The document provides an overview of organizational structure options in SAP, including definitions of key elements like company code, sales organization, and purchasing organization. It discusses considerations for choosing between a simple or complex organizational structure, with a simple structure minimizing data maintenance and processing while a complex structure allows for more autonomous regional operations. Examples of each type of structure are presented to illustrate how the different elements can be configured.
SAP Accounts Reveivable SAP Documents | http://sapdocs.infosapdocs. info
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When good receipt (GR) and invoice receipt (IR) is performed, an accounting document gets generated. Movement of material leads to the automatic generation of accounting document and this is referred as MM FI integration.
sap sales and distribution tutorial pptchandusapsd
www.magnifictraining.com - "SAP QM(QUALITY MANAGEMENT)" Online Training contact us:info@magnifictraining.com or +919052666559 By Real Time Experts from Hyderabad, Bangalore,India,USA,Canada,UK, Australia,South Africa.
SAP SD(Sales and Distribution) Online Training Course Content
SAP SD Introduction. Sales Process flow, Test case details. SAP SD Terminologies
Enterprise Structure -1
Enterprise Structure -2
Customer Master – Customising
Customer Master- Creation
Material Master-1
Material Master-2
Pricing -1, General pricing Concepts, Condition Technique
Pricing -2, SAP pricing
Condition records
Sales Order Processing -1 – Sales document Types
Sales Order Processing -2 – Item Category and Schedule Line Category
Sales order processing – End User Part
Transfer of requirement and Availablity Check
Standard Delivery Process -1-Customising
Standard Delivery Process -2-Creation
Account Determination
Standard Billing Process
Quotation and Follow on Quotation
Taxes
Rush Order and Cash Sales
Consignment process
Contracts -1, Document flow and billing Plan
Contracts-2-Creation
Credit Memo and debit memo
Returns
Copy Control and Log of Incompletion
Reports
Free Goods
Material Determination
Output Determination
Additional topics if time permits
SAP Tables
Revision of Topics
When good receipt (GR) and invoice receipt (IR) is performed, an accounting document gets generated. Movement of material leads to the automatic generation of accounting document and this is referred as MM FI integration.
sap sales and distribution tutorial pptchandusapsd
www.magnifictraining.com - "SAP QM(QUALITY MANAGEMENT)" Online Training contact us:info@magnifictraining.com or +919052666559 By Real Time Experts from Hyderabad, Bangalore,India,USA,Canada,UK, Australia,South Africa.
SAP SD(Sales and Distribution) Online Training Course Content
SAP SD Introduction. Sales Process flow, Test case details. SAP SD Terminologies
Enterprise Structure -1
Enterprise Structure -2
Customer Master – Customising
Customer Master- Creation
Material Master-1
Material Master-2
Pricing -1, General pricing Concepts, Condition Technique
Pricing -2, SAP pricing
Condition records
Sales Order Processing -1 – Sales document Types
Sales Order Processing -2 – Item Category and Schedule Line Category
Sales order processing – End User Part
Transfer of requirement and Availablity Check
Standard Delivery Process -1-Customising
Standard Delivery Process -2-Creation
Account Determination
Standard Billing Process
Quotation and Follow on Quotation
Taxes
Rush Order and Cash Sales
Consignment process
Contracts -1, Document flow and billing Plan
Contracts-2-Creation
Credit Memo and debit memo
Returns
Copy Control and Log of Incompletion
Reports
Free Goods
Material Determination
Output Determination
Additional topics if time permits
SAP Tables
Revision of Topics
Wings Auto DMS is a complete Dealer Management Solution for OEMs of 2, 3 and 4 wheeler vehicles, tractors, heavy equipment etc.
It can work in an entirely online or an offline mode.
Wings Auto DMS takes care of every requirement of automobile dealerships including CRM, Sales, Purchases, Services, Spares, Inventory, Finance, Claims & Warranties, PDI, etc.
