Five reasons why APICS CPIM is a must for every ERP user and consultant

Business people on a meeting at the office

For the most part of my career, I have been known to be an active member of the APICS community. This means that, quite frequently, I interact with SCM practitioners and ERP consultants from different industries and with different professional backgrounds. During discussions, I am often asked what ways are best to acquire more in-depth-knowledge of the SCM/ERP domains.

Drawing from my 9 years of extensive, hands-on experience in the fields of Supply Chain Management and SAP ECC ERP implementation/support within the Pharmaceutical and FMCG industries, and a unique techno-functional skill set in SCM enabling technologies and Domain Expertise in the SAP PP/PP-PI module, I have compiled some advice for others.

When reflecting on numerous SAP ERP implementation/improvement projects, I keep falling back on the certainty and solidarity of the APICS certification: Certified in Production and Inventory Management (CPIM) which I believe was one of the main factors that led to my implementation success. Here are five reasons why I believe the APICS CPIM is a must for every ERP user and consultant:

  1. It harnesses your talents: It is widely believed that a lack in SCM talent is the reason behind many ERP implementation failures or less than optimal ERP performances – both the user/consultant sides. And while there is no one-size-fits-all kind of advice, the APICS CPIM certification has so many benefits to both users/consultants that I almost always advise people to pursue APICS CPIM because it is more about getting the best ROI of an ERP implementation.
  2. It follows a process-orientated approach: ERP commercial packages are all built to computerise the classical value chain activities of a company. These value chain activities are resembled in the modular structure that all commercial ERP packages follow. For example, business processes relating to Supply Chain Planning including, Sales and Operations Planning, Demand Management, Production Planning/Scheduling would be found under the Production Planning “PP/PP-PI” module in SAP ECC ERP. Likewise, other business process compromising a company’s value chain would be found as “canned” business processes across different modules of an ERP solution. The CPIM follows a process orientated approach to Supply Chain planning in a fashion that’s is almost identical to what is found in a SCM/Manufacturing Modules of and ERP package. This strategic fit between how ERP systems are structured and the process-oriented structure of the CPIM courseware is what makes CPIM the most powerful framework for SCM/ERP professionals in both user/consultant roles.

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    Australasian Supply Chain Institute offers the CPIM Learning System for self study or together with Guided Learning sessions, available right across Australia

  3. It mirrors the same language as your ERP: The concepts and terminology of an SCM/Manufacturing module of an ERP system, such as MPS/MRP, BOM, phantom assemblies, time fences and forecast consumption techniques, just to name a few, that prove tricky for most users/consultants to grasp are explored in-depth in the CPIM courseware in an a clear and easy to follow approach with plenty of real life examples. This helps to better utilise system functionalities/features that are likely to be ignored due to the lack of underrating of such concepts.
  4. It builds confidence to apply a configuration effort: CPIM equips designees with knowledge that proves critical to guide system configuration efforts in the SCM area.
  5. It results in better, more streamlined implementations and a higher ROI for digital transformation efforts: Many companies the likes of BASF, DuPont and Intel have adopted APICS frameworks which helped them achieve organisational goals and increase the efficiency of their systems and people. It’s why over 110,000 other SCM practitioners around the world have attained the CPIM. Now it’s up to you. https://www.apics.org/apics-for-business/customer-stories

By Hatem Abu Nusair, M.Sc. Engineering, CPIM-F, CSCP-F, SAP Certified Application Associate, APICS Master Instructor

Haytem

Hatem is a Global Supply Chain Management & ERP Expert. He is currently the Production Planner at Tip Top, one of GWF’s divisions in Sydney, having moved from Jordan where he worked for a blue-chip international company that grew rapidly. Here, Hatem founded the Regional Middle East & North Africa (MENA) Supply Chain Department with the purpose of optimising Supply Chain performance across 13 subsidiaries through demand management and forecasting, capacity management, inventory control, and special projects, which entails: IT initiatives, ERP implementation, re-engineering of Supply Chain processes and other relevant matters.

