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.
Thursday, March 20, 2008
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
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.
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.
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
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."
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
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)
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
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
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.
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.
SAP Transaction Codes
Easy to Remember (SAP Transaction Codes)
SPRO DEFINE ITEM CATEGORY
MM01 CREATE MATERIAL
MM02 MODIFY MATERIAL
MM03 DISPLAY MATERIAL
MMS1 CREATE MATERIAL MASTER
MMS2 CHANGE MATERIAL MASTER
MMS3 DISPLAY MATERIAL MASTER
MB1C MAINTAIN STOCK
MMPI INITIALISE PERIOD FOR MASTER MATERIAL RECORDFROM CO CODE
MMBE CREATE STOCK
MM60 MATERIAL LIST
XD01 CREATE CUSTOMER
XD02 MODIFY CUSTOMER
XD03 DISPLAY CUSTOMER
VA01 CREATE ORDER
VA02 CHANGE ORDER
VA03 DISPLAY ORDER
VA11 CREATE INQUIRY
VA12 CHANGE INQUIRY
VA13 DISPLAY INQUIRY
VA21 CREATE QUOTATION
VA22 CHANGE QUOTATION
VA23 DISPLAY QUOTATION
VD02 CHANGE SALES PROSPECT
VD03 DISPLAY SALES PROSPECT
VD04 DISPLAY CHANGES
VD06 FLAG FOR DELETION
VK11 MAINTAINING PRICING
VK0A ASSIGN G/L ACCOUNT GENERAL
VOK0 PRICING
VOR1 DEF COMMON DIST CHANEL
VOR2 DEF COMMON DIV
VOV6 DEFINE SCHEDULE LINES
VOV8 DEFINE SALES DOC TYPE
VOFA CREATE/OR CHANGE BILLING TYPES CONFIGURATION
V129 DEFINE INCOMPLETENESS SCHEMAS FOR FOREIGN TRADE
V149 ASSIGN INCOMPLETENESS SCHEMAS FOR COUNTRY CODE
CA01 CREATE ROUTING
CA02 EDIT ROUTING
CA03 DISPLAY ROUTING
CS01 CREATE BOM
CS02 CHANGE BOM
CS03 DISPLAY BOM
OVK1 DEFINE TAX DET RULES
OVK3 DEF TAX REL OF MASTER RECORDS CUSTOMER TAXES
OVK4 DEF TAX REL OF MASTER RECORDS MATERIAL TAXES
OVR6 DEF LEGAL STATUSES
OVS9 DEF CUSTOMER GRP
OVRA MAINT STATISTICS GRPS FOR CUSTOMERS
OVRF MAINT STATISTICS GRPS FOR MATERIAL
OVXC ASSIGN SHIIPING POINT TO PLANT
OVX6 ASSIGN PLANT TO S.O AND DIST CHANEL
OVLK DEFINE DELIVERY TYPE
OVSG DEFINE INCOTERMS
OVLH DEFINE ROUTES
OVXM ASSIGN SALES OFF TO SALES AREA
OVXJ ASSIGN SALES GRP TO SALES OFFICE
OMS2 MATERAIL UPDATE
OVLP DEFINE ITEM CATEGORY FOR DELIVERY
OX10 ASSIGN DEL PLANTS FOR TAX DET
O/S2 DEFINE SERIAL NO PROFILE
O/S1 DEFINE CENTRAL CONTROL PARAMETERS FOR SR NO
OBB8 DEFINE TERMS OF PAYMENT
OKKP ACTIVATION OF COMPONENETS
VB01 CREATE REBATE AGGREMENTS
VB02 CHANGE REBATE AGREMENT
VB03 DISPLAY REBATE AGGREMENT
VB31 CREATE PROMOTION
VB32 CHANGE PROMOTION
VB33 DISPLAY PROMOTION
VB21 CREATE SALES DEAL
VB22 CHANGE SALES DEAL
VB23 DISPLAY SALES DEAL
VB25 LIST OF SALES DEAL
VB35 PROMOTION LIST
VKA4 CREATE ARCHIVE ADMINISTRATION
VKA5 DEL ARCHIVE ADMINISTRATION
VKA6 RELOAD ARCHIVE ADMINISTRATION
VC/1 CUSTOMER LIST
VC/2 CREATE SALES SUMMARY
VDH2 DISPLAY CUSTOMER HIERARCHY
VF01 CREATE PROFORMA INVOICE
VF02 CHANGE PROFORMAINVOICE
VF03 DISPLAYPROFORMA INVOICE
VF07 DISPLAY FROM ARCHIVE
VF11 CANCEL BILL
VFX3 BLOCKED BILLING DOC
VFRB RETRO BILLING
VF04 MAINTAIN BILL DUE LIST
VF06 BACKGROUND PROCESSING
VF21 CREATE INVOICE LIST
VF22 CHANGE INVOICE LIST
VF23 DISPLAY INVOICE LIST
VF44 MAINT REVENUE LIST
VF45 REVENUE REPORTS
VF46 MAINT CANCELLATION LIST
VF31 ISSUE BILLING DOC
VFP1 SET BILLING DATE
VARR ARCHIVE DOCUMENTS
VL01N CREATE DELIVERY
VL02N TO CHANGE DELIVERY WHICH IS ALREADY CREATED
VL03N DISPLAY DELIVERY
V/08 TO CHANGE CONDITION (PR PROCEDURE)
V/30 DEFINE PRINT PARAMETERS
FD32 SETTING CREDIT LIMIT FOR CUSTOMER
/NSM12 TO REMOVE LOCK ENTRY
SM30
ND59 LIST CUSTOMER MATERIAL INFO
VB0F UPDATE BILL DOC
These are alternate Tcodes which are not
listed in SAP front end 4.7 enterprise edition either. Some examples are:
OY05 is also SCAL.
S_AHR_61016362 - PAR1- SAP Standard flexible report is also PAR1
S_AHR_61016369 - Employee List - PAR2.
SPRO DEFINE ITEM CATEGORY
MM01 CREATE MATERIAL
MM02 MODIFY MATERIAL
MM03 DISPLAY MATERIAL
MMS1 CREATE MATERIAL MASTER
MMS2 CHANGE MATERIAL MASTER
MMS3 DISPLAY MATERIAL MASTER
MB1C MAINTAIN STOCK
MMPI INITIALISE PERIOD FOR MASTER MATERIAL RECORDFROM CO CODE
MMBE CREATE STOCK
MM60 MATERIAL LIST
XD01 CREATE CUSTOMER
XD02 MODIFY CUSTOMER
XD03 DISPLAY CUSTOMER
VA01 CREATE ORDER
VA02 CHANGE ORDER
VA03 DISPLAY ORDER
VA11 CREATE INQUIRY
VA12 CHANGE INQUIRY
VA13 DISPLAY INQUIRY
VA21 CREATE QUOTATION
VA22 CHANGE QUOTATION
VA23 DISPLAY QUOTATION
VD02 CHANGE SALES PROSPECT
VD03 DISPLAY SALES PROSPECT
VD04 DISPLAY CHANGES
VD06 FLAG FOR DELETION
VK11 MAINTAINING PRICING
VK0A ASSIGN G/L ACCOUNT GENERAL
VOK0 PRICING
VOR1 DEF COMMON DIST CHANEL
VOR2 DEF COMMON DIV
VOV6 DEFINE SCHEDULE LINES
VOV8 DEFINE SALES DOC TYPE
VOFA CREATE/OR CHANGE BILLING TYPES CONFIGURATION
V129 DEFINE INCOMPLETENESS SCHEMAS FOR FOREIGN TRADE
V149 ASSIGN INCOMPLETENESS SCHEMAS FOR COUNTRY CODE
CA01 CREATE ROUTING
CA02 EDIT ROUTING
CA03 DISPLAY ROUTING
CS01 CREATE BOM
CS02 CHANGE BOM
CS03 DISPLAY BOM
OVK1 DEFINE TAX DET RULES
OVK3 DEF TAX REL OF MASTER RECORDS CUSTOMER TAXES
OVK4 DEF TAX REL OF MASTER RECORDS MATERIAL TAXES
OVR6 DEF LEGAL STATUSES
OVS9 DEF CUSTOMER GRP
OVRA MAINT STATISTICS GRPS FOR CUSTOMERS
OVRF MAINT STATISTICS GRPS FOR MATERIAL
OVXC ASSIGN SHIIPING POINT TO PLANT
OVX6 ASSIGN PLANT TO S.O AND DIST CHANEL
OVLK DEFINE DELIVERY TYPE
OVSG DEFINE INCOTERMS
OVLH DEFINE ROUTES
OVXM ASSIGN SALES OFF TO SALES AREA
OVXJ ASSIGN SALES GRP TO SALES OFFICE
OMS2 MATERAIL UPDATE
OVLP DEFINE ITEM CATEGORY FOR DELIVERY
OX10 ASSIGN DEL PLANTS FOR TAX DET
O/S2 DEFINE SERIAL NO PROFILE
O/S1 DEFINE CENTRAL CONTROL PARAMETERS FOR SR NO
OBB8 DEFINE TERMS OF PAYMENT
OKKP ACTIVATION OF COMPONENETS
VB01 CREATE REBATE AGGREMENTS
VB02 CHANGE REBATE AGREMENT
VB03 DISPLAY REBATE AGGREMENT
VB31 CREATE PROMOTION
VB32 CHANGE PROMOTION
VB33 DISPLAY PROMOTION
VB21 CREATE SALES DEAL
VB22 CHANGE SALES DEAL
VB23 DISPLAY SALES DEAL
VB25 LIST OF SALES DEAL
VB35 PROMOTION LIST
VKA4 CREATE ARCHIVE ADMINISTRATION
VKA5 DEL ARCHIVE ADMINISTRATION
VKA6 RELOAD ARCHIVE ADMINISTRATION
VC/1 CUSTOMER LIST
VC/2 CREATE SALES SUMMARY
VDH2 DISPLAY CUSTOMER HIERARCHY
VF01 CREATE PROFORMA INVOICE
VF02 CHANGE PROFORMAINVOICE
VF03 DISPLAYPROFORMA INVOICE
VF07 DISPLAY FROM ARCHIVE
VF11 CANCEL BILL
VFX3 BLOCKED BILLING DOC
VFRB RETRO BILLING
VF04 MAINTAIN BILL DUE LIST
VF06 BACKGROUND PROCESSING
VF21 CREATE INVOICE LIST
VF22 CHANGE INVOICE LIST
VF23 DISPLAY INVOICE LIST
VF44 MAINT REVENUE LIST
VF45 REVENUE REPORTS
VF46 MAINT CANCELLATION LIST
VF31 ISSUE BILLING DOC
VFP1 SET BILLING DATE
VARR ARCHIVE DOCUMENTS
VL01N CREATE DELIVERY
VL02N TO CHANGE DELIVERY WHICH IS ALREADY CREATED
VL03N DISPLAY DELIVERY
V/08 TO CHANGE CONDITION (PR PROCEDURE)
V/30 DEFINE PRINT PARAMETERS
FD32 SETTING CREDIT LIMIT FOR CUSTOMER
/NSM12 TO REMOVE LOCK ENTRY
SM30
ND59 LIST CUSTOMER MATERIAL INFO
VB0F UPDATE BILL DOC
These are alternate Tcodes which are not
listed in SAP front end 4.7 enterprise edition either. Some examples are:
OY05 is also SCAL.
