This document provides an overview of SAP COFI (Controlling and Finance) modules for beginners. It discusses how the CO (Controlling) and FI (Finance) modules can help with cost and financial accounting practices to improve management decision making. The CO module includes cost element accounting, cost center accounting, internal orders, activity-based costing, product cost controlling, and profit center accounting. It also discusses how these sub-modules integrate with other SAP modules like FI, MM, PP, and PM. Transaction codes for creating cost elements and cost centers are provided as examples.
SAP Accounting powered by SAP HANA – Moving controlling and finance closer to...John Jordan
New users have traditionally struggled to understand the way SAP separates Financial Accounting and Management Accounting where most legacy systems see the two as one. While it’s easy enough to understand how a payroll account flows from the profit and loss statement into cost center accounting because the account information stays the same, the situation becomes more challenging as a revenue account flows into profitability analysis and is transformed into a value field, or a cost of goods sold account becomes multiple value fields depending on the cost components involved. In its latest product release, SAP is bringing the two worlds closer together. In this session we’ll look at how SAP is addressing these issues with its new product SAP Accounting powered by SAP HANA, part of SAP Simple Finance. This presentation will delve into how the requirements for internal and external reporting are converging and how this convergence impacts SAP Controlling.
This session will cover:
*Changes to report revenue and cost of goods sold by the CO-PA dimensions and how break out the cost of goods sold into multiple accounts
*How overhead is captured and allocated either from cost centers to CO-PA dimensions (assessment) or from high-level to lower-level CO-PA dimensions (top-down distribution)
*The underlying architecture and how FI and CO line items are linked.
*New reports that visualize the transformation of expense into cost of goods sold, work in process, and assets under construction
*How the period close process has been accelerated in SAP Controlling
Get a sneak peak at the first planning applications that allow you to plan costs according to the new paradigm of SAP Simple Finance, where the account is the leading dimension for all accounting activities.
SAP Accounting powered by SAP HANA – Moving controlling and finance closer to...John Jordan
New users have traditionally struggled to understand the way SAP separates Financial Accounting and Management Accounting where most legacy systems see the two as one. While it’s easy enough to understand how a payroll account flows from the profit and loss statement into cost center accounting because the account information stays the same, the situation becomes more challenging as a revenue account flows into profitability analysis and is transformed into a value field, or a cost of goods sold account becomes multiple value fields depending on the cost components involved. In its latest product release, SAP is bringing the two worlds closer together. In this session we’ll look at how SAP is addressing these issues with its new product SAP Accounting powered by SAP HANA, part of SAP Simple Finance. This presentation will delve into how the requirements for internal and external reporting are converging and how this convergence impacts SAP Controlling.
This session will cover:
*Changes to report revenue and cost of goods sold by the CO-PA dimensions and how break out the cost of goods sold into multiple accounts
*How overhead is captured and allocated either from cost centers to CO-PA dimensions (assessment) or from high-level to lower-level CO-PA dimensions (top-down distribution)
*The underlying architecture and how FI and CO line items are linked.
*New reports that visualize the transformation of expense into cost of goods sold, work in process, and assets under construction
*How the period close process has been accelerated in SAP Controlling
Get a sneak peak at the first planning applications that allow you to plan costs according to the new paradigm of SAP Simple Finance, where the account is the leading dimension for all accounting activities.
Controlling 2012 Systematic Guidelines for Reconciling CO-PA to the General L...John Jordan
In this presentation, you will learn how to overcome one of the most common frustrations with CO-PA – the inability to easily reconcile it with the SAP General Ledger. We’ll cover:
1. Overview of costing & accounting-based CO-PA, including ways that data flows into CO-PA
2. Demonstration of how and why costing-based CO-PA ties to the SAP General Ledger
3. Tips for matching the cost-of-sales G/L account with its corresponding value field
4. Additional CO-PA reconciliation issues to be on the lookout for
5. Options for reposting documents in CO-PA only
Get instructions for synchronizing the data flows in CO-PA with the SAP General Ledger and best practices for easily analyzing and fixing reconciliation issues.
