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 

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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 



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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. 



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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 



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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. 



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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. 



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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 



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the principles learned to be gradually integrated into your real life daily work plan. The method is enjoyable, practical and a genuine fasttrack 

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 

SUPPORT 

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

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. 



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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 



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ANNEX A – CHL STRUCTURE 

UNIT 1: SUPPLY CHAIN IN HUMANITARIAN AID 

OBJECTIVE: 

LEARNING OUTCOMES 

The learner can… 

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. 

ASSESSMENT CRITERIA 

The learner will… 

1. Identify situations and places in the • Define humanitarian aid and identify potential situations in 

world where humanitarian aid is which it is used 

required and the types (modalities) of • Identify aid modalities and their respective benefits 

aid given 

• Identify the operational constraints connected to humanitarian 

aid situations 

2. Identify the objectives, activities, and 

partners of humanitarian aid 

organisations 

3. Explain the expertise and 

perspectives of each function in a 

humanitarian organisation 

4. Identify how logistics and supply 

chain supports different delivery 

mechanisms and beneficiary service 

programmes 

• Identify the types of organisations involved in humanitarian aid 

• Identify the operational requirements for working with 

humanitarian organisations 

• Identify sources of funds and other resources used by 

humanitarian organisations 

• Identify opportunities for collaboration in the supply chains of 

relevant humanitarian agencies 

• Evaluate the operational constraints connected to the sources 

of funds and resources 

• Explain the contribution of logistics and supply chain 

management to the objectives of humanitarian organisations 

• Identify the need for operational relationships with other 

functions/activities within humanitarian organisations 

• Identify the obstacles and challenges to logistics and supply 

chain management in humanitarian organisations 

CONTENT 

• Definition of humanitarian aid 

• Different situations and reasons for humanitarian aid 

• Constraints in providing humanitarian aid 

• The different modalities and programme benefits of each 

• Types and mandates of organisations involved in humanitarian 

aid 

• Operational activities of humanitarian aid organisations 

• Phases of humanitarian response 

• Sources of funds and resources 

• The link between achieving programme objectives and delivery 

• What is meant by logistics, supply chain, and its main 

components 

• The role of supply chain and how it links with other aid activities 

and other functions in the organisation 

• The importance of the performance of the supply chain in aid 

situations 

• The Modality Decision – what it is, who makes it, and 

contributions from each function 

• Beneficiary service programmes 

• Identify types of beneficiary service programmes 

• Identify and estimate logistics requirements for different types of • Decision making for programme approach 

beneficiary service programmes 

• Specific logistics requirements of beneficiary service 

• Develop an action plan to coordinate logistics and supply chain programmes 

activities with other activities 

• Coordination with other functions/activities 



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5. Explain how logistics/supply chain 

contributes to the modality decision 

and each phase of the project cycle 

6. Explain the difference between 

organisational policies and 

compliance and the value of standard 

operating procedures (SOPs) 

7. Identify preparedness actions for a 

humanitarian aid supply chain 

8. Identify actions that will contribute to 

the improvement of a humanitarian 

aid supply chain 

• Identify the phases of the project cycle 

• Identify logistics/supply chain activities / contributions during 

each phase of the project cycle 

• Explain the difference between organisational policies, donor 

requirements, and compliance 

• Explain standard operating procedures and how they support 

segregation of duties 

• Explain link between sources of resources and restrictions on 

usage 

• The phases of the project cycle 

• Major activities / tasks in each phase 

• Logistics / supply chain contributions to achieving successful 

implementation of each phase 

• Ethics 

• Organisational policies 

• Donor requirements 

• Compliance 

• Segregation of duties 

• Standard operating procedures 

• Sources of resources 

• Identify key parts of humanitarian supply chains and their • Preparedness vs contingency planning 

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 

• Identify potential improvements 

• Develop implementation plan for improvements 

• Monitor impact to performance and cost and provide feedback 

on implemented improvements 

• How to measure and analyse supply chain performance, 

including KPIs for both performance and cost 

• Why supply chains may not always function effectively and 

efficiently in humanitarian aid organisations 

• Improvement opportunities in humanitarian supply chains 

• Analysing the way supply chain has contributed to the overall 

relief programme 



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UNIT 2: WAREHOUSING & INVENTORY 

OBJECTIVE: 

BUILD THE SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN 

WAREHOUSING AND INVENTORY MANAGEMENT FOR HUMANITARIAN 

ORGANISATIONS. 



