Monday, August 18, 2008

More Interview Questions










1) Describe a typical work week.




Interviewers expect a candidate for employment to discuss what they do while they are working in detail. Before you answer, consider the position you are applying for and how your current or past positions relate to it. The more you can connect your past experience with the job opening, the more successful you will be at answering the questions.
It should be obvious that it's not a good idea talk about non-work related activities that you do on company time, but, I've had applicants tell me how they are often late because they have to drive a child to school or like to take a long lunch break to work at the gym.
Keep your answers focused on work and show the interviewer that you're organized ("The first thing I do on Monday morning is check my voicemail and email, then I prioritize my activities for the week.") and efficient.





2) Do you take work home with you?





Do you take work home with you is a tricky question, be ready. The longer the answer, the bigger the hole you've dug.
When I need to, no problem. I realize the importance of meeting deadlines and getting work done on time.





3) How many hours do you normally work?




Be careful before you answer questions about how many hours a week you work. You don't want to be construed as a slacker or as someone who works too many hours. At some companies, the norm is a 40 hour week and everyone goes home on time. At others, everyone might work 50 or 60 hours a week.
However, working a lot of hours isn't necessarily a good thing - it could mean you're not productive enough to get the job done in a reasonable amount of time.
So, unless you're sure about the company culture and expectations, the safest answer is not to mention a certain number of hours. Rather, mention that you work as much as necessary to get the job done.






4) How would you describe the pace at which you work?






When you're asked to describe the pace at which you work, be careful how you respond. This is another question where faster isn't necessarily better. Most employers would rather hire employees who work at a steady pace. Someone who is too slow to get the job done in a reasonable time frame isn't going to be a good hire. Neither is a candidate who works frenetically all day.
Options for answering this question include saying that you work at a steady pace, but usually complete work in advance of the deadline. Discuss your ability to manage projects and get them done on, or ahead, of schedule. If you work at a job where you have set criteria (i.e. number of calls made or responsed to) that measures accomplishments, discuss how you have achieved or exceeded those goals.






5) How do you handle stress and pressure?






A typical interview question, asked to get a sense of how you handle on-the-job stress, is "How do you handle pressure?" Examples of good responses include:
Stress is very important to me. With stress, I do the best possible job. The appropriate way to deal with stress is to make sure I have the correct balance between good stress and bad stress. I need good stress to stay motivated and productive.
I react to situations, rather than to stress. That way, the situation is handled and doesn't become stressful.
I actually work better under pressure and I've found that I enjoy working in a challenging environment.
From a personal perspective, I manage stress by visiting the gym every evening. It's a great stress reducer.
Prioritizing my responsibilities so I have a clear idea of what needs to be done when, has helped me effectively manage pressure on the job.
If the people I am managing are contributing to my stress level, I discuss options for better handling difficult situations with them.
It's a good idea to give examples of how you have handled stress to your interviewer. That way, they get a clear picture how well you can work in stressful situations.










6) What motivates you?










There isn't a right or wrong answer to interview questions about what motivates you. The interviewer is trying to understand the key to your being successful in the job he is interviewing for, and wants to make sure it's a good fit. Consider, in advance of interviewing, what actually does motivate you and come up with some specific examples to share during the interview.
Your response will vary based on your background and experiences, but, you will want to share your enthusiasm and what you like(d) best about your job. Here are some examples:
I was responsible for several projects where I directed development teams and implemented repeatable processes. The teams achieved 100% on-time delivery of software products. I was motivated both by the challenge of finishing the projects ahead of schedule and by managing the teams that achieved our goals.
I've always been motivated by the desire to do a good job at whatever position I'm in. I want to excel and to be successful in my job, both for my own personal satisfaction and for my employer.
I have always wanted to ensure that my company's clients get the best customer service I can provide. I've always felt that it's important, both to me personally, and for the company and the clients, to provide a positive customer experience.





7) What are your salary expectations?






Before you start talking pay (and salary negotiations) with a prospective employer, you need to find out how much the job (and you) are worth. You will need to take the time to research salaries, so, you are prepared to get what you're worth and a job offer that's realistic and reasonable.
Salary NegotiationsOnce you know what you should be earning, how do you go about getting it? Start by being very patient. When interviewing for a new position, do your best not to bring up compensation until the employer makes you an offer. If you're asked what your salary requirements are, say that they are open based upon the position and the overall compensation package. Or tell the employer you'd like to know more about the responsibilities and the challenges of the job prior to discussing salary. Another option is to give the employer a salary range based upon the salary research you've done up front. Once you've received the offer you don't need to accept (or reject) it right away. A simple "I need to think it over" can get you an increase in the original offer.
And if you're ambivalent about the position a "no" can bring you a better offer too. I turned down a position I knew I didn't want, regardless of salary, and received three follow-up phone calls upping the compensation package. Be careful though, if you do definitely need that new job there's a risk that the employer may accept your declining the position and move on to the next candidate.





Negotiating a Raise:










If you are currently employed and want a raise, start by being prepared. Gather your salary survey information, recent performance appraisals that document the job you're doing, and any other relevant information. Be aware of company policy regarding compensation. Some employers are limited by budget constraints and can only give raises at certain times of the year, regardless of the circumstances. Have a clear idea of what you want. Determine the salary range you're looking for and justification for the increase and have both ready to review with your supervisor. Be flexible. Would you consider an extra couple of weeks vacation instead of a raise? I know someone who's regularly taken time-off instead of money and now has six vacation weeks a year... Then, ask your supervisor for a meeting to discuss salary. Present your request, supported by documentation, calmly and rationally. Don't ask for an immediate answer. Your boss is mostly likely going to have to discuss it with Human Resources and/or other company managers.
Despite your best efforts, there may simply not be enough money in the budget to increase your salary or compensation package offer. The company may also not want to create inequities by paying one person more than others in a similar position. In that case, you can at least know you tried. Plus, if this is a job you really think that you're going to love, consider whether the company culture, the benefits, and the job itself are worth it - regardless of the salary.










8) What do you find are the most difficult decisions to make?










There is no right or wrong answer to questions like "What are the most difficult decisions to make?" or "Describe a difficult work situation / project and how you overcame it." These are behavioral interview questions designed to discover how you handled certain situations. The logic behind these type of questions is that how you behaved in the past is a predictor of what you will do in the future.
Give concrete examples of difficult situations that actually happened at work. Then discuss what you did to solve the problem. Keep your answers positive ("Even though it was difficult when Jane Doe quit without notice, we were able to rearrange the department workload to cover the position until a replacement was hired.") and be specific. Itemize what you did and how you did it.
The best way to prepare for questions where you will need to recall events and actions, is to refresh your memory and consider some special situations you have dealt with or projects you have worked on. You can use them to help frame responses. Prepare stories that illustrate times when you have successfully solved a difficult situation.










9) Tell me about yourself.











You walk into the interview room, shake hands with your interviewer and sit down with your best interviewing smile on. Guess what their first question is? "Tell me about yourself."
Do you "wing it" and actually tell all manner of things about yourself? Will you spend the next 5 minutes rambling on about what an easy-going, loyal, dedicated, hard working employee you've been? If this is the case, you stand a good chance of having bored your interviewer to death thus creating a negative first impression.
Because it's such a common interview question, it's strange that more candidates don't spend the time to prepare for exactly how to answer it. Perhaps because the question seems so disarming and informal, we drop our guard and shift into ramble mode. Resist all temptation to do so.
Your interviewer is not looking for a 10-minute dissertation here. Instead, offer a razor sharp sentence or two that sets the stage for further discussion and sets you apart from your competitors.





Your Unique Selling Proposition (USP)
Give them "your synopsis about you" answer, specifically your Unique Selling Proposition. Known as a personal branding or a value-added statement, the USP is a succinct, one-sentence description of who you are, your biggest strength and the major benefit that a company will derive from this strength. Here is an example of a Unique Selling Proposition: "I'm a seasoned Retail Manager strong in developing training programs and loss prevention techniques that have resulted in revenue savings of over $2.3Million for (employer's name) during the past 11 years."
What a difference you've made with this statement. Your interviewer is now sitting forward in her chair giving you her full attention. At this point, you might add the following sentence: "I'd like to discuss how I might be able to do something like that for you." The ball is now back in her court and you have the beginnings of a real discussion and not an interrogation process.