S_AHR_61016362 - PAR1- SAP Standard flexible report is also PAR1
S_AHR_61016369 - Employee List - PAR2.
SAP Implementation
Successfully Implementing SAP
Implementing a package can be a traumatic affair for both the customer and the vendor. Get it wrong and the vendor may get paid late or have to resort to lawyers to get paid and tarnish their reputation. For the company the new package may not work the way they expected, be late or cost a more than budgeted for and take management will take their eye off running their business.
Recently a client asked me what I would consider to be the five most important things one should consider before embarking on an implementation. This isn't a simple question, although there are many factors to think about after some consideration for me the top five are way ahead of the others.
My top five factors to consider would be:
1. Set up a Project Board,
2. Secure the resources,
3. Complete the GAP Analysis,
4. Have detailed Cut Over Plans,
5. Train the users.
Taking each one in turn:
The Project Board
The correct set up and operation of the Project Board in my view is major factor in the success failure of the project. The Project Board will consist of the stakeholders, key users and the vendor. The Project Board is part of the governance of the project. The Project Board will meet regularly to ensure that the project plans are created and being executed as planned, moves from stage to stage with all the deliverables being signed off is resourced properly.
The Resources
Three types of resources are absolutely necessary -- end users, change team and technicians.
Early involvement by the end users is absolutely necessary, as they will be the ones living with the system for hopefully many years to come. They will want to feel involved in its implementation. Buy in from the end users of the system is absolutely essential if the system is to have a long and stable life in any organisation.
The Change Team will identify the gaps between the package and the business requirements, re-engineer some of the businesses process to cope with the package, train the users to ensure implementations is smooth as possible into the business.
The Technical Team will prepare the systems environment for the package, apply any software fixes from the vendor, implement the software in the best way possible for the organisation set up and tune the software for the particular technical environment.
GAP Analysis
A through gap analysis will identify the gaps between how the business operates ad its needs against what the package can can't do. For each gap there will be one of three outcomes which must be recorded and actioned, GAP must be closed and customised software can be developed close the gap, GAP must be closed but software cannot be written therefore a workaround is required, GAP does not need to be closed.
In simple terms: Gap means small cracks. In SAP world. In information technology, gap analysis is the study of the differences between two different information systems or applications( ex; existing system or legacy system with Client and new is SAP), often for the purpose of determining how to get from one state to a new state. A gap is sometimes spoken of as "the space between where we are and where we want to be." Gap analysis is undertaken as a means of bridging that space.
Actual gap analysis is time consuming and it plays vital role in blue print stage.
Cut Over Plans
Detailed plans need to be developed for cutting over from the old system(s) to the new. Parallel runs of what will happen over the conversion period using test data, convert and watch for a period after wards to ensure nothing unexpected happens.
Train Users
Well trained users will support and defend the system on site. Unsupportive users will continually undermine the system and eventually it will be replaced. Therefore the more effort you put into helping the users master the system early the better.
Explain Cutover Activities/Strategies in SAP FI.
Cutover Activities or Master Data Uploading Strategies Depending upon the when we are going live. As per that, you have to give the information to your core team. If you goling live at the middle you have to upload the all P&L Account items and B/S Items. If you going live at the financial year start, you have to only Upload the B/S Items. Activities for Golive:
1. G/L Master Upload Thru BDC or LSMW (TC-Fs00 and extended one co code to another company code Fs01)
2. Vendor Master Upload Thru BDC Or LSMW (Will be Taken Care By MM)
3. Customer Master Upload Thru BDC or LSMW (Will be Taken Care By SD)
4. Asset Master Upload(Thru As90)
5. Cost Element Master Upload
6. Cost Center Master Upload
7. Profit Center Master Upload
8. G/L Balances Thru F-02
10. Vendor Balances thru F-43
11. Customer Balances thru F-22
12. Customer Advances thru f-29
13. Vendor Advances thryu F-48
Before uploading Vendor Balances you have to take care of WHT(TDS) Information. *-- Satynarayana
Difference between the User Exit & Gap analysis.
Both are quiet a different and has a small relation.
User exits are standard gate ways provided by SAP to exit the standard code and we can write our own code with the help of ABAP workbench. its not new functionality which we are trying to build in sap but its slight enhancement within the same code.
Gap analysis is start point of Realization and once blue print is finished we have to find the realization of sap system for client requirment and there will be certain gaps when compared to system fit. Those gaps can be closed either by re-engineering of business process to fit with SAP or we have to use USER exits in case of small deviations or complete enhancements with the help of ABAP to fit with the SAP system. *-- V. Sridhar
What is roll out of SAP Project?
As per dictionary, Rollout means “Inauguration or initial exhibition of a new product”.
As per SAP specific definition, rollout is the strategy for international SAP implementation. Rollout strategy normally include the following
- Whether to implement SAP simultaneously (also known as big-bang) in all the countries, or
- Go live in sequence of phased manner
- Or to go for the combination of both (phased manner implementation for some of the countries and big-bang for others).
Rollout strategy is the most important decision that a client can make during SAP implementation. Normally, steering committee decides the rollout strategy.
Implementing a package can be a traumatic affair for both the customer and the vendor. Get it wrong and the vendor may get paid late or have to resort to lawyers to get paid and tarnish their reputation. For the company the new package may not work the way they expected, be late or cost a more than budgeted for and take management will take their eye off running their business.
Recently a client asked me what I would consider to be the five most important things one should consider before embarking on an implementation. This isn't a simple question, although there are many factors to think about after some consideration for me the top five are way ahead of the others.
My top five factors to consider would be:
1. Set up a Project Board,
2. Secure the resources,
3. Complete the GAP Analysis,
4. Have detailed Cut Over Plans,
5. Train the users.
Taking each one in turn:
The Project Board
The correct set up and operation of the Project Board in my view is major factor in the success failure of the project. The Project Board will consist of the stakeholders, key users and the vendor. The Project Board is part of the governance of the project. The Project Board will meet regularly to ensure that the project plans are created and being executed as planned, moves from stage to stage with all the deliverables being signed off is resourced properly.
The Resources
Three types of resources are absolutely necessary -- end users, change team and technicians.
Early involvement by the end users is absolutely necessary, as they will be the ones living with the system for hopefully many years to come. They will want to feel involved in its implementation. Buy in from the end users of the system is absolutely essential if the system is to have a long and stable life in any organisation.
