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1、Make-to-Stock Production Discrete IndustrySAP Best PracticesPurpose, Benefits, and Key Process StepsPurpose This scenario describes a business process, which is typical for companies with lot-size oriented production. The production scenario produces a finished good and all dependent components in m

2、ake-to-stock production (MTS). Furthermore, the scenario is supported by the main cost object controlling functions required, such as preliminary costing and period-end closing.Benefits Production triggered by a production planSerial number and batch management includedOptional with: quality managem

3、ent, consigned inventory, external processingKey Process StepsCreating Planned Independent RequirementsMaterial Requirements Planning at Plant LevelIn-House Production (subassembly)In-House final assembly (Finished Good)Capacity Leveling Confirming Assembly ActivitiesRequired SAP Applications and Co

4、mpany RolesRequired SAP ApplicationsSAP enhancement package 5 for SAP ERP 6.0Company RolesProduction PlannerManufacturingWarehouse ClerkPlant ControllerBuyerStrategic PlannerDetailed Process DescriptionMake-to-Stock Production Discrete IndustryThis scenario describes a business process, which is typ

5、ical for companies with lot size oriented production. The production scenarios consist of both goods movements (goods issues and receipts) and confirmation of completion of the production order. Furthermore, the scenario is supported by the main cost object controlling functions required, such as pr

6、eliminary costing and period-end closing.The typical planning process starts with sales quantity planning. The previous periods actual sales figures can be used as a basis for future planning. In Sales and Operations Planning, you ensure that production stays in line with sales so that you may creat

7、e the production plan synchronously to sales. The planning data is transferred from Sales and Operations Planning to Demand Management. Demand Management generates independent requirements, which are used in the subsequent Material Requirements Planning (MRP) run. In material requirements planning,

8、the bill of materials (BOM) for the top-level material demand gets exploded and production is planned right down to procured component level. MRP results in planned orders being generated for the material to be produced. If insufficient warehouse stock is available, purchase requisitions are created

9、 for the raw materials required. When the order is created, target costs are calculated for the order lot size (preliminary costing). During the production process, costs incurred are updated on the order, which enables you to keep track of and compare target costs and actual costs at any time.Perio

10、d-end-closing activities are applied to the order. This includes Work In Progress calculation and variance calculation. After this, Work in Progress is settled to financial accounting and production variances are settled to management and financial accounting.Process Flow DiagramMake-to-Stock Produc

11、tion Discrete IndustryManufacturingEventPlant ControllerPeriod End Closing “General” Plant(181)Material Requirements Planning at Plant Level & Evaluation of Stock / Requirement ListBeginning of Planning CyclePurchase RequisitionMRP ListInventory Standard. CostProduction PlannerPeriodic Plan Revision

12、Release Production OrderCapacity LevelingMaterial Staging for Planned OrdersConfirming Assembly Activities/ Final ConfirmationSemi-Finished Goods ReceiptGoods Issue/ Back flushUpdate CapacityGoods Receipt SlipPick ListOrder PrintPlanned OrdersCapacity Leveling O.k.?Material Available?BuyerWare-house

13、 ClerkGoods Receipt SlipProcurement of Stock Material with QM (127)Procurement & Consumption of Cosigned Inventory (139)Strategic PlannerCreating Planned Independent RequirementsConvertPlanned Order to Production OrderInventory Consumption Standard. CostProcurement w/o QM(130)Finished Goods ReceiptM

14、M Subcontracting (138)PP-Subcontracting (External Processing)(150)NoYesNoYesLogistics Planning (144)LegendSymbolDescriptionUsage CommentsTo next / From last Diagram: Leads to the next / previous page of the DiagramFlow chart continues on the next / previous pageHardcopy / Document: Identifies a prin

15、ted document, report, or form Does not correspond to a task step in a document; instead, it is used to reflect a document generated by a task step; this shape does not have any outgoing flow linesFinancial Actuals: Indicates a financial posting document Does not correspond to a task step in a docume

16、nt; instead, it is used to reflect a document generated by a task step; this shape does not have any outgoing flow linesBudget Planning: Indicates a budget planning document Does not correspond to a task step in a document; instead, it is used to reflect a document generated by a task step; this sha

17、pe does not have any outgoing flow linesManual Process: Covers a task that is manually done Does not generally correspond to a task step in a document; instead, it is used to reflect a task that is manually performed, such as unloading a truck in the warehouse, which affects the process flow. Existi

18、ng Version / Data: This block covers data that feeds in from an external process Does not generally correspond to a task step in a document; instead, this shape reflects data coming from an external source; this step does not have any ing flow lines System Pass / Fail Decision: This block covers an

