Course induction

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Links to course content

  1. Develop personal and team effectiveness
  2. Communicate as a manager
  3. Manage a transport and logistics business operations
  4. Develop and evaluate supply chain management systems
  5. Mange people and performance in transport and logistics businesses
  6. Develop and transport and logistics business plans
  7. Set, monitor and evaluate budgets
  8. Manage customer focus and continuous improvement
  9. Lead transport and logistics business transformations
  10. Manage transport and logistics knowledge and information networks
  11. Analyse developments in international transport systems
  12. Evaluate marketing and service business models for transport and logistics operations

Introduction Page index

Overview of the subject

The Advanced Diploma of Transport Logistics and Management courses is designed to provide training in the field of leadership and management for individuals operating within, or moving into transport, logistics and supply chain operational management roles. The emphasis is on providing a substantial educational experience that will cover the underpinning knowledge necessary for those people managing operations. These foundations will then exte nd to cover the skills required for the competent performance of skills associated with the management of individuals, teams and operations; leading transformation, managing logistics and supply chains for a business locally or in an international setting, continuously improving service, process quality and markets, and planning transport and logistic operations and recourse requirements.

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Aims for the subject

This course has been designed to prepare students for management and leadership careers in transport and logistics. The course is written and facilitated by experts experienced in the management of these businesses and familiar with their requirements.

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Objectives

Upon completion of the topic areas that compose the complete Advanced Diploma of Transport Logistics and Management you will be able to:

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Entry

Satisfactory completion of Year 12 (TCE, VCE, HSC or equivalent) OR successful completion of the relevant Certificate IV or equivalent vocational programs. In addition, AMC will consider applications from people who do not have the above qualification for entry but who seek admission on the basis of experience gained in industry or government.

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Mode and Duration

The Advanced Diploma of Transport Logistics and Management comprises 12 modules usually done by distance education and, in the distance mode, is designed to be completed over 2 or 3 years of part-time study, at the student’s option. The course is also designed to be offered as part of intensive training and development programs available across the Australasian region with large companies and industry bodies. In this mode facilitated study is supported by online and distance learning materials. Intensive delivery mode is designed to be completed over one and a half years of full-time study (4 modules per semester).

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Course structure and competency alignment

Course Structure

The Advanced Diploma of Transport Logistics and Management is designed to further enhance the existing qualifications associated with learning and career pathways established by national vocational education and training courses. It is specifically designed to offer industry a relevant and educationally advanced basis for bridging existing the Certificate IV and Diploma vocational awards into higher education, and specifically the Australian Maritime College’s, MBA qualification.

 

This Advanced Diploma of Transport Logistics and Management is divided into 12 Modules.

course structure diagram

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Competency alignment

The Advanced Diploma of Transport Logistics and Management mainly covers competencies drawn from the Australian Qualifications Framework level 6 in Training Packages such as released by the Business Services (BSB01) in 2004 and Transport and Distribution Training (TDT02) in 2002. The individual alignment for each of the 12 modules is as follows.

 

Modules

Points

Competency alignment

Develop personal and team effectiveness

60

Module 1 covers BSBFLM501AM anage personal work priorities and professional development and BSBFLM511AD evelop a workplace learning environment from the Frontline Management component of the Business Services 2004 Training Package (BSB01).

Communicate as a manager

60

Module 2 covers BSBFLM503A E stablish effective workplace relationships from the Frontline Management component of the Business Services 2004 Training Package (BSB01).

Manage a transport and logistics business operations

60

Module 3 covers BSBMGT604A Manage business operations from the Business Services 2004 Training Package (BSB01), and Elements 2, 3 and 5 of the Unit of Competency TDT898B Manage a transport and distribution business unit from the Transport and Distribution Training 2002 Training Package (TDT02

Develop and evaluate supply chain management systems

60

Module 4 covers TDTP1198B Develop and evaluate strategies for transport and distribution enterprises from the Transport and Distribution Training 2002 Training Package (TDT02). It also covers requirements for the Competitive Manufacturing (MCM04) Training package unit of competency MCMS601A Analyse and map a value chain.

