Sales & Distribution Processes Theories & Concepts EGN 5620 Enterprise Systems Configuration Fall, 2011.

Sales & Distribution Processes EGN 5620 Enterprise Systems Configuration Fall, 2011

Sales & Distribution Processes Theories & Concepts EGN Enterprise Systems Configuration Fall, 2011

ECC 6.0 January 2008 Delivery Scheduling When you create/change a sales document, such as adding schedule lines or rescheduling, delivery scheduling should be carried out for all the schedule lines, new and old. You can specify for each sales document type that the system is to schedule deliveries backwards and/or forwards. During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Delivery Scheduling Terminology
ECC 6.0 January 2008 Delivery Scheduling Terminology Working times in the shipping point can be in the unit of hours or days Each ERP maintain different working times in the shipping point, and unit time specification including hours, minutes, and seconds. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 Delivery Scheduling Terminology You can also enter the factory calendar of the forwarding agent for the route when you define the transit time. This factory calendar can be different from your company's calendar. For example, the forwarding agent might operate a 6-day-week. You may only enter the transit time in days with two decimal places, even if you have maintained the working times in the shipping point. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 Delivery Scheduling Terminology If you cannot backward schedule the system will forward schedule for you. The material is available on the 2nd Simultaneously we can schedule the longer of pick and pack and scheduling time: 2 days: 4th Loading time is 1 day: 5th 2 day delivery time: the customer can have the goods on the 7th. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Forward Scheduling Transit Time (2 days) Loading (1 day) Transp.
ECC 6.0 Forward Scheduling January 2008 Transit Time (2 days) Loading (1 day) Transp. Sched. New Delv. Date 1st 3rd 4th 5th 6th 2nd Pick & Pack Time (2 days) 7th Requested Goods Issue Material Availability Order If you cannot backward schedule the system will forward schedule for you. The material is available on the 2nd Simultaneously we can schedule the longer of pick and pack and scheduling time: 2 days: 4th Loading time is 1 day: 5th 2 day delivery time: the customer can have the goods on the 7th. Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. If you have not maintained any working times in the shipping point, the unit for the time specification is the day (workday = 24 hours) with two decimal places If you have maintained the working times in the shipping point, the unit for the time specification is hours, minutes, and seconds. You can also enter the factory calendar of the forwarding agent for the route when you define the transit time. This factory calendar can be different from your company's calendar. For example, the forwarding agent might operate a 6-day-week. You may only enter the transit time in days with two decimal places, even if you have maintained the working times in the shipping point. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 Delivery Scheduling Terminology Backward scheduling calculates backward from the requested delivery date: In this example below the requested date is the 6th Transit time is 2 days – 4th Loading time is one day – 3rd Pick and pack and transportation scheduling can be done simultaneously: the longer of which is 2 days – 1st The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Backward Scheduling Transit Time (2 days) (1 day) Pick & Pack 2nd 3rd
ECC 6.0 January 2008 Backward Scheduling Requested Delv. Date Goods Issue Loading Material Availability Order Date Transp. Sched. Transit Time (2 days) (1 day) Pick & Pack 2nd 3rd 4th 5th 6th 1st Backward scheduling calculates backward from the requested delivery date: In this example the requested date is the 6th Transit time is 2 days – 4th Loading time is one day – 3rd Pick and pack and transportation scheduling can be done simultaneously: the longer of which is 2 days – 1st Pick and pack and trans scheduling time happen concurrently Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. If you have not maintained any working times in the shipping point, the unit for the time specification is the day (workday = 24 hours) with two decimal places If you have maintained the working times in the shipping point, the unit for the time specification is hours, minutes, and seconds. You can also enter the factory calendar of the forwarding agent for the route when you define the transit time. This factory calendar can be different from your company's calendar. For example, the forwarding agent might operate a 6-day-week. You may only enter the transit time in days with two decimal places, even if you have maintained the working times in the shipping point. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 Delivery Scheduling If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Sales & Distribution Processes SAP Implementation EGN Enterprise Systems Configuration Fall, 2011

Business Process Integration
ECC 6.0 Business Process Integration January 2008 FI SD MM Transactions Org Data Master Data FI MM SD Rules FI MM SD FI In the Business Process Integration class we use the stool as a metaphor for the SAP structure. There are four basic components needed to run execute SAP. Three of these are the legs of the stool: org data, master data, and rules. These ‘hold up’ the transactions. Transactions cannot be run unless these are setup. The legs are typically configured during the implementation process. During BPI 1 we will setup the stool for Finance, Materials management and Sales and Distribution. MM SD January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Pen Incorporated Procure for Sales Order
ECC 6.0 January 2008 Pen Incorporated Procure for Sales Order Pre-Sales Activity Sales Order Delivery Billing General Ledger Accounts Purchase Requisition Purchase Order Goods Receipt In Inventory Plant or Warehouse Invoice Receipt Availability Check NO YES Goods to Delivery Goods from Purchase Order Inventory Postings Accounts Receivable Payable Can start out with a pre-sales activity Then to Order processing Became an order Check inventory – If not… Buy Receive Goods Assign to sales order Send to customer Bill customer Pay Vendor Account for all activities General ledger either the balance sheet or income statement January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Business Process Integration
ECC 6.0 Business Process Integration January 2008 SD Processes Transactions We are now going to run some material management transactions - Purchasing January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Sales Order Process (Order-to-Cash)
ECC 6.0 January 2008 Integration Sales Order Process (Order-to-Cash) Sales Process Check Availability Sales Order Entry Pick Materials Pre-Sales Activities Pack Materials Not unlike the procure to pay process, this is completely configurable. You decide how you want the order to cash process to work and configure the system appropriately May start with Sales Order Check inventory If you do not have inventory –procurement process or production process Pick materials: from inventory Pack material: (optional) pack in box appropriate box or other Post Goods Issue (Title transfer) Invoice Customer –Create Accounts Receivable Collect Money Post Goods Issue Receipt of Customer Payment Invoice Customer January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Activities in SD Process
ECC 6.0 January 2008 Activities in SD Process Engage in pre-sales activities Create quotations and send to customers Create sales orders, item proposal, or scheduling agreement Create delivery note Create/send invoice to customer (billing) Receive/post payment from customer Handle sales order return During sales order processing, the system carries out basic functions, such as: Monitoring sales transactions Checking for availability Transferring requirements to materials planning (MRP) Delivery scheduling Calculating pricing and taxes Checking credit limits Creating printed or electronically transmitted documents (confirmations and so on) Depending on how your system is configured, these functions may be completely automated or may also require some manual processing. The data that results from these basic functions (for example, shipping dates, confirmed quantities, prices and discounts) is stored in the sales document where it can be displayed and, in some cases, changed manually during subsequent processing. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD1: Engage in Pre-Sales Activities
Initiate customer contacts and communications (sales activity) via: Phone call records On-site meeting Letters Campaign communication Implement and track direct mailing, internet, and trade fair campaigns based on customer attributes Pre-sales documents : Inquiries and Requests for Quotation.

