Why PDDP?

The process of converting fresh engineers to product designers has always been a challenging task for the industries. Moreover, the consequential liabilities of the designs produced by these entry level engineers are enormous as the investments and time to market these new products are all always challenged due to the errors in the design This is because the academic engineering education does not cover many technical details pertaining to the vast scope of product design requirements of modern industries. This results in a long gestation period in the designers’ community to develop these engineers as full fledged designers before they could productively support the design and development ability of the organizations. Looking at the above requirements, MASTRO LEE Tech identified deficiency of the budding Product Designers and developed a comprehensive Product Designers Development Program (PDDP)

What is PDDP?

PDDP systematically imparts the Mastro Lee -product design competency covering an extensive range of mechanical component designs.

This is a unique and comprehensive training package with hands-on exercises for coaching the entry level fresh engineers or design engineers having less than 2yrs experience OR people who need to build their competency in machine element design.

Following are the programs:

• Bearing Selection
• Plastic Selection & Part Design
• Sheetmetal Selection & Part Design
• Casting Process/Material Selection & Part Design
• Elastomer Process/Material Selection & Part Design
• Fasteners Design
• Heat Treatment processes & selection
• Springs Material selection & Design
• Power Transmission method

Recommended Audience

Entry level design engineers, less than 3 years experience

Learning Outcomes

At the end of this training program, designers will be able to perform the following independently

• Design the machine elements covered in this course with the minimum inputs from the seniors
• Select suitable material, surface finish, heat treatment and tolerance as applicable
• Prepare the design documentation meeting the conventions & standards

Duration

Customized as per requirements.

In the modern era, the Product Development Cycle is shrinking, demanding faster New Product Development cycle. The need for developing new products with zero defects at the time of launch is increasing due to competition.

These developments has increased the competency requirements of the designers who generally focus on technical / functional competency & not exposed to the world-class product introduction process applying many quality planning tools. In addition to time & quality in design, most of the designers are not accountable for the cost of the product since the cost is estimated after design is completed and often found that the market does not find the value for money for new products.

In order to address the above issues, the recommended product introduction process has built in many quality tools, which the designer will apply to get first time right, on time and cost- effective new product design. Keeping the above in mind, MASTRO LEE Tech has developed Competency Development Program for Cross functional teams for Senior Engineers. Some of the tools and techniques covered as Value Engineering, Design For Manufacture & Assembly, Design FMEA, Process FMEA, Reliability Analysis, Benchmarking, Design For Six Sigma etc. This can be customised to meet each organisation’s unique needs.

The Certified Quality Auditor is a professional who understands the standards and principles of auditing and the auditing techniques of examining, questioning, evaluating and reporting to determine a quality system’s adequacy and deficiencies. The Certified Quality Auditor analyzes all elements of a quality system and judges its degree of adherence to the criteria of industrial management and quality evaluation and control systems.

 Download the Quality Auditor Certification Brochure (PDF, 220 KB)

The Certified Supplier Quality Professional works with an organization's supply chain and suppliers to continuously improve performance of key system components (increase lifecycle, reduce scrap, improve repair processes) by implementing process controls and developing quality assurance plans. The certified supplier quality professional tracks data, identifies improvement projects, and manages cross functional implementation to improve performance of key components and suppliers.

 Download the Supplier Quality Professional Certification Brochure (PDF, 372 KB)

The Certified Quality Engineer is a professional who understands the principles of product and service quality evaluation and control. This body of knowledge and applied technologies include, but are not limited to, development and operation of quality control systems, application and analysis of testing and inspection procedures, the ability to use metrology and statistical methods to diagnose and correct improper quality control practices, an understanding of human factors and motivation, familiarity with quality cost concepts and techniques, and the knowledge and ability to develop and administer management information systems and to audit quality systems for deficiency identification and correction.