Be Specific
The key is that you must lead with your strongest benefit to the employer. Be specific and don't wander about with some laundry list of skills or talents. Be sure to put a monetary value on your work if at all possible and be ready with details when you're called upon. Give an estimated value to the $$ you've either helped to make or save for your employer.




Be Prepared
When you walk into an interview, remember to always expect the "tell me about yourself" question. Prepare ahead of time by developing your own personal branding statement that clearly tells who you are, your major strength and the clear benefit that your employer received. The advantages of this approach are that you'll quickly gain their attention and interest them in knowing more. You'll separate yourself from your competitors. You'll also have a higher chance of being positively remembered and hired.









10) What has been the greatest disappointment in your life?














Your response to the question "What has been the greatest disappointment in your life?" will help the interviewer determine know how easily you are discouraged.
Best Answer
If possible, tell about a personal disappointment i.e. the early death of a parent, child, or school friend. Believe it or not, it is okay to have not had a "greatest" disappointment.














11)What are your pet peeves?











Your response to the question "What are your pet peeves?" will help the interviewer determine if you would be a good fit with the company culture.
Best Answer
I do not have a pet peeve. If something is bothering me, I step back, analyze "why" and find a good solution. If you asked my teenage daughter she would tell you my pet peeve is the volume on her radio!














12) What do people most often criticize about you?










The interview question "What Do People Most Often Criticize About You?" is asked to find out how sensitive to you are.
There's no on-going criticism. I'm open to personal and professional growth and welcome the opportunity to improve.
If humor is appropriate, this is a good time to use it. Example: I have a teenage daughter - few things I do are okay on her radar screen.














13) When was the last time you were angry? What happened?










When the interviewer asks "When Was The Last Time You Were Angry? What Happened?" he or she wants to know if you lose control. The real meaning of the word "angry", to an interviewer, is loss of control and it's important to know how you handle situations when you're angry.
Best Answer
Anger to me means loss of control. I do not lose control. When I get stressed, I step back, take a deep breath, thoughtfully think through the situation and then begin to formulate a plan of action.














14) If you could relive the last 10 years of your life, what would you do differently?










When asking what you would do if you could relive your life, the interviewer is looking for a flaw in your interview. Always remember, the goal for the first few interviews is to get the next interview. For the interviewer, it is to weed out as many applicants as possible. Here's where a personal answer could work.
Personal Answer - I lost my mother to Alzheimer's. I wish I'd known more about the disease to help me through that difficult time.
Non-personal Answer - Really, nothing. I've learned from each experience I've had.














15) If the people who know you were asked why you should be hired, what would they say?














When the interviewer asks "If the people who know you were asked why you should be hired, what would they say?" he or she wants to know what your perception is of what others think about your qualifications and abilities.
Best Answer
I'm sure if you asked my friends that question they would say you should hire me because I have the skills outlined in the job description and I bring X no of years of expertise to this position. Words they've used to describe me are: hard working, professional, trusted and a team player.








16) Do you prefer to work independently or on a team?














When the interviewer asks "Do you prefer to work independently or on a team?" he or she wants to know if you're a team player or would rather work on your own.
Best Answer would be - I am equally comfortable working as a member of a team and independently. In researching the XYZ company, your mission statement and the job description, I could see similarities to my previous position where there were some assignments that required a great deal of independent work and research and others where the team effort was most effective. As I said, I'm comfortable with both.
In high school, I enjoyed playing soccer and performing with the marching band. Each required a different kind of team play, but the overall goal of learning to be a member of a group was invaluable. I continued to grow as team member while on my sorority's debate team and through my advanced marketing class where we had numerous team assignments. I'm very comfortably working on a team, but I can also work independently, as well.










17) Give some examples of teamwork.














A typical interview question to discover how well you would work with other people is "Give some examples of teamwork."
Companies, for the most part, do not want "Lone-Rangers" - they are looking for employees who will adapt to the company culture and get along with others.
Sample Answers
In high school, I enjoyed playing soccer and performing with the marching band. Each required a different kind of team play, but the overall goal of learning to be a member of a group was invaluable. I continued to grow as team member while on my sorority's debate team and through my advanced marketing class where we had numerous team assignments.
In my last postion, I was part of a software implementation team. We all worked together to plan and manage the implementation schedule, to provide customer training, and ensure a smooth transition for our customers. Our team always completed our projects ahead of schedule with very positive reviews from our clients.














18) What type of work environment do you prefer?











I can be flexible when it comes to my work environment. What is the environment in the Engineering department here at RRS, Inc? (Once they've described the work environment, include key phrases they've used when you describe your preferred work environment).














19) How do you evaluate success?











I evaluate success in different ways. At work, it is meeting the goals set by my supervisors and my fellow workers. It is my understanding, from talking to other employees, that the GGR company is recognized for not only rewarding success, but giving employees opportunity to grow as well. After work, I enjoy playing softball, so success on the field is catching the winning pop-up.








20) If you know your boss is 100% wrong about something how would you handle it?














The question "If you know your boss is 100% wrong about something, how would you handle this?" is asked to find out how you deal with a difficult situation.
Best Answers
An answer that works well is: "It depends on the situation and the personality of the supervisor." To elaborate, give examples:
My present supervisor does not like to have his authority questioned. He's fairly new on the job and almost all of the people he supervises have been on the job longer than he has. He's never bothered to learn the procedures, how things are done or how the computer system works. But if any of us tell him that how he wants something done won't work, he gets extremely angry. So, I never tell him he's wrong. Never. Whatever he tells me to do, I smile and say "okay." Then if I know a way to get it done that will work, I do it that way, give him the results he wants and never tell him I didn't do it the way he told me to. He got the results and is happy. I saved myself the stress of being yelled at and gave him what he wanted, so I'm happy.
My prior superviser was more easy-going and if I told her "you know, I think it might work better if I do what you asked in such and such a way," she say "okay, try it."
If I were a new hire on a job, I would probably not question a supervisor because I might think I didn't know enough. Except on the new job I'm going to. The director has admitted that she's new on the job and there are alot of things that a secretary does that she doesn't know how to do, so she will be depending on me to know how to keep the office running.








21) Describe a difficult work situation / project and how you overcame it.














There is no right or wrong answer to questions like "What are the most difficult decisions to make?" or "Describe a difficult work situation / project and how you overcame it." These are behavioral interview questions designed to discover how you handled certain situations. The logic behind these type of questions is that how you behaved in the past is a predictor of what you will do in the future.
Give concrete examples of difficult situations that actually happened at work. Then discuss what you did to solve the problem. Keep your answers positive ("Even though it was difficult when Jane Doe quit without notice, we were able to rearrange the department workload to cover the position until a replacement was hired.") and be specific. Itemize what you did and how you did it.
The best way to prepare for questions where you will need to recall events and actions, is to refresh your memory and consider some special situations you have dealt with or projects you have worked on. You can use them to help frame responses. Prepare stories that illustrate times when you have successfully solved a difficult situation.








22) Describe a time when your workload was heavy and how you handled it.














While at the HKL plant, we were faced with a sudden order increase for the j-ball bearing. It was for a new customer. I immediately sat down with the production supervisor, our materials/supply manager, and the union steward. We were able to lay out a workable plan that maximized hourly costs, guaranteed materials were available and, with only a slight adjustment, meet the production deadline. While it was challenging and involved long hours, the pay-off was a signed contract with a new customer.
When I was working on a software implementation team at ABC Company, we took over another company and had to transition many clients to a new product in a short amount of time. It took a lot of planning, time, hard work, and effort, but we were able to complete the project in a timely manner.








23) Tell me about a time that you worked conveying technical information to a nontechnical audience.














The Interviewer wants to know how you relate to people outside your area of expertise.While I worked for Mr. Smith in the accounting department, I was selected to explain the financial section of the employee's paycheck to all new hires. After my first two sessions, I realized I needed to reframe my information so the new hires would have an accurate understanding of the impact of their decisions as it related to their pay. I worked with colleagues in human resources and marketing, and developed a training outline that was implemented at the other locations throughout the company.










24) Tell me about a time that you worked with data, interpreting data, and presenting data.














If you are in a non-technical profession, this question is designed to see if you are comfortable with information not directly related to your position.While at the GHI corporation, one of my job assignments was to work with the IT department to prepare the annual meeting brochure complete with financial data, graphs and related SEC requirements. I became proficient at designing graphs that gave an accurate picture of the financial data, as well as editing the legal information into a more readable format.










25) Why do you think you will be successful at this job?














