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The most comprehensive CSCP prep package,
 developed by supply-side expert!
 

CSCP 2009 Edition Study Guide MAJOR REVISION
& 202 Review Questions

Everything you need to pass the CSCP exam!

According to APICS, the CSCP program takes a broad view of the field, extending beyond internal operations to encompass all the steps throughout the supply chain.

The Certified Supply Chain Professional (CSCP) certification is essential for professionals involved in the areas of supplier and customer relations, international trade, the use of information technology to enable the supply chain, and physical logistics.

 

Candidates must pass a 4-hour exam in order to earn the CSCP designation. The major topics covered included: Supply Chain Management Fundamentals Building Competitive Operations, Planning, and Logistics Managing Customer and Supplier Relationships Using Information Technology to Enable Supply Chain Management The CSCP exam has a lot of questions that ask for your "best decisions" (i.e. how you will tackle a situation in a live environment). In fact, of the questions you will encounter in the exams, a significant portion of them requires that you pick the best possible options. These best options are often based on experience and best practices not easily found in the standard exam text books. There are also plenty of questions on concepts and theories. These are the questions quite closely related to the published objectives of the official BOK. They mostly ask for the correct definitions of terms. Our CSCP Study Guide goes the expert-advice way. Instead of just giving you the hard facts, we also give you information that covers the best practices. With these information, you will always be able to make the most appropriate expert judgment in the exams. All of our study guides come with the life time free update benefit so you never have to worry about changes in syllabus :)
Table of contents (this product has been updated on 11 Sept, 2009)
END USER LICENSE AGREEMENT EXAM FORMAT OFFICIAL EXAM TOPICS EXAM REGISTRATION STUDY PSYCHOLOGY & EXAM TACTICS BEFORE YOU START YOU ARE NEW TO THE BUSINESS WORLD … YOU ARE NEW TO THE SUPPLY SIDE OF THE GAME … YOU HAVE LITTLE EXPERIENCE IN THE FIELD OF MANUFACTURING … YOU HAVE LITTLE EXPERIENCE IN THE FIELD OF INVENTORY MANAGEMENT …   MANAGING THE SUPPLY CHAIN SUPPLY CHAIN SCM E- SUPPLY CHAIN AND E-SCM SUPPLY CHAIN DECISIONS, MODELS AND METHODS SUPPLY CHAIN MODELING SUPPLY CHAIN DESIGN SUPPLY CHAIN REENGINEERING SWOT ANALYSIS SCOR SUPPLY CHAIN COLLABORATION SUPPLY CHAIN VISIBILITY, INTELLIGENCE, EVENT MANAGEMENT AND CHANNEL MANAGEMENT SUPPLY CHAIN ORGANIZATIONAL DYNAMICS SUPPLY CHAIN CONFLICTS RESOLUTION ADR SUPPLY CHAIN COLLABORATIVE PLANNING SUPPLY CHAIN QUALITY SUPPLY CHAIN CSR AND ETHICS GREEN SUPPLY CHAIN ENVIRONMENTALLY RESPONSIBLE PROCUREMENT PRODUCT CATEGORIES IN A PRODUCTION ENVIRONMENT HIGH VOLUME/LOW MARGIN LOW VOLUME/HIGH MARGIN DESIGNER PRODUCTS NPD MANUFACTURING FLEXIBILITY FLEXIBILITY AND MANUFACTURING STRATEGY FMS APS CNC, CMM AND ROBOTICS MANUFACTURING CONSTRAINTS SUPPLY CHAIN METRICS SUPPLY CHAIN CHALLENGES THE “TECHNICAL TERMS” BOM SKU EOQ REORDER POINT MAKE VS BUY LEASE VS BUY LEASING ARRANGEMENT GLOBAL SOURCING - THE PROS AND CONS INTERNATIONAL SOURCING - THE TECHNICAL TERMS JUST-IN-TIME (JIT) WASTE