Business Process Requirement Gathering Process Questionnaire :- Production Planning and Procurement Planning
Dear Experts –
This blog will be more useful for New consultants and Consultants in other module let’s say MM, SD,PM, QM to know what is happening inside PP module and how difficult and how interesting scenarios available in PP module;. One more thing without proper business Process requirement Gathering we cannot make success in client projects and We cannot reach their expectations. it is more important to get their thinking and requirement and we need to analyze – whether it is possible to map in SAP or not or really requires Z-customization or do we need really interfaces and many other factors are decided based on exact business process/requirement Gathering. we have several models to collect the client business Process and here in one traditional methodology is Questionnaire pattern.
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Please refer below links
very beautiful document by SAP-
[PDF] Project - Free Download PDF
SAP Requirements | ERP the Right Way!
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Tools for effective SAP requirement Gathering 7 Tools to Gather Better Software Requirements - LiquidPlanner
http://www3.cis.gsu.edu/dtruex/courses/CIS8670/Lectures-pdf/ERPRequrementsMngt.pdf (Georgia state university)
I hope the Questionnaire Document will be more useful for New consultants to understand the Client business Process and area we need to find the Gap and solution to fix the Gap.
Table of Contents
1.1. Market-Oriented Planning………………………………………………………………………………
1.1.1. Sales and Operations Planning……………………………………………………………………
1.1.1.1. Flexible Planning……………………………………………………………………………………
1.1.1.2. Standard SOP……………………………………………………………………………………….
1.1.1.3. Transfer of Results to Demand Management………………………………………………..
1.1.2. Forecast…………………………………………………………………………………………………
1.1.2.1. Materials Forecast………………………………………………………………………………….
1.1.3. Demand Management………………………………………………………………………………..
1.1.3.1. Demand Management……………………………………………………………………………..
1.1.4. Long-Term Planning…………………………………………………………………………………..
1.1.4.1. MRP Planning File Entry (Long-Term Planning)……………………………………………
1.1.4.2. Planning Scenario Processing…………………………………………………………………..
1.1.4.3. Long-Term Planning: Evaluation………………………………………………………………..
1.1.4.4. Transfer of External Procurement Data to Purchasing Information System………….
1.1.4.5. Transfer of Stock/Requirement Data to Inventory Controlling…………………………..
1.1.4.6. Transfer Activity Type Requirement to Cost Accounting………………………………….
1.1.5. Master Production Scheduling…………………………………………………………………….
1.1.5.1. MRP Planning File Entry………………………………………………………………………….
1.1.5.2. Master Production Scheduling – Total Planning……………………………………………..
1.1.5.3. Master Production Scheduling – Single-Item…………………………………………………
1.1.5.4. Master Production Scheduling – Interactive…………………………………………………..
1.1.5.5. Master Production Scheduling – Evaluation………………………………………………….
1.1.6. Material Requirements Planning……………………………………………………………………
1.1.6.1. MRP Planning File Entry………………………………………………………………………….
1.1.6.2. Overall Material Requirements Planning……………………………………………………….
1.1.6.3. Material Requirements Planning – Individual………………………………………………….
1.1.6.4. Material Requirements Planning – Interactive…………………………………………………
1.1.6.5. Material Requirements Planning – Evaluation………………………………………………..
1.1.6.6. Planned Orders, Processing……………………………………………………………………..
1.1.6.7. Conversion of Planned Order……………………………………………………………………
1.1.7. Evaluations: Logistics Information System…………………………………………………….
1.1.7.1. Evaluations: Logistics Information System…………………………………………………..
1.2. Sales Order Oriented Planning……………………………………………………………………….
1.2.1. Master Production Scheduling…………………………………………………………………….
1.2.1.1. MRP Planning File Entry………………………………………………………………………….
1.2.1.2. Order BOM Processing……………………………………………………………………………
1.2.1.3. Master Production Scheduling – Total Planning……………………………………………..
1.2.1.4. Master Production Scheduling – Single-Item…………………………………………………
1.2.1.5. Master Production Scheduling – Sales Order-Specific…………………………………….
1.2.1.6. Master Production Scheduling – Interactive…………………………………………………..
1.2.1.7. Master Production Scheduling – Evaluation………………………………………………….
1.2.2. Material Requirements Planning……………………………………………………………………
1.2.2.1. MRP Planning File Entry………………………………………………………………………….