The Change Team will identify the gaps between the package and the business requirements, re-engineer some of the businesses process to cope with the package, train the users to ensure implementations is smooth as possible into the business.
The Technical Team will prepare the systems environment for the package, apply any software fixes from the vendor, implement the software in the best way possible for the organisation set up and tune the software for the particular technical environment.
GAP Analysis
A through gap analysis will identify the gaps between how the business operates ad its needs against what the package can can't do. For each gap there will be one of three outcomes which must be recorded and actioned, GAP must be closed and customised software can be developed close the gap, GAP must be closed but software cannot be written therefore a workaround is required, GAP does not need to be closed.
In simple terms: Gap means small cracks. In SAP world. In information technology, gap analysis is the study of the differences between two different information systems or applications( ex; existing system or legacy system with Client and new is SAP), often for the purpose of determining how to get from one state to a new state. A gap is sometimes spoken of as "the space between where we are and where we want to be." Gap analysis is undertaken as a means of bridging that space.
Actual gap analysis is time consuming and it plays vital role in blue print stage.
Cut Over Plans
Detailed plans need to be developed for cutting over from the old system(s) to the new. Parallel runs of what will happen over the conversion period using test data, convert and watch for a period after wards to ensure nothing unexpected happens.
Train Users
Well trained users will support and defend the system on site. Unsupportive users will continually undermine the system and eventually it will be replaced. Therefore the more effort you put into helping the users master the system early the better.
Explain Cutover Activities/Strategies in SAP FI.
Cutover Activities or Master Data Uploading Strategies Depending upon the when we are going live. As per that, you have to give the information to your core team. If you goling live at the middle you have to upload the all P&L Account items and B/S Items. If you going live at the financial year start, you have to only Upload the B/S Items. Activities for Golive:
1. G/L Master Upload Thru BDC or LSMW (TC-Fs00 and extended one co code to another company code Fs01)
2. Vendor Master Upload Thru BDC Or LSMW (Will be Taken Care By MM)
3. Customer Master Upload Thru BDC or LSMW (Will be Taken Care By SD)
4. Asset Master Upload(Thru As90)
5. Cost Element Master Upload
6. Cost Center Master Upload
7. Profit Center Master Upload
8. G/L Balances Thru F-02
10. Vendor Balances thru F-43
11. Customer Balances thru F-22
12. Customer Advances thru f-29
13. Vendor Advances thryu F-48
Before uploading Vendor Balances you have to take care of WHT(TDS) Information. *-- Satynarayana
Difference between the User Exit & Gap analysis.
Both are quiet a different and has a small relation.
User exits are standard gate ways provided by SAP to exit the standard code and we can write our own code with the help of ABAP workbench. its not new functionality which we are trying to build in sap but its slight enhancement within the same code.
Gap analysis is start point of Realization and once blue print is finished we have to find the realization of sap system for client requirment and there will be certain gaps when compared to system fit. Those gaps can be closed either by re-engineering of business process to fit with SAP or we have to use USER exits in case of small deviations or complete enhancements with the help of ABAP to fit with the SAP system. *-- V. Sridhar
What is roll out of SAP Project?
As per dictionary, Rollout means “Inauguration or initial exhibition of a new product”.
As per SAP specific definition, rollout is the strategy for international SAP implementation. Rollout strategy normally include the following
- Whether to implement SAP simultaneously (also known as big-bang) in all the countries, or
- Go live in sequence of phased manner
- Or to go for the combination of both (phased manner implementation for some of the countries and big-bang for others).
Rollout strategy is the most important decision that a client can make during SAP implementation. Normally, steering committee decides the rollout strategy.
Role of SAP consultant in Testing
Role of SAP Consultant In Testing
1. What is the role of SD Consultant in Testing while implementing the project?
2. What is Unit testing and Integration Testing?
Testing : the core team members along with endusers will test whether the postings done in SAP is resulting as per the requirements of the organisation. They will test whether the output documents such as purchase order, invoice document are printed in the required format and showing the correct data.
Unit testing is refer to the module which are going to implement. SD, MM, FICO etc. there will be test script based on that testing will be performed.
Integration testing will be cross the modules. MM-SD-FICO for example. Integration testing is also called SIT ( System integration testing)
Testing mathologies and types: there are 6 types of testings:
1. Unit Testing
2. System Testing
3. System Integration security Testing
4. Performance Testing
5. User Acceptance testing
6. Regression Testing
Unit testing is done in bit and pieces. Like e.g. in SD standard order cycle; we do have 1-create order, then 2-delivery, then 3-transfer order, then 4-PGI and then 5-Invoice. So we will be testing 1,2,3,4 and 5 seperately alone one by one using test cases and test data. We will not be looking and checking/testing any integration between order and delivery; delivery and TO; TO and PGI and then invoice.
Whrereas System testing you will be testing the full cycle with it's integration, and you will be testing using test cases which give a full cyclic test from order to invoice.
Security testing you will be testing different roles and functionalities and will check and signoff.
Performance testing is refered to as how much time / second will take to perform some actions, like e.g. PGI. If BPP defination says 5 seconds for PGI then it should be 5 and not 6 second. Usually it is done using software.
Regression testing is reffered to a test which verfies that some new configuration doesnot adversly impact existing functionality. This will be done on each phase of testing.
User Acceptance Testing: Refers to Customer testing. The UAT will be performed through the execution of predefined business scenarios, which combine various business processes. The user test model is comprised of a sub-set of system integration test cases.
We use different software during testing. Most commonly use are
Test Director: which is used to record requirement, preparing test plan and then recording the progress. We will be incorporating defects that are coming during these testings using different test cases.
Mercury Load Runner: is used for performance testing. This is an automatic tool.
What does the following terms means :
- Technical Unit Testing
- Functional Unit Testing
- IntegrationTesting
- Volume Testing
- Parallel Testing?
Technical Unit Testing= Test of some technical development such as a user exit, custom program, or interface. the test usually consists of a test data set that is processed according to the new program. A successful test only proves the developed code works and that it performed the process as as designed.
Functional Unit Testing= Test of configuration, system settings or a custom development (it may follow the technical unit testing) These usually use actual data or data that is masked but essentially the same as a real data set. A successful test shows that the development or configuration works as designed and the data is accurate as a result.
IntegrationTesting= Testing a process, development or configuration within the context of any other functions that the process, development or functionality will touch or integrate . The test should examine all data involved across all modules and any data indirectly affected. A successful test indicates that the processes work as designed and integrate with other functions without causing any problems in any integrated areas.
Volume Testing= testing a full data set that is either actual or masked to insure that the entire volume does cause system problems such as network transmission problems, system resources issues, or any systemic problem, A successful test indicates that the processes will not slow or crash the system due to a full data set being utilized.
Parallel Testing= Testing the new system or processes with a complete data set while running the same processes in the legacy system. A successful test will show identical results when both the legacy system and new system results are compared.
I would also note that when a new implementation is being done you will want to conduct at least one cut over test from the old system to the new and you should probably do several.
What kind of testings that are carried out in testing server?
1. Individual Testing ( Individually which we've created)
2. Regressive Testing ( Entire Process)
3. Integration Testing ( Along with other integrated modules)
The 3 types of testing is as follows:-
1. Unit testing (where an individual process relevant to a SD or MM etc is tested)
2. Integration testing (where a process is tested that cuts across all areas of SAP).
3. Stress testing (where lots of transactions are run to see if the system can handle the data)
1. What is the role of SD Consultant in Testing while implementing the project?
2. What is Unit testing and Integration Testing?
Testing : the core team members along with endusers will test whether the postings done in SAP is resulting as per the requirements of the organisation. They will test whether the output documents such as purchase order, invoice document are printed in the required format and showing the correct data.
Unit testing is refer to the module which are going to implement. SD, MM, FICO etc. there will be test script based on that testing will be performed.
Integration testing will be cross the modules. MM-SD-FICO for example. Integration testing is also called SIT ( System integration testing)
Testing mathologies and types: there are 6 types of testings:
1. Unit Testing
2. System Testing
3. System Integration security Testing
4. Performance Testing
5. User Acceptance testing
6. Regression Testing
Unit testing is done in bit and pieces. Like e.g. in SD standard order cycle; we do have 1-create order, then 2-delivery, then 3-transfer order, then 4-PGI and then 5-Invoice. So we will be testing 1,2,3,4 and 5 seperately alone one by one using test cases and test data. We will not be looking and checking/testing any integration between order and delivery; delivery and TO; TO and PGI and then invoice.
Whrereas System testing you will be testing the full cycle with it's integration, and you will be testing using test cases which give a full cyclic test from order to invoice.
Security testing you will be testing different roles and functionalities and will check and signoff.
Performance testing is refered to as how much time / second will take to perform some actions, like e.g. PGI. If BPP defination says 5 seconds for PGI then it should be 5 and not 6 second. Usually it is done using software.
