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Provided by: True North Consulting, LLC Basics of Supply Chain ManagementSupply Chain Management |
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Certificate Program
Provided by True North Consulting, LLC
Understand the value stream flow from your suppliers, through your organization and on to your customers. Topics include: Elements of the Supply Chain, Lean Principles, Six Sigma/ Total Quality Management (TQM), Manufacturing Resources Planning (MRP II), Demand Planning, Capacity Management.
This course will be taught by certified APICS instructor David Carter, using APICS proven course curricula designed to prepare operations professionals for the CPIM certification exams.
APICS: the Association for Operations Management, is the global leader and premier 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.
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.
Instructor:
David Carter, CPIM, CPA, CMA
David has over 18 years of director level supply chain experience in tier 1 automotive and aerospace companies. As Vice President of ACTIS Manufacturing, he started up Toyota's first remanufacturing plant. As Materials Director at Bosch s largest North American plant, he led a complete Lean transformation. Heading the supply chain function at Eaton Aerospace's lead plant he co-chaired the division s supply chain improvement team.
He served as Materials Management Director and Business Process Director at Sanden International, a $300M Japanese automotive supplier. David began his career in Finance as a Controller and believes his financial background helps him engage all business stakeholders.
David is President of True North Consulting, LLC, and President of the South Central Mississippi chapter of APICS. He holds a BBA in Accounting & Marketing and is certified in production and inventory control, a certified public accountant, and a certified management accountant.
General Information
Cost: $525 per course ($475 for APICS members). Cost includes APICS student workbook for each course (an $85 value)
Class Times: 8: 30AM 4: 30PM
24 CEUs per course
Location:
Holmes Community College
Workforce Development Center
412 West Ridgeland Ave.
Ridgeland, MS 39157
To Register Contact:
David Carter
601. 707. 5022
dcarter envisiontruenorth. com
Related Awards, Degrees or Certifications: Certified In Production & Inventory Management (CPIM)
Related Jobs or Careers: Supply Chain Management, Materials Management, Operations Manager, Plant Manager, Master Scheduler, Material Analyst
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Basics of Supply Chain Management Seminar Schedule
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Basics of Supply Chain Management
This course is often scheduled over three consecutive Fridays.
Basics of Supply Chain Management
Course Outline
1. Introduction to Supply Chain Management
a. Overview
b. Role and Importance of Manufacturing
i. Wealth Creation
ii. Operating Environment
iii. Business Strategy
iv. Lead Time
v. Manufacturing Strategies
vi. Company Organization
c. Conflicts in Traditional Supply Systems
i. Physical Distribution
ii. Company Objectives
d. What Is Materials Management?
i. Role of Materials Management
ii. Manufacturing Planning and Control
e. Manufacturing Processes
i. Product Oriented Plant Layout
ii. Process Oriented Plant Layout
iii. Product vs. Process Layout
iv. Project Layout
f. Planning
i. Manufacturing s Objectives
ii. Planning and Control Hierarchy
iii. Manufacturing Resources Planning (MRPII)
2. Forecasting
a. Characteristics of Demand
i. Factors Influencing Demand
ii. Sources of Demand
iii. Characteristics of Demand
iv. Demand Patterns
v. What Should Be Forecast?
b. Principles of Forecasting and Data Collection
i. Principles of Forecasting
ii. Collection and Preparation of Data
c. Forecasting Techniques
i. Qualitative Techniques
ii. Quantitative Techniques
iii. Extrinsic Techniques
iv. Intrinsic Techniques
v. Moving Averages
vi. Exponential Smoothing
d. Seasonality
e. Monitoring the Forecast
3. Master Planning
a. Manufacturing Planning and Control
b. Developing the Production Plan
i. Purpose
ii. Characteristics
iii. Basic Strategies for Developing a Production Plan
c. Developing a Make-to-Stock Production Plan
i. Characteristics of Make-to-Stock Production
ii. Developing a Level Production Plan
iii. Chase Strategy
iv. Subcontracting
d. Resource Requirements Planning
i. Bill of Resources
e. Master Production Schedule
i. Purpose
ii. Objectives
iii. Inputs
iv. Relationship to Production Plan
f. Developing an MPS
i. Steps in Making an MPS
ii. Preliminary MPS
iii. Rough-Cut Capacity Planning
iv. Resolving Differences
g. Master Scheduling and Sales
i. MPS and Delivery Promises
ii. Available-to-Promise (ATP)
iii. Planning Horizon
iv. Time Fences and Zones
4. Material Requirements Planning (MRP)
a. Material Requirements Planning Environment
i. Nature of Demand
ii. Linkages with Other Manufacturing Planning and Control Functions
iii. Objectives of MRP
iv. Inputs to the MRP Process
b. Bills of Material
i. Description
ii. Parent-Component Relationship
iii. Where-Used and Pegging Data
iv. Who Uses Bills of Material?
