CPIM Course
CPIM Course
What is The Certificate
Accredited Organization
Certificate Advantages
Program Topics
Target Audience
Program Objectives
Why Campus
Program Certification
Outlines
Fees/Tuition
Duration/Schedule
Instructors/Lecturers
Exam Details
- What is the Certificate
The Certified in Planning and Inventory Management CPIM program provides you with the ability to understand and evaluate production and inventory activities within a company’s global operations.
- Certificate Advantages
– Distinguish you from your peers.
– Carry weight with internal staff and external clients.
– Develop your knowledge of best practices in the industry.
– Demonstrate your Proficiency and professionalism.
– Give you personal satisfaction of achievement.
– Lay a foundation for continued improvement and advancement.
- Accredited Organizition
– APICS CPIM is preferred by thousands of employers worldwide.More than 100,000 professionals since 1973 have earned the CPIM Certification.
– APICS CPIM helps you master essential terminology, concepts, and strategies related to demand management,procurement management,supplier planning,material requirements planning, capacity planning, sales and operations planning, master scheduling, performance measurements, supplier relationships, quality control, continuous improvement.
http://www.apics.org/
- Program Topics
CPIM Part 1
Module 1: Supply Chain Overview
Module 2: Fundamentals of Demand Management
Module 3: Plan Supply
Module 4: Executing the Supply Plan
Module 5: Inventory Management
Module 6: Continuous Improvement/Quality Management and Technologies
CPIM Part 2
Module 1: Align the Supply Chain to Support the Business Strategy
Module 2: Conduct Sales and Operations Planning (S&OP) to Support Strategy
Module 3: Plan and Manage Demand
Module 4: Plan and Manage Supply
Module 5: Plan and Manage Inventory
Module 6: Plan, Manage, and Execute Detailed Schedules
Module 7: Plan and Manage Distribution
Module 8: Manage Quality, Continuous Improvement, and Technology
- Target Audience
– Logistics Personnel
– Materials Managements
– Purchasing Personnel
– Supply Chain Managers
– Production and inventory management
– Operations Managers
– Procurement Managers
– Materials Management
CPIM Course
- Program Objectives
– Increase your functional knowledge of production and inventory management.
– Maximize ROI on the systems and technologies within your organization.
– Master the tools you need to effectively manage global supply chain activities.
– Gain knowledge to apply principles ERP software to cover various critical functions within your organization.
– Earn customer satisfaction by delivering Lean/Just-in-Time products and services.
– Enhance your credibility within your organization.
– Create consistency and foster collaboration through best practices, common terminology, and corporate-wide communication.
- Why Campus
– Following up/guiding the participant until he/she passes for the CPIM Exam.
– 84 Credit hours.
– Certified and Professional Instructors.
– Free Material + Questions.
– Free Revision for each section.
– Free Quiz after each section.
– Re-attending the Course when needed without any charge.
– Free Membership and Membership Benefits.
– Free Recruitment for one year.
– Catering Services.
– Certificate of attendance from CAMPUS Egypt
- Program Certification
A certificate issued by the Association for Operations Management (APICS) after you finish 5 modules.
In addition to a certificate of attendance for the course, accredited by Campus Education Institute.
- Outlines
CPIM Part 1
Module 1: Supply Chain Overview
Section A of this module starts by introducing the supply chain management environment. It shows how manufacturing fits within this highly interconnected system and helps it thrive. Since organizations choose many different ways to compete and succeed, the discussion starts at the top with strategy and shows how operations strategies directly flow from and support corporate strategy.
Section B explores how marketing strategies can affect manufacturing environments by causing changes in demand; how these strategies are used to determine sales price and volume is also discussed. This section describes how manufacturers move their product from creation to the customer via distribution channels, and it also discusses the value of market and supplier segmentation.
Section C discusses the basic process surrounding sales and operations planning, including the functions of each step in the process.
Section D examines manufacturing strategies, including the pros and cons of each major strategy and why they may be employed by manufacturers in various environments. It continues on to cover the different manufacturing processes and layouts, including the benefits of different layouts and why one layout may be chosen over another for the production of a given product.
Section E discusses the use of key performance indicators and metrics. Metrics are important to ensure that adequate organizational performance is achieved and are equally important in identifying continuous improvement opportunities.
Section F examines sustainable and socially responsible supply chains, including the use of the United Nations Global Compact when operating a supply chain
Module 2: Fundamentals of Demand Management
Demand management can be understood as the method by which an organization identifies demands for goods and services in the marketplace over the short, medium, and long term. It may involve prioritizing resource allocation, resource use planning, and marketing decisions designed to drive profitability at an organizational level.
This module addresses the demand side of the process, shown in the box bordered with a dashed line on the left of the graphic. The demand side includes sales, marketing, and customer relationship management functions. The forecasting process is an important part of this process. Forecasts are used as inputs to
Strategy and manufacturing business plans, such as the acquisition of new plants or equipment
Medium-term production planning at the product family level
Short-term master scheduling at the unit level.