Mange people and performance in transport and logistics business

60

Module 5 covers BSBFLM514A Manage people and BSBMGT505A Ensure a safe workplace from the Business Services 2004 Training Package (BSB01).

Plan and develop and transport and logistics business

60

Module 6 covers TDTP498B Develop a transport and distribution business plan from the Transport and Distribution Training 2004 Training Package (TDT02).

Set, monitor and evaluate budgets

60

Module 7 covers TDTQ598B Set, monitor and evaluate budgets for business units from the Transport and Distribution Training 2002 Training Package (TDT02).

Manage customer focus and continuous improvement

60

Module 8 covers the competency BSMGT606A Manage customer focus and BSBFLM509AP romote continuous improvement from the Business Services 2004 Training Package (BSB01).

Lead logistics business transformations

60

Module 9 covers BSBFLM510A F acilitate and capitalise on change and innovation from the Business Services 2004 Training Package (BSB01) and TAACMQ505A Lead a team to foster innovation from the Trainer and Assessor 2004 Training Package (DTAA04).

Manage transport and logistics knowledge and information networks

60

Module 10 covers BSBFLM506A M anage workplace information systems from the Business Services 2004 Training Package (BSB01).

Manage international business operations

60

Module 11 takes the international perspective in the coverage of the competencies BSBMGT604A Manage business operations from the Business Services 2004 Training Package (BSB01), and Elements 2, 3 and 5 of the Unit of Competency TDT898B Manage a transport and distribution business unit from the Transport and Distribution Training 2002 Training Package (TDT02).

Evaluate marketing and service models for transport and logistics operations

60

Module 12 covers BSBMKG601A Develop marketing strategies and BSBMKG603A Manage the marketing process from the Business Services 2001 Training Package (BSB01), and Elements 1 of the Unit o f Competency TDT898B Manage a transport and distribution business unit from the Transport and Distribution Training 2002 Training Package (TDT02).

TOTAL POINTS

720

19 AQF level 6 Units of Competency

 

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Industry capabilities targeted

In Australia significant advancements have been made in identifying the capabilities of future leaders in the transport and logistics industry (Transport and Logistics Centre, http://www.talc.com.au). The following represent themes and capabilities the units of competency and learning outcomes will enhance through packaging of learning and the design of assessment instruments.

Leadership: Results oriented: Supply chain management Commercial acumen: Communication: Customer focus: Technical and technological acumen Personal application

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Course content in detail

Module 1: Develop personal and team effectiveness

This module will take a broad view on how to maintain and enhance personal practice for a manager working in a team environment. The module will also move from the personal perspective on effectiveness to the perspective that encompasses how to construct a workplace learning environment within a transport and logistics organisation.

This module is divided into 9 chapters as follows.

Chapter 1: Introduction to the effective leader and manager

Chapter 2: Leadership styles

Chapter 3: Learning styles and learning to learn

Chapter 4: Personal development planning

Chapter 5: Modelling high standards of ethics and performance

Chapter 6: Developing professional networks or communities

Chapter 7: Enhancing workplace learning

Chapter 8: Training needs analysis

Chapter 9: Assess and review workplace learning

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Module 2: Communicate as a manager

Understanding how to communicate as a manager seeks to help you explore many of the fundamental models and theories used to analyse interactions in the workplace. If you take time to think about any interaction in the workplace you will discover the multitude of communication behaviours occurring at any one time. These may include verbal behaviour (the words used and the structure of the language), non-verbal behaviour (including body movement, eye contact and appearance) and listening. As you study the subject observe your own behaviour, and the behaviours of those around you, and determine for yourself what you find to be effective or ineffective. This is called experiential learning, that is, we observe and reflect on our own experiences and integrate these with the theories and models we learn from the literature.

This module is divided into 12 chapters as follows.