1.2.2.2. Overall Material Requirements Planning……………………………………………………….
1.2.2.3. Material Requirements Planning – Individual………………………………………………….
1.2.2.4. Material Requirements Planning – Sales Order-Specific…………………………………..
1.2.2.5. Material Requirements Planning – Interactive…………………………………………………
1.2.2.6. Material requirements planning – evaluation………………………………………………….
1.2.2.7. Planned Orders, Processing……………………………………………………………………..
1.2.2.8. Conversion of Planned Order…………………………………………………………………..
1.2.3. Evaluations: Logistics Information System…………………………………………………….
1.2.3.1. Evaluations: Logistics Information System…………………………………………………..
1.3. Consumption-Driven Planning………………………………………………………………………..
1.3.1. Forecast…………………………………………………………………………………………………
1.3.1.1. Material Forecast……………………………………………………………………………………
1.3.2. Material Requirements Planning……………………………………………………………………
1.3.2.1. MRP Planning File Entry…………………………………………………………………………
1.3.2.2. Overall Material Requirements Planning……………………………………………………….
1.3.2.3. Material Requirements Planning – Individual………………………………………………….
1.3.2.4. Material Requirements Planning – Evaluation……………………………………………….
1.3.2.5. Planned Orders, Processing……………………………………………………………………..
1.3.2.6. Conversion of Planned Order……………………………………………………………………
1.3.3. Evaluations: Logistics Information System…………………………………………………….
1.3.3.1. Evaluations: Logistics Information System…………………………………………………..
1.4. Distribution Requirements Planning…………………………………………………………………
1.4.1. Planning………………………………………………………………………………………………..
1.4.1.1. Flexible Planning……………………………………………………………………………………
1.4.1.2. Transfer of Results to Demand Management………………………………………………..
1.4.1.3. Demand Management……………………………………………………………………………..
1.4.2. DRP – Distribution Resource Planning Run…………………………………………………….
1.4.2.1. DRP Run for Materials…………………………………………………………………………….
1.4.2.2. DRP Run for Plant………………………………………………………………………………….
A. Business Processes
1. Production Planning and Procurement Planning
1.1. Market-Oriented Planning
1.1.1. Sales and Operations Planning
1.1.1.1. Flexible Planning
Questions:
Q: 1) Do you want to create your planning hierarchy manually or automatically?
A: [ ]Yes
[ ]No
Q: 2) How do you get the planning figures?
A:
Q: 4) How do you deal with overloads (for example, produce in other plants, reduce quantity, enhance available capacity)?
A:
Q: 5) Define the level on which you want to carry out resource planning.
A:
Q: 6) Do you use a regular backup of your data to assure and check the quality of your planning results?
A:
Q: 7) With which criteria do you want to take products out of the market?
A:
Q: 8) In which characteristic combinations do you have to plan?
A:
Q: 9) How will you check you planning results (early warning system, using planned line as key figure)?
A:
Q: 10) Determine the whole planning b integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to another.
Explanation: Determine the whole scheduling integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to some other versioned infostructure.
A:
Q: 11) Specify the tools for copying data and integrate this into the whole scheduling,
A:
Q: 12) When planning in different information structures/ versions, how do you want to make sure that planning results are shared with other planners for overall planning consistency?
A:
Q: 13) What kind of (key) figures do you hand over from one to the next planning procedure?
A:
Q: 14) If the information structure is not used for reporting, the names of the standard key figures can be changed individually within the planning type. What are the new names?
A:
Q: 15) How do you want to maintain your planning hierarchy?
A:
Q: 16) Do you want to use routings or rough cut planning profiles for capacity planning?
A:
Q: 17) Make sure that the planning hierarchy is consistent in each tree.
A: [ ]Yes
[ ]No
Q: 18) How do you want to calculate the proportions of the master data in the planning hierarchy?
A:
Q: 19) How often do you have to rework the planning hierarchy for the master data, and for calculating the proportions?
A:
Q: 20) If you create the planning hierarchy automatically, which planning objects do you want to exclude from the hierarchy when generating the master data by using a method?
A:
Q: 21) What are your planning objects (for example, product group, material, region)?
A:
Q: 22) What is your source for planning data?
A:
Q: 23) On which levels (aggregated or disaggregated level) do you want to plan ?