1. Explain the purpose of warehouses 

and inventory management 

2. Develop a plan to set up a new 

warehouse 

3. Develop a plan to manage 

warehouse operations 



• Compare existing warehouse and inventory management 

systems and procedures with organisation policy 

• Identify potential improvements and develop implementation 

plan 

• Identify information required for a warehouse and inventory 

management plans and strategy 

• Develop a warehouse and inventory management plans and 

strategy 

• Create a warehouse layout 

• Define appropriate warehouse processes 

• Evaluate and select appropriate warehouse resources 

• Evaluate and select appropriate handling and storage 

equipment 

• Analyse and interpret supply and demand data 

• Identify the regulatory and security requirements of a 

warehouse 

• Plan for receipt and storage of in-bound goods, order picking, 

and dispatch operations 

• Allocate resources (labour and other) on a daily basis in relation 

to this plan 

• Modify planned activity to cope with contingencies that may 

arise 

• Analyze performance of the warehouse operation 

CONTENT 

• The role of a warehouse in a humanitarian supply chain 

• The role of inventory in a humanitarian supply chain 

• The role of warehouse management 

• The role of inventory management 

• Understand need and use of warehouses in humanitarian 

supply chains 

• Characteristics and requirements of goods 

• Warehouse layouts 

• Processes, procedures, and resources 

• Handling and storage equipment 

• Other equipment 

• Use of supply chain data 

• Legislation and security 

• Plan warehouse receiving, storing, order assembly, and 

dispatch operations 

• Organize warehouse receiving, storing, order assembly, and 


• Control warehouse receiving, storing, order assembly, and 




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4. Develop policies to manage inventory • Define demand capture operations 

• Forecast demand for goods 

• Analyze product availability and lead times 

• Define process for monitoring stock movements 

• 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 

environment 

6. Define warehouse resource 

requirements and appropriate care 

• Identify health and safety concerns and requirements 

• Define controls for the safe and efficient receipt, storage, 

picking, and dispatch of goods 

• Develop a plan to manage security risks 

• Define policy for regular checking and servicing of equipment 

• Capture and forecast demand for goods and services 

• Stock control and movements 

• Stock levels 

• Stock records 

• Health and safety requirements 

• Security factors and risks that can affect warehouse operations 

• Plan and organize the care of warehouse equipment 

• 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 



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UNIT 3: PROCUREMENT 

OBJECTIVE: 

BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN PROCUREMENT 

AND IMPORT/EXPORT MANAGEMENT FOR HUMANITARIAN ORGANISATIONS. 





1. Explain the function of procurement • Identify logistics information requirements for the development 

of procurement plans and strategies 

• Identify opportunities for improvement of procurement 

operations 

2. Advise internal clients on orders • Explain order process and roles & responsibilities 

• Advise on development of specifications 

• Explain documentation requirements for import/export 

• Advise customers on specifications, cost, timings, etc., to 

enable them to prepare an order 

• Identify the appropriate INCOTERM for a specific import 

3. Develop a plan, systems, and 

processes for managing relationships 

with suppliers 

• Develop plan for building and managing effective working 

relationships with suppliers 

• Evaluate records of receipt and inspection of suppliers and 

performance records for services 

• 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 

CONTENT 

• Definition of procurement 

• The difference between a partner and a supplier 

• The procurement process organisation 

• External relationships 

• Internal relationships 

Procurement vs. the ‘client unit’ 


• Procurement planning 

• Information needed to prepare an order 

• How orders are processed 

• Sources of information for international trade 

• The use and application of INCOTERMS 

• Types of suppliers, service providers, and agents 

• Vendor rating 

• Supplier performance monitoring 

• Supplier development 



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4. Evaluate sourcing options • Define requirements for goods and services 

• Evaluate supply market 

• Evaluate supplier capacity 

• Define supplier appraisal systems 

• Develop plan for implementing sourcing strategies 

• Complete analysis of import parity prices and make 

recommendation 

5. Apply purchasing policies and 

procedures 

6. Explain how to monitor and control 

inventory 

7. Illustrate effective management of 

risk 

• Assess use of appropriate procurement systems and 

procedures 

• Develop procurement plan for goods and services to be 

purchased 

• Explain process and inputs for the development of 

specifications 

• Produce appropriate documentation 

• Place order or contract according to procurement rules and 

procedures 


• Supply market analysis 

• Supplier appraisal 

• Sourcing strategies and supply sources 

• Commodity tracking 

• Import parity price analysis 

• Procurement systems and procedures 

• Procurement methods 

• Specifications 

• Supplier selection 

• Law of contract 

• Contractual arrangements 

• Contract and purchase/sales order administration 

• Explain how to operate and maintain an expediting system • Expediting 

• 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 

• Identify and explain how to manage critical goods and services 

• Identify risks and controls to manage them 

• Assess whether a code of ethics for procurement activity is 

being followed 

• Define a disciplinary/termination procedure in line with 

organisational rules and regulations 

• Explain methods of international payment and required 

documentation 

• Assess whether financial procedures are being followed and 

respected and make recommendations on how to adjust to 

meet requirements 

• Explain waivers of competition 

• Determine need for cargo insurance 

• Critical goods and services 

• Identify risks 

• Managing risks 

• Ethical procurement 


• Waivers of competition 

• Following financial procedures 

• Managing country and buyer risk 

• Bonds, guarantees, and indemnities in international trade 

• Main methods of international payment 


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UNIT 4: TRANSPORT 

OBJECTIVE: 

BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN TRANSPORT 

MANAGEMENT FOR HUMANITARIAN ORGANISATIONS. 