Chapter 1: Introduction to communication

Chapter 2: Written communication: business writing

Chapter 3: Written communication: research and academic writing

Chapter 4: Intercultural communication

Chapter 5: Interpersonal communication

Chapter 6: Non-verbal communication

Chapter 7: Listening

Chapter 8: Public presentations and visual aids

Chapter 9: Conflict and negotiation skills

Chapter 10: Organisational communication

Chapter 11: Groups and teams in organisations

Chapter 12: Customer service and public relations

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Module 3: Manage transport and logistics business operations

This module explores in some depth the study and practice of management. We will provide information and learning that can assist you improve how you manage a business operation within the transport and logistics industry.

The broad functions that managers may operate within and the cross-disciplinary nature of management has meant theorists and practitioners from many perspectives have contributed opinions and models on effective management practice. The fact the debate continues is an acknowledgement that while contemporary authors advance many management models none are ‘absolute’ and ‘totally’ correct in any one way, or any one context, or for every person.

Our goal in this module is to ensure you think about the concept of management as a requiring a mix of solutions from a range of perspectives. This module is therefore divided into 12 chapters as follows.

Chapter 1: The challenge of management

Chapter 2: Understanding external environments

Chapter 3: Socialresponsibility and ethics in management

Chapter 4: Managerial decision making

Chapter 5: Managing strategically

Chapter 6: Organisational design and structure

Chapter 7: Organisational culture and workforce diversity

Chapter 8: Change management

Chapter 9: Motivating for performance

Chapter 10: Leadership

Chapter 11: Teamwork

Chapter 12: Managerial evaluation and control

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Module 4: Develop and evaluate supply chain management systems

In the first years of the twenty first century it is possible to trace a number of ongoing changes that all related to enhanced methods for the management of supply chains. Such strategies centre on minimising total cost of a transaction through the direct ordering and delivery process whilst also reinforcing processes that stimulate supply efficiencies and ultimately result in customer satisfaction. To assist progress towards more fully understanding the importance of improving how we manage supply chains we need to develop some conceptual frameworks with defined parameters. This module of study undertakes to do this.

In this module of study we will examine how to develop and evaluate supply chain management strategies and activities. To do this from many perspectives we have divided the module into 11 chapters.

Chapter 1: Introduction to supply chain management

Chapter 2: Supply chain management and information systems

Chapter 3: < Logistic network configuration

Chapter 4: Inventory management and risk pooling

Chapter 5: Supply chain integration: The value of information

Chapter 6: Supply chain integration: Distribution strategies

Chapter 7: Supply chain simulation games: Beer distribution game and risk pooling

Chapter 8: Supply chain integration: Strategic partnering

Chapter 9: International issues in supply chain management

Chapter 10: Product design and supply chains

Chapter 11: Supply chain management and customer value

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Module 5: Manage people and performance in a transport and logistics business

Structuring, transitioning and implementing teams required, and continues to require, effective management of people and performance. In the twenty first century this requires leaders that can not only build teams, but motivate and secure commitment, solve complex problems and ultimately, develop teams appropriate to the individuals involved and the context. It also requires the commitment to provide a safe workplace free from risk and hazards that may cause harm or impede performance.

Performance appraisal and the associated management activities will be explored in the first section of this module. We will also study the applied processes relating to the implementation of appraisals, the various aspects of performance management, and team building. This study will concentrate on how to plan, implement, measure and monitor individual and team performance to achieve operational outcomes. Tools and methods will be provided for reflection and analysis.

The second section of this module will focus on OHS concepts and requirements for managers seeking to apply them to their own operational area.

This module is therefore divided into two distinct sections with a total of 8 chapters.