 Download the Quality Engineer Certification Brochure (PDF, 338 KB)

The Certified Reliability Engineer is a professional who understands the principles of performance evaluation and prediction to improve product/systems safety, reliability and maintainability. This body of knowledge (BOK) and applied technologies include, but are not limited to, design review and control; prediction, estimation, and apportionment methodology; failure mode effects and analysis; the planning, operation and analysis of reliability testing and field failures, including mathematical modeling; understanding human factors in reliability; and the ability to develop and administer reliability information systems for failure analysis, design and performance improvement and reliability program management over the entire product life cycle.

 Download the Reliability Engineer Certification Brochure (PDF, 383 KB)

The Certified Quality Improvement Associate has a basic knowledge of quality tools and their uses and is involved in quality improvement projects, but doesn't neceMastro Leerily come from a traditional quality area.

NOTE: The Quality Improvement Associate Certification has no recertification requirements. It is a lifetime certification.

The Certified Quality Inspector is an inspector who, in support of and under the direction of quality engineers, supervisors, or technicians, can use the proven techniques included in the body of knowledge. Under professional direction, the Quality Inspector evaluates hardware documentation, performs laboratory procedures, inspects products, measures process performance, records data and prepares formal reports.

NOTE: The Quality Inspector Certification has no recertification requirements. It is a lifetime certification.

The Six Sigma Green Belt operates in support of or under the supervision of a Six Sigma Black Belt, analyzes and solves quality problems and is involved in quality improvement projects. A Green Belt is someone with at least three years of work experience who wants to demonstrate his or her knowledge of Six Sigma tools and processes. Review the different Six Sigma belts, levels and roles.

NOTE: Six Sigma Green Belt Certification has no recertification requirements. It is a lifetime certification.

 Download the lean Six Sigma Green Belt Certification Brochure (PDF, 298 KB)

The Certified Lean Six Sigma Black Belt is a professional who can explain Lean Six Sigma philosophies and principles, including supporting systems and tools. A Black Belt should demonstrate team leadership, understand team dynamics and assign team member roles and responsibilities. Black Belts have a thorough understanding of all aspects of the DMAIC model in accordance with Six Sigma principles. They have basic knowledge of Lean enterprise concepts, are able to identify non-value- added elements and activities and are able to use specific tools.

 Download the lean Six Sigma Black Belt Certification Brochure (PDF, 176 KB)

The Certified Supply Chain Professional (CSCP) credential is a gold standard for the supply chain professionals. Since introduction in 2006, more than 21,000 supply chain management professionals across the globe attained this enviable certification to master the supply chain body of knowledge and achieved an accelerated growth in their career. The aim of this certification is to create supply chain leaders who will spearhead SCM strategy, process improvement and supply chain innovations in their organisation and create a competitive advantage.

Certification Benefits

Opportunities - An organisation looking for SCM professionals cannot afford to ignore a resume with CSCP, Period.

SCM Knowledge - Whether it is an interview or an internal discussion within your company, CSCP certified professionals are looked upon for guidance and advice.

Star Performer - CSCP materials are frequently updated to stay current with all the SCM developments that are happening across the globe. So what you have learnt is a body of SCM best practices.

Career Growth - CSCP professionals have accelerated growth in the organisation, not just because they attained the toughest supply chain credential, but due to their knowledge and SCM leadership skills.

Module-1: Supply Chain Design

Supply chains determine the ability of the firms included in them to compete in the marketplace. How supply chains are designed will affect their ability to compete. A firm that is attempting to compete in a market where low cost determines who gets the business will have difficulty if it includes high cost suppliers in its supply chain. The characteristics of the end-market in which a firm is competing must be considered when designing supply chains. Supply chain design is an integral part of enabling an organization to compete and be profitable in today’s dynamic business environment. The supply chain strategy should align with the organization’s business strategy and plan, support the value proposition, and leverage core capabilities.