SD2: Create quotation to customer
The quotation presents the customer with a legally binding offer to deliver specific products or a selection of a certain amount of products in a specified time frame at a predefined price.

Customer-Specific Material Info Record
ECC 6.0 January 2008 Customer-Specific Material Info Record Data on a material defined for one specific customer is stored in the customer material information records It contains customer-specific: Material number, Material description, and Data on deliveries and delivery tolerances Data on a material defined for one specific customer is stored in the customer material information records. This data includes the customer-specific material number the customer-specific material description customer-specific data on deliveries and delivery tolerances If, for example, one of your customers uses a number for a material, which differs from the number your company uses to identify it, you can store the material number used by the customer in the customer material information record. Features During order entry, items can be entered by specifying the material number used by the customer. You also enter a customer material number in the order view of the sales order. You can then use both material numbers during the order entry, the material number your company uses or the one defined by the customer, because the system can carry out allocation automatically. Data on the delivery and the individual delivery tolerances agreed upon with the customer for the material in question can also be checked and transferred to the sales order item. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3: Create Sales Order Sales order processing can originate from a variety of documents and activities Customer contacts us for order: phone, internet, Existing Contract Quotations The electronic document that is created should contain the following basic information: Customer Information Material/service and quantity Pricing (conditions) Specific delivery dates and quantities Shipping information Billing Information

Sales order: Item Proposal
ECC 6.0 January 2008 Sales order: Item Proposal If a customer frequently orders the same combination of materials, SAP can store the frequently used data as an item proposal in the system. During sales order processing, the user can copy all or some of the materials and quantity data from the item proposal directly into the sales order (document) Item proposal can be assigned to one or multiple customer master records If a customer frequently orders the same combination of materials, or if you recommend a particular selection of products for an opening order, you can store the frequently used data as an item proposal in the system. If you wish, the item proposal may also include proposed order quantities. During sales order processing, you can then copy all or some of the materials and quantity data from the item proposal directly into your document (sales order, quotation, and so on). In addition, you can assign a particular item proposal to one or more specific customer master records. The system can then automatically propose the number of the assigned item proposal whenever you process sales orders for the relevant customers. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Sales order: Scheduling Agreements
ECC 6.0 Sales order: Scheduling Agreements January 2008 Used in JIT environment for suppliers to deliver a material on a delivery schedule pre-agreed upon with the customer user. Availability check is performed during creation and quantities are passed to MRP, which routinely releases a quantity of the material at a regular time interval. Along with contract agreements in Purchasing, you can have Contracts in Sales Orders In the last decade, component suppliers have had to follow the example of the manufacturers they supply: to survive the changing market, they have had to reduce costs, increase quality, and increase speed of delivery. The push to improve business processes has brought about many innovations in the industry, such as just-in-time processing. SAP has taken these innovations into account to provide component suppliers with the functions they need to better manage their business. The scheduling agreement is used as a basis for delivering a material. The customer sends in scheduling agreement releases, referred to as delivery schedules, at regular intervals to release a quantity of the material. Data that applies to the entire document appears in the header; data about materials appears at item level; and delivery dates and quantities appear in the schedule lines within the delivery schedule. Additionally, the system maintains a history that permits you to compare and contrast various generations of delivery schedules. The scheduled lines will be passed to MRP as demand. These may be considered demand in the same vein as normal sales orders Once the items are delivered the scheduling agreement is updated. This ensures the proper execution of the agreement January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Scheduling Agreements
ECC 6.0 January 2008 Scheduling Agreements Delivery 02/ 05/ 08/ 11/ Scheduling Agreement Date Qty 02/15 150 05/15 150 08/15 150 11/15 300 Could have contracts or scheduling agreement Each agreement line item for here creates its own delivery. Notice the 5 day lead time for delivery The first due date is 2/15 and the delivery starts on 2/10 And so on. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3: Create Sales Orders
The sales order document is made up of three primary areas: Header Data relevant for the entire sales order: customer data, total cost of the order, number of the sold-to party, number of the ship-to party and the payer, document currency and exchange rate, pricing elements for the entire document, delivery date and shipping point order Line Item Information about the specific product: Ex: material and quantity, cost of an individual line Schedule Lines Uniquely belongs to a Line Item, contains delivery quantities and dates for partial deliveries

SD3: Create Sales Order Item Data
ECC 6.0 January 2008 SD3: Create Sales Order Item Data Whereas data in the document header applies to all items in the document, some data applies only to specific items. This data is stored at item level and includes the: Material number Target quantity for outline agreements Number of the ship-to party and the payer (an alternative ship-to party or payer can be defined for a particular item) Plant and storage location specifications Pricing elements for the individual items Schedule line data The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3: Create Sales Order A sales order contains all of the information needed to process customers request. As each sales order is being determined, the following steps are performed: Pricing Credit limit check Availability Check Delivering Schedule Shipping point and route determination Transfer of requirements to MRP foreign trade and license processing

SD3-1: Pricing SAP displays pricing information at both the header and the line item level for sales order. Header pricing is valid for the whole order it is the cumulative of all line items within the order Line item pricing is for each specific material. It shows gross to net pricing for materials

