SAP Database

(more…)

This free book provides an introduction to SAP Business One Release 2005 A SP01.
SAP Business One …To Go is aimed at a U.S. audience, but all users of SAP Business One will find the book useful.

It includes business examples, annotated screenshots, and process diagrams, as well as tips, checklists, reminders, and definitions, and thus quickly prepares you to make the most out of the application for the benefit of your organization. Cross-references to the product documentation and the SAP Business One Customer Portal guide you to more in-depth information. The book is intended to complement, not replace, existing learning resources.
(more…)

SAP- Sales & Distribution (SD) Notes

Module Functions:
(SD) Sales and Distribution: the module where order taking, pricing, invoicing, route selection and other customer billing activities take place

I. Organizational Elements (structures) for SD Customer Order Mgmt
1. Company Code
2. Plant:
A manufacturing facility, distribution center or office that stores inventory or renders services.
3. Sales Organization:
Area responsible for distribution of goods and services, negotiating conditions or a sale. The level of reporting for sales figures and analysis
4. Distribution Channel:
The channel to the customer i.e. retail, wholesale and direct sales
5. Division:
Used for customer specific agreements i.e. partial deliveries, pricing agreements, special payment terms
6. Shipping Point:
The shipping location. Each delivery is specific to a single point
7. Warehouse Number:
Physical location within a plant that has inventory.

II. Main Documents (transactions)
1. Presale - quotation or inquiry document
2. Sales Order Document
3. Inventory Sourcing Document
4. Delivery Document
5. Invoice Document
6. Remittance advice

III. Master Data
1. Material Master:
Contains and defines all data to manage materials, sued as a source of purchasing information and valuation of inventory.
2. Customer Master:
All customer related data for processing orders, deliveries, invoices & customer pmts. The customer master is broken into general data, company code data and sales and distribution data
3. Condition (pricing records) - Predefined prices, discounts, surcharges, freight rates and taxes

By Rajagopalan M

SAP- Finance (FI) Notes

Module Functions:
The module that performs most of the traditional legal entity accounting functions, reporting by company, income statements and balance sheets. This is the module where you will find the A/R and A/P sub-ledgers and their open items along with the Asset Accounting Ledger.

Organizational Elements (Structures):
• Chart of Accounts - contains all account numbers and some general control data.
• Company Code - an independent balancing / legal accounting entity. each company code is assigned to one Chart of Accounts
• Functional Area - Classify operating expenses according to of cost-of-sales accounting by production, admin, S&D marketing, R&D, etc. By breaking costs into functional areas cost- of-sales accounting shows why costs accrue and indicates the economic purpose of the expense.
• Trading Partner
• Operating concern - the central organizational element in profitability analysis. It represents the environment within which a market or (customer defined) segment of the business can be monitored and profitability analyzed. 1:n relation to controlling.
• Controlling area - identifies a self-contained unit for which the management of costs and profits can be performed. Only one chart of accounts is allowed within a controlling area. However,
• (FI-AA) Asset Accounting - Depreciation (both book and tax), net book values, transfers and retirements
Document Posting Principles:
Each posting is in the form of a complete document. It must contain:
• Basic account assignment data (i.e. document date, posting date, document type, posting key, account number and amount.
• Entries must be made in all required fields.
• Debit and credit balances must be equal.
Every document contains a document header and at least two or more line items.
• The header contains information valid for the whole document (i.e. document date and type).
• Line items contain transaction specific data (i.e. posting key, account number and amount).
Document header:
• Document Date is the date that the transaction took place. (Must be on or before the Posting date ?) Posting Date determines the posting period (the system will enter this date if not provided?)
• Document Number is normally assigned b the system from a range predefined for each document type. (Not an input for g/l doc types {S}
• Reference and Document Header Text is descriptive data
• Period is the accounting period. Normally numeric (1 to 16?)
• Document type, a two character alphanumeric field. This field determines the document number range and the valid account types which may be used.
• A df Fixed Assets
• D df Accounts Receivable
• K df Accounts Payable
• R df Logistics (MM & SD)
• S df G/L
• T df Treasury
• W df Material Management
• Z df Sp0ecial purpose
Line Items:
• Posting Key is a two character numeric
• Together with the account number controls posting at item level
• Controls valid account type (D,K,M,A)
• Defines a Debit or credit entry
• Controls fields required optional or suppressed
• Valid FI posting keys
o 01-09 DR Customer
o 11-19 CR Customer
o 21-29 DR Vendor
o 31-39 CR Vendor
o 40 DR G/L
o 50 CR G/L

