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CPIMCertified in Planning and Inventory Management
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English
Intermediate
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Course Overview
The Certified in Planning and Inventory Management (CPIM) course is a comprehensive training program designed for professionals in the production and management of products. The course covers eight essential modules, including: Supply Chains and Strategy, Sales and Operations Planning, Demand, Supply, Detailed Schedules, Inventory, Distribution, and Quality, Technology and Continuous Improvement. These modules delve into topics such as aligning supply chain strategy with business objectives, managing demand, optimizing supply and inventory, and implementing continuous improvement. The CPIM course is suitable for supply chain managers, purchasing managers, inventory control specialists, production planners, and supply chain analysts, as well as anyone seeking to enhance their knowledge in production planning and inventory management.
Key Takeaways
1
Analyze the relationship between supply chain strategies and business objectives.
2
Plan and control demand through effective sales and operations planning.
3
Evaluate the principles of supply management and the balance between supply and demand.
4
Develop and manage detailed schedules and inventory levels to improve production and distribution processes.
5
Apply quality management, technology, and continuous improvement techniques to achieve operational excellence in production and inventory management.
Association for Supply Chain Management
The Association for Supply Chain Management (ASCM) is the global leader in supply chain organizational transformation, innovation and leadership. As the largest nonprofit association for supply chain, ASCM is an unbiased partner, connecting supply chain professionals and companies around the world to the newest thought leadership on all aspects of supply chain. ASCM is built on a foundation of APICS certification and training spanning 60 years. Now, ASCM is driving innovation in the industry with new products, services and partnerships that enable companies to further optimize their supply chains, secure their competitive advantage and positively influence their bottom lines.
Course Outline
MODULE 1: Supply Chains and Strategy
Section A: Supply Chains, the Environment, and Strategy
Operating Environment
Business Strategy and Supply Chain Planning: Company Vision, Mission, and Core Values
Product Development Principles: Product Life Cycle and Manufacturing Environments
Business Strategy and Supply Chain Planning: Company Vision, Mission, and Core Values
Product Development Principles: Product Life Cycle and Manufacturing Environments
Section B: Strategic Scope and Objectives
Market and Supplier Segmentation: Market Segmentation
Business Strategy and Supply Chain Planning: Strategy and the Role of Metrics [omit strategy terms]
Business Strategy and Supply Chain Planning: Strategy and the Role of Metrics [omit strategy terms]
Section C: Developing and Managing Organizational Strategy
Section C: Developing and Managing Organizational Strategy
Section D: Functional and Operational Strategies
The Four Ps: CVP, breakeven
The Four Ps
Product Development Principles
Business Strategy and Supply Chain Planning: Alignment with All Functional Strategies
The Four Ps
Product Development Principles
Business Strategy and Supply Chain Planning: Alignment with All Functional Strategies
Section E: Environments, Processes, and Layouts
Manufacturing Strategy
Manufacturing Environments
Differences Between Manufacturing EnvironmentsManufacturing Process Types
Manufacturing Process Layouts
Supply Planning Phase: Production Environments
Product Development Principles: Designing Customer Service and Support
Manufacturing Environments
Differences Between Manufacturing EnvironmentsManufacturing Process Types
Manufacturing Process Layouts
Supply Planning Phase: Production Environments
Product Development Principles: Designing Customer Service and Support
Section F: Performance Monitoring and KPI’s
KPIs: Key Performance Indicators and Balanced Scorecard
Measuring Performance: Metrics to Measure Performance
Measuring Performance: Metrics to Measure Performance
Section G: Risk Management
