0InstructionsThis questionnaire is a tool that you can use to collect information about your business that will be usef5l for tailoring the R/3 System to your business needs. You will need Microsoft Word for Windows to work with this document. Enter your answers in the fields after the questions, using the TAB key to move from field to field. You may save and later change your answers in this questionnaire just as you would with any other Word document.
1 Global Settings
1.1 CurrenciesDoes your company use foreign currencies in business documents? (e.g. buying products or entering an invoice in foreign currency.)
Yes No
Does your company need foreign currency balance sheet accounts?
Yes No
Roughly how many different foreign currencies do you use?
è
List the foreign currencies for which you will maintain exchange rates in the system:
è
It may be more convenient to enter exchange rates in a currency other than your local currency.
Example: Your local currency is Canadian dollars, but you want to enter USD exchange rates such as DEM/USD, JPY/USD, and USD/CAD.
In which currency do you want to enter exchange rates?
Local currency
Other currency:
è
1.2 Units of Measure1
Do you use various different units of measure to manage materials in your organization? (e.g. each, pieces, kilos, pounds, gallons, boxes,…)
Conversion factors for common units of weight, length, area and volume are standard in R/3 a. (e.g. you may post the receipt of 1 kilo of a material managed in grams, and R/3 will convert into 1000 grams).
Do you want to maintain “company specific” conversion factors between unit of measure2?
Example: You purchase some products in cartons of 12, other products in cartons of 1000. When entering goods receipts for these products, you would like to enter the number of cartons, and have R/3 convert automatically into base units of measure.
No Yes, we need these “company specific” conversion factors:
è
1.3 CalendarDo some parts of your organization – branches, departments, warehouses, production facilities, etc. – observe different public holidays than the rest of your organization (e.g., in one production facility, the day after Thanksgiving is a working day, although everywhere else it is a holiday)?
No, the entire organization observes the same holidays
Yes, we need è different “holiday calendars” because: è
Are the days of the week that are working days different in some parts of your organization? (e.g. one production facility operates seven days a week; all the others operate Monday through Friday)?
No, the entire organization has the same working days
Yes, we need è different “factory calendars” because: è
2 Enterprise Structure
2.1 Material Valuation AreasIs the value of a material the same throughout the company, or can the value of the same material be different in different plants (e.g. the book value of a widget in factory A is $1; in factory B its value is $0.97)?
The same materials may have a different value in different parts of the company.
Materials will always have the same value throughout the company.
We will never use product costing in R/3.
We will never use production planning in R/3.
a Starting with 3.1G. Available now in the Simplification Group’s Pre-Configured Client.
2.2 PlantsThe plant is the fundamental organizational entity in R/3 at which materials are managed. In practice, R/3 plants are often used to represent a production facility, a warehouse, or an operating site. Some reasons why plants are important in R/3:
· The quantity of inventory is tracked per plantb. (e.g. you may have 10 widgets in plant A and 7 widgets in plant B).
· The value of inventory may be tracked per plant, and the accounts posted to record transactions involving inventory may be different in each plant (e.g. each widget has a book value of $1 in plant A, and $1.07 in plant B).
· Each plant has its own data for a material concerning areas such as purchasing, sales, and production.
· Each plant has its own material requirements planning.
· List the different R/3 plants you will need, and describe briefly why each should be a different plant
è
2.3 Storage LocationsEach R/3 plant may have several “storage locations” in which the quantities of stocks are tracked (e.g. there are 10 widgets in plant A, 7 in storage location 1, 3 in storage location 2, and non in storage location 3).
List the storage locations each of your plants will need:
è
2.4 Purchasing OrganizationsList the purchasing departments in your organization:
è
Are these departments responsible for all procurement?
These departments handle all purchases.
Some purchasing is not handled by these departments.
Description: è
2.4.1 Unless one department handles all purchasing…
Which of these departments negotiate pricing terms and conditions with your suppliers?