The interviewer is concerned as to whether you see this as a career move, or stop-gap employment. As my resume reflects, I have been successful at each of my previous places of employment. My research of your company, the job description outlined, and the information we've exchanged today, lead me to believe I have the skills and experience for which you are looking; and I'm eager to be a contributing employee.










26) Tell me about a time that you participated in a team, what was your role?














Companies, for the most part, do not want "Lone-Rangers" - - they are looking for employees who will adapt to the company culture and get along with others. In high school, I enjoyed playing soccer and performing with the marching band. Each required a different kind of team play, but the overall goal of learning to be a member of a group was invaluable. I continued to grow as team member while on my sorority's debate team and through my advanced marketing class where we had numerous team assignments.








IMP TIP : When the questions are "personal", about you, it can be a very slippery slope. The answers below are guidelines so you can write out your answers long before you go to the interview. Then, when the question is asked, you can take the few seconds (expected by the interviewer) to think about the question and how you will frame your answer (which you already know).











27) What would you do differently if you could start your working life over?














The interviewer is looking for a detour that continues to be a professional block in your career.Looking back over my career, I would have returned to school much earlier to complete my Masters degree. Even though I got my degree later than I had originally anticipated, I never lost sight of the goal.










28) How do you balance life and work?














The interviewer wonders if you've made arrangements for the days when your child is too sick to go to school and/or daycare or if you're "out of there" as soon as it's quitting time.




Best Answer: Being organized helps me balance my professional life and personal life. Consequently, I can be fully engaged while I'm at work. For those unexpected times, I have a good back-up system of child care for my children.










29) What is your preferred way to communicate?














This is a good opportunity to show you understand the importance of adjusting your preferences when necessary. At home, I enjoy talking on the phone and emails. At work, I follow the established pattern. Each of my bosses, in the past, has had a preferred method I've followed their lead.










30) Do you check voicemail and email when on vacation?














The interviewer is wondering whether they will always be able to find you.




Best Answer: While on vacation, I can be reached for emergencies; however, I also know the people with whom I work are very capable of making good decisions while I'm away. I understand the importance of recharging my battery.










31) What is your favorite book? How about your favorite movie?














The interviewer wants to know whether you read to stay current and if you will you fit into the company culture.Best Answer (include your personal favorites): I read many different kinds of books. My current "favorite" book is The World is Flat by Thomas Friedman. My favorite movie? Miracle on Ice.










32) What historical figure do you admire and why?














The interviewer wants to know whether you are well read and what characteristics you admire.Best Answer (include historical figures you personally admire): Personally, I most admire Abigail Adams, John Adam's wife; professionally I admired the leadership style of Ronald Reagan.










33) What did you do during this six month gap in employment?














Everyone, at some point, will probably have a gap in employment. Do not "waste it".Best Answer: For the first month, I worked on my "to do list" at home and accomplished a great deal. Then I began building a plan to reenter the workplace. While it took a little longer than I'd anticipated, I've learned a great deal about myself, am rested and looking forward to new challenges in the workplace.










34) What led you to this point in your life?














The interviewer wants to know if you are unhappy, frustrated, or lost?My "road of life" has been interesting, sometimes challenging and always rewarding. The steps along the way that have led to this point in my life are, in some ways, very different than I had imagined; however, I like who I am today in part because of my past. An example is when the second company on my resume suddenly closed their doors during a down-turn in the economy. For a very brief time, the road ahead was unknown; however, I discovered I had previously untapped strengths such as perseverance.












35) What interests you about this job?












When you're asked what interests you about the position you are interviewing for, the best way to respond is to describe the qualifications listed in the job posting, then connect them to your skills and experience. That way, the employer will see that you know about the job you're interviewing for (not everyone does) and that you have the qualifications necessary to do the job.
For example, if you were interviewing for a Human Resources Manager job where you would be responsible for recruiting, orientation, and training, you will want to discuss how you were responsible for these functions in your past positions, and why you are interested in continuing to develop your expertise in Human Resources management.
Another example would be if you were interviewing for a Programmer / Analyst position. In that case, you would mention your interest in learning and excelling at new technologies, your experience in programming both new applications, and your interest in and your ability to problem solve.
In all cases, you will want to convey your enthusiasm for the opportunity to interview, along with your solid ability to do the job.






















36) Why do you want this job?
























This is not only a fine opportunity, but this company is a place where my qualifications can make a difference. As a finance executive well versed in the new stock options law, I see this position as made to order. It contains the challenge to keep me on my toes. That's the kind of job I like to anticipate every morning.
I want this job because it seems tailored to my competencies, which include sales and marketing. As I said earlier, in a previous position I created an annual growth rate of 22 percent in a flat industry. Additionally, the team I would work with looks terrific.
I well understand that this is a company on the way up. Your Web site says the launch of several new products is imminent. I want be a part of this business as it grows.
Having worked through a college business major building decks and porches for neighbors, this entry-level job for the area's most respected home builder has my name on it.
As a dedicated technician, I like doing essential research. Being part of a breakthrough team is an experience I'd love to repeat.
This job is a good fit for what I've been interested in throughout my career. It offers a nice mix of short- and long-term activities. My short-term achievements keep me cranked up and the long-term accomplishments make me feel like a billion bucks.
I want this job selling theater tickets because I'd be good at it. I'm good at speaking to people and handling cash. I would like a job with regular hours and I'm always on time.
Although some companies are replacing Americans with imported low-wage workers, you are standing tall. This company's successful strategies, good reputation and values make it heads and shoulders above its competition.
I'd fit right in as a counter clerk in your fine drycleaners. I have observed that the counter clerk position requires competence at handling several activities in quick order -- customer service, payments, bagging and phones. I like multitasking and, as a homemaker, I have a lot of practice in keeping all the balls in the air.
The work I find most stimulating allows me to use both my creative and research skills. The buzz on this company is that it rewards people who deliver solutions to substantial problems.







37) What applicable attributes / experience do you have?












When you are asked questions related to the experience that qualifies you for the job, it's important to be very specific about your skills and experience.
The best way to respond is to describe your responsiblilities in detail and to connect them to the job you are interviewing for. Tie your responsibilities in with those listed in the job description for the new position. That way, the employer will see that you have the qualifications necessary to do the job. Focus most on your responsibilities that are directly related to the new job's requirements.
It's also important to be honest and accurate. Don't embellish your job, because you don't know who the hiring manager will be checking with when they check your references.










38) Are you overqualified for this job? -
















Overqualified? Some would say that I'm not overqualified but fully qualified. With due respect, could you explain the problem with someone doing the job better than expected?
Fortunately, I've lived enough years to have developed the judgment that allows me to focus on the future. Before we speak of past years, past titles and past salaries, can we look at my strengths and abilities and how I've stayed on the cutting edge of my career field, including its technology?
I hope you're not concerned that hiring someone with my solid experience and competencies would look like age bias if once on the job you decided you'd made a mistake and I had to go. Can I present a creative idea? Why don't I work on a trial basis for a month -- no strings -- which would give you a chance to view me up close? This immediately solves your staffing problem at no risk to you. I can hit the floor running and require less supervision than a less experienced worker. When can I start?
I was proud to be a charge nurse but I really like getting back to working with patients.
I'm flattered that you think I'm headhunter bait and will leap to another job when an offer appears. Not really. This job is so attractive to me that I'm willing to sign a contract committing to stay for a minimum of 12 months. There's no obligation on your part. How else can I convince you that I'm the best person for this position?
I'm here because this is a company on the move and I want to move up with you. With more than the minimal experience to just skim by, I offer immediate returns on your investment. Don't you want a winner with the skill sets and attitudes to do just that?
My family's grown. And I am no longer concerned with title and salary -- I like to keep busy. A reference check will show I do my work on time, and do it well as a team member. I'm sure we can agree on a salary that fits your budget. When can we make my time your time?
Downsizings have left generational memory gaps in the workforce and knowledge doesn't always get passed on to the people coming up. I could be an anchor or mentor -- calm, stable, reliable and providing day-to-day continuity to the younger team. For my last employer, I provided the history of a failed product launch to a new marketing manager, who then avoided making the same mistakes.
As you note, I've worked at a higher level but this position is exactly what I'm looking for. You offer opportunity to achieve the magic word: balance. I'm scouting for something challenging but a little less intense so I can spend more time with my family.
Salary is not my top priority. Not that I have a trust fund but I will work for less money, will take direction from managers of any age, will continue to stay current on technology and will not leave you in the lurch if Hollywood calls to make me a star. And I don't insist that it's my way or the highway.










