APICS CPIM Part 2 Certification Exam Syllabus

CPIM Part 2 dumps PDF, APICS CPIM Part 2 BraindumpsTo achieve the professional designation of APICS Certified in Production and Inventory Management - Part 2 from the APICS, candidates must clear the CPIM Part 2 Exam with the minimum cut-off score. For those who wish to pass the APICS CPIM Part 2 certification exam with good percentage, please take a look at the following reference document detailing what should be included in APICS Production and Inventory Management Exam preparation.

The APICS CPIM Part 2 Exam Summary, Body of Knowledge (BOK), Sample Question Bank and Practice Exam provide the basis for the real APICS Certified in Production and Inventory Management (CPIM) exam. We have designed these resources to help you get ready to take APICS Certified in Production and Inventory Management - Part 2 (CPIM Part 2) exam. If you have made the decision to become a certified professional, we suggest you take authorized training and prepare with our online premium APICS Production and Inventory Management Practice Exam to achieve the best result.

APICS CPIM Part 2 Exam Summary:

Exam Name APICS Certified in Production and Inventory Management - Part 2
Exam Code CPIM Part 2
PLUS member price Exam Fee USD $495
CORE member/nonmember Exam Fee USD $690
Retake Exam Fee USD $250
Exam Duration 210 Minutes
Number of Questions 150
Passing Score 300 / 350
Format Multiple Choice Questions
Schedule Exam Pearson VUE
Sample Questions APICS CPIM Part 2 Exam Sample Questions and Answers
Practice Exam APICS Certified in Production and Inventory Management (CPIM) Practice Test

APICS Production and Inventory Management Syllabus Topics:

Topic Details Weights
Master Planning of Resources

A. Demand Management:
- Strategic and business planning is closely related to the management of demand, including forecasting and managing the customer interface.

B. Sales and Operations Planning (S&OP):
- Sales and operations planning (S&OP) concepts and techniques are used to link strategic goals to operations and coordinate the various planning efforts of the functional areas, including operations, sales, sourcing, product development, marketing, and finance in a variety of business environments.

C. Master Scheduling:
- Master scheduling is the process of translating higher-level aggregate plans into feasible schedules that operations and suppliers can execute.

Detailed Scheduling and Planning

A. Inventory Management:
- Inventory management principles, policies, and techniques impact many other decisions throughout the organization, including stocking levels, order quantities, safety stocks, handling and storage requirements, and financial management.

B. Planning Material Requirements to Support the Master Schedule:
- Planning material requirements driven by the master production schedule (MPS), including material requirements planning (MRP), deals with dependent demand parts and interrelationships that require planning at any given time. It also includes independent demand planning for service parts, matching supply with demand, and managing demand at aggregate and disaggregate levels.

C. Planning Operations to Support the Priority Plan:
- Capacity management encompasses planning, establishing, measuring, monitoring, and adjusting levels of capacity to execute the master schedule and related materials plan. It addresses the balancing of the material plans with available internal and external resources and supporting activities, including constraint management, line and flow balancing, and variability and capacity in a transient state.

Execution and Control of Operations

A. Execution of Operations:
- The execution of operations includes understanding the scheduling processes that translate plans into operational activities. This includes applying methods of authorizing and releasing work, and the management of resources required to accomplish the work. All execution activities rely on an understanding of the decisions made about the organizational environment, strategies, and objectives.

B. Control of Operations:
- Control of operations encompasses the ongoing review and management of operational results in comparison to the established near-term plan, followed by analysis and application of any corrective action required to align performance with the plan. Control includes the principles and techniques to accomplish the plan using both internal and external resources.

C. Quality, Communication, and Continuous Improvement:
- Management defines the quality and continuous improvement goals of the organization, and uses meaningful communication techniques to educate others and bring about those goals.

Strategic Management of Resources

A. Understanding the Business Environment and Developing Corporate Strategy:
- Operations strategy must be integrated with the corporate strategy of the firm, reflecting the external environment, as well as organizational priorities and philosophies. The operations strategy development process must capture and assimilate that information to provide context for alignment with corporate strategy. Corporate strategy development must consider business environmental factors.

B. Developing the Operations Strategy:
- The operations strategy development process must align with the business strategy and reflect the analysis of the business environment. This includes the processes of identifying, evaluating, and choosing among alternatives in the context of the business strategy, and understanding the significance of the various factors in developing the operations strategy.

C. Implementing the Operations Strategy:
- Various strategic leadership activities, leadership roles, and responsibilities are necessary for the successful implementation of the operations strategy.

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