è
Do they do this independently of each other? è
What information do these departments share? è
b Within a plant, distinct quantities of the same material may tracked in several different “storage location”.
How do the departments share the task of procuring the goods and services required by your organization (e.g. each production facility responsible for its own procurement, responsibility split by geographical area, segregated by the type of item – manufacturing raw materials versus other items,…)?
è
3 Master Data
3.1 Material TypesWhich types of materials do you need in your organization:
Finished goods: materials, possibly spare parts / components, which you make and sell.
Semi-finished goods: materials you have made which you will later use to make something else with.
Raw materials: materials you buy which you will use to make something else with.
Packaging materials: raw materials used only for packaging. If you need this material type, explain why you wish to distinguish packaging materials from other raw materials: è
Trading goods: items you buy to later sell without any manufacturing value added.
Non-stocked materials: items which you buy, but do not track in inventory. These materials are charged to the appropriate expense account when purchased, and are not received into stock. They may be delivered to the point of consumption directly.
Non-valuated materials: items you buy, and track only the quantity, but not the value in inventory. These materials are charged to the appropriate expense account when purchased. Once received into stock, inventory transactions (e.g. goods issue 2 pieces) have no impact on accounting.
Service material: TBC obsolete in MM, replaced by service master and MM SRV external service management program. May still be needed for SD to price services rendered to customers.
3.2 Material GroupsIn R/3 each material must belong to exactly one material group. Groups are a rough way to classify materials. Among other things, material groups:
· Limit the scope of standard reports and analyses
· Can be used as search criteria
· Can restrict user access to exclude specific groups
· Please list the different material groups you will want to use:
Do you want to use a classification system for the materials in your organization? A classification system can be used to find materials with similar characteristics.
No Yes
If yes, describe briefly how you intend to classify materials:
è
3.4 Material Numbersa
When creating new materials, do you want R/3 to automatically assign numbers sequentially to new materials, or will the end user enter the material number?
R/3 always assigns new numbers
The user will always provide the number when creating new materials
Sometimes R/3 assigns new numbers, sometimes the user enters new numbers.
If material numbers may be assigned by the end user, describe the format:
è
Do you need multiple material numbers for the same material (e.g. engineering number, catalogue number for sales, universal product codes, …)?
No Yes. Explain: è
3.5 Universal Product Codes (UPC)Do you or any of your suppliers use Universal Product Codes (also known as EANs) to identify your goods?
No Yes
Do you need to look up purchase orders based on UPCs when receiving materials from your suppliers?
No Yes
If you use UPCs for your products, please describe how you derive these numbers:
è
3.6 Batch Management4
Is there any need to batch-manage your materials (sub-divide the quantity of your material into batches and track the batches individually).
No Yes, because: è
a Also see question “Material Master Data Transfer from Legacy System”
Can the value of the same material be different in different batches (e.g. The book value of each widgets in batch 1 is $1, but widgets in batch 2 are valued at $1.05)5.
No Yes
At which level must batch numbers be unique? the batch number alone uniquely identifies a batch of a material.
the batch number and the material number uniquely identifies a batch of a material
the batch number, the material number and the plant number uniquely identifies a batch of a material
Will you need to mark certain batches of a material to prevent or restrict them from being withdrawn from stock?
No
Yes, prevent marked batches from being issued from stock.
Yes, allow marked batches to be issued from stock, but only after warning the user.
Describe any additional information you must keep with a batch (e.g. expiry date, quality related or grade information,…). Indicate if different information may be required depending on what is being batch managed:
è
When making a withdrawal from stock, how do you select which batch to use? Describe the method(s) you use:
è
3.7 Material Master Data Transfer from Legacy SystemDo you want to transfer material master data from a legacy system?
No Yes
During data transfer from your legacy system, must you retain existing material numbering?
No Yes
If yes, describe the material number format: è
3.8 Material StatusesDo you want to restrict how a material may be used within the system on a per material basis?6
Example: Prevent material XYZ from being used in purchase orders, and issue a
warning when it is used in an inventory management transaction.
