Profit Center Accounting enables structuring a company according to strategic business units (SBUs) to provide full income statements and selected balance sheet items by business line and sector. It reflects material movements between SBUs at commercial transfer prices rather than cost. Master data must be organized by assigning objects to profit centers. Actual values flow through the profit centers in parallel to business transactions. The information system provides reports on profit centers, including interactive and list-oriented reports.
SAP Accounts Reveivable SAP Documents | http://sapdocs.infosapdocs. info
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Get this and other SAP Account Reveivable Materials from http://sapdocs.info/sap/fico/sap-accounts-receivable-ppt-training-materials-documents-for-beginners/
for more SAP Documents please visit http://sapdocs.info
Commitment Management in SAP tracks future commitments against cost objects; this enables users to make a realistic comparison of actual cost plus committed cost against plan / budget on that cost object. Commitments are made when user creates purchasing document to purchase goods or services at a future date. Comparing actual against budget is misleading unless you factor in the outstanding commitments that will convert to actual cost in the future.
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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.
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SAP Accounts Reveivable SAP Documents | http://sapdocs.infosapdocs. info
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Get this and other SAP Account Reveivable Materials from http://sapdocs.info/sap/fico/sap-accounts-receivable-ppt-training-materials-documents-for-beginners/
for more SAP Documents please visit http://sapdocs.info
Commitment Management in SAP tracks future commitments against cost objects; this enables users to make a realistic comparison of actual cost plus committed cost against plan / budget on that cost object. Commitments are made when user creates purchasing document to purchase goods or services at a future date. Comparing actual against budget is misleading unless you factor in the outstanding commitments that will convert to actual cost in the future.
Blogs on www.veritysolutions.com.au
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.
STRIVE ERP TECHNOLOGIES PROVIDING SAP FUNDS MANAGEMENT ONLINE TRAINING AND CLASS ROOM TRAINING
CONTACT :+917675979146
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Quick sap co configuration Internal OrderCapgemini
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Internal order is a virtual place for collecting/pooling the costs of a particular activity/task. i.e. it is a method to collect those costs and business transactions related to the task/activity. It is a means of tracking costs of a specific job, service, or task. Periodically the costs which are pooled in an internal order can be settled to an asset or to a cost center or to a GL Account or to an order. Thus, while recording you need not analyze the costs. Just record and pool the costs in internal order. After that (generally at the end of the month) these costs are analyzed and settled for relevant elements (like asset or cost center etc).
This method of recording and settling the costs helps in analyzing the costs of cost center wise, profit center wise or cost element-wise. This level of monitoring can be very detailed but allows management the ability to review Internal Order activity for better-decision making purposes.
SAP FICO - Why SAP uses Internal Orders?Sanjay Ram
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Understand why internal orders are used instead of cost centers as explained by http://www.erptraining9.com
Why an Internal Order is required?
Creation of Internal Order
Operational Expenditure Postings
Settlement of Internal Orders to Cost Centers
Internal Order Reporting
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.
COPA is one of the components of controlling modules of SAP which deals with reporting of profitability across various dimensions. C​O-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).
A presentation on Asset Management in SAP. It includes important definitions, types of assets, asset life cycle, month-end activities and year-end activities.
SAP Accounts Reveivable Functions | http://sapdocs.infosapdocs. info
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Get this and other SAP Account Reveivable Materials from http://sapdocs.info/sap/fico/sap-accounts-receivable-ppt-training-materials-documents-for-beginners/
for more SAP Documents please visit http://sapdocs.info
Case study material ledger implementation lessons learnedJohannes Le Roux
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Material Ledger as implementaion as part of their initial SAP implementation or during a future rollout phase. In this session we’ll cover:
Why implementing SAP Material Ledger as part of your initial SAP implementation will Levegage Material Ledger as a springboard to SAP Profitability and Cost Management software
Quick sap co configuration Internal OrderCapgemini
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Internal order is a virtual place for collecting/pooling the costs of a particular activity/task. i.e. it is a method to collect those costs and business transactions related to the task/activity. It is a means of tracking costs of a specific job, service, or task. Periodically the costs which are pooled in an internal order can be settled to an asset or to a cost center or to a GL Account or to an order. Thus, while recording you need not analyze the costs. Just record and pool the costs in internal order. After that (generally at the end of the month) these costs are analyzed and settled for relevant elements (like asset or cost center etc).
