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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD THAT HAS PASSED THE END DATE: 

Integrate, co-ordinate and optimise all the business units within a retail motor business 
SAQA US ID UNIT STANDARD TITLE
243473  Integrate, co-ordinate and optimise all the business units within a retail motor business 
ORIGINATOR
SGB Generic Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Generic Management 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular-Fundamental  Level 6  Level TBA: Pre-2009 was L6  10 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Passed the End Date -
Status was "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 reflects the skills required to integrate, co-ordinate and optimise the performance of all the business units of the motor retail business by:
  • Analysing and supporting the key drivers of each business unit.
  • Developing complementary and integrated strategies, policies and processes for the business units.
  • Aligning the activities of all the business units to achieve optimum performance of the motor retail business, identifying problems and implementing preventive or corrective measures.

    It also reflects the understanding of:
  • Automotive and motor retail business dynamics.
  • Structuring business processes to seek customer value.
  • The impact of decision making on various parts of the motor retail business.

    This unit standard would be assessed in any motor retail business which includes a combination of several of the following:
  • New vehicle sales.
  • Used vehicle sales.
  • Vehicle finance and insurance.
  • Vehicle servicing and repairs.
  • Parts and accessories.
  • Body repairs.
  • Leasing.
  • Rental.
  • Retail finance and administration.
  • Specialised services such as:

    > Automotive engineering and engine rebuilding.
    > Customising and tuning.
    > Wheels, tyres and shock absorbers.
    > Auto-electrical diagnostics and repairs.
    > Fleet management.
    > Vehicle security, environmental and entertainment systems.

    The skill, the knowledge and the values reflected in this unit standard form part of the exit level outcomes required for the National Diploma in Business Management (Motor Retail): NQF Level 6. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    The credits for this qualification are based on the assumption that the learner either has a formal qualification and some experience of the motor retail business or has extensive experience within the motor retail business. If a learner does not have such experience or qualifications, the learning time will be increased.

    Learners are assumed to have management, administrative, human resource, financial, operational, organisational, marketing, sales, problem solving, situational analysis, relationship, decision making and planning skills at NQF Level 5 in the context of the motor retail industry. Such skills may be acquired through the National Diploma in Business Management (Motor Retail): NQF Level 5. The allocation of credits is also based on the assumption that the learner will be working towards this qualification as part of a learning programme which integrates the unit standards. 

    UNIT STANDARD RANGE 
    Business units refer to branches of, or departments in, a larger business.

    Further information on the scope and level of this unit standard is indicated by range statements related to the specific outcomes. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Analyse the key drivers of each business unit and determine underperformance, interference and other issues impacting on the drivers. 
    OUTCOME RANGE 
    Issues include bottlenecks, breakdowns in synergy, ratios, benchmarks, changes in volume or business activities, staffing levels. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The key drivers are correctly identified and their impact on the overall business determined. 
    ASSESSMENT CRITERION RANGE 
    Drivers include information, markets, people, activities, products, meeting the principal's brand requirements (the principal refers to the manufacturer, importer, distributor, corporate head office, franchisor, etc.
     

    ASSESSMENT CRITERION 2 
    Root causes of underperformance are identified. 
    ASSESSMENT CRITERION RANGE 
    Causes could relate to a wide variety of factors such as increased competition, changing volumes, bottlenecks, inadequate facilities, etc.
     

    ASSESSMENT CRITERION 3 
    Analysis is performed routinely and consistently and a history is built up. 

    ASSESSMENT CRITERION 4 
    Business unit capacities are measured and benchmarked. 
    ASSESSMENT CRITERION RANGE 
    Capacities include staffing, parking, workshop bays, wash bay, used car stock, parts, finance availability, etc.
     

    ASSESSMENT CRITERION 5 
    Key performance areas for each business unit are identified, indicators are selected and ratios calculated. 

    ASSESSMENT CRITERION 6 
    The impact of activities in one department on the effectiveness of other departments is determined. 

    SPECIFIC OUTCOME 2 
    Develop complementary and integrated strategies, policies and processes for the business units. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Strategies, policies and processes are complementary and promote the development of all the business units in an integrated manner. 

    ASSESSMENT CRITERION 2 
    Authority, roles and responsibilities are clearly defined in relation to all business processes. 
    ASSESSMENT CRITERION RANGE 
    Clearly defined refers to the use of a delegation matrix or similar tool.
     

    ASSESSMENT CRITERION 3 
    Human capital needs based on business strategy are forecast and plans are developed and implemented to meet needs. 
    ASSESSMENT CRITERION RANGE 
    Plans include recruitment, competitiveness of salary, retention, training and development, succession, etc.
     

