Summary of
APCIS CSCP
2025 Learning system
version 5.3
Why use it?
➢ No time to read more than 1000 pages of the 2 books?
➢ Use this summary of <100 pages
➢ All the important information in bullet points
➔ Read this and pass the exam!
Sources used:
- APCIS CSCP 2025 Learning system; version 5.3
- Dictionary- 18th Edition
- David Forman; Howard Forman. APICS CSCP Exam Success: A Guide to Achieving Certification on Your First
Attempt
page 1 of 96
b.freddy
,Content
Modul 1A – Section A: Introduction to Supply Chains ...................................................................................... 3
Modul 1B – Demand Analysis and Patterns ..................................................................................................... 5
Modul 1C – Demand Management ................................................................................................................. 7
Modul 1D - Forecasting ................................................................................................................................ 12
Modul 1E: Supply and Demand Alignment .................................................................................................... 13
Modul 2A – Supply Chain Design and Optimization ....................................................................................... 15
Modul 2B – End to End Connectivity and Visibility ......................................................................................... 17
Modul 2C – Supply Chain Metrics and Reports .............................................................................................. 23
Modul 3A – Aligning Sourcing to Demand ...................................................................................................... 27
Modul 3B – Category Strategy for Sourcing .................................................................................................... 29
Modul 3C - Product Design influence ........................................................................................................... 31
Modul 3D – Supplier Selection, Contracting .................................................................................................. 34
Modul 4A – Planning Operations ................................................................................................................... 38
Modul 4B – Capacity and Production Activity Control .................................................................................... 41
Modul 4C – Inventory ................................................................................................................................... 43
Modul 4D – Performance and Continuous Improvement ............................................................................... 46
Modul 5A – Logistics and Distribution ........................................................................................................... 52
Modul 5B – Distribution Service and Transportation Choices ......................................................................... 57
Modul 5C – Trade considerations.................................................................................................................. 61
Modul 5D – Reverse Flow ............................................................................................................................. 66
Modul 6A – CRM .......................................................................................................................................... 67
Modul 6B – SRM........................................................................................................................................... 72
Modul 7A – Risk management and SC Risks .................................................................................................. 77
Modul 7B – Risk Analysis and Response ....................................................................................................... 80
Modul 8A- Optimizing Supply Chain Strategy and Tactics .............................................................................. 83
Modul 8B – Sustainability ............................................................................................................................. 87
Modul 8C – Technology Trends ..................................................................................................................... 90
page 2 of 96
b.freddy
,Modul 1A – Section A: Introduction to Supply Chains
Stages of SC Management (5 maturity stages of SC)
- 1 multiple dysfunction / reactive
o forecasting = guesswork + overly optimistic forecasting,
o products are designed without advice from other areas,
o overabundance of inventory,
o purchasing = ad hoc,
o external links are only transactional ones
- 2 semi-functional enterprise / reactive efficient
o functional areas have been defined but each department in its own silo/departmental walls with its
own goals;
o beginning of initiatives to improve efficiency within functional areas;
o implementation of basic materials-handling equipment in addition to manual operations,
o inventory reduced within own facilities,
o closed-look production planning,
o cross-functional integration of planning and capacity for operations,
o completed MRP II implementation,
o demand planning is still done informally,
o internet capability not progressed beyond catalogues,
o aggregating purchasing to find volume discounts,
o communication upwards or laterally in functional teams,
o no partnerships with customers and suppliers → does it have contacts to outside companies in stage
2? Yes: providers of functions that are not core capabilities (e.g. aggregating purchasing to receive
volume discounts)
- 3 integrated enterprise / proactive efficient
o focus on companywide business processes,
o business processes are facilitated by organization-wide technology,
o participation in periodic S&OP meetings,
o cross-functional communication,
o product design is team effort,
o first steps towards integration with external partners
o integrated data flows (ERP),
o ATP (available-to-promise) is possible (= inventory + WIP)
- 4 extended enterprise / strategic driver
o at least 1 process extended to beyond boundary of the individual organization requiring collaboration.