This method of recording and settling the costs helps in analyzing the costs of cost center wise, profit center wise or cost element-wise. This level of monitoring can be very detailed but allows management the ability to review Internal Order activity for better-decision making purposes.
SAP FICO - Why SAP uses Internal Orders?Sanjay Ram
Â
Understand why internal orders are used instead of cost centers as explained by http://www.erptraining9.com
Why an Internal Order is required?
Creation of Internal Order
Operational Expenditure Postings
Settlement of Internal Orders to Cost Centers
Internal Order Reporting
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.
COPA is one of the components of controlling modules of SAP which deals with reporting of profitability across various dimensions. C​O-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).
A presentation on Asset Management in SAP. It includes important definitions, types of assets, asset life cycle, month-end activities and year-end activities.
SAP Accounts Reveivable Functions | http://sapdocs.infosapdocs. info
Â
Get this and other SAP Account Reveivable Materials from http://sapdocs.info/sap/fico/sap-accounts-receivable-ppt-training-materials-documents-for-beginners/
for more SAP Documents please visit http://sapdocs.info
Case study material ledger implementation lessons learnedJohannes Le Roux
Â
Material Ledger as implementaion as part of their initial SAP implementation or during a future rollout phase. In this session we’ll cover:
Why implementing SAP Material Ledger as part of your initial SAP implementation will Levegage Material Ledger as a springboard to SAP Profitability and Cost Management software
Lecture 3Introduction to SAP Controlling (CO)FIN419 .docxsmile790243
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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 ...
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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2. Course Objectives
Understand the functions in Profit Center
Accounting.
Explain Profitability management in SAP.
Understand and maintain CO-PCA master data.
Identify the source of actual values.
Execute planning.
Use the CO-PCA information system.
4. PCA Overview
Profit center accounting, in conjunction with transfer pricing,
enables:-
Structuring of the A Group according to Strategic Business Units
(SBUs), leading to:Full Income Statements according to lines of
business (Product Groups rolled up to SBU/Sectors)
Selected reporting of Balance Sheet items by Product Group/SBU and
Sector (e.g. Payables/Receivables, Fixed Assets. Inventories).
The ability to reflect material movements between SBUs at
commercial prices rather than cost
5. Accounting Methods
Period Accounting
Cost-of-Sales Accounting
Values
Gross Sales
Net Sales
Variances
Ratios
Return on Investment
Margins
Economic Profit
Cash Flow
Contribution Margin
Terms used in Profitability Management
8. Typical Questions in Profit Center Acctng.
What is the operating profit for a profit center?
What asset value is attributed to
A profit center?
Which responsibility areas
Exceeded their plan for last month?
What goods and services are exchanged within
The corporation?
Return
on
capital
Cost
management
Management
of internal
sales & services
Contribution of
organizational
unit
9. EC-PCA lets you calculate internal operating results for profit centers. A profit
center represents an organizational subunit that operates independently on the
market and bears responsibility for its own costs and revenues. You organize
your organization into profit centers by assigning the master data of each profit-
relevant objects (materials, cost centers, orders, projects, sales orders, assets
and cost objects) to a profit center.
All the business transactions in the R/3 System which are relevant for cost and
profits are updated in the profit centers at the same time they are processed in
the original module, and organized according to cost and revenue elements.
This transforms all the flows of goods and services within the company into
exchanges of goods and services between profit centers. This profit center
structure applies for both actual postings and profit center plan data.
It is also possible to treat a profit center as an investment center. In addition to
the flows of goods and services, you can transfer selected balance sheet line
items (fixed assets, payables and receivables, material stocks, and work in
process) to profit centers on a periodic basis. This makes it possible to calculate
such key figures as profit on sales, return on investments and cash flow.
Responsibility Accounting
10. Company 3
A2 Ltd
Group
Company 1
A Ltd
Company 2
A1 Ltd
Profit Center 1
Profit Center 2
You use valuation views to represent different ways of viewing business
transactions in a company.
Legal view (Individual enterprise) – For transactions between company codes.
Group view – For a consolidated view of the corporation.
Profit center view – For business transactions between profit centers.