39) What can you do for this company?















A typical interview question to discover what assets you have that are specific to the company's goals is "What can you do for this company?"
First of all, be sure to have researched the company prior to the interview, so you are familiar with the company's mission. Respond by giving examples why your education, skills, accomplishments, and experience will make you an asset for the employer.
Take a few moments to compare your goals with objectives of the company and the position, as well as mentioning what you have accomplished in your other jobs. Be positive and reiterate your interest in the company, as well as the job.













40) Why should we hire you?












A typical interview question, asked to get your opinion, or to validate the interviewer's opinion, on why you would be the best candidate for the position, is "Why should we hire you?"
The best way to respond is to give concrete examples of why your skills and accomplishments make you the best candidate for the job. Take a few moments to compare the job description with your abilities, as well as mentioning what you have accomplished in your other positions. Be positive and reiterate your interest in the company and the position.






41) Why are you the best person for the job?





A typical interview question, asked to get your opinion, or to validate the interviewer's opinion, on why you would be the best candidate for the position, is "Why should we hire you?"
The best way to respond is to give concrete examples of why your skills and accomplishments make you the best candidate for the job. Take a few moments to compare the job description with your abilities, as well as mentioning what you have accomplished in your other positions. Be positive and reiterate your interest in the company and the position




42) What do you know about this company? - Best Answers






Why do you want to work here? - Best Answers
What challenges are you looking for in a position? - Best Answers
What can you contribute to this company? - Best Answers
Are you willing to travel? - Best Answers
Is there anything I haven't told you about the job or company that you would like to know? - Best Answers
Interview Questions: The Future

Thursday, March 20, 2008

Pricing Procedure Configuration

In SD, the steps to configure Pricing procedure are as under:
Step 1:
Condition table: If existing condition table meets the requirement, we need not create a new condition table. Considering the requirement for new condition table, the configuration will be done in SPRO as follows: IMG --> Sales & Distribution --> Basic Function --> Pricing Control --> Condition Table (select the required fields combination, which will store condition record).
Step 2:
Access Sequence: If existing access sequence meets the requirement, we need not create a new access sequence. Considering the requirement for new sequence, the configuration will be done in SPRO as follows: IMG --> Sales & Distribution --> Basic Function --> Pricing Control --> Access Sequence (Access sequence is made up of Accesses (Tables) & the order of priority in which it is to be accessed. Here we assign the condition table to access sequence.
Step 3:
Condition Type: If existing condition type meets the requirement, we need not create a new condition type. Considering the requirement for new condition type, the configuration will be done in SPRO as follows: IMG --> Sales & Distribution --> Basic Function --> Pricing Control --> Condition Type. It is always recommended to copy an existing similar condition type & make the necessary changes. Here we assign Access sequence to Condition type.
Step 4:
a. Pricing Procedure: It is recommended to copy a similar pricing procedure & make the necessary changes in new pricing procedure. Pricing Procedure is a set of condition type & arranged in the sequence in which it has to perform the calculation. Considering the requirement for new Pricing Procedure, the configuration will be done in SPRO as follows: IMG --> Sales & Distribution --> Basic Function --> Pricing Control --> Pricing Procedure --> Maintain Pricing Procedure.
b. Pricing Procedure: After maintaining the pricing procedure the next step will be determination of pricing procedure. Configuration for determining pricing procedure in SPRO is as follows: IMG --> Sales & Distribution --> Basic Function --> Pricing Control --> Pricing Procedure --> Determine Pricing Procedure.
Step 5: Condition record: Condition record is a master data, which is required to be maintained by Core team / person responsible from the client. During new implementation, the condition records can be uploaded using tools like SCAT, LSMW, etc.

SAP SD resume

As an SAP SD Consultant, you need to include the following in your SAP SD Resume. (SAP Sales & Distribution)

1. Organizational Structures (+)
• Organizational Units and
• Organizational Structures in Sales, Shipping and Billing

2. Master Data (+)
• Customer Master
• Material Master
• Field Control for Customer and Material Master
• Customer-Material Info Record

3. Sales (+++)
• Sales Document Processing - Basics
• Sales Document Types
• Item Categories and Schedule Line Categories
• Copy Control
• Partner Control
• Availability Check - Basics
• Outline Agreements
• Special Business Transactions
• Incompleteness Control
• Free Goods and Free-of-Charge Items
• Material Determination, Listing and Exclusion
• Reporting - Basics

4. Shipping (++)
• Delivery Processing - Basics
• Delivery Types and Item Categories
• Picking, Packaging and Goods Issue
• Scheduling
• Routing and Route Determination

5. Pricing (++)
• Pricing Processing - Basics
• Condition Technique
• Condition Records
• Bonus Processing

6. Billing (++)
• Billing - Basics
• Billing Types
• Complaint Documents
• Billing Plan
• Account Determination
• Interface SD/FI
7. Cross-Application Customizing in SD (+)
• Text Processing
• Output Control
• Interface Personalization
8. Solution Manager (+)
• Solution Manager Overview
9. Experience from Implementation (Case Study or Project)* (+)
• Construction of Business Structures (Organizational Units in mySAP.com)
• Integration and Dependencies

SAP FI Resume

There are many things that make an SAP Resume stand out. When you are doing up your resume, you need to indicate the following to let the hiring manager take notice of your resume. If you are a certified SAP Consultant, it is important that you include the SAP logo on your resume or cv. If you don't indicate the SAP logo on your resume, you're losing out big time.

There are a number of things that HR Executive or Hiring Manager looks out in your SAP Resume. You need to indicate the following:

* How many years experience you have on SAP
* Which modules of SAP have you worked on
* Have you been working as a SAP Consultant doing configurations and implementation, or taking on the role of SAP support.
* Are you a SAP Certified Consultant?
* Are you a SAP Consultant, SAP Technical Consultant or an SAP Techno-Functional Consultant?
* Are you a SAP Implementer, SAP Team Lead, SAP Project Manager doing SAP Project Implementations?
* How many SAP project life cycles have you completed. Are they full SAP implementation cycles or just partial SAP modules.
* Have you implemented SAP Rollouts for the region. SAP Rollout means implementing similar SAP modules & configurations for other countries.
* What are the projects that you were involved in?
* For each individual project, indicate the number of SAP Consultants involved and your role in the SAP project
* Where was the project delivered
* Which SAP modules are you trained and certified in
* Which SAP modules are you competent in
* Which version of SAP, is it SAP 3xx, SAP 4.0, SAP 4.1, SAP 4.6A, SAP 4.6B, SAP 4.6C, SAP 4.70, mySAP CRM, mySAP ERP, mySAP FIN ...etc
* SAP modules involved in each project. E.g SAP MM, SAP SD, SAP FICO with SAP ABAP, SAP Basis, SAP BW.
* Most SAP projects are implemented by SAP Consulting firms, therefore it is also important to indicate which company were you working with. (E.g. I was working as a SAP HR Consultant and was tasked to do implementaion for Unilever for their SAP Rollout).

SAP FI Resume
Other SAP Resumes


SAP Resumes

* SAP FI Resume | SAP FI Resumes
* SAP CO Resume | SAP CO Resumes
* SAP FICO Resume | SAP FICO Resumes
* SAP SD Resume | SAP SD Resumes
* SAP MM Resume | SAP MM Resumes
* SAP HR Resume | SAP HR Resumes
* SAP PP Resume | SAP PP Resumes
* SAP APO Resume | SAP APO Resumes
* SAP ABAP Resume | SAP ABAP Resumes
* SAP Basis Resume | SAP Basis Resumes
* SAP BW Resume | SAP BW Resumes
* SAP PM Resume | SAP PM Resumes
* SAP WM Resume | SAP WM Resumes
* SAP Project System Resume | SAP Project System Resumes
* SAP Life Cycle Asset Management Resume | SAP Life Cycle Asset Management Resumes
* mySAP SRM Resume | mySAP SRM Resumes
* mySAP ERP Financials Resume | mySAP ERP Financials Resumes
* SAP Mendocino Resume | SAP Mendocino Resumes



Complete SAP Modules:

SAP Basis

* Remote Function Calls (RFC)
* Common Program Interface Communications (CPI-C)
* Electronic Data Interchange (EDI)
* Object Linking and Embedding (OLE)
* Application Link Enabling (ALE)
* Customising (BC-CUS)
* Client Server Technology (BC - CST)
* Network Integration (BC - NET)
* ABAP Programming and Runtime Environment (BC - ABA)
* Basis Services/ Communication Interfaces (BC - SRV)
* Computing Center Management System (BC - CCM)
* Upgrade General (BC - UPG)
* Change and Transport System (BC - CTS)
* Operating System Platform(BC - OP)
* Database Interface, database platforms (BC - DB)
* Front End Services (BC - FES)
* ABAP Workbench (BC - DWB)
* Documentation and Translation Tools (BC - DOC)
* Security (BC - SEC)
* Controls and Control Framework (BC - CI)
* Business Management (BC - BMT)
* Middleware (BC - MID)
* Computer Aided Test Tool (BC - CAT)
* Ready to Run R/3 (BC - BRR)
* Authorisations System Monitoring with CCMS Workload Alert Monitor

SAP Hardware

* AS400
* AT&T
* Bull
* Compaq Digital
* HP
* IBM
* Sequent
* SNI
* Sun

SAP Database

* Adabas D
* DB2 for AIX
* DB2/400
* Informix
* MS SQL
* My SQL
* Oracle
* Sybase

Operating System

* AIX
* HP UX
* MS Windows NT OS/400
* Sinux
* Solaris
* Unix

ABAP/4 Programming

* SAP Script
* Business Workflow (BC - WF)
* ALE
* EDI
* Business Connector
* Business Server Pages
* Internet Application Server
* Mercator Report Painter
* Dialog Programming
* Repository Information System
* Menu Painter
* ABAP 00
* IDOCS
* LSMW
* Smartforms
* EBP
* ASAP methodology
* ALV reporting
* Report writer
* ABAP Query
* Data Dictionary
* Screen Painter

SAP FI (Financial Accounting)

* Accounts Payable (FI- AP)
* Accounts Receivable (FI - AR)
* Asset Accounting (FI - AA)
* General Ledger Accounting (FI - GL)
* Special Ledger (FI - SL)
* Funds Management (FI - FM)
* Travel Management (FI-TM)

SAP TR (Treasury)

* Cash Management (TR - CM)
* Treasury Management (TR - TM)
* Loans Management (TR - LM)
* Funds Management (TR - FM)
* Market Risk Management (TR - MRM)
* Information System

SAP CO (Controlling)

* Cost Centre Accounting (CO - CCA)
* Overhead Cost Controlling (CO - OM)
* Activity Based Coding (CO - ABC)
* Product Cost Controlling (CO - PC)
* Profitability Analysis (CO - PA)
* Material Ledger (CO - ML)

SAP EC (Enterprise Controlling)

* Consolidation (EC - CS)
* Profit Center Accounting (EC - PCA)
* Executive Information System (EC-EIS)
* Business Planning and Budgeting

SAP IM (Investment Management)

* Investment Programmes
* Investment Measures (orders/products)
* Appropriation Requests
* Corporation Wide Budgeting
* Depreciation Forecast
* Automatic Settlement of Fixed Assets
* Information System

SAP HR (Human Resource)

* Personnel Administration
* Benefits Administration
* Compensation Management
* Recruitment
* Travel Management
* Personnel Development
* Organisational Management
* Training and Events Management
* Personnel Planning
* Time Management
* Incentive
* Wages
* Workflow
* Internet Scenarios
* Payroll
* Information System

SAP SMB

* SAP SMB

SAP BW

* Data Warehousing
* BI Platform
* BI Suite - Business Explorer
* Development Technologies
* ODS Structures
* Info Cube
* Design Build

SAP IS (Industry Solutions) / SAP for Industries

* Aerospace & Defence
* Retail
* Consumer Products
* Defence & Security
* Insurance
* Industrial Machinery & Components
* Logistics Service Providers
* Mill Products
* Higher Education & Research
* Automotive
* Banking
* Telecoms
* Chemicals
* Pharmaceuticals
* Life Sciences
* Mining
* Media
* Public Sector
* Service Provider
* Utilities
* Healthcare
* Oil & Gas
* Postal Services

SAP SD (Sales and Distribution)

* Master Data
* Sales
* Special Business Transactions
* Shipping
* Billing
* Credit Control
* Sales Support
* QM in SD
* Internet
* Transportation
* Foreign Trade
* Sales Information System
* Electronic Data Interchange

SAP Logistics Information System

* Sales Information System
* Purchasing Information System
* Inventory Controlling
* Production Planning and Control Information System
* Plant Maintenance Information System
* Project Information System
* Retail Information System

SAP QM - Quality Management

* Planning
* Inspections
* Control
* Notifications
* Certificates
* Test Equipment Management
* QM-IS

SAP MM (Materials Management)

* Logistics (General)
* Logistics Information System
* Purchasing
* Inventory Management
* Invoice Verification
* Inventory / Valuations
* Materials Planning
* Workflow
* External Services Management
* QM in MM
* Warehouse Management

SAP PM (Plant Maintenance)

* Preventative Maintenance
* Service Management
* Maintenance Order Management
* Maintenance Projects
* Equipment and Technical Objects
* Structuring Technical Systems
* Maintenance Planning
* PM Processing
* Work Clearance Management
* Internet Scenarios
* Customising
* Information System

SAP CS (Customer Service)

* Service Processing
* Service Contracts
* Controlling
* Workflow in Customer Service

SAP PP (Production Planning)

* Make to Order (CR)
* Make to Order (PIR)
* Repetitive Manufacturing
* PP for Process Industries (PP - PI)
* PP - Processes
* Sales and Operations Planning
* Master Planning
* Capacity requirements
* KANBAN
* Production Orders
* Product Cost Planning
* Assembly Orders
* Plant Data Collection
* Information System

SAP CA (Cross Application Components)

* Application Link Enabling (ALE)
* SAP Business Workflow

SAP PS (Project Systems)

* Basic Data
* Operational Structures
* Project Planning
* Approval
* Project Execution and Integration
* Information System
* Work Breakdown Structure

mySAP SRM (Supplier Relationship Management)

* Self Service Procurement
* Service Procurement
* Plan Driven Procurement
* Spend Analysis
* Strategic Sourcing
* Catalogue Content Management

mySAP SEM

* Business Consolidation (SEM-BCS)
* Business Information Collection (SEM-BIC)
* Business Planning and Simulation (BW-BPS)
* Corporate Performance Monitor (SEM-CPM)
* Stakeholder Relationship Management (SEM-SRM)

mySAP CRM (Customer Relationship Management)

* CRM Enterprise
* Field Applications
* E-Commerce
* Interaction Center
* Channel Management
* Industry Specific CRM

mySAP Product Life Cycle Management

* Document Management
* Enterprise Content Management
* Engineering Change Management
* Classification
* Basic Data for Process Manufacturing

SAP SCM (SAP Supply Chain Management)

* SCM Process and Business Scenarios
* SAP Advance Planning and Optimization (SAP - APO)
* SAP Forecasting and Replenishment
* SAP Inventory Collaboration Hub (SAP - OCH)
* SAP Event Management (SAP - EM)
* SCM Basis

SAP Netweaver

* SAP Masterdata Management
* Portal Content
* Information Integration
* Process Integration
* Life Cycle Management
* Knowledge Management
* SAP Visual Composer
* SAP Business Intelligence
* People Integration
* Application Platform
* Security
* SAP Web Application Server
* SAP Business Information Warehouse
* SAP Enterprise Portal
* SAP Solution Manager
* SAP Mobile Engine

Interview tips

Important Tips for Interview for SAP SD

Let me share some important tips for interview for SAP SD:

1. Please be through with the projects you have mentioned in your resume.
2. Remember all the versions you have worked upon.
3. If your projects are in Indian scenario be thorough with CIN/Excise VAT and pricing procedure.
4 For offshore client specially in Europe and NASA prepare yourself for Warehouse/Lean warehouse
5. Third party billing / Intercompany / Make to order are important topics.
6. Cost booking that is accounting enteries after PGI and Billing should be known to you.
7. Mug up all the determinations.
8. Remember your last ticket.
9. Have general awareness about ALE/EDI/IDOC, as this provides added advantage. (not very tough)
10. Please be through with your basics, the process, the pricing and the master data.
11. People who are thorough with route, transportation, shipping always have an added advantage.