A. Develop the Supply Chain Strategy: The supply chain strategy for companies with high performing supply chains should closely align with and enable the overall business strategy of the company. Achieving appropriate alignment requires an understanding of the forms of competitive advantage being pursued. It also requires an understanding of the organizational strategy, priorities and capabilities.

B. Design the Supply Chain: Supply Chain Design involves making decisions on how to structure the supply chain that supports and aligns with the organization’s business strategy. This involves: making decisions on suppliers; location and capacity of plant, warehouses and distribution centers; and, distribution channels to move products to customers. How information and data are managed, communicated, and the technology employed is also planned. Sound project management and effective communication is required.

Module-2: Supply Chain Planning and Execution

Supply chain planning (SCP) is the forward-looking process of coordinating assets to optimize the delivery of goods, services and information from supplier to customer, balancing supply and demand. An SCP suite sits on top of a transactional system to provide planning, what-if scenario analysis capabilities and real-time demand commitments, considering constraints. Supply Chain Planning is the set of processes related to the estimation of future client demand and its balance with capacity and supply, both from production and from suppliers. This planning can encompass one or several trading partners, from the end consumer to the raw material producer, including reverse logistics. Supply chain execution (SCE) is the process of managing a supply chain, in essence, getting supply chain items where they need to go.

A. Procure and Deliver Goods and Services: Procurement and delivery of goods and/or services operationalizes the supply chain design through the development and deployment of coordinated long-term and short-term planning for sourcing, acquisition, controlling, delivery, invoicing, and payment of goods and/or services.

B. Manage the Relationship with Supply Chain Partners: Understanding the market and the critical roles played by both the upstream and downstream supply chain partners are important to the success of the Supply Chain. Tailoring, aligning and managing the relationships with the supply chain partners will enhance the performance of the entire supply chain.

C. Manage Reverse Logistics including Return, Recall, and End to Life: Managing reverse logistics and reverse supply chains involves understanding that product returns, repair, remanufacturing, end of life, and related topics are organic elements in the overall supply chain management execution process. It is also important to understand how reverse supply chains allow opportunities for cost avoidance and revenue generation while enabling compliance with regulations regarding waste and hazardous materials.

Module-3: Supply Chain Improvement and Best Practices

Changing market requirements, new technologies, geopolitical shifts, weather-related factors, and changes in availability of resources require supply chains to be constantly evolving. Supply chains must be continually improving by gathering key performance data, analyzing current performance, and creating and implementing improvement plans. The supply chain should ensure compliance with existing standards, regulations, and apply sustainable best practices. Instead of only reacting to risk events, companies need to model, anticipate, and prevent risk.

A. Measure, Analyze, and Improve the Supply Chain: Enhancing the competitiveness of a supply chain requires an understanding of the techniques and tools of continuous improvement

• and the appropriate application of each. It also requires an understanding of how to measure the performance and capabilities of the supply chain and how the communication of these findings can contribute to performance improvement.

B. Comply with Standards, Regulations, and Sustainable Best Practices: Managing globally dispersed sources of supply and demand requires an understanding of the standards and regulations of the jurisdictions in which goods and funds flow. In addition, designing and operating a supply chain requires an understanding of the concepts of sustainable business practices and how to adapt and apply them to a specific supply chain.

C. Manage Risk in the Supply Chain: Risk is inherent in supply chains, and companies may go out of business due to a major risk event. Instead of only responding to risk events, companies must be able to model, anticipate, and prevent risk events. An understanding of the techniques to identify, mitigate, and manage risks is important for supply chain management and overall business success.

The Certified in Logistics, Transportation and Distribution (CLTD) certification provides you with the information you need to meet today’s supply chain logistics challenges. Created by APICS with a team of subject matter experts, the CLTD designation covers a comprehensive body of knowledge that sets the global standard for best practices in logistics, transportation and distribution.

Certification Benefits

Opportunities - A CLTD designation helps you to stand out of the crowd and increases your professional value.

