This document provides an overview of the contents and learning objectives for two SAP SD module courses: Order Fulfillment I and Order Fulfillment II. Order Fulfillment I focuses on key sales and distribution processes like order processing, availability checks, billing, and distribution. It covers related master data and configuration. Order Fulfillment II focuses on pricing, billing, and the interface with financial accounting. It addresses setting up pricing conditions and strategies and configuring billing and the SD-FI interface to meet company needs. Both courses aim to give participants extensive hands-on experience with sales and distribution functions in SAP.
This document provides an overview of accounts payable invoice processing in SAP. It describes the organizational structure in SAP including company codes, controlling areas, plants, and profit centers. It also defines common AP terms like purchasing organization and distribution channel. The document explains how materials management integrates with AP, including the use of vendor master data. Exercises are provided to practice posting invoices, credit memos, and recurring entries, as well as generating AP reports.
WCB_Quality_Management_Master_Data_Participant_GuideOLDDeb Martina
This document provides guidance on creating and managing quality management master data in SAP. It covers the three phases of the quality management process: planning, processing, and evaluation. Planning involves setting up material master records, inspection characteristics, and inspection plans. Processing refers to recording inspection results and making usage decisions. Evaluation includes quality notifications and scores. The document provides exercises for tasks such as displaying inspection lots and material master QM views, maintaining sampling procedures and inspection plans, and creating inspection characteristics.
This document outlines the units and goals of two courses on financial accounting in SAP: Financial Accounting I and Financial Accounting II. Financial Accounting I covers configuring and using organizational units, master data, documents, and transaction processes in SAP FI. Financial Accounting II focuses on configuring and applying asset accounting, understanding integration with FI, and using validations and substitutions. It also covers the new general ledger. Both courses aim to teach students how to configure, apply, and report on financial accounting functionality in the SAP system.
This document provides an overview of the Indian securities market and trading membership. It discusses the primary and secondary market segments, key market indicators like indexes and market capitalization, common products and participants. It also describes the eligibility criteria for membership at the National Stock Exchange of India, the admission procedure, and regulations around suspending or expelling members. Finally, it outlines the relationship requirements between brokers and their clients, including registering clients, executing orders, issuing contract notes, handling funds and securities, and client dispute resolution processes.
Implication of BAS and BFRS in the Finanacial Statements of Dhaka Bank LimitedPantho Sarker
This report is an analysis of implication of BAS and BFRS in preparing financial statements of Dhaka Bank Limited. Here, the theoretical knowledge of BAS and BFRS and their application is analysed.
This document provides an overview and market research on the industrial cleaning sector in India. It describes the objectives and methodology of the research, which included a primary survey of 39 industry players and secondary research. It also includes an economic profile of India and discusses factors like GDP, trade, currency, economic growth trends, and the business environment. Finally, it outlines the scope and structure of the industrial cleaning sector in India.
This report provides recommendations to improve the marketing of financial products in France. It identifies reasons for action such as a growing need for consumer advice, lessons from past incidents of misselling, and ensuring fair competition. Key recommendations include:
1) Simplifying product information for consumers and ensuring advertising accurately reflects risks and rewards.
2) Improving how retail networks target customers by refining segmentation, differentiating product ranges, and tiering advisor skills.
3) Clearly defining the scope of advice obligations and ensuring suitable recommendations by maintaining records of advisor-customer interactions.
4) Safeguarding advice impartiality by monitoring distributor compensation and ensuring neutral product recommendations.
5) Promoting responsibility across
This document analyzes data from 63 students to compare marks and CAT percentiles across different categories. It contains 3 tables that analyze: 1) Marks in high school, intermediate and graduation, finding graduation marks to be most consistent. 2) CAT percentiles by subject background, finding Arts & Humanities most consistent. 3) CAT percentiles by gender, finding females to be more consistent. The analysis uses measures like mean, median, mode, standard deviation and coefficient of variance to compare consistency across categories.
This document provides an overview of accounts payable invoice processing in SAP. It describes the organizational structure in SAP including company codes, controlling areas, plants, and profit centers. It also defines common AP terms like purchasing organization and distribution channel. The document explains how materials management integrates with AP, including the use of vendor master data. Exercises are provided to practice posting invoices, credit memos, and recurring entries, as well as generating AP reports.
WCB_Quality_Management_Master_Data_Participant_GuideOLDDeb Martina
This document provides guidance on creating and managing quality management master data in SAP. It covers the three phases of the quality management process: planning, processing, and evaluation. Planning involves setting up material master records, inspection characteristics, and inspection plans. Processing refers to recording inspection results and making usage decisions. Evaluation includes quality notifications and scores. The document provides exercises for tasks such as displaying inspection lots and material master QM views, maintaining sampling procedures and inspection plans, and creating inspection characteristics.
This document outlines the units and goals of two courses on financial accounting in SAP: Financial Accounting I and Financial Accounting II. Financial Accounting I covers configuring and using organizational units, master data, documents, and transaction processes in SAP FI. Financial Accounting II focuses on configuring and applying asset accounting, understanding integration with FI, and using validations and substitutions. It also covers the new general ledger. Both courses aim to teach students how to configure, apply, and report on financial accounting functionality in the SAP system.
This document provides an overview of the Indian securities market and trading membership. It discusses the primary and secondary market segments, key market indicators like indexes and market capitalization, common products and participants. It also describes the eligibility criteria for membership at the National Stock Exchange of India, the admission procedure, and regulations around suspending or expelling members. Finally, it outlines the relationship requirements between brokers and their clients, including registering clients, executing orders, issuing contract notes, handling funds and securities, and client dispute resolution processes.
Implication of BAS and BFRS in the Finanacial Statements of Dhaka Bank LimitedPantho Sarker
This report is an analysis of implication of BAS and BFRS in preparing financial statements of Dhaka Bank Limited. Here, the theoretical knowledge of BAS and BFRS and their application is analysed.