A:
Q: 26) Determine the planning time fence (2): how many periods should be visible/planned in past time?
A:
Q: 27) Determine the level and the object where you want to do resource planning, for example, on product hierarchy level evaluation of production line capacity or transport capacity on a product group level.
A:
Q: 29) Are there differences in the planning structure?
A: [ ]Yes
[ ]No
Q: 30) Do you have different incomparable units in your planned materials?
A: [ ]Yes
[ ]No
Q: 32) Do you use rough cut planning for resource planning?
A: [ ]Yes
[ ]No
Q: 33) Which kind of formulas do you require for your planning processes and on which level should the calculation be carried out?
A:
Q: 34) What kind of resources do you want to plan?
A:
Q: 35) What kind of resources do you plan?
A:
Q: 36) Which levels do you use in sales & operation planning?
A:
Q: 37) What information do you want to calculate but not save in the infostructure?
A:
Q: 38) What information on actual data you want to see in the planning phase?
A:
Q: 39) Which actual data do you want to display?
A:
Q: 40) Which key figures do you want to use?
A:
Q: 41) Which key figures should be visible, and which planned by each planner using the corresponding planning type?
A:
Q: 42) Which key figures should be aggregated to a sum and/or average value, and which key figures should not be aggregated at all?
A:
Q: 43) Which planning figures do you want to define for each of the planning procedures? What are your objectives concerning optimization?
A:
Q: 44) Which special functions do you use as macros?
A:
Q: 45) What are your goals when planning capacity in flexible planning?
A:
Q: 46) What is your planning time bucket?
A:
Q: 47) What are the characteristics of your infostructure?
A:
Q: 48) How often do you want to maintain your planning hierarchy?
A:
Q: 49) How often do you want to plan and how often do you need to maintain this plan?
A:
Q: 51) How do you want to maintain your available capacity (for example, by shift plan, manually, by factory calendar)?
A:
Q: 52) How do you want to generate your planning hierarchy?
A:
Q: 53) How do you want to organize the whole planning cycle in the time sequence?
A:
Q: 54) How do you want to launch new products (for example, when working with the forecast tool, do you want to use the history of products that might behave similarly)?
A:
Q: 55) What are your planning procedures?
A:
Q: 56) What are the analyses based on the planning result compared to the analyses based on actual data?
A:
Q: 58) How many items do you have in your planning hierarchy?
A:
Q: 59) Do you want to plan components derived from the plan of finished materials (e.g. attachments, spare parts)?
A: [ ]Yes
[ ]No
Q: 60) At what point of time should the macro be executed?
A:
Q: 61) At which point(s) of time do you want to create capacity loads? Maintain this in the time span periods in the rough cut planning profile.
A:
1.1.1.2. Standard SOP
Questions:
Q: 1) Do you want to carry out medium to long-term planning of sales and production quantities for your finished products?
A:
Q: 2) At what level do you want to carry out sales and operations planning?
A:
Q: 3) At what intervals do you want to carry out sales and operations planning?
A:
Q: 4) Which sources are used in determining sales quantities?
A:
Q: 5) Is capacity availability checked at this planning level?
A:
1.1.1.3. Transfer of Results to Demand Management
Questions:
Q: 1) How often are the results of Sales and Operations Planning transferred to Demand Management, and how is this defined?
A:
Q: 2) Which strategies are used in the transfer of SOP results to Demand Management?
Explanation: – Direct transfer of sales plan material – Transfer sales plan material as a proportion of a product group – Direct transfer master production schedule – Transfer master production schedule as a proportion of a product group
A:
1.1.2. Forecast
1.1.2.1. Materials Forecast
Questions:
Q: 1) Will you establish material forecasts (for example, weekly, monthly, yearly) for your stock materials?
Explanation: Analyze whether it is feasible and necessary. Often is does not have to be daily; weekly is sufficient.
A:
1.1.3. Demand Management
1.1.3.1. Demand Management
Questions:
Q: 1) Which planning strategies do you use to plan production quantities and dates?
A:
Q: 2) At which level do you want to maintain planned independent requirements?
A:
Q: 3) How do you create your planned independent requirements?
A:
Q: 4) Do you want to administer planned independent requirements in different versions?
A:
Q: 5) Do you also want to create customer requirements in demand management transactions (in case, for example, the SD module is not used)?