Transformation - Innovate and bring positive changes to your organization thereby transforming it to global standards

Stay Updated - Be up-to-date with the leading logistics trends and advancements in the industry globally.

Recognition - Being recognised as a logistics expert improves your confidence.

Optimization - Helps you to reduce the cost and increase the profitability of your organization by the optimised use of its resource

Certification Process

1. Check your eligibility with us
2. Discuss with the faculty to understand how to prepare and how it will be helpful in your career path
3. Enrol for the program
4. Receive Preparation Material
5. Prepare for the examination
6. Attend the one-to- one pre-exam review assessment
7. Appear in the examination
8. Get CLTD certified

Module-1: Logistics and Supply Chain Overview

Logistics refers to activities within a single organization and supply chains refer to networks of companies that work together. Also, traditional logistics focuses on activities such as procurement, distribution and inventory management. Supply Chain Management also includes marketing, new product development, finance, and customer service. Supply Chain is the network of organisations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate consumer.

A. Logistics Fundamentals: It is important to understand the scope of logistics, including how it fits within the larger role of supply chain management and business strategy. The concept of trade-offs is used to show how the interconnected nature of the various areas of logistics, while a review of logistics’ process flows puts things into a different perspective. Achieving the full value of logistics requires a balance between costs, customer satisfaction, and service levels. Emphasis is given to an understanding of why methods of accounting for logistics costs is important for logistics management and overall business success.

B. Logistics Strategy within the Supply Chain: The many aspects of logistics strategy include altering tactics to account for product life cycle stages, finding the right balance between services and their costs, fitting in with existing organizational structures, developing strong relationships at the appropriate level, assessing strategic level risks including security, and designing the right key performance indicators to encourage desired behavior

C. Lean Logistics:  Continuous improvement methodologies need to become ingrained in an organization’s culture and strategies if they are to succeed. These methodologies should be addressed up front from the perspective of logistics’ role in eliminating all forms of waste while maintaining high quality and designing supply chain agility. It is imperative that logistics functions be proactive in assessing the need for change and then realizing it. Methods of continuous improvement include lean logistics, agile systems, and the philosophy of six sigma.

Module-2: Capacity Planning and Demand Management

It’s necessary to match overall portfolio demand with capabilities and capacity supplied by existing teams in the short term, while shaping both the demand and supply sides of the portfolio for the long-term. Matching demand and supply looks deeper than just allocating resources to include the interactions between multiple sources of demand and the capabilities of the available teams. The result is more effective value delivery, aligned with overall business strategy by focusing on completing high-priority initiatives. Demand Management is responsible for redistributing capacity in order to ensure that critical services are not affected, or at least to minimise the impact on them.

A. Aligning Supply and Demand: Logistics professionals need an understanding of the concepts behind forecasting, especially the resource-alignment tasks through which organizations develop forecasts by which logistics, manufacturing, purchasing, and other departmental plans are created.

B. Translating Demand into Capacity Planning: Practitioners use forecasts or other demand information and translate it into high-level capacity plans for warehousing and transportation to deliver customer service at a consistent level.

C. Demand Management: In its cross-functional interrelationships with sales, marketing, purchasing, and manufacturing operations, logistics works to orchestrate and coordinate demand and supply in order to resolve interface conflicts by systematically considering plausible trade- offs. This requires an understanding of processes including sales and operations planning (S&OP), master production scheduling (MPS), materials requirements planning (MRP), and distribution requirements planning (DRP)

D. Sourcing and Procurement of Inventory: Logistics needs to closely coordinate its activities with procurement to ensure a stable source of supply at reasonable total logistics system costs. This involves the procurement processes of selecting suppliers and generating contracts with the appropriate terms and conditions, which ensure performance is adequately monitored and controlled.

