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Provided by: True North Consulting, LLC Strategic Management of ResourcesSupply Chain Management |
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Explore the relationship of existing and emerging processes and technologies to supply chain strategy deployment. Topics include: strategic planning, resource alignment, configuring and integrating internal processes, change management, project management, voice of the customer and strategic planning of facilities, supply partners, information technology, and organizational design.
Taught by APICS Lead CPIM Instructor David Carter, CPIM, CPA, CMA, using APICS courseware, professionals recieve robust preparation for CPIM certification exams or added operations responsibilities.
This is a classroom setting using multi-modal delivery methods including video, group problem solving, lecture, graphic slide presentation and use of manipulatives.
CPIM stands for Certified in Production & Inventory Management. Today it is the leading professional certification for supply chain professionals with over 70, 000 world-wide.
Participant Textbook: Included in the course fee, every participant will receive a course workbook, a $85 value.
Certificate of Completion: Workshop participants will receive a certificate of completion for the course.
APICS: The Association for Operations Management, is the global leader and premiere source of the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics. Since 1957, individuals and companies have relied on APICS for its superior training and internationally recognized certifications.
Earn College Credits: Pass an APICS certification exam and receive college credit. The American Council on Education (ACE) has joined the New York State Board of Regents in recommending college credit for CPIM exams passed. Visit www. apics. org/ certification/ college. asp.
Veterans: APICS CPIM exams qualify for test fees reimbursement by the Department of Veterans Affairs (VA) under the new licensing and certification benefits of the G. I. Bill. Visit www. gibill. va. gov.
Military Personnel: APICS is recognized as an approved provider of CPIM education and certification to military personnel through DANTES, Defense Activity for Non-Traditional Education Support. Visit www. dantes. doded. mil.
Taught by APICS Lead CPIM Instructor David Carter, CPIM, CPA, CMA, using APICS courseware, professionals recieve robust preparation for CPIM certification exams or added operations responsibilities.
This is a classroom setting using multi-modal delivery methods including video, group problem solving, lecture, graphic slide presentation and use of manipulatives.
CPIM stands for Certified in Production & Inventory Management. Today it is the leading professional certification for supply chain professionals with over 70, 000 world-wide.
Participant Textbook: Included in the course fee, every participant will receive a course workbook, a $85 value.
Certificate of Completion: Workshop participants will receive a certificate of completion for the course.
APICS: The Association for Operations Management, is the global leader and premiere source of the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics. Since 1957, individuals and companies have relied on APICS for its superior training and internationally recognized certifications.
Earn College Credits: Pass an APICS certification exam and receive college credit. The American Council on Education (ACE) has joined the New York State Board of Regents in recommending college credit for CPIM exams passed. Visit www. apics. org/ certification/ college. asp.
Veterans: APICS CPIM exams qualify for test fees reimbursement by the Department of Veterans Affairs (VA) under the new licensing and certification benefits of the G. I. Bill. Visit www. gibill. va. gov.
Military Personnel: APICS is recognized as an approved provider of CPIM education and certification to military personnel through DANTES, Defense Activity for Non-Traditional Education Support. Visit www. dantes. doded. mil.
Related Software Programs or Products: All MRPII / ERP information systems.