Wings Auto DMS helps OEMs manage their Dealerships with ease and helps them improve efficiencies and productivity.
ICS Retail Suite covers everything from POS to Back Office to Head Office operations; automating the entire operations, virtually eliminating paper work.It allows the management team at the Head Office to have complete control over data at the stores
Our retail setup can scale up to a complex multi-store environment with complete integration with your day to day business operations.
Get to know more about Retail Suite here: http://www.ics.com.ph/retailsuite/
=============================================
For more information about Retail Suite:
Integrated Computer Systems, Inc.
3/F Limketkai Bldg., ortigas Ave., Greenhills, San Juan City 1502 Philippines
Tel: (+63 2) 744 3000 • 727 3801
Fax: (+63 2) 721 4502 • 621 9464
Email: info@ics.com.ph
Website: http://www.ics.com.ph
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
2. Overview
• What is an SAP Organizational Structure?
• Organizational Structure Defined
• ES Data Organizational Structure
• Organizational Structure Options
Simple Organization Structure
Complex Organization Structure
• Reporting Implications
• Master Data Implications
• Organizational Structure Decision Tree
• Next Steps . . .
3. SAP Organizational Structure
What is an Organizational Structure:
Arrangement of SAP Configuration Elements that defined data relationships within the
SAP system . The Organization Elements provide data keys for SAP Transactions, Master
Data Definitions, and Transaction Reporting.
Why is the Organizational Structure Important:
The SAP Organizational Structure is one of the most fundamental decision made during an
SAP implementations. Without an Organizational Structure definition or strategy:
• Transactions cannot be processed in the SAP environment.
• Master Data cannot be defined for any of the SAP functions.
• Reporting strategies cannot be developed.
• Business Processes cannot not be completely defined in the SAP system.
Transactions
Data Maintenance
5. Organization Structure Relationships
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Materials Management
One-to-One Many-to-One Many-to-Many
Relationship Key:
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
6. Application Level - Client
Definition
A Client is the parent organization of the SAP system.
Overview
• Each SAP Client contains an independent master data and transaction database.
• A Client is specified when a user logs on to the SAP System.
• Master data can be maintained in more than one Client through ALE (Application Link Enabling) technology.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
General Rules:
One Client enabling shared
master data and transaction
reporting.
7. Finance / Controlling - Chart of Accounts
Definition
Mechanism for grouping selected G/L accounts. The Chart of Accounts enables the definition of G/L
account descriptions, number ranges, and required fields.
Overview
• The account must be activated for each Company Code in the form of a G/L master record prior to use
during a transaction.
• The Chart of Accounts must be the same across Company Codes if Consolidation functionality is used.
• An Alternative Chart of Accounts can be used if there are alternative G/L reporting requirements for select
Company Codes.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
General Rules:
Single Chart of Accounts.
Sales Organization
Distribution Channel
Division
Sales
Area
8. Finance / Controlling - Company Code
Definition
The Company Code represents a company in the sense of an independent accounting unit.
Overview
• Company Codes are independent from each other in a legal sense.
• Each Company Code has its own Chart of Accounts. This means a balance sheet and income statements can be
produced for each company code.
• A Company Code will have a single currency.
• Company Codes are used as a key for defining master data.
• Transactions can occur between Company Codes through inter-company processes.
General Rules:
Limit the number of
Company Codes. This will
minimize data maintenance
and improve system
performance.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
9. Finance / Controlling - Controlling Area
Definition
The Controlling Area is an organization unit in Accounting utilized to divide the business organization from
a cost accounting standpoint.
Overview
• A Controlling Area contains a Controlling Area currency or Group Currency for cross Company Code
reporting.
• Period Allocations and Evaluations can be executed with Controlling Area statistical data.
• A single Controlling Area is recommended, unless a company does not require global reporting and
regional reporting is fundamentally different.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
General Rules:
A single Controlling Area
enabling both global and
regional management
reporting.