Module-3: Order Management

Order management activities include a variety of tasks aimed at planning, designing, and controlling processes which manage and execute customers’ orders. Order management is the administration of business processes related to orders for goods or services. At the core of these processes is customer relationship management since every decision and activity that logistics takes should be with the customer in mind.

A. Customer Relationship Management (CRM): CRM is an important marketing philosophy that emphasizes all customers as being top priority, including internal customers or end consumers. By implementing the steps of a CRM process, relationships with key stakeholders can be optimized throughout each transaction.

B. Order Management: Logistics professionals work closely with procurement specialists who source required materials and components from suppliers for the manufacture of products. Once the purchase order processing is completed, logistics confirms the goods received match the original order and a routing guide is used to assist in the multiple decisions that must be made. Logistics relies on systems, such as Electronic Data Interchange (EDI) and transportation management systems which enable order visibility to identify the status of any customer order and to coordinate complex inbound flows, intracompany movements, and outbound orders. Supplier and carrier performance is tracked and measured so that improvements can be made on an ongoing basis, making logistics more efficient and effective. Tailoring, aligning, and managing relationships with the supply chain partners will enhance the performance of the entire supply chain.

C. Customer Service Management (CSM): Customer service management is the ability of an organization to meet the needs, inquiries, and requests from customers. Developing an effective customer service management strategy ensures that the seven rights of customer service will be achieved— the right product, the right quantity, the right condition, the right place, the right time, the right customer, the right cost. Customer service extends after the transaction by servicing products and providing parts. In order for logistics to further refine its service, customer feedback is gathered on processes, products, and customer satisfaction in order for improvements to be incorporated as best practices.

Module-4: Inventory and Warehouse Management

Inventory management systems are somewhat simpler, in that an inventory management system can give you an indication of the total amount of stock that you have for one specific storage location. Warehouse management systems, on the other hand, allow a company the ability to manage entire storage systems within a structure like a warehouse. A warehouse is a planned space for the storage and handling of goods and material. Inventory management is the practice overseeing and controlling of the ordering, storage and use of components that a company uses in the production of the items it sells. Inventory management is also the practice of overseeing and controlling of quantities of finished products for sale.

A. Inventory Management in Logistics: To fulfill its basic functions, inventory resides at many points in the supply chain. Excessive levels of inventory creates additional costs for the organization and exposure to risk in fluctuations and changes in customer demand. Because of its critical impact on the bottom line, effective inventory management is now seen as a way to create value in the business. It is more imperative than ever to understand the unique role that inventory plays in the business strategy.

B. Inventory Management Methods: Managing inventory effectively requires meeting competing goals to minimize inventory costs and maximize customer/consumer service. A clear understanding of what contributes to inventory carrying costs is, therefore, a prerequisite to crafting an appropriate inventory management strategy. These costs can be controlled through more effective approaches to inventory ordering that minimize the amount of time inventory resides in the pipeline, which reduces the risk of accumulating excess and potentially obsolete inventory.

C. Inventory Control: Maintaining optimal inventory levels includes the related replenishment questions of “how much to order” and “how often to order.” The answers help create an inventory control approach that is both economical and service-oriented. Inventory control also requires deciding when to order, which in turn requires considering issues such as lead times, supply risk, and inventory review. Inventory control approaches focus on increasing the rate of inventory turn and helping the business capture the value of inventory investments more quickly.

D. Warehousing Strategy and Management: Warehouse management strategy aims to deploy the firm’s warehousing assets and skills to advance the business goals. The warehouse strategy must be aligned with the corporate strategy and objectives and also with the organization’s supply chain strategy, which defines the role of each warehouse, including its location, size, and capabilities. The strategy is implemented through efficient and effective warehouse processes, a safe and efficient warehouse layout that supports warehouse operations, and the use of appropriate warehouse technology.

E. Packaging and Materials Handling: The effectiveness of packaging is influenced by product characteristics, economic and environmental goals, and the need for safe and efficient materials handling during storage and transportation. Appropriate packaging unitizes, protects, and can help businesses accomplish a variety of performance utility goals.

