Certified in Planning and Inventory Management Part 2
التقييم:
الإنجليزي
متوسط
تدريب مباشر عن بعد
تدريب
وجهاً لوجه
التدريب في الموقع
التدريب
والإرشاد
السرعة الذاتية
تدريب
اختر تاريخ
لتحميل الكتيب
نبذة عن الدورة التدريبية
The APICS Certified in Production and Inventory Management (CPIM) instructorled training course is a comprehensive professional development and certification preparation training program. CPIM consist of two separate courses: Part 1: provides an introduction and overview of the basics of supply chain management; and, Part 2: provides additional instruction on the priority planning at the tactical and operational levels, inventory control and introduces strategic planning. To obtain the CPIM certification, participants must successful pass two exams, one for each of the two parts.
While the primary purpose of the course is to prepare supply chain managers for obtaining the APICS CPIM certification, those that do not desire to obtain the designation would benefit by attending CPIM Part 1, so as to obtain a basic knowledge of supply chain management.
While the primary purpose of the course is to prepare supply chain managers for obtaining the APICS CPIM certification, those that do not desire to obtain the designation would benefit by attending CPIM Part 1, so as to obtain a basic knowledge of supply chain management.
المخرجات الرئيسية
1
Increase functional knowledge of production and inventory management.
2
Maximize ROI on the systems and technologies within their organization.
3
Master the tools they need to effectively improve internal operations.
4
Gain knowledge to apply principles of ERP software to cover various critical functions within their organization.
5
Increase customer satisfaction by delivering Lean/Just-in-Time products and services.
American Production and Inventory Control Society
APICS The Association for Operations Management is the global leader and premier source of the body of knowledge in supply chain and operations management, including production, inventory, materials management, purchasing, and logistics. Since 1957, individuals and companies have relied on APICS for its superior training, internationally recognized certifications, comprehensive resources, and worldwide network of accomplished industry professionals. APICS recognizes the contributions supply chain and operations management professionals make to their employers and the global economy and has developed a comprehensive suite of educational resources, including: » education, training, industry publications and research, and world-renowned certification programs » opportunities for career development, networking, and best practice sharing » local and global membership and affiliation opportunities worldwide.
محتوى الدورة التدريبية
Day 1
I. Align the supply chain to support the business strategy
A. Understand the business environment and develop corporate strategy
1. Know and analyze the business environment
a. Scan the external environment
b. Perform an industry analysis (examples include: five-force model, industry standards, benchmarking)
c. Perform an internal analysis to identify capabilities and core competencies
d. Perform a value chain analysis to identify and support activities that create customer value
e. Perform a SWOT analysis
B. Develop, align, and implement functional and operational strategies
1. Determine operations strategy to utilize core competencies and available resources, manage cost, and support company policies, as well as regulatory and intellectual property guidelinesC. Design processes and layouts to align with strategic goals
1. Examine the trade-offs of process choices within the product-process matrix (examples include: project, job shop, batch, mass customization, assembly line, repetitive, continuous flow)
1. Know and analyze the business environment
a. Scan the external environment
b. Perform an industry analysis (examples include: five-force model, industry standards, benchmarking)
c. Perform an internal analysis to identify capabilities and core competencies
d. Perform a value chain analysis to identify and support activities that create customer value
e. Perform a SWOT analysis
B. Develop, align, and implement functional and operational strategies
1. Determine operations strategy to utilize core competencies and available resources, manage cost, and support company policies, as well as regulatory and intellectual property guidelinesC. Design processes and layouts to align with strategic goals
1. Examine the trade-offs of process choices within the product-process matrix (examples include: project, job shop, batch, mass customization, assembly line, repetitive, continuous flow)
Day 2
II. Conduct sales and operations planning (S&OP) to support strategy
A. Understand the role of the S&OP process in the organization
1. Review the role of S&OP in the planning and control hierarchy
B. Review aggregate demand plan
1. Review product portfolio, new product introduction (NPI), life cycle stages, and competitive priorities
C. Review aggregate supply plan
1. Review key supply capabilities
a. Review external supply base, supply footprint, and capacities, and evaluate risks
b. Review internal supply capacities, inventory status, and inventory targets
1. Review the role of S&OP in the planning and control hierarchy
B. Review aggregate demand plan
1. Review product portfolio, new product introduction (NPI), life cycle stages, and competitive priorities
C. Review aggregate supply plan
1. Review key supply capabilities
a. Review external supply base, supply footprint, and capacities, and evaluate risks
b. Review internal supply capacities, inventory status, and inventory targets
III. Plan and manage demand
A. Determine customer needs and specifications
1. Segment customers based on business unit strategies and required capabilities
B. Understand marketing and product management considerations
1. Influence demand to better align with supply
C. Review sources of demand
1. Review demand channels (examples include: retail, wholesale, distributor, e-commerce, business- to-business (B2B), and business-to-consumer (B2C))
1. Segment customers based on business unit strategies and required capabilities
B. Understand marketing and product management considerations