Regression testing is reffered to a test which verfies that some new configuration doesnot adversly impact existing functionality. This will be done on each phase of testing.
User Acceptance Testing: Refers to Customer testing. The UAT will be performed through the execution of predefined business scenarios, which combine various business processes. The user test model is comprised of a sub-set of system integration test cases.
We use different software during testing. Most commonly use are
Test Director: which is used to record requirement, preparing test plan and then recording the progress. We will be incorporating defects that are coming during these testings using different test cases.
Mercury Load Runner: is used for performance testing. This is an automatic tool.
What does the following terms means :
- Technical Unit Testing
- Functional Unit Testing
- IntegrationTesting
- Volume Testing
- Parallel Testing?
Technical Unit Testing= Test of some technical development such as a user exit, custom program, or interface. the test usually consists of a test data set that is processed according to the new program. A successful test only proves the developed code works and that it performed the process as as designed.
Functional Unit Testing= Test of configuration, system settings or a custom development (it may follow the technical unit testing) These usually use actual data or data that is masked but essentially the same as a real data set. A successful test shows that the development or configuration works as designed and the data is accurate as a result.
IntegrationTesting= Testing a process, development or configuration within the context of any other functions that the process, development or functionality will touch or integrate . The test should examine all data involved across all modules and any data indirectly affected. A successful test indicates that the processes work as designed and integrate with other functions without causing any problems in any integrated areas.
Volume Testing= testing a full data set that is either actual or masked to insure that the entire volume does cause system problems such as network transmission problems, system resources issues, or any systemic problem, A successful test indicates that the processes will not slow or crash the system due to a full data set being utilized.
Parallel Testing= Testing the new system or processes with a complete data set while running the same processes in the legacy system. A successful test will show identical results when both the legacy system and new system results are compared.
I would also note that when a new implementation is being done you will want to conduct at least one cut over test from the old system to the new and you should probably do several.
What kind of testings that are carried out in testing server?
1. Individual Testing ( Individually which we've created)
2. Regressive Testing ( Entire Process)
3. Integration Testing ( Along with other integrated modules)
The 3 types of testing is as follows:-
1. Unit testing (where an individual process relevant to a SD or MM etc is tested)
2. Integration testing (where a process is tested that cuts across all areas of SAP).
3. Stress testing (where lots of transactions are run to see if the system can handle the data)
Role of SAP consultant
Role of a mySAP Functional Consultant
What are the differences between a functional and business consultant?
The difference between Functional consultant and Business consultant are as follows:
1) A funcitonal consultant is able to configure the system unlike business consultant.
2) Functional consultant know more about business process unlike Business consultant.
3) A business consultant will bring business process knowledge and provide it to functional consultant who in turn used this knowledge to configure the system.
4) Functional consultant has more configuration knolwledge then Business consultant. *-- Rocky
The responsibilities of a support consultant are:
- Primarily responsible for Handling tickets and application support to the endusers
- When an issue comes diagnose, analyse and solve the issue
- Responsible for any enhancements
- Writing functional specs and interacting with Abapers to develop any user exits
- Training the end users and preparing end user training material *-- Sistla
For those who wished to know the role of a functional consultant. Below is one view:
A functional consultant evaluates the demands in talking with the customer's representatives, transforms the essence into an abstract and algorithmic business model. Hence, he identifies the use cases and transforms them into logical and technical views.
Then the main task starts: customizing the respective business area and making sure the system reacts in the manner according to the constraints of the requested use case.
The consultant documents the settings and prepares proper guidelines that allow other consultants to do further changes or repairs with due efforts.
The consultant takes care that proper training is given to the users and that the system is usable, performing appropriately and the business flow is complete and correct.
During go live he assists the technical staff by testing the behaviour of the system.
After go live he guarantees that the procedures remain usable and consistent in real live situation and proposes enhancements.
The main duty of a consultant is to transfer external know-how to the client. It is not manpower that counts but intelligence, understanding of processes, a feeling for defects and general a common sense.
Role of a Functional Consultant in an End To End Implementation
When you talk about the role of a Functional consultant in an end to end implementation, I think it won't be possible for me or anybody to define everything but I will try to summarize it:
1. Functional consultant is expected to generate knowledge about the current business process, design current business flows, study current business processes and its complication, in all we can say getting through with current business setup. Flow diagrams and DFD are prepared, most of the time in Vision format, all this forms the part of AS IS document.
2. Everything configured has to be documented as per their categories in the form of predefined templates, these have to be then approved by the team leads or who ever the consultant is reporting to.
3. Mapping and GAP analysis is done for each module, I have seen people defining integration after mapping, gap analysis and configuration is done, but as per my experience in implementation, it is a simultaneous process.
4. Before starting configuring future business processes in SAP, the DFD/ERD are prepared, this documentation is called TO BE, which can be also siad as the result of mapping and gap analysis.
5. Sometimes Functional consultants are also expected to prepare test scripts for testing the configured scenarios.
6. End user manual and user training is also expected from F.Consultants.
The project normally starts off with a Kick off meeting in which the team size, team members, reporting system, responsibilities, duties, methodlogy, dates and schedules, working hours which have been predicided are formally defined.
ASAP, it won't be possible for me to explain it here, but all I can tell you about it is that it is SAP standard implementation methodology, which SAP prescribes but is not mandatory for any company to follow, such as IBM follow some blue Methodlogy, some companies follow typical SDLC steps, ASAP stands for Accerlated SAP, you can find all the steps on SAP site, through google, reading it from there won't give you a great knowledge about ASAP but will obviously get you to know the definitions of various term.
What are the differences between a functional and business consultant?
The difference between Functional consultant and Business consultant are as follows:
1) A funcitonal consultant is able to configure the system unlike business consultant.
2) Functional consultant know more about business process unlike Business consultant.
3) A business consultant will bring business process knowledge and provide it to functional consultant who in turn used this knowledge to configure the system.
4) Functional consultant has more configuration knolwledge then Business consultant. *-- Rocky
The responsibilities of a support consultant are:
- Primarily responsible for Handling tickets and application support to the endusers
- When an issue comes diagnose, analyse and solve the issue
- Responsible for any enhancements
- Writing functional specs and interacting with Abapers to develop any user exits
- Training the end users and preparing end user training material *-- Sistla
For those who wished to know the role of a functional consultant. Below is one view:
A functional consultant evaluates the demands in talking with the customer's representatives, transforms the essence into an abstract and algorithmic business model. Hence, he identifies the use cases and transforms them into logical and technical views.
Then the main task starts: customizing the respective business area and making sure the system reacts in the manner according to the constraints of the requested use case.
The consultant documents the settings and prepares proper guidelines that allow other consultants to do further changes or repairs with due efforts.
The consultant takes care that proper training is given to the users and that the system is usable, performing appropriately and the business flow is complete and correct.
During go live he assists the technical staff by testing the behaviour of the system.
After go live he guarantees that the procedures remain usable and consistent in real live situation and proposes enhancements.
The main duty of a consultant is to transfer external know-how to the client. It is not manpower that counts but intelligence, understanding of processes, a feeling for defects and general a common sense.
Role of a Functional Consultant in an End To End Implementation
When you talk about the role of a Functional consultant in an end to end implementation, I think it won't be possible for me or anybody to define everything but I will try to summarize it:
1. Functional consultant is expected to generate knowledge about the current business process, design current business flows, study current business processes and its complication, in all we can say getting through with current business setup. Flow diagrams and DFD are prepared, most of the time in Vision format, all this forms the part of AS IS document.
2. Everything configured has to be documented as per their categories in the form of predefined templates, these have to be then approved by the team leads or who ever the consultant is reporting to.
3. Mapping and GAP analysis is done for each module, I have seen people defining integration after mapping, gap analysis and configuration is done, but as per my experience in implementation, it is a simultaneous process.
4. Before starting configuring future business processes in SAP, the DFD/ERD are prepared, this documentation is called TO BE, which can be also siad as the result of mapping and gap analysis.
5. Sometimes Functional consultants are also expected to prepare test scripts for testing the configured scenarios.
6. End user manual and user training is also expected from F.Consultants.
The project normally starts off with a Kick off meeting in which the team size, team members, reporting system, responsibilities, duties, methodlogy, dates and schedules, working hours which have been predicided are formally defined.
ASAP, it won't be possible for me to explain it here, but all I can tell you about it is that it is SAP standard implementation methodology, which SAP prescribes but is not mandatory for any company to follow, such as IBM follow some blue Methodlogy, some companies follow typical SDLC steps, ASAP stands for Accerlated SAP, you can find all the steps on SAP site, through google, reading it from there won't give you a great knowledge about ASAP but will obviously get you to know the definitions of various term.
SAP SD important website
Listed here are practical and helpful SAP SD Stuff to assist those supporting the SAP Sales and Distribution Module. You can find samples of interviews questions, answers and faq as well as many other tips for the SAP SD module. If you have any SAP Sales and Distribution questions, please feel free to raise it in the SAP SD forum.
