Certified in Planning and Inventory Management Part 1

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Course Overview

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.

Key Takeaways

Increase functional knowledge of production and inventory management
Maximize ROI on the systems and technologies within their organization
Master the tools they need to effectively improve internal operations
Gain knowledge to apply principles of ERP software to cover various critical functions within their organization
Increase customer satisfaction by delivering Lean/Just-in-Time products and services

American Production and Inventory Control Society
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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.

Course Outline

Day 1
I. Supply Chain Overview
A supply chain is a global network used to deliver products and services, from raw materials to finished goods, to end consumers through a flow of information, physical distribution and cash. A supply chain consists of retailers, distributors, warehouses, and suppliers participating in the production, delivery, and sale of a product or service to the consumer.
The supply chain satisfies the market strategy through a variety of business functions. Critical factors include product volume and variety, customer service level, lead times, customization, product life cycle, costs and strategy
A. Operational Objectives to Meet Competitive Priorities
1. Operating environment
a. Customer expectations
b. Government regulations
c. Economic conditions
d. Global and domestic competitors
2. Business strategy and supply chain planning
a. Company vision, mission, and values
b. Alignment with all functional strategies
c. Planning of strategic buffers
B. Marketing Strategies
1. Four Ps (product, price, place, and promotion)
2. Distribution channels
3. Market segmentation
C. Fundamentals of Sales and Operations Planning (S&OP)
Sales and operations planning is a process to develop tactical plans that provide management the ability to execute business plans and strategies to achieve competitive advantage in the following steps:
1. Update the sales forecasting reports
2. Demand planning phase
3. Supply planning phase
4. Pre - S&OP meeting
5. Executive meeting
D. Manufacturing Strategies
1. Make-to-stock (MTS)
2. Assemble-to-order (ATO)
3. Configure-to-order (CTO)
4. Make-to-order (MTO)
5. Engineer-to-order (ETO)
6. Remanufacture
E. Manufacturing Processes and Layouts
1. Processes include:
a. Flow
b. Intermittent production/job shop
c. Project
Day 2
2. Layouts include:
a. Continuous
b. Repetitive
c. Product
d. Process/functional
e. Cellular
f. Fixed-position/project
F. Product Costs
1. Landed cost
2. Standard cost
G. Key Performance Indicators (KPIs) and Metrics
1. Strategic
2. Tactical
3. Operational
H. Sustainable and Socially Responsible Supply Chains
1. Ethical
2. Social
3. Sustainable
4. Financial
5. Legal
6. Regulatory
II. Fundamentals of Demand Management
Demand management is the function of recognizing and managing all demands for products or services. Demand management includes several major activities, all of which are primarily market driven and include identifying all product and service demand in the defined markets. Demand management includes forecasting but also involves possible segmenting of markets, classifying customers, and identifying demand.
A. Determine Customer Needs, Specifications, and Features and Create a Product Roadmap
1. Identifying and synchronizing market demand
2. Setting and making priorities and delivery promises
3. Collaborative planning, forecasting and replenishment (CPFR)
B. Product Management
The impact on product management of the operating environment depends on customer expectations, cumulative lead times, inventory, sustainability, product design, and product life cycles.
1. Product development principles
a. Product specifications and design
b. Product life cycle management (PLM)
2. Review marketing plan
a. Promotion types
b. Impact on demand
C. Review Demand Types and Sources
1. Independent demand
2. Dependent demand
D. Forecast Demand
1. Principles of forecasting
2. Demand characteristics
3. Forecasting techniques
a. Qualitative
b. Quantitative
c. Intrinsic
d. Extrinsic
Day 3
4. Forecast error measurement
a. Bias
b. Variability
5. Monitor and respond to demand variation
6. Review and/or revise forecast
III. Plan Supply
Master scheduling process creates a master production schedule (MPS) based on input from the sales and operation plan, the external environment, and the internal environment.
A. Create master production schedule (MPS)
B. Determine rough-cut capacity requirements
C. Create material requirements plan
D. Perform capacity requirements planning (CRP)
E. Create final assembly schedule (FAS)
F. Closing the loop
IV. Execute Supply Plan