Set up and utilize internal orders as standard SAP functionalityJohn Jordan
Internal orders are an often overlooked part of standard controlling functionality. They offer broad and detailed functionality ranging from planning and budgeting' to cost and revenue analysis. Some key points:
*Internal order configuration basics for statistical orders
*Usage of statistical internal orders
*Standard reporting options for internal orders
*Using internal order hierarchies to support reporting for groups of orders
*Leveraging internal orders for planning
Gain a clear understanding of how you can utilize internal orders, and a better understanding of how to track costs and revenues for a specific job, service, task, or event.
Enhancement Packages 5 & 6 – Where to find the business functions that matter...John Jordan
When SAP introduced the concept of enhancement packages and packaged functionality in business functions, administrators were relieved that they would not have to test everything when they upgraded. However, it made some business functions difficult to locate.
In this session from Controlling 2014, Janet Salmon dives into hard to find functionality important to Controllers including:
1. FIN_CO_COGM: Parallel valuation of cost of goods manufactured allows for different costing approaches for each accounting principle your company follows
2. LOG_MM_SIT: Actual costing and stock in transit allows you to pass production variances to other plants, even if they are assigned to other company codes
3. LOG_EAM_OLC: Operation level costing provides a more detailed view of your service and maintenance costs
4. FIN_CO_CCMGMT: New user interfaces for cost center, order and activity type master data and first planning applications
5. FIN_CO_CCPLAN and FIN_CO_ORPLAN: New user interfaces for cost center planning, order planning, and project planning
Leave this session with the ability to go back to the office and quickly identify and use the business functions that benefit you.
Combined COPA allows organizations to analyze profit-related transactions (such as the invoicing of a customer or consumption through delivery), both in the form of value fields and also in the form of accounts to which posting takes place in financial accounting.
New gl functionality_by_guntupalli_hari_krishna_Hari Krishna
SAP NUEVO LIBRO MAYOR,SAP NEW دفتر الأستاذ العام,SAP新总账,SAP neue Hauptbuch,एसएपी नई सामान्य खाता,எஸ்ஏபி புதிய பொது லெட்ஜர்,SAP NEW総勘定元帳,SAP의 새로운 원장,SAP General Ledger НОВЫЙ,SAP NUEVO LIBRO MAYOR,SAP NEW GENERAL LEDGER
COPA is one of the components of controlling modules of SAP which deals with reporting of profitability across various dimensions. CO-PA stands for controlling-profitability analysis which is commonly referred to as SAP-COPA. It enables you to evaluate your company’s profit or contribution margin by market segment or by strategic business unit (such as a sales organization or profit centre).
Blogs on Document Splitting at www.veritysolutions.com.au
Document Splitting is a very powerful feature delivered by SAP ECC.
Previous to SAP ECC, if new fields were required to General Ledger SAP had to deliver these new fields in Special Purpose Ledger tables. Profit Centre Accounting in R3 was Special Purpose Ledger table 8*, Joint Venture Accounting was ledger 4*. This essentially meant that data had to be copied from General Ledger table GLT0 to special ledger tables so these could be reported upon. However, technical glitches in code and incorrect usage of functionalities caused imbalances between the main ledger GLT0 and the special purpose ledgers.
SAP customers who wanted to expand the functionality of General Ledger to cater to special business requirements (like reporting General Ledger with another fiscal year variant) had to create custom Special Purpose Ledger tables. For example, if a customer wanted to report by two fiscal year variants, they could report one variant using General Ledger and the other variant using Special Purpose Ledger.
All this disparate ledgers reported the same source information in different views. Customers had to execute several month end jobs to ensure synchronisation of data across all these ledgers. Differences in balances and information between ledgers led to delays in month end close and reporting.
With SAP ECC new GL, SAP Customers can add new fields (which SAP calls “scenarios”) into General Ledger. This allows customers to perform, for example, Profit Centre Accounting and Reporting within General Ledger.
With SAP ECC new GL, SAP Customers can add new ledgers (which SAP calls “parallel accounting”) into General Ledger. This allows customers to report, for example, the same General Ledger data in multiple fiscal year variants.
This replication of data happens in real-time. SAP customers no longer need to execute month end jobs to synchronise data between different ledgers.
Account-based COPA is also called a hybrid of general ledger and costing-based COPA. In Account based COPA, you can get a report that is reconciled and consistent with financial accounting. Sales, markeitng and product management details can be obtained from it.