This document provides an overview and market research on the industrial cleaning sector in India. It describes the objectives and methodology of the research, which included a primary survey of 39 industry players and secondary research. It also includes an economic profile of India and discusses factors like GDP, trade, currency, economic growth trends, and the business environment. Finally, it outlines the scope and structure of the industrial cleaning sector in India.
This report provides recommendations to improve the marketing of financial products in France. It identifies reasons for action such as a growing need for consumer advice, lessons from past incidents of misselling, and ensuring fair competition. Key recommendations include:
1) Simplifying product information for consumers and ensuring advertising accurately reflects risks and rewards.
2) Improving how retail networks target customers by refining segmentation, differentiating product ranges, and tiering advisor skills.
3) Clearly defining the scope of advice obligations and ensuring suitable recommendations by maintaining records of advisor-customer interactions.
4) Safeguarding advice impartiality by monitoring distributor compensation and ensuring neutral product recommendations.
5) Promoting responsibility across
This document analyzes data from 63 students to compare marks and CAT percentiles across different categories. It contains 3 tables that analyze: 1) Marks in high school, intermediate and graduation, finding graduation marks to be most consistent. 2) CAT percentiles by subject background, finding Arts & Humanities most consistent. 3) CAT percentiles by gender, finding females to be more consistent. The analysis uses measures like mean, median, mode, standard deviation and coefficient of variance to compare consistency across categories.
This document provides an overview of contract management and procurement strategies and processes. It discusses:
1) The key stages of contract management including managing service delivery, relationships, administration, changes, quality, and progress payments.
2) The procurement process which involves specification writing, requesting proposals, evaluating bids, and approving contracts. It outlines single and two-stage procurement methods.
3) A case study example of developing a procurement strategy that considers context, essentials like transparency and non-discrimination, and next steps.
fannie mae 2007 Year-End Earnings/Annual Reportfinance6
This document is Fannie Mae's annual report on Form 10-K for the fiscal year ended December 31, 2007 filed with the United States Securities and Exchange Commission. It summarizes Fannie Mae's business operations, financial results, risks, legal proceedings, and other required disclosures. Specifically, it provides an overview of Fannie Mae's mission and role in the housing and mortgage markets, describes its business segments and activities, reviews its financial results for 2007 including net income of $11.8 billion, and identifies various legal, regulatory and operational risks facing the company. The report was filed to comply with SEC reporting requirements for publicly traded companies.
This document is a report submitted to the Central Government of India on the trend and progress of banking in India for the year ending June 30, 2011. It contains detailed information on developments in commercial banking, cooperative banking, and non-banking financial institutions. The report has chapters on the policy environment, operations and performance of commercial banks, developments in cooperative banking, and non-banking financial institutions. It provides statistics and analysis on various aspects of the banking and financial system in India.
Getting started with excise for manufacturers | Tally Corporate Services | Ta...stannventures.Pvt.Ltd
This document provides an overview of excise duty requirements for manufacturers in India. Some key points:
- Excise duty is payable on goods manufactured in India and intended for domestic consumption. It is paid by manufacturers and the liability is passed to consumers.
- Manufacturers must register for an excise control code (ECC) number and excise registration. Goods can only be removed from factories or warehouses under serially numbered excise invoices.
- Duty is generally payable on a fortnightly basis, with payments due by the 20th for the 1st-15th period and 5th of the next month for the 16th-end period. However, the second half of March
This document provides an overview of quality improvement initiatives in the Kenyan health sector. It discusses the Kenya Quality Model (KQM) and the Kenya Quality Model for Health (KQMH), which use a systems approach to management. The document also describes how the 5S principles of continuous quality improvement (CQI) - sorting, systematic arrangement, shine, standardization, and sustainability - can be implemented using a step-wise Total Quality Management (TQM) approach. This allows organizations to operationalize the KQMH. Various 5S and CQI tools are also outlined that can aid in the implementation of quality improvement activities according to the KQMH framework.
1) The document discusses key marketing concepts including the marketing mix, target markets, customer needs, and company responses to the marketplace.
2) It covers topics like developing customer satisfaction, relationship marketing, conducting market research and analyzing customer behavior.
3) Various marketing strategies are examined such as market segmentation, new product development, pricing approaches, marketing communications, and managing the overall marketing effort.
Here is a simple diagram of the economic cycle:
Consumers
(Households)
Pay wages, interest, rent, profits
Producers
(Businesses)
Sell goods and services
Markets for consumer goods
Activity 2: MARKETS
GROUP:
Name and describe the different types of markets.
1.3.6 Assessment
Learning Outcomes (LUs)
LO 1
the economic cycle
The learner will be able to demonstrate knowledge and understanding of the economic cycle within the
context of "the economic problem."
Assessment Standards(ASs)
We know this when the learner:
1.5 explains the different flows of money
CallShaper Outbound Software Manual 2 - Creating a CampaignCallShaper, LLC
This manual document will help you understand and walk you through on how to used our outbound software from setting-up your campaign by adding lead files, reports, dispositions, conversions and data fields. We also configured the settings for your voicemail, DNC lists, inbound numbers, callbacks, dialer mode, leads, queue, schedule, skill level, wrap up and sounds.
CallShaper, LLC
5009 Honeygo Center Dr Ste 205 Perry Hall, MD 21128
1-888-276-1370
info@callshaper.com
This document is a marketing plan for Yellowhead Brewery. It begins with an analysis of the brewery industry, market trends, and Yellowhead Brewery's competitors. It then outlines the marketing strategy, including target markets, branding, and objectives. The marketing mix is discussed, including product details, pricing, promotion tactics, and customer service approach. Financial projections are provided, such as sales and expense forecasts, break-even analysis, and contribution margin. Controls for implementing and measuring the success of the plan are also mentioned.