Module-5: Transportation

Logistics refers to activities within a single organization and supply chains refer to networks of companies that work together. Also, traditional logistics focuses on activities such as procurement, distribution and inventory management. Supply Chain Management also includes marketing, new product development, finance, and customer service. Supply Chain is the network of organisations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate consumer.

A. Transportation Fundamentals: Transportation systems connect the various supply chain components and must be properly managed and controlled with complete visibility and strong communication between multiple stakeholders and transportation managers. Proactive transportation management is critical to an efficient and economical operation and should be considered when a company plans organizational and supply chain processes. An integral part of logistics, the transportation process represents one of the largest portions of a logistics manager’s budget.

B. Modes of Transportation:  Transportation consumes time, financial, and environmental resources. Understanding the characteristics of the different transportation modes enables managers to make appropriate selections based on relative modal performance in terms of speed, availability, dependability, capability, frequency, and cost. Intermodal transportation combines two or more modes to execute the shipment process, and represent a key means of transportation service.

C. Transportation Management:  Transportation management usually covers two areas: inbound and outbound flows. Transportation management’s goal is to reduce transportation costs and increase delivery reliability through collaboration between all participants in the transportation transaction: carriers, providers, and non-vessel operating agents. Transportation managers must effectively manage the entire transportation process—from long-range strategies and operational planning to day-today execution.

Module-6: Global Logistics Considerations

For the global logistics manager, successful participation in international trade requires awareness and knowledge of a number of key components, including but not limited to: The infrastructure and systems of the countries to which it will export goods The regulations which govern each country that its shipments will travel through The customs clearing and documentation requirements for each shipment as dictated by each country and transportation mode used An understanding of how it can reach mutual agreement on the terms of sale, methods of payment and finance terms trade participants; The process of determining the currency to be used for payment, transfer pricing and potential understanding of how free/foreign trade zones influences duties paid and total landed costs. Coordinating these international trade elements is an essential skill set for today’s logistics professionals.

A. Infrastructure and System:   By identifying the macro environmental factors of global logistics that impact countries and organizations around the world, logistics professionals can be better prepared to manage their array of service providers, related transportation costs, and substitute product offerings. A variety of important international trade theories and practices, as well as discussion of the relative quality and quantity of transportation infrastructures across modes and countries provide a solid historical and geographic perspective of the many components that impact global trade today.

B. Regulations:  Virtually every aspect of international trade is governed by regulations created by the government of each country through which a shipment will pass. With most international transactions, product shipments typically pass multiple borders, thus increasing the complexity of required documentation, safety and security measures, and involvement of logistics and trade specialists. Trade agreements and trading blocs can be used to facilitate international trade by mitigating against some of these complex procedures. Navigating the various changing export restrictions and lists of restricted/denied parties requires a working knowledge of each country’s current regulations, quotas, control lists, and end use certificates.

C. Customs Clearing and Documentation:  Today’s logistics managers must be knowledgeable in preparing all the required documentation needed by customs to ensure that the customers’ shipments arrive safely, securely, without damage, and on time at their final designation. Ease in using the Harmonized System Classification codes is vital to properly specifying the goods for export and each code assignment ultimately dictates the tariff rate charged for those products.

D. Finance and Payment Options:  Global trade can often associate with higher levels of financial risks as a result of the many unknown variables that can impact international transactions. All parties must evaluate their risk of exposure and identify which financing and payment options are most appropriate and amenable to the parties involved. There must be agreement on all the terms of sale and the method and time frame of payment. Familiarity with International Commercial Terms, also known as Incoterms®, is essential to clarifying and understanding how responsibilities are assigned between buyers and sellers in each transaction.

