Golden Demo - SAP UI · Golden Demo Manufacturing Basics ... 10 3.1.4 Show Material Flow ... 12...

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Demo Script

Manufacturing Basics

Classification: Internal and for Partners

Manufacturing

United States

November 28, 2012

Golden Demo

SAP Business ByDesign

Golden Demo Manufacturing Basics

February 19, 2013 2

Table of Content

1 Demo Script Overview .......................................................................................................................................... 3

1.1 Demo Overview ............................................................................................................................................. 3

1.2 Intended Audience ........................................................................................................................................ 3

1.3 Protagonists .................................................................................................................................................. 3

1.4 Business Pain Points ..................................................................................................................................... 3

1.5 Key Messages and Value Proposition ........................................................................................................... 4

1.6 Story Flow Summary ..................................................................................................................................... 6

2 Technical Requirements ....................................................................................................................................... 7

2.1 Prerequisites ................................................................................................................................................. 7

2.2 System Access Information ........................................................................................................................... 7

2.2.1 System Landscape .......................................................................................................................... 7

2.2.2 System Access ................................................................................................................................ 7

2.2.3 Users ............................................................................................................................................... 7

3 Demo Steps ............................................................................................................................................................ 8

3.1 Manufacturing Basics .................................................................................................................................... 8

3.1.1 Create Sales Order .......................................................................................................................... 8

3.1.2 Monitor Supply Planning Exceptions ............................................................................................... 9

3.1.3 Execute Material Requirements Planning (MRP) ........................................................................... 10

3.1.4 Show Material Flow........................................................................................................................ 11

3.1.5 Start Resource Planning ................................................................................................................ 12

3.1.6 Run Load Leveling ......................................................................................................................... 13

3.1.7 Change Source of Supply .............................................................................................................. 15

3.1.8 View Resource Master ................................................................................................................... 16

3.1.9 Release Production Proposals and Purchase Proposal ................................................................ 17

3.1.10 Check Production Order ................................................................................................................ 18

3.1.11 Post Goods Receipt ....................................................................................................................... 19

3.1.12 Release Production Orders ............................................................................................................ 20

3.1.13 Confirm Production Orders ............................................................................................................ 21

3.1.14 Release Customer Demand ........................................................................................................... 22

3.1.15 Post Goods Issue .......................................................................................................................... 23

3.1.16 Create Customer Invoice ............................................................................................................... 24

4 Scenario Quick Guide and Key Master Data ..................................................................................................... 25

4.1 Manufacturing Basics .................................................................................................................................. 25

Appendix ..................................................................................................................................................................... 28


February 19, 2013 3

1 Demo Script Overview

1.1 Demo Overview

The Manufacturing Basics scenario enables your company to produce goods and place them in stock. Your customer

demands such as sales orders or service orders can then be covered using this existing stock. You define demand

management procedures to define the appropriate make-to-stock strategies that best suit your company‟s business

requirements. Using forecast demand, you can plan for periodic demand. Customer demands are then covered by this

produced or procured stock and consume the forecast demand according to the predefined demand management

procedures.

Multi-level supply planning ensures that the goods receipts for all required products, including product specifications, are

planned on time which, in turn, means that you can trigger the creation of purchase orders and production orders on time. If

all required components are in stock, you only need to create production orders. Releasing the production order triggers the

creation of a production lot and all the necessary production tasks (supply, make, and check) required to commence

execution.

When the final confirmation is complete, the system automatically posts the produced stock to the predefined production

output area and triggers inventory and financial accounting updates. From here you can deliver the product to the customer.

The key features that are part of this scenario are linked to the ByDesign high level features of Transparency, Adaptability

and Efficiency, which, in turn, lays the foundations of Profitability and Growth, which are the main pillars of any business.

Transparency is provided by Supply Planning views through multiple levels of production and procurement.

Efficiency is provided by the Integrated Best Business Practice flow for Make to Stock.

