Strategic Management of Resources

​(SMR)

CPIM Part 2A - Module 1

Strategic Management of Resources is the last module of CPIM. The in-depth course is designed to develop the knowledge and skills in the field of production and inventory management for individuals who want to have a thorough preparation. During this module, the learner will explore the relationship of existing and emerging processes and technologies to manufacturing strategy and supply chain-related functions.

 

Why

This is a joint collaboration between CEL Consulting Vietnam and APICS the Association for Operations Management. The alignment of APICS program, CPIM (Certified in Production and Inventory Management) has set a significant milestone for logistics and supply chain training in Vietnam, signifying the recognition of supply chain industry as a critical economy driver to overcome the ever-increasing growth demand. Strategic Management of Resources is the last module of CPIM. The in-depth course is designed to develop the knowledge and skills in the field of production and inventory management for individuals who want to have a thorough preparation. During this module, the learner will explore the relationship of existing and emerging processes and technologies to manufacturing strategy and supply chain-related functions.

 

Objective

In SMR, candidates explore the relationship of existing and emerging processes and technologies to operations strategy and supply-chain related functions. SMR address three main topics: understanding the business environment, developing operations strategy, and implementing operations strategy. An important area discussed is understanding how to develop and validate the operations strategy based on industry, product, market, and other factors.

 

Who should attend?

APICS CPIM program is appropriate for individuals working in:

  • Production and inventory management

  • Operations

  • Supply chain management

  • Procurement

  • Materials management

  • Purchasing

  • Finance and cost accounting

  • Manufacturing information systems

 

Benefits

  • Increase profitability by optimizing your organization’s inventory investment.

  • Streamline processes, reduce waste and enhance productivity through proven production scheduling and control methods.

  • Increase your functional knowledge of production and inventory management

  • Improve efficiency across the processes of your organization’s supply chain

  • Predict outcomes more accurately

  • Maximize customer satisfaction by delivering products and services Just-in-Time

  • Enhance your credibility among peers, employers, and customers.

 

Course content

Section A: Developing a Business Strategy

  • Define business strategy

  • Distinguish between levels of strategy

  • Explain the benefits of having a strategy

  • List critical requirements for successful business strategies

  • Outline the process used in strategic planning and management

 

Section B: Gathering and Analyzing Internal/External Information

  • List industry features that should be identified when preparing to develop a strategy

  • Describe the information gathered through using the five forces framework

  • Provide examples of forces driving industry change

  • Describe how to conduct a competitive analysis

  • Analyze factors that may make an industry an attractive or unattractive place to compete

  • List key internal information to be gathered

  • Describe tools used to assess an organization’s internal and external environments, including resource and capability, SWOT, value chain, and product life cycle analyses. 

 

Section C: Where Will We Compete?

  • Overview the major strategies used to increase an organization’s scope of operations: integration within the current market, diversification into new market groups or industries, and expansion into global markets (globalization)

  • Describe and discuss horizontal integration strategies

  • Describe and discuss the advantages and disadvantages of vertical integration strategies

  • Explain the role of mergers and acquisition in the integration strategy

  • Describe alternatives to integration, including outsourcing, strategic alliances, and partnerships and the conditions that favor their strategic success

  • List reasons why an organization would pursue a globalization strategy

  • Describe major factors that must be considered in developing a globalization strategy

  • Describe how organizations can enter foreign markets

  • Distinguish among multi-domestic, global, and transnational strategies for international organizations

  • Discuss the major factors impelling an organization toward a diversification strategy

  • Provide examples of some risks of a diversification strategy

  • Contrast the requirements and advantages of related and unrelated diversification strategies

  • Describe tools used to evaluate diversification strategies

 

Section D: How Will We Compete? 

  • List the five generic business strategies: low-cost provider, differentiation, focused low-cost provider, focused differentiation, and best-cost provider

  • For each strategy, explain

    • How it affects the organization’s activities

    • Under what market conditions it may be effective

    • What risks the organization should be prepared to face.