ELIMINATION AND QUALITY IMPROVEMENT THE JIT BENEFITS KANBAN AND JIT MANAGING THE CUSTOMER SIDE OF THE CHAIN MARKETING MIX DISTRIBUTION CHANNEL STRATEGIES CHANNEL-STRUCTURE DISTRIBUTION NETWORK RATIONALIZATION MANAGING YOUR INVENTORY STOCK CONTROL AND INVENTORY INVENTORY ACCURACY PROPER CYCLE COUNTING CYCLE COUNTING VS PHYSICAL INVENTORY ADC EOQ, POQ, LUC AND WW MANAGING THROUGH TECHNOLOGIES IT AND SCM DATA MINING EDI XML PORTAL E-BUSINESS INTERNET AND THE WEB INTRANET WIRELESS NETWORKING VPN TECHNOLOGIES FOR SEARCH AND OPTIMIZATION MANAGING SUPPLY CHAIN PROJECTS MANAGING PROJECT TIME MANAGING RESOURCES STRATEGICALLY STRATEGIC PLANNING IN GENERAL STRATEGIC RESOURCE MANAGEMENT ECONOMICS DEFINED MICRO VS MACROECONOMICS OPPORTUNITY COST SPECIALIZATION, COMPARATIVE ADVANTAGE AND ABSOLUTE ADVANTAGE PRODUCTION POSSIBILITY FRONTIER MARKET DEFINED DEMAND VS QUANTITY DEMANDED SUPPLY VS QUANTITY SUPPLIED EQUILIBRIUM VS DISEQUILIBRIUM MOVEMENT ALONG THE CURVES VS SHIFTING OF THE CURVES VS ELASTICITY DIFFERENT TYPES OF MARKET STRUCTURE MONOPOLY PERFECT COMPETITION OLIGOPOLY AND MONOPOLISTIC COMPETITION MARKET POWER VS PRICE TAKING ECONOMIES OF SCALE LAW OF DIMINISHING MARGINAL UTILITY MONETARY POLICY VS FISCAL POLICY ECONOMIC GROWTH, INFLATION AND CPI BALANCE OF PAYMENTS AND BALANCE OF TRADE MONEY SUPPLIES, EXCHANGE RATE AND CURRENCY VALUATION M1, M2 AND M3 FOREIGN EXCHANGE ECONOMIC INDICATORS MANAGING QUALITY AN OVERVIEW OF THE TERM “QUALITY” QUALITY ASSURANCE, CONTROL AND MANAGEMENT TQM GOOD PRACTICE SYSTEMS CHECK SHEETS QFD FISHBONE DIAGRAM KAIZEN TOYOTA PRODUCTION SYSTEM DEPARTMENTAL PURPOSE ANALYSIS POKA-YOKE QUALITY CIRCLE PDCA ADRI SIX SIGMA CONTINUOUS IMPROVEMENT PROJECTS STATISTICAL PROCESS CONTROL CONTROL CHARTS CONTROL CHART, RUN CHART, PARETO CHART, SCATTER DIAGRAM, AND CAUSE & EFFECT DIAGRAM ZERO DEFECTS FAILURE TESTING SCORECARDING AUDIT METRICS QUALITY STANDARDS PQT AND QIT KAIZEN TEAM LEADERSHIP KNOWLEDGE MANAGEMENT DEFINING KNOWLEDGE AND KM KM AND TEAMWORK KM STRATEGIES MANAGING RISKS NATURE OF RISK IN SUPPLY CHAINS RMM AND ERM RISK MANAGEMENT DEFINED THE RISK MANAGEMENT STEPS BUILDING A RESILIENT SUPPLY CHAIN	MRP AND MRP II WHY MRP IS BETTER THAN A SIMPLE REORDER POINT? HOW MRP ACTUALLY WORKS NERVOUSNESS SUITABILITY PERFORMANCE MEASUREMENT CRITICAL SUCCESS FACTORS MRP IMPLEMENTATION ISSUES ROUTING AND BOM BACKFLUSHING WHEN SHOULD BACKFLUSHING BE CONSIDERED? MASTER SCHEDULING WHY AND WHAT TO MASTER SCHEDULE? TIME FENCE PLANNING DEMAND TIME FENCE PLANNING TIME FENCE FINAL ASSEMBLY STAGE, CUMULATIVE LEAD TIME AND LOOK-AHEAD PERIOD FIRM ORDERS FAS TWO LEVEL MASTER SCHEDULING PROCESS FLOW SCHEDULING PROCESSOR DOMINATED SCHEDULING VS MATERIAL DOMINATED SCHEDULING MRP II KEY SUCCESS FACTORS OF MRP-II ERP ERP ARCHITECTURE DEMAND PLANNING & MANAGEMENT NATURE OF DEMANDS DEMAND MANAGEMENT VS DEMAND PLANNING HOW DO YOU ACTUALLY MANAGE THE DEMAND? DEMAND FORECASTING STATISTICAL TOOLS FOR FORECASTING MOVING AVERAGE ABC CLASSIFICATION MORE ON QUANTITATIVE TECHNIQUES THE CENTER THE DISTRIBUTION NORMAL DISTRIBUTION CORRELATION ANALYSIS AND CONTINGENCY ANALYSIS STATISTICAL INFERENCE OTHER ANALYSIS METHODS BULLWHIP EFFECT MANAGING COST AND PERFORMANCE PRINCIPLES AND STANDARDS IAS GAAP, FASB AND SFAS THE ACCRUAL PRINCIPLE THE HISTORICAL COST PRINCIPLE THE CONSISTENCY PRINCIPLE THE PRUDENCE PRINCIPLE THE MATERIALITY PRINCIPLE