A. Buy Sourcing is the process of identifying a company that provides a needed good or service, these decisions normally are based on supplier cost and capability by comparison to producing the product in house. These decisions include supplier selection, certification, agreements, and partnerships, including vendor-managed inventory (VMI). Total acquisition costs must be considered.
1. Establish external supply
2. Purchase/procure goods and services
a. The purchasing process begins with any of the following signals: purchase requisition, material requirements planning (MRP) output, Kanban signals, and/or buffer.
b. Order processing includes defining terms and conditions, purchase order release, monitoring supplier performance, authorizing supplier to ship, receipt of goods, invoice approval and purchase order closeout.
3. Respond to supply disruptions/changes
a. Supply chain conflicts and risks exist among trading partners and must be identified, analyzed, and addressed. Some examples include disruption of supply, synchronizing supply with demand, minimizing inventory investment, maximizing customer service, and managing total cost.
b. An important part of execution and control is focusing on quality assurance by measuring quality, monitoring process variation, and improving process control.
4. Measure supplier performance
Day 4
B. Make
This activity is the function of routing and dispatching the work to be accomplished through the production facility.
1. Flow processes
a. Calculate takt time
b. Authorize backflush/inventory release
2. Batch processes
a. Determine production rate or flow rate
b. Create production schedule, including downtime
c. Create labor schedule and determine staffing
d. Create dispatch/priority list and create work sequence to improve efficiency
e. Monitor utilization/capacity cushion
f. Manage material routing
g. Manage queues
h. Manage bottlenecks
i. Plan for non-standard demand (examples include samples, tests, engineering prototypes)
j. Manage exceptions
k. Create input/output control (I/O)
V. Inventory Management
Those stocks or items used to support production (raw materials and work in process (WIP) items), supporting activities (maintenance, repair, and operating supplies), customer service (finished goods and spare parts) and specialized inventory.
A. Plan inventory investment and days of supply
1. Inventory targets
2. Functions of inventory
3. Basic accounting
4. Inventory valuation methods
5. Lead time
B. Determine safety stock
1. Establish service levels
2. Manage inventory costs and tradeoffs
C. Determine item segmentation (for example, ABC classification)
D. Determine order quantity and item replenishment method
1. Push and pull methods (for example, Kanban)
2. Demand patterns
3. Product costs, preparation costs, and holding costs
4. Lot size formulas and calculations
Day 5
E. Track in-transit inventory and monitor inventory location and quantities
1. Raw materials
2. Work in process (WIP)
3. Finished goods
F. Track inventory throughout the supply chain
1. Point of origin
2. Final customer
3. Special handling
4. Chain of ownership
5. Recall guidelines
6. Maintain lot control and serial numbers
G. Maintenance, repair, and operating (MRO) inventories
H. Manage returns, reworks, reclamation, recycle, reuse, remanufacture and product disposition
I. Manage inventory accuracy audit program
1. Cycle count/physical inventory
2. Inventory classification
3. Types of inventory
J. Monitor inventory turns
1. Cost of goods sold (COGS)
2. Inventory turns calculations
K. Address inventory loss
1. Shrinkage
2. Scrap
3. Theft
4. Shelf life
5. Obsolescence
6. Damage
L. Inventory loss strategies
1. Company policy
2. Mitigation
M. Plan and manage distribution inventory
1. Distribution requirements planning (DRP)
2. Distribution network
3. Demand
4. Supply
5. Current inventory levels
6. Transit times
7. Item master
8. Backlog
VI. Continuous Improvement /Quality Management and Technologies
A. Continuous Improvement
1. Conduct benchmarking
2. Identify and eliminate waste and reduce variation
3. Identify and implement process improvements and utilize appropriate quality tools
4. Conduct supplier audit
5. Support sustainability (environmental, financial, social)
6. Manage master data
B. Information, Process and Emerging Technology
1. Develop technology systems requirements and specifications
2. Support technology implementation
3. Maintain technology systems
a. Information technology (examples include enterprise resource planning (ERP), product life cycle management PLM), data analytics)
b. Process technology (examples include robotics, additive manufacturing/3D printing, machine learning)
c. Emerging technology (examples include internet of things, blockchain, artificial/adaptive intelligence (AI))

Who Should Attend?

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


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
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.


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