ES FUNDAMENTALS FOR BUSINESS SHORT COURSE 2B ZCS Zambikes Case Study & Exercises 3A ZES Enterprise Systems Knowledge for Business (student reader) 3B ZMC Zambikes Model Company Case Study 4A ZN ERP Concepts & Navigation Workshop 5A ZP Procure to Pay Process (presentation) 5B ZP Procure to Pay Workshop I 5C ZP Procure to Pay Workshop I Datasheet 7A ZS Sales Order Processing (presentation) 7B ZS Sales Order Processing Workshop I 7C ZS Sales Order Processing Workshop I Datasheet 8A ZI Inventory Management Integration (presentation) 8B ZI Inventory Management Integration Workshop 8C ZI Inventory Management Integration Workshop Datasheet 9A ESEFA Exam Guidelines
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ES FUNDAMENTALS FOR BUSINESS SHORT COURSE
2B ZCS Zambikes Case Study & Exercises 3A ZES Enterprise Systems Knowledge for Business (student reader) 3B ZMC Zambikes Model Company Case Study 4A ZN ERP Concepts & Navigation Workshop 5A ZP Procure to Pay Process (presentation) 5B ZP Procure to Pay Workshop I 5C ZP Procure to Pay Workshop I Datasheet 7A ZS Sales Order Processing (presentation) 7B ZS Sales Order Processing Workshop I 7C ZS Sales Order Processing Workshop I Datasheet 8A ZI Inventory Management Integration (presentation) 8B ZI Inventory Management Integration Workshop 8C ZI Inventory Management Integration Workshop Datasheet 9A ESEFA Exam Guidelines
Company background Organizational structure Business processes Authors
Anjali Ramburn Patrick Wirz Gwamaka Mwalemba Lisa Seymour Version
3.1
MOTIVATION
This document introduces the Zambikes Case Study. It provides a historical background on the company’s strategy and operations and describes its current organizational structure, product strategy and core business processes. Business processes such as procurement, sales, inventory management and production are visualised.
PREREQUISITES
None.
NOTES
The Zambikes Case Study is fictitious and is based on an actual bicycle manufacturer located in Zambia. The ESEFA data set adapted for the SAP UA African curriculum is modelled on Zambikes.
ZCS Zambikes Case Study & Exercises
This document introduces the Zambikes Case Study which has been
exclusively developed for the SAP UA African curriculum. The case study
focuses on Zambikes' organizational structure and business processes.
This reader introduces a number of theoretical and practical issues concerning business processes, their implementation, their management and their mapping into an enterprise system (ES). The module enables the students to understand how ES software supports business processes and how enterprise systems are implemented to match organizational business processes. The students will understand organizational data and master data as well as how they are implemented in SAP enterprise resource planning (ERP) as well as the relevant benefits and costs that need management.
PREREQUISITES
None.
NOTES
This reader has been developed by the ESEFA programme exclusively for the SAP UA African curriculum.
ZES Enterprise Systems Knowledge for Business
This reader explains the relevant enterprise systems concepts that
organizations should understand so as to get value from their
There are multiple types of enterprise systems and many have evolved over time. Many different types and their evolution are defined here.
ERP
Enterprise resource planning (ERP) has been defined as enterprise-wide information system software designed to co-ordinate all resources, information and activities needed to complete business processes and measure performance. ERP is the foundational layer that provides information structure, knowledge capture and business control [5]. An ERP system is packaged enterprise system software that covers most core business functions including finance, accounting, sales, operations management, purchasing, and human resource management [6].
MRP and MRP II
ERP systems are an extension of earlier materials requirements planning (MRP) and manufacturing resource planning (MRP II) systems. MRP systems form the base of many ERPs and are used to plan production and raw materials purchases for future periods. Information used in MRP runs would include supplier lead times and finished product recipes or bills of material (BOMs).
ERP II
ERP systems are often referred to as ‘back-office’ software and as ‘a label that may no longer be appropriate for evolving enterprise and inter-enterprise systems’ [9]. Hence the product and other definitions have evolved.
In ERP II or second generation ERP, the system moves beyond the enterprise boundaries (or a basic ERP system) and into the customer and supplier space including the supply, design, and engineering collaboration area [15]. In the SAP Business Suite product this included adding extra modules such as product lifecycle management (PLM), customer relationship management (CRM), supply chain management (SCM), and supplier relationship management (SRM) to the SAP ERP software (Figure 1). These modules include more user friendly portals and business intelligence and analytics.
ERP III
In ERP III or third generation ERP, marketplace fans and critics are integrated into the extended ERP organizations. This is through collaboration, direct contact, social media, and various data streams [15]. This brings customer input, needs, wants, and insight into the enterprise.
ERP vendors have undergone substantial consolidation over the last decade. The current top ERP vendors in terms of licence revenue include SAP, Oracle, Sage, Infor and Microsoft. There are also many open-source ERP products available, such as Compiere and ERP5. The market has increased from mainly large organizations to include small- and medium-sized organizations and many ERP vendors are targeting niche vertical segments with ERP products. Some of the products in this space include software as a service (SaaS) ERP solutions which are attracting growing interest in the marketplace [4].
In the ESEFA curriculum we are teaching enterprise systems using the SAP ERP system. In SAP the core modules are given two letter codes (Figure 2). Examples include:
In Accounting
CO (Controlling)
FI (Financial Accounting)
In Logistics
SD (Sales & Distribution)
MM (Materials Management)
ERP implementations
The implementation of an ERP system can be said to follow the six phases of the Information Technology Infrastructure Library (ITIL) application management process (Figure 3):
1. The requirements determination phase.
2. The design phase. 3. The build and test phase. 4. The deploy phase includes all the
planning required before the organization ‘goes live’ with the new ERP system.
5. The operate phase starts with the ‘go live’ event and needs to ensure that the application is available for end users.
6. The optimize phase needs to include ongoing evaluation, benefits realisation as well keeping up with upgrades and new releases.
During the design phase, the adopting organization needs to produce a detailed description of how the company intends to run its business processes with the ERP software. This is often referred to as the business blueprint. A business blueprint comprises the following four ERP data types, organized in a hierarchy:
Organizational units / data
Master data
Business processes with tasks (transactions)
Reports.
Organizational data
Organizational data represents the structure of the business. For instance, when implementing a SAP installation the business is essentially modelled in SAP through creating organizational units and assigning them to the organizational structure. This is done through customizing (referred to later). Figure 4 summarises the main organizational data elements in SAP ERP across the modules used in this course.
Some of these are now described.
Client: A self-contained unit in a SAP system with separate master records and its own set of tables. The highest organizational element. Represented by a 3-digit key in the SAP system.
Company code: A company represents an independent accounting unit. Countries require companies to prepare financial statements. Therefore company codes are created for each company and financial statements are created at the company code level. A company code can be assigned one or more charts of accounts for financial reporting purposes. The company code is a four character code such as ZM00 for the Zambikes Company.
Plant: An organizational element within a company. A plant produces goods, renders services or makes goods available for distribution. A plant can be a manufacturing facility, a warehouse or distribution center or an office from which services are rendered.
Storage location: Allows the differentiation of material stocks within a plant. Examples would include raw materials, finished goods, semi-finished goods, trading goods etc.
Shipping point: The part of the company responsible for shipping. A shipping point can service (and hence is assigned to) one or more plants. A plant can be serviced by no shipping points, one shipping point or many shipping points. Shipping points can refer to rail, postage, road, etc.
Purchasing organization: The purchasing organization negotiates conditions of purchase with suppliers (vendors) for one or more plants or companies. Pricing conditions are set at the purchasing organization level.
Purchasing group: The purchasing group refers to a buyer or a group of buyers who is/are responsible for certain purchasing activities. The purchasing group cannot be assigned to a purchasing organization. This data element is useful for reporting purposes.
Sales area: Made up of sales organization, distribution channel and division. Each sales and distribution document must be assigned to a sales area. A sales area can belong to only one company code.
Sales organization: Responsible for distributing goods and services. Each sales organization can be assigned to only one company code. A company code may have many sales organizations.
Distribution channel: The means through which saleable materials or services reach the customer, for example: wholesale, retail, internet.
Division: Used to group materials and services, normally into product groups. For example: cars, spare parts.
Master data
Master data is data that is shared across systems and business processes and is used repeatedly by and may be affected by several business processes. When implementing an ERP, master data is uploaded from legacy systems and post-implementation master data is maintained centrally and may be used by all applications and authorised users. Master data types would include customers, suppliers (called vendors in SAP), inventory items (called materials in SAP) and employees. An individual master data record can contain substantial data. For example, the master data record of a finished good like a transport bike would include the name, the code, the weight, the unit of measure, the quantity in stock etc.
Business processes / transactional data
The sequence of tasks in each business process is decided during the design phase and then customized. Examples of business process tasks are creating a purchase order, receiving goods and creating a sales order. Business process tasks are then executed in an ERP system through transactions. For an operational system to be able to capture and update transactions, the referenced master data must already be in place. When running these tasks, transactional data or records of business events are created. Transactional data is stored at the document level and embedded in the documents are the various elements of master data [11]. Document-level transaction data is detailed and consists of headers, footers and line items.
Reporting data
Summary transaction data is mostly used as reporting data and has master data and organizational data elements in it, for example, the monthly number of purchase orders per vendor or per company code.
Software applications have traditionally been classified as either custom-built or off-the-shelf software. While ERPs are commercial packages that are purchased or leased from software vendors, they do not fit cleanly into this distinction [2]. To benefit from ERP vendors’ ongoing development and maintenance, adopters enter into long-term partnerships with ERP vendors. ERP packages evolve through new releases that fix bugs in earlier versions and provide new functionality [10]. ERP adopters also have an indirect influence on subsequent releases of an ERP product through the logging of development requests and through representation on user groups. Consequently, the implementation and ongoing usage of an ERP system is fundamentally different from custom-built and off-the-shelf systems [3].