Related Awards, Degrees or Certifications: CPIM - Certified in Production and Inventory Control
Related Jobs or Careers: Supply Chain Manager, Master Planner, Production Manager, Master Scheduler, Materials Manager, Operations Manager
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Certificate Program
Provided by True North Consulting, LLC
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Strategic Management of Resources
Strategic Management of Resources
Course Outline
1. Aligning Resources with Strategic Plans
a. Overview
b. The Need for a Company Strategy
i. Definition of Strategy
ii. Purpose of a Strategy
iii. Types of Strategies
iv. Return to the Strategic Planning Model
c. The Need for Distinctive Competencies
i. Characteristics That Create a Competitive Advantage
ii. Competitive Advantage Categories
iii. Market Analysis Tool
d. Quality A Competitive Marketplace Requirement
i. Total Quality Management
ii. Continuous Improvement
iii. Approaches to Quality
iv. Methodology Quality Function Deployment
v. House of Quality
vi. Internal and External Customers
vii. Quality Cost Categories
viii. Quality at the source Requirements
e. Lean/ JIT-Another Way To Achieve Competitive Advantage
i. Definition of Lean/ JIT
ii. Important Concepts in Lean/ JIT
iii. Lean Manufacturing and the Lean Enterprise
iv. Lean Manufacturing
v. Lean Enterprise
vi. Benefits of Lean/ JIT Implementation
vii. Objectives of Lean/ JIT Implementation
2. Choices Affecting Operations Structure
a. Operations Strategy
i. Focus Decisions
ii. Product Characteristics
b. Structure Decisions
i. Organizational Design
ii. Capacity Strategies
iii. Facility Decisions
iv. Plant Focus
v. Plant Layout
3. Choices Affecting Operations Infrastructure
a. Infrastructure Decisions
i. Infrastructure and Productivity Definition
ii. Workforce Involvement
iii. Organizational Design
iv. Quality Systems
v. Information Systems as Support for Manufacturing
vi. Operations Planning and Control Systems
4. Configuring and Integrating Operating Processes
a. Operations Control System
i. Operations Control System Life Cycle
b. Operations control System Configuration
c. Configuring Master Planning of Resources
i. The Hierarchy of Master Planning of Resources
ii. Sales and Operations Planning, Resource Planning, and Product Profile
iii. Sales and Operations Planning Approach
iv. Resource Planning Issues
v. Inventory investment Planning
vi. Master Planning of Resources in a volume/ Variety Matrix
vii. Master Planning of Resources Emphasis with Manufacturing Strategies
viii. Master Schedule Configuration and Relationship to Supporting Competitive Advantages
d. Detailed Scheduling and Planning
i. Detailed Scheduling and Planning Hierarchy
ii. Detailed Scheduling and Planning a Volume/ Variety Matrix
iii. Detailed Scheduling and Planning Emphasis with Manufacturing Strategies
e. Configuring the Execution and Control of Operations
i. Execution and Control Hierarchy
ii. Execution and Control by Volume/ Variety
iii. Execution and Control of Operations Emphasis with Manufacturing Strategies
5. Supply Chain Management
a. The Supply Chain
i. Relationship to Strategy and Competitive Advantage
ii. Value Chain Model
iii. Supply Chain Management
iv. SCM Communication
v. Inventory Management
vi. Materials Handling Concepts
vii. Time-Based Competition
viii. Developing and Maintaining Supply Chain Relationships
ix. Supply chain Operations Reference Model (SCOR)
x. Global Sourcing and Distribution
6. Configuring and Integrating Design and Development and Cost Management Processes
a. Design and Development
i. Limitations of the Traditional Design and Development Processes
ii. Product Design and Development Impact
iii. Managing Product and Process Change
b. Cost Management Introduction
i. Cost Structures and Categories
ii. Cost Accounting
iii. Asset Valuation
iv. Settlement with Customers and Suppliers
v. Alignment with the Operating Environment
vi. The Use and Misuse of Cost Management Data
vii. Advantages and Limitations of Cost Data
7. Project Management
a. Project Management Introduction
i. The Definition of a Project
ii. The Characteristics of a Project
iii. Examples of Projects
iv. The Benefits of Project Management
v. The Project Life Cycle
vi. The Strategic Alignment of a Project
vii. The Organization and Structure of Projects
viii. The Three Phases of Project Management
ix. Project Evaluation and Selection
x. Capital Funding
xi. The Project Planning Phase
xii. Project Scheduling
b. Project Implementation Phase
i. Forming the Project Team
ii. Managing Team Relationships
iii. Taking Corrective Action
iv. The Close out Phase
v. The Close out Meeting
8. Measurement Management
a. Fundamental concepts of Measurement
i. Organizational Performance Measurement
ii. Financial Measurements
iii. Strategic Capabilities
iv. Some General Principles for Measurements
9. Change Management
a. Reasons for Implementing Change
b. Activity on Change in Your Organization
c. Understanding the Phases of Change
d. Change Process Summary Table
e. Guiding Yourself through Change
f. Guiding Others through Change
g. Key Points to Remember About Change