Adaptability is provided by alternate sourcing of production.

1.2 Intended Audience

SAP internal: Sales, Presales, New hires

SAP external: CEO, CIO, Logistics Management

1.3 Protagonists

Sales Manager

Supply Planner

Purchaser

Warehouse Manager

1.4 Business Pain Points

Manufacturing organizations must carefully balance inventory in the form of components, sub-assemblies, and finished

goods to meet customer demand while keeping investments in working capital to a minimum in order to deliver profit to their

stakeholders. Many smaller organizations lack the tools to accomplish this task. Below are some common issues we see on

a regular basis.


February 19, 2013 4

Sales has no visibility to inventory or projected inventory and cannot provide accurate Available to Promise information

to their customers.

Planning may be disconnected or even offline in spreadsheets and is usually executed on a weekly basis. This means

the management of exceptions is delayed by several days on average.

The determination of requirements through multiple levels of production is difficult to manage in basic tools so many

companies resort to holding excess inventory to meet customer demand.

Planning is usually only possible on a system wide basis run periodically. Planning for a single top level finished good is

not possible and must wait for the entire run. This delays reaction to issues.

Best practice methods such as MRP are not always understood because the results are not visual in nature, they are

just numbers.

Exceptions are many times lost in the mass of transactions to be processed.

Capacity planning at any level is rare in the smaller systems. This causes exceptions because capacity constraints

cause issues a good portion of the time.

Capacity planning needs to start simple and then be flexible to model rapid changes in schedule to meet changing

customer demand.

The output of planning is many times manual so requisitions and production orders are prone to errors.

Final planning and communication of work authorization to the production floor may make assumptions the production

workers know how to build items instead of providing all the details.

Production feedback is not always performed due to the detail nature of the transactions. This introduces errors in

inventory and causes missed shipments.

Shipping methods need to start simple, but have the capability to integrate to systems like UPS Worldship to improve

efficiency or reduce dual entry.

Invoicing is sometimes difficult because customers may require different invoicing approaches such as weekly invoices

for one customer and individual invoices for others.

The overriding issues are a lack of visibility, integration, and best practices in a common platform.

1.5 Key Messages and Value Proposition

Overview

A common ByDesign theme includes high level business goals to improve profitability, and build a foundation for growth. To

support these goals ByDesign provides Transparency, Efficiency, and Adaptability, as well as an integrated solution to

support a two-tier enterprise.

Key Features and Associated Benefits

Real Time Available to Promise provides immediate transparency into the supply chain. If you need details on possible delivery dates based on current plans you can drill down.

o Transparency of the supply chain through ATP improves accuracy of delivery commitments to customers. Satisfied customers tend to return increasing sales and profitability.

o Transparency of the supply chain also reduces the need for expediting and overtime. This reduces costs and improves profit.

Planning Exceptions are available in real time without the need to run MRP providing transparency to issues.

o Transparency of exceptions in real time improves efficiency by highlighting issues immediately increasing efficiency. Other systems usually do not highlight exceptions until you run MRP so there is a delay in issue identification.

Material Requirements Planning is streamlined and simple with the planning workbench.


February 19, 2013 5

MRP can be executed for a single item if needed for immediate action without the delay of a full MRP run.

Planning is adaptable to schedule in the past or not.

o Simplified and adaptable MRP improves efficiency because you can take immediate action as needed to manage exceptions. This reduces expediting and improves profitability.

Graphical view of requirements through a multi-level BOM.

Visual representation of exceptions

o Transparency of the dependencies and exceptions make it easier and more efficient to take required actions on a timely basis leading to efficiency and improved profit.

Integrated Capacity Management for critical resources.

Flexible Production Calendars

o Visual representation of capacity and load increase capacity planning efficiency.

Source of supply options include alternate production models or external purchasing.

o Source of supply options provide adaptability in the supply chain to better meet customer demand and support growth.