19、automatic decision made by the software Does not generally correspond to a task step in the document; instead it is used to reflect an automatic decision by the system that is made after a step has been executed. External to SAPBusiness Activity / EventUnit ProcessProcess ReferenceSub-Process Refere

20、nceProcess DecisionDiagram ConnectionHardcopy / DocumentFinancial ActualsBudget PlanningManual ProcessExisting Version / DataSystem Pass/Fail DecisionSymbolDescriptionUsage CommentsBand: Identifies a user role, such as Accounts Payable Clerk or Sales Representative. This band can also identify an or

21、ganization unit or group, rather than a specific role.The other process flow symbols in this table go into these rows. You have as many rows as required to cover all of the roles in the scenario.Role band contains tasks common to that role.External Events: Contains events that start or end the scena

22、rio, or influence the course of events in the scenario.Flow line (solid): Line indicates the normal sequence of steps and direction of flow in the scenario.Flow line (dashed): Line indicates flow to infrequently-used or conditional tasks in a scenario. Line can also lead to documents involved in the

23、 process flow.Connects two tasks in a scenario process or a non-step eventBusiness Activity / Event: Identifies an action that either leads into or out of the scenario, or an outside Process that happens during the scenarioDoes not correspond to a task step in the document Unit Process: Identifies a

24、 task that is covered in a step-by-step manner in the scenarioCorresponds to a task step in the document Process Reference: If the scenario references another scenario in total, put the scenario number and name here.Corresponds to a task step in the document Sub-Process Reference: If the scenario re

25、ferences another scenario in part, put the scenario number, name, and the step numbers from that scenario hereCorresponds to a task step in the document Process Decision: Identifies a decision / branching point, signifying a choice to be made by the end user. Lines represent different choices emergi

26、ng from different parts of the diamond. Does not usually correspond to a task step in the document; Reflects a choice to be made after step executionConvertPlanned OrderDependent ReqmtsReservationsWarehouseMaterial ReqmtsPlanningMaterials Requirement Planning - MRPPlanned Ind. RequirementsProduction

27、OrderAlternative Planning Strategies for Finished ProductStrategy Net Requirements Planning (10)Planning with Final Assembly (40) Customer requirements passed on to production NoYesThis means . . . . sales orders do not influence production . sales orders that exceed planned independent requirements

28、 can influence production . the main objective is to ensure smooth production . the most important factor here is the ability to react flexibly to customer demand Planned independent requirements allocated and reduced during sales order processing NoYesPlanned independent requirements reduced at goo

29、ds issue for delivery YesNoWork CenterWork Center: AssemblyRoutingsCostingScheduling& Capacity 1010,-2150,-3160,-Default valuesRoutingsCosting DataSched. DataCapacity DataRouting Work Center / OperationRouting HeaderOperation 10: Final AssemblyMaterial ComponentsWork centerControl keyStandard values

30、Activity typesDescriptionIndividual ConversionIndividual ConversionPlannedordersProductionordersCollective ConversionCollective ConversionPlanned Order ConversionProductionorderPlannedordersSpecify order typeDefine order itemCopy routingLead time schedulingCopy bill of materialOptional changesSave p

31、roduction orderFridayJanuary25 2008TuesdayJuly15 2008Requirements planningManuallyAvailability checkAutomaticallyOptional (Customizing)Production Order CreationOrder proposal (planned order) Order creation Availability checkOrder release and batch determination for components Order settlement Order

32、headerOperationsComponentsCosts2050100Material withdrawal Goods receipt Production Order ProcessingProduction Order Confirmations MaterialGoods movementMaterial documentAccountingdocumentWarehouse OperationMat. comp.Prod. orderCostsUpdate of stock quantitiesUpdate of stock valuesmaterials can be bat

33、ch controlledGoods MovementGoods issue postingMaterialdocumentAcctg.documentGoods IssueUpdating stock quantitiesUpdating stock valuesReducing reservationsCalculating actual costs and up-dating the order Order confirmation.Manual entryProduction Order ConfirmationsProductionorderOperation 0010Operati

34、on 0020Operation 0030Operation . . . .lCosting variantDisplay planned/actual costs lCost elementslCost itemizationlCost component splitPlanned costsPlanned costsMaterial costsCosts for externalprocurementProduction costsMaterial overheadcostsProduction overheadcostsCosts for externalprocessingCost elementsCost elements:PhasesPhaseslGen. operation valueslStandard valueslControl key “costing indicator”ResourcesResourceslFormula key forcostinglCost centerlActivit