The APICS CPIM-Part-2 exam validates your ability to plan and manage supply chain operations at an intermediate level. This credential, formally known as Certified in Planning and Inventory Management (Part 2), is designed for supply chain professionals who want to demonstrate expertise in demand planning, inventory control, and operational scheduling. This page outlines the exam structure, core topics, and practical preparation strategies to help you study efficiently and build confidence before test day.
Use this topic map to guide your study for APICS CPIM-Part-2 (Certified in Planning and Inventory Management (Part 2)) within the Certified in Planning and Inventory Management path.
The CPIM-Part-2 exam combines knowledge-based and scenario-based items to assess both conceptual understanding and practical decision-making in real supply chain environments.
Questions increase in difficulty and emphasize application of concepts to complex, multi-step supply chain challenges that mirror on-the-job responsibilities.
Effective preparation involves mapping exam topics to a structured study schedule, practicing with realistic questions, and linking concepts across planning, execution, and reporting workflows. A systematic approach reduces gaps and builds the confidence needed to handle scenario-based items under time pressure.
Explore other APICS certifications: view all APICS exams.
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Visit the exam page to download the PDF, Online Practice Test, or get a bundle discount for both formats: Certified in Planning and Inventory Management (Part 2).
Plan and Manage Demand, Plan and Manage Inventory, and Plan, Manage, and Execute Detailed Schedules typically account for a larger share of exam items because they are core to daily supply chain operations. However, all eight domains are tested, so balanced preparation across all topics is essential. Review the official APICS exam blueprint to confirm current topic weightings.
Demand forecasts drive safety stock calculations and reorder points; inaccurate demand signals lead to excess inventory or stockouts. In S&OP, demand plans are reviewed and adjusted, then communicated to inventory and production planning teams. Understanding this linkage helps you choose appropriate inventory policies based on demand variability and service level targets.
Exposure to MRP systems, demand forecasting tools, and capacity planning is valuable but not required. Practical experience with S&OP meetings, inventory analysis, and schedule management accelerates learning. If you lack hands-on background, focus on understanding workflows, metrics, and decision logic through case studies and scenario questions.
Misinterpreting scenario details, confusing similar concepts (e.g., safety stock vs. safety lead time), and overlooking constraints are frequent errors. Many candidates also rush scenario items without fully analyzing the data provided. Slow down, read questions carefully, and verify your logic against the scenario facts before selecting an answer.
Dedicate the final week to timed practice tests, review of weak-area questions, and mental preparation rather than learning new material. Complete at least two full-length or two extended mock exams under test conditions. Review explanations for all missed items, then do a final review of key formulas, definitions, and decision frameworks the day before the exam.
When designing a production cell, which of the following items would be the most important consideration?
A production cell is a group of machines or workstations that are arranged in a layout that facilitates the flow of materials and work-in-progress in a manufacturing system. A production cell is usually designed to produce a family of products or services that have similar characteristics or requirements. A production cell is often based on the principles of lean manufacturing and group technology, which aim to eliminate waste and improve quality. When designing a production cell, the most important consideration is the flow of materials into the cell and sequencing of operations to minimize total cycle time. The flow of materials into the cell refers to the movement and direction of the raw materials, components, or modules that enter the cell for processing. The sequencing of operations refers to the order and arrangement of the machines or workstations that perform the processing steps within the cell. Minimizing total cycle time refers to reducing the time it takes to complete a product or service from start to finish. By considering these factors, a production cell can achieve high efficiency, flexibility, and productivity.
The other options are not the most important considerations when designing a production cell. The unit per hour requirement for the production cell to meet the sales forecast is not the most important consideration, as it is a result of the demand planning and capacity planning functions, which are separate from the production cell design. The unit per hour requirement indicates how many units of a product or service the production cell needs to produce in an hour to meet the expected customer demand. The output rate for the first operation and move time after the last workstation are not the most important considerations, as they are only parts of the total cycle time calculation, which also includes the processing time and waiting time for each operation. The output rate for the first operation is the number of units that the first machine or workstation in the cell can produce in an hour. The move time after the last workstation is the time it takes to transport the finished product or service from the last machine or workstation in the cell to the next stage or destination. The take time requirement for each operator to meet the monthly production goals of the plant is not the most important consideration, as it is a measure of labor productivity, which is affected by factors such as skill, training, motivation, and supervision. The take time requirement for each operator is the amount of time that an operator needs to complete one unit of a product or service.Reference: CPIM Exam Content Manual Version 7.0, Domain 6: Plan, Manage, and Execute Detailed Schedules, Section 6.2: Detailed Scheduling Methods, p. 38; Cellular manufacturing; Production Cell.
Which of the following techniques would a group use to prioritize problems?
The steps of Pareto analysis are3:
Step 1: Define the problem and its scope. Clarify what the problem is, why it is important, and what are the desired outcomes.
Step 2: Identify the causes of the problem. Brainstorm and list all the possible factors that contribute to the problem, such as people, processes, equipment, materials, environment, etc.
Step 3: Collect data on the causes. Gather quantitative or qualitative data on how often or how much each cause affects the problem, such as frequency, severity, cost, time, etc.
Step 4: Analyze the data using a Pareto chart. A Pareto chart is a type of bar chart that shows the frequency or impact of each cause in descending order, along with a cumulative line that shows the percentage of the total effect. A Pareto chart can help visualize which causes are more significant than others, and where the 80/20 split occurs.
Step 5: Prioritize the causes and take action. Based on the Pareto chart, select the most critical causes that need to be addressed first, and develop and implement solutions to eliminate or reduce them. Monitor and evaluate the results and repeat the process if necessary.
Therefore, Pareto analysis is a technique that a group can use to prioritize problems by identifying and focusing on the most significant causes that account for the majority of the negative outcomes.
Marketing has requested a significant change in the mix for a product family. The requested change falls between the demand and the planning time fences. The most appropriate action by the master scheduler is to:
Work Center 1 has an available capacity of 1,200 hours per month. Which of the following amounts represents the cumulative difference between the required capacity and the available capacity of Months 1 through 37
To find the cumulative difference between the required capacity and the available capacity of Months 1 through 37, we need to sum up the differences for each month. The difference for each month is calculated by subtracting the available capacity from the required capacity. The available capacity of Work Center 1 is given as 1,200 hours per month, while the required capacity for each month is given in the table below:
The difference for each month is then:
The cumulative difference is the sum of all the differences:
-200 -100 +0 +100 +200 +300 +400 + ... +1,700 =150
The major contribution of the production plan is to:
The other options are not correct, because they are either irrelevant or inaccurate. The production plan does not establish demand by end item, but rather responds to the forecasted demand by end item. The production plan does not identify key resources to support the master schedule, but rather determines the overall resource requirements to meet the production targets. The production plan does not establish the weekly build schedule, but rather provides the basis for the weekly build schedule, which is a more detailed breakdown of the master schedule that specifies how many units of each end product will be built in each week.
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