3.9 Engineering Change Management7
Do you need to control changes to data in your material master record using SAP’s Engineering Change Management?
Example: A change is requested, approved, executed, becomes effective on a specified date, and finally completed.
No Yes
3.10 Vendors / Suppliers
3.10.1 Vendor Roles8
For the same purchasing transaction, must you deal with different parties for different roles?
Example: You order goods from vendor A who then supplies the goods and presents you with an invoice. However, payment must be made to a different party, vendor A’s headquarters.
No Yes
If yes, indicate the possible different roles. Order from
Goods supplier
Invoice presented by
Remit payment to
Any others? Explain: è
3.10.2 Vendor Numbers9
When creating new vendors in the system, do you want R/3 to automatically assign numbers sequentially to new vendors, or will the end user enter the vendor number?
R/3 always assigns new numbers
The user will always provide the number when creating new vendors
Sometimes R/3 assigns new numbers, sometimes the user enters new numbers
If vendor numbers may be assigned by the end user, describe the format:
è
3.10.3 Types of Vendor Accounts
Do you foresee the need for different types of vendor accounts?
3.10.4 Vendor Specific Standard Texts for Purchasing Documents10
Are there any instructions / information that you would like to include in purchasing documents for certain vendors but not others?
è
3.10.5 Payment Terms11 and Incoterms
Do your vendors offer discounts for prompt payment (e.g. 1% cash discount within 10 days; 30 days due net)?
No Yes
Are Incoterms specified in your purchasing documents (e.g. FOB Singapore, CIF San Francisco,…)?
No Yes
3.10.6 Vendor Evaluation
Skip this section if you do not perform vendor evaluations.
Which of the following criteria do you use to compute scores for vendor evaluation?
Price
Quality (need SAP’s QM module)
On time deliveries
Quantity reliability
Compliance with shipping instructions
other
4 Purchasing
4.1 Buyers12
A purchasing group is a person or group of people responsible for creating and subsequently monitoring the progress of a purchasing documenta.
Purchasing groups are to represent individual buyers.
Purchasing groups are to represent a groups of buyers.
List the some of the purchasing groups you will need, indicate how complete the list is, and who should maintain it:
è
4.2 Define Shipping Instructions13
Do you include item specific shipping or packing instructions in the purchasing documents you issue to your suppliers (e.g. heavy duty corrugated cardboard packaging)?
No Yes
aYou can limit a user’s access to purchasing documents belonging to his purchasing group.
Do you want to record how well vendors comply with the instructions when you receive the goods (e.g. full compliance, ignored instructions, …)a?
No Yes
If yes, list the criteria for each shipping instruction:
è
4.3 Deadline Monitoring14
Do you want to send reminders to inform your vendor of an impending delivery?
No
Yes, reminders are sent è days before the agreed delivery date.
Do you want to send reminders to notify your vendors of overdue deliveries?
No
Yes, reminders are sent when an order is overdue è days.
Should deadline monitoring be different for different materials?
No, same deadline monitoring for all materials.
Yes (explain): è
4.4 Under / Over Delivery Tolerance15
4.4.1 Over Deliveries
Do you normally accept over deliveries from your vendors? An over delivery is when the quantity delivered is more than the (open) order quantity in purchasing document.
No Yes
If yes, you would normally (by default) tolerate over deliveries of up to what percentageb?
è
Should this default tolerance be different for different materials?
No, same default tolerance for all materials.
Yes (explain): è
a Useful for vendor evaluations.b Unless the purchasing document is changed, goods receipts will not be possible for a quantity that exceeds this tolerance limit.
When the quantity a vendor delivers is less than the (open) order quantity in a purchasing document, this can be interpreted either as a “partial delivery”, with more deliveries expected later or as an “under delivery”, with no further deliveries expected. When the shortfall is considered an “under delivery,” after receiving the goods, the system would behave as though the order item’s open quantity were zero.