Sales Organization
Distribution Channel
Division
Sales
Area
10. Finance / Controlling - Company
Definition
The Company is a combination of dependent or independent companies that can be used for
consolidation purposes.
Overview
• The Company is a consolidation entity that allows roll-ups of financial statistics between more
than one Company Codes.
• The Company Codes that roll-up to the Company must be linked to the same chart of accounts.
• Companies should be used to group Company Codes when broken down below the legal entity
level.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
General Rules:
No Companies required, if
Company Codes are not
broken-down below legal
entity level.
Sales Organization
Distribution Channel
Division
Sales
Area
11. Finance / Controlling - Credit Control Area
Definition
The Credit Control Area is an organization unit that specifies and checks a credit limit for customers.
Overview
• A Credit Control Area can be assigned to multiple Company Codes allowing cross company credit
checking.
• A Credit Control Area performs credit checks in one common currency. Credit checks across currency is
possible through defined exchanges rates.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
General Rules:
Minimize the number of
Credit Control Areas to
number of Credit
Management centers.
Sales Organization
Distribution Channel
Division
Sales
Area
12. Sales and Distribution - Sales Organization
General Rules:
Limit the number of Sales
Organizations to one per
Company Code.
Definition
A Sales Organization stands for a selling unit in the legal sense. Sales Organizations are responsible the sales of
certain products or services, product liability, and customer’s right of recourse.
Overview
All sales transactions are processed within a Sales Organization
A Sales Organization can be included in only one Company Code.
Master data may be defined within a Sales Organization. This allows a Sales Organization to have its own customer
and material master data as well as its own conditions, such as pricing.
A Sales Organization may have its own sales document types.
All items in a sales or distribution document (all items on an order, delivery, or invoice) belong to a single Sales
Organization.
A Sales Organization is the highest summation level (after Client) for sales statistics.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
13. Sales and Distribution - Distribution Channel
General Rules:
Limit the number of Distribution
Channels.
Definition
A Distribution Channel represents a channel of sales (Direct, Reseller, etc.) or a sub-level to the Sales Organization.
Overview
• Distribution channels are allocated to one or more Sales Organizations.
• Within a Distribution Channel, you can define your own master data for customers or materials as well as your own
conditions, such as pricing.
• You can create master data for a representative Distribution Channel which is then also used in other Distribution
Channels.
• Within a Distribution Channel, you can determine different sales document types.
• Sales order items belong to a single Distribution Channel.
• Delivery items can belong to different Distribution Channels.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
14. Sales and Distribution - Division
Definition
A Division represents an organizational unit responsible for sales or profits for salable materials or services.
Overview
• Divisions are allocated to one or more Sales Organizations.
• Divisions are allocated to one or more Distribution Channels.
• A material always belongs to just one Division.
• You can define your customer master data at the Division level, as well as conditions, such as pricing.
• You can also create common customer master record data as well as conditions via a representative Division.
• Within a Division, you can define specific sales document types.
• You can alternatively determine for each sales document type that all items of a sales document must belong to the
same Division.
• The items of a delivery of a billing document can belong to different Divisions.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
General Rules:
Utilize shared Division for
master data maintenance
and transaction processing.
Sales Organization
Distribution Channel
Division
Sales
Area
15. Sales and Distribution - Sales Area
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Definition
A Sales Area is defined as the combination of Sales Organization, Distribution Channel, and Division.
Overview
• Customer master records are defined relative to the Sales Area.
• Pricing and other conditions are defined relative to Sales Area.
• Pricing strategy is dependent on Sale Area.
• A Sales Area may have its own sales document types.
• Reporting analysis can be performed specific to Sales Area.
General Rules:
Minimize the number of
Sales Areas, simplifying
system configurations,
master data maintenance,
and transaction processing.
Sales Organization
Distribution Channel
Division
Sales
Area
16. Materials Management - Purchasing Org.
Definition
A Purchasing Organization represents the overall responsibility of all procurement activities.