By Rajagopalan M

SAP- Enterprise Controlling (EC) Notes

Module Functions:
EC-CS Enterprise controlling - Consolidations: The module where consolidations and elimination occur for both a legal entity (Company Code) and a management area (Profit Center). Consolidation gives you a reconciled view of your groups financial data and lets you create the reports required by corporate law (by group, company or business areas) as well as reports which reflect your company’s internal management structure (by profit center or region). This is possible due to powerful consolidation functions built on top of flexible structures. The raw data can be transferred via interfaces with FI-GL (General Ledger), FI-AA (asset accounting), MM (Materials Management, SD (Sales and Distribution) and EC-PCA. You can also analyze the results of the consolidation immediately in EC-EIS. DATA TYPES - i.e. CS Breakdown categories

• Company & Trading Partner controlled by FI are required to generate eliminations. Note: FI-GL/AR/AP line items always have Company in Document Header. Trading partner is in document line item where relevant

• Profit Centers & Partner Profit Centers controlled by PCA are needed to generate eliminations for Management Consolidation by line of business

• Consolidation Units and Partner Units controlled by CS are used to generate eliminations for various consolidations. Transaction data from CS-PCA updates Consolidation units and if appropriate stores the data by partner Unit.

• Transaction types controlled by FI are used for reporting of consolidated balance sheet flows in CS. Transaction Types are used by the Fixed Asset module to distinguish between beginning balance, additions, transfers, disposals and ending balances. Separate types are usefull to distinguish movements in equity holdings for financial investments.

• Functional Areas controlled by CO are used for reporting consolidated P&L Statements. Functional Areas combine accounts but distinguish balances by function (e.g. selling expenses, research & development costs etc.)
o FI-AA Assets Module is the primary user of Transaction Types. Transactions made in FI-AA are stored with a Transaction Type which identifies whether it is an addition or disposal, etc. These Asset Transaction Types can be mapped into consolidation transaction types.
o Data passing from PCA to CS populates a single field with either a Transaction type for selected Balance Sheet accounts or a Functional Area for selected P&L accounts.
o Transaction types and Functional Areas are for Reporting.

EC-PCA Profit Center Accounting - Profit center accounting forms an interface between the operative controlling (CO) applications and the Enterprise Controlling (EC) module It reflects the actual and plan postings from operative controlling and settlements components with which it is in targeted in real-time. It then summarizes this data according to profit centers, which reflect the internal structure of areas of responsibility within the company code

• Each profit center is assigned to one controlling area

• Reason for Profit Centers
1. to analyze areas of responsibility
2. to delegate responsibility to different decentralized units

• Profit Centers can be set up
1. Product (product lines, divisions)
2. Geographical factors (regions, sites)
3. Function (production, sales)

• Profit Centers are organized into an organizational hierarchy in which responsibility and incentive structures can be defined. Profit Center Hierarchy:
o Node one
(a) Profit Center one
o Node two
• Profit Center two
(a). Revenue
(b). Costs

• Profit Center three

• Planning can be done on a PCA

• In EC-PCA, the profit center is the lowest level at which you measure financial results

• Since CS-PCA is only complete at the end of the month, CS-PCA data in only rolled up to CS via FI-SL (Special Ledger) monthly.