E. Currency and Tax Considerations:  Similar to the selection of terms of sale and financing, global trade participants must decide which currency will be most appropriate for payment, based on the convertibility of the selected currency and the risk of fluctuation. As trade participants individually strive for sustained profitability, this must be appropriately balanced with levels of risk exposure between buyers and sellers. Related options such as use of foreign trade zones and transfer pricing can lessen or mitigate these risks exposures.

Module-7: Logistics Network Design

The warehouse and transportation network design enables supply to be delivered effectively. It involves the location of warehouse, types of warehouse and automated decision tools. Rick management helps logistics team to minimize uncertainty and ensure to provide reliable results within the organization.

A. Facilities Planning:   Several factors need to be weighed to determine the proper location, number, and type of warehouse facilities given the trade-offs with transportation. This requires a detailed analysis of transportation and distribution requirements, while understanding the key trade-offs inherent in planning and deploying an optimized network.

B. Distribution Network Design:  Logistics professionals should follow a process to make the complex activities of network design easier to navigate, including understanding the various factors to consider when selecting a particular facility location. Distribution network design involves employing modeling techniques, such as heuristic, optimization, and simulation tools designed to help find the right balance among the competing needs of the multiple stakeholders involved in a modern logistics network.

C. Risk Management:  Risk management is a vital part of network design and must be included in order to make the network resilient and resistant to customer, financial, regulatory, security, hazard, business interruption, and other types of vulnerabilities. It is important for logistics professionals to learn the risk management process for identifying, prioritizing, and appropriately responding to each risk. These plans can include prevention or mitigation plans, as well as providing business continuity if a risk event occurs. Logistics requires an understanding of the types of insurance that can be acquired and the associated benefits and limitations. The amount of insurance obtained needs to be measured against risk levels to make sure that the investment in insurance is appropriate for the business situation.

Module-8: Reverse Logistics and Sustainability

Reverse logistics by definition includes processes such as remanufacturing, refurbishment, recycling, reuse, and asset recovery, engaging in reverse logistics activities guarantees companies a certain level of green. Companies around the globe use reverse logistics to manage their product returns in ways that actually turn the reverse flows into quantifiable value streams that not only contribute to the profitability of the organization, but also strengthen its triple bottom line (TBL) and its commitment to sustainability and social responsibility. These efforts make the organization more attractive to customers, suppliers, other supply chain participants, and to shareholders who value green initiatives, reduced carbon footprints and wiser usage of the world’s finite resources. A reverse logistics strategy provides a path for removing the existing equipment to make way for the next era of equipment in the case of end of life products or new upgrades.

A. Reverse Logistics:   Logistics is involved in deciding if the firm’s reverse logistics strategy can be handled internally by creating a central returns center or by hiring a third-party provider to coordinate the activities. These activities may include recalls, overstocks, reuse, refilling, repairing, remanufacturing, refurbishing, recycling, repurposing, recovery, and disposal. The firm must carefully weigh the benefits and challenges it will encounter for each of these sub- processes and develop a comprehensive strategy to master and manage its reverse flow processes and the value stream which will contribute positively to the organization’s bottom line.

B. Sustainability:  Logistics professionals should follow a process to make the complex activities of network design easier to navigate, including understanding the various factors to consider when selecting a particular facility location. Distribution network design involves employing modeling techniques, such as heuristic, optimization, and simulation tools designed to help find the right balance among the competing needs of the multiple stakeholders involved in a modern logistics network.

The Certified in Production and Inventory Management [CPIM] is a professional certification, provided by APICS since 1973, recognized globally as a standard in production and inventory management. So far there are more than 1,00,000 professionals who have achieved this designation to showcase their commitment to the profession. This certification enhances the professional value of the individual, increases the earning potential and provides a career advantage over peers. One can learn necessary terminologies, concepts and strategies related to various knowledge areas like procurement and supplier planning, demand management, MRP, capacity requirements planning, sales and operations plannig, master scheduling, performance measurements, supplier relationships, etc.

