Weekly online
Join interactive online teaching, with guided reading, practical activities and assessment work around the live sessions. Your written course plan confirms the timetable, learning hours and masterclass arrangements for this module.
Professional learning · Project Controls & Management
Advanced Project & Logistics Management.
Keep complex delivery moving across teams, suppliers and systems.
A project can be well organised internally and still fail at the boundaries between organisations. Advanced Project and Logistics Management explores how strategic choices, project-office support and supply networks affect delivery together. The course is informed by the relevant OTHM unit specification, supplementary portfolio reading and current logistics-publisher material. KBC’s proposed activities ask you to map dependencies, improve coordination and identify the information needed before a delivery problem becomes a surprise. You will develop a more connected view of the work, from the initiative’s purpose to the people, suppliers and systems needed to make the promised outcome possible.
Weekly routeAgree your timetable
Live online2 hours a week
Module startsOctober · February · June
Learning structure1 module
The professional challenge
Make the next decision with more confidence.
A business is launching a new service, but the supporting equipment, staff training and supplier systems are progressing independently. Nobody can say whether the whole service will be ready. You need to expose the connections, agree ownership and establish a flow of information that enables coordinated decisions before the launch slips.
Who will benefit
For experienced project professionals, operations managers, PMO staff and supply-chain colleagues whose work spans several teams or organisations. It is useful when you coordinate change alongside ongoing services, depend on external suppliers, or need to propose a more effective way of managing shared resources and delivery information across a complex operation.
What you take back to work
Practical capability, built through learning.
- Connect project and portfolio choices with delivery dependencies.
- Propose a practical PMO remit and governance approach.
- Map a supply network and identify vulnerabilities.
- Specify information needed to coordinate logistics and project decisions.
Inside the course
A connected learning journey.
KBC’s proposed four-month sequence uses 14 sessions: 1–2 delivery context; 3–5 PMO design; 6–8 supply-network analysis; 9–11 resilience; 12–14 information integration and case review. These teaching blocks reorganise related concepts for practice and are not book chapters. The timetable alone does not establish the formal unit’s required study hours.
01See the whole delivery system
Reading connection: OTHM unit H/618/0229; PMI portfolio standard sections 1–3.
Examine how an initiative sits within a wider set of programmes, projects and operational commitments. KBC’s proposed launch case includes competing priorities that appear unrelated until they draw on the same people and suppliers. You will map those connections and decide which issues require a local delivery response and which need a portfolio-level decision.
Apply it at work: Create an initiative map with dependencies and decision owners.
02Give the project office a useful purpose
Reading connection: OTHM PMO topic; PMI portfolio standard section 1.11; KBC application design.
Consider the support and oversight a project office should provide in a particular organisation. In the proposed exercise, managers want more reliable information but delivery teams already face heavy reporting demands. You will define a small set of services, authority boundaries and success measures, then explain how these services should improve delivery.
Apply it at work: Draft a PMO charter and a staged implementation proposal.
03Map the network behind the promise
Reading connection: Logistics Management and Strategy, 7th edition: customer focus, costs and integration.
Explore suppliers, delivery partners, information flows and customer requirements as parts of a connected supply network. KBC’s case asks you to trace a critical item from initial demand to usable delivery, highlighting handovers where accountability becomes unclear. You will compare what each organisation measures with what the final customer needs and identify a small number of changes that could improve the complete journey.
Apply it at work: Produce a supply-network map and a handover-improvement brief.
04Build resilience into the delivery choices
Reading connection: Logistics Management and Strategy: risk/resilience, lead time, planning/control.
Consider how lead times, uncertainty and supply dependencies influence project commitments. The practical scenario introduces a disruption to a critical supplier and asks you to evaluate alternatives without assuming unlimited time or resources. You will compare recovery, substitution and resequencing options, document the assumptions and explain what additional evidence would change the recommendation. The discussion includes the consequences for customers and other initiatives.
Apply it at work: Prepare a disruption response with options, trade-offs and review triggers.
05Make information support coordination
Reading connection: OTHM information-integration topic; Lester chapter 37; KBC case design.
Define what different parties need to know before, during and after a delivery. In the final KBC case, several systems each contain part of the truth, but status updates arrive too late for useful intervention. You will identify essential data, ownership and reporting frequency, then propose a manageable integration approach.
Apply it at work: Write a logistics-information brief and an integrated delivery review.
Learn around your working life
Time to understand. Space to apply.
Online or in a city near you
Face-to-face delivery can be arranged in London, Maidstone, Manchester, Birmingham, Leeds and Liverpool. Your course offer confirms the venue and teaching dates.
A London masterclass to start your module
Meet your tutors and fellow professionals at an optional full-day London event. KBC covers the event, agreed transportation, refreshments and an open buffet dinner. Confirm arrangements with the team before booking travel.
Support between sessions
Return to class recordings and learning resources, bring questions to your tutor and use free one-to-one tutoring and coaching support. Your course plan sets out the guided reading and practice needed alongside live teaching.
Your route to recognition
Know what the assessment involves.
KBC proposes an integrated delivery case containing a dependency map, PMO proposal and logistics-information recommendation. If you enrol on the corresponding regulated OTHM unit, the May 2025 specification identifies an approximately 4,000-word report covering all its learning outcomes and assessment criteria, assessed by the centre and externally verified by OTHM. That formal route requires explicit registration and agreed assessment arrangements. A standalone professional course does not automatically confer unit credit or the full diploma. The selected route should be clear before enrolment.
Your written offer records the award or course completion requirements, any examination fees included, and the relevant eligibility checks.
The professional knowledge behind the course
Explore the books and standards.
The learning themes above bring together the relevant guide, syllabus and workplace practice. KBC’s teaching sequence connects these ideas through discussion and application.
- OTHM Level 7 Diploma in Project Management — Advanced Project and Logistics Management ↗OTHM Qualifications · Specification, May 2025; qualification 603/5638/8
Unit H/618/0229; 20 credits, 80 guided hours and 200 total hours for the formal unit.
- The Standard for Portfolio ManagementProject Management Institute · 4th edition, 2017; ISBN 9781628251975
Supplementary original text: sections 2 life cycle, 3 strategic management, 4 governance, 5 capacity/capability, 6 stakeholders, 7 value, 8 risk.
- Logistics Management and Strategy: Competing through the Supply Chain ↗Pearson · 7th edition, 2025 — Heather Skipworth, Remko van Hoek, James Aitken and Alan Harrison
Publisher contents reviewed: customers, logistics cost, resilience, lead times, planning, lean/agile supply chains and integration.
Your investment
Get a course offer that fits your route.
Request the standalone fee for your chosen format, including the teaching, reading materials, assessment and membership arrangements relevant to this course.
Exploring the full PCP apprenticeship?
£27,000 apprenticeship funding + £7,000 additional IPC support. The IPC package covers professional examinations, memberships, graduation, Benenden Health membership, London masterclasses and agreed transport.
These figures relate to the complete Project Controls Professional apprenticeship. Standalone course fees are separate. The team confirms eligibility, any employer contribution and the contents of your written offer.
Explore the PCP pathway →Your questions, answered.
Is this only for transport or warehousing?
No. The proposed cases consider the broader network of suppliers, services, information and project dependencies.
Will I design an IT system?
You will define the information and coordination requirements; detailed software engineering is outside this course outline.
Does it award an OTHM diploma?
Only an explicitly registered qualification route and successful completion of its requirements can lead to that award.
What would this help you achieve?
Talk to KBC about your experience, your goals and the right learning route for you.