Overview
• A Purchasing Organization consists of any group of plants.
• A Purchasing Organization may supply several Plants, and a Plant may be supplied by several Purchasing
Organizations.
• Purchasing Organizations can be assigned to only one Company Code.
• Purchasing Organizations must be consecutively numbered across all Company Codes, with no two Purchasing
Organizations having the same numbers.
• A Purchasing Organization can be divided into one or more Purchasing Groups (not shown).
General Rules:
A single Purchasing
Organization, enabling both
global and regional procurement
and vendor management.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
17. Materials Management - Plant
Definition
A Plant represent an overall physical or logical location responsible for managing inventories and its valuation.
Overview
• A Plant can either be a place of production or a single storage location, or a combination of closely situated
storage locations where stock is kept.
• Every Plant is assigned to a single Company Code. This allows stocks and stock values to be managed separately
in each company.
• Plants are assigned to Sales Organizations and Distribution Channels.
• A single Sales Organization can sell from several Plants.
• A Sales Organization can sell goods from Plants from other Company Codes using inter-company sales
processing.
General Rules:
Limit the number of plants to
minimize master data
maintenance and periodic
processes.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
18. Materials Management - Storage Location
Definition
A Storage Location represents a physical or logical inventory location within a Plant.
Overview
• There can be one or more Storage Locations within a Plant.
• A Storage Location can be as detailed as a specific bin or as general as an entire Plant.
• Storage Locations are required to perform inventory movements as well as shipments.
• Storage Location specific data can be maintained within the Material Master.
General Rules:
Utilize Storage Locations to
distinguish inventory locations
rather than new plants.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
19. Materials Management - Warehouse
Definition
A Warehouse represents a complex physical or logical warehouse structure within the Warehouse Management
System.
Overview
• A Warehouse is allocated to a Plant and Storage Location.
• Multiple Warehouses can be tied to a single Plant.
• Warehouse specific data is defined in the Material Master Data.
• All Inventory Movements within a Warehouse require specific bin indications to pick and replace inventories.
General Rules:
Conditional
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
20. Materials Management - Shipping Point
Definition
A Shipping Point represents a fixed location that carries out shipping activities.
Overview
• A Shipping Point is the top level in the organization for shipping and can be allocated to several plants.
• A Shipping Point can be divided into several Loading Points (not shown).
• A delivery is created with exactly one Shipping Point. Thus, all items of a delivery belong to one Shipping Point.
Groups of deliveries also belong to exactly one Shipping Point.
• Shipping Points can influence Available to Promise (ATP) scheduling via picking, packing, and transportation lead
times.
• The Shipping Point can be proposed automatically during order processing depending on the Plant, Loading Group
and Shipping Condition.
General Rules:
Limit the number of Shipping
Points to minimize delivery
fragmentation.
Chart of Accounts
Company Code
Controlling Area Company
Credit Control Area
Shipping Point
Plant
Purchasing Organization
Storage Location
Warehouse
Sales
and
Distribution
Finance
/
Controlling
Application Level Client
Sales Organization
Distribution Channel
Division
Sales
Area
22. Example SAP Organization Structure
SAP Implementation Key Considerations
• Flexible Structure enabling quick response to new business models (e.g.,
contract manufacturing, internal reorganization, etc.)
• Minimize Data Maintenance.
• Minimize Periodic Processing.
• Standardize Basic Business Functions (e.g., Chart of Account, Pricing, etc.)
• Global Reporting Capabilities.
• System should not drive processes, processes should drive the system.
23. Example SAP Organization Structure
Company Code
Sales Organization
Purchasing Organization
US12
IE12 IE11
Credit Control Area CCA1
World Wide Chart of Accounts 0100
Controlling Area 0100
US12 IE12
Purchasing Org 1000
0100 0200 2200
Plants / Dist. Center
US11
US11
2100
0100 0200 2200
Shipping Points
2100
0100 0100 0100
24. Example SAP Organization Structure
Highlights
• Single Chart of Accounts enabling easy translation across legal entities.