Section 1: Mange individual and team performance

 

Chapter 1: Manage and appraise performance

Chapter 2: Improve performance

Chapter 3: Motivate and build commitment

Chapter 4: Review and evaluate performance within the work team

Chapter 5: Facilitating team outcomes

Section 2: Establish and maintain a safe workplace

 

Chapter 6: Establishing and administering safe work environments

Chapter 7: Occupational health and safety risks and hazards

Chapter 8: Managing and controlling an occupational health and safety system

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Module 6: Plan and develop transport and logistics business

This module extends our study into the completion of planning activities for an operational area within a transport and logistics business. It goes beyond the simple skills of planning for operations, resources and projects. Instead we will also examine how to set shared visions and values. In contemporary organisations a leader's role focuses on both assisting to set direction and completing the planning processes so that ownership of the direction and vision may be shared. This de-emphasises the role of the leader as inspiring and continually motivating people to perform and the manager actually implementing the plan. Individuals need to do both management and leadership activities if planning is to be successful.

The key terms in this theme will often blur into many separate definable concepts that are hard to related back together. Visions, values, meaning, purpose, and goal orientation all have at their core how direction is communicated to others. The theme does not, however, seek to be a template on how to conduct operational planning. Rather, we will seek to illuminate the essential aspects as to how to facilitate the setting of sustainable plans for a business area within a planning process.

This module is divided into 5 chapters of intensive study.

Chapter 1: Introduction to planning

Chapter 2: Plan and manage resources

Chapter 3: Risk Management

Chapter 4: Planning projects

Chapter 5: Problem solving and decision making

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Module 7: Set, monitor and evaluate budgets

This module introduces budgeting. It is divided into two main sections, the first three chapters cover the fundamentals for completing the budget process for an operational area. The following 5 chapters provide more detail on why and how managers can support business processes with effective completion of a budget cycle.

This module is divided into 8 chapters as follows.

Section 1: Planning and controlling the Budget

 

Chapter 1: Introduction to budgets

Chapter 2: Plan budgets

Chapter 3: Control budgets

 

Section 2: Implementing budget processes

 

Chapter 4: Why are we in business?: An introduction to financial management

Chapter 5: Financing the business: Elements of business and financial management

Chapter 6: Obtaining funds: Sources of long term and short term finance

Chapter 7: Managing working capital

Chapter 8: Job costing

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Module 8: Manage customer focus and continuous improvement

As we will come to examine in this module, the implementation of a customer and continuous improvement focussed transport and logistics business requires integration of quality processes and systems across all facets of an organisation. This requires a significant shift in management thinking and practices. This module will explore not only the concepts related to achieving this outcome but also the techniques associated with successful attainment of these outcomes.

In section 1 we will explore how quality has become fundamental to the way we live. It equally has to become part of how we lead and manage operations. Our lifestyles are dependant upon expected and reliable performance of services and products that we use and the relationships, personal and professional, that we have. As such, Quality is the single most important factor that demands our attention today. Because efficiency, effectiveness and relevance are all the results of Quality, the study of the topic allows us to better understand the components and relate them to the outcomes.

Section Two has been designed to introduce you to the fundamental concepts, applications and practices of service excellence in business. You will be introduced to the fundamentals of effectively serving customers – a vital activity for the successful operation of any business. Our topics range from the overall corporate philosophy toward customer service through to some specific discussions and “street smarts” for communication and dealing with customers.

This module of learning is divided into 12 chapters completed in two sections; Quality Improvement Systems and Customer Service Systems.

 

Section 1: Quality systems

 

Chapter 1: The concept of Quality

Chapter 2 : Quality Assurance

Chapter 3: Total Quality Management

Chapter 4: Kaizen – continuous improvement

Chapter 5: Quality in transport

Chapter 6: Quality of customer service

 

Section 2: Service strategy

Chapter 7: The customer service concept

Chapter 8: The role of management: corporate principles

Chapter 9: Know your customer: exceeding expectations

Chapter 10: Taking care of challenging customers

Chapter 11: The rights of the customer and service provider

Chapter 12: Communication in the servicescape

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Module 9: Lead logistics business transformations

This module establishes the basis for leading logistics operations within a transport and logistics business. In completing this study we also expand to consider the whole issue of the need for such managers to lead transformations that address the ever present world of change impacting transport and logistic operations.