THE MATCHING PRINCIPLE THE SEPARATE LEGAL ENTITY CONCEPT THE CONSERVATIVE PRINCIPLE THE GOING CONCERN CONCEPT MEASURING COSTS STANDARD COSTING ACTIVITY-BASED COSTING LCC THROUGHPUT ACCOUNTING OVERHEAD COSTING DEPRECIATION ACRS VS MACRS FAIR VALUE VS HISTORICAL COST INVENTORY VALUATION CAPITALIZATION OF INTEREST COSTS CAPITALIZATION OF LEASES LEASING PERFORMANCE MEASUREMENT AND ROI PERFORMANCE MEASUREMENT AND BENCHMARKING FURTHER IMPROVING PERFORMANCE FINANCIAL MEASURES THE CONCEPT OF TIME VALUE OF MONEY NPV IRR OTHER RELEVANT CONCEPTS METRICS FOR OPERATION AND INVENTORY MANAGEMENT OTHER METRICS BENCHMARKING INDUSTRIAL ENGINEERING AND VALUE ENGINEERING PRODUCTIVITY ANALYSIS AND METHODS ANALYSIS METHODS ENGINEERING WORK MEASUREMENT TECHNIQUES MANAGING COMMUNICATION AND INFORMATION THE ROLE AND APPROACHES OF INFORMATION MANAGEMENT INTEGRATING INFORMATION AND BUSINESS STRATEGIES COMMUNICATION MANAGEMENT VERTICAL COMMUNICATION HORIZONTAL COMMUNICATION DIAGONAL COMMUNICATION CIRCULAR COMMUNICATION COMMUNICATION BARRIERS FORMAL NETWORK VS GRAPEVINE SALES AND OPERATIONS PLANNING S&OP STAGES AND COMPONENTS EFFECTIVE S&OP CAPACITY MANAGEMENT WHY AND WHAT TO MANAGE IN TERMS OF CAPACITY RATED CAPACITY CAPACITY CONTROL RCCP EXPLAINED PERFORMING RCCP CRP EXPLAINED MANAGING PROCUREMENT ACQUISITION PLANNING PROCUREMENT PLANNING NEW TREND IN PURCHASING NEW TREND IN SUPPLIER RELATIONSHIP MANAGEMENT JIT AND PURCHASING WASTES IN THE PURCHASING PROCESS BENEFITS OF JIT PURCHASING MANAGING YOUR SHOP FLOOR AND YOUR WAREHOUSE WORK CENTERS JOB SHOP SCHEDULING PRODUCTION FLEXIBILITY PRODUCTION MANAGEMENT PRODUCTION SCHEDULE MPC AND PAC LINE SCHEDULING DISPATCHING PRIORITY RULES QUEUE MANAGEMENT OPERATION OVERLAPPING OPERATION SPLITTING INPUT/OUTPUT CONTROLS PERFORMANCE MEASURES AND VISUAL CONTROL WAREHOUSING STRATEGIES AND ACTIVITIES Layout planning Space Requirement Modern Technologies SETUP REDUCTION RFID CONTINUOUS IMPROVEMENT TOOLS FOR QUALITY CONTROL SHOPFLOOR LAYOUT WAITING-LINES MANAGING LOGISTICS TRANSPORTATION BASIC MODES OF TRANSPORTATION DRP AND DRP-II REVERSE LOGISTICS PACKAGING YARD & DOCK MANAGEMENT SHIPPING ACROSS THE GLOBE LAST MINUTE TIPS 202 Review Questions Special coverage on ERP, eBusiness and eProcurement.
SAMPLE TEXT on our introduction to SCM Shorts for supply chain management, SCM refers to the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. The 3 major SCM flows are: - The product flow: the movement of goods from a supplier to a customer, as well as any customer returns or service needs - The information flow: transmitting orders, updating the status of delivery and the likes - The finances flow: credit terms, payment schedules, consignment, title ownership arrangements …etc SCM involves coordinating and integrating the above mentioned flows both within and among companies. The ultimate goal is to reduce inventory without sacrificing product availability. You do have to realize that: - SCM is not just material management with a new name. - SCM is “the guiding philosophy that makes MRP and/or JIT provide value outside of their own limited spheres in optimizing manufacturing or distribution” . NOTE: Don’t confuse SCM with CRM. Customer Relationship Management (CRM) is an industry term for methodologies and technologies that helps an enterprise manages customer relationships in an organized and efficient