This document provides an overview and introduction to trade functionality in Microsoft Dynamics NAV 5.0. It discusses setting up sales and purchase order management, managing prices and discounts, customer service features, requisition management, item charges, and returns management. The certification requirements for Dynamics NAV 5.0 will remain the same as 4.0 due to the release window.
CallShaper Outbound Software Manual 1 - Setting Up your AccountCallShaper, LLC
This manual document will help you understand and walk you through on how to used our outbound software from setting up your account by creating users, teams, DNC lists, media attributes, scorecards, sounds, hold music and phone numbers.
CallShaper, LLC
5009 Honeygo Center Dr Ste 205 Perry Hall, MD 21128
1-888-276-1370
info@callshaper.com
QuickBooks Support Phone Number 1844-722-6675Alex Chamber
1844-722-6675 is 24/7 and 365 days Phone Number that provides services to QuickBooks Users all around the world , its the most trustworthy QuickBooks support phone number in 2016 ! They keepCustomers over profit which is the best thing for the QB users ! They have 1 Million Customers from USA and resolution rate of 98% , its the best quickbooks support phone number .
https://www.eventbrite.com/e/quickbooks-enterprise-support-phone-number-1844-722-6675-tickets-28563168205
This document provides an agenda for a conference on driving digital transformation through effective sourcing and transformation strategies. The conference will discuss how disruptive technologies are driving rapid change across the economy and how enterprises are replacing legacy technologies with scalable solutions like cloud computing. Attendees will learn about successful strategies for implementing changes to improve efficiency and reduce costs. As part of the agenda, representatives from Johnson & Johnson will share how they successfully transformed their network and outsourced managed services through a competitive procurement process.
De 7 værste SEO-fejl danske hjemmeside-ejere begårLars Skjoldby
De 7 værste SEO-fejl danske hjemmeside-ejere begår
- og hvordan du undgår dem.
"Vil du undgå, at din kommende SEO konsulent skal bruge timer på oprydning, fejlsøgning og fejlretning? Ønsker du, at din næste SEO analyse kommer til at indeholde flere grønne flueben end røde blinkende lamper?
Så er oplægget her noget for dig.
Lars gennemgår de 7 værste SEO fejl han har set på danske hjemmesider i 2014. Fejl som er nemme at begå, men også lige så nemme at undgå, bare du ved hvordan. Og det viser Lars dig. "
Dette var mit SEO oplæg på Digital Markedsføring 2014 i Holstebro.
This document provides an overview of contract management and procurement strategies and processes. It discusses:
1) The key stages of contract management including managing service delivery, relationships, administration, changes, quality, and progress payments.
2) The procurement process which involves specification writing, requesting proposals, evaluating bids, and approving contracts. It outlines single and two-stage procurement methods.
3) A case study example of developing a procurement strategy that considers context, essentials like transparency and non-discrimination, and next steps.
fannie mae 2007 Year-End Earnings/Annual Reportfinance6
This document is Fannie Mae's annual report on Form 10-K for the fiscal year ended December 31, 2007 filed with the United States Securities and Exchange Commission. It summarizes Fannie Mae's business operations, financial results, risks, legal proceedings, and other required disclosures. Specifically, it provides an overview of Fannie Mae's mission and role in the housing and mortgage markets, describes its business segments and activities, reviews its financial results for 2007 including net income of $11.8 billion, and identifies various legal, regulatory and operational risks facing the company. The report was filed to comply with SEC reporting requirements for publicly traded companies.
This document is a report submitted to the Central Government of India on the trend and progress of banking in India for the year ending June 30, 2011. It contains detailed information on developments in commercial banking, cooperative banking, and non-banking financial institutions. The report has chapters on the policy environment, operations and performance of commercial banks, developments in cooperative banking, and non-banking financial institutions. It provides statistics and analysis on various aspects of the banking and financial system in India.
Getting started with excise for manufacturers | Tally Corporate Services | Ta...stannventures.Pvt.Ltd
This document provides an overview of excise duty requirements for manufacturers in India. Some key points:
- Excise duty is payable on goods manufactured in India and intended for domestic consumption. It is paid by manufacturers and the liability is passed to consumers.
- Manufacturers must register for an excise control code (ECC) number and excise registration. Goods can only be removed from factories or warehouses under serially numbered excise invoices.
- Duty is generally payable on a fortnightly basis, with payments due by the 20th for the 1st-15th period and 5th of the next month for the 16th-end period. However, the second half of March
This document provides an overview of quality improvement initiatives in the Kenyan health sector. It discusses the Kenya Quality Model (KQM) and the Kenya Quality Model for Health (KQMH), which use a systems approach to management. The document also describes how the 5S principles of continuous quality improvement (CQI) - sorting, systematic arrangement, shine, standardization, and sustainability - can be implemented using a step-wise Total Quality Management (TQM) approach. This allows organizations to operationalize the KQMH. Various 5S and CQI tools are also outlined that can aid in the implementation of quality improvement activities according to the KQMH framework.
1) The document discusses key marketing concepts including the marketing mix, target markets, customer needs, and company responses to the marketplace.
2) It covers topics like developing customer satisfaction, relationship marketing, conducting market research and analyzing customer behavior.
3) Various marketing strategies are examined such as market segmentation, new product development, pricing approaches, marketing communications, and managing the overall marketing effort.
Here is a simple diagram of the economic cycle:
Consumers
(Households)
Pay wages, interest, rent, profits
Producers
(Businesses)
Sell goods and services
Markets for consumer goods
Activity 2: MARKETS
GROUP:
Name and describe the different types of markets.
1.3.6 Assessment
Learning Outcomes (LUs)
LO 1
the economic cycle
The learner will be able to demonstrate knowledge and understanding of the economic cycle within the
context of "the economic problem."