Table configuring or customizing
During the build and test phase and before an adopting company can use an ERP package, the package must be configured to fit organizational structures (organizational data) and business processes [3]. This table configuration means setting parameters (and/or tables) within the boundaries of the provided ERP functionality to match the organization’s mode of wanting to do business [8]. ERP packages can support a wide range of organizational possibilities through configuration, and adopting companies spend a great deal of effort on configuration. With SAP, table configuring is referred to as ‘customizing’ and is available on the SAP menu (Figure 5). Configuring an ERP system package is largely a matter of making compromises and of balancing the way the enterprise wants to work with the way the ERP package system lets it work [1].
Code modification and code customizing
The process of table configuration differs fundamentally from programming or development. ERP adopters do have the option of programming and development to change or add functionality. With SAP, these tools are available on the SAP menu under Development (Figure 5). Code modification refers to changing the ERP software package code to perform unique business processes [1]. This modification is strongly discouraged. When the modified programming objects are subsequently changed by the ERP vendor with subsequent releases they have to be integrated manually by developers which can be risky and costly. Other programming options, referred to as code customizing, are preferred to modifications as here ERP adopters add their own programming objects within the area set aside for adopters’ objects, or develops new interfaces [8]. Research has shown that many companies have had to use programming options in various ways to meet essential business needs [2]. Programming options are not supported by the vendor, reduce the adopter’s ability to benefit from the vendors’ continued development of the packages, create dependencies on programmers and reduce the ease of software upgrades [8]. While the adopters’ activities of implementing and operating ERP systems are important, so are vendors’ activities of software development, maintenance, enhancement and support. Hence this relationship in maintaining software is referred to as the divided software life cycle of ERP [3].
To build a realistic business case prior to implementing an ERP system, an understanding of the benefits and costs of an implementation is needed. As with many IT projects, costs are incurred upfront and benefits only start accruing after implementation. The costs and benefits need to be managed carefully by the adopting organizations. Hence the ESEFA programme is working within Africa to teach enterprise systems knowledge to Engineering, Accounting and Management students. Research has shown that many organizations underestimate the cost of ERP implementation [12]. Table 1 summarises the main ERP costs.
Table 1 ERP costs [12]
Hardware costs Servers Clients
Networking Storage
Software costs Database management system ERP licences
Operating systems
Implementation services costs
Training Customization and developments
Project management Change management
Broader organizational costs
Initial productivity losses Key employee time
Hardware and software costs
While many organizations will install an ERP system on-premise there are other, off-premise options such as software as a service (SaaS) and application service providers (ASP) which should be investigated and can reduce hardware and software costs. Open-source enterprise system options can reduce software costs.
Although ERP installations are extensive and complex, for an on-premise ERP system the minimum software costs would include:
the ERP software
an operating system
the database management system.
Most ERPs have evolved to include many modules and a business can choose to purchase these modules individually or collectively. The ERP software costs would include the initial ERP licence and an ongoing maintenance charge.
On-premise ERP systems have a client server architecture. The central servers run the database management system and perform all related functions such as backup, data integrity, access control and security. The local workstations or clients can be desktop computers, laptops or mobile devices and their software that receive the data from the server and present the data. Therefore hardware costs could include:
upgrading of employee desktops or laptops
upgrading of the network
a few servers with substantial disk space.
Various servers are required as ERP servers tend to be arranged within a hardware system landscape. A company with SAP ERP would have at least three clients installed on different
servers and with a transport management system to move changes between clients. This is to avoid any unnecessary (and most likely costly) disruptions to business operations. The three required clients include:
development: here any proposed changes through customizing, modifications or enhancements are made to the software
quality assurance: used for testing changes
production: the system that the company uses on a day-to-day basis to record its business transactions.
Other implementation costs
The bulk of the implementation costs are on implementation services and implementation service costs are the costs that are most often understated [12]. These costs include:
customization and development tasks
training of project members and end users
project management and
change management.
One reason for understating costs is that management do not understand the divided software life cycle of ERP and that IT skills are required to perform customizing and development tasks. These skills are also required during the optimize phase. For the effective functioning of ERP systems business analysis skills related to mapping organizational requirements to the processes and making customizing decisions are extremely important [10]. These IT skills are expensive and can often be scarce depending on the ERP product being adopted. The ESEFA programme is working within Africa to teach Enterprise Systems skills to Information Systems, Informatics, Computer Science and IT students so that these IT skills are more available and affordable to adopting organizations.
Change management and training costs can often be understated as managers are unaware of the nature of the changes in work practices and business processes occurring with an ERP implementation. Further organizational costs include:
initial productivity losses
key employee time.
Key employees, especially middle managers, need to be involved in the design of the new business processes and practices. With the change in work practices and software, organizations will inevitably incur initial productivity losses. This can be reduced by ensuring sufficient key employee involvement in the design and ensuring sufficient focus on change management and training.
Enterprise systems promise many business and technological benefits. Yet many organizations struggle to identify and quantify potential benefits upfront [13]. Benefits also need to be managed after implementation as part of the process of benefits realisation. While managing the costs initially falls to the ERP project managers, managing the benefits needs to be devolved to the managers in the organization and hence need to be clearly understood by managers. Two benefits that are often referred to are:
integration
improved business processes.
These benefits are now explained.
Integration
Enterprise systems promise integration on many levels such as:
system integration
interface integration
global integration
data integration
business integration.
System integration is a benefit to an organization as the fewer IT systems an organization has, the fewer systems need to be supported by IT staff and the fewer interfaces need to be developed between systems. The cost of integrating systems can be substantial and the greater the number of interfaces the higher the complexity and the greater the risk to business continuity. If the interfaces developed are not real-time then this can also impact negatively on real-time data accuracy. IT costs can also be reduced if the IT environment supported has fewer database management systems, programming languages and customizing environments.
Interface integration refers to the benefit in providing a single consistent user interface for users and developers. If the number of systems in an organization increases, then the number of systems employees also needs to increase. As each software application is different, this places a training burden on employees and can result in reduced productivity.
Business integration refers to the transactions performed in one business unit being visible and impacting real-time on other business units. For example, sales orders are viewed by production and accounting and are used to schedule production, create invoices and update financials. Business integration enforces discipline and organization around the defined business processes. It is however possible not to achieve business integration. For example an organization may allow each of its functions to adopt a different enterprise system or to configure the same enterprise system differently. Also, if only some modules are purchased and installed then the business integration between modules is not achieved [10].
Data integration refers to having one shared common database across the organization in which organizational data and master data are shared. This is a benefit to the organization as data is only entered and stored once; hence there is no data redundancy or data inconsistency. This also results in improved reporting and management information. In SAP, the data from the material master is used:
in Purchasing, for ordering
in Inventory Management, for goods movement postings and physical inventory
in Invoice Verification, for posting invoices
in Sales and Distribution, for sales order processing
in Production Planning and Control, for material requirements planning, scheduling, and work scheduling.
Data integration can have a negative impact on the functional aspects of an organization. Sources of conflict between the goals and objectives of core business functions and the ERP software can occur when information is entered into the ERP system, when information is processed, and when information output is retrieved from the system. Most core functions provide information used elsewhere in the organization and utilise information entered elsewhere in the organization. The ERP software constrains each core function because the software is configured to prescribe precisely what data can be entered and the format by which that data can be entered or retrieved [7]. For this reason, managers of core business functions need to agree to the levels of data designed in the business blueprint.
Global integration refers to the ability of an ERP to support multiple languages, currencies and regulations simultaneously, allowing seamless global transactions and reports.
Improvement of business processes
The major reason organizations give for implementing ERP systems is an improvement of business processes. What this implies is that business processes do change when a company implements an ERP. This can result in substantial changes to organizational structures and job design. Hence the need for change management and training. The improvement of business processes needs to be managed after implementation by the business to ensure that the stated benefits are achieved. Here are some ways in which ERPs can assist in improving business processes:
the automation of work practices
data integration and central storage and protection of data
business integration
built-in controls
provision of reports for monitoring and managing of processes
best practices / standard processes.
Best practices and standard processes: There is an incorrect perception that ERP systems contain ‘best practices’ and with minimum thought an organization can implement the software and then will be performing best practice. A best practice is defined as a method which has been judged to be superior to other methods and is therefore the most efficient way to perform a task. Best practices are normally identified through surveys of select organizations that are judged to have achieved superior performance in a particular domain. Because they are designed to fit the needs of many organizations, enterprise systems are built to support generic business processes that may differ quite substantially from the way any particular organization does
business. By talking to many businesses the vendors of enterprise systems have crafted what they claim to be ‘best practices’. These best practices represent a powerful reason to adopt enterprise systems without modifying them because few organizations claim to have redesigned all their business processes for cross-functional efficiency and effectiveness [10].
From these descriptions the implicit assumption is therefore that a practice can be described through a number of explicit characteristics – initiatives or organizations that exhibit a high number of these characteristics thus come to represent the best practice within a domain. Yet it is a fallacy that a ‘practice’ has substantial properties that can be transferred from firm to firm within one society and culture, and even to another culture [14]. Organizations do seek out best practices in an attempt to find a technique or method that has worked for another organization, which they can copy. Yet copying confuses the outcome with the process, and disregards that the process may be the outcome you are seeking [14]. The idea that a ‘best practice’ can be described through a few characteristics identified through industry surveys is misguided. Practices embody human competence and are the ever-refined result of an ongoing learning process.