A:
1.1.4. Long-Term Planning
1.1.4.1. MRP Planning File Entry (Long-Term Planning)
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.1.4.2. Planning Scenario Processing
Questions:
Q: 1) Do you specify scenario description, time frame, and plant for long term lot size production?
A:
Q: 2) Will you carry out scenario comparisons with other scenarios including the active version?
A:
Q: 3) What business process will you use to update the operative version?
A:
1.1.4.3. Long-Term Planning: Evaluation
Questions:
Q: 1) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.1.4.4. Transfer of External Procurement Data to Purchasing Information System
Questions:
Q: 1) Do you want to transmit the planning results for external procurement in the Purchasing Information System, to make further evaluations for the vendor forecast?
A:
1.1.4.5. Transfer of Stock/Requirement Data to Inventory Controlling
Questions:
Q: 1) Do you want to prepare and evaluate the stock/requirements data, determined in long-term planning, using the standard analysis, within Inventory Controlling.
A:
1.1.4.6. Transfer Activity Type Requirement to Cost Accounting
Questions:
Q: 1) Do you want to transfer the values determined for activity requirements in long-term planning, as a planned payment to the Cost Center Accounting?
A:
1.1.5. Master Production Scheduling
1.1.5.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.1.5.2. Master Production Scheduling – Total Planning
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 3) In which time intervals are planning runs carried out?
A:
Q: 4) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 5) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 6) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 7) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 8) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 9) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 10) How is the demand for externally procured materials met?
A:
Q: 11) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 12) Which procedure are you using for lot-size calculation?
A:
Q: 13) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 14) Are MRP lists required?
A:
1.1.5.3. Master Production Scheduling – Single-Item
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should the planning run be single or multi-level?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
Q: 10) Will the planning result be processed further after the planning run?
A:
1.1.5.4. Master Production Scheduling – Interactive
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should Master Production Scheduling (MPS) be carried out interactively?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
1.1.5.5. Master Production Scheduling – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.1.6. Material Requirements Planning
1.1.6.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.1.6.2. Overall Material Requirements Planning
Questions:
Q: 1) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 2) In which time intervals are planning runs carried out?
A:
Q: 3) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 4) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 5) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 7) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 8) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 9) How is the demand for externally procured materials met?
A:
Q: 10) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 11) Which procedure are you using for lot-size calculation?
A:
Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 13) Are MRP lists required?
A:
1.1.6.3. Material Requirements Planning – Individual
Questions:
Q: 1) Should the planning run be single or multi-level?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
Q: 9) Will the planning result be processed further after the planning run?
A:
1.1.6.4. Material Requirements Planning – Interactive
Questions:
Q: 1) Should Material Requirements Planning (MRP) be carried out interactively?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
1.1.6.5. Material Requirements Planning – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.1.6.6. Planned Orders, Processing
Questions:
Q: 1) Are there any specific reasons to change planned orders manually?
A:
1.1.6.7. Conversion of Planned Order
Questions:
Q: 1) Which procurement objects do you want to be created during the conversion?
A:
Q: 2) How do you want the planned orders to be converted?
A:
Q: 3) Which criteria do you want to be taken into account during conversion (for example, MRP controller, release date, material, sales order)?
A:
1.1.7. Evaluations: Logistics Information System
1.1.7.1. Evaluations: Logistics Information System
Questions:
Q: 1) Which analysis system is defined in your company?
A:
Q: 2) Please describe in detail the different analyses/reports that you will use.
Explanation: For each report, specify the receiver of the report, the reporting frequency and content of the report. The content should describe the key figures of the report and state the different levels, at which these key figures are aggregated.
A:
1.2. Sales Order Oriented Planning
1.2.1. Master Production Scheduling
1.2.1.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.2.1.2. Order BOM Processing
Questions:
Q: 1) Do you use the order browser to edit order BOMs at multi-levels?
A:
1.2.1.3. Master Production Scheduling – Total Planning
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 3) In which time intervals are planning runs carried out?
A:
Q: 4) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 5) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 6) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 7) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 8) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 9) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 10) How is the demand for externally procured materials met?
A:
Q: 11) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 12) Which procedure are you using for lot-size calculation?
A:
Q: 13) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 14) Are MRP lists required?
A:
1.2.1.4. Master Production Scheduling – Single-Item
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should the planning run be single or multi-level?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
Q: 10) Will the planning result be processed further after the planning run?