Financial, Legal, and Regulatory Compliance: Legal and Regulatory Compliance
Section H: Capital Equipment and Facilities
Section H: Capital Equipment and Facilities
Section I: Sustainability Strategies
Internal and External Strategy Influences
United Nations Global Compact
Ethics, Sustainability, and Social Responsibility
Financial, Legal, and Regulatory Compliance: Financial Compliance
United Nations Global Compact
Ethics, Sustainability, and Social Responsibility
Financial, Legal, and Regulatory Compliance: Financial Compliance
MODULE 2: Sales and Operations Planning
Section A: S&OP Purpose and Process
Manufacturing Planning and Control: MPC components
Capacity Management Overview: Capacity Management; Capacity Planning Hierarchy
Sales and Operations Planning
Updating the Sales Forecasting Reports
Demand Planning Phase
Supply Planning Phase: Establishing Product FamiliesPre-S&OP and Executive Meetings
Capacity Management Overview: Capacity Management; Capacity Planning Hierarchy
Sales and Operations Planning
Updating the Sales Forecasting Reports
Demand Planning Phase
Supply Planning Phase: Establishing Product FamiliesPre-S&OP and Executive Meetings
Section B: Aggregate Demand and Supply Plans
Business Strategy and Supply Chain Planning: Planning of Strategic Buffers
Supply Planning Phase
Supply Planning Phase
Section C: Reconciling S&OP Plans
Section C: Reconciling S&OP Plans
MODULE 3: Demand
Section A: Demand Management
Sales and Operations Planning: Marketing Impact on Demand
Identifying Demand
Product Development Principles: Defining Customers and Product-Service Parameters
Identifying Demand
Product Development Principles: Defining Customers and Product-Service Parameters
Section B: Sources of Demand/Forecasting
Distribution Channels
Independent and Dependent Demand
Demand Characteristics
Principles of ForecastingForecasting Techniques
Independent and Dependent Demand
Demand Characteristics
Principles of ForecastingForecasting Techniques
Section C: Forecast Performance
Sales and Operations Planning: Marketing Impact on Demand bullwhip only
Collaborative Planning, Forecasting, and Replenishment
Forecast Error Measurement
Monitoring and Responding to Demand Variation
Reviewing and Revising Forecasts
Collaborative Planning, Forecasting, and Replenishment
Forecast Error Measurement
Monitoring and Responding to Demand Variation
Reviewing and Revising Forecasts
MODULE 4: Supply
Section A: Creating and Validating the Master Schedule
Manufacturing Planning and Control: MPC components and Business Hierarchy
Master Scheduling
Publishing and Controlling the MPS: All except Resolving Differences and Publishing MPS
Rough-Cut Capacity Planning
Publishing and Controlling the MPS: Resolving Differences and Publishing MPS
Master Scheduling
Publishing and Controlling the MPS: All except Resolving Differences and Publishing MPS
Rough-Cut Capacity Planning
Publishing and Controlling the MPS: Resolving Differences and Publishing MPS
Section C: Material Requirements Planning
Material Requirements Planning
Material Requirements Planning: MRP Logic; Exploding and Offsetting; Gross to Net Requirements
Material Requirements Planning: MRP Logic; Exploding and Offsetting; Gross to Net Requirements
Section D: CRP and Scheduling
Scheduling, only FAS definition
Section E: Suppliers and Purchasing
Market and Supplier Segmentation: Supplier Segmentation
Purchasing Participants and Objectives
Establishing External Supply: [omit sole, single, multisource, Trusted Partners, Selection Criteria; Managed Inventories]
Conducting Supplier Audits
Establishing External Supply: Managed Inventories; Negotiating Contracts
Completing the Purchasing Process
Responding to Supply
Disruptions and Changes
Measuring Supplier Performance
Purchasing Participants and Objectives
Establishing External Supply: [omit sole, single, multisource, Trusted Partners, Selection Criteria; Managed Inventories]
Conducting Supplier Audits
Establishing External Supply: Managed Inventories; Negotiating Contracts
Completing the Purchasing Process
Responding to Supply
Disruptions and Changes
Measuring Supplier Performance
Section F: Product Costing
Product Costs
Section G: Changes and Supply Disruptions/Product Life Cycle Management
Section G: Changes and Supply Disruptions/Product Life Cycle Management
MODULE 5: Inventory
Section A: Inventory Planning
Foundations of Inventory
