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CP Training Courses > Supply Chain Management

Production and Inventory Management (CPIM)

APICS – Certified, 10 Days Training and Exams

APICS, the association for supply chain management, is a leading provider of research, education and certification programs that elevate supply chain excellence, innovation and resilience.

 
 

Dates: For in-house delivery only
Venue: Fee: please enquire to enquiries@cp-t.com


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The APICS Certified in Production and Inventory Management (CPIM) has been recognised globally as a standard of professional competence in production and inventory management since 1973.

 

CPIM is for professionals working in: Production and inventory management, Operations,  Supply chain management,  Procurement, Materials management, Purchasing and  Planning. 

 

To obtain the qualification, delegates must complete two modules and then sit exams at their local invigilation centre.

 




Topics Covered

Module 1 (4 days)
o    Business-Wide Concepts (1 day) 
This section covers common management concepts and:
 
A. Supply Chain Fundamentals: The concept of a global network used to deliver products and services from raw materials to end consumers through a structured flow of information, physical distribution, and cash. It includes managing conflicts that occur within the supply chain. Businesses are also called upon to demonstrate social responsibility in operating their supply chains. 
 
B. Operating Environments: Global, domestic, environmental, and stakeholder influences affect the key competitive factors, customer needs, culture, and philosophy of a company. This environment becomes the framework in which business strategy is developed and implemented. 
 
C. Financial Fundamentals: Basic financial statements define the financial reporting common to most businesses. Underlying costs and analysis terms provide further understanding of statement information and often serve as the basis for management decisions. 
 
o     Demand Management (1 day) This session covers:
A. Market Driven: Consumer needs, competitive sources, economic conditions and government regulations determine the demand experienced by suppliers. 
       
B. Voice of the Customer: Actual customer word descriptions of the functions and features that customers desire for goods and services. 
 
C. Demand Management: Demand management is the function of recognizing all demands for goods and services to support the marketplace. Demand management serves as a key input into the sales and operations plan and master production schedule (MPS).
 
o    Transformation of Demand into Supply (1 day) This session covers: 
A. Product and Process Design: Design affects product and process, the resulting framework of planning system parameters, and the requirement for data appropriate in source, content, and accuracy. Collaboration with customers and suppliers will improve product and process design. 
 
B. Capacity Management: This section includes the function of establishing, measuring, monitoring, and adjusting limits or levels of capacity to execute all schedules. Capacity management encompasses resource requirements planning, rough-cut capacity planning, capacity requirements planning, input/output controls, and constraints management. 
 
C. Planning: Includes the process of setting goals for the organization and choosing how to use the organization’s resources to achieve them. These different planning techniques vary depending on traditional, lean, or Theory of Constraints operating environments. 
 
 
o    Supply (1 day) This session covers:
A. Inventory: The stocks or items used to support production (raw materials and work-in-process items), supporting activities (maintenance, repair, and operating supplies), and customer service (finished goods and service parts). 
 
B. Purchasing Cycle: The function and responsibility for understanding demand, sourcing, procuring materials, supplies, or services, receiving goods, and approving invoices for payment. 
 
C. Distribution: The activities associated with the movement of material between the supplier, manufacturer, and customer. These activities encompass the functions of transportation, warehousing, inventory control, material handling, order administration, site and location analysis, industrial packaging, data processing, and the communications network necessary for effective management. It includes all activities related to physical distribution, as well as the return of goods to the manufacturer.
 
Module 2 (6 Days)
o    Master Planning of Resources (2 days) This session covers: 
A. Demand Management: Strategic and business planning is closely related to the management of demand, including forecasting and managing the customer interface. 
 
B. Sales and Operations Planning (S&OP): Sales and operations planning (S&OP) concepts and techniques are used to link strategic goals to operations and coordinate the various planning efforts of the functional areas, including operations, sales, sourcing, product development, marketing, and finance in a variety of business environments. 
 
C. Master Scheduling: Master scheduling is the process of translating higher-level aggregate plans into feasible schedules that operations and suppliers can execute. 
 
Integration between the sales and operations plan, production plan, and master production schedule is included.
 
o    Detailed Scheduling and Planning (2 days) This session covers:
A. Inventory Management: Inventory management principles, policies, and techniques impact many other decisions throughout the organization, including stocking levels, order quantities, safety stocks, handling and storage requirements, and financial management. 
 
B. Planning Material Requirements to Support the Master Schedule: Planning material requirements driven by the master production schedule (MPS), including material requirements planning (MRP), deals with dependent demand parts and interrelationships that require planning at any given time. It also includes independent demand planning for service parts, matching supply with demand, and managing demand at aggregate and disaggregate levels.
 
C. Planning Operations to Support the Priority Plan: Capacity management encompasses planning, establishing, measuring, monitoring, and adjusting levels of capacity to execute the master schedule and related materials plan. It addresses the balancing of the material plans with available internal and external resources and supporting activities, including constraint management, line and flow balancing, and variability and capacity in a transient state. 
 
 
o    Execution and Control of Operations (1 day) This session covers: 
A. Execution of Operations: The execution of operations includes understanding the scheduling processes that translate plans into operational activities. This includes applying methods of authorizing and releasing work, and the management of resources required to accomplish the work. All execution activities rely on an understanding of the decisions made about the organizational environment, strategies, and objectives. 
 
B. Control of Operations: Control of operations encompasses the ongoing review and management of operational results in comparison to the established near-term plan, followed by analysis and application of any corrective action required to align performance with the plan. Control includes the principles and techniques to accomplish the plan using both internal and external resources. 
 
C. Quality, Communication, and Continuous Improvement: Management defines the quality and continuous improvement goals of the organization, and uses meaningful communication techniques to educate others and bring about those goals. 
 
o    Strategic Management of Resources (1 day) This section covers: 
A. Understanding the Business Environment and Developing Corporate Strategy: Operations strategy must be integrated with the corporate strategy of the firm, reflecting the external environment, as well as organizational priorities and philosophies. The operations strategy development process must capture and assimilate that information to provide context for alignment with corporate strategy. Corporate strategy development must consider business environmental factors. 
 
B. Developing the Operations Strategy: The operations strategy development process must align with the business strategy and reflect the analysis of the business environment. This includes the processes of identifying, evaluating, and choosing among alternatives in the context of the business strategy, and understanding the significance of the various factors in developing the operations strategy. 
 
C. Implementing the Operations Strategy: Various strategic leadership activities, leadership roles, and responsibilities are necessary for the successful implementation of the operations strategy.

 






This course is available for in-house delivery if required.

This course will be conducted in the English language.




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