Resources can have independent schedules modified over time for both the amount of time they will operate as well as their anticipated utilization percentage.

o The adaptability of resource schedules allows you to model the business accurately and better manage growth.

The Planning workbench integrates and automates supply chain requisitions.

o Integrated requisitions throughout multiple levels of the Bill of Material from a single source increase efficiency.

Stock and Demand Overview provides a last minute verification all components are available. This minimizes work in process by avoiding open production orders waiting on components.

o Transparency of the supply chain reduces working capital and increases profit.

The production order can be a shop floor traveling document tailored to your requirements with all the information manufacturing needs to produce the product.

o The production order is an example of a best practice that increases efficiency.

Exception based receiving transactions reduce data entry time and errors.

Directed put away increases accuracy of inventory.

o Automated entries and best practice features like directed put away increase efficiency.

Multiple options for releasing orders provide adaptability to managing tasks.

o The ability to manage production orders with transparency of components or rapid release improves efficiency leading to improved profit.

The ability to manage production orders with transparency of components or rapid release improves efficiency leading to improved profit.

Best practice production feedback is built into the system.

There are options for detailed feedback or summary “As Planned” entries that reduce feedback time.

o Transparency of production through feedback is a best practice that significantly improves efficiency and improves profit.

The customer demand work list provides visibility to the backlog of shipments to be made and the available inventory to meet this demand.

o Transparency across the supply chain with integrated Available to Promise checks is another best practice

example improving efficiency.

Exception based shipping transactions reduce data entry time and errors.

Automated picking logic increases accuracy of inventory.

o Automated entries and best practice features like exception based shipping increase efficiency.

o Options for shipping provide adaptability to support future growth.

Multiple options for invoicing depending on business requirements.

Options for invoicing provide adaptability to support future growth.


February 19, 2013 6

1.6 Story Flow Summary

This demo covers the business processes depicted in the orange boxes:

Outbound Delivery

Creating Demand

Planning Supply

Plan material

Check and resolve an exception

Plan capacity

Create Sales Order

Executing Production

Execute production tasks

Initiating Outbound Delivery

Processing Outbound Delivery

Creating Customer Invoices

Procurement

Initiating Purchasing

Processing Purchase Orders

Processing Inbound Deliveries

Initiating Production

Release production order

Create production order

Initiate production


February 19, 2013 7

2 Technical Requirements

2.1 Prerequisites

None

2.2 System Access Information

2.2.1 System Landscape

Software Component Release Support Pack

SAP Business ByDesign FP4.0

2.2.2 System Access

Access your local demo system. The access details and demo features described here are available in all standard reference

systems as of FP40 V1.

2.2.3 Users

Predefined User ID User Name Password Component

Supplyplanner01P Richard Stone Welcome1 SAP Business ByDesign


February 19, 2013 8

3 Demo Steps

3.1 Manufacturing Basics

3.1.1 Create Sales Order

What to Say

Introduction

We start in Sales Order Management and create a new Sales Order.

The ATP check for this particular product is red. That means, we do not have any of this product on stock.

We release the Sales Order.

Key Features and Advantages

Real Time Available to Promise provides immediate transparency into the supply chain. If you need details on possible delivery dates based on current plans you can drill down.

Value Statement

Transparency of the supply chain through ATP improves accuracy of delivery commitments to customers. Satisfied customers tend to return increasing sales and profitability.

Transparency of the supply chain also reduces the need for expediting and overtime. This reduces costs and improves profit.

What to Do

WoC Sales Orders New Sales Order

Account Name: CP100110

Requested Date: <Today> + 3 weeks

Product ID: P100401

Quantity: 200 ea

Mouse over red ATP check

Submit Release Order

What you Should See


February 19, 2013 9

3.1.1 Create Sales Order

3.1.2 Monitor Supply Planning Exceptions

What to Say

Introduction

We move to Supply Planning.

