Business Process Workshop

GOAL OF BUSINESS PROCESS WORKSHOP
Identify all of the business processes, at a high-level Define the type of data (in a high-level) that will be maintained in the processes.
SAP America, OS.PPT - 10/13/97, Slide 1
AGENDA
High Level Business Process Overview Business Process
Definition of Business Processes
Project System
Production Planning
Financial Accounting Controlling Asset Management/Investment Management Materials Management Sales and Distribution Human Resources
Define the Business Processes and data in SAP based on the Chico Creek Brewerys Organizational Structure
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Document the Companys SAP Business Processes SAP America, OS.PPT - 10/13/97, Slide 2
Project System - Business Processes

Creating a project Developing a project
Executing a project
Analyzing a project Closing a project
Project System - Components

Project Definition Stores master data for the entire project, including overall start and end dates, project owner, project number, and description. Work Breakdown Structure (WBS) The hierarchy that the WBS elements are organized into. Breaks down processes into the smallest components or tasks. WBS elements The building blocks of the project. They represent different phases or parts of the project. Each WBS element is a cost object. All project costs are posted to WBS elements. Network (optional) The activities are linked together to create the network in the form of a PERT chart. SAP can determine the critical path from this.
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Project System - Features

Cost Planning (via the WBS) Date Planning and Scheduling
Link to Purchasing (Purchases made show up immediately as project costs)

On-line Reporting
Financial Control
Graphic Displays (Network, WBS, Gantt Charts)
PP-Continuous Process
Continuous Process Scenario overview:
manages the planning, execution, and control activities for our process-oriented manufacturing of beer. 4 Basic Steps that encompass our brewing process..
Step 1 of Continuous Process

Begins with the Sales and Operation Planning
forecasting tool, ie. used to helps decide specific number of batches of each type of beer that should be made
Long-term production plan and Master Schedule are produced using SOP information
Step 2 of Continuous Process

The master flow is computed using the MRP and capacity leveling.
Capacity leveling: is determined in step 1 and balances the master schedule and plant capacity
Material Requirements are passed to the procurement process
Step 3 - Continuous Process

The process order is created and manages the actual production of the beer
process order transforms materials and processes used with the master recipe into actual information that is needed to brew the batches of beer
contains master recipe data and workflow instruction
master recipe: description of materials needed in one

production run (grain, purified water, hops, fermented sugar, barley malt)
Step 4 - Continuous Process

Actual production which is the completed scenario flow Material is received, the resources are used, and the process order is completed and closed out
resources: production personnel needed for production (maintenance workers, forklift drivers, line workers, warehouse personnel)
Vendor Processing
Consolidation
Customer Processing
External Accounting
Special Purpose Ledgers Processing
OTA Vendor Processing
General Ledger Processing
Credit Subsidiaries Head Office Process

Generates closing reports as required by law
Structure:

company code (CO) business area (not applicable for the CCBC)
chart of accounts (each module will give input)

Integrated with:
procurement (MM)
assets accounting (AM/IM)

controlling (CO)
Vendor Invoice Processing

Connects Purchasing to Accounting Master Record consists of 3 parts
general data (addr, telephone, etc.)

company code data (payment terms, methods) purchasing organization data (p.o., quotes) most of this information comes from MM and is posted to G/L
Vendor Invoice Processing

Posted to one of two accounts:
current assets account
fixed assets account (will go to AM)
also posted to G/L
Customer Processing
Mgmt of transactions for standard customers
Credit Management (Sales)
closely linked to CO & cash forecasting
Customer Processing
Customer Master Record consists of 3 parts:
general data (addr, telephone, etc)
company code (form of payment, due dates)

sales data (shipping, invoicing, etc. this info is mostly from the sales team all the transactions are posted to the G/L
Customer Processing
Dunning procedures remind customer that the payment is overdue
Info needed from SD:

level (# of days overdue) text (strength of language) vendor dunning optional interest & charges print-out of payment (due deadline)
Functional Areas - CO
Chico Creek Brewing Company
Conventional cost center accounting typically structures costs by using the companys organizational structure and areas of responsibility (e.g. functions). This shows where costs accrue in the company, but it does not specify what resources were used how.
Company
Personnel
R&D
Marketing
Production
Process-Oriented Structure
Business Processes: Order Process Product develop. Customer service Functional Areas:
Personnel
R&D
Marketing Production
FI Accounting
SAP uses a process-oriented view that considers costs on the basis of process organization across functions. Costs are debited to a business process based on its resource usage. The business planning and controlling scenarios in R/3 provide conventional cost center accounting capabilities but supplement these by allocating cost center costs to business processes.
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Business Scenarios - CO
Chico Creek Brewing Company
1. Cost Object Controlling
2. Profitability Analysis
Business Planning and Controlling CO Module
4. OH Cost Management
3. Profit Center Accounting

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1. Cost Object Controlling
Cost object controlling is a part of product cost accounting that focuses on the economical creation of a product (called cost object). It supplies key information for planning and monitoring of product costs. Product cost controlling attributes the costs incurred in a company to its output units. (products, orders)
2. Profitability Analysis
Profitability analysis carries out a profit analysis. Costs are compared to revenues. This is the last step in the settlement process. Profitability analysis takes an external viewpoint using actual data, by looking at market segments. We propose that CCBCs profitability segments are based on product line. (Type of beer, pub, merchandise) Other options could be customers, activity, organization, geographical area, etc.
3. Profit Center Accounting
The goal here is to have a structure according to profit responsibility. Profit centers can be seen as investment centers. Shows operating results from a management standpoint. It is a statistical package, pulling data from different modules. Data is primarily transferred from FI, SD, AM, and MM. Profit centers can be structured according to products, markets, or functions. We have chosen products.
3. Profit Center Accounting, contd
FI: Transfer of primary costs and revenues from customer invoice processing SD: Transfer of revenues and sales deductions (freight, discounts) as well as reserves (e.g. from rebate agreements) via invoice transfer. MM: Transfer of all costs from goods movements (consumption postings, materials receipt, invoice receipt, price changes/revaluation, inventory differences) AM: Availability of all profit-related data from the creation, utilization, and sale of capital goods
3. Profit Center Accounting, contd
4. Overhead Cost Management
Overhead cost management plans, allocates, controls, and monitors indirect costs. All indirect costs are charged to the cost centers where they were incurred or to the jobs that led to their occurrence.
Fixed Asset Processing Budgeting Leased Asset Processing
Cash Management
CAPITAL ASSET MANAGEMENT
Planned Plant Maintenance
Projectrelated plant maintenance

Plant Maintenance due to damage
Fixed Asset Processing

Asset master record maintenance:
Settle AuC Post Capitalization Transfer Posting Write-Up
Create
Change Retire
Creation/Transfer of Reserves
Reports Inventory Year-End Closing
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Planned depreciation is calculated automatically
AM - Depreciation
Can be recalculated or changed manually
Calculated in multiple depreciation areas (parallel valuation technique)

Depreciation values are transferred as planned and actual costs are allocated to cost centers (CO)
Depreciation simulation and forecasting available for individual asset or group of assets.
Asset Master Record Data

Elements of an Asset Master Record

Historical cost Salvage value Life Insurance information Cost center
INVESTMENT MANAGEMENT SCENARIO Budget

Approval Roll-Up Corporate Planning Project Planning Budget Distribution
Measures
Program Structure
Reporting
Settlement & Capitalization

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IM - AuC to Asset
Create AuC Capital Order
(greater than 30 days) -Automatically created when investment profile is entered and order is released
Settlement
-Settles to AuC
AuC
ASSET
Depreciation forecast and simulation interest calculation.

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Treasury - TR
Cash Management (TR-CM)
Handle all cash related transactions and reporting activities.
Distinguishes between actual money and payments in transit Integrated with G/L, A/R, and A/P systems and sales and
procurement.
Funds Management (TR-FM)
TR-CM
G/L A/R Recurring Entries
A/P
The basic elements needed for managing cash:

Where is our cash?
What will we receive?

