Associated Assessment Criteria for Exit Level Outcome 1:

1.1 Specific legislation and key government initiatives are critically analysed to determine the significance of the role that supply chain management plays within organisations.
Range: Legislation includes but is not limited to the Constitution of South Africa, Broad-based Black Economic Empowerment Act, Public Finance Management Act, Municipal Finance Management Act, Preferential Procurement Policy Framework Act, Small Business Development Act, Prevention and Combating of Corrupt Activities Act, Customs and Excise Duties Act, Occupational Health and Safety Act, related regulations, policies, prescripts, practice notes and circulars. Key Government Initiatives include but are not limited to ASGISA, Proudly South African, Extended Public Works Programme, NEPAD, SME’s Development, Competitive Supplier Development Programme, highlight the complexity of the procurement decision, supplier selection, indicate GDP and spend on opex and capex.
1.2 Benchmarked supply chain management practices are analysed for inclusion in strategies.
Range: Analysis includes but is not limited to unpacking benchmarks and identifying key elements of the supply chain management system including risk and performance management.
1.3 The financial accountability cycle is evaluated to reflect the impact on supply chain management policies and practices.
Range: Impact includes but is not limited to the Public Finance Management Act (PFMA), the Municipal Finance Management Act (MFMA), the roles of the National Treasury and the Auditor-General in promoting good supply chain management practice within the accountability framework, risk management systems.
1.4 The fundamental importance of ethics is analysed to determine its impact on transparency in all transactions.
Range: Ethics and transparency include but is not limited to Ethical Codes of Conduct, legislation on access to information.
1.5 The value of continuous improvement programmes is assessed to determine its relationship to the supply chain function.
Range: Continuous improvement programmes include but are not limited to benchmarked standards relating to managing supplier performance (e.g. Total Quality Management (TQM)), linked to developing and expanding small businesses and the economy.
1.6 The necessity of professional development is evaluated to determine how it influences the establishment of a cadre of supply chain management professionals
Range: Professional development includes but is not limited to access to relevant qualifications, on-the-job-training, coaching and mentoring programmes, internships, job rotation.

Associated Assessment Criteria for Exit Level Outcome 2:

2.1 The process of developing corporate strategy is analysed to determine how supply chain management concepts are included in the strategy.
Range: Concepts include but are not limited to strategic sourcing, inventory management, value chain processes, total quality management, total cost of ownership, life cycle costing.
2.2 The importance of organisational structures, cultures and power is assessed in terms of their influence on the development and implementation of corporate strategy.
2.3 Various models of supply chain structures and relationships are distinguished and assessed in order to use in the development of strategies.
Range: Models include public and private sector business models.
2.4 Current supply chain management practices and challenges are analysed to determine their impact on the business or corporate strategy and on the organisation’s competitiveness and/or effectiveness.
Range: Current supply chain management practices and challenges include but are not limited to internal and external supply chains, the flows across organisational boundaries upstream and downstream, environment, resources.
2.5 Innovative and benchmarked strategies are implemented to continuously improve the business.
2.6 The availability, development and allocation of resources are analysed to support corporate strategy.
2.7 Drivers of change in global supply chains are diagnosed in order to propose strategies to address them and manage change processes directed towards achieving corporate strategy.

Associated Assessment Criteria for Exit Level Outcome 3:

3.1 Implementation plans are developed in order to execute supply chain management strategies.
Range: Implementation plans include but are not limited to the flow, procurement, storage, distribution, transportation, and export and import of supplies.
3.2 A Continuous Improvement Plan is developed and evaluated to ensure sustainability of the organisation.
3.3 Marketing and communication plans are developed to create market awareness in and to communicate with all relevant stakeholders.
3.4 A risk assessment plan is developed to provide a framework to manage business and operational risks.
3.5 A performance management plan is developed to monitor, evaluate and report progress against the strategic objectives of supply chain management and the organisation.

Associated Assessment Criteria for Exit Level Outcome 4:

4.1 The effectiveness of current strategic relationships within the supply chain is reviewed through relevant evaluation techniques.
4.2 Opportunities for establishing new strategic relationships within the supply chain are identified through networking, leading and influencing.
4.3 The benefits and risks of establishing new strategic relationships within the supply chain are diagnosed in relation to market, economic, social and political environments.
4.4 A process is undertaken to assess the impact of new relationships on existing strategic relationships within the supply chain.
4.5 Strategic relationships that improve the performance of the supply chain are established to achieve organisational strategic objectives more effectively.
4.6 Existing strategic relationships are maintained through effective problem solving and communication.