendor rating
with suppliers • Evaluate records of receipt and inspection of suppliers and • Supplier performance monitoring
performance records for services • Supplier development
• Identify performance history from analysis reports and
implement remedial actions
• Define feedback mechanisms for information on supplier
performance
• Develop plan for working with suppliers to improve performance

4. Evaluate sourcing options • Define requirements for goods and services • Supply market analysis
• Evaluate supply market • Supplier appraisal
• Evaluate supplier capacity • Sourcing strategies and supply sources
• Define supplier appraisal systems • Commodity tracking
• Develop plan for implementing sourcing strategies • Import parity price analysis
• Complete analysis of import parity prices and make
recommendation
5. Apply purchasing policies and • Assess use of appropriate procurement systems and • Procurement systems and procedures
procedures procedures • Procurement methods
• Develop procurement plan for goods and services to be • Specifications
purchased • Supplier selection
• Explain process and inputs for the development of • Law of contract
specifications • Contractual arrangements
• Produce appropriate documentation • Contract and purchase/sales order administration
• Place order or contract according to procurement rules and
procedures
6. Explain how to monitor and control • Explain how to operate and maintain an expediting system • Expediting
inventory • Explain how to process and monitor the requisition/order • Receipt and inspection
• Compare deliveries against orders and maintain records of • Verifying and recording deliveries
orders • Monitoring movement of goods
• Explain how to monitor the progress of orders and goods
through the delivery system using track and trace systems
• Report on stock and upstream pipeline for inventory control and
accurate reordering
7. Illustrate effective management of • Identify and explain how to manage critical goods and services • Critical goods and services
risk • Identify risks and controls to manage them • Identify risks
• Assess whether a code of ethics for procurement activity is • Managing risks
being followed • Ethical procurement
• Define a disciplinary/termination procedure in line with • Segregation of duties
organisational rules and regulations • Waivers of competition
• Explain methods of international payment and required • Following financial procedures
documentation • Managing country and buyer risk
• Assess whether financial procedures are being followed and • Bonds, guarantees, and indemnities in international trade
respected and make recommendations on how to adjust to • Main methods of international payment
meet requirements
• Explain waivers of competition
• Determine need for cargo insurance

UNIT 4: TRANSPORT
OBJECTIVE: BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN TRANSPORT
MANAGEMENT FOR HUMANITARIAN ORGANISATIONS.

CONTENT
1. Define the goods to be moved • Compare the loads to type constraints and legislative controls • How characteristics of goods impact handling
• Select suitable handling methods for different consignments • Safety and security of goods to be moved
• Plan loads to match variable demand and supply • Unitization methods
• Flows of good requiring movement
2. Identify origins, destinations, & routes • Develop a plan and schedule freight transits for single and • Sources and destinations of goods for movement
partial loads • Collection and delivery site
• Apply appropriate systems to audit current fleet performance, • Third parties
perform live order routing, prepare invoices, and audit • Route planning and scheduling
contractors
• Outline multi-modal routing relative to resources and time
3. Select appropriate modes of transport • Contribute to the Select an appropriate mode (or combination of • Suitability of various modes of freight transport for carriage of
modes) for any specific goods movement and the appropriate goods
vehicle within the mode • Vehicles of modes of transport
• Plan movements through ports recognizing operational • Modal nodes
characteristics • Characteristics of movement by rail
• Plan movements by rail recognizing operational characteristics • Characteristics of movement by air
• Plan movements by air recognizing operational characteristics • Characteristics of movement by road
• Plan movements by road recognizing operational • Characteristics of movement by sea
characteristics • Characteristics of movements by inland waterway
• Plan movements by sea recognizing operational characteristics • Security precautions
• Plan movements by inland waterway recognizing operational
characteristics
• Define security precautions necessary for freight interchanges,
depots, terminals, and movements

4. Develop a plan for movement of • Plan movement and international movements • Movement
goods • Prepare a resource plan for the movement of goods • Issues involved in undertaking movements
• Prepare a security plan for a journey • Planning movements
• Establish need for import/export license requirements • Information exchange
• Identify appropriate classifications of goods • Customs procedures
• Explain customs procedures • Required documentation
• Define documentation requirements • International classification of goods
• Establish a process for monitoring movement of goods through • VAT regulations
customs clearance
5. Develop a system for managing • Select transport providers and establish contracts • Selecting transport providers
transport providers • Develop a policy for managing the service provided by transport • Managing transport providers
providers
• Analyze performance data