A:
1.2.1.5. Master Production Scheduling – Sales Order-Specific
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) How is the demand for externally procured materials met?
A:
Q: 5) How is the scheduling carried out?
A:
Q: 6) Which procedure is used to calculate lot sizes?
A:
Q: 7) Are MRP lists required?
A:
Q: 8) Will the planning result be processed further after the planning run?
A:
1.2.1.6. Master Production Scheduling – Interactive
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should Master Production Scheduling (MPS) be carried out interactively?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
1.2.1.7. Master Production Scheduling – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.2.2. Material Requirements Planning
1.2.2.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.2.2.2. Overall Material Requirements Planning
Questions:
Q: 1) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 2) In which time intervals are planning runs carried out?
A:
Q: 3) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 4) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 5) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 7) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 8) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 9) How is the demand for externally procured materials met?
A:
Q: 10) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 11) Which procedure are you using for lot-size calculation?
A:
Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 13) Are MRP lists required?
A:
1.2.2.3. Material Requirements Planning – Individual
Questions:
Q: 1) Should the planning run be single or multi-level?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
Q: 9) Will the planning result be processed further after the planning run?
A:
1.2.2.4. Material Requirements Planning – Sales Order-Specific
Questions:
Q: 1) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 2) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 3) How is the demand for externally procured materials met?
A:
Q: 4) How is the scheduling carried out?
A:
Q: 5) Which procedure is used to calculate lot sizes?
A:
Q: 6) Are MRP lists required?
A:
Q: 7) Will the planning result be processed further after the planning run?
A:
1.2.2.5. Material Requirements Planning – Interactive
Questions:
Q: 1) Should Material Requirements Planning (MRP) be carried out interactively?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
1.2.2.6. Material requirements planning – evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.2.2.7. Planned Orders, Processing
Questions:
Q: 1) Are there any specific reasons to change planned orders manually?
A:
1.2.2.8. Conversion of Planned Order
Questions:
Q: 1) Which procurement objects do you want to be created during the conversion?
A:
Q: 2) How do you want the planned orders to be converted?
A:
Q: 3) Which criteria do you want to be taken into account during conversion (for example, MRP controller, release date, material, sales order)?
A:
1.2.3. Evaluations: Logistics Information System
1.2.3.1. Evaluations: Logistics Information System
Questions:
Q: 1) Which analysis system is defined in your company?
A:
Q: 2) Please describe in detail the different analyses/reports that you will use.
Explanation: For each report, specify the receiver of the report, the reporting frequency and content of the report. The content should describe the key figures of the report and state the different levels, at which these key figures are aggregated.
A:
1.3. Consumption-Driven Planning
1.3.1. Forecast
1.3.1.1. Material Forecast
Questions:
Q: 1) Will you establish material forecasts (for example, weekly, monthly, yearly) for your stock materials?
Explanation: Analyze whether it is feasible and necessary. Often is does not have to be daily; weekly is sufficient.
A:
1.3.2. Material Requirements Planning
1.3.2.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.3.2.2. Overall Material Requirements Planning
Questions:
Q: 1) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 2) In which time intervals are planning runs carried out?
A:
Q: 3) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 4) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 5) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 7) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 8) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 9) How is the demand for externally procured materials met?
A:
Q: 10) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 11) Which procedure are you using for lot-size calculation?
A:
Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 13) Are MRP lists required?
A:
1.3.2.3. Material Requirements Planning – Individual
Questions:
Q: 1) Should the planning run be single or multi-level?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
Q: 9) Will the planning result be processed further after the planning run?
A:
1.3.2.4. Material Requirements Planning – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.3.2.5. Planned Orders, Processing
Questions:
Q: 1) Are there any specific reasons to change planned orders manually?
A:
1.3.2.6. Conversion of Planned Order
Questions:
Q: 1) Which procurement objects do you want to be created during the conversion?
A:
Q: 2) How do you want the planned orders to be converted?
A:
Q: 3) Which criteria do you want to be taken into account during conversion (for example, MRP controller, release date, material, sales order)?
A:
1.3.3. Evaluations: Logistics Information System
1.3.3.1. Evaluations: Logistics Information System
Questions:
Q: 1) Which analysis system is defined in your company?
A:
Q: 2) Please describe in detail the different analyses/reports that you will use.
Explanation: For each report, specify the receiver of the report, the reporting frequency and content of the report. The content should describe the key figures of the report and state the different levels, at which these key figures are aggregated.