The Sales and Distribution (SD) application component fulfills many of the international requirements that supports the sales and distribution activities with functions such as pricing and conditions, customer order processing, delivery monitoring, billing, credit and risk management.
http://www.sap-img.com/sap-sd.htm
Share a SAP SD Tips with the Sales and Distribution community by Submitting a SAP SD Tips
SAP Certification Exam
My SAP SD Certification Experience
Sample Questions and Answers SAP SD Exam
SAP SD Questions and Answers
SD Questions on Corporate Structure
Short SAP SD Questions 1
Short SAP SD Questions 2
Short SAP SD Questions 3
Interview Questions
Important Tips for Interview for SAP SD
SAP SD Interview Questions
Interview Question and Answers on SAP SD
Some SAP SD Interview Questions 1
Some SAP SD Interview Questions 2
Tables/Tcodes in SAP SD
Important Tables for SAP SD
SAP SD Transaction codes List
Task Specifc SD Transaction Codes 1
Task Specifc SD Transaction Codes 2
SAP SD TCodes For India
Standard SAP SD Reports
SD Frequently Asked Question
Sales and Distribution FAQ
Link Between SAP SD, MM & FI
Why Do We Assign Division to Sales Organisation
Sales Order
Duplicate customer purchase order
Default First Date is not Today
Auto proposed all the dates when creating Sales Order
Define Material used at which Sales and Distri. Process
Assign a Cost Center manually in a SO (VBAK-KOSTL)
Transfer of Requirements
Define Tax Determination Rules
Taxation Explain with an example
Return material From customer
SAP SD: Scheduling Agreement Vs Contract
Sales BOM Implementation
How to Know that Sales BOM is working or not?
What Is BOM Referring to SAP SD
Sales Order Mass Change
Release strategy for Sales order
How to do rebate processing
Rebate Process with Ref. to SO
Consignment Sales Process in SAP
Issue free goods to selected Customers
Supressing Fields in Sale Order
Some Light on Batch Determination
Diff. between Item Proposal and Material Determination
Steps for SD Variant Configuration
Number Ranges In Sales Order
What is Debit note and Credit note
Configure Intercompany Stock Transport Order
Third Party Sales
Process Flow for 3rd Party Sales
Cross Selling : How To Configure
An Example Of Third Party Sales
CIN
SAP SD CIN Configuration
Customer
Customizing Customer Hierarchy in SD
Availability Check
Availability Check on Quotation
SD material Determination based on availability check
Creating Multiple Materials in Material Determination
Backward and Forward Scheduling
Account Payable
Settlement Downpayment with Installment payment Term
Customized SD ABAP Reports
Upload Condition Pricing
Sales Order Changed History Display
SAP Sales and Distribution Book
Implementing SAP Sales and Distribution
Highly Recommended for those who want to become
a SAP SD Expert. Provides details SD
Implementation and Configuration from Basic to
Expert level.
SAP SD Interview Questions, Answers,
and Explanations
Retail Information Systems Based on SAP Products
... browse more SAP SD Books
SAP Training CBT
SAP SD Training
HUM
Basic Process of how Packing Works
The "Packing Process" with an Example
Pricing
Difference between Condition Type
Accumulate the amt of cond. types in accting document
Hiding Price Condition Types on a Sales Document
Creating New Pricing Procedure
What is alt cal type & alt base value & Req field in Pricing
Re-pricing in a Quotation
Quantity Based Discounts in Bulk Quantities Sales
Determine sales price with shipping point
Pricing date based on Deliv. date, Sales Ord, Billing
Report to Check the Entered Pricing Condition Price
Mass Update of condition pricing
Material Master Price as Sales Price Automatically
Customer discounts on effort only
Steps to Create Commission for Agent
SD Questions About Pricing Condition
Add a Field To New Condition Table in Pricing
Header Condition and Group Condition
Steps Involved In Condition Technique
Billing
Billing cannot be Release to Accounting
Default Start Variant for VF04
Cond. Exclusion will be determined in the billing doc.
Steps creating new or changing existing Billing Doc Typ
Billing Block will not worked if you did not assign it
Billing Plan for Milestone Billing
Combine Billing for deliveries with different date
Billing Spilt by Item Category
Max. No. of items in FI reached Msg no. F5 727
Prepaid process possible
Restricting Number Of Items In Billing Doc
Credit Management
How To Do Configuration For Credit Management
MRP block for Credit limit attained Customers
Credit Mgmt Dynamic checking
Sales value field not getting updated after creating billing
Diff Between Simple and Automatic Credit Check Types
Set Up for Credit Card Payment Processing
Dunning Process In Credit Management
Product Allocation
Implement the Product Allocation Functionality
Output/Email
Sending a billing document by e-mail
Customizing picking output
Program for Sales Order by Customer, Date, Sales
SAP Sales and Distribution Forum at the convenient of your mail box
Exchange SAP SD problems/solutions, tips, ideas with other SAP SD peers from around the globe.
The Sales and Distribution (SD) application component fulfills many of the international requirements that supports the sales and distribution activities with functions such as pricing and conditions, customer order processing, delivery monitoring, billing, credit and risk management.
http://www.sap-img.com/sap-sd.htm
Share a SAP SD Tips with the Sales and Distribution community by Submitting a SAP SD Tips
SAP Certification Exam
My SAP SD Certification Experience
Sample Questions and Answers SAP SD Exam
SAP SD Questions and Answers
SD Questions on Corporate Structure
Short SAP SD Questions 1
Short SAP SD Questions 2
Short SAP SD Questions 3
Interview Questions
Important Tips for Interview for SAP SD
SAP SD Interview Questions
Interview Question and Answers on SAP SD
Some SAP SD Interview Questions 1
Some SAP SD Interview Questions 2
Tables/Tcodes in SAP SD
Important Tables for SAP SD
SAP SD Transaction codes List
Task Specifc SD Transaction Codes 1
Task Specifc SD Transaction Codes 2
SAP SD TCodes For India
Standard SAP SD Reports
SD Frequently Asked Question
Sales and Distribution FAQ
Link Between SAP SD, MM & FI
Why Do We Assign Division to Sales Organisation
Sales Order
Duplicate customer purchase order
Default First Date is not Today
Auto proposed all the dates when creating Sales Order
Define Material used at which Sales and Distri. Process
Assign a Cost Center manually in a SO (VBAK-KOSTL)
Transfer of Requirements
Define Tax Determination Rules
Taxation Explain with an example
Return material From customer
SAP SD: Scheduling Agreement Vs Contract
Sales BOM Implementation
How to Know that Sales BOM is working or not?
What Is BOM Referring to SAP SD
Sales Order Mass Change
Release strategy for Sales order
How to do rebate processing
Rebate Process with Ref. to SO
Consignment Sales Process in SAP
Issue free goods to selected Customers
Supressing Fields in Sale Order
Some Light on Batch Determination
Diff. between Item Proposal and Material Determination
Steps for SD Variant Configuration
Number Ranges In Sales Order
What is Debit note and Credit note
Configure Intercompany Stock Transport Order
Third Party Sales
Process Flow for 3rd Party Sales
Cross Selling : How To Configure
An Example Of Third Party Sales
CIN
SAP SD CIN Configuration
Customer
Customizing Customer Hierarchy in SD
Availability Check
Availability Check on Quotation
SD material Determination based on availability check
Creating Multiple Materials in Material Determination
Backward and Forward Scheduling
Account Payable
Settlement Downpayment with Installment payment Term
Customized SD ABAP Reports
Upload Condition Pricing
Sales Order Changed History Display
SAP Sales and Distribution Book
Implementing SAP Sales and Distribution
Highly Recommended for those who want to become
a SAP SD Expert. Provides details SD
Implementation and Configuration from Basic to
Expert level.
SAP SD Interview Questions, Answers,
and Explanations
Retail Information Systems Based on SAP Products
... browse more SAP SD Books
SAP Training CBT
SAP SD Training
HUM
Basic Process of how Packing Works
The "Packing Process" with an Example
Pricing
Difference between Condition Type
Accumulate the amt of cond. types in accting document
Hiding Price Condition Types on a Sales Document
Creating New Pricing Procedure
What is alt cal type & alt base value & Req field in Pricing
Re-pricing in a Quotation
Quantity Based Discounts in Bulk Quantities Sales
Determine sales price with shipping point
Pricing date based on Deliv. date, Sales Ord, Billing
Report to Check the Entered Pricing Condition Price
Mass Update of condition pricing
Material Master Price as Sales Price Automatically
Customer discounts on effort only
Steps to Create Commission for Agent
SD Questions About Pricing Condition
Add a Field To New Condition Table in Pricing
Header Condition and Group Condition
Steps Involved In Condition Technique
Billing
Billing cannot be Release to Accounting
Default Start Variant for VF04
Cond. Exclusion will be determined in the billing doc.
