The most comprehensive CSCP prep
package,
developed by supply-side expert!
 CSCP 2009 Edition Study Guide
& 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.
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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 :)
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Table of contents
(this product has been
updated on 11 June, 2009) Approx page count:
400 plus practice review questions |
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
SUPPLY CHAIN DESIGN
SUPPLY CHAIN REENGINEERING
SWOT ANALYSIS
SCOR
SUPPLY CHAIN COLLABORATION
SUPPLY CHAIN QUALITY
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
MANAGING YOUR INVENTORY
INVENTORY ACCURACY
CYCLE COUNTING VS PHYSICAL INVENTORY
ADC
EOQ, POQ, LUC AND WW
MANAGING THROUGH TECHNOLOGIES
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
RISK MANAGEMENT DEFINED
THE RISK MANAGEMENT STEPS
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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
MEASURING PERFORMANCE
FINANCIAL MEASURES
METRICS FOR OPERATION AND INVENTORY MANAGEMENT
OTHER METRICS
BENCHMARKING
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
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 |
CSCP Special Topics Update – June 09
Decisions, models and methods
e- Supply Chain and e-SCM
Supply Chain Modeling
SCRM
Supply Chain Visibility, Intelligence, Event Management and
Channel Management
Supply Chain CSR and Green Supply Chain
Distribution Network Rationalization
IT and SCM
Supply Chain Organizational Dynamics
Conflicts Resolution
Collaborative Planning
Distribution Channel Strategies
Channel-Structure Strategy
Commonly used Supply Chain Acronyms
Environmentally Responsible Procurement
Example Supply Chain Code of Ethics
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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.
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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.
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