Controlling 2012 Systematic Guidelines for Reconciling CO-PA to the General L...John Jordan
In this presentation, you will learn how to overcome one of the most common frustrations with CO-PA – the inability to easily reconcile it with the SAP General Ledger. We’ll cover:
1. Overview of costing & accounting-based CO-PA, including ways that data flows into CO-PA
2. Demonstration of how and why costing-based CO-PA ties to the SAP General Ledger
3. Tips for matching the cost-of-sales G/L account with its corresponding value field
4. Additional CO-PA reconciliation issues to be on the lookout for
5. Options for reposting documents in CO-PA only
Get instructions for synchronizing the data flows in CO-PA with the SAP General Ledger and best practices for easily analyzing and fixing reconciliation issues.
Set up and utilize internal orders as standard SAP functionalityJohn Jordan
Internal orders are an often overlooked part of standard controlling functionality. They offer broad and detailed functionality ranging from planning and budgeting' to cost and revenue analysis. Some key points:
*Internal order configuration basics for statistical orders
*Usage of statistical internal orders
*Standard reporting options for internal orders
*Using internal order hierarchies to support reporting for groups of orders
*Leveraging internal orders for planning
Gain a clear understanding of how you can utilize internal orders, and a better understanding of how to track costs and revenues for a specific job, service, task, or event.
Enhancement Packages 5 & 6 – Where to find the business functions that matter...John Jordan
When SAP introduced the concept of enhancement packages and packaged functionality in business functions, administrators were relieved that they would not have to test everything when they upgraded. However, it made some business functions difficult to locate.
In this session from Controlling 2014, Janet Salmon dives into hard to find functionality important to Controllers including:
1. FIN_CO_COGM: Parallel valuation of cost of goods manufactured allows for different costing approaches for each accounting principle your company follows
2. LOG_MM_SIT: Actual costing and stock in transit allows you to pass production variances to other plants, even if they are assigned to other company codes
3. LOG_EAM_OLC: Operation level costing provides a more detailed view of your service and maintenance costs
4. FIN_CO_CCMGMT: New user interfaces for cost center, order and activity type master data and first planning applications
5. FIN_CO_CCPLAN and FIN_CO_ORPLAN: New user interfaces for cost center planning, order planning, and project planning
Leave this session with the ability to go back to the office and quickly identify and use the business functions that benefit you.
Combined COPA allows organizations to analyze profit-related transactions (such as the invoicing of a customer or consumption through delivery), both in the form of value fields and also in the form of accounts to which posting takes place in financial accounting.
New gl functionality_by_guntupalli_hari_krishna_Hari Krishna
SAP NUEVO LIBRO MAYOR,SAP NEW دفتر الأستاذ العام,SAP新总账,SAP neue Hauptbuch,एसएपी नई सामान्य खाता,எஸ்ஏபி புதிய பொது லெட்ஜர்,SAP NEW総勘定元帳,SAP의 새로운 원장,SAP General Ledger НОВЫЙ,SAP NUEVO LIBRO MAYOR,SAP NEW GENERAL LEDGER
COPA is one of the components of controlling modules of SAP which deals with reporting of profitability across various dimensions. CO-PA stands for controlling-profitability analysis which is commonly referred to as SAP-COPA. It enables you to evaluate your company’s profit or contribution margin by market segment or by strategic business unit (such as a sales organization or profit centre).
Blogs on Document Splitting at www.veritysolutions.com.au
Document Splitting is a very powerful feature delivered by SAP ECC.
Previous to SAP ECC, if new fields were required to General Ledger SAP had to deliver these new fields in Special Purpose Ledger tables. Profit Centre Accounting in R3 was Special Purpose Ledger table 8*, Joint Venture Accounting was ledger 4*. This essentially meant that data had to be copied from General Ledger table GLT0 to special ledger tables so these could be reported upon. However, technical glitches in code and incorrect usage of functionalities caused imbalances between the main ledger GLT0 and the special purpose ledgers.
SAP customers who wanted to expand the functionality of General Ledger to cater to special business requirements (like reporting General Ledger with another fiscal year variant) had to create custom Special Purpose Ledger tables. For example, if a customer wanted to report by two fiscal year variants, they could report one variant using General Ledger and the other variant using Special Purpose Ledger.