o change resistance,
o automated trading,
o forecasting + planning + replenishment (CPFR) are fully integrated and visible, maybe even VMI
o real-time info sharing with partners,
o start synchronizing their ERPs,
o POS data from retailer to supplier,
o adaptability and scalability of software,
o increased outbound transportation costs (especially if in e-business),
o CTP (capable-to-promise) is possible (CTP = inventory + available capacity to produce)
→ getting to this level requires development of human and technological SC expertise (page 164)
- 5 orchestrated SC
o policies with SC partners are enforced,
o processes are shared,
page 3 of 96
b.freddy
, o automation is heavily used in cross-partner processes;
o product design = inclusive (input of various partners, e.g. suppliers),
o SC data analytics,
o cross-organizational teams,
o mature change management processes,
o using actual data to drive decisions,
o closing end-to-end visibility gaps,
o mature processes, technical expertise,
o well-trained people;
→ goal = end-to-end visibility, cyber-security
o Nucleus firm needs to upgrade its own systems and organization to the desired level of interorganizational
connectivity before seeking partners
- To go to the next stage companies must:
1.) stay abreast of technology development
2.) build wide and deep knowledge base of all members
3.) team-building training
- Bullwhip effect: what to do to reduce it?
o Send point-of-sale data directly to suppliers
o Invest in technology to increase vertical collaboration and visibility in the SC
o POS-system reduces bullwhip effect if data are shared immediately through SC
o Safety stock / buffer inventory
o Shorter lead times to retailers = less variability
- Bullwhip effect: what contributes to it?
o Inaccurate demand forecasting
o Bad/no communication
o PROMOTIONS!!
- Cash flow is determined by
o Sales
o After-tax operational profit margins
o Capital requirements
- Types of flows of information, goods and money:
o Engineered: designed + you know the whole SC (and think about it as a system)
o Transactional: just know the actual steps but nothing further: if you’re a steel manufacturer and you
know what happens to the steel you can already press it into form (then it would be engineered)
- SC double back on itself: e.g. coal mine selling to generating plant that supplies manufacturer that produces
machines that are sold to coal mine.
- Time, Distance, Collaboration are basic elements of SC
page 4 of 96
b.freddy
APCIS CSCP
2025 Learning system
version 5.3
Why use it?
➢ No time to read more than 1000 pages of the 2 books?
➢ Use this summary of <100 pages
➢ All the important information in bullet points
➔ Read this and pass the exam!
Sources used:
- APCIS CSCP 2025 Learning system; version 5.3
- Dictionary- 18th Edition
- David Forman; Howard Forman. APICS CSCP Exam Success: A Guide to Achieving Certification on Your First
Attempt
page 1 of 96
b.freddy
,Content
Modul 1A – Section A: Introduction to Supply Chains ...................................................................................... 3
Modul 1B – Demand Analysis and Patterns ..................................................................................................... 5
Modul 1C – Demand Management ................................................................................................................. 7
Modul 1D - Forecasting ................................................................................................................................ 12
Modul 1E: Supply and Demand Alignment .................................................................................................... 13
Modul 2A – Supply Chain Design and Optimization ....................................................................................... 15
Modul 2B – End to End Connectivity and Visibility ......................................................................................... 17
Modul 2C – Supply Chain Metrics and Reports .............................................................................................. 23
Modul 3A – Aligning Sourcing to Demand ...................................................................................................... 27
Modul 3B – Category Strategy for Sourcing .................................................................................................... 29
Modul 3C - Product Design influence ........................................................................................................... 31
Modul 3D – Supplier Selection, Contracting .................................................................................................. 34
Modul 4A – Planning Operations ................................................................................................................... 38
Modul 4B – Capacity and Production Activity Control .................................................................................... 41
Modul 4C – Inventory ................................................................................................................................... 43
Modul 4D – Performance and Continuous Improvement ............................................................................... 46
Modul 5A – Logistics and Distribution ........................................................................................................... 52
Modul 5B – Distribution Service and Transportation Choices ......................................................................... 57
Modul 5C – Trade considerations.................................................................................................................. 61