Legal Profit Center
A
Group
Valuation Views
11. Parallel Currencies in Profit Center Acctn.
Profit Center AccountingECEC--
PCAPCA
Transaction
Company Special
Code EC
-
PCA
Currency
Currency Currency
13. Organizational Units & Master Data
A1 Ltd
9200
A Ltd
9100
HQ
1000
Cost Centers Purchasing
13…
Gen
Services
14…
Company Codes
Orders Cost Objects
Sales and
Marketing
15…
R & T
16…
Other Cost Objects
Operating Concern
Controlling Area
A Grp Operating
Concern (9100)
A Grp Controlling
Area (9100)
Ethylene
Propylene
Pharma Polyolefins Power
Telec
ommu
nicati
on
Inform
ation
techn
ology
Corporate
common
Profit Centers
14. Master Data in Profit Center Accounting
Profit Centers
Profit Center Groups
Accounts P&L, Balance Sheet Items
Statistical key figures
15. Master Data - Profit Center (1)
Profit
Center
Organizational unit in Accounting that reflects a
management-oriented structure of the organization
for the purpose of internal control. Profit Center groups
are collections of Profit centers with similar characteristics.
In the case of A Grp this structure is by Product Group.
19. Chart of Accounts
Financial Accounting Controlling
1 Assets
2 Liabilities
3 Equity
4 Expense Accounts 4 Primary Cost elements
8 Revenue Accounts 8 Revenue elements
9 Secondary Cost elements
A Grp Chart of Accounts - YCCA
20. Cost centerCost center
Internal orderInternal order
Sales order
Material
ProfitabilityProfitability
SegmentSegment
Asset
Production order
ProfitProfit
CenterCenter
Profit Center Assignments
21. Monitoring Assignments
MaterialsMaterials
Cost CentersCost Centers
OrdersOrders
Material fast
assignment
Profit centers
without
cost centers
Objects per
profit center
Not
assignedCheck Assignments for:Check Assignments for:
Profit
Center
23. Definition of a Transfer Price
A transfer price is a price used to valuate the transfer of
goods and services between independent organizational
units.
24. Enterprise Controlling
Legal View – that of independent legal companies
Group View – that of the organization as a whole
Profit center view - that of the decentralized responsibility areas
25. Transfer Prices in SAP
Controlling area (Corporate Group)
COCO
Transfer price from the group viewpoint
Transfer price from the profit center viewpoint
=
=
group production costs
management price
Transfer price from the legal viewpoint = sales and purchase price
26. Assumed Plan = Actual => No Variances
Company code 9100 A3 Ltd
PrCtr1 PrCtr2
+5
L 80
G 80
P 85
L 80
G 80
P 85
G 70
L 70
P 70
Company code 9300A Ltd Company code 9200 A1 Ltd
PrCtr2
85
CCtr 20
L 120
G 100
P 120
L 120
G 100
P 120
100
PrCtr3
P 220
G 100
L 220220
220
Transfer Pricing
CCtr 10
Ethylene Butene-1 Polyethylene PolyethyleneButene-1
L 100
P 85
G 70
L 70
P 70
PrCtr3
G 100
29. Plan Integration
Sales 100,000
Discounts 5,000
Cost of Sales 50,000
Marketing Expenses 10,000
Admin. Expenses 15,000
Number of Sales Orders 1,000
….
Profit Center PlanProfit Center Plan
Cost
Center
Internal
Order
Production
Order
MS Excel
30. Planning methods in PCA
Plan
Allocations
New Plan
Final Plan
Plan data transfer Manual entry
Copy existing data
Excel-Upload
31. Plan Profit Center
Revenue 200,000
Marketing 90,000
Admin 80,000
….