• Single Credit Control Area enabling global credit management for customers.
• Single Controlling Area enabling management reporting across legal entities.
• Company Code for each legal entity.
• Single Sales Organization per selling Company Code, simplifying master data
maintenance and order management.
• Single Purchasing Organization enabling global procurement and simplifying
master data maintenance.
• Utilizing Controlling module (Cost Center and Profit Center Accounting) for
management reporting, rather than General Ledger.
26. Organizational Structure Options
Simplified Organization Structure
• Dynamic Industry.
• Frequent Corporate restructuring to respond to the
market.
• Global customer Base.
• Centralized Call Center / Order Administration
• Use Controlling Profitability Analysis or Profit Center
Accounting for product and regional reporting, not the
General Ledger.
• Simplified Master Data set-up and maintenance.
• Simplified Financial Consolidations, Credit Management,
etc.
Complex Organization Structure
• Mature Industry.
• Few Corporate Reorganization.
• Autonomous Regional Operations or Divisions.
• Established / Regional Customer Base.
• Regional Order Entry
• Complex Master Data set-up and maintenance, but
allows detailed default information.
There are several factors that drive a specific organizational structure decision:
28. Complex Organizational Simple
Company Code
Sales Organization
Plants / Dist. Center
Shipping Points
Purchasing Org.
Credit Control Area
Controlling Area
Chart of Accounts
29. Simple Overview
Highlights
• Single Chart of Accounts enabling easy translation across legal entities.
• Single Credit Control Area enabling global credit management for customers.
• Single Controlling Area enabling management reporting across all legal
entities.
• Company Code for each Nortel Networks legal entity.
• Single Sales Organization per Company Code, simplifying master data
maintenance and order management.
• Common Distribution Channel and Division for enabling shared master data.
• Single Purchasing Organization enabling global procurement and simplifying
master data maintenance.
31. Complex Organizational Structure
Company Code
Sales Organization
Plants / Dist. Center
Shipping Points
Company
Purchasing Org.
Credit Control Area
Controlling Area
Chart of Accounts
32. Complex Overview
Highlights
• Multiple Charts of Accounts based on geographical locations.
• Multiple Companies enabling Legal Consolidations across legal entities.
• Multiple Credit Control Area enabling regional credit management for
customers.
• Multiple Controlling Area enabling management reporting across legal
entities in specified region. Management reporting defined regionally
allowing autonomy.
• Multiple Company Codes for each Nortel Networks Legal Entity enabling sub-
entity reporting.
• Single Sales Organization per Company Code, simplifying master data
maintenance and order management.
• Multiple Purchasing Organization enabling regional/plant level procurement.
34. Reporting
As the organizational structure becomes less complex, design agility and custom
reporting requirements increase.
Option 1: Highly Complex Organizational
Structure Configured in SAP.
Option 2: Simple Organizational Structure
Configured in SAP
Rigid
Custom Reports
Flexible
Standard Reports
Design Agility / Flexibility
Reporting
Requirements
Industry best practice
within high tech companies
36. Master Data
Define Master Data
Master Data in SAP are database objects that store static data used during
transaction processing. Master Data includes: materials, customer,vendors, pricing,
etc. The intent of Master Data in SAP:
1. Reduce transaction processing steps
2. Reduce redundant data entity
3. Increase data integrity
4. Central repository for tracking static data
Most SAP Master Data is defined relative to one or more Organizational Structure
Element previously discussed.