All this disparate ledgers reported the same source information in different views. Customers had to execute several month end jobs to ensure synchronisation of data across all these ledgers. Differences in balances and information between ledgers led to delays in month end close and reporting.
With SAP ECC new GL, SAP Customers can add new fields (which SAP calls “scenarios”) into General Ledger. This allows customers to perform, for example, Profit Centre Accounting and Reporting within General Ledger.
With SAP ECC new GL, SAP Customers can add new ledgers (which SAP calls “parallel accounting”) into General Ledger. This allows customers to report, for example, the same General Ledger data in multiple fiscal year variants.
This replication of data happens in real-time. SAP customers no longer need to execute month end jobs to synchronise data between different ledgers.
Account-based COPA is also called a hybrid of general ledger and costing-based COPA. In Account based COPA, you can get a report that is reconciled and consistent with financial accounting. Sales, markeitng and product management details can be obtained from it.
Lecture 3Introduction to SAP Controlling (CO)FIN419 .docxsmile790243
Lecture 3
Introduction to SAP Controlling (CO)
FIN419
Learning Objectives
Understand the goal of SAP Controlling (CO)
Understand the purpose, master data and reporting of CCA
Understand the purpose, master data and reporting of PCA
Understand the purpose, master data and reporting of Internal orders
Understand the purpose, master data and reporting of Product Costing
Understand the purpose, master data and reporting of Profitability Analysis
Understand the integration of CO and FI
2
SAP Controlling (CO)
Goal
The purpose of the Controlling (CO) module in SAP is to provide organizations with a method of slicing and dicing data to view costs from an internal management perspective and provide a view of profitability beyond that of basic financial reporting.
Controlling allows an organization to plan and track overhead costs within the company's specific organizational structure.
Standard reports include:
Cost center performance
Profit center performance
Budget analysis
Goal
3
SAP Controlling (CO)
Organizational Structure
Client
An independent environment in the system
Company Code
Represents an independent legal accounting unit
Balanced set of books, as required by law, are prepared at this level
A client may have more than one company code
Controlling Area
The controlling area identifies a self-contained organizational structure for which costs and revenues can be managed and allocated.
May contain one or more company codes, which can operate in different currencies.
Company codes within a controlling area must all use the same operational chart of accounts and fiscal year variant
Represents the legal and/or organizational views of an enterprise and it forms a framework that supports the activities of a business in the manner desired by management
Org
SAP Controlling (CO)
Organizational Structure (Cont)
Operating Concern
It represents an organizational unit in your company for which the sales market data has a uniform structure (characteristics/dimensions)
It is the valuation level for profitability analysis (CO_PA)
Multiple controlling areas can be assigned to one operating concern
Plant
The plant represents a production unit and is the central organizational unit in Materials Management and Production Planning.
A plant is assigned to a company code.
Cost Center Hierarchy
It is a tree structure representing all the cost centers belonging to a controlling area from a controlling perspective
Profit Center Hierarchy
It is a tree structure representing all the profit centers belonging to a controlling area from a controlling perspective
Org
SAP Controlling (CO)
Controlling Area and Currencies
By assigning more than one company code to a controlling area you can perform cost accounting for all company codes
The controlling area and company codes can have different currencies
The currency of the controlling area can be the same as that for a company code or different from all the company codes assigned to the controll ...
SAP FICO Interview Questions By Garudatrainingspiyushchawala
SAP FICO is a core SAP module that covers the financial and reporting segments of a business.
It consists of the interrelated component modules-FI (Financials) and CO (Controlling) with an
extensive set of sub-modules that cover every aspect of the financial and managerial accounting
for both external and internal reporting. Skilled FICO Technical and Functional Consultants are in
very high demand as enterprises world over have been moving to SAP as a single solution for their
business needs. As financial management forms the very basis for any business, SAP FICO has seen
a consistent increase in its implementation with a very high demand for FICO professionals. Garuda
Trainings has come out with a comprehensive online training course in SAP FICO to give our students
the much needed advantage in this highly competitive and sought after segment of the ERP industry.
Online SAP FICO Course Contents: FICO is an integration of two modules FI and CO and the below
curriculum has been segmented accordingly.