Would you ever want the second interpretation – “under delivery” as opposed to “partial delivery” – in the case of minor shortfalls in quantity delivered?
No Yes
If yes, what threshold would you use to distinguish between the two cases?
A shortfall of up to è percent should normally (by default) be considered an under delivery; any shortfall greater than this should be considered a partial delivery.
Should this default threshold be different for different materials?
No, same default threshold for all materials
Yes, explain: è
4.5 Certificates of Origin / Customs Tariff References17
Do you need to track certificates of origin and / or customs tariff reference numbers for items you purchase that are produced in foreign countries?
No Yes
4.6 Source Determination18
Do you want to manage a list of approved suppliers for your materials? This means that if a material is subject to a “source list” requirement, you can only buy the material from suppliers on the list.
Yes, for all materials.
Yes, for all materials, but only in these plants: è
For specific materials only (specify): è
No.
Do some of your materials have a fixed vendor from whom you must always purchase that material.
in a given plant?
across the entire company?
everywhere except in certain plants?
Are some of your suppliers specific to a geographic region?
Example: ACME Widgets supplies plants in the western region; ABC Widgets supplies plants in the eastern region. A western region plant should not order widgets from an eastern region
Do not need this feature.
Want this feature, warning only if vendor does not cover the plant’s region.
Want this feature, prevent orders from vendors that do not cover a plant’s region.
A purchasing document containing a list of hard and soft deliveries.
4.8.6 Stock Transport Orders
If you have several “plants”, do you want to use purchasing documents to plan and manage movements of goods between plants (functionality similar to purchasing documents, but without invoicing)?
No Yes
If yes, which documents do you plan to use? Stock Transport Order (similar to a purchase order)
Transport Scheduling Agreement (similar to scheduling agreement).
4.9 Approval of Purchasing DocumentsIndicate which purchasing documents should be subject to approval by someone (or possibly several people) before the documents may be issued to vendors.
Describe the approval process and under what circumstances the approval process applies.
Example: all requisitions for over $1000 must be approved by the purchasing department manager, all requisitions for over $10000 must be approved by the department manager and the chief financial officer.
Requests for Quotations / Quotations (RFQs) è
Purchase Requisitions è
Purchase Orders (POs) è
Contracts è
Scheduling Agreements è
4.10 Account Assignments in Purchasing DocumentsBy default, purchasing document items are purchased “for stock” and are automatically charged to stock accounts when the goods are received.
Items may also be purchased “for consumption”, to be charged to accounts other than the automatically determined stock account, when the goods are received. In such cases, additional accounting information would have to be specified in the purchasing document.
When items are purchased “for consumption”, there are several “account assignment categories”, or ways purchasing document items can be charged. Which will you use?
If you do not want all the account assignment categories you have selected to be available in all the purchasing documents you will use, indicate which account assignment categories you want per purchasing document type:
è
4.10.1 Authorization Check for G/L Accounts20
Do you want to prevent users from charging purchasing document items to accounts which they are not authorized to post?
No Yes
If yes, in which purchasing documents: Purchase Requisitions
Purchase Orders
Contracts
Scheduling Agreements
4.11 Item Categories
4.11.1 Vendor Consignment21
Do you purchase any materials from vendors on a consignment basis?
No Yes
If yes, in which purchasing documents: è
4.11.2 Subcontracting
Do you need purchasing transactions to support subcontracting (i.e., you issue material components to a vendor who processes them into different materials for you)?
No Yes
If yes, in which purchasing documents: è
4.11.3 Third Party or “Drop Ship”
Do you ever issue purchase orders to a vendor with instructions that the items be supplied directly to a customer (the ordered items are not received by your company)?
No Yes
If yes, in which purchasing documents? è
4.11.4 Services
Do you issue purchase orders for services? No Yes
4.12 Tolerance Limits for Archiving22
How long would you like to retain in the SAP Wait at least è days after a purchasing
system a purchasing document which has been completely received and invoiced?
document has been completed before marking the document for archiving and deletion.