Assessment Standards(ASs)
We know this when the learner:
1.5 explains the different flows of money
CallShaper Outbound Software Manual 2 - Creating a CampaignCallShaper, LLC
This manual document will help you understand and walk you through on how to used our outbound software from setting-up your campaign by adding lead files, reports, dispositions, conversions and data fields. We also configured the settings for your voicemail, DNC lists, inbound numbers, callbacks, dialer mode, leads, queue, schedule, skill level, wrap up and sounds.
CallShaper, LLC
5009 Honeygo Center Dr Ste 205 Perry Hall, MD 21128
1-888-276-1370
info@callshaper.com
This document is a marketing plan for Yellowhead Brewery. It begins with an analysis of the brewery industry, market trends, and Yellowhead Brewery's competitors. It then outlines the marketing strategy, including target markets, branding, and objectives. The marketing mix is discussed, including product details, pricing, promotion tactics, and customer service approach. Financial projections are provided, such as sales and expense forecasts, break-even analysis, and contribution margin. Controls for implementing and measuring the success of the plan are also mentioned.
This document provides an overview and introduction to trade functionality in Microsoft Dynamics NAV 5.0. It discusses setting up sales and purchase order management, managing prices and discounts, customer service features, requisition management, item charges, and returns management. The certification requirements for Dynamics NAV 5.0 will remain the same as 4.0 due to the release window.
CallShaper Outbound Software Manual 1 - Setting Up your AccountCallShaper, LLC
This manual document will help you understand and walk you through on how to used our outbound software from setting up your account by creating users, teams, DNC lists, media attributes, scorecards, sounds, hold music and phone numbers.
CallShaper, LLC
5009 Honeygo Center Dr Ste 205 Perry Hall, MD 21128
1-888-276-1370
info@callshaper.com
QuickBooks Support Phone Number 1844-722-6675Alex Chamber
1844-722-6675 is 24/7 and 365 days Phone Number that provides services to QuickBooks Users all around the world , its the most trustworthy QuickBooks support phone number in 2016 ! They keepCustomers over profit which is the best thing for the QB users ! They have 1 Million Customers from USA and resolution rate of 98% , its the best quickbooks support phone number .
https://www.eventbrite.com/e/quickbooks-enterprise-support-phone-number-1844-722-6675-tickets-28563168205
This document provides an agenda for a conference on driving digital transformation through effective sourcing and transformation strategies. The conference will discuss how disruptive technologies are driving rapid change across the economy and how enterprises are replacing legacy technologies with scalable solutions like cloud computing. Attendees will learn about successful strategies for implementing changes to improve efficiency and reduce costs. As part of the agenda, representatives from Johnson & Johnson will share how they successfully transformed their network and outsourced managed services through a competitive procurement process.
De 7 værste SEO-fejl danske hjemmeside-ejere begårLars Skjoldby
De 7 værste SEO-fejl danske hjemmeside-ejere begår
- og hvordan du undgår dem.
"Vil du undgå, at din kommende SEO konsulent skal bruge timer på oprydning, fejlsøgning og fejlretning? Ønsker du, at din næste SEO analyse kommer til at indeholde flere grønne flueben end røde blinkende lamper?
Så er oplægget her noget for dig.
Lars gennemgår de 7 værste SEO fejl han har set på danske hjemmesider i 2014. Fejl som er nemme at begå, men også lige så nemme at undgå, bare du ved hvordan. Og det viser Lars dig. "
Dette var mit SEO oplæg på Digital Markedsføring 2014 i Holstebro.
The document presents a seven-step process for assessing the effectiveness of special operations forces (SOF) missions and activities. The key steps are: 1) Determine objectives, 2) Identify activities, 3) Define measures of effectiveness (MOEs), 4) Develop indicators and collect data, 5) Conduct line-of-effort (LOE) specific analysis, 6) Consolidate analysis, and 7) Commander review. The process uses LOEs that are typical for SOF, such as developing partner forces and precision targeting. It provides example MOEs for different LOEs and discusses how to implement the assessment process.
SAP Configuration Guide for Functional Modules (Based on IDES)sapdocs. info
Based on IDES, this configuration guide provides steps for functional modules of SAP like FI, MM and SD.
http://sapdocs.info/sap/sd-related-topics/sap-configuration-guide-for-functional-modules-based-on-ides/
This document is a business plan for The Discount Pharmacy, which aims to provide lower-cost prescription medications through mail order and a storefront location. The plan outlines objectives to exceed customer expectations on pricing, increase the customer base by over 30% annually, and become self-sustaining. It also summarizes the company ownership, start-up costs, products/services, target market, strategies, management team, and 3-year financial projections, with an expected profit of over $1 million in sales by year three. Confidentiality of the full plan is protected by non-disclosure agreement.
This document is a business plan for The Discount Pharmacy, which aims to provide lower-cost prescription medications through mail order and a storefront location. The plan outlines objectives to exceed customer expectations on pricing, increase the customer base by over 30% annually, and become self-sustaining. It also summarizes the company ownership, start-up costs, products/services, target market, strategies, management team, and 3-year financial projections, with an expected profit of over $1 million in sales by year three. Confidentiality of the full plan is protected for the business.
This document outlines the business plan for Coinaid Earth Project, which aims to install coin exchange machines around the world to facilitate donations for environmental causes. The key aspects of the plan are:
1. The company will install coin exchange machines in high traffic locations like airports and train stations that will allow travelers to exchange coins for bills and donate the cash value to environmental charities.
2. The machines will be funded through an investment offering and will generate revenue through exchange fees from users.
3. Financial projections estimate the company will break even within 3 years and become profitable thereafter, with strong growth potential as more machines are installed globally.
The document is a draft of Version 2.0 of the Guide to the Business Analysis Body of Knowledge (BABOK). It provides an overview of the knowledge areas, tasks, and techniques that define the profession of business analysis. The draft is being released for public review and feedback to improve the content quality before the final Version 2.0 is published. Key points include:
- The BABOK describes the generally accepted body of knowledge for the business analysis profession through knowledge areas, tasks, and skills.