Contents:
1) An Introduction to SAP
2) The FI module and its architecture
3) General Ledger Accounting
4) Fixed Assets sub-module
5) The Account Receivables sub-module
6) The Accounts Payable sub-module
7) Integration with other SAP modules and business implementation and deployment
8) The CO module and its architecture, interaction with the FI and other SAP modules
9) Cost centres and profit centres accounting
10) Internal orders and profitability
11) Product costing and activity based costing
For More Info: http://garudatrainings.com/sap-fico-online-training/
Why Choose Us: Our online course in SAP FICO gives you a perfect flexibility of pursing the
course within your existing schedule as you can opt from weekend or weekday batches as per
your convenience. The training resources are prepared by experts with rich experience in SAP
implementations. All modules are led by trainers and are interactive with a recording ability for
future use and access. We offer a 24/7 access to training resources and technical support and give
you a perfect quality training course with an extra emphasis on practical exposure to real-time
implementation scenarios and live projects.
The Complete Advantage: We endeavour to give you a perfect career as a SAP FICO consultant and
our online training course also includes the advantage of placement assistance through our industry
network. To help our users easily clear the interview evaluation, we offer an extensive collection of
in-depth interview questionnaires along with tips of effectively writing resumes. Choose us to get
the perfect advantage in your career as an SAP FICO consultant.
Register For Free Demo:
www.Garudatrainings.com
Email Us:garudatrainings@gmail.com
Ph No:+1-508-841-6144
chapter 8Responsibility Concepts and Sound Decision-Maki.docxchristinemaritza
chapter 8
Responsibility Concepts and Sound
Decision-Making Analytics
Learning Objectives
• Understand concepts in responsibility accounting.
• Be able to provide a framework for rational business decision making, and understand
how to apply these concepts for specific types of situations.
• Apply capital budgeting methods and discounted cash flow concepts.
• Know how to make proper long-term investment decisions.
istockphoto
waL80281_08_c08_189-212.indd 1 9/25/12 1:03 PM
CHAPTER 8Section 8.1 Responsibility Accounting Concepts
Chapter Outline
8.1 Responsibility Accounting Concepts
Accumulation of Information to Match Centers
Management by Exception
Rational Decision Making
Sunk Costs
8.2 A General Framework for Making Sound Business Decisions
Applying the General Framework to an Example: Bulk Orders
Applying the General Framework to an Example: Offshoring
8.3 Capital Expenditures
Future Value
Annuity
Present Value
8.4 Making Decisions About Long-Term Investments
Net Present Value
Internal Rate of Return
Simpler Capital Budgeting Methods
Recap of Using Capital Budgeting Tools for Decision Making
8.1 Responsibility Accounting Concepts
In general, managers should be held accountable for the results of their decisions and business execution. Without accountability based on performance-related feedback, the
business will not perform at its best, and areas in need of improvement may not be iden-
tified on a timely basis. Business feedback is often based on financial results. You have
already seen how budgets and variances are used to help identify areas for improvement.
Because managers are accountable for their decisions, actions, and outcomes, their perfor-
mance measures should align around the department, product, division, or other business
for which they are responsible. In other words, the attribution of responsibility tends to
follow the organizational structure of the business.
Sometimes, a business has a highly dispersed design, with decisions nested with lower
level managers. Other businesses generate decisions only at the upper levels, and
lower level personnel are basically charged with execution of defined actions. Proper
implementation of responsibility accounting concepts stipulates that performance mea-
sures be aligned with the business organization structure. In other words, accountability
should map to responsibility. Proper design of performance measurement systems there-
fore requires that the management accountant carefully consider the organizational struc-
ture. Sometimes performance measures are only appropriate on an aggregated basis, such
as where the organization is structured as a top–down, command-and-control, central-
ized decision-making entity. As lower level managers are given increased authority, so
too should the accountability system be modified to provide more disaggregated perfor-
mance measures. Although quite logical, this presents measurement challenges.
waL80281_ ...
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using by lots of prestigious company not in India but in World also. The main reason behind its integration
features that every work done only at single time and use by other in real time basis. This article focuses
on the CO-Controlling and FI-Finance in SAP that how this ERP can help to the best Cost and financial
accounting practices for the business and able to decrease the time taken for Management Decision
Making. Various types of Standard reports are available in SAP-ERP. FICO of COFI is two main modules
to control the Cost and Financial Accounting. This module also known as FICO. Even latest amendments
of Ministry of Corporate Affairs to maintain the cost record for manufacturing/Processing company those
are mandatory under section 209(1) (d) of Company Act 1956 taken care by BI module and ABAP module
of SAP.