1. Influence demand to better align with supply
C. Review sources of demand
1. Review demand channels (examples include: retail, wholesale, distributor, e-commerce, business- to-business (B2B), and business-to-consumer (B2C))
Day 3
IV. Plan and manage supply
A. Create the master schedule
1. Review the role of master scheduling in the planning and control hierarchy
B. Perform rough-cut capacity planning (RCCP)
1. Review capacity requirements and the impact of the RCCP on supply
C. Manage the material requirements plan (MRP)
1. Check relevant MRP input and data sources
a. Define inventory data as required to support the material planning process (examples include: item description, current usage rates, stock balances, and historical demand)
b. Use MPS data to describe types, quantities, sources, priorities, customer orders, forecasts, and time phasing of product demand
c. Define engineering data for product structure and parent/component relationships (examples include: information on part interdependencies, lead times, and engineering changes)
1. Review the role of master scheduling in the planning and control hierarchy
B. Perform rough-cut capacity planning (RCCP)
1. Review capacity requirements and the impact of the RCCP on supply
C. Manage the material requirements plan (MRP)
1. Check relevant MRP input and data sources
a. Define inventory data as required to support the material planning process (examples include: item description, current usage rates, stock balances, and historical demand)
b. Use MPS data to describe types, quantities, sources, priorities, customer orders, forecasts, and time phasing of product demand
c. Define engineering data for product structure and parent/component relationships (examples include: information on part interdependencies, lead times, and engineering changes)
V. Plan and manage inventory
A. Inventory planning
1. Determine target inventory levels to support service and financial goals
a. Review the impact of sourcing risks (examples include: financial, political, transportation, and environmental) on inventory planning decisions
b. Understand the trade-offs in stocking levels, customer service, environmental impact, and inventory accuracy targets in different business environments
1. Determine target inventory levels to support service and financial goals
a. Review the impact of sourcing risks (examples include: financial, political, transportation, and environmental) on inventory planning decisions
b. Understand the trade-offs in stocking levels, customer service, environmental impact, and inventory accuracy targets in different business environments
Day 4
VI. Plan, manage, and execute detailed schedules
A. Plan detailed schedules
1. Determine production rates or flow rate
a. Calculate load from planned and released orders, repetitive schedules, past-due orders, rework orders, and work in process (WIP)
b. Evaluate throughput by measuring efficiency, utilization, productivity, takt time, cycle time, and input/output control (I/O) metrics
c. Manage schedules and throughput in various industries, including service
B. Create production schedules
1. Evaluate the availability of theoretical, demonstrated, and rated capacity
C. Implement and manage detailed schedules
1. Issue production orders as scheduled
1. Determine production rates or flow rate
a. Calculate load from planned and released orders, repetitive schedules, past-due orders, rework orders, and work in process (WIP)
b. Evaluate throughput by measuring efficiency, utilization, productivity, takt time, cycle time, and input/output control (I/O) metrics
c. Manage schedules and throughput in various industries, including service
B. Create production schedules
1. Evaluate the availability of theoretical, demonstrated, and rated capacity
C. Implement and manage detailed schedules
1. Issue production orders as scheduled
Day 5
VIII. Manage quality, continuous improvement, and technology
A. Manage quality
1. Consider the impact of processes and their outputs on internal and external customers
B. Manage continuous improvement
1. Utilize lean concepts and undertake process improvements (examples include: eliminate waste, improve throughput, and reduce inventory)
C. Manage technology
1. Develop technology systems requirements or specifications to support company goals
a. Determine current and ideal state utilizing appropriate tools (examples include: flowcharts, benchmarking, and process mapping)
b. Identify gaps, system limitations, costs, process knowledge needed, and human resource (HR) policies to be considered
1. Consider the impact of processes and their outputs on internal and external customers
B. Manage continuous improvement
1. Utilize lean concepts and undertake process improvements (examples include: eliminate waste, improve throughput, and reduce inventory)
C. Manage technology
1. Develop technology systems requirements or specifications to support company goals
a. Determine current and ideal state utilizing appropriate tools (examples include: flowcharts, benchmarking, and process mapping)
b. Identify gaps, system limitations, costs, process knowledge needed, and human resource (HR) policies to be considered
على من يجب الحضور؟
This highly practical and interactive course has been specifically designed for
The CPIM designation is for professionals who want to gain knowledge, learn skills and best practices required to execute, control and improve all of the internal operations within the four walls of their company. Managers and leaders from the following functional and process areas should consider attending this course:
→ Planning
→ Material
→ Inventory
→ Operations
→ Supply Chain
→ Sourcing
→ Manufacturing and Service
الدورات ذات الصلة
Supply Chain Risk Management
التعليقات
Certified Business Operations Professional
التعليقات
APICS Certified Supply Chain Professional - Review Course
التعليقات
Best Practices in Warehouse
التعليقات
Certified in Planning and Inventory Management Part 1
التعليقات
APICS Certified in Logistics Transportation and Distribution
التعليقات
Certified Supply Chain Analyst
التعليقات
التعليمات
What language will the course be taught in and what level of English do I need to take part in an LEORON training program?