- Feedback is requested through online surveys to rate content and suggest improvements or additions.
- After incorporating review feedback, the final Version 2.0 will include additional content, diagrams, a glossary,
This document provides an overview of the BusinessObjects Data Platform and its components, including Data Integrator and Rapid Marts. Rapid Marts are pre-built data integration projects that use the Data Integrator framework to extract, transform, and load data from source systems into a data warehouse or operational database. The BusinessObjects Data Platform allows enterprises to integrate data from various sources, cache it in a relational database, and provide business and analytic applications easy access to up-to-date integrated data.
Employers’ Toolkit: Making Ontario Workplaces Accessible to People With Disab...Bob Vansickle
This toolkit was created to help Ontario employers tap into a vibrant and underutilized labour pool—people with disabilities—and to assist employers in meeting the Employment Standard of the Accessibility for Ontarians with Disabilities Act.
This document provides an introduction to the Force.com Platform Fundamentals book. The book walks readers through creating a standard recruiting application on the Force.com platform, covering designing custom objects, security, workflows, reports, and using Visualforce pages. It introduces concepts like the multitenant architecture, metadata-driven development, and APIs that power Force.com applications. The sample recruiting app is used throughout to demonstrate how to build an app using core platform features.
The big book of key performance indicators by eric petersonNeo Consulting
This document is the forward written by Jason Burby for the book "The Big Book of Key Performance Indicators" by Eric T. Peterson. It discusses how most companies have too much web analytics data but lack clear KPIs to measure performance. It states that defining KPIs is crucial but difficult for marketers. The forward explains that the book will provide criteria for what makes a good KPI, examples by industry, and guidance on developing your own KPIs. It aims to help readers better use web analytics tools by first establishing a foundation of key metrics.
This document provides an introduction to using SalesLogix, a customer relationship management software. It describes key features such as managing contacts, accounts, opportunities and tickets; using a calendar and activities; searching and reporting; communicating with customers; and accessing the software both onsite and remotely. The guide uses scenarios to demonstrate common tasks in SalesLogix such as adding contacts and accounts, scheduling activities, managing opportunities, and working with customer service tickets. It is intended to help users begin using the core functionality of the software.
The Discount Pharmacy aims to provide prescription medications at the lowest prices by maintaining operational efficiencies and targeting customers who pay out-of-pocket. It will be led by John Reeleaf and operate a storefront and mail order pharmacy from one location in Portland, Oregon. The business expects to become profitable in its second year and generate over $1 million in sales by year three through superior pricing, increasing customers by 30% annually, and developing a self-sustaining business model. Key start-up expenses total $2,000 and assets needed are a $140 cash balance.
This document provides an overview and summary of WebSphere Business Integration technologies for integrating SAP systems. It discusses key concepts in business integration and the IBM and SAP integration architectures. It also describes a business scenario involving the merger of two companies that uses this technology. The scenario involves sharing product and customer data between the companies' SAP and other systems. The document then evaluates solution approaches and technologies for implementing this integration, including WebSphere adapters, integration servers, and the SAP Exchange Infrastructure. It concludes by providing a high-level design of the solution, covering aspects like system context, architecture, and a process flow diagram for sharing product data.
This document discusses improving decision making in organizations through business intelligence. It notes that the role of finance functions is transforming as organizations grasp opportunities to improve efficiency and deploy finance personnel to support decision making. Meanwhile, business intelligence technologies have matured and can provide competitive advantages by improving access to management information. The management accountant has an important role to play in unlocking potential through business intelligence and driving finance transformation to stimulate decision support and improve decision making across organizations.
This document provides an overview of asset management processes using IBM's Tivoli Asset Management for IT. It discusses reviewing asset management life cycles and processes, and applying Tivoli Asset Management for IT to manage the asset life cycle from acquisition to retirement. The document contains practical examples of implementing asset management processes using Tivoli's applications for discovery, reconciliation, and tracking assets through their life cycles.
This document provides an overview of asset management processes using IBM's Tivoli Asset Management for IT software. It discusses reviewing asset management life cycles and processes, and how to apply Tivoli Asset Management for IT to implement those processes. The document contains practical examples and discusses topics like the initial data load process, defining asset management roles and entities, and how to procure software. It is intended to help IT organizations learn how to implement effective asset management.
This document provides an overview of asset management processes using IBM's Tivoli Asset Management for IT. It discusses reviewing asset management life cycles and processes, and applying Tivoli Asset Management for IT to manage the asset life cycle from acquisition to retirement. The document contains practical examples of implementing asset management processes using Tivoli's applications for discovery, reconciliation, and tracking assets through their life cycles.
This document provides a five-day guide for setting up an application security program. Day 1 involves evaluating current security measures and identifying business priorities. Key stakeholders are interviewed to understand security mandates, resources, and IT/business goals. Day 2 focuses on discovering application assets, prioritizing risks, and developing a communication plan. Day 3 entails performing vulnerability assessments through static and dynamic analysis and delivering found vulnerabilities. Day 4 is about measuring security metrics. Day 5 covers compensating/mitigating controls, prioritizing remediation, and concluding the initial application security program setup.