manner. You may think of CRM as part of the entire value chain formula. You should have SCM included in your strategic planning efforts. You want to summarize your SCM goals and objectives into a mission statement and/or a vision statement. Simply put, a Vision describes a future identity while a Mission describes how that Vision will be achieved. The key goal of the strategic planning process is to translate your organization’s vision into detailed short and long-term plans and processes that match the company’s business plan and ensure that employees, clients, suppliers, and partners can easily and securely interact and collaborate.   **************************   SAMPLE TEXT on Kanban Kanban is often associated with JIT. By definition, Kanban is a manufacturing strategy in which parts are produced or delivered only as needed. Toyota Motor has been credited with developing the Kanban system, which takes its name from the Japanese word for "sign" or "placard". Being recognized as one of the primary tools of JIT system, Kanban maintains an orderly and efficient flow of materials throughout the entire manufacturing process.   Brian Willcox in his article "KANBAN'S - SIMPLICITY AT IT'S BEST" describes Kanban as an instrument that is used as a requisition for material and labor and is a works order authorization, that the Kanban system is a production control system (for regularly used components) which resembles a two-bin system. For such a system to work, a supply with a consistent and short lead time as well as a constant and not variable demand is needed. Brian further classifies the three types of Kanbans in common use: o Kanban square - it is used on an assembly line or work cell with a square drawn on the bench or floor between two operators. When one operator has finished a part, instead of giving it to the next operator, she would put it into the Kanban square and wait for it to be taken before herself is allowed to make another one.   o single card Kanban - often not a card but a container, it is a very effective way of scheduling a producing work centre that feeds an assembly line.   o double card Kanban - the "move" card is used to authorize the movement of material from the supplier to the using company, while the "production" card is used by the supplying company to launch another batch of work into his manufacturing facility when he returns with an empty container from the customer.     ************************** SAMPLE TEXT on E-Procurement E-procurement markets (a.k.a. Net Marketplaces) are horizontal marketplaces in which long-term contractual purchasing agreements are used to buy indirect goods. They are independently owned, that they are many-to-many markets, and that they use fixed price catalogs. The role of the e-procurement service companies are simply intermediaries for connecting hundreds of online suppliers offering millions of goods to business firms who subscribe to the market. Even though they are mediated by an independent third party, bias may exist in favor of the buyer as there are way too many catalogs of competing suppliers and competing e-distributors. Anticompetitive possibilities inherent in the marketplaces also exist - they may provide some firms with a platform to collude on pricing, market sharing, and market access.

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