Accounting Data Flows:
1. Real time data flows
2. Periodic data flows

EC-CS - Enterprise Controlling Consolidations
• Manual Entries
• EC-PCA - Enterprise Controlling Profit center accounting
o FI Balance Sheet Items
(1). SD, MM, PP, FI Journal Entries

FI Period End Update - Balance Sheet Sub Ledgers
- SD, MM, PP, FI Journal Entries

CO-OH
o FI P&L
- SD, MM, PP, FI Journal Entries
CO-Allocations
CO-PA
o FI P&L External Revenue and Cost of Sales
- SD, MM, PP, FI Journal Entries

By Rajagopalan M

SAP- Controlling (CO) Notes

Module Functions:
Control - The module that manages cost reporting, analysis and control. This is the primary area for managing and evaluating financial performance.

CO-PA:
Profitability Analysis. That part of CO where operations will access its performance factors and profitability statements contain margins, standard cost variance, sales information, allocations and other related profit or loss data. This module helps analyze profitability of customers, markets and products at various levels of contribution margins. Profitability is measured down to the SD billing document line and is adjusted periodically against standard costs and other costs.

• Profitability analysis, like profit center accounting is another form of profitability accounting. However, it is incorporated in operative cost accounting, i.e. the profitability segments in CO-PA are accounting assignment objects and are thus directly integrated in the flow of data in cost accounting.

• In contrast to EC-PCA, where profits are found for areas of responsibility within the company, CO-PA lets you analyze the profitability of different segments of your operative business as defined according to products, customers, orders or any combinations of groups of these or as organizational units, such as company codes or business areas. The aim of CO-PA is to provide decision makers with information about the market.

• Master data and basic structures in CO-PA can be defined with sufficient flexibility to meet company specific requirements. This is done by choosing the objects for evaluation (characteristics) and key figures to create a company-specific multidimensional structure for analysis.

• Unlike EC-PCA, CO-PA lets you use an account-based or a costing based approach. In the costing based approach, define value fields for analysis. In account based the values are represented in accounts.

• EC-PCA and CO-PA should not be regarded as alternative components. They complement one another and jointly provide a flexible and comprehensive profitability accounting tool, allowing you both a market oriented view and a responsibility view.

• Data Source
1. Revenue Accounts
2. Expense Accounts
3. Allocation of Operating Expense (only across profit center)
4. Stock Transfers Across PCA
5. A/R Sub ledger (Month End Batch Job)
6. A/P Sub ledger (Month End Batch Job)
7. Other Balance Sheet Accounts

• Data Flows

CO-CCA:
Cost Center Accounting determines where costs are incurred in the organization. Assigned to the sub area where they have the most influence.
• By creating and assigning cost elements to cost centers, you make cost controlling possible, but also provide data for other components in CO such as Cost Object Controlling. Cost centers can use allocation methods to assign collect costs to other controlling objects.
• Cost center structure can reflect the structure of the organization. It generally remains constant over time.
• Cost Centers
CO-OPA:
- Internal Orders
CO-PC:
- Product Costing
CO-OH:
- Overhead

Copyright: SAPDB.INFO

SAP- Material Management (MM) Notes

Module Functions:

(MM) Materials Management - the module where (finished goods, raw materials and consumables) are managed for both quantity, price, month end inventory cutoffs and balance. Materials Management is inventory management, purchasing, invoice verification, warehouse valuation, Material master and materials planning.

Organizational Elements (Structures) - Materials Management
1. Company Code
2. Plant
3. Storage Location
4. Material / Product Grouping

Organizational Elements (Structures) - Procurement
1. Company Code:
Represents an independent accounting unit with Balance Sheets and P&L Statements
2. Plant:
An organizational element within a company. A plant produces goods and/or services. A plant can be a manufacturing for a distribution facility.
3. Storage Location:
Unit that allow the differentiation of material stocks within a plant
4. Purchasing Organization:
Unit structured to negotiate the general conditions of purchase for one or more plants or companies. Pricing conditions are set at this level
5. Purchasing Group key for a buyer or buyer group responsible for certain purchasing activities. Note: this element cannot be assigned to a purchasing organization.