1. Contents of SAP SD Module
Order Fulfillment I..................................................................................................................... 3
Course Goals ......................................................................................................................... 3
Course Objectives ................................................................................................................. 3
Unit 1: Navigation ................................................................................................................. 3
Unit 2: Enterprise Structures in Sales and Distribution ........................................................ 3
Unit 3: Overview of Sales Processes ..................................................................................... 4
Unit 4: Master Data in Sales and Distribution ...................................................................... 4
Unit 5: Sales and Distribution Processes – Data Determination and Collective Processing. 4
Unit 6: Availability Check ...................................................................................................... 4
Unit 7: Make-To-Order.......................................................................................................... 4
Unit 8: Complaints Processing .............................................................................................. 5
Unit 9: Analyses for Sales and Distribution Processes.......................................................... 5
Unit 10: Enterprise Structures in Sales and Distribution ...................................................... 5
Unit 11: Sales Order Processing............................................................................................ 5
Unit 12: Controlling Sales Documents .................................................................................. 5
Unit 13: Data Flow ................................................................................................................ 6
Unit 14: Special business transactions.................................................................................. 6
Unit 15: Incompleteness ....................................................................................................... 6
Unit 16: Business partner...................................................................................................... 6
Unit 17: Outline agreements ................................................................................................ 6
Unit 18: Material Determination, Listing and Exclusion ....................................................... 6
Unit 19: Free goods............................................................................................................... 6
Unit 20: Sales Workshop....................................................................................................... 6
Unit 21: Overview of the Delivery Process ........................................................................... 7
Unit 22: Basic Customizing Settings for the Delivery Process............................................... 7
Unit 23: Goods Issue Process................................................................................................ 7
Unit 24: Special Functions for Processing Deliveries ............................................................ 7
Unit 25: Packing .................................................................................................................... 7
Unit 26: Goods Issue ............................................................................................................. 8
Unit 27: Final Exercise........................................................................................................... 8
Unit 28: Appendix ................................................................................................................. 8
Course Summary................................................................................................................... 8
Order Fulfillment II.................................................................................................................... 8
Course Goals ......................................................................................................................... 9
Course Objectives ................................................................................................................. 9
Unit 1: Condition Technique in Pricing ................................................................................. 9
Unit 2: Pricing Configuration................................................................................................. 9
Unit 3: Working with Condition Records .............................................................................. 9
Unit 4: Special Functions....................................................................................................... 9
Unit 5: Condition Types....................................................................................................... 10
Unit 6: Taxes, Pricing Agreements, and Rebates ................................................................ 10
Unit 7: Introduction ............................................................................................................ 10
Unit 8: Basics....................................................................................................................... 10
Unit 9: Controlling the Billing Process ................................................................................ 10
2. Unit 10: Special Billing Types .............................................................................................. 11
Unit 11: Data Flow .............................................................................................................. 11
Unit 12: Creating Billing Documents................................................................................... 11
Unit 13: Types of Settlements............................................................................................. 11
Unit 14: Special Business Transactions ............................................................................... 11
Unit 15: Account Determination......................................................................................... 11
Unit 16: SD/FI Interface ...................................................................................................... 11
Unit 17: Copying Control..................................................................................................... 12
Unit 18: Text Control........................................................................................................... 12
Unit 19: Output ................................................................................................................... 12
Unit 20: System Modifications............................................................................................ 12
Course Summary................................................................................................................. 12
3. Order Fulfillment I
Course Goals
• Learn about the main business processes in sales processing
• Execute the most important functions in the process chain from the presales phase to the
incoming payment in the system
• Gain an extensive overview of the sales and distribution areas as part of the SD
component in the SAP system
• Obtain a more detailed insight into sales and distribution functions using selected
examples
• Build up the knowledge needed to implement these functions and be able to use them
• Acquire knowledge of how to adapt the system using Customizing settings to meet your
own specific requirements in sales and distribution
Course Objectives
• Maintain the key master data in Sales and Distribution, and name and define the required
business structures
• Work with the various documents in Sales and Distribution Describe the points of contact
from Sales and Distribution to the materials management, production (for example,
make-to-order) and financial accounting areas
• Perform analyses for Sales and Distribution processes
• Integrate sales in the Sales and Distribution process chain
• Configure Customizing so that it represents your specific sales requirements
• Describe the position of distribution within the supply chain
• Execute the different functions within distribution processing
• Adapt the system to suit your distribution processing requirements
Unit 1: Navigation
• Identify the elements of a standard window
• Navigate in the system
• Use the basic help functions
• Make personal system settings.
Unit 2: Enterprise Structures in Sales and Distribution
• Describe sales and distribution structures.
Explain the most important relationships between the organizational structures in sales
and distribution
• Name the organizational units relevant to sales and distribution in the SAP ERP Central
Component system
• Describe the essential characteristics of these organizational units
4. • Explain the most important relationships between the organizational structures in sales
and distribution
• Describe the sales and distribution structures of IDES, Inc.
Unit 3: Overview of Sales Processes
• Explain the process chain for sales order processing
• Create a sales order with reference to a quotation
• Create an outbound delivery with reference to a sales order
• Pick and post goods issue
• Invoice a customer for the delivery
• Enter an incoming payment in the system
Unit 4: Master Data in Sales and Distribution
• Maintain customer master data
• Maintain material master data
• Maintain the customer-material info record
• Maintain condition master data and explain pricing functions
• Issue output for sales documents
• Work with the incompletion log
Unit 5: Sales and Distribution Processes – Data Determination and Collective
Processing
• Trigger different sales processes by choosing suitable sales document types
• Explain how the delivering plant, shipping point and route are determined automatically
• Give the customers delivery dates automatically determined in the system and be able to
look at scheduling in detail
• Combine and collectively process sales orders due for outbound delivery in one step
• Combine and collectively process documents due for billing in one st
Unit 6: Availability Check
• Describe the basic principles and function of the availability check
• Use the availability check as part of order processing
• Explain how deliveries are shipped
• Describe how shipment costs are billed to the customer
• Explain how financial information is transferred from the billing document into the
accounting document
Unit 7: Make-To-Order
• Describe presales activities
• Use inquiries and quotations
• Explain key functions of item categories
• Track the status of assembly orders for make-to-order sales orders
5. Unit 8: Complaints Processing
• Process a complaint with reference to a previous sales and distribution process
• Carry out and explain in detail credit memo processing
• Process a complaint with reference to a previous sales and distribution process
• Carry out and explain in detail returns processing
• Process a complaint with reference to a previous sales and distribution process
• Use an invoice correction request and explain the process in detail
• Cancel a billing document
• Pack items in an outbound delivery
Unit 9: Analyses for Sales and Distribution Processes
• Use list processing to locate and evaluate information
• Analyze SD information using the tools available in the Sales Information System (SIS)
• Define the components of information structures
• Describe how SAP Business Information Warehouse works
Unit 10: Enterprise Structures in Sales and Distribution
• Use organizational units in the SAP system to map the different areas in your company
• Set up enterprise structures by assigning them to organizational units
• Adjust the organizational structures to meet the legal and business requirements of your
company
Unit 11: Sales Order Processing
• Determine the origin of document data from various sources, like the material master, the
customer master, or Customizing
• Find and use the tools and help for entering and processing sales orders
Unit 12: Controlling Sales Documents
• Describe the basic principles of business process control in sales.