The MOST IMPORTANT THING:

Do not try to fool your interviewer, say exactly and only what is asked do not show your excitement and do not speak too much if you know the topic too well, and say a straight NO if you have not worked on something, or don't know about something, pls pls pls don't not go for flukes otherwise you will end up in soup.

What I understand is most of the companies especially in the US are looking for a candidates with
1) good communication skills (SAP is all about interacting with the client, users and team)
2) good business knowledge
3) are you able to convince the client

That comes in next round when you are interviewed to be deputed for any US/Europe project, in this round take care of the
following:
1. Speak slow, I mean normal, because usually Indians speak english too fast.
2. Listen to them carefully, if you are not able to understand their question request them to repeat it, rather than assuming it to be something else and giving a wrong reply.
3. Again I should repeat prepare yourself for warehouse, I mean even general knowledge will help.
4. Say a straight no when you don't know or have not worked on the topic.
5. Always be strong on SD MM FI integrations

What the job responsibilites would be for the Support Consultant? If the Consultant is working in Offshore Support, How the business interaction would be there between the Consultant and Customer? How the Customer Queries were handled successfully sitting from his location.

Job responsibility of a Support consultants is to handle routine tickets, which can be incident (routine problems), change tickets (need configuration change, therefore a change request), normally a support consultant can only advice a change but can't do it , because there is always a change advisory board on client end to evaluate and implement the adviced change.

Business intercation between users and customer can be through mail box utilities, outlook, even telecons and some companies also allow chat.

Usually the customer provides with the number of the document and client/company code and other necessary info. about the process which is facing problem, the consultant tracks the project by logging in to development server and search out for causes, the solution is then sent to user, maybe with snapshot if required.

For those people who asks for for tickets:
1. Tickets are normally raised by end user and carry a priority.
2. Those who are asking SAP gurus to tell them about tickets, pls note that most of the problems except for the basic questions discussed in this group are the tickets themselves, tickets are nothing but the routine incidents the SAP consultants get, if you regularly read the mails in the group you will soon start recognizing tickets.

And the most important thing "Believe in yourself and God, as there is always somebody there to help you".

Tips by : Nitin

What is the team size? Duration of the project.

Hardly the team of the sd will be 4 to 5 and entire team of the project will be around 20-24 (all modules like fi/co, sd, mm, pp, hr, qm, pm). If its big project, it will be around 40. Team size means the employees who you are working on sap r/3 implementation.

For the project completion it will take around 8-10 months to get into golive. After that, post implementation for 3 months. After that supporting it depends as project time line for every company is different.

Data Migration

Migration Locate the document in its SAP Library structure

Purpose

This component provides the initial transfer of master data and transaction data (migration) from your old system to the Utilities Industry (IS-U) component. An open interface is used for migration. Migration is oriented toward IS-U, which means that the data model of the old system is not needed.

In order to ensure the consistency of data after transfer, data is grouped into migration objects according to business management aspects, and transferred to IS-U. The service function modules of the IS-U business objects enable the object-oriented transfer of data. The modules work with the direct input procedure, therefore avoiding the performance disadvantages of the batch input procedure.

Structures are allocated to a migration object. The structure of migration objects is prescribed in IS-U. Since the structures are in the data dictionary, customer enhancements can be taken into account.

You need your own program for extracting data from the old system, since the data model of your old system is not known in IS-U. The program does not have to prepare the data according to the IS-U data model. It only has to provide the data with the correct parameter types (for example, INT length 10). You determine the structure of the data records in the migration workbench. SAP will provide programs for extracting data from RIVA.

Implementation considerations

This component is optional. You need it if you want to efficiently transfer data from your old system to IS-U using the direct input procedure. Alternatively, you can also use a batch input procedure.

Integration

You use this component to transfer data for all of the IS-U components you selected.

Features

The following functions support migration:

* Test functions

Migration is first tested on the basis of a small number of data records. To do this, you create new data records, which means that you do not need data from your old system. If the test data is not successfully transferred to the database, you can change the faulty data records and start a new test. If the data is transferred without error, you can develop the program for extracting data from your old system.

* Documentation

The structure of migration objects is extensively documented and can also be displayed as a list. You can print the list and documentation, and transfer them to other programs such as Excel.

In addition to the normal field documentation, there is migration-specific documentation on the fields within migration objects. This provides information for example, on which fields must be supplied with data and which ones are optional.

* Status information

You can receive information on the migration status and find out, for example, which data has already been successfully transferred.

Imp Websites

http://www.geekinterview.com/Interview-Questions/SAP-R-3/sd

http://www.sap-img.com/sap-sd/sap-sd-interview-questions.htm

http://help.sap.com/search/sap_trex.jsp

http://www.saptechies.com/category/sales-and-distribution/page/2/

http://jobsearch.about.com/od/interviewquestionsanswers/a/interviewquest.htm

http://www.search.computerjobs.com/job_results.aspx

http://www.futurestep.com/Library/Process.asp?P=Opportunities&KeywordText=sap%20sd&ckx=0

http://help.sap.com/saphelp_erp2005/helpdata/en/43/68805bb88f297ee10000000a422035/frameset.htm

http://solutionbrowser.erp.sap.fmpmedia.com/

http://en.wikipedia.org/wiki/List_of_SAP_products#Platforms_and_frameworks

http://www.marketingteacher.com/Lessonstore.htm#marketing_strategy

Six Common Job-Interview Questions

One of the easiest ways to build confidence before a job interview is to prepare answers to questions you might be asked. Whether you're applying for a position as a web programmer, accountant, or legal secretary, interviewers often use some general questions to assess candidates, so you'll increase your chances for success if you prepare for them in advance.

Six common questions are listed below, along with insights from several recruitment professionals about how to answer. As part of your interview preparation, take the time to formulate answers to each question, focusing on specific tasks and accomplishments.

"What are your strengths and weaknesses?"

This is one of the most well-known interview questions, and interviewers often ask it indirectly, as in, "What did your most recent boss suggest as areas for improvement in your last performance review?"

Lindsay Olson, founder of Paradigm Staffing Solutions, a firm specializing in hiring public relations professionals, suggests tailoring your "strengths" answer to skills that will benefit the prospective employer. Though you may have a knack for building gingerbread houses, it might be of little value for the job at hand.

When it comes to weaknesses, or areas of growth, Olson recommends building on your answer to include "how you have improved, and specifics on what you have done to improve yourself in those areas."

"Why did you leave your last position?"

"Interviewers will always want to know your reasoning behind leaving a company ? particularly short stints," says Olson. "Be prepared to tell the truth, without speaking negatively about past employment."

"Can you describe a previous work situation in which you ... ?"

This question comes in many forms, but what the interviewer is looking for is your behavior on the job. Your answer could focus on resolving a crisis, overcoming a negotiation deadlock, handling a problem coworker, or juggling multiple tasks on a project.

The theory behind this type of question is that past behavior is the best predictor of future behavior, according to Yves Lermusi, CEO of Checkster, a company that offers career and talent checkup tools. "The key to responding well is preparing real job examples, describing your behavior in specific situations that demonstrate important skills that the job requires."

"What is your ideal work environment?"

This question is not about whether you prefer a cubicle or an office, so think broadly to include ideas about supervision, management styles, and your workday routine.

Bob Hancock, senior recruiter for video game publisher Electronic Arts, says that he uses this question with candidates because it can give "a sense of their work habits, how flexible they are with their schedules, and how creative they are."

"How do you handle mistakes?"

The best strategy for this general question is to focus on one or two specific examples in the past and, if possible, highlight resolutions or actions that might have relevance to the job you're interviewing for.

"Employers want to know they're hiring someone with the maturity to accept responsibility and the wherewithal to remedy their own mistakes," says Debra Davenport, a master professional mentor and columnist for the Business Journal in Phoenix.

"What is your most notable accomplishment?"

Paradigm Staffing's Olson suggests that candidates think of three or four accomplishments and quantify what their actions meant in terms of increasing revenues, saving resources, or improving resources.
"Being able to quantify your achievements in your career will launch you ahead of the rest," she says, "and demonstrate your ability to do the same as a future employee."

Flow of Billing Document

Checking the Flow of Billing Documents

Use

You can use this function to compare the actual data in CO-PA to the corresponding postings made in Financial Accounting (FI). This makes it possible to analyze the flow of values from billing documents in Sales and Distribution (SD) to CO-PA and understand how any differences arose between the different applications.

You can find this function in Customizing in the Tools ® Analysis section and in the application menu under Tools ® Analyze Value Flows.