Forecasts will always be prone to some level of error. However, the data input used to the develop the forecast need to be accurate and have the highest level of integrity possible. Inaccurate input results in forecasts that are wrong (or not accurate enough) that will not support setting accurate strategic sales goals, long-term asset development, production plans, or master schedules. The consequences of
being wrong can be expensive and, in some cases, disastrous. It is important to understand how the forecasts are being produced and the level of confidence in them by those who are creating them so that a materials manager can interpret the forecasts correctly and ask for more information or challenge assumptions as appropriate
Section A: Creating a Product Road Map
Section B: Product Development
Section C: Characteristics of Demand
Section D: Forecasting
Module 3: Plan Supply
Section A discusses the basics of master scheduling. It starts with relevant definitions and the objectives of master scheduling and progresses into a discussion of the inputs and outputs of the process and the steps required to complete it.
Section B starts by defining material requirements planning (MRP). It then looks at MRP’s objectives, inputs and outputs, and process. The section covers bills of material, the logic of MRP, how to calculate gross requirements using exploding and offsetting, and how to move from gross to net requirements.
We then briefly discuss the concept of a bucketless MRP system.
Section C presents an overview of capacity management before illustrating the capacity planning hierarchy. It then discusses the comparison between capacity that is required to meet demand and the available capacity to allocate to meet said demand. Various inputs to capacity requirements planning and how to calculate available capacity are covered as well as the concepts of rated capacity, available
time, utilization, and efficiency. We then learn how to calculate demonstrated capacity and load and differences.
Section D starts by discussing final assembly scheduling and job shop scheduling and then proceeds to examine various scheduling techniques an organization may use. A brief discussion of other scheduling tools wraps up the section.
Section E discusses closed-loop systems, including how they have evolved over time. Organizations may have adopted certain iterations of closed-loop MRP systems, so they may be operating at different maturity levels with regards to closed-loop MRP
Module 4: Executing the Supply Plan
Section A discusses the process of buying the supplies and machinery required for manufacturing processes. It describes how organizations secure manufacturing materials or equipment, starting with the basic purchasing process and including selection of criteria and suppliers. It then moves on to discuss how to execute purchases and measure supplier performance.
Section B discusses the processes involved in the actual manufacturing process and how they are planned and controlled. It starts by discussing production activity control before moving into a brief discussion of flow processes and calculating takt time. The section concludes with discussions of intermittent processes, including schedules, dispatch lists, managing bottlenecks, and input and output
control
Module 5: Inventory Management
Section A discusses inventory types, functions, and targets as well as basic accounting and valuation.
Section B discusses safety stock and service levels as well as inventory costs and their associated tradeoffs.
Section C covers ABC inventory segmentation.
Section D looks at order systems and lot sizes.
Section E discusses inventory moving through the supply chain, including special handling and lot control.
Section F discusses reverse logistics and all of the types of inventory that comprise it.
Section G covers inventory auditing, which often relies on ABC item segmentation.
Section H discusses sources of inventory loss and methods to address it.
Section I concludes the module with an examination of how inventory is distributed throughout the supply chain
Module 6: Continuous Improvement/Quality Management and Technologies
Section A looks at several aspects of quality and continuous improvement, including concepts like total quality management, benchmarking, lean production, six sigma and the DMAIC process, and the basic seven tools of quality.
Section B discusses how to determine requirements for new technology and what is involved with the implementation and maintenance of new technologies.
CPIM Part 2
Module 1: Align the Supply Chain to Support the Business Strategy
Module 1 of Part 2 of the APICS CPIM Learning System, “Strategy,” focuses on early direction-setting activities that form a key input to planning and inventory management for services or for manufacturing planning and control (MPC). During strategy setting, the organization’s leaders make decisions that will have long-term effects on operational planning, execution, and control. These decisions can affect what products or services operations will be capable of creating and how it will create them (e.g., the manufacturing or service environment that is developed). They include priorities, such as the need for cost-efficient production or environmentally sustainable operations, that affect operations policies and processes.
Section A “The Environment and Strategy,” presents a strategy road map to show the overall strategic planning process and then covers important tools to scan the business environment so that strategy can be developed from a more secure position of knowledge.
Section B “Strategic Scope,” discusses strategies for changing an organization’s size and scope.
This includes tactics such as diversification, globalization, and vertical and horizontal integration.
Section C “Strategic Objectives,” shows how the requirements of key customer segments help determine the organization’s competitive priorities and strategic objectives.
Section D “Developing Organizational Strategy,” discusses generic strategies used to create competitive advantage, such as low-cost and differentiation strategies.