UNIT 5: FLEET MANAGEMENT

OBJECTIVE: BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN FLEET
MANAGEMENT IN A HUMANITARIAN ORGANISATION.
LEARNING OUTCOMES ASSESSMENT CRITERIA CONTENT
(The learner can…) (The learner will…)
1. Explain the function of fleet • Assess compliance of existing fleet management systems and • What is fleet management
management procedures to organisational policies • Fleet management systems and procedures
• Identify potential improvements in organisational fleet • Fleet management plans
management systems and procedures and develop a plan for
implementation
• Identify information requirements for the development of
organisational fleet management plans
• Identify components of organisational fleet management plans
2. Develop a plan to set up a fleet • Define the specifications of the requirements of the fleet • Understand needs and use of fleet
• Identify relevant legislative and security requirements • Process for selecting suitable vehicles equipment and facilities
• Evaluate and select suitable vehicles and equipment • Establish operating procedures
• Evaluate and select suitable human resources • Establish systems for measuring and monitoring performance of
• Establish operational systems and procedures fleet
• Establish a vehicle and driver performance management • Establish maintenance procedures and systems
system
• Establish maintenance systems and procedures
• Evaluate fuel supplies and controls
3. Develop systems to manage a fleet • Create consolidated requirements for movements of goods and • Managing documentation
people based on orders received • Administration requirements
• Prepare routing plans and schedules to meet orders for • Managing drivers
movement of goods and people • Complying with relevant legislation and security requirements
• Evaluate compliance with the relevant local regulations • Planning movements, route planning, and scheduling
governing transport • Managing other assets
• Analyze costs and performance and prepare management
reports

4. Define requirements and systems for • Identify requirements for people (drivers, maintenance, • Terms of references / job descriptions
managing people / team of drivers dispatcher, etc.) to support fleet • Supervising teams and individuals
• Assess current drivers and determine if they have suitable • Identifying training needs
qualifications • Recruiting process
• Evaluate training needs and plan to meet the needs
• Select and acquire people
• Define procedures, including documentation and incident
reporting

UNIT 6: CASH TRANSFER PROGRAMMEMING (CTP)

OBJECTIVE: BUILD SKILLS AND KNOWLEDGE REQUIRED FOR SUPPORTING SUPPLY CHAIN AND
LOGISTICS ACTIVITIES FOR DELIVERY OF A CASH TRANSFER PROGRAMME (CTP).
CONTENT
1. Explain Requirements of Cash • Explain the link between programme objectives and supply • Requirements of different modalities
Transfer Programming & Considering chain activities for Cash Transfer Programming(CTP) • Link between supply chain activities and programme objectives
Modality Change • Explain market-based interventions and hybrid response • Risk of outsourcing supply chain / logistics activities through
options CTP
• Communicate concerns on operational exposure by switching • Market-based interventions
to CTP • Hybrid response models
• Explain the value of early involvement of supply chain in a CTP • The project cycle and when supply chain should be involved
project
2. Define Delivery Mechanisms, • Identify the types of service providers involved in CTP • Types of delivery mechanisms and service providers who
Contract Complexities, and • Explain the difference between the transfer value and transfer provide them
Maintaining Competitive Procurement fee • Complexities of delivery mechanism services and fees
• Explain challenges of contracting for delivery mechanism • Valuing service provider contracts
service providers • Maintaining competitive procurement which contracting for
• Explain how to negotiate with delivery mechanism service delivery mechanism services
providers in accordance with policies on competitive • Retail agents
procurement • Approaches to contracting for vouchers
• Explain approaches for contracting retail agents • Maintaining competitive procurement during contracting retail
• Explain how to maintain competitive procurement while agents
contracting retail agents
3. Explain assessments and the Retail • Identify which assessments supply chain leads and which it • The goal of the Assessments & Analysis Phase (revisit)
Market Assessment contributes to • Overview of Assessments
• Explain supply chains vs. programme’s perspectives on the • The Retail Market Assessment
retail market • Market-Based Interventions
• Identify topics and sources of information for inclusion in retail • Market Mapping
market assessment
• Plan a retail market assessment
• Draw a basic market map and explain what it shows

4. Evaluate options using appropriate • Identify analyses required for a modality decision to be made • Overview of analyses
analyses • Define Supply Chain’s role and contributions to the required • Procurement Options Analysis
analyses  Import Parity Price Analysis
• Calculate commodity costs based on CTP vs. local  Options for voucher contracting & implications
procurement vs. international procurement • Operational Design Options Analysis
• Make recommendation about sourcing based on import parity • Value for Money Analysis
price analysis and risks of sourcing markets (builds on U3#4) • Risk Analysis
• Explain approaches to contracting for vouchers and implications • Response Analysis
• Identify important supply chain considerations for the
Operational Design Options Analysis
• Evaluate the impact to the overall supply chain budget
• Contribute to analyses led by other functions
5. Develop a plan to monitor the market • Explain the types of monitoring and identify which supply chain • Types of Monitoring (Post-Distribution vs. Market vs. Supplier)
is involved in • Perspectives and contributions of Supply Chain vs other
• Explain the importance of market monitoring and key functions
components • Market Monitoring
• Plan monitoring for the retail market