1. Define the goods to be moved • Compare the loads to type constraints and legislative controls 

• Select suitable handling methods for different consignments 

• Plan loads to match variable demand and supply 

2. Identify origins, destinations, & routes • Develop a plan and schedule freight transits for single and 

partial loads 

• Apply appropriate systems to audit current fleet performance, 

perform live order routing, prepare invoices, and audit 

contractors 

• Outline multi-modal routing relative to resources and time 

CONTENT 

• How characteristics of goods impact handling 

• Safety and security of goods to be moved 

• Unitization methods 

• Flows of good requiring movement 

• Sources and destinations of goods for movement 

• Collection and delivery site 

• Third parties 

• Route planning and scheduling 

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 of movements by inland waterway 

• Plan movements by sea recognizing operational characteristics • Security precautions 

• Plan movements by inland waterway recognizing operational 


• Define security precautions necessary for freight interchanges, 

depots, terminals, and movements 



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4. Develop a plan for movement of 

goods 

5. Develop a system for managing 

transport providers 

• Plan movement and international movements 

• Movement 

• 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 

• Select transport providers and establish contracts 

• Selecting transport providers 

• Develop a policy for managing the service provided by transport • Managing transport providers 

providers 

• Analyze performance data 



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UNIT 5: FLEET MANAGEMENT 

OBJECTIVE: 


(The learner can…) 

1. Explain the function of fleet 

management 

BUILD SKILLS AND KNOWLEDGE REQUIRED FOR COMPETENCE IN FLEET 

MANAGEMENT IN A HUMANITARIAN ORGANISATION. 


(The learner will…) 

• Assess compliance of existing fleet management systems and 

procedures to organisational policies 

• Identify potential improvements in organisational fleet 

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 

• Identify relevant legislative and security requirements 

• Evaluate and select suitable vehicles and equipment 

• Evaluate and select suitable human resources 

• Establish operational systems and procedures 

• Establish a vehicle and driver performance management 

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 

people based on orders received 

• Prepare routing plans and schedules to meet orders for 

movement of goods and people 

• Evaluate compliance with the relevant local regulations 

governing transport 

• Analyze costs and performance and prepare management 

reports 

CONTENT 

• What is fleet management 

• Fleet management systems and procedures 

• Fleet management plans 

• Understand needs and use of fleet 

• Process for selecting suitable vehicles equipment and facilities 

• Establish operating procedures 

• Establish systems for measuring and monitoring performance of 

fleet 

• Establish maintenance procedures and systems 

• Managing documentation 

• Administration requirements 

• Managing drivers 

• Complying with relevant legislation and security requirements 

• Planning movements, route planning, and scheduling 

• Managing other assets 



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4. Define requirements and systems for 

managing people / team of drivers 

• Identify requirements for people (drivers, maintenance, 

dispatcher, etc.) to support fleet 

• Assess current drivers and determine if they have suitable 

qualifications 

• Evaluate training needs and plan to meet the needs 

• Select and acquire people 

• Define procedures, including documentation and incident 

reporting 

• Terms of references / job descriptions 

• Supervising teams and individuals 

• Identifying training needs 

• Recruiting process 



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UNIT 6: CASH TRANSFER PROGRAMMEMING (CTP) 

OBJECTIVE: 



1. Explain Requirements of Cash 

Transfer Programming & Considering 

Modality Change 

2. Define Delivery Mechanisms, 

Contract Complexities, and 

Maintaining Competitive Procurement 

3. Explain assessments and the Retail 

Market Assessment 

BUILD SKILLS AND KNOWLEDGE REQUIRED FOR SUPPORTING SUPPLY CHAIN AND 

LOGISTICS ACTIVITIES FOR DELIVERY OF A CASH TRANSFER PROGRAMME (CTP). 