37. Master Data Keys
Client
All Master Data
Chart of Accounts
General Ledger Account
Company Code
General Ledger Account
Customer
Vendor
Material
Controlling Area
Cost Element
Profit Center
Cost Center
Credit Control Area
Credit Profile
Sales Organization
Customer
Material
Sales Pricing
Output
Material Determination
Listing/Exclusion
Customer-Material Information Records
Distribution Channel
Material
Customer
Sales Pricing
Output
Division
Material
Customer
Sales Pricing
Shipping Point
Output
Routes
Plant
Material
Bill of Material
Work Center
Routing
Purchasing Info Records
Purchasing Source List
Storage Location
Material
Purchasing Organization
Vendor
Purchasing Pricing
Purchasing Info Records
38. Master Data Maintenance
Complexity of Organizational Structure
Amount
of
Master
Data
As the an Organizational Structure in SAP becomes more complex, the
requirements for master data maintenance increase.
39. Master Data Maintenance - Example
Company Code
Sales Organization
Distribution Channel
Division
Company Code
Sales Organization
Distribution Channel
Division
Client
General
• Address
• Communication
• Control Data
Company Code
• Account Management
• Payment Transactions
• Correspondence
Sales Area
• Sales Data
• Shipping Data
• Billing Data
Company Code
• Account Management
• Payment Transactions
• Correspondence
Sales Area
• Sales Data
• Shipping Data
• Billing Data
The creation of additional Company Codes and/or Sales Organizations has the
following impact on global customer maintenance:
40. Master Data Maintenance - Example
Global Customer Definition
Simplified Organization Structure
• 1 Client
• 6 Company Codes
• 6 Sales Organizations
• 1 Distribution Channel
• 1 Shared Division
Complex Organization Structure
• 1 Client
• 20 Company Codes
• 24 Sales Organizations
• 4 Distribution Channel
• 1 Shared Division
General Data
Company Code Data
Sale Area Data
Data Views
Data Views
Data Views
General Data
Company Code Data
Sale Area Data
Data Views
Data Views
Data Views
1
1
20
96
6
6
Global Customer Definition
42. Client
Decentralized Organization
Different Processes/Customer Base Single Client SAP
Multiple SAP Clients w/o ALE
Multiple SAP Instances
Best Practice
One Client enabling Shared Master Data and Transaction
Reporting without ALE processing.
Shared Processes / Customer Base Single Client SAP
Shared Processes /
Different Customer Base
Centralized Organization
Single Client SAP
Different Processes /
Shared Customer Base
Single Client SAP
Multiple SAP Clients w/ ALE
Decisions Options
43. Current Design Approach - Client
Highlights
• The Current SAP implementation uses one Client for all operational activities.
Key Decision Points
• Common processes globally.
• Shared Product and Customer base.
44. Chart of Accounts
Global Statutory Reporting Global Management Reporting Global Chart of Accounts
Global Chart of Accounts
Regional Chart of Accounts
Best Practice
One Global Chart of Accounts.
Decisions Options
Regional Statutory Reporting
Global Management Reporting
Regional Management Reporting
Global Chart of Accounts
Global Chart of Accounts w/ Regional
Alternative Chart of Accounts
Global Chart of Accounts w/ Regional
Alternative Chart of Accounts
Regional Management Reporting Global Chart of Accounts
45. Current Design Approach - Chart Of Accounts
Highlights
• The current SAP implementation is setup with one global Chart of Accounts.
Key Decision Points
• Simplified accounting structure with one common Chart of Accounts.
• Enables common Financial and Management reporting across entities.
46. Company Code
Best Practice
One Company Code per Legal Entity.
Decisions Options
Global Legal Entity Single Company Code
Regional Legal Entities
Global Management Reporting
Regional Management Reporting
Company Codes per Legal Entity
w/ Global Controlling Area
Multiple Company Codes
w/ Global Consolidation Company
Company Codes per Legal Entity
w/ Global Controlling Area
Company Codes per Legal Entity
w/ Regional Controlling Area
Multiple Company Codes per Legal
Entity w/ Regional Consolidation
Company and Controlling Area
47. Current Design Approach - Company Codes
Highlights
• The current SAP implementation
Key Decision Points
• ???