Therefore the described processes within an ERP cannot be confused with ‘best practice’. The described ‘standard processes’ within the ERP should be used only as a catalyst for developing a suitable, sometimes similar process. The processes have to be adapted or refined continuously to fit the total environment of the adopting organization. This once again stresses the importance of management involvement in the design of the relevant business processes, using the ERP standard processes as a base.
1. Al-Mudimigh A, Zairi M and Al-Mashari M (2001) ‘ERP software implementation: an integrative framework’, European Journal of Information Systems 10(4): 216–226.
2. Brehm L, Heinzl A and Markus ML (2001) ‘Tailoring ERP systems: a spectrum of choices and their implications’. Proceedings of the 34th Hawaii International Conference on System Sciences, 3–6 January, Maui, Hawaii, pp. 1–9.
3. Brehm L and Markus ML (2000) ‘The divided software life cycle of ERP packages’. Proceedings of the 1st Global Information Technology Management (GITM) World Conference, 11–13 June, Memphis, Tennessee, USA, pp. 43–46.
4. Faasen J, Seymour L and Schuler J (2013) 'SaaS ERP adoption intent: explaining the South African SME perspective’. In G Poels (ed.) Sixth International Conference on Research and Practical Issues of Enterprise Information Systems (CONFENIS) 2012. IFIP LNBIP 139, pp. 35–47. Available http://link.springer.com/book/10.1007%2F978-3-642-36611-
5. Freyermuth J and Shepherd J (2010) ‘The enterprise resource planning (ERP) market: potential buying window beginning to close?’ AMR Research. Available http://i.zdnet.com/whitepapers/IBM_GBS_MM_ERP.pdf
6. Jansen van Vuuren I and Seymour LF (2013) ‘Towards a model for user adoption of enterprise systems in SMEs’. In Enterprise Systems Conference (ES), 7–8 November 2013, Cape Town, South Africa, pp. 1–9. IEEE.
7. Lindley JT, Topping S, and Lindley LT (2008) ‘The hidden financial costs of ERP software’. Managerial Finance 34(2): 78–90.
8. Luo W and Strong DM (2004) ‘A framework for evaluating ERP implementation choices’. IEEE Transactions on Engineering Management 51(3): 322–333.
9. McGaughey RE and Gunasekaran A (2007) ‘Enterprise resource planning (ERP): past, present and future’. International Journal of Enterprise Information Systems 3(3): 23–35.
10. Markus ML, Axline S, Petrie D and Tanis C (2000) ‘Learning from adopters' experiences with ERP: problems encountered and success achieved’. Journal of Information Technology 15(4): 245–265.
11. Morris H and Vesset D (2005) ‘Managing master data for business performance management’. IDC White Paper.
12. Mukwasi CM and Seymour LF (2014) ‘The growing trend of small to medium-sized enterprises adopting Enterprise Resource Planning systems: an analysis of business cases in Zimbabwe and South Africa’. In Proceedings of the International Conference on Emerging Trends for Sustainable Development and Human Capacity Building in the Third World Nations (ICETSDHCB), pp. 337–344, ISBN: 978-7016-8128-247. Available http://jetems.scholarlinkresearch.com/articles/THE%20GROWING%20TREND%20OF%20SMALL.pdf
13. Mukwasi CM and Seymour LF (2012) ‘Enterprise resource planning business case considerations: a review for small and medium-sized enterprises’. Journal of Innovation Management in Small and Medium Enterprises Volume 2012, Article ID 752328. Available http://tinyurl.com/bu7p3hd
14. Roode D (2006) ‘The question concerning best practices’. Research Seminar, Department of Information Systems, 29 November. Available http://www.commerce.uct.ac.za/informationsystems/seminars
15. Wood B (2010) ‘ERP vs. ERP II vs. ERP III Future enterprise applications’. Available http://www.r3now.com/erp-vs-erp-ii-vs-erp-iii-future-enterprise-applications
Company background Organizational structure Business processes Authors
Patrick Wirz Lisa Seymour Version
3.1
MOTIVATION
This document introduces the fictitious Zambikes model company. It provides a historical background on the company’s strategy and operations.
PREREQUISITES
None.
NOTES
While Zambikes is an actual bicycle manufacturer located in Zambia, the Zambikes model company is fictitious. The ESEFA data set adapted for the SAP UA African curriculum is configured for the Zambikes model company.
ZMC Zambikes Model Company Case Study
This document introduces the fictitious Zambikes model company. The
Zambikes model company has been developed exclusively for the SAP UA
African curriculum. The class exercise focuses on the organizational
While Zambikes is an actual bicycle manufacturer located in Zambia, the Zambikes model company is fictitious and is used for educational purposes only.
The partnership
International market expansion includes a partnership between Zambikes (introduced in the case study) with the international bicycle company, the Global Bike Group.
Global Bike Group has handcrafted, signature composite-frame touring bicycles which are world renowned. Their off-road bicycles are also recognised as incredibly tough.
The companies have merged their strategies and operations for an exciting collaboration which allows Zambikes to extend its customer base and its range of products.
The Global Bike Group
The Global Bike Group is composed of Global Bike Inc. in the US, and GBI Europe.
In the US, the Dallas facility manufactures products and distributes to the central US and internet retailers. GBI also has warehouses in both San Diego and Miami, the US ports used for shipping and export.
GBI Europe has its headquarters in Heidelberg, Germany. Heidelberg is the main manufacturing facility and it handles all shipping for southern Europe. The Hamburg warehouse handles all shipping to the UK, Ireland, the Middle East and Africa.
The Zambikes model company
For the new Zambikes model company, we need to design the business blueprint which includes organizational data, master data, business processes and reporting data.
Exercise: Understanding the organizational structure of the Zambikes model company
Task: Based on the Zambikes model company description, detail the organizational structure needed in an SAP ERP system. Your organizational structure should include:
This material explains how to navigate in SAP systems. It is aimed at students at universities, universities of applied sciences and other educational institutions with no previous experience of SAP software. It can be used in the classroom or for self-study.
On completion of the course, students will be able to navigate through the user interface to work on transactions independently.
The material also serves as a reference for occasional users of SAP systems.
LEARNING METHOD
The learning method used is ‘guided learning’. This is a suitable method because navigating in SAP systems is a fundamental skill but also very complex.
The benefit of this method is that knowledge is imparted quickly. Students also acquire practical skills and competencies. This method explains a process or procedure in detail.
Exercises throughout enable students to put their knowledge into practice and remember it better.
ZN ERP Concepts and Navigation Workshop
Introduction to Navigation and ERP concepts in SAP ERP Solutions and Products
Task Log on to the system, view the SAP screen and log off.
Complete the exercises at the end of the section with the help of the Notes. Time 20 min.
ZN 1: NOTES
Your SAP number
Throughout this course we will use ### (a 3 digit number between 001 and 999) to refer to your SAP number.
Look up your SAP number on the course environment for this course or get it from your lecturer.
My SAP number
###
________
SAP Logon
From your desktop, find and double-click
If it is not there, choose Start ► All Programs ► SAP Front End ► SAP Logon
A dialog box similar to the one shown appears. Click Connection. The list of systems may be shorter than in the dialog box shown here. Choose the ESEFA system specified by your lecturer and choose Log on or press Enter.
SAP Logon
Logon screen
The Logon screen appears. The system requests the client, your user, and password. A client is organizational data. Use the client number given by your instructor. For you to be able to log on as a user, a user master record must be created for you in the relevant client. For reasons of access protection, you must enter a password when you log on. Your password entry is case-sensitive.
Then click (Enter).
Logon screen
Client: _ _ _ User: _ _ _
_ _ _ _
Initial password: _ _ _ _ _ _
New password
When you log on for the first time, the system requests you to change your password. You need to enter your new
password twice. To confirm your new password, click (Enter).
The first time you log on you will see a copyright note. Confirm it by clicking or pressing Enter. The initial screen with the SAP Easy Access menu appears.
SAP Easy Access menu
The SAP system displays the SAP Easy Access menu on the Start screen as standard. It enables you to navigate in the system using a clear tree structure. Click the small arrows to expand the menu tree. The menu tree is specific to your role (business function in the company).
SAP Easy
Access menu
Menu bar
Menus shown in the menu bar are related to the application you are using; that is, they are context-sensitive. Most menus have sub-menus.
Menu Bar
Standard toolbar
Icons in the standard toolbar are available on all screens. Icons that you cannot use in the current application are grayed out. When you hover the cursor over an icon, a quick info text appears.
Standard
toolbar
Title bar
The title bar displays the name of the transaction you are currently using.
Title bar
Application toolbar
The application toolbar contains icons for the transaction you are currently running.
Application
toolbar
Status bar
The status bar shows information about the current system status as well as warning and error messages.
Status bar
Log off
Choose System ► Log off to end the current session. The confirmation prompt shown on the right informs you that unsaved data will be lost. Once you are certain that you have saved all entries, you can confirm the prompt by choosing Yes.
Log on to the system Choose the ESEFA System in the SAP Logon. Use the client, user and initial password given. When you log on for the first time, a dialog box appears in which you enter your new individual password twice. Client: 2nn (enter the UCC allocated client number for the training) User: ZMB-### Password: zmbinit
Update your user account with your name
From the menu bar, choose System ► User Profile ► Own Data.
Enter your last name and first name in the Address tab.
Click (Save) to save your changes. Log off and log on again.
Answer Q1.1–1.3
ZN 2: Transactions and sessions
Task Get familiar with SAP’s transaction and session concept.
Complete the exercises at the end of the section with the help of the Notes. Time 20 min.
ZN 2: NOTES
Run a transaction
There are three main ways of running a transaction interactively in the SAP system:
Use the SAP Easy Access menu
Use Favorites
Enter the Transaction code.