 

Section E: Impact of Sustainability on Strategy

  • Define the terms sustainability and social responsibility

  • Describe the forces driving an interest in sustainability

  • Explain the advantages of approaching sustainability strategically

  • Discuss the importance of environmental scanning, risk management, and leadership in developing a sustainability strategy

  • List sources of guidance in developing a sustainability strategy, including ISO 14000 and 26000, the United Nations Global Compact, and certification programs (e.g., SA8000)

  • List considerations in choosing objectives for a sustainability strategy

  • Describe the role of the waste hierarchy, reverse logistics, and the total cost of ownership in implementing sustainability initiatives

  • Explain why measurement of sustainability strategies is critical to their success

  • Describe the Global Reporting Initiative (GRI) and list its major categories for measuring sustainable practices

  • Describe the role of auditing in sustainability.

 

Section F: Business Planning and Finance

  • Define the process of business planning

  • Describe the purpose and primary features of the income statement, the balance sheet, and the statement of cash flows 

  • Contrast horizontal and vertical analysis of financial statements

  • Define financial ratio analysis

  • Describe and provide examples of each of the five groups (liquidity, activity, leverage, profitability, market value) of financial ratios

  • Define the master budget and list its components

  • Trace the budgeting process

  • Define capital budgeting and describe payback period, accounting rate of return, net present value, internal rate of return, and profitability index

  • Describe different approaches to costing products and services, including absorption pricing, activity-based costing, job order or process costing, and variable costing.

 

Section G: Aligning the Operations Strategy

  • Define the operations strategy and its relationship with the overall organizational strategy

  • Describe the forces that shape the operations strategy

  • Define and illustrate the five generic performance objectives (quality, speed, dependability, flexibility, cost)

  • Explain factors that affect the way in which operations may weight the generic performance objectives (e.g., manufacturing environment, product life cycle, sustainability commitments)

  • Describe the purpose and characteristics of a balanced scorecardDescribe the process of creating performance targets—specifically, the role and process of benchmarking

  • Describe the activities involved in capacity or resource planning

  • Describe the demand and supply factors that affect capacity decisions

  • Characterize the relative advantages and disadvantages of different approaches to planning the number and size of operations sites

  • Contrast lead and lag approaches to capacity planning

  • Describe factors to be considered when planning increments of changes in capacity

  • Describe the impact of locating resources on capacity planning

  • Describe the possible designs for supply chain networks

  • Describe the criteria considered in the make-or-buy decision

  • Explain the bullwhip effect and its effect of supply chain instability

  • Characterize the range of possible relationships with suppliers

  • List examples of risks associated with the supply network

  • Describe the impact of operations’ volume and variety on the technology it uses for both manufacturing and service operations

  • Define an enterprise resources planning system and describe its purpose

  • List factors that affect the decision to acquire new technology (e.g., competitive advantage, risk)

  • Explain the purpose and benefits of an operations improvement strategy

  • Describe the purpose and benefits of a knowledge management system.

 

Section H: Aligning the Organization

  • Describe the key features of total quality management, six sigma, lean production, the theory of constraints, and business process reengineering

  • Describe basic organizational structures used to divide work (e.g., simple, multidivisional, matrix)

  • Explain the effects of vertical/hierarchical versus horizontal/flat structures on organizations’ competitive performance

  • Contrast the effects of centralized and decentralized decision-making structures on organizations’ competitive performance

  • Describe the role of leaders in today’s organizations

  • Define corporate culture and describe its effects on organizational performance

  • Describe the eight-step model used to manage change in organizations

  • Outline the risk management process

  • Describe risk management strategies

  • List qualities and skills of effective managers

  • Describe the role of policies and procedures in an organization’s infrastructure

  • Describe the types of activities performed within a performance management system

  • Define the motivational and developmental tools of job enlargement, job enrichment, and job rotation.

 

For further information and registration, please email to us:

media@cel-consulting.com
 

CPIM is an APICS certification which is recognized as the international standard for individual assessment in the field of production and inventory management. The CPIM program provides a common basis for individuals and organizations to evaluate their knowledge of this evolving field.

 

APICS is an international professional organization for operations management. It is the global leader and premier source of the body of knowledge in operations management. Since 1957, APICS has educated more than 100,000 professionals. APICS education and certification programs are recognized worldwide as the standard of professional competence in production and inventory management, operations management and supply chain management.

 

CEL Consulting presents in Vietnam, Hong Kong, Indonesia and Singapore, is the 1st APICS Authorized Education Provider in Vietnam. CEL philosophy is to deliver practical training with evidence, exercises and case studies drawn from the business. CEL believes that training and people development should be structured to generate tangible value focused on specific business issues.

 

CEL Consulting

www.cel-consulting.com

©2019 by CEL Consulting.