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: 

Demonstrate an understanding of the key concepts and elements of strategic supply chain management 
SAQA US ID UNIT STANDARD TITLE
336739  Demonstrate an understanding of the key concepts and elements of strategic supply chain management 
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 6  Level TBA: Pre-2009 was L6  13 
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 demonstrate and understanding of the key concepts and elements of strategic supply chain management.

A learner credited with this unit standard will be able to:
  • Analyse the concept of strategy and the process of developing corporate strategy.
  • Manage change processes directed towards achieving corporate strategy.
  • Analyse the contribution of strategic supply chain management to corporate strategy.
  • Evaluate concepts underlying strategic supply chain management.
  • Assess the idea of the global supply market as a source of competitive advantage.
  • Distinguish and assess various models of supply chain structures and relationships. 

  • 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 
    N/A 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Analyse the concept of strategy and the process of developing corporate strategy. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Concepts related to corporate strategy are evaluated to determine the alignment between corporate strategy and the supply chain management strategy. 
    ASSESSMENT CRITERION RANGE 
    Concepts include but not limited to strategy, strategic planning, deliberate and emergent strategies and strategic management.
     

    ASSESSMENT CRITERION 2 
    Models of the strategy process are assessed focussing in particular on the analysis choice, implementation model. 

    ASSESSMENT CRITERION 3 
    The importance of the environment, resources and internal and external stakeholders is evaluated to determine their impact on analysing, developing and implementing corporate strategy. 

    ASSESSMENT CRITERION 4 
    The importance of organisational structures, cultures, and power is assessed in terms of their influence on the development and implementation of corporate strategy. 

    ASSESSMENT CRITERION 5 
    Innovative strategies to grow and expand a business are developed and proposed. 

    ASSESSMENT CRITERION 6 
    The availability, development and allocation of resources to support corporate strategy are analysed to determine the corporate performance. 

    ASSESSMENT CRITERION 7 
    The Corporate strategy process is reviewed in order to propose changes to improve corporate performance. 
    ASSESSMENT CRITERION RANGE 
    Corporate strategy includes but not limited to review and evaluation, Methods of testing the suitability of corporate strategies, Methods of testing acceptability of corporate strategies, Methods of testing feasibility of corporate strategies and Selection of corporate strategies.
     

    SPECIFIC OUTCOME 2 
    Manage change processes directed towards achieving corporate strategy. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Organisational instruments are developed to engender commitment to corporate strategy across functions, and at all levels of the organisation. 
    ASSESSMENT CRITERION RANGE 
    Organisational instruments include but not limited to corporate visions, mission statements, plans, communications, rewards and sanctions.
     

    ASSESSMENT CRITERION 2 
    The need for alignment between the component parts of an organisation are analysed to reflect their contribution to managing change, 
    ASSESSMENT CRITERION RANGE 
    Component parts include but not limited to strategy, structure, super-ordinate goals, staff, style, skills and systems.
     

    ASSESSMENT CRITERION 3 
    Resistance to change and strategic drift are diagnosed in order to address them through change management processes. 

    SPECIFIC OUTCOME 3 
    Analyse the contribution of strategic supply chain management to corporate strategy. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Functional, business and corporate strategies are analysed to reflect their relationships with the integration of supply chain strategies with corporate and business strategies. 

    ASSESSMENT CRITERION 2 
    Strategic supply chain management is evaluated in terms of its contribution to corporate strategy and strategic make, do or buy decisions. 

    ASSESSMENT CRITERION 3 
    Organisational structures and processes are analysed and aligned with strategic supply chain strategies. 
    ASSESSMENT CRITERION RANGE 
    Organisational structures include but are not limited to cross-functional teams and inter-organisational networks.
     

    ASSESSMENT CRITERION 4 
    Innovative supply chain strategies are proposed to meet corporate and business targets, 
    ASSESSMENT CRITERION RANGE 
    Supply Chain Strategies include but not limited to better supplier relationships, cost and quality improvement and supply or value chain positioning.
     

    SPECIFIC OUTCOME 4 
    Evaluate concepts underlying strategic supply chain management. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The validity of the supply chain concept is assessed both in terms of the nature of supply and the chain metaphor. 

    ASSESSMENT CRITERION 2 
    Internal and external supply chains are analysed to reflect the flows across organisational boundaries upstream and downstream. 