UNIT 7: MANAGING A HUMANITARIAN SUPPLY CHAIN RESPONSE

OBJECTIVE: ESTABLISH FOUNDATION SKILLS AND KNOWLEDGE FOR EFFECTIVE MANAGEMENT
OF A SUPPLY CHAIN AS PART OF A HUMANITARIAN RESPONSE.
CONTENT
1. Assess a Changing Situation • Clarify objectives of organisation’s interventions in Betaland • Factors to consider in assessment
• Assess changes in the operational context • Identify operational constraints (also covered in Unit 1, but
• Evaluate information on the humanitarian aid requirements revisiting)
• Assess the operational need of the requirements – beneficiary’s • Information on aid requirements and supply chain requirements
needs as well as resources required to implement • Identify operational needs
• Provide information to colleagues regarding the impact of a • Health and safety requirements in supply chain activities (builds
specific piece of legislation on an operational issue on U2#5)
• Obtain, analyze, and present information on the security factors • Security factors and risks that can affect the operation of the
that might impact on supply chain operations supply chain (builds on U2#5)
2. Explain the current state and • Analyze needs for ongoing operations vs new requirements • Modality options (builds on Unit 1
response options • Critically compare modality options • Analyzing resources and gaps against requirements
• Analyze current stocks and pipeline against requirements, • Roles and responsibilities of other internal functions (revisited
identifying available resources and gaps from U1)
• Compare donor requirements to locally available resources  What information should be shared with each and why they
• Analyze staffing resources against requirements, identifying should know
available staff and gaps  Others who can impact on or contribute to an effective and
• Develop plan to share information with counterparts and efficient operation
stakeholders in a timely and accurate manner • Present findings to appropriate people
• Share information with others on plans, activities, and
resources

3. Develop a plan to manage supply • Develop an action plan to respond to the requirements • Resources and activities that can be coordinated
chain operations in conjunction with • Develop a plan to organize and lead the work of the • How to maintain relationships
other contributors logistics/supply chain team and individuals (builds on U5#4) • Internal coordination mechanisms
• Review and revise operational plans to take account of any • External coordination mechanisms
others present in the field
• Coordinate the supply chain team’s activities and resources
with counterparts and stakeholders in order to achieve common
objectives
• Determine options to overcome obstacles
• Agree and document actions with appropriate people
4. Develop a plan to manage risk • Identify indicators of system failure • Recognize signals of a dysfunctional situation
• Identify safety risks and requirements of the supply chain • Health and safety requirements in supply chain activities
(builds on U2#5) • Security factors and risks that can affect the operation of the
• Identify security risks and requirements of the supply chain supply chain
(builds on U2#5) • Mitigating measures
• Identify mitigating measures
5. Identify supply chain contributions to • Identify supply chain’s concerns and contributions for • Exit and transition options
exit, transition, feedback, and lessons exit/transition options • Compliance and documentation
learned • Identify overall project documentation requirements (including • Feedback and lessons learned exercises
financial)
• Develop a plan for integrating lessons learned into
preparedness

CHL Guide V3 - September 2017

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CHL Guide V3 - September 2017

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GUIDE TO THE FRITZ INSTITUTE/ CILT(UK)

PROGRAMME DIRECTED BY:

GUIDE TO THE CERTIFICATION IN HUMANITARIAN LOGISTICS ..............................................................................................................2

LOGISTICS LEARNING ALLIANCE LTD ......................................................................... 4

KEY FEATURES ................................................................................................................ 4

TYPICAL CANDIDATE PROFILE ..................................................................................... 5

THE CASE STUDY AND LEARNING SYSTEM ............................................................. 5

THE ASSESSMENT PROCESS ........................................................................................ 6

SCILAID CASE STUDY ..................................................................................................... 6

ENROLMENT & FEE SCALE ........................................................................................... 9

QUALIFICATION STRUCTURE ...................................................................................... 10

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UNIT 2: Warehousing & Inventory ......................................................................................................................................................................13

UNIT 3: Procurement .........................................................................................................................................................................................15

UNIT 5: Fleet Management ................................................................................................................................................................................19

UNIT 6: Cash Transfer Programming (CTP) .......................................................................................................................................................21

UNIT 7: Managing a Humanitarian Supply Chain Response...............................................................................................................................23

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LOGISTICS LEARNING ALLIANCE LTD

©Logistics Learning Alliance Ltd

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Tel: +44 (0) 1530 832264 Skype: Admin_lla

THE CASE STUDY AND LEARNING SYSTEM

➢ A “ virtual‟ introductory tour of SCILaid

➢ Access to statistical and operational information about the SCILaid environment

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The assessment process is designed to test two things:

➢ The knowledge of the individual

➢ The ability of the individual to apply that knowledge

SCILAID CASE STUDY

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➢ All the outcomes of effective performance

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©Logistics Learning Alliance Ltd

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You will be taken through the steps of:

➢ Analysing the current operational processes for a given scenario

ENROLMENT & FEE SCALE

+44 (0) 1530 832264 or HLCRegistrations@logisticslearningalliance.com

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➢ Humanitarian Supply Chains

The contents of the Units are detailed in annex A

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UNIT 1: SUPPLY CHAIN IN HUMANITARIAN AID

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©Logistics Learning Alliance Ltd

web: www.logisticslearningalliance.com email: hlcregistrations@logisticslearningalliance.com