EXP_0008E22100

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SAP AG 2006

Unit 8 - Overview Diagramm

Preface

Recap Customer CaseBusiness Process and Interface Monitoring

Data Volume ManagementJob Scheduling Management

Data ConsistencyManagement

Introduction to E2E Business Process Integration and Automation Management

Business Process Performance Optimization

Introduction to End-To-End Solution Support

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SAP AG 2006, Customer Case Recap / 1

Storyline

Business Process

Request to change Job Schedule for MRP

Changes to Business Process Monitoring for MRP

run

Detecting Alerts

BPPO for MRP Run

Long Runtime caused by Data Volume

Insufficient Outcome caused by data inconsistencies

Schedule Consistency Checks

Adjust Monitoring concept

Adjust Job Schedule

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Initial Customer Situation – Scenario Business Process “Order to Cash”

CRM - C00

Create Sales Order

SAP ECC - TT5

Create Sales Order

Check Availability

Run MRP

Procurement Process

Manufacturing Process

Create Outbound Delivery

Post Goods Issue

Create Billing Document

Warehouse - TT5


Create Picking Transfer Order

Confirm Picking Transfer Order

Post Goods Issue

SAP ENTERPRISE

PORTAL - EPP

Create Sales Order

Company IDES sells Pumps, Motorcycles, PC’s and light bulb. The company is located in Frankfurt /Germany and has subsidiaries within Europe, Asia, and North- and South America

Business Process “Order to Cash” describes the sales process for pumps:

Orders for pumps can be placed by customers directly via the Company Portal or via the Call Center that uses a non-SAP CRM system and are replicated to the ERP system via BDocs.

The availability of the ordered material is checked on the ERP system. The MRP determines how the material requirement can be satisfied. Materials that are not available can either be procured or manufactured in separate business processes.

Once the material is available the Outbound Delivery is created on the ERP system. During the creation of a delivery, the system establishes whether it is relevant for distribution or not. If it is, a BAPI is called when the delivery is saved. This BAPI starts the creation of an IDoc and via this IDOC sends the delivery to the Warehouse system.

In the Warehouse system the Picking Transfer order is created. Once the material is physically put into the Goods Issue zone the Warehouse Operator confirms the Picking Transfer Order. By this the posting of the goods issue is triggered, calling a BAPI. This BAPI confirms the data, that was created or changed in the WMS (e.g. quantities, packaging, batches, ...) to the ERP system.

When the confirmation is received in the ERP system the goods movement is executed in Inventory Management. Based on this the Goods Issue the billing document is created.

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CRM - C00

Create Sales Order

SAP ECC - TT5

Create Sales Order

Check Availability

Run MRP

Procurement Process



Post Goods Issue


Warehouse - TT5




Post Goods Issue

SAP ENTERPRISE

PORTAL - EPP

Create Sales Order

Technical Details for the Business Process

Job PP_MRP_0001_D runs once per day at 22:00

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Structure of Support Organization

Business Department

Sales

Business Process Champion

IT Department

Business Process Operations Team

Business DepartmentProduction


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CRM - C00

Create Sales Order

SAP ECC - TT5

Create Sales Order

Check Availability

Run MRP

Procurement Process



Post Goods Issue


Warehouse - TT5




Post Goods Issue

SAP ENTERPRISE

PORTAL - EPP

Create Sales Order

Scenario Business Process “Order to Cash” – J ob Scheduling Management

Job PP_MRP_0001_D runs daily

We would like to change the schedule of the MRP from once per day to four times a day.


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Use J ob Request Form for Requesting Change

See job documentation for PP_MRP_0001_DBusiness Relevance

See job documentation for PP_MRP_0001_DError Handling

Mr. MeyerBusiness Contact

......

5:30 and then every 6 hoursScheduling

TT5:800System/Client

PP_MRP_0001_DSubstituting which job

RMMRP000Report

PP_MRP_0001_6HJob name

So next steps to consider: planning, scheduling, monitoring!

Remark: documentation of technical parameters & business information, error-handling procedures, monitoring information

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Planning - Check if new J ob Request fits into existing schedule

HW & time restrictions!! scheduling at 5:30 might be a problem other less important jobs might need a rescheduling

For job distribution over time use BATCH_JOB_ANALYSIS tool

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CRM - C00

Create Sales Order

SAP ECC - TT5

Create Sales Order

Check Availability

Run MRP

Procurement Process



Post Goods Issue


Warehouse - TT5




Post Goods Issue

SAP ENTERPRISE

PORTAL - EPP

Create Sales Order

How does Change in Scheduling influence Monitoring tasks?

Job PP_MRP_0001_6H runs every 6 hours starting at 5:30

The business process should never stand still. If material is available at the time of the order creation and the order is created before 12:00, the material itself should leave the yard at 16:00.


Which business process specific objects have to be monitored to ensure that possibly business critical situations are recognized and solved before the have an impact?