Functions

Values in billing documents are assigned to condition types in SD, accounts in FI and value fields in CO-PA. This function shows you a list of the values posted in CO-PA value fields, along with those posted in FI (profit and loss accounts) and SD (condition types). It also shows any differences between the values in CO-PA and SD (Delta CO-PA/SD) and between SD and FI (Delta SD/FI). If there is a difference, you can drill down to the respective billing documents.

Statistical condition types (that do not lead to accrual postings) are marked as such and are included in the SD value. This makes it possible to compare the SD value with the CO-PA value. Since these condition types do not lead to FI postings, their values are not taken into account in the comparison between SD and FI. The delta between SD and FI therefore may not be the same as the actual difference between the SD and FI values.

List Structure

The list is arranged in blocks, each of which contains logically related, hierarchically structured information. Each block typically contains a value field, the condition types assigned to it, and the profit and loss accounts linked to these condition types.

If two condition types post to the same account, they appear together with the corresponding value fields and accounts in one block. At the top of this block, you see a separate total for all the values in that block. Accounts that receive postings from more than one condition type are listed separately again at the end of the block. Wherever possible, the system lists a CO-PA value, an SD value and an FI value for each value field, condition type, or account.

The goods issue posting for a billing document is assigned to the condition type of the category G (such as condition type VPRS). Condition types of this category are specially marked as such. At the account level below condition types of the category G, you can see the accounts of the goods issue postings, and any categories of billing documents that do not require a goods issue are shown without an FI value.

Under Additional condition types you can find the following values:

* Condition types that are not assigned to a value field (the corresponding accounts appear under Additional accounts)

* Non-statistical conditions that are not posted to an account with cost element type 11 or 12 are not transferred to CO-PA.

Under Goods issue, you can see goods issue postings for which the billing document does not contain a condition type of the category G.

For the purposes of reconciliation, two values are shown. These principally cause discrepancies between CO-PA and FI. If you restrict the billing date in the selection screen (for example, to a period),then the following values are displayed:

* Goods issue in earlier periods: These are the goods issue values for billing documents that have a billing date falling within the selection interval but for which goods issue precedes the selection interval. These values were therefore posted in CO-PA in the current period but were posted in FI in an earlier period.

* Nonbilled goods issue: This applies to goods issue values that, firstly, have a goods issue date falling within the selection interval, but, secondly, that were not billing at the end of the interval (or were not billed at all). These values were therefore posted in FI but not until later in CO-PA, if at all.

+/- Signs

The signs of the SD values are changed to match those of the CO-PA values so that you can easily compare the values directly with one another.

The values for these SD condition types consequently need to have their signs reversed again before they can be compared with the FI values. Any change in sign is shown at each level of the hierarchy with a "+" or "-".

In some Customizing constellations it may not be possible to compare two hierarchical levels that lie below the same level.

Check the website : http://help.sap.com/saphelp_46c/helpdata/en/40/c52df80d1e11d2b5cf0000e82de856/content.htm

Credit Checks

Difference Between Simple and Automatic Credit Check Types

Explain in detail difference between simple and automatic credit check types. In automatic check, difference between static and dynamic checks.

SIMPLE CREDIT CHECK : Tr.Code - FD32

It Considers the Doc.Value + Open Items.

Doc.Value : Sales Order Has been saved but not delivered

Open Item : Sales Order has been saved , Delivered, Billed & Transfered to FI, but not received the payment from the customer.

Eg: Customer Credit Limit is Rs.1,00,000/-
Suppose Doc.Value + Open Item Value is Rs.1,10,000/-

Here credit limit exceeds then system reacts.

Options : A) Warning Message
B) Error Message (Sales Order won't be saved)
C) Error Message with Delivery Block

AUTOMATIC CREDIT CHECK : Give extra credit facilities to the particular customer.

STATIC CREDIT LIMIT DETERMINATION :Checking Group + Risk Catageory + Credit Control Area.

A) Credit Checking Groups : Types of Checking Groups.

01) Sales
02) Deliveries
03) Goods Issue
At all the above 3 levels orders can be blocked.

B) Risk Catageory : Based on the risk catageories company decide how much credit has to give to the customer.

HIGH RISK (0001) : LOW CREDIT
LOW RISK (0002) : MORE CREDIT
MEDIUM RISK(0003) : Average Credit

Static Credit Check it checks all these doc value & check with the credit limit

1) Open Doc.Value / Sales Order Value : Which is save but not delievered

2) Open Delivery Doc.Value : Which is delivered but not billed

3) Open Billing Doc.Value : Which is billed but not posted to FI

4) Open Item : Which is transfered to FI but not received from the customer.

DYNAMIC CREDIT CHECK : 1) Open Doc
2) Open Delivery
3) Open Billing
4) Open Items
5) Horizon Period = Eg.3Months

Here the System will not consider the above 1,2,3& 4 values for the lost 3 months

Then assign the Sales Doc & Del Documents.

Sales Doc.Type(OR) + credit Check(0) + Credit Group (01)

Credit Limit Check for Delivery Type : Del.Type (LF) + Del Credit
Group (02) + Goods Issue Credit Group (03)

Third Party Sales

Process Flow for 3rd Party Sales

Customize the third party sales in summary:

1. Create Vendor XK01

2. Create Material – Material Type as "Trading Goods". Item category group as "BANS".

3. Assign Item Category TAS to Order type that you are going to use.

4. A sale order is created and when saved a PR is generated at the background

5. With reference to SO a PO is created (ME21N). The company raises PO to the vendor.

6. Vendor delivers the goods and raises bill to company. MM receives the invoice MIRO

7. Goods receipt MIGO

8. Goods issue

9. The item cat TAS or Schedule line cat CS is not relevant for delivery which is evident from the config and, therefore, there is no delivery process attached in the whole process of Third party sales.

10. Billing *-- Seema Dhar


SD - 3rd party sales order Create Sales Order
VA01
Order Type
Sales org, distr chnl, div
Enter
Sold to
PO #
Material
Quantity
Enter
Save

SD - 3rd party sales order View the PR that is created with a third party sales order
VA01
Order Number
Goto Item Overview
Item ->Schedule Item

SD - 3rd party sales order View the PR that is created
ME52N
Key in the PR number
Save

SD - 3rd party sales order Assign the PR to the vendor and create PO
ME57
Key in the PR number
Toggle the "Assigned Purchase Requisition"
Execute
Check the box next to the material
Assign Automatically button
Click on "Assignments" button
Click on "Process assignment"
The "Process Assignment Create PO" box , enter
Drag the PR and drop in the shopping basket
Save

SD - 3rd party sales order Receive Goods
MIGO_GR
PO Number
DN Number
Batch tab , click on classification
Serial Numbers tab
Date of Production
Flag Item OK
Check, just in case
Post
Save

SD - 3rd party sales order Create Invoice
MIRO
Invoice Date
Look for the PO , state the vendor and the Material
Check the box
Clilck on "Copy"
Purchase Order Number (bottom half of the screen)
Amount
State the baseline date
Simulate & Post
Invoice Number
*Invoice blocked due to date variance

SD - 3rd party sales order Create a delivery order
VL01N
In the order screen , go to the menu Sales Document , select "Deliver"
Go to "picking" tab
State the qty and save

SD - 3rd party sales order Create a billing document
VF01
Ensure that the delivery document is correct in the
Enter
Go to edit -> Log
Save

SD Tables

SAP Tables SD tables

Customers

KNA1 General Data
KNB1 Customer Master–CCode Data (payment method, recon. acct)
KNB4 Customer Payment History
KNB5 Customer Master – Dunning info
KNBK Customer Master Bank Data
KNKA Customer Master Credit Mgmt.
KNKK Customer Master CCA Data (credit limits)
KNVV Sales Area Data (terms, order probability)
KNVI Customer Master Tax Indicator
KNVP Customer master partner Function
KNVD Output type
KNVS Customer Master Ship Data
KLPA Customer/Vendor Link
V_THIT Customer Hierarchy Types
KNVH Customer Hierarchies
KNVK Customer master Contact partner

Sales Documents

VBAKUK VBAK + VBUK
VBUK Header Status and Administrative Data
VBAK Sales Document – General Header Data
VBKA Sales Activities
VBKD Sales Document - Business Header/Item Data
VBPA Sales Document - Partners Header Data
VBUP Item Status
VBPA Sales Document – Partner Item Data
VBAP Sales Document – General Item Data
FPLA sales Document – Items Conditions data
VBFA Document Flow
VBEP Sales Document Schedule Line
VBBE Sales Requirements: Individual Records
VEDA Sales Contract Data
VBELN Sales and Distribution Document Number