First of all let‟s look at the exceptions that we have. Without the MRP run there is automatically an exception created

in the system. The exception list provides transparency into all exceptions immediately.


Planning Exceptions are available in real time without the need to run MRP providing transparency to issues.


February 19, 2013 10

3.1.2 Monitor Supply Planning Exceptions

Value Statement

Transparency of exceptions in real time improves efficiency by highlighting issues immediately increasing efficiency. Other systems usually do not highlight exceptions until you run MRP so there is a delay in issue identification.

What to Do

WoC Supply Planning Exceptions Products

Show All Products with Exceptions By Selection and Find P100401

Click Open Product Planning Details

What you Should See

3.1.3 Execute Material Requirements Planning (MRP)

What to Say

Introduction

We see that we have a total demand of 200 ea and a total supply of 0 ea.

If we look at the time based elements in the Supply and Demand List, we see the new sales order that we created. It

is highlighted in red. So we immediately see what the exception is.

We go ahead and run the Materials Requirements Planning on a Multi BoM Level.


Material Requirements Planning is streamlined and simple with the planning workbench.

MRP can be executed for a single item if needed for immediate action without the delay of a full MRP run.

Planning is adaptable to schedule in the past or not.

Value Statement

Simplified and adaptable MRP improves efficiency because you can take immediate action as needed to manage exceptions. This reduces expediting and improves profitability.

What to Do

Click Run Planning Multi BoM Level

Allow Planning Proposals Creation In Past = No; Click OK.

Click Save.



3.1.3 Execute Material Requirements Planning (MRP)

What you Should See

3.1.4 Show Material Flow

What to Say

Introduction

We open the Material Flow for the new Production Proposal.

The system provides a graphical view of what the material requirements are for a multi-level BoM.

We can see the Sales Order driving the requirement. The system automatically uses the Lead Time Offset to create a

production proposal of the top level product P100401. Then it explodes down to the next level.

We see a 2nd

production proposal on the next level (P100109). On the 3rd

level a purchase proposal was created for

one of the raw materials (P100119), the other raw materials are on stock (P100515, P100110).

We can also see that if we want to deliver the sales order in time, production would need to start in the past. So before

we launch the production, we need to have a look at it from a resource perspective.


Graphical view of requirements through a multi-level BOM.

Visual representation of exceptions

Value Statement

Transparency of the dependencies and exceptions make it easier and more efficient to take required actions on a timely basis leading to efficiency and improved profit.

What to Do

In the Supply and Demand List, select line for Production Proposal.

Click Open Material Flow.



3.1.4 Show Material Flow

Click Graphic.

Do not close this screen! We will continue here later!

What you Should See

3.1.5 Start Resource Planning

What to Say

Introduction

We look at the Resource Load to make sure that we have enough capacity available to build this product.

We see the green line representing the capacity that we have available. The red bars represent demand against that

capacity.

In this example we are working for three days and have four days off. MRP assumes an infinite capacity, so it just

drops in the demand.


Integrated Capacity Management for critical resources.

Flexible Production Calendars

Value Statement

Visual representation of capacity and load increase capacity planning efficiency.

What to Do

WoC Supply Planning Resource Load.

Show All Resource Loads By Selection and Find 100003.



3.1.5 Start Resource Planning

What you Should See

3.1.6 Run Load Leveling

What to Say

Introduction

We open the resource planning and want the system to automatically level the load.

After the load leveling we see a new load graph. We see the original demand in blue. The system has leveled the

load, it has moved the production order to the front


Automated capacity planning tools such as load leveling reduce planning efforts.



3.1.6 Run Load Leveling

Value Statement

Automated capacity planning increases efficiency through reduced manual effort.

What to Do

Click Open.

Click Run Load Leveling.

Input Parameters for Run Load Leveling:

Start Date: <Today>

End Date: <Today + 4 weeks>

Click OK.

Click Load Graph.

Click Close (Do not save changes!).