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Incorporate into existing Business Process and Interface Monitoring concept

Step 3 Identify business requirements

Step 4Define monitoring objects, alerts and thresholds

Step 5Define monitoring activities

Step 6Define communication and escalation procedures

Step 7 Assign monitoring activities to responsibles

Error situations should be recognized:

Dumps within MRP Run, Cancellations

MRP run has to start within 30 minutes of scheduled start time and has to be finished within 15 minutes, otherwise resources for other activities are allocated

MRP run cancellation: Red alert

Dumps within MRP: Red alert

MRP Start Delay: 15 minutes for yellow and 30 minutes for red

Maximum Duration: 10 minutes for yellow, 15 minutes for red

Use SAP Solution Manager for automated monitoring

in case of problem check job log for MRP run for problems

Job Status is directly observed in external job scheduling tool

In case of problems contact business department (Mr. Meyer)

If you can’t solve the problem open ticket

Monitoring is supposed to be carried out by Mrs. Hampert in Business Process Operations Team

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Monitoring set up according to Documentation (especially Roadmap and Setup Guides) available in Quicklink /BPM in SAP Service Marketplace

Monitoring functionalities as they are available in ST-A/PI on Satellite system or within ST-SER on SAP Solution Manager

Link to Error Handling procedures and Analysis Tools in Satellite System

Remark: Data Collection specific for each monitoring object, normally not more frequent than every 5 minutes

SAP Solution Manager used for Monitoring MRP Run

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CRM - C00

Create Sales Order

SAP ECC - TT5

Create Sales Order

Check Availability

Run MRP

Procurement Process



Post Goods Issue


Warehouse - TT5




Post Goods Issue

SAP ENTERPRISE

PORTAL - EPP

Create Sales Order

IT Department detects Alert Situation

MRP Run takes 30 minutes each time it runs Red alert

Business Process Operations Team

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Example for Process Flow for Business Process Monitoring

IT Department

Business ProcessOperations

Application Management

Detect Alert Situation

Execute Initial Analysis

Assign Service Desk message to issue

RCA process

Create Service Desk message

Alert for Job Duration

Initial Analysis does not solve the situation

Business Process Performance Optimization is triggered for the MRP run

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MRP run has shown increasing runtime over the last weeks

A performance analysis is considered as an urgent issue as the business process step is considered to be critical as KPIs a given with regards to time restrictions an throughput requirements.

Initial error handling did not solve the problem, detailed root cause analysis is required Business Process Performance Optimization

Business Process Performance Optimization for MRP Run

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Procedure for finding cause of longer runtimes for MRP run

Analysis via transaction ST03N shows that the increasing runtime is mainly caused by an increasing DB time share.

Further analysis via ST03N shows that the amount of sequential reads is constantly growing perhaps a Data Volume problem

An SQL trace analysis (transaction ST05) shows that no significant tuning potential is given, e.g. no identical selects, no unsuitable indexes used

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Data Volume Management triggered by MRP

So in order to improve the runtime of the MRP run the DB table RESB should be analyzed via transaction DB02 (size 20GB).

Can the size be reduced and/or the growth slowed down? So can you avoid, delete, summarize or archive data?

For RESB data avoidance and archiving is possible.

Archiving production orders using archiving object PP_ORDER is especially helpful if table RESB contains many order reservations (field BDART = AR). Archiving these noticeably reduces the data volume in RESB. This also improves the performance of reading order reservations.

A good indicator for deciding whether archiving table RESB would make sense or not is the number of “old” (for example older than three months) reservation entries, for which the final issue indicator (field KZEAR – final issue) has been set. If your system has a large number of these kind of reservations, you should check, whether it would be possible to flag them for deletion and then remove them from table RESB when the production orders are archived.

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Database Size and Growth

No indication for establishing Data Volume Management, but nonetheless DVM can solve the long runtime

Database Size < 500GB

Database Growth < 20GB/month

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Archiving Objects for table RESB

Operative Structures PS_PROJECT

Process OrdersPR_ORDER

Production OrdersPP_ORDER

Service & Maintenance OrdersPM_ORDER

Purchasing DocumentsMM_EKKO

Purchase Requisitions MM_EBAN

Archived Application DataArchiving Object

Can be checked in /nDB15.

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Storyline

Business Process

Request to change Job Schedule for MRP

Changes to Business Process Monitoring for MRP

run

Detecting Alerts

BPPO for MRP Run

Long Runtime caused by Data Volume

Insufficient Outcome caused by data inconsistencies

Schedule Consistency Checks

Adjust Monitoring concept

Adjust Job Schedule

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Stock Difference between IM and WM – Effects for MRP run


Root Cause Analysis: MRP only considers stock in Inventory Management (on ERP system) and not on the warehouse system

Check for inconsistencies between IM and WM via transaction LX23

Business complains that throughput for business process is not good enough Materials are not sent out immediately even though they are physically available on the shelf

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Recognizing Inconsistencies – Possible Causes

Possible Reasons:

Missing Error Handling

Business Process not followed by end users

Implicit COMMITS within customer coding (ignoring SAP LUW principle)

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Solve Inconsistency

1. Execute Error Handling

2. Confirm open transfer orders to should already have been confirmed

3. Use LX23 to correct stock information

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Adjust Monitoring Activities to recognize potentially critical situations proactively

Step 3 Identify business requirements

Step 4Define monitoring objects, alerts and thresholds

Step 5Define monitoring activities

Step 6Define communication and escalation procedures

Step 7 Assign monitoring activities to responsibles

Error situations in interface should be recognized

Open TOs older than 5 days should be recognized

Error status for IDocs of type DESADV, one for yellow, 5 for red

Open TOs older than 5 days: 100 for yellow, 50 for red

Use SAP Solution Manager for automated monitoring

In case of problems contact business department (Mr. Meyer)

If you can’t solve the problem open ticket

Monitoring is supposed to be carried out by Mrs. Hampert in Business Process Operations Team

Include monitoring of open transfer orders and of IDocs between ERP and WHS into the BP+IMon concept

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Schedule data consistency run to detect inconsistencies in the future

For job distribution over time use BATCH_JOB_ANALYSIS tool

HW & time restrictions!! scheduling would fit best at 04:00, at that time no application data is posted

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EXP_0008E22100

Documents

erp system

warehouse system

archiving table resb

nonsap crm system

picking transfer order

goods issue zone

order reservations field

archiving production