Documents and Transactions
1. Purchase Requisitions
2. Purchase Orders
3. Goods Receipts Postings
4. Vendor invoice Posting
5. Other

Procurement Master Data
1. Material Master:
Contains and defines all data to manage materials. Used as a source of purchasing information and inventory valuation.
2. Vendor Master:
General, Accounting and Purchasing data necessary for processing business transactions and corresponding with vendors

By Rajagopalan M

Who and / or what is SAP? How popular is it? Wow!
SAP the company was founded in Germany in 1972 by five ex-IBM engineers. In case you’re ever asked, SAP stands for Systeme, Andwendungen, Produkte in der Datenverarbeitung which - translated to English - means Systems, Applications, Products in Data Processing. So now you know! Being incorporated in Germany, the full name of the parent company is SAP AG. It is located in Walldorf, Germany which is close to the beautiful town of Heidelberg. SAP has subsidiaries in over 50 countries around the world from Argentina to Venezuela (and pretty much everything in between). SAP America (with responsibility for North America, South America and Australia - go figure!) is located just outside Philadelphia, PA.

The original five founders have been so successful that they have multiplied many times over such that SAP AG is now the third largest software maker in the world, with over 17,500 customers (including more than half of the world’s 500 top companies). SAP employs over 27,000 people worldwide today, and had revenues of $7.34 billion and Net Income of $581 million in FY01. SAP is listed in Germany (where it is one of the 30 stocks which make up the DAX) and on the NYSE (ticker: SAP).

There are now 44,500 installations of SAP, in 120 countries, with more then 10 million users!

So what made this company so successful? Back in 1979 SAP released SAP R/2 (which runs on mainframes) into the German market. SAP R/2 was the first integrated, enterprise wide package and was an immediate success. For years SAP stayed within the German borders until it had penetrated practically every large German company. Looking for more growth, SAP expanded into the remainder of Europe during the 80’s. Towards the end of the 80’s, client-server architecture became popular and SAP responded with the release of SAP R/3 (in 1992). This turned out to be a killer app for SAP, especially in the North American region into which SAP expanded in 1988.

The success of SAP R/3 in North America has been nothing short of stunning. Within a 5 year period, the North American market went from virtually zero to 44% of total SAP worldwide sales. SAP America alone employs more than 3,000 people and has added the names of many of the Fortune 500 to it’s customer list (8 of the top 10 semiconductor companies, 7 of the top 10 pharmaceutical companies etc). SAP today is available in 46 country-specific versions, incorporating 28 languages including Kanji and other double-byte character languages. SAP also comes in 21 industry-specific versions.

SAP R/3 is delivered to a customer with selected standard process turned on, and many many other optional processes and features turned off. At the heart of SAP R/3 are about 10,000 tables which control the way the processes are executed. Configuration is the process of adjusting the settings of these tables to get SAP to run the way you want it to. Think of a radio with 10,000 dials to tune and you’ll get the picture. Functionality included is truly enterprise wide including: Financial Accounting (e.g. general ledger, accounts receivable etc), Management Accounting (e.g. cost centers, profitability analysis etc), Sales, Distribution, Manufacturing, Production Planning, Purchasing, Human Resources, Payroll etc etc etc. For a full description of the modules included in SAP, see the related articles. All of these modules are tightly integrated which – as you will find out – is a huge blessing … but brings with it special challenges.

SAP are maintaining and increasing their dominance over their competitors through a combination of
- embracing the internet with mySAP.com (a confusing name we believe) to head off i2 etc
- extending their solutions with CRM to head off Siebel
- adding functionality to their industry solutions

Who is it made for? Why might I need it?

We have all heard about the large (and very large) companies who have implemented (or are still busy implementing) SAP R/3. But SAP is gaining acceptance by smaller companies too.