Run transactions
SAP Easy Access menu
You use the tree structure of SAP’s Easy Access menu to navigate to a transaction. You then double-click the transaction to run it. The name or title of the transaction is then shown in the title bar.
SAP Easy
Access menu
Favorites
If you use a transaction frequently, you can drag & drop the transaction from the menu to your favorites or insert it into your favorites.
From the menu bar choose Favorites ► Insert transaction and enter the transaction code.
You can then double-click it to run it without having to navigate through the SAP Easy Access menu.
To organize your favorites in folders you first need to create folders (topic areas): choose Favorites ► Insert Folder. Give the folder a name. You can create as many folders as you like. You can move folders or favorites using drag & drop.
A transaction code of generally four characters is assigned to each transaction (not each screen) in the SAP system. The quickest way to run a transaction in the SAP system is to enter the transaction code.
Note: The Command field in which you enter transaction codes can be found in the top-left corner. Click the small triangular symbol to display/hide it.
If you know the code for a transaction, you can enter it in the Command field in the upper left corner of your screen. Press Enter and the initial screen of the transaction appears.
To find the transaction code of the transaction you are currently using, click the triangular symbol
in the status bar, on the far right bottom and choose Transaction.
Note: Click the small triangular symbol to display/hide the status bar menu
Transaction
code
Transaction code field
Transaction code display
Transaction icons
The standard toolbar features five important icons to use in transactions:
(also ) Corresponds to the Enter key and confirms your entries
Saves your entries on the current screen/transaction
Corresponds to the Escape key and takes you to the previous screen
Exits the current transaction
(also ) Cancels the transaction (in case of system problems).
Transaction
icons
Exit a transaction
You can exit or leave a transaction and go back to the SAP Easy Access menu
by choosing , , or . The dialog box shown here may appear. Make sure that there is no unsaved data in your current session and choose Yes to acknowledge the message.
Exit a
transaction
Search for a transaction
You can also search for transactions (or transaction codes) in the SAP Easy Access menu by running the transaction code: SEARCH_SAP_MENU.
a list. There you find the transaction code (in some cases there are none assigned) and the path in the SAP Easy Access menu (read from bottom to top).
In the example on the right the shortest SAP Easy Access menu path for Customer Archiving is Logistics ► Sales and Distribution ► Master Data ► Business Partner ► Customer Archiving.
Sessions
In some cases it makes sense to work with two or more transactions at the same time. In SAP systems, you can open up to six sessions simultaneously with real parallel processing. However, too many open sessions can result in slower system performance.
To open a new session, click (Creates new session) or choose System ► Create Session.
To close a session, click (Exit) or choose System ► End Session.
Sessions
Transaction control parameters
You can use various control parameters before a transaction code to influence what happens to the session when you call a new transaction.
/n Exits the current transaction /i Closes the current session /o Opens a new session
For example, /oMM03 opens a new session and runs transaction Display Material in the new session.
Add the following transactions to your favorites: MKVZ and ME21N. Answer Q2.1 Run the following transaction from the SAP Easy Access menu: Logistics ► Materials Management ► Material Master ► Material ► Display ► Display Current.
Answer Q2.2–2.3
Exit the transaction.
Run VA03. Answer Q2.4
Exit the transaction. Search for the transaction code and the shortest menu path for Process Billing Due List.
Answer Q2.5–2.6 Open four sessions and then close all but two sessions. Answer Q2.7
Run List of Vendors: Purchasing from your Favorites menu.
Before you can execute a report you need to enter selection criteria in a selection screen to restrict the amount of data you can see.
Enter your SAP number ### in the Search Term field and clear values from all other fields.
Click (Execute). You should see a list of your vendors. Answer Q2.8
Choose the vendor Get a Brake. Click (Display).
Browse through the three Vendor screens by clicking and .
In enterprise systems, Master Data such as Vendors are assigned to Organizational Data. Answer Q2.9
Exit the transaction.
ZN 3: Help and searching lists
Task Get familiar with SAP’s help and list search functions.
Complete the exercises at the end of the section with the help of the Notes. Time 10 min.
ZN 3: NOTES
Several types of help are available in the SAP system. The most frequently used ones are the F1 and F4 keys.
F1 provides you with explanations for fields, menus, functions, and messages. In the F1
help, you can click to get technical information.
F1 for fields
Possible entries
F4 gives you possible entries. You can also use the F4 help by clicking (Possible entries) directly right of a selected field. You can use wildcard searches to search easily within the possible entries:
wildcard * (represents many characters)
wildcard + (represents one character).
For example, in the diagram shown in the Navigation notes above you can enter ‘Becker*’ in the Name field and then choose F4 to find all customers whose name starts with ‘Becker’.
In the ESEFA client your user account has been given its own master data. To find your master data enter your SAP number ### in the Search Term field.
F4 for
possible entries
Context sensitive Help
The Help menu contains more help.
From the menu bar choose Help ► Application Help for context-sensitive help on the transaction you are currently using.
Choose SAP Library to open the entire online SAP Library. You can also access it at help.sap.com.
Context-sensitive
Help
ZN 3: EXERCISES
From the SAP menu run Logistics ► Sales and Distribution ► Sales ► Order ► Create. Click in the Order Type field and then show the Field explanation. Answer Q3.1
Click in the Sales Org field and then list the Possible entries. Answer Q3.2
Click in the Distribution Channel field. Answer Q3.3 Run transaction MK03 and click in the Vendor field. Use F4 to answer the questions. Answer Q3.4–3.6
Exit the transaction. Run Create Purchase Order from your favorites and then open and read the context-sensitive Help. Answer Q3.7–3.8 The final three questions are advanced and have no help to challenge your navigation. Answer Q3.9–3.11
The material master record is a company’s central source of material-specific data. The material master containsdescriptions of all materials that an enterprise procures, produces, and keeps in stock. It is the centralrepository of information on materials (such as inventory levels) for the enterprise.
Material master is used in all areas of logistics.
All areas, such as purchasing, inventory management, materials planning, and invoice verification, can jointly usethe stored data.
Since different user departments within a company work with one material, and each department storesdifferent information relating to it, the data in a material master record is sub-divided according to specificviews.
Plant: This level contains the data for each branch or plant location within a certain company. The dataimportant to Purchasing is stored at this level.
Examples of this data are the maximum and minimum order quantities of a material and the reorder point. Youaccess the plant data by entering the plant key.
This is a standard view of the procure to pay process and the most common one. It may vary significantly basedupon the company procedures, the products/services, purchases and other factors. SAP allows businesses totailor it to their needs.
A procurement process starts with a certain need in the organization. The needs can be satisfied by procuringcertain goods.
The cycle starts with a requisition or need that needs to be filled. This can come from Planning (MRP), manually.
The purchase team invites your source of supply.
Based on different criteria based on quality, price and time, a vendor is selected. The purchase order is thedocument to fill the need: usually includes the vendor name, cost/price, quantity, terms and other pertinentinformation.
The selected vendor is notified.
The goods are shipped and brought to the organization.
The goods are received and then put away/stored.
An invoice is received from the vendor.
After the tolerances/verifications have been are met, a payment is made according to the terms agreed to onthe purchase order.
Requisitions can be created indirectly in the following ways:
Via materials planning and control
The component Consumption-Based Planning suggests materials that need to be ordered on the basis of pastconsumption or usage figures and existing stock levels. The order quantity and the delivery date aredetermined automatically.
Via production orders (from the component PP Production Planning and Control).
Purchase requisitions are internal documents used to ask your purchasing department to procure a particularquantity of a material or a service for a given time frame.
This sub-criterion compares the relationship of a vendor's price to the market price. If the vendor's price is lowerthan the market price, the vendor receives a good score; if it is higher than the market price the vendor isassigned a poor score.
Price history
This sub-criterion compares the development of the vendor's price with the market price.
Goods receipt
This sub-criterion is used to evaluate the quality of the material that the vendor delivers. Quality inspectiontakes place at the time of goods receipt.
Quality audit
This sub-criterion is used to evaluate the quality assurance system used by a vendor/company in manufacturingproducts.
The purchase order can be used for a variety of procurement purposes. You can procure materials for directconsumption or for stock. You can also procure services.
You can use purchase orders to cover your requirements using external sources (i.e. a vendor supplies a materialor performs a service). You can also use a purchase order to procure a material that is needed in one of yourplants from an internal source, i.e. from another plant.
If a material is delivered for a purchase order, it is important for all of the departments involved that the goodsreceipt entry in the system references this purchase order, for the following reasons:
- Goods receiving can check whether the delivery actually corresponds to the order.
- The system can propose data from the purchase order during entry of the goods receipt (for example, thematerial ordered, its quantity, and so on). This simplifies both data entry and checking (over-deliveries andunder-deliveries).
- The delivery is marked in the purchase order history. This allows the purchasing department to monitor thepurchase order history and initiate reminder procedures in the event of a late delivery.
- The vendor invoice is checked against the ordered quantity and the delivered quantity.
- The goods receipt is valuated on the basis of the purchase order price or the invoice price.
When you enter a goods movement into the system, you must enter a movement type to differentiate betweenthe various goods movements. A movement type is a three-digit identification key for a goods movement.
The movement type plays an important role in
- updating quantity fields
- updating stock and consumption accounts
- determining which fields are displayed during entry of a document in the system.
When you enter a goods movement, you start the following chain of events in the system:
A material document is generated, which is used as proof of the movement and as a source of information forany other applications involved.
The stock quantities of the material are updated.
If the movement is relevant for Financial Accounting, one or more accounting documents are generated and thestock values in the material master record are updated, as are the stock and consumption accounts.
Depending on the movement type, additional updates are carried out in participating applications. All updatesare based on the information contained in the material document and the financial accounting document.
