SAQA All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.
SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD: 

Analyse and apply management practices within the supply chain 
SAQA US ID UNIT STANDARD TITLE
336702  Analyse and apply management practices within the supply chain 
ORIGINATOR
SGB Procurement, Logistics and Supply Chain Mngt 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Procurement 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular  Level 5  Level TBA: Pre-2009 was L5  10 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Reregistered  2018-07-01  2023-06-30  SAQA 06120/18 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2027-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This unit standard does not replace any other unit standard and is not replaced by any other unit standard. 

PURPOSE OF THE UNIT STANDARD 
This unit standard will enable learners to analyse and apply management practices within the supply chain. The person accredited with this unit standard will demonstrate a detailed understanding of the fundamental management functions and activities as well as the latest trends in leadership and management and will be able to apply these functions, activities and principles within the supply chain.

A learner credited with this unit standard will be able to:
  • Interpret the origins and evolution of management practices.
  • Use a set of principles and pro forma formats to evaluate the effectiveness of basic management practices within a supply chain.
  • Apply basic management practices within the supply chain. 

  • LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    It is assumed that learners are competent in:
  • Communication at NQF Level 4.
  • The execution of supervisory tasks.
  • Mathematical Literacy at NQF Level 4. 

  • UNIT STANDARD RANGE 
  • The basic elements of planning-this include (the importance of planning, the planning process, the importance of goals, the formulation of goals, the different types of organisational goals, the process of goal setting, the choice of alternatives in developing plans, the types of plans and the Levels and time frames of planning.
  • The principles of organising as a management activity. This includes the importance of organising, designing jobs, creating organisational structures, setting up authority relationships, setting up reporting relationships, ensuring coordination of activities, the factors influencing organisation design, the relationship between strategy and structure, the influence of organisational culture.
  • The fundamental principles and roles of leadership. This includes the nature of leadership, the difference and interrelationship between management and leadership, the aspects of leadership, the issues relating to power and authority, various leadership models, the role of motivation and the underlying motivational theories, the functioning of groups in organisations and basic group dynamics, the role that communication plays in the success of leaders.
  • The principles of management control. This includes the principles of performance management, the principles of short interval control, how to effectively review team performance, how to review individual performance, the basics of discipline and grievance handling. 

  • Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Interpret the origins and evolution of management practices. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The concept of organisational behaviour is evaluated to reflect its impact on management practices. 

    ASSESSMENT CRITERION 2 
    The concept of leadership is evaluated to reflect the role of an effective leader in organisations. 

    ASSESSMENT CRITERION 3 
    The concepts of the economic development are examined to determine their impact on management practices. 

    ASSESSMENT CRITERION 4 
    The time phases of the evolution of management practices are interpreted to reflect specific approaches to management. 

    SPECIFIC OUTCOME 2 
    Use a set of principles and pro forma formats to evaluate the effectiveness of basic management practices within a supply chain. 
    OUTCOME RANGE 
  • Basic management practices include but are not limited to planning activities, organising activities and controlling activities.
  • Basic planning activities include, but are not limited to Forecasting, Setting Objectives, Programming and Scheduling and budgeting.
  • Basic organising activities Include but are not limited to Developing Organisational Structures, Delegating authority, establishing relationships, Networking and coordinating resources.
  • Basic controlling Includes but is not limited to Reviewing Team Performance, Reviewing Individual Performance, Giving Feedback, Following up, initiating contingency actions. 

  • ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The principles and processes underpinning each of the basic management activities are evaluated and discussed to determine their impact on the supply chain. 

    ASSESSMENT CRITERION 2 
    Basic management activities are evaluated indicating possible reasons for poor performance against the best practice principles. 

    ASSESSMENT CRITERION 3 
    Recommendations are made for actions to improve the management process. 

    ASSESSMENT CRITERION 4 
    Continuous improvement plans are developed to ensure that management processes align with organisational structure. 

    SPECIFIC OUTCOME 3 
    Apply basic management practices within the supply chain. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    A given leadership model applicable to a supply chain context is utilised to evaluate the effectiveness of personal leadership style. 

    ASSESSMENT CRITERION 2 
    The actions of management are identified to improve personal leadership effectiveness. 

    ASSESSMENT CRITERION 3 
    The type of leadership to have maximum impact on a supply chain is identified and applied within a specific context. 

    ASSESSMENT CRITERION 4 
    Leadership activities are evaluated and the results interpreted to recommend improvement actions. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
  • Any institution offering learning that will enable achievement of this unit standard must be accredited by the relevant ETQA.
  • Moderation of assessment will be overseen by the relevant ETQA at its discretion.
  • Moderation should encompass achievement of competence described in both individual unit standards as well as the integrated competence described in the qualification. 

  • UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
    The applied competence expressed in this standard covers the knowledge and understanding of:
  • Definitions of the concepts of management, leadership and organisational behaviour.
  • The basic history of the development of management science through the ages.
  • The meaning and importance of studying organisational behaviour.
  • The role of management within the supply chain.
  • The typical management functions and activities.
  • The typical management processes.
  • The different Levels and types of management in organizations.
  • The skills needed at different managerial Levels.
  • The roles of managers.
  • The development of management theory.
  • The basic economic dynamics of each of the historical phases since 1900.
  • The management philosophy that underpinned the time period.
  • The reasons for these approaches.
  • The advantages and disadvantages of the approaches.
  • How these approaches influences the modern thinking.
  • The definitions of management, leadership and organisational behaviour.
  • The basic history of the development of management science through the ages.
  • The meaning and importance of studying organisational behaviour.
  • The role of management in organizations.
  • What planning is.
  • Why planning is important.
  • The role of the manager in ensuring effective planning at each Level in the organization.
  • The availability of planning tools.
  • The need to involve relevant stakeholders in the planning process.
  • The consequences of inadequate and or incorrect planning.
  • How to plan for contingency and preventative actions.
  • The basic planning processes I organizations.
  • The need to ensure integrated planning.
  • The role of meetings in effective planning.
  • The difference between strategic, operational and tactical plans.
  • How planning is used for market development, product development, capitalising on innovations, ensuring horizontal integration, ensuring vertical integration and diversification.
  • The difference between short, medium and long term planning.
  • The concepts of organising and organisational structure.
  • The consequences of inappropriate organizing.
  • The fundamental principles of effective organizing.
  • The role of organisational structures in organizations.
  • The role of managers in creating effective organisational structures.
  • The positive and negative aspects of the various types of structures.
  • The role of different stakeholders in creating organisational structures.
  • The latest trends in organisational structuring.
  • The various pressures and influences on organisational structuring.
  • The benefits and disadvantages of various types of structures (Functional, centralised, decentralized, business unit etc.).
  • The influence of technology on organisational structures and networking.
  • How to get the most out of networking.
  • The fundamental principles of the delegation of authority.
  • What is meant by performance management.
  • What the components of an effective performance management system is.
  • The role of incentives in managing performance.
  • The fundamental principles associated with the various theories on motivation.
  • The principles of effective individual and team performance reviews.
  • How to conduct effective review meetings.
  • The basic universal principles of handling discipline and grievances.
  • The consequences of over and under control.
  • The impact of control on motivation.
  • The importance of self control.
  • The underlying principles associated with the various leadership models and philosophies.
  • The latest trends in leadership effectiveness.
  • The need for self assessment.
  • The consequences of poor leadership.
  • The role of leadership in initiating and driving change.
  • The fundamental principles underlying the various leadership roles.
  • What is meant by leadership effectiveness. 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identifying and solving problems in which responses display that responsible decisions using critical and creative thinking have been made when:
  • Apply problem solving skills by identifying, conceptualizing and evaluating different management models in order to select an appropriate model for specific organisational needs, depending on the required culture and structures. 

  • UNIT STANDARD CCFO WORKING 
    Working effectively with others as a member of a team, group, organisation, and community during:
  • Alignment of management practices to supply chain management environment. 

  • UNIT STANDARD CCFO ORGANISING 
    Organising and managing oneself and one's activities responsibly and effectively through:
  • Implementation plans. 

  • UNIT STANDARD CCFO COLLECTING 
    Collecting, analysing, organising and critically evaluating information when:
  • Evaluate information by applying the planning, organising and controlling functions in organisations in one's self management practices. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicating effectively using visual, mathematical and/or language skills in the modes of oral and/or written persuasion when:
  • Communicating management practice framework to all relevant stakeholders. 

  • UNIT STANDARD CCFO SCIENCE 
    Using science, technology and indigenous knowledge effectively and critically, showing responsibility towards the environment and health of others through:
  • Presenting to senior management. 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrating an understanding of the world as a set of related systems by recognising that problem-solving contexts do not exist in isolation when:
  • Aligning management practices to optimise the supply chain management environment. 

  • UNIT STANDARD ASSESSOR CRITERIA 
    N/A 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this unit standard was Reregistered in 2012; 2015. 

    UNIT STANDARD NOTES 
    N/A 

    QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Core  74149   National Certificate: Supply Chain Management  Level 5  NQF Level 05  Reregistered  2023-06-30  TETA 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    1. Academics Dynamics (Pty) Ltd 
    2. Aldabri 106 Institute for Quality Pty Ltd 
    3. Andebe Training and Skills Development 
    4. BPL Academy 
    5. Brilliant Skills Development & Training Solutions 
    6. Centre for Logistics Excellence (Pty) Ltd 
    7. College for Business and Maritime Studies 
    8. College of Production Technology 
    9. COMMERCE EDGE SOUTH AFRICA PTY LTD 
    10. Global Maritime Legal Solutions Pty Ltd 
    11. Innovative Shared Services 
    12. KVR TRAINING AND BUSINESS SOLUTIONS PTY LTD 
    13. Makwedeng Training 
    14. Metro Minds 
    15. Phephani Learnerships cc 
    16. Pro-Active Assessment and RPL College (Pty) Ltd 
    17. School of Shipping 
    18. Skills Development Specialists 
    19. UKWAKHILE TRAINING 
    20. Y2K College 



    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.