Steps creating new or changing existing Billing Doc Typ
Billing Block will not worked if you did not assign it
Billing Plan for Milestone Billing
Combine Billing for deliveries with different date
Billing Spilt by Item Category
Max. No. of items in FI reached Msg no. F5 727
Prepaid process possible
Restricting Number Of Items In Billing Doc
Credit Management
How To Do Configuration For Credit Management
MRP block for Credit limit attained Customers
Credit Mgmt Dynamic checking
Sales value field not getting updated after creating billing
Diff Between Simple and Automatic Credit Check Types
Set Up for Credit Card Payment Processing
Dunning Process In Credit Management
Product Allocation
Implement the Product Allocation Functionality
Output/Email
Sending a billing document by e-mail
Customizing picking output
Program for Sales Order by Customer, Date, Sales
SAP Sales and Distribution Forum at the convenient of your mail box
Exchange SAP SD problems/solutions, tips, ideas with other SAP SD peers from around the globe.
SAP Landscape
What is SAP Landscape?
By: Kunal
Landscape is like a server system or like a layout of the servers or some may even call it the architecture of the servers viz. SAP is divided into three different lanscape DEV, QAS and PROD.
- DEV would have multiple clients for ex: 190- Sandbox, 100- Golden, 180- Unit Test.
- QAS may again have mutiple clients for ex: 300- Integration Test, 700 to 710 Training.
- PROD may have something like a 200 Production.
These names and numbers are the implementer's discreet on how they want it or they have been using in their previous implementations or how is the client's business scenario.
Now whatever you do in the Sandbox doesn't affect the other servers or clients. Whenever you think you are satisfied with your configuration and you think you can use it moving forward, you RE-DO it in the golden client (remember, this is a very neat and clean client and you cannot use it for rough usage). As you re-do everything that you had thought was important and usable, you get a transport request pop up upon saving everytime. You save it under a transport request and give your description to it. Thus the configuration is transported to the Unit Test client (180 in this example).
You don't run any transaction or even use the SAP Easy Access screen on the 100 (golden) client. This is a configuration only client. Now upon a successful tranport by the Basis guy, you have all the configuration in the Testing client, just as it is in the Golden client. The configuration remains in sync between these two clients.
But in the Testing client you can not even access SPRO (Display IMG) screen. It's a transaction only client where you perform the unit test. Upon a satisfactory unit test, you move the good configuration to the next SERVER (DEV). The incorrect or unsatisfactory configuration is corrected in Golden (may again as well be practised in the sandbox prior to Golden) and accordingly transported back to 180 (Unit Test) until the unit test affected by that particular config is satisfactory.
The Golden client remains the 'database' (if you wanna call it that) or you may rather call it the 'ultimate' reference client for all the good, complete and final configuration that is being used in the implementation.
In summary:
Landscape : is the arrangement for the servers
IDES : is purely for education purpose and is NOT INCLUDED in the landscape.
DEVELOPMENT ---> QUALITY ----> PRODUCTION
DEVELOPMENT : is where the the consultants do the customization as per the company's requirement.
QUALITY : is where the core team members and other members test the customization.
PRODUCTION : is where the live data of the company is recorded.
A request will flow from Dev->Qual->Prod and not backwards.
1. Sandbox server: In the initial stages of any implementation project, You are given a sandbox server where you do all the configuration/customization as per the companies business process.
2. Development Server: - Once the BBP gets signed off, the configuration is done is development server and saved in workbench requests, to be transported to Production server.
3. Production Server: This is the last/ most refined client where the user will work after project GO LIVE. Any changes/ new develpoment is done is development client and the request is transported to production.
These three are landscape of any Company. They organised their office in these three way. Developer develop their program in Development server and then transport it to test server. In testing server tester check/test the program and then transport it to Production Server. Later it will deploy to client from production server.
Presentaion Server- Where SAP GUI have.
Application Server - Where SAP Installed.
Database Server - Where Database installed.
What is the meaning of "R" in R/3 systems?
R/3 stands for realtime three tier architecture. This is the kind of architecture SAP R/3 system has.
R/3 means three layers are installed in Different system/server and they are connected with each other.
1) Presentation
2) Application
3) Database
By: Kunal
Landscape is like a server system or like a layout of the servers or some may even call it the architecture of the servers viz. SAP is divided into three different lanscape DEV, QAS and PROD.
- DEV would have multiple clients for ex: 190- Sandbox, 100- Golden, 180- Unit Test.
- QAS may again have mutiple clients for ex: 300- Integration Test, 700 to 710 Training.
- PROD may have something like a 200 Production.
These names and numbers are the implementer's discreet on how they want it or they have been using in their previous implementations or how is the client's business scenario.
Now whatever you do in the Sandbox doesn't affect the other servers or clients. Whenever you think you are satisfied with your configuration and you think you can use it moving forward, you RE-DO it in the golden client (remember, this is a very neat and clean client and you cannot use it for rough usage). As you re-do everything that you had thought was important and usable, you get a transport request pop up upon saving everytime. You save it under a transport request and give your description to it. Thus the configuration is transported to the Unit Test client (180 in this example).
You don't run any transaction or even use the SAP Easy Access screen on the 100 (golden) client. This is a configuration only client. Now upon a successful tranport by the Basis guy, you have all the configuration in the Testing client, just as it is in the Golden client. The configuration remains in sync between these two clients.
But in the Testing client you can not even access SPRO (Display IMG) screen. It's a transaction only client where you perform the unit test. Upon a satisfactory unit test, you move the good configuration to the next SERVER (DEV). The incorrect or unsatisfactory configuration is corrected in Golden (may again as well be practised in the sandbox prior to Golden) and accordingly transported back to 180 (Unit Test) until the unit test affected by that particular config is satisfactory.
The Golden client remains the 'database' (if you wanna call it that) or you may rather call it the 'ultimate' reference client for all the good, complete and final configuration that is being used in the implementation.
In summary:
Landscape : is the arrangement for the servers
IDES : is purely for education purpose and is NOT INCLUDED in the landscape.
DEVELOPMENT ---> QUALITY ----> PRODUCTION
DEVELOPMENT : is where the the consultants do the customization as per the company's requirement.
QUALITY : is where the core team members and other members test the customization.
PRODUCTION : is where the live data of the company is recorded.
A request will flow from Dev->Qual->Prod and not backwards.
1. Sandbox server: In the initial stages of any implementation project, You are given a sandbox server where you do all the configuration/customization as per the companies business process.
2. Development Server: - Once the BBP gets signed off, the configuration is done is development server and saved in workbench requests, to be transported to Production server.
3. Production Server: This is the last/ most refined client where the user will work after project GO LIVE. Any changes/ new develpoment is done is development client and the request is transported to production.
These three are landscape of any Company. They organised their office in these three way. Developer develop their program in Development server and then transport it to test server. In testing server tester check/test the program and then transport it to Production Server. Later it will deploy to client from production server.
Presentaion Server- Where SAP GUI have.
Application Server - Where SAP Installed.
Database Server - Where Database installed.
What is the meaning of "R" in R/3 systems?
R/3 stands for realtime three tier architecture. This is the kind of architecture SAP R/3 system has.
R/3 means three layers are installed in Different system/server and they are connected with each other.
1) Presentation
2) Application
3) Database
introduction to SAP
An Introduction to SAP
SAP was founded in 1972 in Walldorf, Germany. It stands for Systems, Applications and Products in Data Processing. Over the years, it has grown and evolved to become the world premier provider of client/server business solutions for which it is so well known today. The SAP R/3 enterprise application suite for open client/server systems has established a new standards for providing business information management solutions.
SAP product are consider excellent but not perfect. The main problems with software product is that it can never be perfect.
The main advantage of using SAP as your company ERP system is that SAP have a very high level of integration among its individual applications which guarantee consistency of data throughout the system and the company itself.
In a standard SAP project system, it is divided into three environments, Development, Quality Assurance and Production.
The development system is where most of the implementation work takes place. The quality assurance system is where all the final testing is conducted before moving the transports to the production environment. The production system is where all the daily business activities occur. It is also the client that all the end users use to perform their daily job functions.
To all company, the production system should only contains transport that have passed all the tests.
SAP is a table drive customization software. It allows businesses to make rapid changes in their business requirements with a common set of programs. User-exits are provided for business to add in additional source code. Tools such as screen variants are provided to let you set fields attributes whether to hide, display and make them mandatory fields.
This is what makes ERP system and SAP in particular so flexible. The table driven customization are driving the program functionality instead of those old fashioned hard-coded programs. Therefore, new and changed business requirements can be quickly implemented and tested in the system.
Many other business application software have seen this table driven customization advantage and are now changing their application software based on this table customizing concept.
In order to minimized your upgrading costs, the standard programs and tables should not be changed as far as possible. The main purpose of using a standard business application software like SAP is to reduced the amount of time and money spend on developing and testing all the programs. Therefore, most companies will try to utilized the available tools provided by SAP.