ECC 6.0 SD3-1: Pricing January 2008 Enabling the users to program varied pricing procedures to meet individual organizations needs. The pricing is extendible: can be attached, or extended to external pricing programs or elements outside SAP for pricing. It also allows Gross to Net pricing: This allows discounts and reductions from the ‘master’ price. The pricing in SAP is world class. It functionality is both wide and deep enabling users to program varied pricing procedures to meet individual organizations needs. The pricing is extendible: You can attach, or extend, external pricing programs or elements outside SAP for pricing It also allows Gross to Net pricing: This allows discounts and reductions from the ‘master’ price. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3-2: Credit Check Efficient means to implement credit management
ECC 6.0 January 2008 SD3-2: Credit Check Efficient means to implement credit management Integrated with Financial Accounting (FI) -- Via credit control area Automatically alerts when a credit check fails Comprehensive credit management reporting A large number of outstanding receivables or bad debts can have a not inconsiderable impact on company performance. Using Credit Management, you can minimize your credit risk by defining a credit limit for your customers. This is especially important if you do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. Integration If you implement the Accounts Receivable (FI-AR) application component to manage your receivables, but a non-SAP system for sales and distribution processing, Credit Management enables you to assign a credit limit to each customer. When you post an invoice (in FI-AR) the system then checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. If you implement both the Accounts Receivable (FI-AR) and Sales and Distribution (SD) application components, you can specify in Customizing when (at the point of order, delivery, goods issue and so on) and to what extent a check on the customer’s credit limit is to take place. You can define automatic credit limit checks according to a range of criteria and in line with your company’s requirements You can also define at what point the system carries out these checks (order, delivery, goods issue, and so on). The credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. The relevant employees can be automatically notified of critical credit situations via internal mail. Your credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. Using Credit Management you can work in distributed systems. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. Credit limits and credit exposure are managed at both credit control area and customer level. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. Credit limits and credit exposure are managed at both credit control area and customer level. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 SD3-2: Credit Check January 2008 A large number of outstanding receivables or bad debts can have a considerable impact on company performance. Minimize credit risk by defining a credit limit for customers by using Credit Management. This is especially important if do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. A large number of outstanding receivables or bad debts can have a not inconsiderable impact on company performance. Using Credit Management, you can minimize your credit risk by defining a credit limit for your customers. This is especially important if you do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. Integration If you implement the Accounts Receivable (FI-AR) application component to manage your receivables, but a non-SAP system for sales and distribution processing, Credit Management enables you to assign a credit limit to each customer. When you post an invoice (in FI-AR) the system then checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. If you implement both the Accounts Receivable (FI-AR) and Sales and Distribution (SD) application components, you can specify in Customizing when (at the point of order, delivery, goods issue and so on) and to what extent a check on the customer’s credit limit is to take place. You can define automatic credit limit checks according to a range of criteria and in line with your company’s requirements You can also define at what point the system carries out these checks (order, delivery, goods issue, and so on). The credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. The relevant employees can be automatically notified of critical credit situations via internal mail. Your credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. Using Credit Management you can work in distributed systems. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. Credit limits and credit exposure are managed at both credit control area and customer level. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. Credit limits and credit exposure are managed at both credit control area and customer level. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-2: Credit Check If you implement the Accounts Receivable (FI- AR) application component to manage your receivables, Credit Management enables you to assign a credit limit to each customer (even a non-SAP system is used for sales and distribution processing) When you post an invoice (in FI-AR), SAP checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. A large number of outstanding receivables or bad debts can have a not inconsiderable impact on company performance. Using Credit Management, you can minimize your credit risk by defining a credit limit for your customers. This is especially important if you do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. Integration If you implement the Accounts Receivable (FI-AR) application component to manage your receivables, but a non-SAP system for sales and distribution processing, Credit Management enables you to assign a credit limit to each customer. When you post an invoice (in FI-AR) the system then checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. If you implement both the Accounts Receivable (FI-AR) and Sales and Distribution (SD) application components, you can specify in Customizing when (at the point of order, delivery, goods issue and so on) and to what extent a check on the customer’s credit limit is to take place. You can define automatic credit limit checks according to a range of criteria and in line with your company’s requirements You can also define at what point the system carries out these checks (order, delivery, goods issue, and so on). The credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. The relevant employees can be automatically notified of critical credit situations via internal mail. Your credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. Using Credit Management you can work in distributed systems. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. Credit limits and credit exposure are managed at both credit control area and customer level. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. Credit limits and credit exposure are managed at both credit control area and customer level. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 SD3-2: Credit Check January 2008 If you implement both the Accounts Receivable (FI- AR) and Sales and Distribution (SD) application components, you can specify in customizing when at what point of order, delivery, goods issue and so on and to what extent a check on the customer’s credit limit is to take place by the system. You can define automatic credit limit checks according to a range of criteria and in line with the company’s requirements. A large number of outstanding receivables or bad debts can have a not inconsiderable impact on company performance. Using Credit Management, you can minimize your credit risk by defining a credit limit for your customers. This is especially important if you do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. Integration If you implement the Accounts Receivable (FI-AR) application component to manage your receivables, but a non-SAP system for sales and distribution processing, Credit Management enables you to assign a credit limit to each customer. When you post an invoice (in FI-AR) the system then checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. If you implement both the Accounts Receivable (FI-AR) and Sales and Distribution (SD) application components, you can specify in Customizing when (at the point of order, delivery, goods issue and so on) and to what extent a check on the customer’s credit limit is to take place. You can define automatic credit limit checks according to a range of criteria and in line with your company’s requirements You can also define at what point the system carries out these checks (order, delivery, goods issue, and so on). The credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. The relevant employees can be automatically notified of critical credit situations via internal mail. Your credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. Using Credit Management you can work in distributed systems. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. Credit limits and credit exposure are managed at both credit control area and customer level. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. Credit limits and credit exposure are managed at both credit control area and customer level. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 SD3-2: Credit Check January 2008 Credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. Relevant employees can be automatically notified of critical credit situations via internal mail. Credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. A large number of outstanding receivables or bad debts can have a not inconsiderable impact on company performance. Using Credit Management, you can minimize your credit risk by defining a credit limit for your customers. This is especially important if you do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. Integration If you implement the Accounts Receivable (FI-AR) application component to manage your receivables, but a non-SAP system for sales and distribution processing, Credit Management enables you to assign a credit limit to each customer. When you post an invoice (in FI-AR) the system then checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. If you implement both the Accounts Receivable (FI-AR) and Sales and Distribution (SD) application components, you can specify in Customizing when (at the point of order, delivery, goods issue and so on) and to what extent a check on the customer’s credit limit is to take place. You can define automatic credit limit checks according to a range of criteria and in line with your company’s requirements You can also define at what point the system carries out these checks (order, delivery, goods issue, and so on). The credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. The relevant employees can be automatically notified of critical credit situations via internal mail. Your credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. Using Credit Management you can work in distributed systems. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. Credit limits and credit exposure are managed at both credit control area and customer level. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. Credit limits and credit exposure are managed at both credit control area and customer level. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 SD3-2: Credit Check January 2008 Credit Management can be worked in distributed system. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area, while Credit limits and credit exposure are managed at both credit control area and customer level. According to corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. A large number of outstanding receivables or bad debts can have a not inconsiderable impact on company performance. Using Credit Management, you can minimize your credit risk by defining a credit limit for your customers. This is especially important if you do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. Integration If you implement the Accounts Receivable (FI-AR) application component to manage your receivables, but a non-SAP system for sales and distribution processing, Credit Management enables you to assign a credit limit to each customer. When you post an invoice (in FI-AR) the system then checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. If you implement both the Accounts Receivable (FI-AR) and Sales and Distribution (SD) application components, you can specify in Customizing when (at the point of order, delivery, goods issue and so on) and to what extent a check on the customer’s credit limit is to take place. You can define automatic credit limit checks according to a range of criteria and in line with your company’s requirements You can also define at what point the system carries out these checks (order, delivery, goods issue, and so on). The credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. The relevant employees can be automatically notified of critical credit situations via internal mail. Your credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. Using Credit Management you can work in distributed systems. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. Credit limits and credit exposure are managed at both credit control area and customer level. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. Credit limits and credit exposure are managed at both credit control area and customer level. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-2: Credit Check For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. A large number of outstanding receivables or bad debts can have a not inconsiderable impact on company performance. Using Credit Management, you can minimize your credit risk by defining a credit limit for your customers. This is especially important if you do business with customers in financially unstable sectors or countries, or trade with countries that are politically unstable or that adopt a restrictive exchange rate policy. Integration If you implement the Accounts Receivable (FI-AR) application component to manage your receivables, but a non-SAP system for sales and distribution processing, Credit Management enables you to assign a credit limit to each customer. When you post an invoice (in FI-AR) the system then checks whether the amount exceeds the credit limit. Facilities like the credit master sheet or early warning list help you monitor the customer’s credit situation. If you implement both the Accounts Receivable (FI-AR) and Sales and Distribution (SD) application components, you can specify in Customizing when (at the point of order, delivery, goods issue and so on) and to what extent a check on the customer’s credit limit is to take place. You can define automatic credit limit checks according to a range of criteria and in line with your company’s requirements You can also define at what point the system carries out these checks (order, delivery, goods issue, and so on). The credit representative is automatically alerted to a customer’s critical credit situation as soon as order processing starts. The relevant employees can be automatically notified of critical credit situations via internal mail. Your credit representatives are able to check a customer’s credit situation quickly and reliably, and, in line with the appropriate credit policy, to decide whether the customer should be granted credit. Using Credit Management you can work in distributed systems. A distributed system is one with central financial accounting and non-central sales and distribution on several sales and distribution computers. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. For example, if your credit management is centralized, you can define one credit control area for all of your company codes. If, on the other hand, your credit policy requires decentralized credit management, you can define credit control areas for each company code or each group of company codes. Credit limits and credit exposure are managed at both credit control area and customer level. Credit and risk management takes place in the credit control area. According to your corporate requirements, you can implement credit management that is centralized, decentralized, or somewhere in between. Credit limits and credit exposure are managed at both credit control area and customer level. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3-3: Availability Check
Determines the material availability date Considers all inward and outward inventory movements Proposes 3 methods of delivery One-time delivery ( on- time one-time delivery) Complete delivery (possibly delayed one- time delivery) Delayed proposal (allows partial delivery schedule)