It is in Logistics Invoice Verification that incoming invoices are verified in terms of their content, prices andarithmetic. When the invoice is posted, invoice data are saved in the system. The system updates the datasaved in the invoice documents in Materials Management and Financial Accounting.
An invoice can be processed in Logistics Invoice Verification in various ways:
Product SAP ERP G.B.I. Release 6.07 Level Undergraduate Graduate Beginner Focus Materials management Authors Bret Wagner Stefan Weidner Anjali Ramburn Version 3.2
MOTIVATION The data entry requirements in the exercises are minimised because much of the data is stored in the SAP system. This stored data, known as master data, simplifies the processing of business transactions. In this workshop, we will display a master record, create a purchase order, a goods receipt, and an invoice and post a payment to a particular vendor. You will then run a purchasing report and create a dashboard.
PREREQUISITES Before you use this workshop, you should be familiar with navigation in the SAP system.
NOTES This workshop uses the ESEFA data set, which has been created exclusively for the SAP UA African curriculum.
ZP Procure to Pay Workshop I
This workshop explains an integrated procure to pay process in detail
and thus fosters a thorough understanding of each process step and
Learning objective Understand and perform a procurement cycle.
Scenario In order to execute a complete procurement process you will take on different roles within the Zambikes company, e.g. a purchasing agent, a warehouse employee, an accounting specialist. Overall, you will be making use of the Materials Management (MM) and the Financial Accounting (FI) modules of SAP ERP.
Employees involved Viera Funjika (Finance manager) Wyson Nkwazi (Production supervisor) Benjamin Banda (Warehouse / factory employee) Margret Mwaanga (Admin & inventory manager)
The procure to pay process starts with the displaying of master data records. A vendor (Get A Brake) master record is displayed. Then a raw material master record is displayed (Brake Kit). From the information in the raw material and the vendor master records, the system creates a purchasing info record. You then create a purchase order. Once goods are received, a goods receipt is issued to verify the physical receipt in stock. After the creation of an invoice, the procure to pay cycle ends when payment is made.
Task Display vendor master data using the SAP Easy Access menu.
Zambikes has numerous vendors both locally and overseas. Margret wants to Short Description view the details of one local vendor (Get A Brake).
Name (Position) Margret (Admin & inventory manager)
Vendors are established in both accounting and purchasing. In order to be active, the vendor master record requires three views – general, accounting, and purchasing. Vendors can be created centrally, meaning that all views are generated at the same time, or responsibility can be distributed to accounting and purchasing for creating and maintaining their respective views.
Vendor master
To display a new vendor, follow the menu path:
Logistics ► Materials Management ► Purchasing ► Master Data ► Vendor ► Central ► Display (XK03)
This will produce the following screen.
Menu path
XK03
Use the F4 help to find the vendor number in the Vendor field.
On the Basic Data 1 tab, record your material number and division as per Exercise ZP2 (refer to exercises below).
Choose the Purchasing tab and note the purchasing group.
On the Accounting 1 tab, note the moving price of the material and currency used.
Material Number Division Purchasing Group Moving Price Currency
Answer questions for Exercise ZP 2.
After answering the questions, click (Exit) once to return to the initial screen.
ZP 3: Create a purchasing info record
Time 20 min.
Task Use the SAP Easy Access menu to create purchasing info record.
Short Description Viera creates a new purchasing info record to record agreed conditions between a vendor (Get A Brake) and a material (brake kit)
Name (Position) Viera (Finance manager)
Purchasing info records store information about the terms for purchasing a specific material from a vendor. They are maintained for a vendor/material combination and can contain data for pricing and conditions, over-delivering and under-delivering limits, planned delivery date and availability period.
Purchasing info
record
To create a new purchasing info record, follow the menu path:
Logistics ► Materials Management ► Purchasing ► Master Data ► Info Record ► Create (ME11).
This will produce the following screen.
Note: Some of these fields might already be populated. Enter the information below where necessary.
Enter your vendor number as noted from Exercise ZP1.
Enter the material number as noted in Exercise ZP2.
Enter ZM00 in the Purchasing Org. field.
Enter MU00 in the Plant field.
Choose Standard under Info category, then click (Enter).
The screen below is displayed.
127###
BRKT1###
ZM00
MU00
Standard
Enter the following data in the fields under Vendor Data.
Reminder 1, 2, 3 (1st, 2nd, 3rd Rem./Exped.): These three fields indicate reminders to be issued to the vendor. Negative value indicates that the vendor
should be notified prior to quotation or delivery date.
Vendor Mat. No: material number that is used by the vendor for this material.
Vendor Material Group: material group used by the vendor for this material.
Salesperson: Name of the contact person.
Return Agreement: this can indicate if goods return is possible and if refunds are possible.
In the field Certif. Cat. under Origin data, enter the type of certificate issued by the vendor that applies to this material.
7
BRKT1###
RAW
Your name
03
1
After entering all the desired data, click Purch. Org. Data 1 in the top left corner of the screen. This takes you to the screen for entering Purchase Organization dependent information, shown below.
This view is maintained separately for every procurement type. We have chosen the standard procurement type, and we can populate several relevant fields here.
Planned Delivery Time: default time in days in which the material delivery is planned.
Standard Quantity: standard purchase quantity for material.
Minimum Quantity: do not allow procurement of a quantity less than stated here.
Maximum Quantity: we do not want to purchase more than this quantity at a time.
Net Price: net price of material per procurement unit.
Incoterms: trading and delivery terms. Choose EXW using the F4 key.
Enter Location Mungwi next to EXW.
7
10
5
100
600
EXW Mungwi
Once you have entered all the desired information about our material/vendor combination you can save the data.
Click (Save).
Record your purchasing information record (PIR) number.
After answering the questions, click (Exit) once to return to the initial screen.
ZP 4: Create a purchase order
Time 20 min.
Exercise Use the SAP Easy Access menu to create a purchase order.
Task Create a purchase order (PO) for a brake kit. Submit the PO to the vendor, Get A Brake. When received and accepted by the vendor, the PO creates a legally binding contract between the two parties.
Name (Position) Viera (Finance manager)
In order to create a purchase order, follow the SAP Easy Access menu path:
Logistics ► Materials Management ► Purchasing ► Purchase Order ► Create ► Vendor/Supplying Plant Known (ME21N).
Menu path
ME21N
In the Vendor field, enter the vendor displayed in ZP1 (Get A Brake) or press F4 to find the number. To search for the vendor number, enter your three-digit number (###) as a Search term on the Vendors (General) tab, and Lusaka in the City field. In the result list, double-click the vendor number to choose it.
### Lusaka
Back on the Create Purchase Order screen, open the header data by clicking (Header).
In the Org. Data view, choose or enter ZM00 for Purchasing Org.
Choose or enter Z00 for Purch. Group.
Choose or enter ZM00 for Company Code.
(Note: These fields might already be populated.)
Then click (Enter).
ZM00
Z00
ZM00
Click (Item Overview) to open the item list. You have to enter the following materials and information (as shown below).
The message tells you that you are creating a purchase order, but have not
generated any output to notify the chosen vendor. Click (Enter) to continue.
Then click (Save) again. This time we will save past the message indicating that no output device (i.e. Printer, FAX, EDI) was found to communicate this PO to the vendor. Choose .
Note that SAP will assign a purchase order document number (bottom-left of the
screen). Record your purchase order number.
Purchase order
document number
The purchase order screen is again blank, ready for another purchase order to be recorded.
Answer questions for Exercise ZP 4.
Click (Exit) to return to the SAP Easy Access menu.
ZP 5: Create a goods receipt for purchase order
Time 15 min.
Exercise Use the SAP Easy Access menu to create a goods receipt.
Task Receive into inventory the stock items ordered from Get A Brake in the previous exercise. A goods receipt document will be created referencing our purchase order. This will ensure that we receive the products ordered within the timeframes requested and in quality condition. Goods on hand will be increased and an accounting document will be generated recognising the value associated with these goods.
Name (Position) Benjamin (Warehouse / factory employee)
To create a goods receipt, follow the menu path:
Logistics ► Materials Management ► Inventory Management ► Goods Movement ► Goods Receipt ► For Purchase Order ► GR for Purchase Order (MIGO)
Make sure that the GR goods receipt field (top-right corner) is set to 101.
Enter your PO number from the previous exercise. If you do not have the number, find it by using the F4 help (Purchasing Document per Vendor tab or Purchasing Document for Material tab). Then press Enter.
101
PO number
Ensure that the box in the OK column is populated with for each item. Checking it indicates that you want to adopt it into the goods receipt document and the right materials and right quantity have been delivered. If a line is grayed out,
minimise the Item Detail Data by clicking (Close detail data). For each item, ensure that the box in the OK column is populated with .
OK
In the SLoc column, enter Storage Location RM00 (Raw Materials). Then click (Save) to save your goods receipt.
RM00
Note that the SAP system will assign a unique number for this new goods receipt
document. This number will appear in a message at the lower-left corner of the
screen.
Goods receipt document
number
Answer questions for Exercise ZP 5.
Click (Exit) to return to the SAP Easy Access menu.
Exercise Use the SAP Easy Access menu to enter an invoice receipt.
Task Enter an invoice received from Get A Brake for (6 960 ZMW) associated with the recent PO and goods receipts. This invoice will be posted to an existing G/L account in your Chart of Accounts and saved as an Accounts Payable to Get A Brake. It will be settled by issuing a cheque to Get A Brake at a later date.
Choose Purchase Order/Scheduling Agreement in the bottom drop-down list and enter your PO number from the first exercise in the Text field next to it. Again, to find it you can use F4 and helpful search criteria such as vendor.
Click (Enter).
PO number
If the transaction is entered correctly (in respect to Debits and Credits), we will
have a green light with a zero (0.00) ZMW balance.