Wait at least è days after a purchasing document has been marked before archiving and then deleting it.
4.13 Purchase Order Price Tolerance Limits23
When processing a purchase order, do you want the system to check whether the purchase order price versus the material’s valuation price (book value) in your system is within a pre-defined tolerance limit?
No Yes
If yes, indicate: · maximum percentage difference you are willing to tolerate without a warning: è
· maximum dollar amount difference you are willing to tolerate without a warning: è
1. 4.14 Order Confirmation and Shipping Notification24
Once you have issued a purchasing document to a vendor, do you want to track “confirmations” your vendor may return to you regarding the order, such as:
Order acknowledgments which confirm the order dates and quantities.
Shipping notifications, informing you that the vendor has shipped the goods.a
Any other – describe: è
Under what circumstances would you require confirmations?
è
The system can help you to monitor late confirmations. When should a confirmation be considered late?
· Acknowledgment should be received within è days of the order date.
· Shipping notifications should be received at least è days before order delivery date.
· Do you expect several different confirmation scenarios will be needed, involving different types of confirmations and monitoring parameters?
No Yes.
Describe: è
4.15 Purchasing Pricing and Conditions25
4.15.1 General
What pricing components do you use in your purchasing documents?
è
a You can have goods receipts with reference to shipping notifications.
Example: the price of the material itself, discounts, surcharges, …
List the pricing components you need.
Also indicate if quantity based (e.g. a surcharge of $1 per unit ordered), value based (e.g. a discount of %10), or a dollar amount (e.g. a $10 surcharge).
è
You can use pricing components in purchasing documents to make provisions for incidental procurement costs, such as freight or customs duties. These components are automatically charged to the material when the goods are received, and can be invoiced separately.
Describe any such pricing components you will need:
è
Based on all of the pricing components you have listed in this section, are there several distinct methods to calculate the price of a material (think of a method as a set of allowable pricing components)?
Example: one method, used for foreign vendors, includes customs duties as a possible pricing component. Another method, for domestic vendors, does not.
è
4.15.2 Periodic Volume Rebates26
Do any of your vendors offer volume rebates based on the dollar volume of business done over a period of time?
No Yes: è
4.15.3 Taxes27
Can the materials you purchase be subject to different tax rates depending on:
4.16 Printing / Transmission of Purchasing Documents to Vendors
4.16.1 Types of Purchasing Document to Output
1 OMSC Check unit of measurement2 OMS1 Group together units of measure3 Cross-Application Components | Classification and also OMS2 Define attributes of material types for material master classification views.4 Logistics General | Batch Management, also Field Selection for Batches and Vendor Consignment5 Materials Management | Valuation and account assignment | Set split valuation6 OMS4 Define material statuses7 Logistics General | Engineering Change Management8 WOLP Purchasing | Set up partner determination9 OMSG and OMSJ under Logistics Master Data: Business Partners | Vendors | Control10 OMGA and OMGB under Purchasing | Vendor master | Define text types …11 OME2 Define terms of payment and OMSQ Check Incoterms12 OME4 Create purchasing groups13 OMEK Define shipping instructions, also OME1 Define purchasing value keys14 OME1 Define purchasing value keys15 OME1 Define purchasing value keys16 OMCD Set “delivery completed” indicator17 OMEL Maintain inspection certificate categories18 OME5 Define source list requirement at plant and Source determination19 OMEW Purchase requisition | Processing time20 Set up authorization check for G/L account under PReq, PO, contract, scheduling agreement.21 Also, Field Selection for Batches and Vendor Consignment22 Define tolerance limit for archiving, per purchasing document category23 OMEU Purchase order processing | Set tolerance limits.24 Purchasing | Shipping notification25 Purchasing | Conditions26 Purchasing | Subsequent Settlement27 Purchasing | Taxes
What kinds of purchasing document output (typically, printouts, but could be fax, EDI,…) do you expect to send to your vendors?