c. Material Requirements Planning Process
i. Lead Time, Exploding and Offsetting
ii. Gross and Net Requirements
iii. Releasing Planned Orders
iv. Basic MRP Record
d. Using the MRP
5. Capacity Management and Production Activity Control
a. Capacity Management
b. Capacity Planning Process
i. Defining Capacity
ii. Capacity Planning Process
iii. Determining Capacity Available
iv. Available Time
v. Utilization
vi. Efficiency
vii. Rated Capacity
viii. Demonstrated Capacity
c. Capacity Requirements Planning
i. Load
ii. Capacity Requirements Planning
iii. Load Profile
iv. Resolving Differences
d. Production Activity Control
i. Objectives
ii. Functions
iii. Data Requirements
e. Scheduling
i. Objectives
ii. Scheduling and Loading Techniques
iii. Bottlenecks
iv. Executing the Plan
f. Control
i. Input/ Output Control
ii. Priority Control
iii. Dispatching Rules
iv. Production Reporting
6. Inventory Fundamentals
a. Introduction to Inventory
i. What is Inventory?
ii. Aggregate Inventory Management
iii. Item Inventory Management
b. Aggregate Inventory Management
i. Inventory and the Flow of Materials
ii. Reasons for Carrying Inventory
iii. Functions of Inventory
iv. Inventory Objectives
v. Basic Problem
c. Inventory Costs
i. Item Costs
ii. Carrying Costs
iii. Ordering Costs
iv. Stockout Costs
v. Capacity-Related Costs
d. Financial Statements and Inventory
i. Balance Sheet
ii. Income Statement
iii. Cash Flow Analysis
iv. Inventory Turns
v. Strategic Performance Measures
7. Inventory Management
a. Order Quantities
i. How Much to Order at One Time
ii. Lot-for-Lot and Fixed Order Quantity
iii. Objectives of Supply Chain Management
b. Economic Order Quantity (EOQ)
i. Assumptions
ii. Average Inventory and Number of Orders Per Year
iii. Economic Order Quantity
iv. Economic Order Quantity Formula
v. When the EOQ Assumptions Are Not Valid
vi. How to Reduce Lot Size
c. Independent Demand Ordering Systems
d. Order Point System
i. Introduction
ii. Order Point Formula
e. Safety Stock
i. Why Safety Stock?
ii. Service Levels
f. Determining When the Order Point is Reached
i. Two-Bin System
ii. Perpetual Inventory Record
g. Periodic Review System
h. Auditing Inventory Records
i. Periodic Inventory Audit
ii. Cycle Counting
iii. Cycle Count Frequency Example
8. Physical Distribution
a. ABC Inventory Control
i. Concept
ii. ABC Classification
iii. ABC Process
iv. Sample Calculation
v. Control Based on ABC Classification
b. Pysical Distribution
i. Physical Distribution System
ii. Physical Distribution Activities
iii. Interfaces
c. Warehousing
i. Warehousing Activities
ii. Warehouse Management
iii. Stock Location
iv. Order Picking and Assembly
v. Distribution Packaging
vi. Unitization
d. Distribution Inventory
i. Pull System
ii. Push System
iii. Distribution Requirements Planning (DRP)
e. Transportation
i. Basic Modes
ii. Costs of Moving Goods
9. Quality Management and Purchasing
a. Total Quality Management
b. Why Quality Now?