SD Delivery

LIPS Delivery Document item data, includes refer. PO
LIKP Delivery Document Header data
Billing Document
VBRK Billing Document Header
VBRP Billing Document Item
Pricing Document
KONP Conditions Item
KONV Condition for Transaction Data
Handling Unit
VEKP Shipping Unit Header
VEPO Shipping Unit Item


Transportation

VTTK Shipment Header
VTTP Shipment Item
TVRO Routes
TVTK Shipment Types
VTRLK Delivery in shipment: Header


Sales Documents Copy Control Tables

TVAK Sales Document Types
TVCPA Sales Documents: Copying Control
T184 Sales Documents: Item Category Determination
TVASP Sales Documents: Blocking Reasons
TVCPF Billing: Copying Control
TVCPL Deliveries: Copying Control

Sales Documents Item Categories Copy Control Tables

TVAPT Sales document item categories: Texts
TVCPA Sales Documents: Copying Control
TVCPF Billing: Copying Control
TVCPL Deliveries: Copying Control
TVEPZ Sales Document: Schedule Line Category Determination
TVLP Deliveries: Item Categories
TVPT Sales documents: Item categories

Sales Documents Schedule Line Categories Copy Control Tables

TVCPA Sales Documents: Copying Control


Billing Documents Copy Control Tables


TVCPF Billing: Copying Control
TVFSP Billing: Blocking Reasons

Delivery Documents Copy Control Tables

T184L Sales Documents: Item Category Determination
TVCPF Billing: Copying Control
TVCPL Deliveries: Copying Control
TVLSP Delivery Blocks


SD Links to FI tables

KNVP Customer Master Partner Functions
KNVV Customer Master Sales Data
KNVD Customer master record sales request form
KNA1 General Data in Customer Master
KNB1 Customer Master (Company Code)
KNB5 Customer master (dunning data)


SD Links to MM tables

MARC Plant data for material
MVKE Sales data for material
MBEW Material Valuation
MARD Storage Location data for Material
T179 Materials: product hierarchy
MLAN Tax classification for material
MAKT material description
MARA General material data
MARM Units of measure of material
MTART – Material Types

SAP SD Structures

VBDKA - Document Header View for Inquiry, Quotation, Order
VBDPA - Document Item View for Inquiries, Quotation, Order
KOMK Communication Header for pricing
KOMP Communication Item for pricing

Availability check

Configuring Availability Check

By Santosh

Availability check

1. Availability check is an integral part of the business process that determines if the required delivery quantity can be met on a required delivery date. For this purpose the system takes into account pre-delivery activities such as scheduling for picking or packing times and the time taken to produce or obtain the material. It also performs several background functions such as Backorder processing, rescheduling and ATP quantities.
2. Backorder processing: processing of a sales order that has not been fully confirmed or not confirmed at a certain delivery date.
3. Rescheduling: is a proposal of how – confirmed quantities already assigned to a sales order can be reassigned to other sales orders that have a higher priority.
4. Available to promise (ATP): is a process of checking the available quantities of a material. The ATP quantity consists of warehouse stock + planned receipts (incoming stock) – planned issues (outgoing stock). to examine stock on hand (CO09) proceed to logistics – sales & distribution – sales – environment – availability overview.
5. Replenishment lead time (RLT): is the time taken for the material to become available either internally (in house production) or externally (from a vendor). The most important things to consider during an external procurement are purchasing and MRP2 (procurement) views of MMR where the processing time for purchasing, planned delivery time and goods receipt processing time are taken into account. On the other hand internal procurement is based on in house production time (MRP 2 view) goods receipt processing time or alternatively RLT time, which is found on MRP 3 view.
6. RLT (Replenishment Lead Time) is the time taken for the material to become available. RLT is only used when doing an ATP check (Available To Promise). The value of RLT for a material is specified on material master record.
7. There are three types of availability checks –
* Check on basis of ATP quantities.
* Check against product allocation.
* Check against planning.

Configuring Availability check through Checking Groups

1. The checking group + checking rule determine how the availability check is to be performed.
2. The checking group determines whether and how the system checks the stock availability and generates requirements for material planning. The checking group defines what type of requirements will be passed on i.e. summarized requirements (daily/weekly) or individual requirements for each sales order.
3. The checking rule applies to how the availability check is to be carried out at the transaction level. Note that you must define checking rules for each individual application such as for production orders for example. In Sales and Distribution, the checking rule is specified internally within the system and cannot be changed.
4. The checking rule, in conjunction with the checking group, determines the scope of the availability check for every business operation; that is, which stocks, receipts and issues are to be included in the availability check and whether the check is to be carried out with or without the replenishment lead time.
5. Briefly explaining the above – checking group determines which type of requirement to be passed on to MRP whether it be individual or summarized and checking rule which is at the transaction level and can be configured independently for each application module, determines which stocks, receipts and issues to be taken into account. For performing an availability check checking group has to work in conjunction with checking rule.
6. Advantages of individual processing over summarized processing –
Backorder processing is possible.
You can access (MD04) order, line and schedule line individually which gives a greater control on available stock and requirements placed on stock.
The system automatically uses individual requirements in case of special stock items.
7. Required data for the Availability check to be carried out –
The Availability check must be switched on at the requirement class level.
The Availability check must be set at the schedule line level.
A requirements type must exist by which the requirements class can be found.
A plant must be defined in the sales order for each schedule line item (in other words plant must be defined for every material in MMR).
A checking group must be defined in the material master record in the MRP3 screen in the availability check field.
8. Configuring Availability check and defining Checking Groups –
Checking groups are introduced into the sales order based on the setting in the material master record.
SAP standard checking groups are 01 – summarized requirements and 02 – individual requirements or you can create your own by copying the standard ones.
Total sales and total deliveries columns are there to configure a checking rule to sum up requirements to post to MRP either individually or by day or week.
Block quantity required can be set if you want several users to be able to process the material simultaneously in different transactions without blocking each other.
The no check indicator is CHECKED when you DO NOT want the system to carry out ATP check.
9. Defining material block for other users – the block check box is an indicator that enables you to block material master records of a particular material during the availability check and restrict other users from accessing same master record and reserve the material. If the block is not set, two users can confirm the same material at the same time for two different orders, not knowing if the stock is available or not. If you select this field, the material is blocked during the availability check and other users cannot: a) Make changes in the material master record. b) Create purchase orders for the material. C) Create orders for the material.
10. Defining default values for checking groups - Checking groups are introduced into the sales order based on the setting in the material master record.
However if there is no entry present in the material master record for the checking group, a default value can be set here, depending on material type and plant.
This default value will be used by the system depending on the material type mentioned in MMR and plant in sales order.
If an entry exists, this default value is over written by MMR.
11. Controlling Availability Check – in this section, you tell the system what stock on hand and what inward and outward movements of stock it must take into account when performing the availability check in addition to whether or not to consider the replenishment lead time.
12. These settings are based on the checking group that is assigned to the material master record and the checking rule that is predefined and assigned to the sales and distribution transaction.
13. These settings carry out control both for sales order and delivery as well. This is due to the fact that you may want to include specific stock or incoming stock for the sales order, yet at the time of the delivery only include physical stock on hand waiting to be shipped.
14. It is possible to indicate to the system that you would like the availability check NOT TO CHECK the stock at the storage location level. This indicator is used to set the scope of the availability check.
15. It is used to switch off the check at storage location level. You create a reservation for a particular storage location. However, the scope of the availability check is set in such a way as to exclude the storage location. In this case, the system carries out the check at plant level only and does not take the storage location into account that is specified in the reservation.
16. Should you not want the system to automatically check RLT, you may indicate so here. RLT is the time taken for a material to become available. It is only used when doing an ATP check and is taken from MMR.
17. defining the elements in the availability check entirely depends on the business needs, but a few tips are given under –
When controlling the Availability check at the time of the sales order, a purchase requisition does not necessarily indicate by it is going to come into the plant.
A shipping notification on the other hand - a confirmed purchase order – is a good indicator of receiving stock on a specified date.
It is always recommended not to select the shipping notifications for the delivery requirements type as you may not actually receive the stock into plant or warehouse for which you are creating a delivery.