    SPECIFIC OUTCOME 3 
    Analyse activities of all the business units, suppliers and sub-contractors to identify areas needing alignment. 
    OUTCOME RANGE 
    Alignment includes possible integration, business process inefficiencies or breakdowns, silo applications and processes, cross-functional disconnects, slow response times, reducing customer value, etc. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    All elements of the business process are reviewed and analysed. 
    ASSESSMENT CRITERION RANGE 
    All aspects include people-to-people, people-to-system, system-to-system interfaces; manufacturer/supplier, importer/distributor/franchisor-to-motor retail business, motor retail business-to-strategic partner, motor retail-to-customer interfaces.
     

    ASSESSMENT CRITERION 2 
    Organisational structures are analysed for effectiveness and efficiency. 

    ASSESSMENT CRITERION 3 
    Role players are briefed, prepared and supported to perform the data collection and analysis activities. 

    ASSESSMENT CRITERION 4 
    Effects of changing business circumstances, changing product lines or the introduction of new systems or new technology are analysed and understood. 

    SPECIFIC OUTCOME 4 
    Develop and implement an optimisation plan, motivate the plan and the required resources needs to stakeholders and measure the impact of the actions. 
    OUTCOME RANGE 
    Optimisation includes alignment or integration. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Key performance indicators are determined and an optimisation plan is developed. 

    ASSESSMENT CRITERION 2 
    Financial and other resource requirements are calculated and determined. 

    ASSESSMENT CRITERION 3 
    Business plans are changed and changes are motivated. 

    ASSESSMENT CRITERION 4 
    Role players are briefed, prepared and supported to implement the changes. 

    ASSESSMENT CRITERION 5 
    The effects and impact of the changes are monitored and evaluated. 

    ASSESSMENT CRITERION 6 
    The resources and synergies of the motor retail business are optimised, quantified and reported. 
    ASSESSMENT CRITERION RANGE 
    Optimised includes maximising return from the principal's incentives.
     

    SPECIFIC OUTCOME 5 
    Identify problems in integrating the business units and implement preventive or corrective measures. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Problems and their root causes are correctly identified. 

    ASSESSMENT CRITERION 2 
    Solutions to problems address root causes and are practical and implementable. 

    ASSESSMENT CRITERION 3 
    Role players responsible for implementing solutions are briefed, prepared and supported to implement preventive or corrective measures. 

    ASSESSMENT CRITERION 4 
    Managers and staff are able to act cross-functionally within various motor retail disciplines. 

    SPECIFIC OUTCOME 6 
    Manage and optimise the contribution of partners, suppliers, and sub-contractors to the motor retail business. 
    OUTCOME RANGE 
    Suppliers and sub-contractors include financial institutions, other motor retail services, engineering support and value-adding services, logistics, warehousing, information technology services, etc.

    Manage includes identifying suppliers and sub-contractors, developing service level agreements, monitoring their service levels and impact on the business units, aligning and integrating their activities and systems with those of the motor retail business. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Selection criteria are developed and success measures determined. 

    ASSESSMENT CRITERION 2 
    Service level agreements are negotiated and recorded and performance indicators are agreed. 
    ASSESSMENT CRITERION RANGE 
    This activity includes seeking and taking legal advice.
     

    ASSESSMENT CRITERION 3 
    Appropriate tools and techniques are used to measure service levels against the performance indicators and to determine their impact on the motor retail business. 

    ASSESSMENT CRITERION 4 
    Customer demands and expectations are met inside and outside the motor retail business. 

    ASSESSMENT CRITERION 5 
    Issues are identified and resolved. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
    Assessment will be governed by the policies and guidelines of a relevant Education and Training Quality Assurance body (ETQA), which has jurisdiction over this field of learning. The policies and procedures of the relevant ETQA will also determine:
  • How the assessment is moderated.
  • How a learner can appeal against the outcome of the assessment.

    Any institution or company which offers learning to achieve the purpose of this unit standard must be accredited as a provider through the relevant ETQA.

    The integrated assessment should be based on a summative assessment guide. The guide will specify how the assessor will assess different aspects of the performance and will include:
  • Evaluating evidence in a portfolio of evidence, particularly projects which integrate various aspects of the unit standard and which demonstrate the integration of knowledge, skills and values, and the development of the critical outcomes.
  • Observing and listening to the learner at work, both in primary activities as well as in other interactions, or in relevant simulations.
  • Asking questions and initiating short discussions to test understanding and to verify other evidence.
  • Looking at records and reports.
  • Formative assessment.