A:
1.4. Distribution Requirements Planning
1.4.1. Planning
1.4.1.1. Flexible Planning
Questions:
Q: 1) Do you want to create your planning hierarchy manually or automatically?
A: [ ]Yes
[ ]No
Q: 2) How do you get the planning figures?
A:
Q: 4) How do you deal with overloads (for example, produce in other plants, reduce quantity, enhance available capacity)?
A:
Q: 5) Define the level on which you want to carry out resource planning.
A:
Q: 6) Do you use a regular backup of your data to assure and check the quality of your planning results?
A:
Q: 7) With which criteria do you want to take products out of the market?
A:
Q: 8) In which characteristic combinations do you have to plan?
A:
Q: 9) How will you check you planning results (early warning system, using planned line as key figure)?
A:
Q: 10) Determine the whole planning b integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to another.
Explanation: Determine the whole scheduling integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to some other versioned infostructure.
A:
Q: 11) Specify the tools for copying data and integrate this into the whole scheduling,
A:
Q: 12) When planning in different information structures/ versions, how do you want to make sure that planning results are shared with other planners for overall planning consistency?
A:
Q: 13) What kind of (key) figures do you hand over from one to the next planning procedure?
A:
Q: 14) If the information structure is not used for reporting, the names of the standard key figures can be changed individually within the planning type. What are the new names?
A:
Q: 15) How do you want to maintain your planning hierarchy?
A:
Q: 16) Do you want to use routings or rough cut planning profiles for capacity planning?
A:
Q: 17) Make sure that the planning hierarchy is consistent in each tree.
A: [ ]Yes
[ ]No
Q: 18) How do you want to calculate the proportions of the master data in the planning hierarchy?
A:
Q: 19) How often do you have to rework the planning hierarchy for the master data, and for calculating the proportions?
A:
Q: 20) If you create the planning hierarchy automatically, which planning objects do you want to exclude from the hierarchy when generating the master data by using a method?
A:
Q: 21) What are your planning objects (for example, product group, material, region)?
A:
Q: 22) What is your source for planning data?
A:
Q: 23) On which levels (aggregated or disaggregated level) do you want to plan ?
A:
Q: 26) Determine the planning time fence (2): how many periods should be visible/planned in past time?
A:
Q: 27) Determine the level and the object where you want to do resource planning, for example, on product hierarchy level evaluation of production line capacity or transport capacity on a product group level.
A:
Q: 29) Are there differences in the planning structure?
A: [ ]Yes
[ ]No
Q: 30) Do you have different incomparable units in your planned materials?
A: [ ]Yes
[ ]No
Q: 32) Do you use rough cut planning for resource planning?
A: [ ]Yes
[ ]No
Q: 33) Which kind of formulas do you require for your planning processes and on which level should the calculation be carried out?
A:
Q: 34) What kind of resources do you want to plan?
A:
Q: 35) What kind of resources do you plan?
A:
Q: 36) Which levels do you use in sales & operation planning?
A:
Q: 37) What information do you want to calculate but not save in the infostructure?
A:
Q: 38) What information on actual data you want to see in the planning phase?
A:
Q: 39) Which actual data do you want to display?
A:
Q: 40) Which key figures do you want to use?
A:
Q: 41) Which key figures should be visible, and which planned by each planner using the corresponding planning type?
A:
Q: 42) Which key figures should be aggregated to a sum and/or average value, and which key figures should not be aggregated at all?
A:
Q: 43) Which planning figures do you want to define for each of the planning procedures? What are your objectives concerning optimization?
A:
Q: 44) Which special functions do you use as macros?
A:
Q: 45) What are your goals when planning capacity in flexible planning?
A:
Q: 46) What is your planning time bucket?
A:
Q: 47) What are the characteristics of your infostructure?
A:
Q: 48) How often do you want to maintain your planning hierarchy?
A:
Q: 49) How often do you want to plan and how often do you need to maintain this plan?
A:
Q: 51) How do you want to maintain your available capacity (for example, by shift plan, manually, by factory calendar)?
A:
Q: 52) How do you want to generate your planning hierarchy?
A:
Q: 53) How do you want to organize the whole planning cycle in the time sequence?
A:
Q: 54) How do you want to launch new products (for example, when working with the forecast tool, do you want to use the history of products that might behave similarly)?