i. Customer Demands
ii. Challenge of World Competition
c. Costs Associated With Quality
i. Customer Demands
ii. The Cost/ Productivity Advantage
iii. Quality Costs
iv. Total Quality costs Before and After Improvements
d. Variation
i. Process Variation
e. Quality in Manufactured Products
i. Manufacturing Quality
f. Problem-Solving Methods
i. Pareto Analysis
ii. Fishbone Diagrams
iii. Control Charts
g. Process Control Versus Product Inspection
h. Purchasing
i. Focus, Objectives, and Importance
ii. Purchasing Cycle
iii. Order Control
iv. Establishing Specifications
v. Selecting Suppliers
vi. Supplier Agreements
i. Lean/ JIT Manufacturing
i. Just-In-Time Manufacturing
ii. Waste
iii. Waste Caused by Poor Product Specification and Design
iv. Waste Caused by Manufacturing
j. Continuous Production and Work Cells
i. Continuous Production
ii. Process Layout
iii. Work Cells
k. Process Flexibility
i. Machine Flexibility
ii. Setup Reduction
l. Total Quality Management
i. Reduced Lot Size
ii. Lead Time Reduction
iii. Work-in-Process Reduction
m. Pull Systems
n. Supplier Relations and Lean
o. Total Productive Maintenance
i. Preventive Maintenance
ii. Total Productive Maintenance
iii. Concepts of Total Productive Maintenance
p. Empowering Employees
q. Lean/ JIT and Traditional Systems
r. The Relationships Among MRP, JIT and TQM
s. Additional Tools
t. Summary
Basics of Supply Chain Management
Course Outline
1. Introduction to Supply Chain Management
a. Overview
b. Role and Importance of Manufacturing
i. Wealth Creation
ii. Operating Environment
iii. Business Strategy
iv. Lead Time
v. Manufacturing Strategies
vi. Company Organization
c. Conflicts in Traditional Supply Systems
i. Physical Distribution
ii. Company Objectives
d. What Is Materials Management?
i. Role of Materials Management
ii. Manufacturing Planning and Control
e. Manufacturing Processes
i. Product Oriented Plant Layout
ii. Process Oriented Plant Layout
iii. Product vs. Process Layout
iv. Project Layout
f. Planning
i. Manufacturing s Objectives
ii. Planning and Control Hierarchy
iii. Manufacturing Resources Planning (MRPII)
2. Forecasting
a. Characteristics of Demand
i. Factors Influencing Demand
ii. Sources of Demand
iii. Characteristics of Demand
iv. Demand Patterns
v. What Should Be Forecast?
b. Principles of Forecasting and Data Collection
i. Principles of Forecasting
ii. Collection and Preparation of Data
c. Forecasting Techniques
i. Qualitative Techniques
ii. Quantitative Techniques
iii. Extrinsic Techniques
iv. Intrinsic Techniques
v. Moving Averages
vi. Exponential Smoothing
d. Seasonality
e. Monitoring the Forecast
3. Master Planning
a. Manufacturing Planning and Control
b. Developing the Production Plan
i. Purpose
ii. Characteristics
iii. Basic Strategies for Developing a Production Plan
c. Developing a Make-to-Stock Production Plan
i. Characteristics of Make-to-Stock Production
ii. Developing a Level Production Plan
iii. Chase Strategy
iv. Subcontracting
d. Resource Requirements Planning
i. Bill of Resources
e. Master Production Schedule
i. Purpose
ii. Objectives
iii. Inputs
iv. Relationship to Production Plan
f. Developing an MPS
i. Steps in Making an MPS
ii. Preliminary MPS
iii. Rough-Cut Capacity Planning
iv. Resolving Differences
g. Master Scheduling and Sales
i. MPS and Delivery Promises
ii. Available-to-Promise (ATP)
iii. Planning Horizon
iv. Time Fences and Zones
4. Material Requirements Planning (MRP)
a. Material Requirements Planning Environment
i. Nature of Demand
ii. Linkages with Other Manufacturing Planning and Control Functions
iii. Objectives of MRP
iv. Inputs to the MRP Process
b. Bills of Material
i. Description
ii. Parent-Component Relationship
iii. Where-Used and Pegging Data
iv. Who Uses Bills of Material?
c. Material Requirements Planning Process
i. Lead Time, Exploding and Offsetting
ii. Gross and Net Requirements
iii. Releasing Planned Orders
iv. Basic MRP Record
d. Using the MRP
5. Capacity Management and Production Activity Control
a. Capacity Management
b. Capacity Planning Process
i. Defining Capacity
ii. Capacity Planning Process
iii. Determining Capacity Available
iv. Available Time
v. Utilization
vi. Efficiency
vii. Rated Capacity
viii. Demonstrated Capacity
c. Capacity Requirements Planning
i. Load
ii. Capacity Requirements Planning
iii. Load Profile
iv. Resolving Differences
d. Production Activity Control
i. Objectives
ii. Functions
iii. Data Requirements
e. Scheduling
i. Objectives
ii. Scheduling and Loading Techniques
iii. Bottlenecks
iv. Executing the Plan
f. Control
i. Input/ Output Control
ii. Priority Control
iii. Dispatching Rules
iv. Production Reporting
6. Inventory Fundamentals
a. Introduction to Inventory
i. What is Inventory?