Note: Refer to questions for ZP6 before proceeding. Questions ZP6 1 and 2 should be answered at this stage.
We want to view what the actual postings will look like in the general ledgers. It is here that we can ensure that the Debit/Credit posting is correct and that the
accounts are affected correctly. Click to see whether the postings are correct.
Click (Exit) to return to the SAP Easy Access menu.
ZP 8: Post payment to vendor Time 10 min.
Exercise Use the SAP Easy Access menu to post a payment to a vendor.
Task Issue a payment to Get A Brake to settle the Accounts Payable. An accounting entry is made to Accounts Payable for Get A Brake and to the applicable bank account in the G/L.
Name (Position) Viera (Finance manager)
To post a payment to a vendor, follow the menu path:
If requested, enter Company Code ZM00 and Currency/Rate ZMW.
In the Bank Data field group, use F4 to find and choose 10 0000 as the Bank Account and enter the amount you are going to pay (Enter Invoice Amount).
Today’s date
ZM00 ZMW
100000
6960
In the Open Item Selection field group, search for the account number for your Get A Brake vendor (use your search term ###) and enter it in the Account field.
All other settings remain unchanged. Your screen should resemble the one above.
Choose . The following screen will appear.
Click (Save) to post your payment. Again, the system creates a unique document number. Record the document number:
Payment
document number
Answer questions for Exercise ZP 8.
The Post Outgoing Payments screen is again blank, ready for another payment to
be entered. Click (Exit) to return to the SAP Easy Access menu. A pop-up box with the SAP warning message shown below will appear. Choose Yes. You have posted your payment, so no data will be lost.
Unless stated otherwise, each question is worth one mark.
1. What is the SAP username you used for this workshop?
QUESTIONS ZP 1: Display vendor master [7]
1. SAP categorizes vendor master data into three groups. What are they? Under each group, give one example of the master data. [3]
2. What is the ‘vendor number’ and ‘vendor name’ displayed? [2] 3. State the country of origin of the selected vendor. 4. State the order currency used for the selected vendor?
QUESTIONS ZP 2: Display material master [5]
1. What is the material number displayed? 2. What is the division of the selected material? 3. What is the purchasing group of the selected material? 4. What is the moving price of the material? 5. What currency is used for the selected material?
QUESTIONS ZP 3: Creating a PIR [1]
1. What is your purchasing info record number?
QUESTIONS ZP 4: Create a purchase order [2]
1. What is the total value of the purchase order? 2. What is your PO number?
QUESTIONS ZP 5: Goods receipt [2]
1. Enter your PO number as recorded in ZP4.
2. Choose the PO history from the Item detail tab. What does the
entry tell you?
QUESTIONS ZP 6: Enter an invoice receipt [3]
1. What is the tax amount of the above transaction?
2. What is the total value of the transaction?
3. What is the document number for the invoice?
QUESTIONS ZP 7: Display purchase order history [3]
1. Display your PO history and list all the entries.
Unless otherwise stated, each question is worth one mark.
[25]
1. What is the SAP username you used for this workshop?
QUESTIONS ZP 1: Display vendor master [7]
1. SAP categorizes vendor master data into three groups. What are they? Under each group, give one example of the master data. [3]
2. What is the ‘vendor number’ and ‘vendor name’ displayed? [2]
3. State the country of origin of the selected vendor. 4. State the order currency used for the selected vendor?
General Data – Vendor name, Company Code Data – Company code, Purchasing Data - Purchasing org.
Vendor number – 127###
Vendor name – Get A Brake
Country of origin –
Zambia
Currency - ZMW
QUESTIONS ZP 2: Display material master [5]
1. What is the material number displayed? 2. What is the division of the selected material? 3. What is the purchasing group of the selected material? 4. What is the moving price of the material? 5. What currency is used for the selected material?
Material number - BRKT1###
Division – BI
Purchasing Group - Z00
Moving price - 600
Currency - ZMW
QUESTIONS ZP 3: Creating a PIR [1]
1. What is your purchasing info record number?
Purchasing info record no. – 53000000xx
(xx)- To be replaced by the unique number generated
QUESTIONS ZP 4: Create a purchase order [2]
1. What is the total value of the purchase order? 2. What is your PO number?
Total value of PO – ZMW
6 000.00
PO number – 45000000xx
(xx)- To be replaced by the unique number generated
QUESTIONS ZP 5: Goods receipt [2]
1. Enter your PO number as recorded in ZP4.
2. Choose the PO history from the Item detail tab. What does
the entry tell you?
PO number – 45000000xx
The POH confirms and displays the order and value of the order: The total order is valued at ZMW 6 000.00 for 10
SAP Business Intelligence provides a broad range of reporting tools to facilitate decision-making for different end users. SAP Dashboard Reports and SAP Crystal Reports are two reporting tools which are increasingly being used to generate various management as well as operational reports from data generated by business processes and transactions.
SAP Crystal Reports makes it easy to create simple reports. However, it also has a comprehensive set of tools needed to produce advanced or specialised reports. As part of Global Bike Group, Zambikes middle-level management now has access to Crystal Reports for analysing operational activities to facilitate decision-making by middle management.
SAP Dashboard Reports is a tool for creating interactive reports that allow decision-makers to quickly view key information that is core to strategic decision-making. They provide simple-to-use interfaces which can be embedded in a number of applications, including web pages and presentations.
ZP 9: Using Crystal Reports Time 20 min.
SAP Crystal Reports is reporting tool that is used to format reports. SAP Crystal Report makes it easy to create simple reports, and, it also has the comprehensive tools you need to produce complex or specialised reports.
EXERCISE ZP 9A: Using ZP Procurement Operational Report 1 [6]
On the learning management system (LMS), choose and open the ZP Procurement Operational Report 1.
(Ask your tutor/lecturer for the link).
An exception purchase order report can be generated on a daily basis for structured decision-making. Familiarise yourself with the information shown on-screen before answering the questions below.
1. In a few words, explain the purpose of the procurement exception report.
2. Provide a list of departments within an organization where such a report might be useful and explain how the report could add value to these departments. [2]
3. Can you think of how the historical information in the exception report could be useful for the organization in the future?
4. Zambikes would like to send a delivery reminder to all the suppliers from whom they are expecting deliveries in October. Based on the report, list the suppliers who would be sent a delivery reminder.[2]
5. What additional information would you add to improve the report? [2]
EXERCISE ZP 9B: Using ZP Procurement Operational Report 2 [4]
The expenditure report shows the monthly expenditure report for different categories of raw materials. Familiarise yourself with the information shown on-screen before answering the questions below.
1. Assuming that the criteria for vendor selection is cost of product, quality and compliance to agreed delivery time, list the vendors with whom Zambikes should avoid signing a long-term contract. Justify your answer.
ZP 10: Using Dashboard Reports Time 20 min.
Zambikes currently uses a spreadsheet to analyse their expenditure information. The managing director has indicated to his team that while the report contains all the necessary information, it is not easy to interpret and perhaps this information can be supplied in a more user friendly format. In response to these concerns, it was decided to build a reporting dashboard that was interactive, easy-to-use and supplied the necessary information.
A dynamic expenditure report was implemented. It enables users to have a quick overview of the data and to zoom and filter on particular aspects and extract further detailed information as required. The specific information they are concerned with is:
Purchasing expenditure for different categories of raw materials for the previous fiscal year (2013)
The actual expenditure details of each raw material in a particular category
The vendor information relating to each raw material
The countries from which a raw material can be procured
The yearly expenditure trend of each raw material.
Download and save the Zambikes expenditure html and Zambikes expenditure swf files to your local drive.
Zambikes expenditure html
Open the Zambikes expenditure html file and browse through the different charts. Familiarize yourself with the information displayed before answering the questions below.
EXERCISE ZP 10: Using the ZP Expenditure Report [10]
1. What are the countries of origin for the different raw materials in the Wheel and Tyre category?
2. What is the number of units imported for raw material DerailZMW Chain in the Derailleur and Brake category? [2]
3. What is the amount spent on procurement of materials in the Seat and Pedal category in 2011, 2012 and 2013. What can you say about the trend of expenditure? [4]
4. Assuming that the criteria for Vendor selection are the cost of product and the delivery time, list the vendors with whom you would recommend that Zambikes sign a long-term contract. Your focus is only on the following raw materials from the Frames category. Justify your answer. [3]
Unless otherwise stated, each question is worth one mark.
QUESTIONS ZP 9: Using Crystal Reports
1. In a few words, explain the purpose of the procurement exception report.
2. Provide a list of departments within an organization where such a report might be useful and explain how the report could add value to these departments.
3. Can you think of how the historical information in the exception report could be useful for the organization in the future?
4. Zambikes would like to send a delivery reminder to all the suppliers from whom they are expecting deliveries in October. Based on the report, list the suppliers who would be sent a delivery reminder.
5. What additional information would you add to improve the report?
To view the outstanding overdue goods movements or deliveries.
Procurement & purchase – escalations and follow up
Accounting & Finance – forecast/penalty fee
Production – forecast effect on product/
Assess performance of suppliers for renewal of contract
Allows the purchasing department to estimate when to purchase goods from specific suppliers
GetABrake
Malawheels
Steel Lite
Location – the further away, the bigger the probability of being late
Number of reminders sent
Overall % late deliveries per supplier
QUESTIONS ZP 9B: Using ZP Operational Report 2
1. Assuming that the criteria for vendor selection is cost of product, quality and compliance to agreed delivery time, list the vendors with whom Zambikes should avoid signing a long-term contract. Justify your answer.