Section E “Executing and Monitoring Strategy,” shows how it is important to determine whether a strategy as executed is resulting in order qualifiers and winners.
Section F “Analysis for Functional and Operational Strategies,” addresses how to determine operational technology choices and covers cost-volume-profit, break-even, and sales mix analyses.
Section G “Functional and Operational Strategies,” focuses on the most critical element of strategic planning and management, alignment. The strategic planning process is repeated at the operational level, translating strategic goals into operational performance objectives and action plans. Alignment subjects include capacity, manufacturing environment, marketing, supply chain, and facility strategies.
Section H “Processes and Layouts,” examines the tradeoffs of process choices with the product process matrix and service tradeoffs with the service design matrix. Various layouts are examined.
Section I “Performance Monitoring and KPIs,” focuses on tools used to measure and control performance, first at the strategic level and then at the financial and operational levels. Tools such as KPI trees, maturity assessments, SCOR metrics, and the balanced scorecard are examined.
Section J “Risk Management,” addresses the basic risk management process and provides examples of supply chain risks and how to manage them.
Section K “Capital Equipment and Facilities,” goes over business planning and capital budgeting goals and performance and then addresses total productive maintenance and compliance with health, safety, and environment regulations.
Section L “Sustainability Strategies,” focuses on the principles of sustainability and how sustainability affects business and operational strategies.
In this module, you will find case studies that apply the information discussed to a variety of businesses. These case studies will make the module’s general concepts and techniques more alive and relevant to your own work. The case study businesses are used throughout the Part 2 modules to tie your learning experience together.
Module 2: Conduct Sales and Operations Planning (S&OP) to Support Strategy
Section A “Purpose of S&OP,” examines why it is important to combine the plans of all functions (sales, marketing, development, manufacturing, sourcing, financial) into an integrated set that provides the organization with a competitive advantage on an ongoing basis. Basic concepts of balancing supply and demand are covered.
Section B “S&OP Roles and Process,” addresses various S&OP roles and responsibilities. It also goes over how sales, manufacturing, and financial plans are integrated into a single plan to which everyone can commit.
Section C “Aggregate Demand and Supply Plans,” reviews sources of demand and the aggregate demand plan, and it then addresses the external supply base and internal supply capabilities for the aggregate supply plan. Developing and validating the production plan and resource planning and strategic buffers are also covered.
Section D “Reconciling S&OP Plans,” reviews various methods of balancing supply and demand, including adjusting supply and demand. The section concludes with a discussion of tradeoffs, alternatives, and risks of plans
Module 3: Plan and Manage Demand
Section A “Demand Management,” looks at how to plan and use resources with profitable business results.
Section B “Customers,” covers customer relationship management, determining how to make tradeoffs to optimize customer service, and how to effectively communicate with customers.
Section C “Marketing and Product Management,” addresses influencing demand, product design and related tools, and product configuration and related changes.
Section D “Sources of Demand,” reviews various demand channels and independent and dependent demand.
Section E “Forecasting,” addresses how to select the right forecasting method for the use and then perform qualitative or quantitative forecasting.
Section F “Forecast Performance,” covers evaluating the results of forecasts and improving their accuracy. It also addresses the bullwhip effect and what to do about it, such as using collaborative planning, forecasting, and replenishment
Module 4: Plan and Manage Supply
Section A “Creating the Master Schedule,” describes the principles and techniques for master scheduling and creating a master production schedule (MPS), which is the primary input to the material requirements plan.
Section B “Using and Maintaining the Master Schedule,” examines master scheduling roles, schedule stability, valid order promises, and how to monitor and manage the master schedule to make timely adjustments on an ongoing basis despite challenges.
Section C “Rough-Cut Capacity Planning,” reviews this capacity check and capacity’s impact on supply, including critical work centers, work center efficiency and utilization goals, and maintenance schedules.
Section D “MRP Design,” describes the principles and techniques involved in material requirements planning for the planning of materials and releasing of orders in support of the MPS.
Section E “Using and Managing MRP,” addresses the logic behind material requirements planning and how to manage and evaluate its performance.
Section F “CRP and MRP-Based Scheduling,” covers the more detailed capacity check called capacity resource planning (CRP) as well as MRP-based scheduling.
Section G “Final Assembly Schedule,” addresses how to create the final assembly schedule (FAS) to support the demand plan, available-to-promise and capable-to-promise, how to use and maintain the FAS, and measuring performance against the FAS.
Section H “Suppliers,” discusses how to identify capable suppliers and develop supplier relationships. It covers sourcing models and collaborating with suppliers.
Section I “Purchasing,” focuses on principles and techniques used to source both materials and capacity. Procurement must align with the organization’s strategy and goals related to its financial, risk management, and sustainable goals. Supplier participation, performance, communications, and collaboration are discussed.