This module is therefore divided into two sections. The first section introduces business logistics and the related core concepts. The second section of this module deals with change and the factors that impel change. All chapters serve to highlight many obsolete approaches to management practice and thinking. This is especially so in relation to the ‘management’ of change. It is not our intention to canvass and then dispel every approach guiding current management thinking; in fact we deal only very briefly with the theories and models for managing change. Instead our approach will focus on practical approaches that are less born from managing logistics and transport operations in the Industrial Age, and instead are more appropriate for organisations competing in the Knowledge Economy.

We will also examine the concept of organisational agility and innovation. This is where change management has been supplanted by a focus on building competitive advantage through being able to change rapidly. This leads to a focus on anticipating and designing-in organisational responsiveness, rather than persevering with the reactive management of change.

This module is divided into two distinct sections with a total of 9 chapters.

Section 1: Logistics and business operations

Chapter 1: Introduction to logistics

Chapter 2: Supply side logistics: Procurement and materials management

Chapter 3: Demand side logistics: Forecasting and order processing

Chapter 4: Inventory management and control

Chapter 5: Storage facilities, materials handling equipment and packaging

Chapter 6: Physical distribution transportation system

Section 2: Leading transformations

Chapter 7: Change and transformation

Chapter 8: Building agility and responsiveness

Chapter 9: Foster innovationand creativity

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Module 10: Manage transport and logistics knowledge and information networks

This module covers the management of knowledge and information networks within a transport and logistics business operation. The module is divided into 10 chapters that are separated into two major sections, Knowledge Management and the second section on Information technology and systems.

Knowledge resides in individuals, alone or working in groups. This has important ramifications for the management of knowledge. Some organisations assume that they can manage knowledge assets as if they were tangible, physical or financial assets. There is a fundamental problem with this approach, for no organisation can own all the knowledge assets that contribute to its productive capabilities. In fact, most of this knowledge is not owned by the organisation — and does not need to be. It is owned by individuals and groups, many of which are outside the organisation’s domain, such as computer software providers, specialist contractors or financial and accounting service providers.

This means that we can measure the ‘value’ of knowledge only by gauging how well individuals and groups transform information into knowledge that enhances productive outcomes. This topic will therefore explore not only what is knowledge, but also how different types of knowledge need to be managed and nurtured.

The second section on information systems and management encompasses an examination of the information systems and the processes related to the construction and management of data, information, knowledge and content within transport and logistics operational context.

This module is divided into 11 chapters as follows.

Section 1 Knowledge Management

 

Chapter 1: Introduction to knowledge management

Chapter 2: Type and structure of knowledge

Chapter 3: Knowledge and learning

Chapter 4: A knowledge management cycle

Chapter 5: Conduct a knowledge audit

Chapter 6: Organisational Knowledge Capital

Chapter 7: Valuing forms of knowledge

 

Section 2 Information technology and systems

 

Chapter 8: Information management systems

Chapter 9: Information capture and intelligence gathering

Chapter 10: IT and E-commerce

Chapter 11 IT and supply chain management

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Module 11: Manage international business operations

Developments in communication and transportation technology facilitate trade worldwide, leading to the cliché that ‘all business is now international business’; thus people working in transport and logistics industries are most often either directly or indirectly involved in international business.

International business includes all business transactions involving two or more countries. These business relationships may be between private individuals, companies, groups of companies, non-profit organisations or government agencies. In some ways, international business is an extension of domestic business, but it is different for two reasons. The first reason is that international business objectives are likely to be different from domestic business objectives; the second and more significant is that the environmental conditions in which international business is conducted are usually of greater complexity than is the case with domestic business. These complexities arise from, amongst other things, differences in culture, currencies, legal systems and the endowment of national resources.

 

This module is divided into 12 chapters spread over four major sections.