Modul 5D – Reverse Flow ............................................................................................................................. 66
Modul 6A – CRM .......................................................................................................................................... 67
Modul 6B – SRM........................................................................................................................................... 72
Modul 7A – Risk management and SC Risks .................................................................................................. 77
Modul 7B – Risk Analysis and Response ....................................................................................................... 80
Modul 8A- Optimizing Supply Chain Strategy and Tactics .............................................................................. 83
Modul 8B – Sustainability ............................................................................................................................. 87
Modul 8C – Technology Trends ..................................................................................................................... 90
page 2 of 96
b.freddy
,Modul 1A – Section A: Introduction to Supply Chains
Stages of SC Management (5 maturity stages of SC)
- 1 multiple dysfunction / reactive
o forecasting = guesswork + overly optimistic forecasting,
o products are designed without advice from other areas,
o overabundance of inventory,
o purchasing = ad hoc,
o external links are only transactional ones
- 2 semi-functional enterprise / reactive efficient
o functional areas have been defined but each department in its own silo/departmental walls with its
own goals;
o beginning of initiatives to improve efficiency within functional areas;
o implementation of basic materials-handling equipment in addition to manual operations,
o inventory reduced within own facilities,
o closed-look production planning,
o cross-functional integration of planning and capacity for operations,
o completed MRP II implementation,
o demand planning is still done informally,
o internet capability not progressed beyond catalogues,
o aggregating purchasing to find volume discounts,
o communication upwards or laterally in functional teams,
o no partnerships with customers and suppliers → does it have contacts to outside companies in stage
2? Yes: providers of functions that are not core capabilities (e.g. aggregating purchasing to receive
volume discounts)
- 3 integrated enterprise / proactive efficient
o focus on companywide business processes,
o business processes are facilitated by organization-wide technology,
o participation in periodic S&OP meetings,
o cross-functional communication,
o product design is team effort,
o first steps towards integration with external partners
o integrated data flows (ERP),
o ATP (available-to-promise) is possible (= inventory + WIP)
- 4 extended enterprise / strategic driver
o at least 1 process extended to beyond boundary of the individual organization requiring collaboration.
o change resistance,
o automated trading,
o forecasting + planning + replenishment (CPFR) are fully integrated and visible, maybe even VMI
o real-time info sharing with partners,
o start synchronizing their ERPs,
o POS data from retailer to supplier,
o adaptability and scalability of software,
o increased outbound transportation costs (especially if in e-business),
o CTP (capable-to-promise) is possible (CTP = inventory + available capacity to produce)
→ getting to this level requires development of human and technological SC expertise (page 164)
- 5 orchestrated SC
o policies with SC partners are enforced,
o processes are shared,
page 3 of 96
b.freddy
, o automation is heavily used in cross-partner processes;
o product design = inclusive (input of various partners, e.g. suppliers),
o SC data analytics,
o cross-organizational teams,
o mature change management processes,
o using actual data to drive decisions,
o closing end-to-end visibility gaps,
o mature processes, technical expertise,
o well-trained people;
→ goal = end-to-end visibility, cyber-security
o Nucleus firm needs to upgrade its own systems and organization to the desired level of interorganizational
connectivity before seeking partners
- To go to the next stage companies must:
1.) stay abreast of technology development
2.) build wide and deep knowledge base of all members
3.) team-building training
- Bullwhip effect: what to do to reduce it?
o Send point-of-sale data directly to suppliers
o Invest in technology to increase vertical collaboration and visibility in the SC
o POS-system reduces bullwhip effect if data are shared immediately through SC
o Safety stock / buffer inventory
o Shorter lead times to retailers = less variability
- Bullwhip effect: what contributes to it?
o Inaccurate demand forecasting
o Bad/no communication
o PROMOTIONS!!
- Cash flow is determined by
o Sales
o After-tax operational profit margins
o Capital requirements
- Types of flows of information, goods and money:
o Engineered: designed + you know the whole SC (and think about it as a system)
o Transactional: just know the actual steps but nothing further: if you’re a steel manufacturer and you
know what happens to the steel you can already press it into form (then it would be engineered)
- SC double back on itself: e.g. coal mine selling to generating plant that supplies manufacturer that produces
machines that are sold to coal mine.
- Time, Distance, Collaboration are basic elements of SC
page 4 of 96
b.freddy