What you Should See



3.1.7 Change Source of Supply

What to Say

Introduction

You can resolve shortages in a couple of ways. One option is to change the source of supply.

In this example we have our standard released production model. We also have another production model available.

We can even go outside the company and purchase this capacity from a third party source using the purchasing

contract.


Source of supply options include alternate production models or external purchasing.

Value Statement

Source of supply options provide adaptability in the supply chain to better meet customer demand and support growth.

What to Do

WoC Supply Planning Resource Load.

Show All Resource Loads By Selection and Find 100001.

Click Open.

Click Load Graph.

Click on one of the red bars.

Under Resource Load select a line with a resource load.

Under Details: Operation List click Actions Change Source of Supply.

Click Cancel.

What you Should See



3.1.8 View Resource Master

What to Say

Introduction

A second option to resolve resource issues is to increase capacity.

We can drill down into this particular resource for the schedule and make changes.

Under Operating Times we see Standard Operating Times: We normally run this resource 5 days a week from 9 a.m.

to 5 p.m.

On Time-Dependant Operating Times, we can maintain for a particular period of time that the resource runs for an

extra day or for an extended time during these days. In this example it runs from 7 a.m. to 11 p.m. in March 2013.

So we can change these times and expand the capacities.


Resources can have independent schedules modified over time for both the amount of time they will operate as well as their anticipated utilization percentage.

Value Statement

The adaptability of resource schedules allows you to model the business accurately and better manage growth.

What to Do

Click on Link to Resource 100001 Washing Machine.

Click Edit.

Select tab Operating Times.

Select sub-tab Standard Operating Times.

Select sub-tab Time-Dependant Operating Times.

What you Should See



3.1.9 Release Production Proposals and Purchase Proposal

What to Say

Introduction

Now that we have resolved any capacity constraints, we come back to the Material Flow.

From the Material Flow we can take action.

We release the purchase proposal and it changes into a purchase request.

Then we release the production proposals for the 2nd

level component and for the finished good.


The Planning workbench integrates and automates supply chain requisitions.

Value Statement

Integrated requisitions throughout multiple levels of the Bill of Material from a single source increase efficiency.

What to Do

Change back to Material Flow of Production Proposal.

Select Purchase Proposal and click Release.

Select Production Proposal for P100109 and click Release.

Select Production Proposal for P100401 and click Release.

Click Save and Close.

What you Should See



3.1.10 Check Production Order

What to Say

Introduction

Now we go to the Production Control and open the production order of the 2nd

level component P100109.

First we have a look at the Stock and Demand Overview. Before we release a production order to the floor, we should

check if we have enough quantity of the raw materials available. We see that for one material we do not have enough

stock on hand. So we do not want to release this production order.

Then we can have a look at what the production order would look like, if we were to release it. In the preview we see,

the bar code, the finished good, the times and the different operations, activities and the respective input products.


Stock and Demand Overview provides a last minute verification all components are available. This minimizes work in process by avoiding open production orders waiting on components.

The production order can be a shop floor traveling document tailored to your requirements with all the information manufacturing needs to produce the product.

Value Statement

Transparency of the supply chain reduces working capital and increases profit.

The production order is an example of a best practice that increases efficiency.

What to Do

WoC Production Control Production Orders By Order Header

Show Production Orders - In Preparation

Select Production Order for P100109.

Click Edit.

Click Stock and Demand Overview.

Click OK.

Click Preview.

Close without saving.

What you Should See



3.1.10 Check Production Order

3.1.11 Post Goods Receipt

What to Say

Introduction

We know the missing component was ordered automatically so we go to execute the receipt.

The purchase order has the status „Ordered‟, so we can post the goods receipt.

We can let the system propose the quantities. If this were a multiple line receipt we would only need to enter any

exceptions. This saves time and increases accuracy.

The Target Logistics Area is automatically filled.


Exception based receiving transactions reduce data entry time and errors.