Certification Benefits

Knowledge - Possession of the CPIM designation endorses your technical and functional knowledge in Inventory and Production Management.

Visibility - Your commitment to the profession is recognised and visible across the supply chain community.

Career Growth - Increases your professional value, hiring potential and credibility thereby ensuring a successful career in the field of production and inventory.

Improved Performance - The knowledge and skills acquired helps you to improve the job performance.

As a CPIM Professional - You will know how to optimise inventory, increase productivity, systemize operations, improvise customer satisfaction, and increase profitability of the organization.

Certification Process

1. Check your eligibility with us
2. Discuss with the faculty to understand how to prepare and how it will be helpful in your career path
3. Enrol for the program
4. Receive Preparation Material
5. Prepare for the examination
6. Attend the one-to- one pre-exam review assessment
7. Appear in the examination
8. Get CPIM certified

Module-1: Basics of Supply Chain Management

The basic concepts in managing the complete flow of materials in a supply chain from suppliers to customers arecovered in the Basics module. This module covers manufacturing, distribution, service, and retail industries. Thisincludes the fundamental relationships in the design, planning, execution, monitoring, and control that occur.Knowledge of the material in this module is assumed as a prerequisite for the other APICS CPIM modules, which coversimilar topics in much greater depth.

Topics include:

1. Understanding basic business wide concepts, including understanding various supply chain environments
2. Managing demand, including markets and customer expectations
3. Designing products, processes, and information systems
4. Understanding supply issues including inventory costs, functions, and metrics

Module-2: Master Planning of Resources

Explore and be able to apply the principles of demand management, sales and operations planning, masterscheduling, and distribution planning, and to identify conditions that require action. This module evaluates knowledgeof both supply and demand planning for mid- to long- term independent demand.

Topics include:

1. Recognizing all demands for goods and services to support the marketplace
2. Bringing together all the plans for the business
3. Disaggregating the production plan into an executable schedule
4. Planning the distribution network and replenishment

Module-3: Detailed Scheduling and Planning

Acquire a working knowledge of the tools and techniques for planning of inventory, including planning techniques such as MRP, CRP, lean, TOC, and projects. Understand the effect of using each technique; know standard measurements for inventory, materials, capacity and supplier performance; and recognize when to escalate issues.

Topics include:

1. Managing inventory, planning material requirements, planning capacity requirements, and procurement and supplier planning
2. Recognizing the importance of supply chain management and deploying supply chain strategies related to scheduling, planning, and sourcing
3. Translating product-level plans and schedules generated at the master planning level into requirements that can be procured or produced
4. Bridging the master planning area with the execution and control function
5. Planning, scheduling, resource allocation, and implementing projects that are used to manage the supply of products and services

Module-4: Execution and Control of Operations

Learn to translate plans into operational activities and define and apply techniques in the operations field.

Topics include:

1. Learn to translate plans into operational activities and define and apply techniques in the operations field.
2. Communicating ideas in a group setting and instructing others in tasks
3. Creating operational solutions in the face of competing resources
4. Explaining the release of work and reporting performance through data collection
5. Understanding the execution of quality initiatives and continuous improvement plans
6. Evaluating trade-offs and participating in design decisions

Module-5: Strategic Management of Resources Module

Move your learning to the next level through the SMR module that includes higher-level thinking or strategic planning and implementation of operations. This includes an understanding of how market requirements drive the resources and processes of an organization.

Topics include:

1. Understanding concepts that require a combination of elements and higher thinking within the entire CPIM body of knowledge
2. Knowing the relationship of existing and emerging processes and technologies to operations and supply chain functions
3. Understanding various business environments
4. Knowing how business strategies are developed and how operation strategies are implemented

Certified Professional for Requirements Engineering (CPRE) from IREB®, Germany is the golden standard in requirements engineering Body of Knowledge and credential. CPRE is fully practical body of knowledge and taught using presentations, case studies and role plays.