ECC 6.0 January 2008 SD3-3: Availability Check Influences partial deliveries by Proposing a quantity that can be delivered on the requested date (complete delivery) Determines earliest date for full delivery Determines the number and dates for partial deliveries to fulfill the order When you enter a sales order, you can only confirm the delivery of the goods for the required delivery date if the goods are available for all the necessary processing activities which take place before delivery: The shipping department must ensure that freight forwarding or another shipping company is advised early enough so that sufficient time remains for packing and loading to be carried out. An availability check can be carried out on the deadline date for availability for the goods. The procurement department must ensure that the production and purchasing departments are advised of inadequate stock quantities so that goods can either be produced punctually or ordered. Sales transfers the information on materials ordered as requirements to material requirements planning. Requirements are planned outward movements of stock. The transfer of requirements informs production that goods must be produced, or advises purchasing that purchase requisitions have been created for which purchase orders must be created and sent to the suppliers. An availability check can only be carried out if these requirements are transferred. Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. If the goods ordered by the customer are not available on the requested date, the system branches automatically during sales document processing to a further screen where delivery proposals are offered for selection. The system determines these proposals on the basis of the availability situation. This screen also provides you with information on the scope of the check, the current ATP quantity, and the availability situation across all plants. One-time delivery on the requested delivery date In this section, the system checks whether the requested delivery date can be kept to. If stock of the material is available to make a delivery on the requested delivery date, the stock quantity is confirmed here. If there is no stock available, confirmed quantity zero is displayed. Complete delivery In this section, the system checks whether there will be sufficient stock for complete delivery at a later date: If there is sufficient stock available at a later date to cover the required quantity in the sales document, the system proposes the date here. If the system determines that complete delivery cannot be made at a later date, no date is proposed in this section. When availability is checked including replenishment lead time, the date which is proposed in this section is the date on which the replenishment lead time period ends if the stock before the end of replenishment lead time does not cover the order quantity. When availability is checked excluding replenishment lead time, the system bases its calculations on the stock and the planned inward movements of stock. Delivery proposal In this section, the system checks whether and for which dates partial deliveries can be made. Partial deliveries are displayed for different dates. These dates are based on the planned inward and outward movements of stock. During an availability check which takes replenishment lead time into account, the date on which replenishment lead time ends is displayed if insufficient stock means that no partial deliveries can be made before replenishment lead time ends. During an availability check which does not take replenishment lead time into account, the system displays the dates on which partial deliveries can be made with the available stock. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check In determining the material availability the following elements can be included in the availability check Safety stock Stock in transfer Quality inspection stock Blocked stock Restricted use stock All movements of stock The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check When enter a sales order, you can only confirm the delivery of the goods for the required delivery date if the goods are available for all the necessary processing activities which take place before delivery. The shipping department must ensure that freight forwarding or another shipping company is advised early enough so that sufficient time remains for packing and loading to be carried out. An availability check can be carried out on the deadline date for availability for the goods. The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check If the goods ordered by the customer are not available on the requested date, the system branches automatically during sales document processing to a further screen where delivery proposals are offered for selection. The system determines these proposals on the basis of the availability situation. This screen also provides with information on the scope of the check, the current ATP quantity, and the availability situation across all plants. The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check One-time delivery Deliver on the requested delivery date In this section, SAP checks whether the requested delivery date can be kept to. If stock of the material is available to make a delivery on the requested delivery date, the stock quantity is confirmed here. If there is no stock available, confirmed quantity zero is displayed. The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check Complete delivery In this section, SAP checks whether there will be sufficient stock for complete delivery at a later date: If there is sufficient stock available at a later date to cover the required quantity in the sales document, the system proposes the date here. If the system determines that complete delivery cannot be made at a later date, no date is proposed in this section. The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check Delayed proposal In this section, SAP checks whether and for which dates partial deliveries can be made. Partial deliveries are displayed for different dates. These dates are based on the planned inward and outward movements of stock. During an availability check which takes replenishment lead time into account, the date on which replenishment lead time ends is displayed if insufficient stock means that no partial deliveries can be made before replenishment lead time ends. The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-3: Availability Check During an availability check, SAP does not take replenishment lead time into account SAP displays the dates on which partial deliveries can be made with the available stock. The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3-4: Delivery Scheduling
ECC 6.0 January 2008 SD3-4: Delivery Scheduling Automatic scheduling of essential shipping activities Calculated using defined activity times Resulting in scheduled activity dates Determined using backward and forward scheduling rules During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-4: Delivery Scheduling Terms used in scheduling are defined below. Transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. Loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. Pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. Transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-4: Delivery Scheduling The following deadlines are of importance for delivery processing: Material availability deadline: must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. Transportation scheduling deadline: the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-4: Delivery Scheduling Loading deadline: the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. Goods issue deadline: the date on which the goods leave the company in order to arrive punctually at the customer location. During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-4: Delivery Scheduling Delivery deadline: the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-4: Delivery Scheduling During order entry, each schedule line for an item can contain a requested delivery deadline. Goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. During order entry, each schedule line for an item can contain a requested delivery deadline. The goods should arrive at the customer on this date. At the order processing stage, the system can automatically schedule when the essential shipping activities such as picking, loading and transporting must be started so that the requested delivery date can be kept. The terms used in scheduling are defined below. You must distinguish between times (time duration) needed to carry out certain activities dates that are calculated on the basis of these times Times Values based on past experience of the shipping department are entered in the system in the form of transit times, loading times, pick/pack times, and transportation lead times: The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The following deadlines are of importance for delivery processing: You must start picking and packing activities on the material availability deadline. This deadline must be selected early enough in advance so that the goods are ready by the given loading deadline. The transportation scheduling deadline is the date on which you must start to organize the transportation of the goods. This deadline must be selected early enough to ensure that the means of transport is available by the loading deadline. The loading deadline is the date on which the goods must be available for loading and on which all vehicles that are required to ship these goods must be ready for loading. After the time required for loading the goods (loading time) has expired, goods issue can be carried out. The goods issue deadline is the date on which the goods leave the company in order to arrive punctually at the customer location. The delivery deadline is the date on which the goods are to arrive at the customer location. The difference between the goods issue deadline and the delivery deadline is calculated from the transit time required for the route between the delivering plant and the customer. The delivery deadline can be the customer's requested delivery deadline or the confirmed delivery date (that is, the earliest date on which you can deliver goods to the customer). If backward scheduling determines a date in the past as the date on which a schedule line becomes due for shipping or if the material will not be available on the date calculated, the system automatically carries out forward scheduling to determine the earliest possible shipping deadline. For example, starting from the current date, the system calculates the loading deadline, the goods issue deadline, and then the confirmed delivery date. It does this by adding together the shipping times mentioned above. When you change a sales document, such as adding schedule lines or rescheduling, the system carries out delivery scheduling for all the schedule lines, new and old. Because the material availability date lies in the past for backlog schedule lines, the system performs forward scheduling. This may have the undesired affect of the system rescheduling lines that may have already been confirmed. You can specify for each sales document type that the system is to schedule deliveries only backwards. With no forward scheduling, you can better recognize backlogs in production and the customer receives goods on time. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 SD3-4: Delivery Scheduling An item consists of one or more schedule lines. The schedule line contains all the data that is needed for a delivery. For example, a customer orders 20 units of a particular material which you enter as one item in the sales order. However, you can only deliver 10 pieces now and the remaining 10 pieces next month. So you need to schedule two deliveries. The data for these deliveries (dates, confirmed quantities) are stored in two separate schedule lines. The transportation lead-time is the time in days that is needed to organize the shipping of the goods. This might include booking a ship and reserving a truck from a forwarding agent. It is defined for a route. The pick/pack time is the time in days that is required for allocating goods to a delivery as well as the time in days that is required for picking and packing. It is calculated using the shipping point, the route, and the weight group of the order item. The loading time is the time in days that is required for loading a delivery item. It is determined from the shipping point, the route, and the loading group of the material. The transit time is the time in days that is required to deliver goods from your premises to the customer location. It is defined for a route. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Delivery Scheduling – (continued)
ECC 6.0 January 2008 Delivery Scheduling – (continued) Structure of sales documents Header Line Item # 1 Schedule Line # 1 Schedule Line # 2 All sales documents have basically the same structure. They are made up of a document header and any number of items. The items can in turn be divided into any number of schedule lines. Header data The general data that is valid for the entire document is recorded in the document header. For example, Number of the sold-to party Number of the ship-to party and the payer Document currency and exchange rate Pricing elements for the entire document Delivery date and shipping point Item data Whereas data in the document header applies to all items in the document, some data applies only to specific items. This data is stored at item level and includes the: Material number Target quantity for outline agreements Number of the ship-to party and the payer (an alternative ship-to party or payer can be defined for a particular item) Plant and storage location specifications Pricing elements for the individual items Schedule line data An item consists of one or more schedule lines. The schedule line contains all the data that is needed for a delivery. For example, a customer orders 20 units of a particular material which you enter as one item in the sales order. However, you can only deliver 10 pieces now and the remaining 10 pieces next month so you need to schedule two deliveries. The data for these deliveries (dates, confirmed quantities) are stored in two separate schedule lines. In sales documents where delivery data is not relevant, for example, contracts, credit and debit memo requests, the system does not create any schedule lines. Data recorded in the schedule lines includes the: Schedule line quantity Delivery date Confirmed quantity Line Item # 2 Schedule Line # 1 January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3-5: Shipping Point and Route Determination
ECC 6.0 January 2008 SD3-5: Shipping Point and Route Determination A shipping point is determined for each line item A delivery can only be processed from one shipping point Routes - route to be traveled & transit time are determined using customized rules Routes can be used to simply define transit time In this step, you define the shipping points in your company or edit shipping points that already exist. In order to adapt the functional scope of a shipping point to the organization in your company, you should process the following check list: The shipping point is the top level in the organization for shipping. A shipping point can be allocated to several plants. A shipping point can be divided into several loading points. A delivery is always initiated from 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. You can influence delivery scheduling via allocation to departure zones. The shipping point can be proposed automatically during order processing depending on the plant, loading group and shipping condition. A shipping point has an address. The shipping point is used as a selection criterion for lists of deliveries and the work list deliveries. The shipping point is used as a selection criterion for processing deliveries like printing, picking or goods issue. You can determine the printer destination for messages differently for every shipping point on account of shipping documents. Using routes, you can combine sales order items according to shipping criteria. The system determines routes automatically for a sales order item and can repeat the procedure for a delivery (see section Route determination). In order to define routes, proceed as follows: Define the modes of transport. Define the shipping types. Define the transportation connection points and maintain the relevant data on the detail screen. Define the routes and route stages. You can also maintain the route stages for several stages. The SAP System determines routes automatically for each sales document item. It determines the itinerary and mode of transport in shipping. Routes are determined depending on the following criteria: Country and departure zone (departure zone of the shipping point) Shipping conditions agreed in the sales order The shipping condition is defined in shipping point determination. Transportation group of the material Country and transportation zone (receiving zone) of the ship-to party The SAP System copies the route from the sales document item into the delivery at header level. To define route determination, you must edit the following points: Define transportation zones for each country. These transportation zones can be either departure zones for the shipping point or receiving zones for the ship-to party. Assign the departure zones to the shipping points. Define transportation groups for the materials. Specify the routes to be selected according to the given criteria in sales processing. Define the delivery types for which route determination should be repeated and set the necessary indicator in the appropriate delivery types. Define the weight groups. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3-6: Transfer of requirements to MRP
ECC 6.0 January 2008 SD3-6: Transfer of requirements to MRP Sales order is transferred to MRP as a Customer Independent Requirement (CIR). If a deficit is found, SAP will propose a purchase req. or planned order to fulfill the shortage after running MRP or MPS. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. The following elements can be included in the availability check: Stock safety stock stock in transfer quality inspection blocked stock Inward/Outward movement of goods purchase orders purchase requisitions planned orders production orders reservations dependent reservations dependent requirements sales requirements delivery requirements Requirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD3-6: Transfer of requirements to MRP