Directed put away increases accuracy of inventory.

Value Statement

Automated entries and best practice features like directed put away increase efficiency.



3.1.11 Post Goods Receipt

What to Do

WoC Inbound Logistics Purchase Orders

Show Open Purchase Orders.

Select Purchase Order for P100119.

Click Post Goods Receipt.

Click Propose Quantities.

Delivery Notification ID: <any value>

Click Save and Close.

3.1.12 Release Production Orders

What to Say

Introduction

We go back into the production order and do the Stock and Demand Overview again. Now we have got all the

products that we need for production.

So we can now release this production order and send it down to the floor.

The Stock inquiry is not mandatory. If we know that there is enough stock available or it will be by the time the order is

executed, we can simply release the production order without opening it.



Value Statement


What to Do

WoC Production Control Production Orders By Order Header



Click Edit.

Click Stock and Demand Overview.

Click OK.

Click Release.

Click Close.



3.1.12 Release Production Orders


Click Release.

What you Should See

3.1.13 Confirm Production Orders

What to Say

Introduction

Production feedback is critical to managing the supply chain as well as providing visibility to issues in production for

management review.

We have completed the production and want to confirm the production orders.

When doing a confirmation, we enter the quantity that we produced. We see the Open Quantity, the Planned Quantity,

the Output product, the Input Products and the Activities. This allows us to enter all the feedback necessary into the

system.

If everything works according to plan, we do not have to enter all the confirmation details but do a Confirmation as

Planned.



3.1.13 Confirm Production Orders


Best practice production feedback is built into the system.

There are options for detailed feedback or summary “As Planned” entries that reduce feedback time.

Value Statement

Transparency of production through feedback is a best practice that significantly improves efficiency and improves profit.

What to Do

WoC Production Control Task Control.

Show All Production Tasks By Selection.

Select task with status „Not Started‟ for P100109.

Click Confirm.

Confirmed Quantity: <planned quantity> ea

Go to tabs Output Products, Input Products, and Activities.

Change status Finished.

Click Save. Click Close.

Select task with status „Not Started‟ for P100401.

Click Confirm as Planned.

Change Status Finished.

3.1.14 Release Customer Demand

What to Say

Introduction

Now that production is complete we are going to change roles and move to the warehouse where we are monitoring

the customer shipment process.

We want to prepare the picking and shipping of the finished product by releasing the customer demand that the sales

order has generated. The ATP still indicates that we do not have the product available. So we first check the

availability again. The ATP turns green, because after the production execution we have the product on stock.

Now we go ahead and release the customer demand.


The customer demand work list provides visibility to the backlog of shipments to be made and the available inventory to meet this demand.

Value Statement

Transparency across the supply chain with integrated Available to Promise checks is another best practice



3.1.14 Release Customer Demand

example improving efficiency.

What to Do

WoC Outbound Logistics Control Customer Demand.

Show All Orders by Selection.

Find sales order from 1st step.

Click Actions Check Availability.

Click Release.

3.1.15 Post Goods Issue

What to Say

Introduction

Now that the pick tickets have been sent to picking we change roles again as the warehouse worker we need to

provide feedback to the system for our work performed.

We navigate to the delivery proposals and select Post Goods Issue.

There are several options for shipping. We are going to do a very simple manual feedback. You could use bar code

data collection, move through a two-step process, or even integrate with shipping systems such as UPS Worldship

using a partner provided solution such as PaceJet to integrate the two systems.

We select propose quantities. The source Logistics Area is automatically filled by the system.

Again we see the possibility of many line items to be shipped where the propose quantities and logistics information

population can save significant time and reduce errors.

We go ahead and release the outbound delivery.


Exception based shipping transactions reduce data entry time and errors.

Automated picking logic increases accuracy of inventory.

Value Statement

Automated entries and best practice features like exception based shipping increase efficiency.