    Assessment of competence for this unit standard is based on experience acquired by the learner in the workplace, within the particular motor retail context. The assessment process should cover the explicit tasks required for the unit standard as well as the understanding of the concepts and principles that underpin the management process.

    The assessment process should also establish how the learning process has advanced the Critical Cross-Field Outcomes.

    The learner may choose in which language he/she wants to be assessed. This should be established as part of a process of preparing the learner for assessment and familiarising the learner with the approach being taken.

    Assessors should also evaluate evidence that the learner has been performing consistently over a period of time.

    The assessment for this unit standard can be done in conjunction with the assessment of other unit standards related to a qualification, and in conjunction with the assessment for the qualification as a whole. 
    		•

    UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
    The following items reflect the broad range and types of knowledge that the assessor will evaluate. However, care should be taken that these items listed are used as a guide and are not seen as being prescriptive. This is especially true if examples are given. Knowledge in this field evolves quickly. Alternative approaches and models are equally acceptable:

    Names and functions of:
  • The business units.
  • Key drivers of the various business units, suppliers, sub-contractors.
  • Business processes and process automation.
  • Information processing.
  • Resources.
  • Business optimisation strategies.
  • Lean management strategies.

    Purpose of:
  • Business processes and business process management.
  • Setting operational and financial targets.
  • Financial controls.
  • Developing, implementing, monitoring, evaluating plans and making adjustments.
  • Business optimisation strategies.
  • Lean management strategies.

    Attributes, descriptions, characteristics and properties:
  • Characteristics of the various business units.
  • Key drivers of the various business units, suppliers, sub-contractors.
  • Software and technical tools related to business optimisation and integration.

    Processes and events:
  • Business process analysis, modelling, management and monitoring.
  • Forecasting.
  • Organising.
  • Motivating.
  • Controlling.
  • Co-ordinating.
  • Communicating.
  • Setting objectives.
  • Planning processes.
  • Determining indicators of success.
  • Implementing, monitoring, evaluating and adjusting plans/programmes/activities.

    Causes and effects, implications of:
  • Implications of not integrating different business units within the business as a whole.
  • Implications of not aligning the activities of all the business units.
  • Root causes of problems in aligning activities/key drivers of the business units.
  • Implications of decisions, decision making processes, exception handling.
  • Factors which impact on decisions, business process efficiency, customer satisfaction and profit performance.
  • Implications of business process breakdowns and inefficiencies.
  • Causes of customer loss.
  • Levels of staff performance and morale.

    Procedures and techniques:
  • Analysing business processes.
  • Business process improvement methods, e.g. Six Sigma, Total Quality Management.
  • Financial control, improving profit performance, cashflow and efficiency.
  • Improving efficiency of assets and investments.
  • Decision making techniques.
  • Forecasting methods.
  • Scenario planning.
  • Models, indicators and scorecards.

    Regulations, legislation, agreements, policies, standards:
  • The regulatory framework.
  • Company policies.
  • Service level agreements.
  • Governance.

    Theory: rules, principles, laws:
  • Principles and theories of management.
  • Principles of lean management.
  • Relevant business process management and improvement models and methodologies.
  • Business process engineering and re-engineering.
  • Management concepts, principles, ethics.
  • Management models.
  • Models for measuring business efficiencies.
  • Enterprise Process Integration and Dynamics.
  • Design and Management of Service Systems.
  • Business Forecasting and Econometrics.
  • Stochastic Models in Management Science.

    Relationships, systems:
  • The impact of the key drivers of the individual business units on the overall performance of the motor retail business.
  • The impact of business processes on customer value and profit performance. 
    		•

    UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems:
  • Identify root causes of problems and take corrective or preventive action. 
    		•

    UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Prepare and support role players to implement the optimisation plan.
  • Interact with others to integrate, coordinate and optimise the business units of the motor retail business. 
    		•

    UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Work systematically to integrate, co-ordinate and optimise the business units of the motor retail business.
  • Build up a history of key drivers through analysis performed routinely and consistently. 
    		•

    UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Perform routine and consistent analysis of key drivers to build up a history of performance.
  • Measure and benchmark business unit capacities. 
    		•

    UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Negotiate and record service level agreements.
  • Brief role players responsible for implementing optimisation plan. 
    		•

    UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use appropriate technology to measure and evaluate business performance. 
    		•

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Describe the impact of the key drivers of the individual business units on the overall performance of the motor retail business. 
    		•

    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  59201   National Certificate: Generic Management  Level 5  Level TBA: Pre-2009 was L5  Passed the End Date -
    Status was "Reregistered"     		 2023-06-30  As per Learning Programmes recorded against this Qual 


    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.
     
    NONE 


    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.