CO stands for Controlling in SAP-ERP which includes
the wide functionality of cost and management
accounting practice. It includes the:
a. Cost Element Accounting
b. Cost Center Accounting
c. Internal Orders
d. Activity Based Costing
e. Product Cost Controlling
f. Profit Center Accounting
These above Sub-Module of Controlling through This main module integrate with the entire module like FI-
Financial Accounting, Enterprise Controlling, Strategic Enterprise Controlling, Investment management,
Project System, Real Estate Management MM-Material Management, PP-Production Planning, and PM-
Plant Maintenance.
The working of SAP is based on path and Transaction Code (T-Code).E.g. for Creation of Primary and
Secondary Cost Element.
Controlling>>Cost Element Accounting>>Master Data>>Cost Element>>Individual Processing>>Collective
Processing.
T-Code- KA01- Create Primary Cost Element.
KA06- Create Secondary Cost Element.
Cost Element Accounting
2. In Cost Element Accounting General ledger are divide into Primary & Secondary Cost element. Primary
Cost Elements bring the data (financial postings) into SAP. As shown below, the Primary Cost Elements
carry the values from FI into different modules depending on the category or classification assigned to the
G/L account.
It is important to note that cost elements with a category of “01” are considered an expense and post to a
cost center. The value will also appear in PCA because each cost center is tied to a profit center. PCA
receives the posting because of that relationship and not directly from the cost element
Secondary Cost Elements move data around within CO and have NO impact on the General ledger. An
example of this would be the allocation of electricity.
Cost Center Accounting
A cost center is used as a Collecting place for costs. The Cost of Operating the Cost Center is determined
for the period and then Total Cost is applied to the costs units which have passed through the cost center.
”A Cost center a production or service location function activity or equipment for which cost are
accumulated”. (CIMA official Terminology) the same concept is used through SAP also to measure and
manage the Cost. A cost center is part of an organization that does not produce direct profit and adds to the
cost of running a company. Examples of cost centers include research and development departments,
marketing departments, help desks and customer service/contact centers.
For the creation of Cost Center in SAP it is essential to first create the Cost Center Group and Cost center
Hierarchy. It depends upon the business requirement and differs from one business to other business
organization.
Controlling >> Cost Center Accounting>>Cost Center>> Individual Processing>> Collective Processing.
Creation of Cost Center Group KSH1; Creation of Cost Center KS01
Cost Center Report Address: S_ALR_87013611 - Cost Centers: Actual/Plan/Variance
3. Internal Orders
Internal orders are generally used to plan, collect, and settle the costs of internal jobs and tasks.
The SAP system enables you to monitor your internal orders throughout their entire life-cycle;
From initial creation, through the planning and posting of all the actual costs, to the final
Settlement and archiving. Internal Orders are of two types CAPEX & OPEX. CAPEX stands for the capital
Expenditure in the organization this may be done through Asset under Construction (AUC). This may
depend upon the Capital & Revenue Expenditure of the organization. Other one is the OPEX operating
expenditure of the organization. These are the main tools in the hand of Controller/Cost & Management
Accountant to make the Budgets and Budgetary Control. So MIS make easy which is always miserable
part for the top management that the real time and reliable information is available in the system.
Controlling >> Cost Center Accounting>>Cost Center>> Individual Processing>> Collective Processing.
Creation of Cost Center Group KOH1; Creation of Cost Center KO01
Activity-Based Costing
An approach to the costing and monitoring of activities which involves tracing resource consumption and
costing final outputs. Resources are assigned to activities, and activities to cost objects based on
4. consumption estimates. The latter utilise cost drivers to attach activity costs to outputs.’ CIMA Official
Terminology, 2005
A development of the principles of activity based costing (ABC) is activity based management (ABM).In
SAP for Product and Service Costing also follows the activities pool that whatever the resources consumed
by the Product that will consider in the Cost sheet of Product under the CO-PC sub module.