Section J “Product Costing,” addresses forms of product costing, including absorption, variable, and activity-based costing (ABC), reviews variances through inventory valuation, addresses the costs of quality, and covers eliminating non-value-added activities.
Section K “Changes and Supply Chain Disruptions,” shows how to replan order priorities and revise lead time, lot size, safety stock quantity, kanban quantity, and cycle times. It addresses using what-if analysis and monitoring buffer status.
Section L “Product Life Cycle Management,” addresses new product introduction (NPI) schedules, prototype schedules, supply constraints, and end-of-life plans
Module 5: Plan and Manage Inventory
Section A “Inventory Planning,” focuses on principles and techniques planners use to manage inventory levels so that they will support production needs while meeting the organization’s financial and risk management goals. Topics include inventory goals, types, and policies and item segmentation (ABC inventory).
Section B “Inventory Management,” looks at ensuring that aggregate inventory policies are translated down to specific inventory locations. Topics include push or pull replenishment (when to order), dynamic and fixed ordering techniques that address how much to order (including economic order quantity), setting safety stock levels, and special inventory.
Section C “Inventory Costs, Value, and Metrics,” covers inventory costs and risk pooling, inventory valuation, and inventory metrics, including cost variances.
Section D “Inventory Control,” covers inventory storage, flow, and handling options, how to keep accurate records of inventory levels, and how to provide inventory traceability.
Section E “Waste Hierarchy and Reverse Logistics,” addresses how to manage returns and product disposition. Topics address the waste hierarchy, the circular economy, the reverse logistics process, and the disposition process
Module 6: Plan, Manage, and Execute Detailed Schedules
This module looks at how scheduling and planning move from a high level in master scheduling and material requirements planning (MRP) to more granular and day-to-day requirements as execution is scheduled using a time-phased priority plan for production. Plans include detailed planning of materials and capacity. The method of planning will vary according to manufacturing environments and
processes and other factors.
The plans created in this phase are not static but must be managed against shifting conditions and priorities.
The sections in this module focus on major activities for detailed planning and plan execution:
Section A “Planning Detailed Schedules,” addresses how to create a viable schedule. This includes determining production or flow rates, calculating load, evaluating throughput, and using production activity control (PAC) to create work sequences.
Section B “Scheduling and PAC Methods,” breaks down how both production scheduling and PAC are performed using MRP-based scheduling, theory of constraints scheduling, and lean scheduling systems.
Section C “Production Schedules,” addresses capacity planning by manufacturing environment; capacity requirements planning inputs, tools, and outputs; various methods to balance capacity and load; intermittent and flow processes, including how they use push versus pull; and labor schedules and staffing.
Section D “Using Detailed Schedules,” covers issuing production orders, assigning labor schedules, managing material routing, evaluating batch sizes, reviewing equipment and labor status, determining when to use alternate routings, managing queue sizes (including input/output analysis), measuring capacity planning performance, managing exceptions and variation, and scheduling incoming materials.
Module 7: Plan and Manage Distribution
Section A “Planning Distribution,” addresses how organizations set a strategy for how they will distribute their products and services, including network configuration, transportation tradeoffs, delivery channels, and developing the distribution plan.
Section B “Replenishment and Order Management,” covers product distribution, including replenishment planning, warehouse replenishment systems, distribution requirements planning, distribution performance measurement, and customer order management.
Section C “Reverse Logistics in Distribution Network,” revisits reverse logistics from the perspective of setting up a cost-effective reverse supply chain and setting waste hierarchy policies for the supply chain
Module 8: Manage Quality, Continuous Improvement, and Technology
Section A “Quality,” goes over specific methods for measuring and controlling quality. It addresses the manager’s role in quality, measuring quality costs, and quality tools.
Section B “Continuous Improvement,” goes over lean improvement concepts such as waste reduction; lean improvement tools such as leveling workload, employee empowerment, relationship improvement, root cause analysis, and problem solving; and process improvement tools such as value stream mapping, work area design, and reduction of process variation.
Section C “Technology,” addresses existing and emerging technologies that can be used to support organizational strategies and goals. It addresses the selection process, including requirements and gap analysis. It also covers technology implementation and maintenance
- Fees/Tuition
For the latest offers & Savings Please Call now .
- Duration/Schedule
-84 Credit Hours
– One Lecture per week ( 5 Months )
– Two Lectures per week ( 2.5 Months)
- Instructors/Lecturers
In campus Education institute, all our instructors are certified instructors and they are professional and experienced in delivering this program, all the instructors have Multinational experience in order to ensure delivering the real life and work experience along with the academic Knowledge.
Speaking Languages:
( English / Arabic )
- Exam Details
– First, you must complete the 2 Parts to be Certified in Production and Inventory Management CPIM.
– Second, APICS CPIM exam scores are valid for 10 years from the date of the exam. You must complete 2 APICS CPIM exams within 10 years of taking your first APICS CPIM exam.