Course Outline
1. Aligning Resources with Strategic Plans
a. Overview
b. The Need for a Company Strategy
i. Definition of Strategy
ii. Purpose of a Strategy
iii. Types of Strategies
iv. Return to the Strategic Planning Model
c. The Need for Distinctive Competencies
i. Characteristics That Create a Competitive Advantage
ii. Competitive Advantage Categories
iii. Market Analysis Tool
d. Quality A Competitive Marketplace Requirement
i. Total Quality Management
ii. Continuous Improvement
iii. Approaches to Quality
iv. Methodology Quality Function Deployment
v. House of Quality
vi. Internal and External Customers
vii. Quality Cost Categories
viii. Quality at the source Requirements
e. Lean/ JIT-Another Way To Achieve Competitive Advantage
i. Definition of Lean/ JIT
ii. Important Concepts in Lean/ JIT
iii. Lean Manufacturing and the Lean Enterprise
iv. Lean Manufacturing
v. Lean Enterprise
vi. Benefits of Lean/ JIT Implementation
vii. Objectives of Lean/ JIT Implementation
2. Choices Affecting Operations Structure
a. Operations Strategy
i. Focus Decisions
ii. Product Characteristics
b. Structure Decisions
i. Organizational Design
ii. Capacity Strategies
iii. Facility Decisions
iv. Plant Focus
v. Plant Layout
3. Choices Affecting Operations Infrastructure
a. Infrastructure Decisions
i. Infrastructure and Productivity Definition
ii. Workforce Involvement
iii. Organizational Design
iv. Quality Systems
v. Information Systems as Support for Manufacturing
vi. Operations Planning and Control Systems
4. Configuring and Integrating Operating Processes
a. Operations Control System
i. Operations Control System Life Cycle
b. Operations control System Configuration
c. Configuring Master Planning of Resources
i. The Hierarchy of Master Planning of Resources
ii. Sales and Operations Planning, Resource Planning, and Product Profile
iii. Sales and Operations Planning Approach
iv. Resource Planning Issues
v. Inventory investment Planning
vi. Master Planning of Resources in a volume/ Variety Matrix
vii. Master Planning of Resources Emphasis with Manufacturing Strategies
viii. Master Schedule Configuration and Relationship to Supporting Competitive Advantages
d. Detailed Scheduling and Planning
i. Detailed Scheduling and Planning Hierarchy
ii. Detailed Scheduling and Planning a Volume/ Variety Matrix
iii. Detailed Scheduling and Planning Emphasis with Manufacturing Strategies
e. Configuring the Execution and Control of Operations
i. Execution and Control Hierarchy
ii. Execution and Control by Volume/ Variety
iii. Execution and Control of Operations Emphasis with Manufacturing Strategies
5. Supply Chain Management
a. The Supply Chain
i. Relationship to Strategy and Competitive Advantage
ii. Value Chain Model
iii. Supply Chain Management
iv. SCM Communication
v. Inventory Management
vi. Materials Handling Concepts
vii. Time-Based Competition
viii. Developing and Maintaining Supply Chain Relationships
ix. Supply chain Operations Reference Model (SCOR)
x. Global Sourcing and Distribution
6. Configuring and Integrating Design and Development and Cost Management Processes
a. Design and Development
i. Limitations of the Traditional Design and Development Processes
ii. Product Design and Development Impact
iii. Managing Product and Process Change
b. Cost Management Introduction
i. Cost Structures and Categories
ii. Cost Accounting
iii. Asset Valuation
iv. Settlement with Customers and Suppliers
v. Alignment with the Operating Environment
vi. The Use and Misuse of Cost Management Data
vii. Advantages and Limitations of Cost Data
7. Project Management
a. Project Management Introduction
i. The Definition of a Project
ii. The Characteristics of a Project
iii. Examples of Projects
iv. The Benefits of Project Management
v. The Project Life Cycle
vi. The Strategic Alignment of a Project
vii. The Organization and Structure of Projects
viii. The Three Phases of Project Management
ix. Project Evaluation and Selection
x. Capital Funding
xi. The Project Planning Phase
xii. Project Scheduling
b. Project Implementation Phase
i. Forming the Project Team
ii. Managing Team Relationships
iii. Taking Corrective Action
iv. The Close out Phase
v. The Close out Meeting
8. Measurement Management
a. Fundamental concepts of Measurement
i. Organizational Performance Measurement
ii. Financial Measurements
iii. Strategic Capabilities
iv. Some General Principles for Measurements
9. Change Management
a. Reasons for Implementing Change
b. Activity on Change in Your Organization
c. Understanding the Phases of Change
d. Change Process Summary Table
e. Guiding Yourself through Change
f. Guiding Others through Change
g. Key Points to Remember About Change
About The Training Provider: True North Consulting, LLC
True North Consulting, LLC - True North equips individuals to lead in transforming and managing supply chain operations, training them in supply chain, lean six sigma and operations management principles.
We offer APICS CPIM certification review courses, Lean Six Sigma, and Lean Accounting.
From launching Toyota's first remanufacturing plant, to a complete "push" to "pull" transformation at Bosch's largest U. S....