What is Client? What is the difference between Customization and Configuration?
The difference between cutomizing and configuration is:
- CONFIGURATION: we will configure the system to meet the needs of your business by using the existing data.
- CUSTOMIZING: we will customise or adapt the system to your business requirements, which is the process of mapping SAP to your business process.
- CLIENT: A client is a unique one in organizational structure, can have one or more company codes. Each company code is its own legal entity in finance.
Configuration vs. Customization
When considering enterprise software of any type, it is important to understand the difference between configuration and customization.The crux of the difference is complexity. Configuration uses the inherent flexibility of the enterprise software to add fields, change field names,modify drop-down lists, or add buttons. Configurations are made using powerful built-in tool sets. Customization involves code changes to create functionality that is not available through configuration. Customization can be costly and can complicate future upgrades to the software because the code changes may not easily migrate to the new version.Wherever possible, governments should avoid customization by using configuration to meet their goals.Governments also should understand their vendor's particular terminology with regard to this issue since words like "modifications" or "extensions" often mean different things to different vendors. *-- Sivaprasad, Sonali Sardesai
What is SAP R3?
We know that SAP R/3 is software, it particular it is client-server software. This means that the groups/layers
that make up a R/3 System are designed to run simultaneously across several separate computer systems.
When you install Microsoft Excel on your PC, each component of Excel (printing components, graphing components, word processing components, and etc.) is stored, managed, and processed via the hardware of your PC. When a company installs SAP’s software each component (or "layer” in R/3’s case) is stored, managed, and processed via the hardware of separate and specialized computer systems. Each of the various layers is capable of calling upon the specialty of any of the other installed layers in order to complete a given task.
Those components/layers that are requesting services are called “clients”, those components/layers that are providing services are called “servers”. Thus the term - “client/server”.
SAP was founded in 1972 in Walldorf, Germany. It stands for Systems, Applications and Products in Data Processing. Over the years, it has grown and evolved to become the world premier provider of client/server business solutions for which it is so well known today. The SAP R/3 enterprise application suite for open client/server systems has established a new standards for providing business information management solutions.
SAP product are consider excellent but not perfect. The main problems with software product is that it can never be perfect.
The main advantage of using SAP as your company ERP system is that SAP have a very high level of integration among its individual applications which guarantee consistency of data throughout the system and the company itself.
In a standard SAP project system, it is divided into three environments, Development, Quality Assurance and Production.
The development system is where most of the implementation work takes place. The quality assurance system is where all the final testing is conducted before moving the transports to the production environment. The production system is where all the daily business activities occur. It is also the client that all the end users use to perform their daily job functions.
To all company, the production system should only contains transport that have passed all the tests.
SAP is a table drive customization software. It allows businesses to make rapid changes in their business requirements with a common set of programs. User-exits are provided for business to add in additional source code. Tools such as screen variants are provided to let you set fields attributes whether to hide, display and make them mandatory fields.
This is what makes ERP system and SAP in particular so flexible. The table driven customization are driving the program functionality instead of those old fashioned hard-coded programs. Therefore, new and changed business requirements can be quickly implemented and tested in the system.
Many other business application software have seen this table driven customization advantage and are now changing their application software based on this table customizing concept.
In order to minimized your upgrading costs, the standard programs and tables should not be changed as far as possible. The main purpose of using a standard business application software like SAP is to reduced the amount of time and money spend on developing and testing all the programs. Therefore, most companies will try to utilized the available tools provided by SAP.
What is Client? What is the difference between Customization and Configuration?
The difference between cutomizing and configuration is:
- CONFIGURATION: we will configure the system to meet the needs of your business by using the existing data.
- CUSTOMIZING: we will customise or adapt the system to your business requirements, which is the process of mapping SAP to your business process.
- CLIENT: A client is a unique one in organizational structure, can have one or more company codes. Each company code is its own legal entity in finance.
Configuration vs. Customization
When considering enterprise software of any type, it is important to understand the difference between configuration and customization.The crux of the difference is complexity. Configuration uses the inherent flexibility of the enterprise software to add fields, change field names,modify drop-down lists, or add buttons. Configurations are made using powerful built-in tool sets. Customization involves code changes to create functionality that is not available through configuration. Customization can be costly and can complicate future upgrades to the software because the code changes may not easily migrate to the new version.Wherever possible, governments should avoid customization by using configuration to meet their goals.Governments also should understand their vendor's particular terminology with regard to this issue since words like "modifications" or "extensions" often mean different things to different vendors. *-- Sivaprasad, Sonali Sardesai
What is SAP R3?
We know that SAP R/3 is software, it particular it is client-server software. This means that the groups/layers
that make up a R/3 System are designed to run simultaneously across several separate computer systems.
When you install Microsoft Excel on your PC, each component of Excel (printing components, graphing components, word processing components, and etc.) is stored, managed, and processed via the hardware of your PC. When a company installs SAP’s software each component (or "layer” in R/3’s case) is stored, managed, and processed via the hardware of separate and specialized computer systems. Each of the various layers is capable of calling upon the specialty of any of the other installed layers in order to complete a given task.
Those components/layers that are requesting services are called “clients”, those components/layers that are providing services are called “servers”. Thus the term - “client/server”.
SAP World
Overview of SAP
SAP Introduction
What is SAP Landscape?
SAP General FAQ
Find the list of SAP Tcodes Easy to Remember (SAP Transaction Codes) Basic Knowledge and System Navigation Question
SAP Logistics Modules
Material Management Logistics Execution Sales and Distribution Production Planning and Control Quality Management Plant Maintenance Project System
SAP Financial Modules
Financial Accounting and Controlling
SAP Human Resources
Personnel Management
SAP System Administration
Basis Components Sapgui, Unix, SAP ITS, Router, Client Copy and IDES
ABAP Workbench
ABAP Programming Hints
BDC Programming Tips
ABAP Functions Examples
BAPI Programming
SAP Forms
Sapscripts
SmartForms
SAP Functional vs ABAP Training
Learning ABAP or SAP Application
SAP Jobs Forum for SAP Recruiter and Jobs Seekers
SAP Jobs Opportunity
SAP Links
Links of SAP websites
Learn SAP From Home
SAP IDES Software
Generic SAP Topics
SAP Tickets - What Is That?
Role of a SAP Functinal Consultant
Role of SAP Consultant In Testing
Roles and Responsibilities of End Users
The top ten IT skills to have for the next few years
Mini SAP System Requirement and How to Get It
Implementing SAP
Successfully Implementing SAP
Free ABAP eBook Download
SAP MM, SD, FI, PS, PP, PM, HR, System Tables
ABAP/4 FAQ - Data Dictionary - Reporting - Data Modeler - Dialog Programming - SQL/Performance - SAPscripts - User Exits - Workbench Organizer - Sample Exam Questions
Cross-Applications Components
Business Information Warehouse
Advanced Planner and Optimizer
SAP Business Workflow
Handling Units Management
Document Management System
SAP Data Migration with LSMW
Computer Aided Test Tool
SAP-CRM Interview Questions
SAP Books and eBooks
Sams Teach Yourself SAP in 24 Hours (2nd Edition)
SAP NetWeaver For Dummies
Supply Chain Management Based on SAP Systems
... browse more SAP Books
SAP Training CBT
Computer Based Training on SAP
Functional, Basis Administration and ABAP/4 Programming
New SAP Tips Just Arrived
Difference between Rule and Role
Measuring Points Questions in SAP PM
Important Tables in SAP FI
Function and Role of User Types
BOM Is Not Exploding In P.O.
Setup FI Fiscal Year Period
BAPI Step by step Guidance
SAP HR FAQ
SAP BW Interview Questions 1
Testing and Debugging ABAP Codes, Functions
What the Max Memory a good Program Should Request
Complete Purchase Cycle Till FI
Difference Between BAPI and RFC
Serial Number For Component
Process Of Letter of Credit for Imports
Miscellaneous Contents Free Pop-up Stopper for Internet Explorer Oracle Database, SQL, Application, Programming Tips Java Programming Hints and Tips
Overview of SAP
SAP Introduction
What is SAP Landscape?
SAP General FAQ
Find the list of SAP Tcodes Easy to Remember (SAP Transaction Codes) Basic Knowledge and System Navigation Question
SAP Logistics Modules
Material Management Logistics Execution Sales and Distribution Production Planning and Control Quality Management Plant Maintenance Project System
SAP Financial Modules
Financial Accounting and Controlling
SAP Human Resources
Personnel Management
SAP System Administration
Basis Components Sapgui, Unix, SAP ITS, Router, Client Copy and IDES
ABAP Workbench
ABAP Programming Hints
BDC Programming Tips
ABAP Functions Examples
BAPI Programming
SAP Forms
Sapscripts
SmartForms
SAP Functional vs ABAP Training
Learning ABAP or SAP Application
SAP Jobs Forum for SAP Recruiter and Jobs Seekers
SAP Jobs Opportunity
SAP Links
Links of SAP websites
Learn SAP From Home
SAP IDES Software
Generic SAP Topics
SAP Tickets - What Is That?