There are many reasons a company selects and implements SAP – some are good and some are bad. The good ones include replacing an out-dated and inefficient IT Architecture (including the CIO’s nemesis … the burning platform), enabling business process change, and to gain competitive advantage. The bad ones are too numerous to go into here but would include the “why are we the only semiconductor company without SAP” question. More on the good reasons follows:

1. Replacing an out-dated and inefficient IT Architecture: In the beginning, computer systems were developed by individual departments to satisfy the requirements of that particular department. When someone finally realized that benefits could be had by linking these systems together, interface heaven was born. There are some companies today with literally thousands of interfaces, each of which needs to be maintained (assuming of course that there is someone around who understands how they work!). Sweeping them away and replacing them with an integrated system such as SAP can save much money in support. Of course, if you have a burning platform as well the question becomes even easier.

2. Enabling business process change – From the start, SAP was built on a foundation of process best practices. Although it sounds absurd, it is probably easier (and less expensive) to change your companies processes to adapt to SAP than the other way around. Many companies have reported good success from combining a SAP implementation with a BPR project.

3. Competitive advantage – The CFO types around have heard this old saying from the CIO types for many years now. The question still has to be asked … can you gain competitive advantage from implementing SAP? The answer, of course, depends on the company. It seems to us, however, that:

• being able to accurately provide delivery promise dates for manufactured products (and meet them) doesn’t hurt … and
• being able to consolidate purchase decisions from around the globe and use that leverage when negotiating with vendors has gotta help … and
• being able to place kiosks in stores where individual customers can enter their product specifications and then feed this data directly into it’s production planning process is pretty neat
• etc etc

How much does it cost? What will it take to implement it? Wow!
There is a defining moment in the journey of all companies on the road to SAP nirvana. This moment comes just after the company has concluded that it want’s SAP, it needs SAP, it’s gotta have SAP … then comes the question ‘so what does it take to implement it’?

Before being accused of being too negative, let me remind you that at the heart of every good business decision lies a cost benefit analysis. If this cannot be complete with a positive outcome, the initiative (whatever it is) should probably not be launched. Same goes for a SAP implementation.

Implementing SAP is expensive. No doubt about it. But the potential rewards can dwarf the costs (and have for many existing customers already). One customer reportedly made enough savings on the procurement of a single raw material to pay for the entire enterprise-wide SAP implementation! Of course these are hard to substantiate, but visit SAP’s website and take a look at the customer testimonials.

SAP sells it’s R/3 product on a ‘price per user basis’. The actual price is negotiated between SAP and the customer and therefore depends on numerous factors which include number of users and modules (and other factors which are present in any negotiation). You should check with SAP, but for a ballpark planning number you could do worse than starting with $4000 per user. There is also an annual support cost of about 10% which includes periodic upgrades. Again, check with SAP.

Then there is the implementation cost. Yowser. It is about now that you need to get the business case out again and remind yourself why you need to do this. The major drivers of the total implementation cost are the Timeframe, Resource Requirements and Hardware.

Timeframe - The absolute quickest implementation we have ever heard of is 45 days … but this was for a tiny company with very few users and no changes to the delivered SAP processes. At the other end of the scale you get the multi-nationals who are implementing SAP over 5 to 10 years. These are not necessarily failures … many of them are planned as successive global deployments (which seem to roll around the globe forever). Of course the really expensive ones are those we don’t hear about! For the most part, you should be able to get your (single instance) project completed in a 9 to 18 month period.
People – The smallest of SAP implementations can get done on a part-time basis without outside help. The largest swallow up hundreds of people (sometimes over a thousand) and include whole armies of consultants. This adds up fast. Again, get that business case out. The types of people you will need run the range from heavy duty techies to project managers.
Hardware – The smallest of SAP implementations probably use only three instances (boxes) … one for the production system, one for test, and one for development. The largest implementations have well over 100 instances, especially if they involve multiple parallel projects (otherwise known as a program).
Adding all this up, your SAP project can run anywhere from $400,000 to hundreds of millions of $’s. As you can see, SAP can be all things to all companies … so it’s best to talk to them (or your consulting firm) about your specific requirements.

Is there any help out there? What should I do next? Help From SAP AG
There is a ton of help available out there - depending on your companies budget and culture – to help you along your journey beginning with your strategy and ending up when you reach that hallowed (and sometimes distant) ground of post-implementation. This article concentrates on the help available from SAP AG. Article 5 discusses other sources of help.