SD3-7: Foreign Trade and License Processing
ECC 6.0 January 2008 SD3-7: Foreign Trade and License Processing Predefined trade areas — NAFTA, EU Automated reporting for trade areas Automated controls License management Embargo lists Control by customer, country, product, point in time As countries move increasingly toward a global market economy, businesses become more involved in and influenced by foreign trade. This affects not only the vendor and customer relationship, but that of foreign subsidiaries within a single company. With this opening of market opportunities come regulations, licenses, import tariffs, and an increasing amount of paperwork required by government agencies and other legal entities. SAP Retail provides extensive support for world-wide export/import trade as well as deliveries within specific trade areas (such as the EU or NAFTA), thus automating the burdensome paperwork and freeing your shipping and receiving departments to concentrate on moving merchandise quickly. R/3 functionality includes: Maintenance of data specific to foreign trade in the following master records: Customer master Vendor record Article master Purchasing info record Copying data specific to foreign trade into purchasing and sales documents Data interface for the retrieval of export-specific data Export control Government reporting Preference procedures January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD4: Create Delivery Notes
ECC 6.0 January 2008 SD4: Create Delivery Notes Initiates the delivery process Control mechanism for the process Changes to delivery are allowable - products, quantities Integrated with the Material Management (MM) and Finance (FI) modules Each step in the delivery process updates the delivery note status Picking Packing Loading Post Goods Issue Once the sales order is entered the delivery notes starts the delivery process. Along with most processes in SAP it is configurable and can be tailored per order or customer. As soon as the material availability date or the transportation scheduling date for a schedule line is reached, the schedule line becomes due for shipping. When you create an outbound delivery, you initiate shipping activities such as picking and transportation scheduling. In its role as central object of the goods issue process, the outbound delivery supports all shipping activities including picking, packing, transportation and goods issue. During the outbound delivery process, shipping-planning information is recorded, status of shipping activities is monitored and data accumulated during shipping processing is documented. When the outbound delivery is created, the shipping activities, such as picking or delivery scheduling, are initiated, and data that is generated during shipping processing is included in the delivery. Delivery Note January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