ii. Aggregate Inventory Management
iii. Item Inventory Management
b. Aggregate Inventory Management
i. Inventory and the Flow of Materials
ii. Reasons for Carrying Inventory
iii. Functions of Inventory
iv. Inventory Objectives
v. Basic Problem
c. Inventory Costs
i. Item Costs
ii. Carrying Costs
iii. Ordering Costs
iv. Stockout Costs
v. Capacity-Related Costs
d. Financial Statements and Inventory
i. Balance Sheet
ii. Income Statement
iii. Cash Flow Analysis
iv. Inventory Turns
v. Strategic Performance Measures
7. Inventory Management
a. Order Quantities
i. How Much to Order at One Time
ii. Lot-for-Lot and Fixed Order Quantity
iii. Objectives of Supply Chain Management
b. Economic Order Quantity (EOQ)
i. Assumptions
ii. Average Inventory and Number of Orders Per Year
iii. Economic Order Quantity
iv. Economic Order Quantity Formula
v. When the EOQ Assumptions Are Not Valid
vi. How to Reduce Lot Size
c. Independent Demand Ordering Systems
d. Order Point System
i. Introduction
ii. Order Point Formula
e. Safety Stock
i. Why Safety Stock?
ii. Service Levels
f. Determining When the Order Point is Reached
i. Two-Bin System
ii. Perpetual Inventory Record
g. Periodic Review System
h. Auditing Inventory Records
i. Periodic Inventory Audit
ii. Cycle Counting
iii. Cycle Count Frequency Example
8. Physical Distribution
a. ABC Inventory Control
i. Concept
ii. ABC Classification
iii. ABC Process
iv. Sample Calculation
v. Control Based on ABC Classification
b. Pysical Distribution
i. Physical Distribution System
ii. Physical Distribution Activities
iii. Interfaces
c. Warehousing
i. Warehousing Activities
ii. Warehouse Management
iii. Stock Location
iv. Order Picking and Assembly
v. Distribution Packaging
vi. Unitization
d. Distribution Inventory
i. Pull System
ii. Push System
iii. Distribution Requirements Planning (DRP)
e. Transportation
i. Basic Modes
ii. Costs of Moving Goods
9. Quality Management and Purchasing
a. Total Quality Management
b. Why Quality Now?
i. Customer Demands
ii. Challenge of World Competition
c. Costs Associated With Quality
i. Customer Demands
ii. The Cost/ Productivity Advantage
iii. Quality Costs
iv. Total Quality costs Before and After Improvements
d. Variation
i. Process Variation
e. Quality in Manufactured Products
i. Manufacturing Quality
f. Problem-Solving Methods
i. Pareto Analysis
ii. Fishbone Diagrams
iii. Control Charts
g. Process Control Versus Product Inspection
h. Purchasing
i. Focus, Objectives, and Importance
ii. Purchasing Cycle
iii. Order Control
iv. Establishing Specifications
v. Selecting Suppliers
vi. Supplier Agreements
i. Lean/ JIT Manufacturing
i. Just-In-Time Manufacturing
ii. Waste
iii. Waste Caused by Poor Product Specification and Design
iv. Waste Caused by Manufacturing
j. Continuous Production and Work Cells
i. Continuous Production
ii. Process Layout
iii. Work Cells
k. Process Flexibility
i. Machine Flexibility
ii. Setup Reduction
l. Total Quality Management
i. Reduced Lot Size
ii. Lead Time Reduction
iii. Work-in-Process Reduction
m. Pull Systems
n. Supplier Relations and Lean
o. Total Productive Maintenance
i. Preventive Maintenance
ii. Total Productive Maintenance
iii. Concepts of Total Productive Maintenance
p. Empowering Employees
q. Lean/ JIT and Traditional Systems
r. The Relationships Among MRP, JIT and TQM
s. Additional Tools
t. Summary
About The Training Provider: True North Consulting, LLC
True North Consulting, LLC - True North Consulting's mission is to equip people to transform their supply chain operations through training in supply chain management, lean six sigma and operations management principles. We offer APICS certification (CPIM), Lean Six Sigma, Lean Accounting and other value stream centered courses. We train, assess and coach to accelerate your journey to operational excellence.
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