Role of a SAP Functinal Consultant
Role of SAP Consultant In Testing
Roles and Responsibilities of End Users
The top ten IT skills to have for the next few years
Mini SAP System Requirement and How to Get It
Implementing SAP
Successfully Implementing SAP
Free ABAP eBook Download
SAP MM, SD, FI, PS, PP, PM, HR, System Tables
ABAP/4 FAQ - Data Dictionary - Reporting - Data Modeler - Dialog Programming - SQL/Performance - SAPscripts - User Exits - Workbench Organizer - Sample Exam Questions
Cross-Applications Components
Business Information Warehouse
Advanced Planner and Optimizer
SAP Business Workflow
Handling Units Management
Document Management System
SAP Data Migration with LSMW
Computer Aided Test Tool
SAP-CRM Interview Questions
SAP Books and eBooks
Sams Teach Yourself SAP in 24 Hours (2nd Edition)
SAP NetWeaver For Dummies
Supply Chain Management Based on SAP Systems
... browse more SAP Books
SAP Training CBT
Computer Based Training on SAP
Functional, Basis Administration and ABAP/4 Programming
New SAP Tips Just Arrived
Difference between Rule and Role
Measuring Points Questions in SAP PM
Important Tables in SAP FI
Function and Role of User Types
BOM Is Not Exploding In P.O.
Setup FI Fiscal Year Period
BAPI Step by step Guidance
SAP HR FAQ
SAP BW Interview Questions 1
Testing and Debugging ABAP Codes, Functions
What the Max Memory a good Program Should Request
Complete Purchase Cycle Till FI
Difference Between BAPI and RFC
Serial Number For Component
Process Of Letter of Credit for Imports
Miscellaneous Contents Free Pop-up Stopper for Internet Explorer Oracle Database, SQL, Application, Programming Tips Java Programming Hints and Tips
Wednesday, October 04, 2006
ERP
SAP ( Systems Applications and Products ) is basically an ERP.* :
What is ERP ?
Ans: ERP is an acronym for "Enreprise Resource Planning".an ERP attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different department's particular needs. E : Enterprise is a huge business Organisation.R : Resources are Money,Material,Man power,Machinery,MethodsP : Planing for optimal Utilization of resource for a huge business OrganisationAll te queries can be posted to sapeducation@gmail.com.
Why do Enterpises(Companies) Fix ERP in their Organisations ?There r 5 major reasons Y companies undertake ERP.
(1) Integrate financial Information
(2) Integrate Customer Order Information
(3) Standardize and speed up manufacturing processes
(4) Reduce inventory
(5) Standardize HR information.
(1) Integrate financial Information : As the CEO tries 2 understand D copmany's overall performance,he may find many different versions of the truth .Finance has it's own set of revenue numbers,sales has another version and the different business units may each have their own versions of how much they contributed 2 revenues. ERP creates a single version of D truth that cannot be questioned because everyone is using D same system.
(2) Integrate Customer order information : ERP system can bcome D place where D customer order lives from D time a customer service representative receives it unitll D loading dock ships D merchandise & finance sends an invoice.By having this info in one software system,companies can keep track of orders more easily and coordinate maufacturing,inventory and shiipping among many different locations @ same time.
(3) Standardize and speed up manufacturing processes : Manufacturing companies -especially those with appetite 4r mergers & aquisitions often find that multiple business units across D copmany make D same widget using different methods & computer systems. ERP systems come with standard methods 4r automating some of D steps of steps of a manufacturing process. Standardize those processes & using a single,integrated computer system can save time,increase productivity & reduce head count.
(4) Reduce inventory: ERP helps D manufacturing process flow more smoothly & it improves visibility of D order fulfillment proces inside D company.That can lead 2 reduced inventories of D stuff used 2 make products & it can help users better plan deliveries 2 customers,reducing D finished good inventory @ D warehouse & shipping docs
(5) Standardize HR information - especially in companies with mulitiple busines units, HR may not have a unified,simple method for tracking employees time & communicating with them abt benefits and services.ERP can fix that.In D race 2 fix these problems ,companies often lose sigt of D ERP packages r nothing more than generic representatives of the eays a typical copmany does business, While most of packages r exhaustively comprehensive ,each industry has its own qurks that amke it unique. Most of the ERP systems r designed 2 be used by discrete manufacturing companies . The ERP programs r modified according 2 D needs of each industry which install them.
SAP ( Systems Applications and Products ) is basically an ERP.* :
What is ERP ?
Ans: ERP is an acronym for "Enreprise Resource Planning".an ERP attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different department's particular needs. E : Enterprise is a huge business Organisation.R : Resources are Money,Material,Man power,Machinery,MethodsP : Planing for optimal Utilization of resource for a huge business OrganisationAll te queries can be posted to sapeducation@gmail.com.
Why do Enterpises(Companies) Fix ERP in their Organisations ?There r 5 major reasons Y companies undertake ERP.
(1) Integrate financial Information
(2) Integrate Customer Order Information
(3) Standardize and speed up manufacturing processes
(4) Reduce inventory
(5) Standardize HR information.
(1) Integrate financial Information : As the CEO tries 2 understand D copmany's overall performance,he may find many different versions of the truth .Finance has it's own set of revenue numbers,sales has another version and the different business units may each have their own versions of how much they contributed 2 revenues. ERP creates a single version of D truth that cannot be questioned because everyone is using D same system.
(2) Integrate Customer order information : ERP system can bcome D place where D customer order lives from D time a customer service representative receives it unitll D loading dock ships D merchandise & finance sends an invoice.By having this info in one software system,companies can keep track of orders more easily and coordinate maufacturing,inventory and shiipping among many different locations @ same time.
(3) Standardize and speed up manufacturing processes : Manufacturing companies -especially those with appetite 4r mergers & aquisitions often find that multiple business units across D copmany make D same widget using different methods & computer systems. ERP systems come with standard methods 4r automating some of D steps of steps of a manufacturing process. Standardize those processes & using a single,integrated computer system can save time,increase productivity & reduce head count.
(4) Reduce inventory: ERP helps D manufacturing process flow more smoothly & it improves visibility of D order fulfillment proces inside D company.That can lead 2 reduced inventories of D stuff used 2 make products & it can help users better plan deliveries 2 customers,reducing D finished good inventory @ D warehouse & shipping docs
(5) Standardize HR information - especially in companies with mulitiple busines units, HR may not have a unified,simple method for tracking employees time & communicating with them abt benefits and services.ERP can fix that.In D race 2 fix these problems ,companies often lose sigt of D ERP packages r nothing more than generic representatives of the eays a typical copmany does business, While most of packages r exhaustively comprehensive ,each industry has its own qurks that amke it unique. Most of the ERP systems r designed 2 be used by discrete manufacturing companies . The ERP programs r modified according 2 D needs of each industry which install them.
Monday, October 02, 2006
HISTORY OF SAP.Founded in 1972,SAP is the recognised leader in providing collabrative business solutions for all types of industries and for every major market. Headquartered in Willdorf,Germnay,SAP is the world's largest inter-enterprise software company,and the world's third largest independent software supplier overall. SAP employs over 28,900 people in more than 50 countries SAP profesionals are dedicated to providing high-level customer support and sevices.
1972 - Five former IBM employees
(1) Dietmer Hopp
(2) Hans-Werner
(3) Hasso Plattner
(4) klaus Tschira
(5) Claus Wellenreuther
Launch a company called SAP - Systems Analysis and Program Development.later known as SAP - Systems Applications and Products.1973 - R/1 system is created
R stands for Real Time
1 stands for one tier.
1980 - SAP MOVES TO Max-Planck-Strasse in an industrial park in Walldorf,near Heidelberg,Germany.1981 . SAP R/2 is widely accpeted.R stands for Real time2 stands for two tier.1986 -SAP moves outside Germany,Austria.Revenues reach DM 100 million around U.S. $52 million ) earlier than expected.1988 - SAP GmbH becomes SAP AG.Nov 4 ,1.2 million shares are listed on Frankfurt and Stuttgart stock exchanges.1992 - SAP R/3 is unleashed in market.1996 - 1,089 new SAP R/3 customers have been won.1997 - SAP celebrates it's 25th anniversary and now employs around 12,900 people.1998 - SAP stocks now trades on New York Stock Exchange (NYSE).1999 - In May Co-Founder,Co-Chairman and CEO Hassao Plattner announces the mySAP.com stratergy.2000 -More than 10 million users work with SAP solutions.There are now 36,000 installations worldwide,1,000 partners,22 industry business solutions and 13,500 customers in 120 countries.SAP becomes world's third largest independent software vendor.2002 - With sales of U.S.$7.8 billion and 29,000 employees,SAP is one of the leading vendors of e-business solutions.2003 - SAP Netwaver is introduced.
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