SD: Shipping Order Combination Partial Delivery Complete Sales Order 1

SD4-1: Picking Quantities based on delivery note
Assigned date when picking should begin Automated storage location assignment Supports serial number/lot number tracking and batch management Integrated with Warehouse Management (WM) In the system standard settings, it is a prerequisite for goods issue to be posted before the item relevant for picking can be picked completely. Therefore, delivery quantity and picking quantity (picked quantity) in the outbound delivery must be equal. Considering the picking lead time the picking date will be assigned based upon material availability The picking process involves taking goods from a storage location and staging the right quantity in a picking area where the goods will be prepared for shipping. Depending on the picking procedure being used, you can either determine delivery-relevant data before picking or wait until after picking is completed to record it. Delivery-relevant data may be made up of the following: Which batches a material is picked from Which serial numbers are picked Which valuation types the stock is taken from The use of the WM transfer order as a picking order offers you the following advantages: Determining of target data for transfer orders Splitting transfer orders according to target data Printing transfer orders or transmitting them in IDoc format Determining actual data for picking with option of executing incentive wage calculations using the Human Resources (HR) module Confirming transfer orders

SD4-2: Loading and Packing
Identifies which packaging is to be used for specified products Identifies and updates accounts associated with returnable packaging Tracks the packed product by container Insures weight/volume restrictions are enforced All packed items are assigned to the required means of transportation The Packing component and related packing information enables you to: Update the stock situation of packing materials Monitor returnable packaging stocks at the customer's or forwarding agent's place of business Help you find you what was in a particular container (for example, if a customer maintains that they have received an incomplete delivery) Make sure that the weight and volume limits have been adhered to Ensure that products have been packed correctly UCC-128: Universal Container Code – Uniform packing code

SD4-3: Goods Issue Event that indicates the legal change in ownership of the products Reduces inventory and enters Cost of Goods Sold Automatically updates the General Ledger (G/L) accounts Ends the shipping process and updates the status of the shipping documents As soon as the goods leave the company, the shipping business activity is finished. The outbound delivery forms the basis of goods issue posting. The data required for goods issue posting is copied from the outbound delivery into the goods issue document, which cannot be changed manually. Any changes must be made in the outbound delivery itself. In this way, you can be sure that the goods issue document is an accurate reflection of the outbound delivery. When you post goods issue for an outbound delivery, the following functions are carried out on the basis of the goods issue document: Warehouse stock of the material is reduced by the delivery quantity Value changes are posted to the balance sheet account in inventory accounting Requirements are reduced by the delivery quantity The serial number status is updated Goods issue posting is automatically recorded in the document flow Stock determination is executed for the vendor's consignment stock A worklist for the proof of delivery is generated After goods issue is posted for an outbound delivery, the scope for changing the delivery document becomes very limited. This prevents there being any discrepancies between the goods issue document and the outbound delivery.

Delivery/ Goods Issuing Reconciliation Account
No impact on Financial Accounting (FI) Sales quotation Sales order Materials Management (MM) and Financial Accounting (FI) Delivery/Goods Issuing Dr Cr COGS $100 Dr Cr Inventory (Trading, F/G) $100 Requisition – Nothing really happens unless we get the goods or pay for them The system does the transactions for you using the automatic account assignment When we receive these, it can match the receipt against the PO Debit Inventory (we now have additional inventory value) Credit GR/IR (we are going to owe/pay for that additional inventory) COGS: Cost of goods sold Credit is minus Debit is plus

DS5: Create/Send invoice to customer (Billing)
ECC 6.0 January 2008 DS5: Create/Send invoice to customer (Billing) Automated invoicing based on sales orders and/or deliveries The billing process is used to generate the customer invoice. Functionality for processing credit/debit memos and rebates Integration with Financial Accounting (FI) and Controlling (CO) Updates customer’s credit data Can create pro forma invoices Billing represents the final processing stage for a business transaction in Sales and Distribution. Information on billing is available at every stage of order processing and delivery processing. This component includes the following functions: Creation of: Invoices based on deliveries or services Issue credit and debit memos Pro forma invoices Cancel billing transactions Comprehensive pricing functions Issue rebates Transfer billing data to Financial Accounting (FI) Integration with Accounting consists of forwarding billing data to Financial Accounting (FI - Accounts Receivable) Controlling (CO) When you create a billing document, the system automatically creates all relevant accounting documents for: General Ledger Profit center Profitability Analysis Cost Accounting Accounting Integration with Financial Accounting consists of forwarding billing data in invoices, credit and debit memos to Financial Accounting. The system posts offsetting entries to the appropriate accounts and makes sure that FI can recognize all billing documents belonging to one business transaction (for example, a credit memo to an invoice) Integration with Controlling consists of assigning costs and revenues to the appropriate sub-ledgers. With the billing of the customer the payment is now outstanding and due. This will affect the customer’s credit until it is paid. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

