The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Conduct a situational and market analysis |
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Completed |
Evidence:
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Transport and logistics business’s principal services, markets, products and the factors that distinguish the business and contribute to its success are identified |
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Completed |
Evidence:
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Transport and logistics business/operating environment is defined and reviewed using information from staff members, customer feedback and external sources |
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Completed |
Evidence:
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Qualitative and quantitative market analysis data is documented |
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Completed |
Evidence:
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Target markets and relevant regulatory requirements are identified |
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Completed |
Evidence:
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Impact of transport and logistics business on market is recorded and projected change in market and/or services during the life of the plan is projected |
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Completed |
Evidence:
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Competitors, customer perceptions and market share of existing competitors operating in the transport and logistics industry are identified |
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Completed |
Evidence:
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Proposed business focus on specific target markets, pricing, sales and appeals are defined |
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Completed |
Evidence:
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Potential profitable opportunities are identified and documented |
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Completed |
Evidence:
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Analyse organisational environment |
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Completed |
Evidence:
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Current transport and logistics business operations, practices, work flow, equipment and facilities are analysed |
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Completed |
Evidence:
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Organisational capability in terms of technology, research, development and tools is outlined |
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Completed |
Evidence:
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Current resources and resources that may be accessed to meet identified opportunities for business operations are evaluated |
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Completed |
Evidence:
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Developments in technology predicted within the lifetime of the business plan are evaluated and analysed |
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Completed |
Evidence:
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Organisational capability in terms of staff, equipment, facilities, operational systems and financial status are assessed for strengths and weaknesses |
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Completed |
Evidence:
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Costs of making operational adjustments in relation to existing and new business to influence improved profitability and positioning are reviewed |
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Completed |
Evidence:
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Premises for decisions are documented, potential circumstances which may alter the environment are identified and contingency provisions are made |
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Completed |
Evidence:
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Develop strategies |
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Completed |
Evidence:
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Benchmark goals are documented and checked for realism in terms of internal and external environmental factors |
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Completed |
Evidence:
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Decisions and adjustments regarding resource allocation for products and services are made, based on external and internal analyses |
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Completed |
Evidence:
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Organisational adjustments are documented and implementation strategies are established |
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Completed |
Evidence:
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Projections of profit and loss or income statements per quarter until break-even point are constructed for the whole organisation and each cost centre |
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Completed |
Evidence:
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Business plan, including performance indicators, is finalised in accordance with enterprise requirements and is circulated to stakeholders |
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Completed |
Evidence:
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Questions and feedback from stakeholders are responded to promptly and, where appropriate, incorporated into the plan |
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Completed |
Evidence:
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Implement and evaluate business plan |
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Completed |
Evidence:
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Implementation plans for the management of workplaces, staff, business operation and operational systems are monitored and, where required, adjustments to the plans are made |
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Completed |
Evidence:
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Current and future marketing strategies and areas of specialisation are detailed and implemented |
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Completed |
Evidence:
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Organisational performance in relation to identified performance indicators is regularly monitored and reviewed |
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Completed |
Evidence:
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