There is the following way to make the pool for Activity Types:
Transaction Code: KP26
Product Cost Controlling
Product Costing functions to calculate the cost of goods manufactured (COGM) and cost of goods sold
(COGS) for products such as materials tangible and services (intangible). The costs may then be analyzed
and business decisions (such as "make or buy" decisions) made. This is very helpful to management
accountant and management to take decision regarding the operating resources.
The cost of goods manufactured is composed of material and production costs, process costs and
overhead (such as material and production overhead). The cost of goods sold consists of the cost of goods
manufactured together with sales and administration overhead costs.
For calculation the COGM and COGS for materials, we can execute a material cost estimate (with or
without quantity structure). For further information, see the following:
a. Material Cost Estimate with Quantity Structure
b. Material Cost Estimate Without Quantity Structure
Path: Accountingà Controlling Product Cost Controlling Product Cost Planning Material Costingà
Cost Estimate with Quantity Structure Transaction Code CK11N – Create
This option is for product cost of single Semi Finished Goods and Finished good level. But this same
practice is very difficult to calculate the Product/Service Cost. For the plant wise Product Costing there are
other ways as follows:
5. Path: Accounting ® Controlling ® Product Cost Controlling ® Product Cost Planning ® Material Costing ®
CK40N - Edit Costing Run
Cost Estimate Transaction Code CK40N.
Profitability Analysis
Profitability Analysis in SAP also Known as (CO-PA) .Which enables to evaluate market segments, which
can be classified according to products, customers, orders or any combination of these, or strategic
business units, such as sales organizations or business areas, with respect to your company's profit or
contribution margin. CVP Analysis is also possible through Profitability Analysis Sub module. Under this
function we can calculate the profitability on various line items, Product wise, various segment and
business area. Profit Center (discuss later) is must for calculate the Profits under various category.
The aim of the system is to provide your sales, marketing, product management and corporate planning
departments with information to support internal accounting and decision-making.
Two forms of Profitability Analysis are supported: costing-based and account-based.
a. Costing-based Profitability Analysis is the form of profitability analysis that groups costs and revenues
according to value fields and costing-based valuation approaches, both of which you can define yourself. It
guarantees you access at all times to a complete, short-term profitability report.
b. Account-based Profitability Analysis is a form of profitability analysis organized in accounts and using an
account-based valuation approach. The distinguishing characteristic of this form is its use of cost and
revenue elements. It provides you with a profitability report that is permanently reconciled with financial
accounting.
Path: Accounting ® Controlling ® Profitability Analysis ® Information System ® Execute Report ® KE30
For Profitability Analysis there is Various Transaction Code to get the Profit Statement but Normally the
following Transaction Code:
· EPM - CO-PA Planning
· KE13N - Upload from Excel
· KE21N - CO-PA Line Item Entry
· KECM - CO-PA: Customizing Monitor
6. ·KEDR - Maintain Derivation Strategy.
Profit Center Accounting
A profit center is a management-oriented organizational unit used for internal controlling Purposes.
Dividing our Organization up into profit centers allows you to analyze areas of Responsibility and to
delegate responsibility to decentralized units, thus treating them as “Companies within the company”.
The essential difference between a profit center and a business area is that profit Centers are used for
internal control, while business areas are more geared toward an external viewpoint. The profit center
differs from a cost center in that cost centers merely represent the Units in which capacity costs arise,
whereas the person in charge of the profit center is responsible for its balance of costs and revenues
Profit Center Accounting (CO-PCA) lets you determine profits and losses by profit center using Either
period accounting or the cost-of-sales approach. It also lets you analyze fixed capital and So-called
“statistical key figures” (number of employees, square meters, and so on) by profit Center. Consequently,
you can calculate the entire key figures commonly used in cost accounting (Return on investment, cash
flow, sales per employee, and so on).
Conclusion: At present Scenario the for Professional Accountant it becomes more vital from initial stages
(Project Preparation, Business Blueprint, Realization, Final Preparation, and Go Live & Support) while the
implementation of any ERP and help to comply with the Cost Accounting Standards and requisite Cost
Accounting Records under Section 209(1) (d) of Company act also.
From product Costing till the Profit margin analysis ERP helps a lot. This is technology savvy also and
helps to the management take the correct decision at right time and fulfil the requirement of Sustainability
Framework also.