DS5: Billing General Ledger Account Assignment Sales Invoice Sold To:
ECC 6.0 DS5: Billing January 2008 Sales Invoice Sold To: Rushmore Group Sales Org: S001 Dist Channel: RE Division: 01 Conditions/Price: $120 General Ledger Account Assignment Debit Credit Customer A/R Recon 120 Revenue The invoice generates 3 automatic accounting instructions: Credits the revenue account Debits the customer’s account Simultaneously debits the A/R reconcilliation account (total A/R) January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

DS5: Billing Methods Delivery based Invoicing Collective Invoicing
ECC 6.0 January 2008 DS5: Billing Methods Collective Invoicing Delivery based Invoicing Delivery 8…34 Delivery 8…33 Order 14 Order 9 Delivery 8…56 Invoice 9…68 Order 6 Delivery 8…20 Delivery 8…21 Invoice 9…45 Invoice 9…46 Split Order 32 Delivery 8…86 Invoice 9…92 Invoice 9…91 The following methods may be used in Billing: One individual billing document per sales document You can set the system to create one billing document for each sales document, e.g. one invoice per delivery. A collective billing document for several sales documents As long as certain data agrees, you can also combine different documents (orders and/or deliveries) fully or partially in a common billing document The following prerequisites must be met: the header data appearing in the billing document must agree the split conditions specified do not apply several billing documents for one or more sales documents ( invoice split) If you want to guarantee that invoices are created separately according to certain criteria, you can do this by defining certain split criteria. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

DS5: Billing Documents Explicitly specify documents
ECC 6.0 January 2008 DS5: Billing Documents Explicitly specify documents Billing due list — builds a work list of invoices that should be generated Automatic posting to Financial Accounting (FI): debit to customer sub-ledger account and credit revenue account. Billing document is the umbrella term for invoices, credit memos, debit memos, pro forma invoices and cancellation documents. The invoice list lets you create, at specified time intervals or on specific dates, a list of billing documents (invoices, credit and debit memos) to send to a particular payer. The billing documents in the invoice list can be single or collective documents (collective invoices combine items from more than one delivery). The standard version of the SAP R/3 System includes two types of invoice lists: for invoices and debit memos for credit memos Like all parts of sales order processing in R/3, billing is integrated into the organizational structures. Thus you can assign the billing transactions a specific sales organization, a distribution channel, and a division. Since billing has an interface to Financial Accounting, the organizational structures of the accounting department, (the company codes as well as the sales organizations assigned to the company codes) are important. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

DS5: Automatic Account Assignment
ECC 6.0 January 2008 DS5: Automatic Account Assignment Defines the General Ledger (G/L) accounts that billing entries are posted Revenue Deduction Freight charges Other applicable General Ledger (G/L) accounts January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 January 2008 DS5: Billing Plans Periodic — total amount for a planned billing period Milestone — distributing the total amount over multiple billing dates - typically used with the project system (PS) Installment — evenly proportioned amounts and defined payment dates Resource related — consumed resources such as service or consulting Periodic billing means billing a total amount for each individual billing date in the plan. For example, if you are creating a rental contract, the system can propose a schedule of monthly rental payments, according to the length and conditions of the contract. Milestone billing means distributing the total amount to be billed over multiple billing dates in the billing plan. For example, you can use a billing plan for billing a make-to-order item that is assigned to a project in the SAP Project System. When you enter the project-related make-to-order item in the sales order (or assembly order), the system proposes a billing plan based on milestones defined for networks in the project. As each milestone is successfully reached, the customer is billed either a percentage of the entire project cost or simply a pre-defined amount. The installment plan allows the customer to pay in installments. With the installment plan the system creates one invoice for all installments. On the basis of this billing document you can print an invoice listing all the installments with the relevant payment dates and amounts to be paid by those dates. The installments are calculated by the system by taking a percentage of the total invoice amount for each installment. These percentages can be defined by your system administrator. The system takes into account any rounding differences for the last payment date. For each installment the system creates a customer line item in financial accounting. The installments are defined by the payment terms, which are controlled by the payment terms key. Your system administrator can define the following data for this key: the number of installments the payment dates the percentage of the billing value Resource-Related Billing The price for customer-specific services are not always defined in a contract as fixed prices, nor can they always be determined using standard pricing. This is the case if, for example, no empirical values exist for specific services, and therefore the services cannot be calculated adequately before conclusion of a contract. Typical examples of this are: Make-to-order production External plant maintenance in the service company Specific services such as consulting You carry out resource-related billing for these orders. In the billing document, single material, internal activities, and costs are assigned to the customer afterwards. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Billing Reconciliation Account
Billing amount is assigned and transferred to customer account receivable Billing Dr Cr Customer (sub-ledger) $120 Dr Cr Sales Revenues $120 Dr Cr Account Receivable (AR) $120 Once we get the receipt – Debit GR/IR – now a wash Vendor AP Credit – we owe Some companies book it as a liability right away (previous slides), but it really isn’t until you receive the goods Unique to SAP

SD6: Payment Payment is the final step in the sales order process, this step is managed by the Financial Accounting department. Final payment Posts payments against invoices. Payment will create a posting clearing the liability in the A/R account and increasing your bank account.

Accounts Receivable Integration
ECC 6.0 Accounts Receivable Integration January 2008 Goods Issue Sales Order SD Sales and Distribution COGS Decrease to Inventory Revenue Increase to A/R The A/R system is integrated. MM/SD/FI Rolls into Balance Sheet Income Statement Balance Sheet January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Customer and account receivable is reduced
Customer Payment Amount is paid by Customer and account receivable is reduced Bank Customer (sub-ledger) Bank Dr Cr Dr Cr $120 $120 Account Receivable (A/R) Dr Cr Once we get the receipt – Debit GR/IR – now a wash Vendor AP Credit – we owe (it is debited: now a wash) Some companies book it as a liability right away (previous slides), but it really isn’t until you receive the goods Unique to SAP Credit bank account (paid, now we have less cash) $120