Those vendors who have the highest item costs, a high % of defects and a higher % of late deliveries in their respective categories
1. What are the countries of origin for the different raw materials in the Wheel and Tyre category?
2. What is the number of units imported for raw material DerailZMW Chain in the Derailleur and Brake category?
3. What is the amount spent on procurement of materials in the Seat and Pedal category in 2011, 2012 and 2013? What can you say about the trend of expenditure?
2011 2012 2013
Off Road Seat Kit ZMW 196,320 223,805 219,329
Pedal Assembly ZMW 69,997 60,897 60,288
Racing Seat Kit ZMW 135,953 110,112 106,818
TOTAL ZMW 402,270 394, 814 386,435
4. Assuming that the criteria for Vendor selection are the cost of product and the delivery time, list the vendors with whom you would recommend that Zambikes signs a long-term contract. Your focus is only on the following raw materials from the frames category:
Groups the company according to the requirements of Sales And Distribution (SD).
If you use the SAP SD module, you need to define at least one sales organization.
More than one sales organization can be assigned to a company code. However, a sales organization isuniquely assigned to a company code.
In the sales statistics, the sales organization is the highest summation level. All documents generated duringsales order processing (within the SAP SD module) such as a sales order, an outbound delivery or a billingdocument, belong to a sales organization.
Some master data is maintained at the sales organization level i.e. within the same company code, differentsales organizations will have different values for a particular master data attribute.
During the processing of SAP SD documents (e.g. a sales order), the system accesses various master dataaccording to the sales area. This master data includes, for example, customer master data, material masterdata, prices and discounts. In addition, the system carries out several checks concerning the validity ofcertain entries according to the sales area.
The plant is a location where material stock is kept. A plant can, for example, represent a production facilityor simply a grouping of locations (storage locations) in physical proximity.
You have to create at least one plant in order to be able to use the Sales and Distribution module.
A plant must be uniquely assigned to a company code.
The assignment between sales organizations and plants does not have to be unique.
When processing delivery of a sales order in SAP SD, a plant is used to determine the shipping point.
You assign a shipping point at plant level. A shipping point is a physical place and should be near thedelivering plant. More than one shipping point can be assigned to a plant. You can also assign shippingpoints to several plants.
Each outbound delivery is processed by one shipping point.
The sales order contains information (organizational data + master data + transaction data) to process thecustomer’s request during sales order processing.
The system proposes data from master records and control tables that you have previously stored. As aresult, possible input errors occurring during sales order processing and the entering of redundant data areavoided.
A sales order can contain multiple items.
A sales order can be entered, based on preceding agreements e.g. a quotation or existing contracts, orwithout any preceding document.
A sales order is an electronic document that records your customer’s request for goods or services. Thesales order contains all information to process the customer’s request during sales order processing.
The sales component thus automatically proposes data from master records and control tables. As a result,possible input errors occurring during sales order processing and the entering of redundant data is avoided.
You can enter a sales order with many items on a single screen.
Sales orders can also be created via the internet or through messages received from business partners.
All four of the delivery and transportation scheduling lead times are subtracted from the customer'srequested delivery date to determine if this date can be met.
The transit time, loading time, and pick/pack time are subtracted from the customer’s requested deliverydate to calculate the required material availability date.
The system calculates backward scheduling as follows:
Requested delivery date minus transit time = Goods issue date
Goods issue date minus loading time = Loading date
Loading date minus transportation lead time = Transportation scheduling date
Loading date minus pick/pack time = Material availability date
If the material availability date or transportation scheduling date is calculated to be in the past, the systemmust then use forward scheduling.
Used when the material availability date or transportation scheduling date (as calculated by backwardscheduling) is in the past.
Also done if no product is available on the material availability date calculated by backward scheduling.
The system does an availability check to determine the first possible date when the product will beavailable.
This new material availability date forms the starting point for scheduling the remaining activities.
The loading time, pick/pack time, transit time, and transportation lead time are added to the new materialavailability date to calculate the confirmed delivery date.
A customer may specify that he or she will either accept only complete delivery of an order or agree toaccept several partial deliveries for an order or an order item.
Customer preference is indicated in the customer master record or in the customer material informationrecord and is copied into a sales order for that customer.
When you process an order or create a delivery, the system checks this indicator to determine whethercomplete delivery is required or whether partial delivery is permitted.
You can also manually enter or change the indicator when processing an order.
You can create one or several outbound deliveries from the order. You can also combine items from severalorders into one outbound delivery. To combine them successfully, the orders must all have the samecharacteristics that are essential for the shipping process, for example:
- Shipping point
- Due date
- Ship-to address.
The system carries out the following activities when an outbound delivery is created:
- Checks the order and materials to make sure the outbound delivery is possible (for example, it checks for delivery blocks or incompleteness)
- Determines the delivery quantity of an item and checks the availability of the material
- Calculates the weight and volume of the delivery
- Calculates work expenditure
- Packs the outbound delivery according to the reference order
- Checks the delivery situation of the order and any partial delivery agreements
- Generates a packing proposal
- Re-determines the route
- Adds information relevant for export
- Checks delivery scheduling and changes deadlines (if necessary)
- Assigns a picking location
- Carries out batch determination (if material is to be handled in batches)
- Creates an inspection lot if the material must pass a quality check
- Updates sales order data and changes order status.
In the system standard settings, goods issue cannot be posted before the item relevant for picking has beenpicked completely. Therefore, delivery quantity and picking quantity (picked quantity) in the outbounddelivery must be equal.
Considering the picking lead time the picking date will be assigned based upon material availability.
The picking process involves taking goods from a storage location and staging the right quantity in a pickingarea where the goods will be prepared for shipping.
Depending on the picking procedure being used, you can either determine delivery-relevant data beforepicking or wait until after picking is completed to record it. Delivery-relevant data may be made up of thefollowing:
- Which batches a material is picked from
- Which serial numbers are picked
- Which valuation types the stock is taken from.
In the SAP Warehouse Management module the picking process can be highly automated through the useof transfer orders.
The packing component and related packing information enables you to:
- Update the stock situation of packing materials
- Monitor returnable packaging stocks at the customer's or forwarding agent's place of business
- Help find what was in a particular container (for example, if a customer maintains that they have received an incomplete delivery)
- Make sure that the weight and volume limits have been adhered to
- Ensure that products have been packed correctly (customer preference and UCC-128 considerations)
As soon as the goods leave the company, the shipping business activity is finished.
The outbound delivery forms the basis of goods issue posting. The data required for goods issue posting iscopied from the outbound delivery into the goods issue document, which cannot be changed manually. Anychanges must be made in the outbound delivery itself. In this way, you can be sure that the goods issuedocument is an accurate reflection of the outbound delivery.
When you post goods issue for an outbound delivery, the following functions are carried out on the basis ofthe goods issue document:
- Warehouse stock of the material is reduced by the delivery quantity
- Value changes are posted to the balance sheet account in inventory accounting (based on cost of goods sold)
- The billing due list is updated
- Requirements are reduced by the delivery quantity
- The serial number status is updated
- Goods issue posting is automatically recorded in the document flow
- A worklist for the proof of delivery is generated.
After goods issue is posted for an outbound delivery, the scope for changing the delivery documentbecomes very limited. This prevents there being any discrepancies between the goods issue document andthe outbound delivery.
Billing represents the final processing stage for a business transaction in Sales and Distribution.
Information on billing is available at every stage of order processing and delivery processing.
This component includes the following functions:
- Creation of:
• Invoices based on deliveries or services
• Credit and debit memos
• Pro forma invoices
- Cancellation of billing transactions
- Comprehensive pricing functions
- Issue rebates
- Transfer billing data to Financial Accounting (FI)
When processing the billing due list, you do not need to enter the individual documents to be invoiced. Thesystem lists the documents to be invoiced on the basis of the selection criteria you enter. It can alsocombine several deliveries in one invoice.
Process flow
1. You run a transaction for creating a billing due list.
2. You enter the selection criteria for the billing documents to be created. For example, enter billing type F2, if you want to create invoices with only this billing type.
3. You then display the billing due list. The system uses the selection criteria to create the billing due list (a list of sales documents to be billed). You can now process this list, e.g. select some or all of the sales documents to be billed.
4. You select the function for billing. The system creates the corresponding billing documents for the selected documents.
The documents in a sales process are linked to one another, using the document flow.
SAP updates the order status every time a change is made to any document created in the customer ordermanagement cycle (order-to-cash).
The document flow and order status feature allows you to access the history and current status of yoursales processes at any time.
You can display the document flow as a list of linked documents. All preceding and succeeding documentsare displayed, depending on the document from which you call the list.
From this list, you can display the relevant documents or call up status overviews for the documents.
This provides an overview of the development of your sales processes at any time, allowing you to answercustomer questions quickly and reliably.
SAP ERP G.B.I Release 6.07 Level4 Undergraduate Graduate Beginner Focus
Sales order process Authors Bret Wagner Stefan Weidner Gwamaka Mwalemba Version 3.1
MOTIVATION
Although the workshop involves the creation of some master data, the data entry requirements have been minimised because most of the data is already created and stored in the SAP system. In the sales order process, you use master data for customers, materials (the products you sell) and pricing to simplify the sales order process.
PREREQUISITES
Before you use this workshop, you should be familiar with navigation in the SAP system.
NOTES
This workshop uses the ESEFA data set, which has been created exclusively for the SAP UA African curriculum.
ZS Sales Order Processing Workshop I
This workshop explains an integrated sales order process in detail and
thus fosters a thorough understanding of each process step and
Note that the company code (ZM00) has been added to the screen. Data such as Reconciliation account or Sort key are company code-specific data and different values could be entered for other company codes, e.g. DE00 (Germany).
Answer questions for Exercise ZS 1.
After you are done, click (Exit) to return to the SAP Easy Access menu.
Exercise Use the SAP Easy Access menu to create a delivery note.