Cost Center
Internal /
On-line Plan Data Transfer
AND/OR
Subsequent Postings
Plan Data Transfer
CO Production
Order
33. Actual Values Overview
Flow of Actual values in Profit Center Accounting
Overview
Flow from Profit and Loss accounts
• Flow from materials management
• Flow from sales and distribution
Flow from Balance Sheet items – Period end closing
• Flow from Asset Management
• Transfer of Material Stock
• Transfer of Work In Process
• Flow from Accounts payable and receivable
Flow from controlling – Period end closing
• Flow from Overhead Cost Management
• Profit Center Document Entry
• Assessment & Distribution
36. Actual Values Overview
Flow of Actual Values in Profit Center Accounting
Flow from Profit and Loss accounts
• Flow from materials management
• Flow from sales and distribution
37. Material/Plant of Sales Order
Substitution
Material/Plant
of Purchase Order
Material/Plant
Indirect /Manual Assignment
Customized Automatic
Account Assignment
Invoice ReceiptInvoice Receipt
Goods MovementGoods Movement
Direct Posting fromDirect Posting from FIFI
OtherOther P&L AccountsP&L Accounts
Source Transaction
Billing DocumentBilling Document
Determination of Profit Centers in P&L
Profit
center
40. 6,028.50-
Cost of Goods Sold
462002
6,028.50
Inventory
- Finished Product (FG)
119430
Stock
Flow from sales and distribution (1)
Change Stock FIFIFI
EC-PCA
41. Flow from sales and distribution (2)
Receivables
…
10,000
Sales
810000
10,000
FIFI
Sales
810000
10,000
ECEC--
PCAPCA
42. Actual Values Overview
Flow of Actual Values in Profit Center Accounting
Flow from Balance Sheet items – Period end closing
• Flow from Asset Management
• Transfer of Material Stock
• Transfer of Work In Process
• Flow from Accounts payable and receivable
43. Determination of Profit Center for B/Sheet
The system determines the profit center to which balance
sheet accounts are assigned as follows :
Receivables are divided according to the corresponding revenue line
items and assigned to the profit centers. Payables are posted to the
profit center of the material ordered for purchases orders to stock,
and to that of the account assignment for purchase orders to account
assignment objects.
The assignment of material stocks and assets is based on the
assignment made in the master record of a material.
Because postings for down payments do not reference an invoice, it
is not possible to automatically assign the down payment to profit
centers. However, you can assign them manually.
44. Flow from Asset management
Online Transfer: Assets are assigned to profit centers
indirectly via their assignment to an internal order or cost
center.
45. Flow of value in AP and AR
Before you can transfer payables and receivables, you first
need to calculate the payables and receivables to be split
in Financial Accounting. In this step, the payables and
receivables are broken down according to profit center based
on sales order line item assignments.
Within PCA you can transfer the data to Profit Center
Accounting. Select the desired company codes and choose
the periods you want to transfer. The payables and
receivables are posted to Profit Center Accounting in the
reconciliation accounts in the general ledger. No
Financial Accounting documents are created in the process.
If you choose line items, the system creates a line item for
each customer and vendor in Profit Center Accounting.
46. Actual Values Overview
Flow of Actual Values in Profit Center Accounting
Flow from controlling – Period end closing
• Flow from Overhead Cost Management
• Profit Center Document Entry
• Assessment & Distribution
47. Transfer from Controlling (1)
All primary postings to account assignment objects in
Controlling are posted to profit centers using the same cost
element.
For allocations in cost accounting (distribution, assessment,
cost allocation, transfers, order settlement, calculation of
overhead), the following records are updated in Profit Center
Accounting:
The profit center of the crediting account assignment object is
“credited” using the same cost element, and the profit center of the
object to be debited is used as the partner profit center.
In addition, the profit center of the “receiver” is debited using the
same cost element, and the profit center of the sender is used as the
partner profit center.
48. Transfer from Controlling (2)
All the secondary transfers between CO objects are selected
and represented in the assigned profit centers.
You can represent the data in Profit Center Accounting by
reflecting the original document directly.
The exchange of services between profit centers is
represented as internal cost allocations in CO. If elimination
of internal business volume is active, as in A Group, Profit
Center Accounting only reflects those services which are
provided by one profit center for another one or between
different controlling object type
(e.g. cost center and internal order)
49. Assessment
In case you cannot assign the final cost centers or materials to one profit
center, you can collect the data in an allocation Profit center and then
assess it in Profit Center Accounting.
We only assess postings to P&L accounts since for allocation of
Balance Sheet accounts we use distribution.
When you define assessment (XXGA1A - Assess Other PC to Product
PCs), you collect all the sender-receiver relationships in segments. You
then store these segments in different cycles, which are stored with a time
reference.
Note that for technical reasons, a cycle is always defined for one
company code. You can create more than one cycle for a company code
if allocation or performance aspects make this necessary. The cycles will
be processed in sequence.
52. Report Output Types
Interactive Reporting
Variable output areas
Navigation tree / drag & drop
Cumulative display functionality
List – Oriented Reports
Interface Report-to-Report
Printing options
Integration with MS Office