• Identify the elements that control the sales documents
• Name examples of different sales document types used for different business processes
• Explain what the sales document type does
• Create Customizing settings for the sales document type
• Restrict the validity of sales document types to sales areas
• Identify and explain the important control parameters for item categories
• Create a new item category
• Configure the system so that item categories are automatically assigned to a sales
document type
• Control settings for bills of material in the sales document.
• Identify and explain the most important control parameters for schedule line categories
• Create a new schedule line category
• Configure your settings so that schedule line categories are automatically assigned to
each sales document item
6. Unit 13: Data Flow
• Use document flow
• Understand and influence how data is passed on between sales documents at header, item
and schedule line level and recognize possibilities for individual
• Use the completion rule for item categories to control creation of documents with
reference.
Unit 14: Special business transactions
• Explain the differences between cash sales and rush orders and their special features
• Explain how customer consignments are represented in Customizing for sales
• Control free-of-charge deliveries and subsequent free-of-charge deliveri
• Company adjustments.
Unit 15: Incompleteness
• Understand the incompletion log and process incomplete orders.
• Adjust the incompletion log to meet your own requirements using Customizing.
Unit 16: Business partner
• Understand the importance of the partner function concept for the sales and distribution
process.
• Define new partner functions and integrate these into the process chain.
Unit 17: Outline agreements
• Use different types of outline agreements and their functions
• Configure outline agreements in Customizing so that they meet your requirements.
• Set up and use value contracts in Customizing.
• Store partners authorized to release in contracts.
Unit 18: Material Determination, Listing and Exclusion
• Explain and use the material determination and product selection
• Explain how to configure customizing so that these functions meet your needs
• Create master records
• Understand and analyze the settings for these functions in the sales document
• Explain and use the material listing and exclusion functions.
Unit 19: Free goods
• Set up automatic free goods determination.
Unit 20: Sales Workshop
7. • Set up a cash sales scenario with the sales workshop for the sale of materials to your own
employees.
• Control the various functions of bills of material at main and sub-item level.
• Expand the condition technique in material determination so that this may be both
customer-specific and non customer-specific.
Unit 21: Overview of the Delivery Process
• Identify the delivery process as part of the Logistics Execution process
• Explain the structure of the delivery document and find information in the delivery
document
Unit 22: Basic Customizing Settings for the Delivery Process
• Describe the organizational units relevant to shipping
• Define and assign the organizational units in the Implementation Guide
• Give an overview of the standard delivery types
• Explain delivery control at header and item level
• Describe item category determination in outbound deliveries
• Describe how delivery documents are used in other processes
Unit 23: Goods Issue Process
• Describe shipping point determination
• Define route determination
• Configure shipping and transportation scheduling and use the route schedule functions
• Create outbound deliveries using collective processing
• Define picking location determination
• Define the door and staging zones and determine them in the outbound delivery
• Change and add to outbound deliveries
• Monitor shipping activities within the goods issue process
• Describe the picking process using transfer orders
• Create transfer orders manually and using collective processing
• Confirm transfer orders
Unit 24: Special Functions for Processing Deliveries
• Explain how batches can be specified in the outbound delivery
• Demonstrate serial number assignment in the outbound delivery
• Use pricing in the outbound delivery
• Split an existing delivery into several smaller deliveries
Unit 25: Packing
• Define the term “packaging materials”
• Describe the process for multi-level packing in Sales and Distribution
• Create packing instructions and determination records for automatic packing
• Make the necessary settings for determining permitted packaging material
8. • Explain the different follow-on processes for packaging material
• Describe what a handling unit is
• Create handling units within delivery processes
• Make the necessary settings for handling unit management
Unit 26: Goods Issue
• Post the goods issue
• Describe the effect that the goods issue posting has on Sales and Distribution, Materials
Management, and Financial Accounting
• Cancel the goods issue posting
• Explain how to link Quality Management with the shipping process
• Describe how to use proof of delivery
Unit 27: Final Exercise
• Set up the specified delivery scenario in the SAP system
Unit 28: Appendix
• Table structures in sales and distribution
• Matchcode objects
• Authorization objects
• Control delivery blocks
• Set up group master contracts
• Set up cancellation rules for contracts.
• Set up service processing in Sales and Distribution.
Course Summary
• Maintain the key master data in Sales and Distribution, and name and define the required
business structures
• Work with the various documents in Sales and Distribution Describe the points of contact
from Sales and Distribution to the materials management, production (for example,
make-to-order) and financial accounting areas
• Perform analyses for Sales and Distribution processes
• Integrate sales in the Sales and Distribution process chain
• Configure Customizing so that it represents your specific sales requirements
• Describe the position of distribution within the supply chain
• Execute the different functions within distribution processing
• Adapt the system to suit your distribution processing requirements
Order Fulfillment II
9. Course Goals
• Define the necessary system settings for pricing in Sales Order Management
• Use the billing function in SAP Sales and Distribution
• Configure the system to meet your company-specific billing requirements
• Explain the role of the interface between billing in Sales and Distribution and accounts
receivable in Financial Accounting
• Make settings that require knowledge of cross-application Customizing functions, to map
Sales and Distribution (SD) requirements in the SAP system.