SAP AG employs around 22,000 people. Although they re-organize as often as most other companies, you can think of them as being organized into the following four areas: Pre-Sales, Consulting, Training and Developers.

• Pre-Sales. These are people with heavy-duty functional knowledge of one or more SAP modules and one or more industries. They give really excellent system demonstrations on particular areas of the system which – while thick with pre-sales features – are an extremely valuable source of information about SAP. I’m sure they have many other responsibilities as well, but if you can, get a demo from them. For an even more useful demo, ask if you can provide them with business process scenarios that are pertinent to your business or industry prior to the demo.

• Consulting. While also knowledgeable in SAP (of course), these are mostly consulting types like those that can be found in the major consulting firms. Often a team will consist of consultants from SAP and a partner consulting firm and you will not know the difference. Expect them to have business process and/or industry knowledge in addition to detailed SAP knowledge. They are not readily available to non-customers as they are usually assigned to one or more customers. A good list of consulting partners is available in the links section of this website.

• Training. In 1999 SAP opened up their training programs to non-customers and non-partners. This opens up a whole world of top-rate training programs at SAP’s facilities around the globe. These can be expensive, however, and up to three weeks are usually required to gain a sufficiently deep understanding of a particular module or subject. If you have lots of time and money, you could register for one of SAP’s ‘academies’ which are five-week crash courses (emphasis on crash … as in burn) in one of the following areas: FI/CO, MM/SD, and HR/ABAP. These end with an examination and ‘certification’ in your chosen area. More information on SAP training courses can be found on SAP’s website.

• Developers. These heavy-duty techies are off limits to non-customers. Customers can sometimes get a message to them via the OSS system – which is an automated trouble ticket type system. If you ever actually see one, or have one on the phone, ask all the questions you can think of, as you may never have the chance again!

Is there any help out there? What should I do next? Help From Other Sources
Here we will cover the help that is available from other sources, including: Consulting Companies, SAPPHIRE and other SAP Events, ASUG, and this website.

1. Consulting Companies
One of SAP’s key strategies has been to develop partnerships with the Consulting Companies. This has contributed enormously to the widespread adoption of SAP due to the fact that there are literally thousands of consultants (SAP estimate 55,000) ready to help with all aspects of your SAP implementation … from strategy to completion. There are two types of consulting partners:

1. Global consulting partners (13 of these at last count) are the largest of the consulting firms who are able to provide global assistance to global companies, and

2. National consulting partners who are accredited by country

Your need of a consulting partner depends on your project scope and complexity, your project budget, company culture, and prior SAP implementation experience in your company. Suffice to say that without heavy prior SAP experience in your company, all but the simplest SAP implementations would benefit from the involvement of experienced individuals who have done it before. Rates depend on your negotiations with the consulting company, of course, but you could do worse than use an estimate of $200 per person per hour. Consulting styles differ from firm to firm, so make sure your company culture is compatible with the typical approach of your chosen consulting partner. In addition, spend some time on their websites to get an idea of their approach, experience and capabilities.

2. SAPPHIRE and other SAP events
SAPPHIRE is the name given to SAP’s annual user conference. Multiple SAPPHIRE’s can be found around the globe each year, and are usually sold out in advance. North American SAPPHIRE’s are typically held in hot cities (off season) and attract upwards of 14,000 prospects, customers and partners. Read up on SAPPHIRE’99 here. SAPPHIRE is a great place to go explore, but is quite expensive at around $2,200 for three days (food, lodging, travel etc is at your own expense). Even so, it is well worth the time and expense.

Note: SAP holds other events throughout the year (TechEd, for example, is aimed at the more technical users) see their website for additional details.