SD7: Handle Customer Return
ECC 6.0 January 2008 SD7: Handle Customer Return Sales Process Delivery Note Customer Return Order received Goods Receipt Payment to Customer If the customer complains, for instance, that the goods were faulty, you take the goods back to check them. Once you have checked the goods, you can implement one of the following activities: - Send the customer a credit memo - Make a subsequent delivery of the goods, free of charge Quality Inspection Create Credit Memo January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 SD7: Handle Customer Return January 2008 1 2 3 Order 14 Delivery 8…56 Return Order Return Delivery Invoice 9…68 Payment Credit Memo Quality Inspection Return to Inventory Sales returns processing manages merchandise that the customer has returned due to complaints. You enter the returned merchandise in the system and subject them to an analysis (in the laboratory, for example). When the analysis is complete, you use the results of that analysis to decide whether the merchandise can be reused. You can trace this procedure through the document flow for sales returns processing. There are 3 components in a return. The product(s) are ordered, delivered and invoiced (paid) There is a request for a return Return delivery An optional quality inspection is run Undamaged, unopened product is returned to stock inventory A credit memo is created and then paid for the returned merchandise according to the terms of returns After you have checked the goods, you can implement one of the following activities for the complaint: Approve it by deleting the block reject it by entering a reason for rejection. You should bear in mind the following: The quantity for which the customer should receive credit. The order quantity rather than the delivered quantity is used as the basis for the credit memo. If the customer returns only some of the goods and disposes of the remaining goods himself, you can still create a credit memo for the full amount. On the other hand, you can create a partial credit memo for certain items even if the customer returns the entire quantity. To do this, the quantity to be ordered in the return has to be reduced to the quantity to be credited. Whether the customer should receive a replacement. If the customer is to receive replacement goods, do not create a credit memo. You can enter a reason for rejection for the appropriate items in the return. You then create a free of charge subsequent delivery with reference to the return in order to send the replacement goods to the customer. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 SD7: Handle Customer Return January 2008 Returns document Billing block can be proposed Use the Order reason field to identify the reason for the return Full access to pricing and ability to re-price Return delivery Issues a goods receipt to place material into inventory The Sales Returns component is used to manage full products in the consumer products industry (for example, in the beverage industry) that the customer has returned due to a complaint. The complaints are all related to quality defects, not incorrect deliveries. The path that the returned merchandise takes often has to be tracked in detail – for example, returned beer first has to be sent to a lab (e.g. in a brewery) for inspection. Once the analysis of the returned merchandise is complete, the vendor or manufacturer determines · The status of the merchandise and whether it can be reused · Whether the customer will be credited for the merchandise and, if so, in what amount In practice, time delays occur between entry of the returns in the system, analysis, and settlement. The Sales Returns component gives you an overview of your physical warehouse stocks and the corresponding postings whenever you require. · You can enter sales returns with or without a reference to a previous sales (return) document. You can use the driver’s return delivery note, for example, as a template. · The system provides the order items from the sales returns document as a template for entering the results of the analysis. You can therefore immediately see which materials are pending for analysis and in which amounts. · You can link the results of the analyses with the entered order items from the sales returns document – individually or jointly, in full or partial quantities – and settle them immediately in the system. · You can create an empties credit memo immediately, without having to wait for the results of the analysis. The system generates a credit memo for the customer for the deposit value of the empties as soon as the allegedly defective merchandise is returned. Because the empties do not usually have any defects, you can credit the customer with the deposit value of the allegedly defective merchandise in advance. · The system checks whether your entries for the analysis items are permissible. · The system generates logs and updates the document flows that reflect the current status of sales returns processing. · The system generates the appropriate credit memos (SAP SD documents) and documents for warehouse stock postings (SAP MM documents) based on the results of the analysis. The system can create the documents immediately or later in background processing. If problems occur during background processing, you are notified via express mail. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

ECC 6.0 SD7: Handle Customer Return January 2008 Credit memo Billing block must be cleared from Return Posts to Financial Accounting (FI) Can be processed in batch (background) Can be processed collectively (grouped) The system can automatically propose a delivery or billing block when you enter a complaint. This may be necessary if one department enters complaints and another department reviews them. The system generates logs and updates the document flows that reflect the current status of sales returns processing. · The system generates the appropriate credit memos (SAP SD documents) and documents for warehouse stock postings (SAP MM documents) based on the results of the analysis. The system can create the documents immediately or later in background processing. If problems occur during background processing, you are notified via express mail. These returns can be processed one at a time or in batched. January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

PEN, Inc. EGN 5620 Enterprise Systems Configuration Fall, 2011
Sales & Distribution Processes

Enterprise Structure in Pen Inc. (review)
Plant (P _ _ _) Client (700) Chart of Accounts (C _ _ _) Company Code (C _ _ _) Fiscal Year Variant (2011) Credit Control Area (C _ _ _) Shipping Point (S _ _ _) Sales Org. S _ _ _ Distribution Channel (RE, WH) Division (01) Sales Area (S _ _ _) Controlling Area (C _ _ _) SL10 SL20

Sales Quotation

Sales Order

SD Process: Billing Documents
At this point that the sales process is passed over to Financial Accounting to await payment. Creating Billing Documents Explicitly Purpose If you only have to bill specific orders or deliveries, you can carry out manual billing explicitly. When processing the billing due list, you do not need to enter the individual documents to be invoiced. The system lists the documents to be invoiced on the basis of the selection criteria you enter. It can also combine several deliveries in one invoice. Process Flow You select the function for creating a billing due list. You enter the selection criteria for the billing documents to be created. For example, enter billing type F2, if you only want to create invoices with this billing type. You then display the billing due list. The system uses the selection criteria to create the billing due list (a list of sales documents to be billed). You can now process this list, e.g. select some or all of the sales documents to be billed. You select the function for billing. The system creates the corresponding billing documents for the selected documents. Automatic Posting to Finance (next slide0

ECC 6.0 Document Flow January 2008 The document flow feature allows you to find the status of an order at any point in time. The SAP system updated the order status every time a change is made to any of the documents created in the customer order management cycle (Order to Cash). The sales documents you create are individual documents but they can also form part of a chain of inter-related documents. For example, you may record a customer’s telephone inquiry in the system. The customer next requests a quotation, which you then create by referring to the inquiry. The customer later places an order on the basis of the quotation and you create a sales order with reference to the quotation. You ship the goods and bill the customer. After delivery of the goods, the customer claims credit for some damaged goods and you create a free-of-charge delivery with reference to the sales order. The entire chain of documents – the inquiry, the quotation, the sales order, the delivery, the invoice, and the subsequent delivery free of charge – creates a document flow or history. The flow of data from one document into another reduces manual activity and makes problem resolution easier. Inquiry and quotation management in the Sales Information System help you to plan and control your sales. The system always updates the preceding documents. However, if you also want it to update the subsequent documents in the document flow, you must make the relevant settings in Customizing for copying control. Copying control and documents flow are defined for documents in: Sales support Sales Shipping Transportation Billing January 2008 © SAP AG - University Alliances and The Rushmore Group, LLC All rights reserved. © SAP AG and The Rushmore Group, LLC 2008

Exercises: 144a. Create customer quotation
Create sales order from sales quotation Check stock status Create delivery note for sales order Check stock status Picking materials on delivery note Post goods issue Check stock status Bill customer Post receipt of customer payment Review document flow Create Customer Material Info Record Create sales order using customer info record Create delivery for sales order Pick materials on delivery note

Exercises: 158. Post goods issue 159. Bill customer
160. Post receipt of customer payment 161. Create a scheduling agreement 162. Process deliveries for a scheduling agreement 163. Display scheduling agreement 164. Check stock status 165. Bill customer 166. Run customer credit check 167. Post receipt of customer payment

Sales & Distribution Processes Theories & Concepts EGN 5620 Enterprise Systems Configuration Fall, 2011.

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Sales & Distribution Processes Theories & Concepts EGN 5620 Enterprise Systems Configuration Fall, 2011.

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