Hatem is a qualified Industrial Engineer and a Master of Manufacturing Engineering candidate at UNSW. He is a Certified Fellow in Production and Inventory Management (CPIM-F) by APICS, a Certified Fellow Supply Chain Professional (CSCP-F) by APICS and a Certified Application Associate by SAP SE.

Hatem will be facilitator for Term 4 CPIM Part 2 Guided Learning for Australasian Supply Chain Institute where will be share his passion of streamlining supply chain processes, eliminating redundancies and utilising enabling technology to achieve operational goals with CPIM Part 2 students.

 

 

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Why good leaders make you feel safe

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What makes a great leader? Management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws staffers into a circle of trust.

But creating trust and safety — especially in an uneven economy — means taking on big responsibility. We’ve discussed this all important topic for ASCI members in a recent blog The Seven Tests of True Mastery. As supply change practitioners, we are accurately aware that our industries are certainly not immune to change, making our teams feel vulnerable and stressed. How do we support them?

ASCI members took the opportunity this week to attend the ASCI Networking evening which was live streamed on our closed Facebook page, ASCI Members, to hear what they needed to know about redundancy, redeployment and career transition and how they could make their teams feel safe and secure amidst a domain of disruption and change.

Expecting to hear the doom and gloom of unemployment, members were pleasantly surprised to hear that the top organisations in Australia are offering the very best outplacement services for employees experiencing redundancy or redeployment.

Four Fast facts

  1. Most employees will experience seven workplace changes
  2. Most employees will experience an estimated three redundancies
  3. Four out of five medium to large organisations globally utilise outplacement
  4. It is estimated 44% of jobs in Australia will be at risk due to developing technology.

According to Brendan O’Keeffe, Nova Partners, career transition is inevitable for all of us and supply chain managers will benefit from learning as much as they can about outplacement services and best practice during a restructure.

Brendan shared the Automotive industry as a best practice case in point, clearly one which is close to ASCI Members’ hearts. In particular, Toyota was presented as an example of a company which has excelled in communicating with employees about the restructure changes in the organisation from the very top of the organisation chart – giving employees full transparency to opportunities on offer, managers who they’d report to and locations in which to relocate.

Career transition consultation was made available to those choosing to move on – some to the most unlikely careers such as professional golfing and entrepreneurial ventures.

Information sharing and advice on roles and responsibilities was sought after employees by management, making employees feel like their tenure made a significant impact to the organisation.

The two year outplacement transition has made all employees at Toyota feel valued and motivated by the changes to the organisation, regardless of the outcomes for the individuals. This is a brand dream for most organisations.

However, Brendan O’Keeffe says many SME companies say outplacement services are a luxury they cannot afford, leaving employees without the support they require during restructures. In leui of this service, supply chain managers are forced to upskill and learn best practice ways to look after their teams during transition.

For more information about outplacement services and career transition, please contact ASCI Corporate Member, Brendan O’Keeffe at Nova Partners: bokeeffe@novapartners.com.au.

 

 

 

Tomorrow’s Supply Chains

shaun_tomorrows_supply_chainsIt’s an exciting time to work in the field of supply chain. There’s a sense of change in the air – an awareness of the future unfolding. There are thought leaders who think we’re headed for a ‘Fourth Industrial Revolution’, an era of sustainable, socially conscious enterprises, underpinned by the intelligent interconnection of software and machines. For decision makers along the supply chain, it’s time for research – and for vision.  In many instances, the adoption (or non-adoption) of today’s technologies will determine who thrives and who dies along the supply chains of tomorrow.

Let’s take a look at some of these converging technologies, and consider their application along the supply chain.

The Cloud

For small- to medium-sized businesses, access to the new competitive toolkit is taking place on the Cloud. Even beyond price considerations (which are significant) unlocking the power of nascent technologies makes the adoption of Cloud services a logical step in the evolution of most organizations. There are still good reasons to choose on premise or hybrid solutions, but extending the reach of an ERP to include data external to the company (such as weather, demographics, machine and sensor data), makes better sense on the Cloud.

There are more advantages to the Cloud than are dreamt of in anyone’s philosophy, but to my mind, the Cloud’s ability to facilitate highly collaborative ecosystems is exceptionally powerful. Both responsiveness and efficiency are enhanced by the flow of real-time data, which can help to minimize operational misalignment at the interface of supply chain stages.