3. ASUG (America’s SAP User Group)
As the name suggests, ASUG is a forum for users of SAP. Non-users (prospects and consultants) and not usually found lurking here. ASUG actually comprises of multiple sub-ASUG’s – each focusing on a particular area of SAP, for example there is an ASUG for High Tech companies, and an ASUG for companies using ALE etc. Leadership of these sub-ASUG’s (for lack of a better description) usually rotates between members of the user community. ASUG provides opportunities for networking, learning and influencing SAP (for example joining forces with other users to convince SAP to include a particular modification in their standard software). In addition to meetings within the sub-ASUG’s, there is an annual conference (which attracted nearly 6,000 users and vendors in 1999). More details on ASUG can be found at www.asug.com.

SAP AG Corporate Overview (Updated August 2004)
3rd - SAP is the 3rd largest software company in the world

30,000 - Total number of people employed by SAP
5,400 - Number of programmers employed by SAP

$7.024 billion - FY03 Revenue
$1.077 million - FY03 Net Income

12,000 - Number of companies using SAP
79,800 - Number of SAP installations
12,000,000 - Number of people using SAP
120,000,000 - Total number of people in the 12,000 companies who are using SAP

28 - Number of languages supported by SAP
46 - Number of country-specific versions of SAP
22 - Number of industry-specific versions of SAP

1,000 - Number of pre-defined best practices contained in the SAP system
10,000 - Number of tables requiring configuration in a full SAP implementation

55,000 - Number of SAP experienced consultants worldwide

28 - Number of years ago SAP was started

5 - Number of people who started SAP

SAP Modules and Solutions Overview
SAP now are moving away from describing their system as a set of modules, and now are using the term ‘solutions’, which is much better. If you visit SAP’s website (as we urge you to do) you will find that they have structured their Solutions tab as follows:

1. Financials
2. Human Resources
3. Customer Relationship Management
4. Supplier Relationship Management
5. Product Lifecycle Management
6. Supply Chain Management
7. Business Intelligence

If you’re still looking for that list of modules, here they are:

FI Financial Accounting – essentially your regulatory ‘books of record’, including
1. General ledger
2. Book close
3. Tax
4. Accounts receivable
5. Accounts payable
6. Consolidation
7. Special ledgers

CO Controlling – basically your internal cost/management accounting, including
1. Cost elements
2. Cost centres
3. Profit centres
4. Internal orders
5. Activity based costing
6. Product costing

AM Asset Management – track, value and depreciate your assets, including
1. Purchase
2. Sale
3. Depreciation
4. Tracking

PS Project Systems – manage your projects, large and small, including

1. Make to order
2. Plant shut downs (as a project)
3. Third party billing (on the back of a project)

HR Human Resources – ah yes, people, including
1. Employment history
2. Payroll
3. Training
4. Career management
5. Succession planning

PM Plant Maintenance – maintain your equipment (e.g. a machine, an oil rig, an aircraft etc), including
1. Labour
2. Material
3. Down time and outages

MM Materials Management – underpins the supply chain, including
1. Requisitions
2. Purchase orders
3. Goods receipts
4. Accounts payable
5. Inventory management
6. BOM’s
7. Master raw materials, finished goods etc

QM Quality Management – improve the quality of your goods, including
1. Planning
2. Execution
3. Inspections
4. Certificates

PP Production Planning – manages your production process, including
1. Capacity planning
2. Master production scheduling
3. Material requirements planning
4. Shop floor

SD Sales and Distribution – from order to delivery, including
1. RFQ
2. Sales orders
3. Pricing
4. Picking (and other warehouse processes)
5. Packing
6. Shipping

CA Cross Application – these lie on top of the individual modules, and include
1. WF – workflow
2. BW – business information warehouse
3. Office – for email
4. Workplace
5. Industry solutions
6. New Dimension products such as CRM, PLM, SRM, APO etc

Contributed by Rajagopalan M
———————
ABAPer, mail: abap.community@gmail.com http://abaplearner.blogspot.com

SAP System Fields Alphabetical
SAP System Fields Categorised

~ end of post ~

———————
ABAPer, mail: abap.community@gmail.com http://abaplearner.blogspot.com

Shortcut Keys
SAP Business One shortcuts

~ end of post ~

———————
ABAPer, mail: abap.community@gmail.com http://abaplearner.blogspot.com