Options for shipping provide adaptability to support future growth.

What to Do

WoC Outbound Logistics Delivery Proposals.

Show All Proposals by Selection.




3.1.15 Post Goods Issue

Click Post Goods Issue.

Click Propose Quantities.

Click Release.

3.1.16 Create Customer Invoice

What to Say

Introduction

Now that we have shipped the product we change roles again to execute the invoicing.

There are many options for invoicing. We are going to do a simple manual invoice, but you could also invoice groups

of orders or do invoicing on a periodic basis.

We invoice the delivery of the product.

We see that the delivery is ready to be invoiced. We release the invoice request.

In this scenario we have seen how ByDesign provides Transparency throughout the supply chain, Efficiency with

integrated flow of materials, and Adaptability with multiple options for processing. These drive improved profitability

and a foundation for growth.


Multiple options for invoicing depending on business requirements.

Value Statement

Options for invoicing provide adaptability to support future growth.

What to Do

WoC Customer Invoicing Invoice Requests.

Show To Be Invoiced Invoice Requests.


Click Invoice.

Click Release.



4 Scenario Quick Guide and Key Master Data

This chapter is intended as a quick reference for experienced users who have understood the basics of the business process

and have already completed the scenario. If this section is not needed, please delete it.

4.1 Manufacturing Basics

Steps Summary

Path Data to Use/Enter Activity

Step 1 – Create Sales Order

WoC Sales Orders New

Sales Order

Account Name: CP100110

Requested Date: <Today> + 3 weeks

Product ID: P100401

Quantity: 200 ea

Submit Release Order

Step 2 – Monitor Supply Planning Exceptions

WoC Supply Planning

Exceptions Products

Show All Products with Exceptions By

Selection and Find P100401

Open Product Planning Details

Step 3 – Execute Material Requirements Planning (MRP)

Run Planning Multi BoM Level

Allow Planning Proposals Creation In

Past = No.

Save.

Step 4 – Show Material Flow

Select Production Proposal.

Open Material Flow Graphic.

Do not close this screen! We will

continue here later!

Step 5 – Start Resource Planning

WoC Supply Planning

Resource Load.

Show All Resource Loads By Selection

and Find 100003.

Step 6 – Run Load Leveling

Open.

Run Load Leveling.

Input Parameters for Run Load

Leveling:

Start Date: <Today>



End Date: <Last day of actual month>

Load Graph.

Close (Do not save changes!).

Step 7 – Change Source of Supply

WoC Supply Planning

Resource Load.

Show All Resource Loads By Selection

and Find 100001.

Open Load Graph.

Click on one of the red bars.

Select line with resource load.

Actions Change Source of Supply.

Click Cancel.

Step 8 – View Resource Master

Click on Link to Resource

100001 Washing Machine.

Edit.

tab Operating Times. sub-tab

Standard Operating Times.

sub-tab Time-Dependant

Operating Times.

Step 9 – Release Production Proposals and Purchase Proposal

Change back to Material Flow

of Production Proposal.

Select Purchase Proposal

Release.

Select Production Proposal for

P100109 Release.

Select Production Proposal for

P100401 Release.

Save and Close.

Step 10 – Check Production Order

WoC Production Control

Production Orders By

Order Header



Edit.

Stock and Demand Overview.

Preview.

Close without saving.

Step 11 – Post Goods Receipt

WoC Inbound Logistics

Purchase Orders

Show Open Purchase Orders.

Select Purchase Order for P100119.

Post Goods Receipt.

Propose Quantities.

Delivery Notification ID: <any value>

Save and Close.

Step 12 – Release Production Orders


Production Orders By

Order Header



Edit.




Stock and Demand Overview.

Release.

Close.

Release.

Step 13 – Confirm Production Orders


Task Control.

Show All Production Tasks By Selection.

Select task for P100109.

Select task for P100401.

Confirm.

Confirmed Quantity: 200 ea

Go to tabs Output Products, Input

Products, and Activities.