• Explain the link between programme objectives and supply 

chain activities for Cash Transfer Programming(CTP) 

• Explain market-based interventions and hybrid response 

options 

• Communicate concerns on operational exposure by switching 

to CTP 

• Explain the value of early involvement of supply chain in a CTP 

project 

• Identify the types of service providers involved in CTP 

• Explain the difference between the transfer value and transfer 

fee 

• Explain challenges of contracting for delivery mechanism 

service providers 

• Explain how to negotiate with delivery mechanism service 

providers in accordance with policies on competitive 

procurement 

• Explain approaches for contracting retail agents 

• Explain how to maintain competitive procurement while 

contracting retail agents 

• Identify which assessments supply chain leads and which it 

contributes to 

• Explain supply chains vs. programme’s perspectives on the 

retail market 

• Identify topics and sources of information for inclusion in retail 

market assessment 

• Plan a retail market assessment 

• Draw a basic market map and explain what it shows 

CONTENT 

• Requirements of different modalities 

• Link between supply chain activities and programme objectives 

• Risk of outsourcing supply chain / logistics activities through 

CTP 

• Market-based interventions 

• Hybrid response models 

• The project cycle and when supply chain should be involved 

• Types of delivery mechanisms and service providers who 

provide them 

• Complexities of delivery mechanism services and fees 

• Valuing service provider contracts 

• Maintaining competitive procurement which contracting for 

delivery mechanism services 

• Retail agents 

• Approaches to contracting for vouchers 

• Maintaining competitive procurement during contracting retail 

agents 

• The goal of the Assessments & Analysis Phase (revisit) 

• Overview of Assessments 

• The Retail Market Assessment 

• Market-Based Interventions 

• Market Mapping 



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4. Evaluate options using appropriate 

analyses 

• Identify analyses required for a modality decision to be made 

• Define Supply Chain’s role and contributions to the required 

analyses 

• Calculate commodity costs based on CTP vs. local 

procurement vs. international procurement 

• Make recommendation about sourcing based on import parity 

price analysis and risks of sourcing markets (builds on U3#4) 

• Explain approaches to contracting for vouchers and implications 

• 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 

is involved in 

• Explain the importance of market monitoring and key 

components 

• Plan monitoring for the retail market 

• Overview of analyses 

• Procurement Options Analysis 

Import Parity Price Analysis 

Options for voucher contracting & implications 

• Operational Design Options Analysis 

• Value for Money Analysis 

• Risk Analysis 

• Response Analysis 

• Types of Monitoring (Post-Distribution vs. Market vs. Supplier) 

• Perspectives and contributions of Supply Chain vs other 

functions 

• Market Monitoring 



Tel: +44 (0) 1530 832264 

Skype: Admin_lla


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. 



1. Assess a Changing Situation • Clarify objectives of organisation’s interventions in Betaland 

• Assess changes in the operational context 

• Evaluate information on the humanitarian aid requirements 

2. Explain the current state and 

response options 

• Assess the operational need of the requirements – beneficiary’s 

needs as well as resources required to implement 

• Provide information to colleagues regarding the impact of a 

specific piece of legislation on an operational issue 

• Obtain, analyze, and present information on the security factors 

that might impact on supply chain operations 

• Analyze needs for ongoing operations vs new requirements 

• Critically compare modality options 

• Analyze current stocks and pipeline against requirements, 

identifying available resources and gaps 

• Compare donor requirements to locally available resources 

• Analyze staffing resources against requirements, identifying 

available staff and gaps 

• Develop plan to share information with counterparts and 

stakeholders in a timely and accurate manner 

• Share information with others on plans, activities, and 

resources 

CONTENT 

• Factors to consider in assessment 

• Identify operational constraints (also covered in Unit 1, but 

revisiting) 

• Information on aid requirements and supply chain requirements 

• Identify operational needs 

• Health and safety requirements in supply chain activities (builds 

on U2#5) 

• Security factors and risks that can affect the operation of the 

supply chain (builds on U2#5) 

• Modality options (builds on Unit 1 

• Analyzing resources and gaps against requirements 

• Roles and responsibilities of other internal functions (revisited 

from U1) 

What information should be shared with each and why they 

should know 

Others who can impact on or contribute to an effective and 

efficient operation 

• Present findings to appropriate people 



Tel: +44 (0) 1530 832264 

Skype: Admin_lla


3. Develop a plan to manage supply 

chain operations in conjunction with 

other contributors 

• Develop an action plan to respond to the requirements • Resources and activities that can be coordinated 

• Develop a plan to organize and lead the work of the 

• How to maintain relationships 

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 

• Identify safety risks and requirements of the supply chain 

(builds on U2#5) 

• Identify security risks and requirements of the supply chain 

(builds on U2#5) 

• Identify mitigating measures 

5. Identify supply chain contributions to 

exit, transition, feedback, and lessons 

learned 

• Identify supply chain’s concerns and contributions for 

exit/transition options 

• Identify overall project documentation requirements (including 

financial) 

• Develop a plan for integrating lessons learned into 

preparedness 

• Recognize signals of a dysfunctional situation 

• Health and safety requirements in supply chain activities 

• Security factors and risks that can affect the operation of the 

supply chain 

• Mitigating measures 

• Exit and transition options 

• Compliance and documentation 

• Feedback and lessons learned exercises 



Tel: +44 (0) 1530 832264 

Skype: Admin_lla

CHL Guide V3 - September 2017

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