Inventory Targets
Types and Functions of Inventory
ABC Classification
Inventory Targets
Types and Functions of Inventory
ABC Classification
Section B: Inventory Management
Safety Stock and Service Levels
Independent Demand Ordering Systems
Lot-Size Formulas and Calculations
Special Handling
Independent Demand Ordering Systems
Lot-Size Formulas and Calculations
Special Handling
Section C: Inventory Costs, Value, and Metrics
Basic Accounting [financial statements]
Inventory Valuation
Inventory Costs
Inventory Valuation
Inventory Costs
Section D: Inventory Control, Waste Hierarchy, and Reverse Logistics
From Origin to Customer
Lot Control
Reverse Logistics
Physical Inventory and Inventory Accuracy
Inventory Loss
Strategies to Mitigate Loss
Lot Control
Reverse Logistics
Physical Inventory and Inventory Accuracy
Inventory Loss
Strategies to Mitigate Loss
MODULE 6: Detailed Schedules
Section A: Planning Detailed Schedules
Capacity Requirements Planning Overview: "Lead time" part of Work Center Capacity and Lead Time
Scheduling: FAS and Job Shop Scheduling (except FAS definition), Scheduling Objectives and Techniques [omitting drum-buffer-rope scheduling); Other Scheduling Tools
Execution and Control
Batch Processes [omit everything from Nonstandard Demand to end]
Scheduling: FAS and Job Shop Scheduling (except FAS definition), Scheduling Objectives and Techniques [omitting drum-buffer-rope scheduling); Other Scheduling Tools
Execution and Control
Batch Processes [omit everything from Nonstandard Demand to end]
Section B: Scheduling and PAC Methods
Scheduling: Implementation (Order Release Process only), Scheduling Objectives and Techniques (only drum-buffer-rope scheduling])
Flow Processes
Batch Processes: Input/Output Control in Intermittent Process Types, Nonstandard Demand
Bottleneck Management
Flow Processes
Batch Processes: Input/Output Control in Intermittent Process Types, Nonstandard Demand
Bottleneck Management
Section C: Creating Production and Service Schedules
Capacity Management Overview
Capacity Requirements Planning Overview: all except "Lead time" part of Work Center Capacity and Lead Time
Capacity Requirements Planning Overview: all except "Lead time" part of Work Center Capacity and Lead Time
Section D: Managing Detailed Schedules and Scheduling Materials
Scheduling: Implementation (intro and Shop Order Packet only)
MODULE 7: Distribution
Section A: Planning Distribution
Distribution Inventory
Distribution Networks and Warehousing
Transportation Modes
Distribution Networks and Warehousing
Transportation Modes
Section B: Replenishment / Order Management / Reverse Logistics
Push and Pull Methods
MODULE 8: Quality, Continuous Improvement, And Technology
Section A: Quality
Quality
Process Improvements and Quality: Quality Tools [except Root Cause Analysis and Statistical Process Control and Control Charts]
Process Improvements and Quality: Quality Tools [except Root Cause Analysis and Statistical Process Control and Control Charts]
Section B: Continuous Improvement
Quality: Quality Function Deployment (QFD) Benchmarking
Waste and Variation: (All lean subtopics, all Six Sigma and DMAIC subtopics only)
Process Improvements and Quality
Waste and Variation: (All lean subtopics, all Six Sigma and DMAIC subtopics only)
Process Improvements and Quality
Section C: Technology
Evolution of MPC Systems
Master Data and Data Governance
Technology System Requirements
Supporting Technology Implementation
Master Data and Data Governance
Technology System Requirements
Supporting Technology Implementation
Who Should Attend?
This highly practical and interactive course has been specifically designed for
The Certified in Planning and Inventory Management (CPIM) course is suitable for:
Supply chain managers
Purchasing managers
Inventory control specialists
Production planners
Supply chain analysts
Anyone seeking to improve their knowledge and understanding of inventory management and production planning processes.
Related Courses
FAQ
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 [email protected].
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.
Reviews
- Review: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
- Review: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
- Review: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
- Review: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