Complete Purchasing Document
Change Notice. (When a purchasing document which has already been outputted and sent to a vendor is changed. You could only output the changes instead of the entire document.)
Reminders (sent before a due date).
Urging Letters or “Expediters” (sent after a due date)
If you use order confirmations and / or shipping notifications:
Urging Letter for Outstanding Acknowledgment or Shipping Notification
If you use scheduling agreements: Rolling Delivery Schedule
Urging Letter Related to Rolling Delivery Schedules
Do you need to track vendor owned stock held by your company (i.e., do you purchase materials from your vendors on a consignment basis)?
No Yes
5.3.3 Returnable packaging
5.3.3.1 Vendor Owned
Do you need to track returnable packaging such as pallets or containers that are stored on your premises but belong to the vendor?
No Yes
5.3.3.2 Company Owned
Do you need to track company owned returnable packaging that may be stored at a vendor’s premises?
No Yes
5.3.4 Subcontracting
Do you need to track company owned stock issued to subcontracting vendors?
No Yes
5.4 Manual Account Assignment29
When issuing, transferring, or receiving goods, the system determines the accounts to post automatically. Is there ever a need for the person recording the transaction to override the system and enter manually the G/L account to be debiteda?
No Yes. Describe for which movement types:è
5.5 Availability Check30
During goods issues or transfers, the system can run an availability check to ensure that the quantity being issued is not needed for another purpose (e.g. reserved for a production order).
Do you want the system to check availability? No
Yes, warn user if unavailable.
Yes, prevent user from issuing if unavailable.
5.6 Negative Stock Quantity31
Is there a compelling reason why negative No Yes, because è
a thus bypassing the automatic account determination, and possibly overriding the account assignment made in a purchasing document.
stock quantities should be allowed in the system?a
If yes, in which plants and storage locations should negative stock quantities be allowed?
è
5.7 Issuing Components of a Bill of Material32
Do you need to make goods issues against a BOM for all the BOM’s components? b
No Yes
If yes, should the system first try to issue components from vendor consignment stock, if any exists, before issuing from company owned stock?
No Yes
5.8 Automatic Storage Location Creation33
Material master data for a storage location must exist before a material may be stored in that location. Do you want the system to automatically create this data the first time a movement is posted to that locationa, or do you want to create this master data manually?
Automatic storage location creation in all plants.
Manual storage location creation because: è
Manual storage location creation in which plants?
è
In these plants, for which movement types should storage location creation remain automaticb?
è
5.9 Reservations34
Reservationsc are typically created automatically to reserve material for production orders, but end users may also create reservations manually. When the system checks material availability (e.g., for MRP, during availability checks for goods issues, for sales orders, …), reserved materials are usually considered unavailable.
Will you need reservations? No (skip rest of this section)
a Standard priced materials only; not possible for moving average priced materials.b This is distinct from issuing to a reservation or to a production order, both of which may also be issues for all components of a BOM.28 Inventory management | Print Control29 OMB6, OMCH, and OMJ9 Set manual account assignment30 OMCP Goods Issue / Transfer Postings | Set up dynamic availability check.31 OMJ1 Allow negative stocka One side effect of automatic creation: a material may be stored in any storage location at a given plant, without restriction TBC.b We suggest that storage location creation be automatic for the movement type used to enter initial balance of stock from legacy system.c Not to be confused with material reserved for sales orders, which uses a different mechanism.
· Unused reservations should be deleted è days after the reservation date.
· It should be impossible to obtain material against a reservation more than è days in advance of the reservation date.
· If the values for the above two parameters should be different in different plants, explain:
è
When creating a reservation manually, if there is a compelling reason why the system should not run an availability check based on ATP logic, please explain:
è
5.10 Quality InspectionDo you want to use the QM module to support quality inspection of goods received into inventory?
No Yes
5.11 Document life35
How long would you like to retain in the SAP system documents evidencing material movements?
Wait at least è days after a material movement document has been created before archiving and then deleting it.