Course Objectives
• Describe the elements of the pricing condition technique and the relationships between
them
• Convert your pricing requirements to the necessary pricing strategy.
• Make the necessary Customizing settings to implement your pricing strategy
• Describe the integration of billing within the Sales and Distribution process chain and the
transfer of data to Financial Accounting
• Carry out the Customizing configurations for your company-specific billing requirements
• Cross-functional Customizing settings for the copying control, text control, output control
and adapting the user interface functions.
Unit 1: Condition Technique in Pricing
• Explain how to use conditions in pricing
• Demonstrate how to use condition records
• Locate condition types in customizing
• Use pricing procedures in pricing
• Describe pricing procedures and access sequences
• Explain header conditions
• Control new pricing using the pricing type
Unit 2: Pricing Configuration
• Change and add to different pricing elements
• Explain pricing configuration
Unit 3: Working with Condition Records
• Maintain conditions using pricing reports
• Create, change, and copy condition records
• Create net price lists
• Use a condition index to find condition records
• Use the release procedure for condition records
Unit 4: Special Functions
• Use group conditions to carry out pricing for several items in an order
10. • Compare condition types with several methods and outcomes
• Set conditions for a maximum value, quantity, or number of orders
• Describe how and when to use condition supplements
• Optimize pricing for hierarchical data constellations using hierarchy accesses
• Explain the techniques of data determination in access using the price book as an
example
• Implement customizing settings for pricing
Unit 5: Condition Types
• Create order values and net prices manually
• Set a minimum price for a material or a minimum value for an order
• Set interval scales for conditions
• Use customer hierarchies for price agreements
• Describe the effect of condition formulae
• Round final amounts
• Determine costs and cash discount amounts statistically in pricing
• Describe how expected customer prices transferred using EDI are used
Unit 6: Taxes, Pricing Agreements, and Rebates
• Describe the criteria taken into account to determine taxes
• Describe how taxes are determined for each order item
• Use agreements to implement and evaluate marketing projects
• Describe the entire rebate processing procedure
• Create rebate agreements
• Perform rebate settlements
• Control rebate processing in Customizing
Unit 7: Introduction
• Apply the billing functionality in Sales and Distribution
• Configure the system to meet your company-specific billing requirements
• Describe the integration of the billing document within the SD process chain
• Explain the transfer of data from Sales and Distribution to Financial Accounting
• Describe the structure of a billing document
• Access the different information contained in the billing document
Unit 8: Basics
• Describe the relevant organizational units in Sales and Distribution and Financial
Accounting
Unit 9: Controlling the Billing Process
• Describe different business transactions in the context of billing and billing types
• Demonstrate the importance of the item category within billing
• Explain the assignment of these organizational units to one anoth
11. Unit 10: Special Billing Types
• Explain the process flow and methods of control for various business transactions within
the context of billing
• Explain the process flow and methods of control for various business transactions within
the context of billing.
Unit 11: Data Flow
• Name the documents that can form the basis of the billing document
• Describe the way the process chain is mapped in the document flow
• Demonstrate the different sources for the data in the billing document
• Name the requirements that must be met in order for billing to be carried out
Unit 12: Creating Billing Documents
• Explain the different options for creating billing documents
• Explain the significance of the billing due list for creating billing documents in collective
runs
• Demonstrate the option for displaying invoice creation on specific dates
• Describe how to cancel a collective billing run
• Describe the different control parameters within the framework of copying control
Unit 13: Types of Settlements
• Explain the different types of settlement
• Give the reasons for splitting an invoice
• Make the required settings for using invoice lists
Unit 14: Special Business Transactions
• Carry out a business process with periodic billing and milestone billing
• Describe the process for down payment processing in Sales and Distribution and
Financial Accounting
• Describe the process for installment payments
Unit 15: Account Determination
• Describe the different areas in which account determination is used
• Describe the account determination process
• Explain the use and determination of business areas
Unit 16: SD/FI Interface
• Explain how to prevent the system from automatically generating accounting documents
• Describe different fields for transferring data from Sales and Distribution to Financial
Accounting (for example, for clearing)
12. • Explain how partners are transferred from Sales and Distribution in terms of the
relationship between the head office and the branch offices
• Outline how negative postings, the document type, and value dated credit memos affect
the billing type
Unit 17: Copying Control
• modify copying control to meet special requirements
Unit 18: Text Control
• Identify the source of texts in Sales and Distribution
• Describe the criteria which influence how texts are determined
• Define and assign text types in Customizing
• Edit texts manually in the sales document
Unit 19: Output
• Describe the purpose of output types
• Set up various transmission media for issuing or printing output
• Select the dispatch times at which the output is issued
• Adjust the output determination to meet customer-specific requirements
• Explain how output types are processed in the SAP system
• Assess the degree of difficulty involved in adjusting the existing layout for output types
to meet your requirements
• Name the steps needed for integrating customer-specific output types
Unit 20: System Modifications
• define account groups for maintaining customer master records
• adapt screens that use the display element “table control” to meet your specific
requirements
• create and use transaction variants
Course Summary
• Describe the elements of the pricing condition technique and the relationships between
them
• Convert your pricing requirements to the necessary pricing strategy.
• Make the necessary Customizing settings to implement your pricing strategy
• Describe the integration of billing within the Sales and Distribution process chain and the
transfer of data to Financial Accounting
• Carry out the Customizing configurations for your company-specific billing requirements
• Cross-functional Customizing settings for the copying control, text control, output control
and adapting the user interface functions.