48. Controlling Area
Best Practice
One Controlling Area Providing Corporate-wide Management
Reporting.
Decisions Options
Global Mgmt. Reporting Single Controlling Area
Regional Mgmt. Reporting
Global Currency
Regional Currency
Common Reporting Req.
Independent Reporting Req.
Global Currency
Regional Currency
Single Controlling Area
Single Controlling Area
Report w/ Exchange Rate
Regional Controlling Area
Single Controlling Area
Regional Controlling Area
Single Controlling Area
Report w/ Exchange Rate
Regional Controlling Area
49. Current Design Approach - Controlling Area
Highlights
• The current SAP implementation supports one global Controlling Area. This
enables management reporting across all companies through the Cost Center
and Profit Center Account modules.
Key Decision Points
• Ability to report across companies.
50. Credit Control Area
Best Practice
One Credit Control Area enabling Globally Managed Customer Base.
Decisions Options
Global Credit Management Single Credit Control Area
Regional Credit Management
Global Customer Base
Regional Customer Base
Single Credit Control Area
in Single Currency
Multiple Credit Control Area
in Regional currency
Single Credit Control Area
in Single Currency
51. Current Design Approach - C.C.A
Highlights
• The current SAP implementation supports one global Credit Control Area. This
enables centralized Credit Management for global the global customer base.
Key Decision Points
• Effectively manage global customer base.
• Centralized credit/collections organization.
52. Sales Organization
Best Practice
Single Sales Organization per Company Code, when Applicable.
Decisions Options
Legal Entity without Sales No Sales Organization
Legal Entity with Sales
Shared Master Data
Channel Specific Master Data
Company
Code
Single Sales Organization
Single Sales Organization
Single Sales Organization using
Distribution Channel to Distinguish Data
Multiple Sales Organization
53. Current Design Approach - Sales Organization
Highlights
• The current SAP implementation supports four Sales Organization, one per
transacting Company Code.
Key Decision Points
• Simplifies transaction processing
• Simplifies data maintenance
54. Purchasing Organization
Best Practice
One Global Purchasing Organization, enabling Procurement and
Global Vendor Management.
Decisions Options
Centralized Procurement
Single Purchasing Organization
Decentralized Procurement
Common Vendor
Uncommon Vendors
Single Purchasing Organization
w/ Multiple Purchasing Groups
Multiple Purchasing Organization
w/ Redundant Data Maintenance
Regional Control
Plant Control
Single Purchasing Organization
w/ Multiple Purchasing Groups
Multiple Purchasing Organization
w/ Redundant Data Maintenance
Single Purchasing Organization
w/ Multiple Purchasing Groups
Multiple Purchasing Organization
55. Current Design Approach - Purchasing Org.
Highlights
• The current SAP implementation supports one global Purchasing Organization.
This enables global or regional procurement and vendor management activities.
Key Decision Points
• Common Procurement processes and global procurement presence.
• Common Vendor management processes and negotiations.
• Purchase Order Approvals
56. Plant
Best Practice
One Plant, Logical or Physical, Per Actively Managed Inventory Location.
Decisions Options
Valued Inventory
Same Company Code
Different Company Code
Unique MRP Process Separate Plant
Unique Material
Common Material
Separate Plant
Common MRP Process Separate Plant
Shared Plant
Separate Plant
57. Current Design Approach - Plants
Highlights
• The current SAP implementation supports four Plants for the purpose of tracking
inventories during production, at the finished goods level, at vendor locations,
and at distribution centers. One of the four plants supports each model
presented.
Key Decision Points
• Minimize SAP setup times.
• Minimize data maintenance and periodic processing time.
• Flexibility to incorporate vendors
59. Next Steps . . . .
Highlights
• Identify the Current Organization.
• Understand the Organization Vision.
• Participate in Organization Structure Workshop.
• Build your Organization with vision, system, and business processes in
mind.