    ASSESSMENT CRITERION 3 
    The nature of supply chains are distinguished in private and public sectors. 
    ASSESSMENT CRITERION RANGE 
    Private (manufacturing, retail, financial) and Public (health and social care, defence, transportation).
     

    ASSESSMENT CRITERION 4 
    Drivers of change in global supply chains are diagnosed in order to propose strategies to address them. 

    SPECIFIC OUTCOME 5 
    Assess the idea of the global supply market as a source of competitive advantage. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The validity of the global supply market is assessed as a source of competitive advantage. 

    ASSESSMENT CRITERION 2 
    The concept of lean is evaluated to determine the importance of the removal of waste from supply chains, 

    ASSESSMENT CRITERION 3 
    The concepts of value, added value and value chain are analysed to determine effectiveness and efficiency of supply chains. 

    ASSESSMENT CRITERION 4 
    The sources, nature and role of power are analysed to determine the influence on supply chains. 

    ASSESSMENT CRITERION 5 
    The use of supply chains to deliver ethical and socio-economic outcomes alongside commercial goals is justified in order to determine competitive advantage. 

    SPECIFIC OUTCOME 6 
    Distinguish and assess various models of supply chain structures and relationships. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The validity of the development of a globalised strategic supply chain model is assessed to determine best value for money and benchmarks. 

    ASSESSMENT CRITERION 2 
    The characteristics of adversarial and cooperative strategies are compared to reflect their appropriateness in different circumstances. 

    ASSESSMENT CRITERION 3 
    Competence-based approaches for determining supply chain structures and relationships are applied for optimal supply chain operations. 

    ASSESSMENT CRITERION 4 
    The lean supply model is assessed as a prescription for supply relationships. 


    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 
    Essential Embedded Knowledge:
  • Definitions of strategy.
  • Strategic planning models.
  • Levels and components of strategic management.
  • The importance of ethics in the supply chain management function.
  • Methods of developing strategies: internal development, mergers and acquisitions, joint ventures, strategic alliances.
  • The competence-based approach to corporate strategy.
  • Internal and external communications policy and processes.
  • Rewards and sanctions reinforcing commitment to corporate goals.
  • Alignment of strategy and structure.
  • Integration of supply chain strategies with corporate and business strategies.
  • Contribution of strategic supply chain management to corporate strategy: cost reduction, quality, innovation, delivery.
  • Use of cross-functional teams to support supply chain strategies.
  • Strategies for quality improvement.
  • Concepts of supply and supply chain.
  • Problems with forecasting demand accurately within supply chains.
  • Nature and impact of globalisation.
  • The concept of lean.
  • The value chain concept. 

  • 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:
  • The strategic supply chain management plan was planned, analysed and approved. 

  • UNIT STANDARD CCFO WORKING 
    Working effectively with others as a member of a team, group, organisation and community during:
  • The process of determination, evaluation and assessment of the corporate strategy. 

  • UNIT STANDARD CCFO ORGANISING 
    Organising and managing oneself and one's activities responsibly and effectively through:
  • Establishing an effective strategy for supply chain management. 

  • UNIT STANDARD CCFO COLLECTING 
    Collecting, analysing, organising and critically evaluating information when:
  • Identifying, and evaluating suitable suppliers. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicating effectively using visual, mathematical and/or language skills in the modes of oral and/or written persuasion when:
  • Conveying or obtaining critical information with regard to supply chain management. 

  • UNIT STANDARD CCFO SCIENCE 
    Using science, technology and indigenous knowledge effectively and critically, showing responsibility towards the environment and health of others through:
  • Complying with all relevant legislation and prescripts. 

  • 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:
  • Tested against nationally approved supply chain management processes as well as international benchmarks. 

  • 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
    Elective  79886   National Certificate: Business Advising  Level 5  NQF Level 05  Reregistered  2023-06-30  SERVICES 
    Elective  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. Aldabri 106 Institute for Quality Pty Ltd 
    2. Andebe Training and Skills Development 
    3. BPL Academy 
    4. Centre for Logistics Excellence (Pty) Ltd 
    5. College of Production Technology 
    6. COMMERCE EDGE SOUTH AFRICA PTY LTD 
    7. Global Maritime Legal Solutions Pty Ltd 
    8. Makwedeng Training 
    9. Metro Minds 
    10. Phephani Learnerships cc 
    11. School of Shipping 
    12. Skills Development Specialists 
    13. 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.