Section 1 The environmental context

Chapter 1: Introduction to international business

Chapter 2: Understanding culture

 

Section 2 International trade and the monetary system

Chapter 3: Economic and political aspects of international trade theory

Chapter 4: Foreign direct investment in the global economy

Chapter 5: Regional economic integration

Chapter 6: The international monetary system

 

Section 3 The international organisation

Chapter 7: International business strategy

Chapter 8: Organisational structure in international business

Chapter 9: Exportingand other modes of entry

 

Section 4 Business functions of the international organisation

 

Chapter 10: International marketing and materials management

Chapter 11: International human resource management

Chapter 12: Accounting and financial management in international business

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Module 12: Evaluate marketing and service models for transport and logistics operations

This module serves as both an introduction to marketing and an overview of the specialist area of services marketing, including relationship management, and e-commerce.

The early chapters will begin by addressing the meaning of marketing and discuss various concepts that will provide the foundation for the remainder of the module. As we progress though the Chapters the emphasis will shift from tangible product marketing to services marketing, and thence to managing service relationships in both physical and electronic modes..

This module is therefore divided into 12 chapters as follows.

Chapter 1: What is marketing?

Chapter 2: Strategic marketing management

Chapter 3: Marketing research and information systems

Chapter 4: Consumer and B2B buying behaviour

Chapter 5: Segmenting markets, targeting and positioning

Chapter 6: Product planning and decisions

Chapter 7: Pricing considerations

Chapter 8: Marketing logistics networks

Chapter 9: Integrated marketing communications

Chapter 10: E-commerce and direct marketing

Chapter 11: Managing the service encounter

Chapter 12: Customer relationship management

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Textbook and recommended reading

Students will be required to purchase prescribed textbook for specific modules. The set text book for each module are listed below:

Modules

Set text

  • Develop personal and team effectiveness

Nil

  • Communicate as a manager

Dwyer, J (2005), Communication in Business: Strategies and Skills, 3 rd edn, Pearson Education: Sydney .

  • Manage a transport and logistics business operations

Bartol, K M; Martin, D C; Tein, M H and Matthews, G W (2001). Management: a Pacific Rim focus . 3rd edition. Roseville , NSW: McGraw-Hill; Sydney.

  • Develop and evaluate supply chain management systems

D. Simchi-Levi, P. Kaminsky, and E. Simchi-Levi. (2003) Designing and Managing the Supply Chain–Concepts, Strategies and Case Studies, McGraw-Hill: New York .

  • Mange people and performance in transport and logistics business

Nil

  • Plan and develop and transport and logistics business

Nil

  • Set, monitor and evaluate budgets

Atrill, P, McLaney, E, Harvey, D & Jenner, M (2003), Accounting: An Introduction, 2nd Ed., Prentice Hall: Australia

  • Manage customer focus and continuous improvement

Nil

  • Lead logistics business transformations

Ballou, RH (2004), Business Logistics/Supply Chain Management, 5th edn, Prentice-Hall, Inc: Australia .

  • Manage transport and logistics knowledge and information networks

Nil

  • Manage international business operations

Hill, CWL (2005), International Business: Competing in the Global Marketplace, 5 th edn, McGraw-Hill/Irwin: New York

  • Evaluate marketing and service models for transport and logistics operations

Kotler, P, Brown, L, Adam, S & Armstrong, G (2004), Marketing, 6 th edn, Pearson Education: Sydney .

 

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Recommended readings

Recommended readings are provided at the beginning of each of the chapters for all modules. Wherever possible a all required readings or case studies will be provided in your Reading Guide and where they are available online, made accessible through hyperlinks listed in your Study Guide.

To do this subject students should have access to the use of a Web browser, and be able to use electronic mail to communicate with the lecturer and with fellow students and to submit the prescribed coursework.

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Assessment

Assessment can be completed at two levels, formative and summative (including holistic approaches where work based tasks may span multiple modules).

Formative :

During all the topic areas you will find activities and an ‘end of topic area’ knowledge quiz. These can be completed to confirm key knowledge, skills or other attributes. Do not be fooled, if you feel like avoiding these quizzes and activities your own learning and knowledge retention may be negatively affected. Assessment at this level will also include:

Summative :

this is final assessment of modules and confirmation of satisfactory completion. Assessment at this level will include such activities as:

Assessment will include context specific assignments that will advance work based activities. These may include:

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