Task, Create a delivery document and
indicate the picking location and quantity in
order to begin processing the sales order.
Name (Position) Benjamin (Warehouse /
factory employee)
In order to create a delivery, follow the SAP Easy Access menu path:
Logistics ► Sales and Distribution ► Shipping and Transportation ► Outbound Delivery ► Create ► Single Document ► With Reference to Sales Order (VL01N).
This will produce the following screen.
Menu path
VL01N
Click in the Shipping Point field and press F4. A list of possible shipping points
will be shown. Choose the Zambikes shipping point in Lusaka (LU00). Enter a
selection date 3 days from today (use F4 to call up the calendar window). The
sales order number should be entered automatically. Click (Enter).
LU00
3 days from today
Note If you have logged off the SAP system after creating the sales order, the
sales order number will not be entered automatically. You can search for your
sales order number using the F4 help in the Order field. Use the Sales
documents by customer tab. Enter Sales Organization ZM00 and the purchase
Notice that information from the sales order document has been copied into
the new delivery document. Note also that in creating the delivery document,
the SAP system performed a material availability check to make sure that
the material was available to meet the customer’s required delivery date.
The next step in the delivery process is to record the picking of the materials in the delivery document. Picking an order is the process of taking material from its storage location and moving it to a packing area. To record the picking of the material, you will make a change to the delivery document.
To enter the picked quantity, first click the Picking tab.
Before specifying the picking quantity, you will notice that in this case, the
storage location providing the picked materials is not automatically retrieved
by the system. Use the F4 key in the SLoc (Storage Location) field to find and
choose the Finished Goods storage (FG00). You can now enter 10 for the
picked quantity.
F4
FG00
10
Click (Save) to create this document and save the picking information. The
system will assign a unique number for this new delivery document. This
number will appear in a message in the lower-left corner of the screen.
Delivery document
number
Answer questions for Exercise ZS 4.
Click (Exit) to return to the SAP Easy Access menu.
Exercise Use the SAP Easy Access menu to post a goods issue.
Task Post goods issue to complete the shipping
activities in the warehouse.
Name (Position) Benjamin (Warehouse / factory
employee)
Posting the goods issue reduces unrestricted stock (material available to sell to customers) to
reflect the inventory shipped – an inventory control function. In addition, legal ownership of the
goods changes hands from you to the customer as the goods leave the plant (FOB shipping
point) or when the goods are received by the customer (FOB destination).
From an accounting perspective, both inventory and costs of goods sold are impacted by this transaction. The system reflects that the materials are no longer available in stock regardless of the shipping terms.
Posting the goods issue is another change to the delivery document. To do
this, follow the menu path:
Logistics ► Sales and Distribution ► Shipping and Transportation ► Outbound Delivery ► Change ► Single Document (VL02N).
This will produce the following screen.
Menu path
VL02N
Confirm that the delivery document number is entered, then click
. You should get the following message in the bottom-left
corner of the screen.
Post goods issue
Open a new session and check the document flow of the order (Task ZS 3) to
see if it has been updated.
Answer questions for Exercise ZS 5.
Click (Exit) to return to the SAP Easy Access menu.
Zambikes currently uses a spread sheet to analyse their sales information. The managing
director has indicated to his team that while the report contains all the necessary information, it
is not easy to interpret and perhaps this information can be supplied in a more user-friendly
format to provide greater insight into their sales data to understand the trends and sales
performance. In response to these concerns, it was decided to build a reporting dashboard that
was interactive, easy-to-use and supplied the necessary information.
Zambikes has developed a sales dashboard to visualise sales data in a number of different ways. They want to be able to get a quick overview of the data and then be able to zoom and filter on particular aspects and then get further details as required. The specific information they are concerned with is:
Sales revenue for each product for each of their four different sales regions. (Revenue by region tab)
Sales net profit for each finished product (Bicycle Revenue).
On the LMS, download and save the Zambikes_sales 01.html and Zambikes
Sales 01.swf files to your local drive. (Ask your tutor/lecturer for a link.)
Zambikes Sales 01.html
Open the Zambikes Sales 01.html file and browse through the different
charts.
Familiarise yourself with the information displayed before answering the
questions below:
QUESTIONS ZS 10: [8] Use the Bicycle Revenue tab
1. What is the revenue generated from the sales of Transport Zambikes in
2013? [1]
2. In which month did sales reach its peak in 2013? [1]
3. Based on the profit trend for the previous years and the forecast profit
trend for 2014, forecast and justify the profit trend for 2015, assuming the
Company Code (Zambikes) ZM00 Plant (Lusaka) LU00 Storage Location (Finished Goods and Semi-Finished Goods) FG00 & SF00 Sales Organization (Zambikes) ZM00 Distribution Channel (Wholesale) WH Division (Bicycles) BI
Employees involved Margret Mwaanga Admin & inventory manager Viera Funjika Finance manager Benjamin Banda Warehouse / factory employee
Transactions Create Sales Order VA01 Change Sales Order VA02 Display Sales Order VA03 Create Outbound Delivery with Order Reference VL01N Change Outbound Delivery VL02N Display Outbound Delivery VL03N Display Billing Document VF03 Maintain Billing Due List VF04 Post Incoming Payments F-28 Change Document FB02 Display Document FB03
Document Numbers Sales Order Number _______________________ Outbound Delivery Number _______________________ Payment Document Number _______________________
In the material master record, various stocks are managed at plant level and at storage-location level for both the current period and the previous period. The plant stocks (except for stock in transfer and stock in transit at plant level) are calculated as the total of all the storage location stocks. The following section describes the stock categories in the material master record.
Total valuated stock: Sum of all valuated inventory of a material. It consists of the valuated inventory your company owns. Materials that are not valuated would be non-stock materials and consignment materials.
Unrestricted-use stock: Company's own inventory that is physically located in a plant, valuated, and not subject to any kind of usage restrictions.
Quality inspection stock: Company's inventory that is in quality inspection. Inventory in quality inspection is valuated but does not count as unrestricted-use stock.
Blocked stock: Company's inventory that should not be used. It is not for unrestricted use in inventory management.
Stock in transfer: Quantity that was already withdrawn from stock at the issuing location (plant, storage location) during a two-step stock transfer but that has not yet arrived at the receiving location (plant, storage location). Stock in transfer is managed in the valuated stock of the receiving location, but it does not yet count as unrestricted-use stock. It can also not be inventoried.
Stock in transit: Stock in transfer that is created for a stock transfer via a stock transport order.
The material master contains the valuation of a material and therefore it needs to be protected. There are built-in controls in ERP systems. For example, in SAP ERP:
• Master data changes can only be done by a few users. Other users are prevented by their authorisations.
• Master data can’t be deleted; can only be flagged for deletion (see Figure 1).
- Items flagged for deletion can be archived; only once archived can data be deleted.
• All master data changes are visible in change documents which detail exactly which changes were made (see Figure 2).
The screen shots in the example above have been taken from another SAP system. The material number was FLLIAN0023 and the user was INF011.
Enterprise systems use the perpetual inventory system which keeps track of inventory real-time and is updated whenever inventory leaves or enters the organization’s control.
Inventory management risks can be substantial:
• Lost inventory refers to inventory that could be stolen or inventory that has been damaged due to improper storage.
Incorrect goods receipting can take many forms:
1. Not counting the quantity accepted. The number of items accepted is what needs to be paid for and this might be more than the actual number received or actually ordered.
2. Not checking the quality of items accepted. Once the items are accepted, if they are damaged, they still need to be paid for.
3. Accepting items that were not ordered. This can result in the costs of returning items.
When you post the stock count, the system posts the inventory differences between stock counted (physical inventory) and the amount on the system (book inventory).
The material quantity is updated in the material master (via a material document).
The inventory G/L accounts are updated in financial accounting (via an accounting document).
Inventory (stock) counts are a control as they highlight inventory risks such as incorrect goods movements.
• For that reason the person performing and posting the stock counts needs to be different. This is a segregation of duty control.
• Differences posted need to be within tolerances set per user.
To further control goods movements:
• Once you post a goods movement you can’t delete the goods movement. To correct errors, you need to first cancel the incorrect document and then create a new document.
ZI Inventory Management Integration Workshop This workshop includes exercises in entering stock counts and in an integrated inventory management process triggered by a stock transport order from a manufacturing facility to another managed storage location.
Company Code (Zambikes) ZM00 Plant (Mungwi) MU00 Plant (Lusaka) LU00 Storage Location FG00 Purchasing Organization ZM00 Purchasing Group Z00
Employees involved Margret Mwaanga Admin & inventory manager Viera Funjika Finance manager Benjamin Banda Warehouse / factory employee Wyson Nkwazi Production supervisor
Transactions
Display Warehouse Stocks of Material MB52 Post Stock Count Display Physical Inventory Documents for Material
MI10 MI22
Create Stock Transport Order ME21N Issue Goods MIGO Receipt Goods MIGO Display Stock Transport Order ME23N
Document numbers
Differences for Physical Inventory Document Number _______________________ Stock Transport Order Document Number _______________________ Goods Issue Document Number ___________ ___________ Goods Receipt Document Number ___________ ___________
Exam format Sample questions Exam policies & procedures Authors
Gwamaka Mwalemba Karin Reissenauer Anjali Ramburn Lisa Seymour
Version
3.1
MOTIVATION
This document outlines the exam format, sample questions as well as exam policies and procedures. It is each student’s responsibility to ensure that they are familiar with the content of this document and that they comply with all policies and procedures. ESEFA reserves the right to make changes at any time.
PREREQUISITES
ESEFA Terms and Conditions for Students
NOTES
This document has been created for the SAP UA African curriculum.
Exam Guidelines
This document outlines the exam format, sample questions as well as