What will we pay? What other predictable transactions will occur?
Funds Management (Budgeting)

Functions:

Prepare budget Monitor budget by tracking the achievement to targets in each of the budgets divisions
To perform these functions the following must be estimated:

Cash requirements for operations Cash requirements for CI projects
Planned cash receipts
Materials Management Processing Stock Material

Materials Requirement Planning
Reservation processing
reserve material plan goods issue
Single item MRP Entire MRP Effects SD, QM, PP, FI

Requisition Processing to Stock Material
Requirement for material --> Purchase Requisition
Source of supply Without a source of supply
Input Examples
Material Purchasing Information Purchasing Outline Agreement
Vendor
Effects SD, PP, QM
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Processing of RFQ Issued to Vendor
- Communicates material/service requirements to potential suppliers - Input Examples Material Purchasing Information Vendor Supply Source Time Effects SD, QM, PP, CO

Vendor Quotation Processing - Occurs after vendors respond to quotation request - After Vendor information is submitted into system, price comparison is possible - A rejection notice is transferred if quotation is unselected

Purchase Order Processing for Stock Material
- Vendor quotation processing and vendor RFQ processing trigger this step - Input Examples Purchase Requisition Internal Order Cost Center
Material Customer Order
- A Purchase Order includes detailed data such as: type of material, quantity, delivery date and price

Processing Goods Receipt
- Begins with the arrival of materials and shipping notification - Material is checked and storage is determined - If order is accepted we adjust purchase order dates and select a valuation type
-Effects FI, PP
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Sales and Distribution

Business Process Workflow Scenario: Standard Order Handling
Master Data for SD

Master Data
Business Partners
Customer
Vendor (Internal i.e. MM)
Beer for tap room, souvenirs
Employee in Company (salesperson)
Product Proposal
Grouping of items to make available for sale (I.e. By a pallet of Pale Ale) If customer frequently purchases from a product proposal, this information can be assigned in Customers Master Data
Master Data continued
Product
Price
Documents (for shipping, billing, sales)
Sales support
Organizational Structure (shipping points, sales areas,etc.)
Pats Bar in Calgary

Pat calls CCBC to inquire about products
Wants to buy two kegs of Pale Ale and one keg of Hefeweisen to be delivered weekly. Sales Representative gets Pats company name, address, etc. to store in sales support master data. Also determines the distribution channel for his company for correct quotation. Accesses inquiry processing to determine correct prices, a quotation process document is created and sent. Pat agrees to the quotation. Next, standard order processing occurs with reference to the quotation.
Billing Process
Product is determined to be in-stock A credit check occurs and passes resulting in Pats order being released Delivery processing occurs in which is it determined that the delivery is relevant for billing and for shipping. Billing

Process determines that the purchase is not relevant for a rebate Billing document is sent Export papers are created and sent
Billing document is not released for billing because:
Order confirmation is necessary to release billing document

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Shipping Process
Transportation planning occurs
Shipment route is determined (stored in Master Data for future reference)
From Chico Center to Chico train depot via truck From Chico to Calgary via rail From Calgary train depot to Calgary distribution center via truck From distribution center to customer (Pats Bar is within 100 mile radius)
Transportation processing occurs
Shipping notification is generated and sent to customer

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Delivery of Goods
Quality is checked (by PP, referenced by SD) Order is sent to MM
Goods issue is posted

Truck is loaded from plant site and sent Upon delivery to Pats Bar, it is determined that one keg of Pale Ale is damaged.
Pat signs invoice for acceptance of the one keg of Pale Ale and one keg of Hefeweisen. To accommodate for damaged goods, CCBC will:
a) Offer to send Pats Bar a keg through a rush order with no extra cost. Delivery will be rushed
b) Offer to give Pats Bar a credit.
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Signed invoice is given to FI for processing

Packaging Returns
Empty kegs picked up from Pats Bar upon next delivery
Returnable packing pick-up process occurs
Shipping papers are created