Big Data and Advanced Analytics

By 2021 there will be more than 35 zettabytes of online data. For those who haven’t a clue what a zettabyte is (myself included) that’s 35,000,000,000,000,000,000,000 bytes of information. That’s an impressive amount of data, and most of it is unstructured, meaning that before the advent of Big Data it was largely inaccessible to computers. These days, with Big Data analytics programs, all that unstructured data can be collected, organized, and analyzed. This facilitates unprecedented accuracy and clarity of data, opening the door to better planning and decision-making.

Artificial Intelligence (AI)

When I think of AI, my mind wanders to Star Trek’s Data, rapidly processing technical information from the Enterprise’s computer, and instantly recommending a course of action. While we’re not quite ready to staff our distribution centres with androids, the capabilities of Artificial Intelligence will have enormous benefits along the supply chain. AI-driven ‘chatbots’ are already improving the User Experience for customers of shipping companies, making it  easier to find store locations, determine shipping rates and track packages.

AI can draw insight from enormous data sets. That promises more accurate forecasting and lower market mediation costs (fewer stock-outs and mark-downs) – a major profit eater for innovative product manufacturers. Unprecedented control over data will allow for fine tuning, helping to tighten up end-to-end visibility, time-to-market, and overall agility. AI can also serve as a bridge between supply chains, facilitating a seamless flow of transactions. Of course, the most visible manifestation of AI, along with chatbots, will be fleets of autonomous delivery vehicles.

Robots & Cobots

Industrial robots are nothing new, but their presence along the supply chain is growing. When material handling is better handed off to a machine, especially in dangerous situations, or when precision is required, benefits in efficiency, responsiveness and safety naturally accrue.

What I find particularly interesting is the movement towards ‘cobots’, smaller, less expensive, more flexible robots that work side-by-side with humans. Cobots are becoming popular for pick and place, palletizing, and packaging. They will doubtless lead to significant reductions in turnaround times, and create increasingly responsive supply chains.

The Internet of Things (IoT)

The Internet of Things, sometimes referred to as the driver of Industry 4.0, ties together people, processes, data, and things, via a burgeoning universe of devices and sensors. Unlike older, ‘passive’ generations of sensors, IoT sensors are active. A connected pallet for example, can relay information on its whereabouts and condition. A connected machine can allow remote technicians to run diagnostics and initiate repair options, resulting in increased uptime and improved customer service. Importing data from IoT devices to an analytics platform will allow, for example, unprecedented stock control and precise inventory monitoring.

When it comes to transportation, IoT systems are already in use, optimizing fleet efficiencies through route planning, directing drivers to avoid traffic jams, maintaining temperatures for perishable goods,  and helping carriers reduce ‘deadheads’ (the time trucks run without cargo). In addition, IoT technologies such as RFID provide the ability to track products throughout the global supply chain.

Some of the most powerful uses of the IoT are in the area of customer behavior. In-store sensors can track traffic and shopping patterns to yield clear insights into consumer behaviour, improving brand engagement and increasing sales. This depth of intelligence into supply and demand will benefit everyone along the supply chain.

There are, of course, more technologies to talk about than can fit in a single blog. In my next offering, aimed to coincide with the release of SYSPRO Harmony, I’ll talk about Social Media, and the exciting new possibilities that are opening up for problem solving and collaboration along the supply chain.

About our Guest Blogger
Shaun Butler

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Shaun Butler is the Regional CEO of SYSPRO Asia Pacific, having joined SYSPRO in 2003. Whilst Shaun is based in Singapore he spends a reasonable amount of time travelling throughout the rest of the region

Having spent more than 20 years in and around various ERP companies Shaun has found it refreshing to work in the SYSPRO environment, with long term employees who are committed and passionate about a single product.

Shaun’s role is broad and varied but in short he is responsible for the growth and strategic direction of SYSPRO across Asia and the Pacific. He is extremely proud of the company and the team SYSPRO has built, supported by the many customers who place their trust in SYSPRO’s solution and capability.