Most of our public courses are delivered in English language. You need to be proficient in English to be able to fully participate in the workshop and network with other delegates. For in-house courses we have the capability to train in Arabic, Dutch, German and Portuguese.
Are LEORON Public courses certified by an official body/organization?
LEORON Institute partners with 20+ international bodies and associations.We also award continuing professional development credits (CPE/PDUs) for:1. NASBA (National Association of State Boards of Accountancy) 2. Project Management Institute PDUs 3. CISI credits 4. GARP credits 5. HRCI recertification credits 6. SHRM recertification credits
What is the deadline for registering to a public course?
The deadline to register for a public course is 14 days before the course starts. Kindly note that occasionally we do accept late registrations as well, but this needs to be confirmed with the project manager of the training program or with our registration desk that can be reached at +1071 4 1075 5711 or register@leoron.com.
What does the course fee cover?
The course fee covers a premium training experience in a 5-star hotel, learning materials, lunches & refreshments, and for some courses, the certification fee and membership with the accrediting bodies.
Does LEORON give discounts?
Yes, we can provide discounts for group bookings. If you would like to discuss a discount on a corporate level, we will be happy to talk to you.
التعليقات
- عرض:IAMM Internal Audit Maturity ModelIn recognition of their dedication and contribution supporting IKEA Saudi Arabia in arranging training programs during 2017 & 2018, looking forward for more development and exciting effort this year. On behalf of IKEA Saudi Arabia, THANK YOU!Dalal KutbiCountry Learning & Development Manager at IKEA Saudi Arabia
- عرض:Certified Professional in Quality and Patient SafetyDating back to 2014, Mobily’s “LEORON” experience has grown from a single collaboration to a long-term partnership. We consider ‘’LEORON” Institute as a strategic partner, whose contribution has been nothing but premium in equipping our staff with field-based knowledge and information. Past three years have resulted with an expanded collaboration with superior customer service and support. Best Regards,Turki S. AlsahaanDir L&D, Talent Management at Mobily, Etihad Etisalat Company
- عرض:Certified Professional in Quality and Patient SafetySince the partnership was signed between BAE Systems Saudi Development & Training and LEORON in 2017, we have been working together to offer the Saudi market a complete portfolio of training solutions benefiting from the wide and extensive experience of both parties. Recognizing the great success of this partnership, we are looking for further collaborations in the future that will position both companies as one of the leading training providers in Saudi Arabia. We thank the LEORON team for their full cooperation and continuing support, and look forward to further success together in the years to come.Emad AlrajihVP, Business Winning at BAE Systems Saudi Development & Training
- عرض:Certified Professional in Quality and Patient SafetyWe have been working with LEORON for the past two years and will be working with them again this upcoming year. The programs they delivered were fruitful and exciting and our organization has received positive feedback from the participants. What our organization aims to do is to provide at no cost training for all the private sector employees so that they may benefit from our offered programs in Innovation and Professional development. Leoron has helped us achieve this goal. We look forward to continuing this service and wish them the best of luck. Regards,Nasser M. Al-SubaieSr. Program Officer, Enterprise Learning & Human Development at Kuwait Foundation for the Advancemen