Empty kegs loaded onto trailers Trailers loaded onto train to be sent back to Chico center
MM processes goods receipt
Goods receipt is posted
Conclusion
Pats Bar is now CCBCs business partner, thus is located in our Master Data
CCBC can now call him as part of our sales activities or he can call on us. If Pats Bar becomes a frequent customer, CCBC can assign material listing or product proposal to his account making transactions faster.
Sales
Inquiry
Quotation
Delivery Free Standard Sales Of Charge Order Shipping Delivery Billing Debit Memo
Returns
Scheduling Agreement
Transport
M a t e r i a l s
Invoice
Credit Memo
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M g m t
Financial Accounting
Organizational Management
Organizational Plan Processing Job Description
Processing of Employee Status for Planning and Development

Staffing
Personnel Cost Planning
Time Management
Long Term Daily Work Schedule Flexible Daily Work Schedule
Calculate Overtime
Incentive Wages
Payroll Processing
Multinational tax, benefit, and garnishment related laws and regulations
Automate the workflow system and be flexible enough to adapt itself

Automatically transfers data to general ledger and cost accounting systems
Salary Administration
Compensation Structure Structuring and Managing of salary and reward compensation packages Can analyze the effects of salary increases and decreases
Benefits Administration
Administering human resource benefits
setting up each benefit plan
define cost and coverage options

eligibility rules established
Step-by-step guides for developing, defining, and maintaining benefit plans Eligibility rules based on predetermined criteria defined and verified by the system

Business Process Workshop

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Business Process Workshop

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GOAL OF BUSINESS PROCESS WORKSHOP

SAP America, OS.PPT - 10/13/97, Slide 1

High Level Business Process Overview Business Process

Definition of Business Processes

Project System - Business Processes

SAP America, OS.PPT - 10/13/97, Slide 3

Project System - Components

SAP America, OS.PPT - 10/13/97, Slide 4

Project System - Features

Link to Purchasing (Purchases made show up immediately as project costs)

SAP America, OS.PPT - 10/13/97, Slide 5

SAP America, OS.PPT - 10/13/97, Slide 6

Step 1 of Continuous Process

SAP America, OS.PPT - 10/13/97, Slide 7

Step 2 of Continuous Process

Material Requirements are passed to the procurement process

SAP America, OS.PPT - 10/13/97, Slide 8

Step 3 - Continuous Process

contains master recipe data and workflow instruction

master recipe: description of materials needed in one

SAP America, OS.PPT - 10/13/97, Slide 9

Step 4 - Continuous Process

SAP America, OS.PPT - 10/13/97, Slide 10

OTA Vendor Processing

General Ledger Processing

Credit Subsidiaries Head Office Process

SAP America, OS.PPT - 10/13/97, Slide 11

General Ledger Processing

chart of accounts (each module will give input)

SAP America, OS.PPT - 10/13/97, Slide 12

General Ledger Processing

assets accounting (AM/IM)

SAP America, OS.PPT - 10/13/97, Slide 13

Vendor Invoice Processing

general data (addr, telephone, etc.)

SAP America, OS.PPT - 10/13/97, Slide 14

Vendor Invoice Processing

current assets account

fixed assets account (will go to AM)

also posted to G/L

SAP America, OS.PPT - 10/13/97, Slide 15

Credit Management (Sales)

closely linked to CO & cash forecasting

SAP America, OS.PPT - 10/13/97, Slide 16

general data (addr, telephone, etc)

company code (form of payment, due dates)

SAP America, OS.PPT - 10/13/97, Slide 17

Info needed from SD:

SAP America, OS.PPT - 10/13/97, Slide 18

SAP America, OS.PPT - 10/13/97, Slide 19

SAP America, OS.PPT - 10/13/97, Slide 20

1. Cost Object Controlling

Business Planning and Controlling CO Module

3. Profit Center Accounting

SAP America, OS.PPT - 10/13/97, Slide 21

1. Cost Object Controlling

SAP America, OS.PPT - 10/13/97, Slide 22

SAP America, OS.PPT - 10/13/97, Slide 23

3. Profit Center Accounting

SAP America, OS.PPT - 10/13/97, Slide 24

3. Profit Center Accounting, contd

SAP America, OS.PPT - 10/13/97, Slide 25

3. Profit Center Accounting, contd