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APICS CPIM-8.0 Exam Syllabus Topics:

SectionWeightObjectives
Module 2: Demand Management21%- Order Management
  • 1. Customer service and order priorities
  • 2. Order fulfillment processes
  • 3. Available-to-promise (ATP) and capable-to-promise (CTP)
- Demand Forecasting
  • 1. Qualitative and quantitative forecasting methods
  • 2. Forecast error analysis and bias correction
  • 3. Forecast accuracy measurement and tracking
- Demand Planning
  • 1. Demand collaboration and consensus planning
  • 2. Product lifecycle management
  • 3. Demand aggregation and disaggregation
Module 5: Distribution16%- Distribution Planning
  • 1. Distribution network design
  • 2. Distribution requirements planning (DRP)
  • 3. Warehouse management and layout
- Customer Service and Fulfillment
  • 1. Order fulfillment strategies
  • 2. Inventory positioning in distribution
  • 3. Collaborative logistics and third-party providers
- Transportation and Logistics
  • 1. Freight management and routing
  • 2. Transportation modes and selection
  • 3. Reverse logistics and returns management
Module 3: Supply23%- Capacity Management
  • 1. Capacity requirements planning (CRP)
  • 2. Capacity adjustment strategies
  • 3. Rough-cut capacity planning (RCCP)
- Procurement and Supplier Management
  • 1. Supplier relationship management
  • 2. Sourcing strategies and contract management
  • 3. Supplier selection and evaluation
- Material Requirements Planning (MRP)
  • 1. Bill of materials (BOM) structures
  • 2. MRP logic, inputs, and outputs
  • 3. Lot-sizing techniques and lead time management
- Inventory Management
  • 1. Inventory classification (ABC analysis, FSN, VED)
  • 2. Inventory cost management and optimization
  • 3. Safety stock and reorder point calculations
Module 4: Detailed Schedules14%- Master Production Scheduling (MPS)
  • 1. MPS maintenance and control
  • 2. MPS development and time fences
  • 3. Available-to-promise (ATP) calculations
- Production Activity Control
  • 1. Work center loading and dispatching rules
  • 2. Production monitoring and reporting
  • 3. Shop floor scheduling and sequencing
- Just-in-Time (JIT) and Lean Concepts
  • 1. Pull systems and kanban
  • 2. Theory of constraints (TOC) and drum-buffer-rope
  • 3. Waste elimination and value stream mapping
Module 1: Supply Chains and Strategy26%- Performance Measurement
  • 1. Cost management and financial analysis
  • 2. Key performance indicators (KPIs)
  • 3. Continuous improvement methodologies
- Supply Chain Strategy
  • 1. Technology and digital supply chain
  • 2. Supply chain design and network optimization
  • 3. Sustainability and environmental considerations
- Demand Management
  • 1. Forecasting techniques and demand sensing
  • 2. Demand management processes
  • 3. Sales and Operations Planning (S&OP)
- Business Planning
  • 1. Strategic planning process and market analysis
  • 2. Business plan development and alignment
  • 3. Risk management and mitigation strategies

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APICS Certified in Planning and Inventory Management (CPIM 8.0) Sample Questions (Q436-Q441):

NEW QUESTION # 436
Improvements in an Input/output control (I/O control) system will most likely lead to:

Answer: D

Explanation:
Improvements in an input/output control (I/O control) system will most likely lead to a reduction in queue size and queue time. An I/O control system is a method of managing the flow of work orders in a production system by matching the input rate to the output rate. The input rate is the number of work orders that are released to the shop floor in a given period. The output rate is the number of work orders that are completed and shipped to the customers in a given period. An I/O control system aims to keep the input rate equal to the output rate, or slightly lower, to avoid overloading the system and creating excess inventory. By improving the I/O control system, the production system can achieve a smoother and more balanced flow of work orders, which reduces the queue size and queue time at each work center. Queue size is the number of work orders that are waiting to be processed at a work center. Queue time is the amount of time that a work order spends in the queue before being processed. A reduction in queue size and queue time can improve the production efficiency, quality, and flexibility, as well as the customer service and satisfaction. The other options are not correct, as they are not the most likely outcomes of improvements in an I/O control system, but rather possible effects of other factors or methods:
* Flattened bills of material (BOMs) are the result of simplifying the product structure and reducing the number of components or levels in a BOM. Flattened BOMs can reduce the complexity and lead time of the production process, but they are not directly related to the I/O control system.
* A change in operation sequencing is the result of altering the order or priority of the work orders or operations in a production system. A change in operation sequencing can affect the production flow and capacity, but it is not necessarily caused by the I/O control system.
* Fewer engineering change notifications are the result of minimizing the changes in the product design or specification during the production process. Fewer engineering change notifications can reduce the disruption and cost of the production process, but they are not directly related to the I/O control system. References:
* [CPIM Part 2 - Section A - Topic 2 - Capacity Planning]
* Input/Output Control | SpringerLink
* Input/Output Control - an overview | ScienceDirect Topics
* Input/Output Control - InventoryOps.com


NEW QUESTION # 437
An organization received a notification from a Commercial Off-The-Shelf (COTS) provider that one of its products will no longer be supported. Using obsolescence progression stages, which of the following risk trigger points was activated in this case?

Answer: C


NEW QUESTION # 438
What priority control technique is most appropriate for a firm using a cellular production system?

Answer: D

Explanation:
A cellular production system is a type of lean manufacturing system that reduces waste and improves efficiency by grouping machines and workers into cells that can produce a complete product or a product family. A pull production activity control (PAC) technique is most appropriate for a cellular production system because it allows the cells to produce only what is needed by the downstream processes or customers, thus minimizing inventory and overproduction. A pull PAC technique also enables quick response to changes in demand and feedback from quality control. A push PAC technique, on the other hand, is based on predetermined schedules and forecasts, which may not match the actual demand and may result in excess inventory and waste. The shortest processing time (SPT) rule and the distribution requirements planning (DRP) are not specific to cellular production systems and do not take into account the customer demand or the cell capacity. References:
*CPIM Part 2 Exam Content Manual, p. 49
*Cellular Manufacturing: A Comprehensive Guide
*Cellular manufacturing - Wikipedia


NEW QUESTION # 439
Which specification enables organizations to ensure penetration test results are documented using open, machine-readable standards?

Answer: B


NEW QUESTION # 440
The Chief Information Security Officer (CISO) is meeting with the external network security evaluation team
' s blue team leader to confirm the internal system administrator ' s work schedules, hardware lists, and logistical support for their debriefing. Which of the following would be the MOST likely topic of discussion for the briefing?

Answer: D


NEW QUESTION # 441
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