6 Physical Inventory (Stock Take)
6.1 Physical Inventory Methods
6.1.1 Cycle counting
Do you want to use cycle counting (counting some items more frequently than others based on ABC analysis).
No (skip rest of section)
Yes
In the standard system, the ABC analysis is based on dollar amount of consumption. For each of up to 4 categories, give counting frequency per year and percentages.
Example: A items, ranked in the top 40% by $ amount of consumption, are to be
counted 12 times per year; B items are ranked in the next 30%, and counted only 2 times per year; all other items are C items counted once a year.
6.1.2 Sampling
Do you want to use sampling: counting only a randomly selected portion of the items subject to inventory and extrapolating the results to all units?
No Yes
6.2 Posting TolerancesDo you want to segregate the users who post physical inventory differences into groups distinguished by the maximum dollar amount of difference each may post?
No Yes
If yes, indicate for each group the maximum dollar amount per item counted that may be posted:
è
7 Inventory Valuation
7.1 Price control36
Do you value your stocks using: Standard price
Moving average price
Different valuation methods for different material types? Please explain: è
7.2 Split valuation37
At a given plant, can the same material have more than one valuation price?
Examples: a) Different batches of the same material have different valuation prices
b) The same material may be made or bought. When produced in house, the material is valued at standard price, but when purchased it is valued at moving
No Yes
32 OSP7 Define withdrawal sequence for BOM withdrawal
Roughly how many different G/L accounts do you need for inventory? (e.g., One account for raw materials, one for finished products, …)
è
Roughly how many different material consumption accounts do you need?
è
7.4 Balance Sheet Valuation39
Do you apply any of the following valuation methods for year end valuation?
Lowest-value
LIFO Valuation
FIFO Valuation
8 Invoice Verification
Describe briefly how you verify vendor invoices for goods or services purchased:
è
8.1 TaxesList the types of taxes that may be appear on a vendor’s invoice:
è
List those that are so commonly used that you would like the system to propose them as default when entering invoices: 40
è
If there are several different types of taxes, do groups of these types of taxes apply together in different circumstances?41
è
8.2 Blocking Invoices for PaymentInvoices may be entered into the system but automatically blocked for payment, usually because of discrepancies. Blocked invoices may only be released for payment in a separate process, after having been investigated.
How much variance between quantity received and quantity invoiced are you willing to tolerate before blocking an invoice?42
None
Tolerate quantity variance up to è dollars.
How much variance between PO price and invoice price are you willing to tolerate?43 None
Tolerate price variance of up to è dollars or è percent, whichever is less.
Do you want to block invoices for late delivery No
of goods?44 Yes, block invoices if days_late * value_of_item is greater than: è .
Do you want to block invoice items whose value exceeds a certain amount? 45
No Yes
If yes, what is the threshold value for invoice items with purchase order reference?
è
For items without purchase order reference? è
Do you want to randomly block invoices?46 No
Yes, block è percent of all invoice whose value is larger than è dollars (probability of blocking an invoice with lesser value decreases proportionally to the value).
8.3 Document Life47
How long would you like to retain for reference in the SAP system vendor invoices?
Wait at least è days after a vendor invoice has been created before archiving and then deleting it.
9
35 OMB9 Inventory management | Define document life36 OMW1 Define price control for material types37 Valuation and account assignment | Set split valuation38 Valuation and account assignment | Account determination39 Valuation and account assignment | Balance Sheet Valuation Procedure40 OMR2 Incoming Invoice | Set default values41 The groups = Tax codes, configured in FI FTXP. In MM you can configure if an invoice may have more than one tax code: OMRL Incoming Invoice | Determine tax version 42 Invoice Block | Set tolerance limits43 Invoice Block | Set tolerance limits44 Invoice Block | Set tolerance limits45 Invoice Block | Set tolerance limits and Item amount check46 Invoice Block | Stochastic Block47 OMRZ Invoice verification | Define document life
