Exam Content Manual

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APICS Certified in Production and Inventory Management

[CPIM]
Strategic Management of Resources

2012

APICS CPIM Overview of Exam Content Manual Strategic Management of Resources January 1, 2012 through December 31, 2012.
Please be aware, this is not the full CPIM Exam Content Manual (ECM), that is available at Shop APICS using the following link: http://www.apics.org/ProductCatalog/APICSProduct?ID=7230 This abbreviated version is provided to give candidates an overview of what is contained on the exams on a very high level. For exam preparation, use of the current ECM is strongly recommended.

Strategic Management of Resources Examination Abbreviated Exam Content Strategic Management of Resources Content
The table identifies the three main topics of the exam. The relative importance of a topic is not necessarily reflected by its level in the outline. The relative importance of these topics varies among industries, but for study purposes, the percentage figures given below can be used as a guideline. Diagnostic Part I II III Main Topic Understanding the Business Environment Developing the Operations Strategy Implementing the Operations Strategy Percentage of Exam 25% 45% 30%

A. Globalization/Location Issues: Understand and evaluate strategic issues arising from global influences B. Information Evaluation and Prioritization: This section addresses identification and evaluation (including prioritization) of key information from environmental scanning. C. Sustainability: Understand the importance and implications of the three parts of sustainability (economic, environmental, and social) to the organization, stakeholders, and supply chain. II. 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. Understand the significance of the following factors in developing the operations strategy: A. Performance Objectives/Goals: Choosing how success is determined B. Product/Service Design: Matching firm capabilities and processes to market needs and product life cycles. C. Structure and Infrastructure: Making capital (structure) and organizational (infrastructure) choices D. Coordination Strategy: Aligning internal operations and external supply chain partners.

Content Outline
I. Understanding the Business Environment Operations strategy must be integrated with the business 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 business strategy. Operations strategy development must consider the following business environmental factors.

E. Measurement: Recognize that measurements must support performance objectives. Categories of measurement can include: financial statement analysis, cash flow, capital investment, costing systems, and nonfinancial (e.g., balanced scorecard and operational and process measures), among others. F. Logistics: Understand forward and reverse supply chain design, which includes logistics assets ownership and operation and outsourcing options such as third- and fourth party logistics (3PL and 4PL)

G. Organizational Commitment Process: Understand issues necessary to gain management (top management and functional managers) acceptance of the operations strategy recommendation, as demonstrated by a commitment of resources H. Risk Assessment: Understanding the sources and probabilities of risk, the risk tolerance of the organization, as well as prevention and recovery strategies in developing the operations strategy III. Implementing the Operations Strategy This section addresses the strategic leadership activities, leadership roles, and responsibilities that lead to the successful implementation of the operations strategy. A. Risk Management: Understand the actions required to offset existing and changing risks B. Change Management: Understand the strategic elements of successful organizational change C. Infrastructure Systems: Configuring the following systems as implementation of the operations strategy: management, value creation, quality, and information D. Structural Deployment: Implementing required modifications to existing operational structure(s) consistent with the operations strategy

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