Save. Close.

Confirm as Planned.


Step 14 – Release Customer Demand

WoC Outbound Logistics

Control Customer Demand.

Show All Orders by Selection.


Actions Check Availability.

Release.

Step 15 – Post Goods Issue

WoC Outbound Logistics

Delivery Proposals.

Show All Proposals by Selection.


Post Goods Issue.

Propose Quantities.

Release.

Step 16 – Create Customer Invoice

WoC Customer Invoicing

Invoice Requests.

Show To Be Invoiced Invoice Requests.


Invoice.

Release.



Appendix



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HTML, XML, XHTML, and W3C are trademarks, registered trademarks, or claimed as generic terms by the Massachusetts Institute of Technology (MIT), European Research Consortium for

Informatics and Mathematics (ERCIM), or Keio University.

IBM, DB2, DB2 Universal Database, System i, System i5, System p, System p5, System x, System z, System z10, z10, z/VM, z/OS, OS/390, zEnterprise, PowerVM, Power Architecture, Power

Systems, POWER7, POWER6+, POWER6, POWER, PowerHA, pureScale, PowerPC, BladeCenter, System Storage, Storwize, XIV, GPFS, HACMP, RETAIN, DB2 Connect, RACF, Redbooks,

OS/2, AIX, Intelligent Miner, WebSphere, Tivoli, Informix, and Smarter Planet are trademarks or registered trademarks of IBM Corporation.

Microsoft, Windows, Excel, Outlook, PowerPoint, Silverlight, and Visual Studio are registered trademarks of Microsoft Corporation.

INTERMEC is a registered trademark of Intermec Technologies Corporation.

IOS is a registered trademark of Cisco Systems Inc.

The Klout name and logos are trademarks of Klout Inc.

Linux is the registered trademark of Linus Torvalds in the United States and other countries.

Motorola is a registered trademark of Motorola Trademark Holdings LLC.

Mozilla and Firefox and their logos are registered trademarks of the Mozilla Foundation.

Novell and SUSE Linux Enterprise Server are registered trademarks of Novell Inc.

OpenText is a registered trademark of OpenText Corporation.

Oracle and Java are registered trademarks of Oracle and its affiliates.

QR Code is a registered trademark of Denso Wave Incorporated.

RIM, BlackBerry, BBM, BlackBerry Curve, BlackBerry Bold, BlackBerry Pearl, BlackBerry Torch, BlackBerry Storm, BlackBerry Storm2, BlackBerry PlayBook, and BlackBerry AppWorld are

trademarks or registered trademarks of Research in Motion Limited.

SAVO is a registered trademark of The Savo Group Ltd.

The Skype name is a trademark of Skype or related entities.

Twitter and Tweet are trademarks or registered trademarks of Twitter.

UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group.

Wi-Fi is a registered trademark of Wi-Fi Alliance.

SAP, R/3, ABAP, BAPI, SAP NetWeaver, Duet, PartnerEdge, ByDesign, SAP BusinessObjects Explorer, StreamWork, SAP HANA, the Business Objects logo, BusinessObjects, Crystal Reports,

Crystal Decisions, Web Intelligence, Xcelsius, Sybase, Adaptive Server, Adaptive Server Enterprise, iAnywhere, Sybase 365, SQL Anywhere, Crossgate, B2B 360° and B2B 360° Services, m@gic

EDDY, Ariba, the Ariba logo, Quadrem, b-process, Ariba Discovery, SuccessFactors, Execution is the Difference, BizX Mobile Touchbase, It's time to love work again, SuccessFactors Jam and

BadAss SaaS, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany or an SAP affiliate

company.

All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product

specifications may vary.

These materials are subject to change without notice. These materials are provided by SAP AG and its affiliated companies ("SAP Group") for informational purposes only, without representation or

warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP Group products and services are those that are set forth in

the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty.

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