A:
Q: 55) What are your planning procedures?
A:
Q: 56) What are the analyses based on the planning result compared to the analyses based on actual data?
A:
Q: 58) How many items do you have in your planning hierarchy?
A:
Q: 59) Do you want to plan components derived from the plan of finished materials (e.g. attachments, spare parts)?
A: [ ]Yes
[ ]No
Q: 60) At what point of time should the macro be executed?
A:
Q: 61) At which point(s) of time do you want to create capacity loads? Maintain this in the time span periods in the rough cut planning profile.
A:
1.4.1.2. Transfer of Results to Demand Management
Questions:
Q: 1) How often are the results of Sales and Operations Planning transferred to Demand Management, and how is this defined?
A:
Q: 2) Which strategies are used in the transfer of SOP results to Demand Management?
Explanation: – Direct transfer of sales plan material – Transfer sales plan material as a proportion of a product group – Direct transfer master production schedule – Transfer master production schedule as a proportion of a product group
A:
1.4.1.3. Demand Management
Questions:
Q: 1) Which planning strategies do you use to plan production quantities and dates?
A:
Q: 2) At which level do you want to maintain planned independent requirements?
A:
Q: 3) How do you create your planned independent requirements?
A:
Q: 4) Do you want to administer planned independent requirements in different versions?
A:
Q: 5) Do you also want to create customer requirements in demand management transactions (in case, for example, the SD module is not used)?
A:
1.4.2. DRP – Distribution Resource Planning Run
1.4.2.1. DRP Run for Materials
Questions:
Q: 1) What settings do you use in it?
A:
Q: 2) Do you want to display results directly from the planning run?
Explanation: Settings for MRP list active and display
A:
Q: 3) Which items will you plan using single-item planning?
A:
Q: 4) Do you use single/multi level planning?
A:
Q: 5) Do you carry out MRP for individual materials?
A:
1.4.2.2. DRP Run for Plant
Questions:
Q: 1) What settings do you use?
A:
Q: 2) What sources of demand will you use by plant?
A:
Q: 3) If you carry out planning by visual inspection, how is it supported and how do you want the data to be transferred to SAP Retail?
A:
Q: 4) What determines the delivery circle? (vendor sub-range/site/other)
A:
Q: 5) Does the goods delivery take place on specific days?
Explanation: Create delivery cycle and assign it to material/article master.
A: [ ]Yes
[ ]No
Q: 6) Do you want planned inward and outward movements (purchase orders, deliveries, etc.) to be taken into consideration?
Explanation: Customizing the MRP type: external requirements Customizing the MRP type: external requirements
A: [ ]Yes
[ ]No
Q: 7) Do you maintain articles, which need to be reordered automatically, at the merchandise category level ?
A: [ ]Yes
[ ]No
I hope Questions framed here will be more useful and helps to understand the Client Business Process.
Thanking you.
Please refer my previous blog for SAP WM MM IM..
https://people.sap.com/shivakkumar.geethavenkatesan79
Okumaya devam et...
Dear Experts –
This blog will be more useful for New consultants and Consultants in other module let’s say MM, SD,PM, QM to know what is happening inside PP module and how difficult and how interesting scenarios available in PP module;. One more thing without proper business Process requirement Gathering we cannot make success in client projects and We cannot reach their expectations. it is more important to get their thinking and requirement and we need to analyze – whether it is possible to map in SAP or not or really requires Z-customization or do we need really interfaces and many other factors are decided based on exact business process/requirement Gathering. we have several models to collect the client business Process and here in one traditional methodology is Questionnaire pattern.
************************************************************************************************************************************************************************************************************************************
We need to give our sincere Thanks to SAP- because SAP had given their recommendation and suggestions for a consultant -“how to collect the business Process requirement from users..
Please refer below links
very beautiful document by SAP-
[PDF] Project - Free Download PDF
SAP Requirements | ERP the Right Way!
************************************************************************************************************************************************************************************************************************************
Tools for effective SAP requirement Gathering 7 Tools to Gather Better Software Requirements - LiquidPlanner
http://www3.cis.gsu.edu/dtruex/courses/CIS8670/Lectures-pdf/ERPRequrementsMngt.pdf (Georgia state university)
I hope the Questionnaire Document will be more useful for New consultants to understand the Client business Process and area we need to find the Gap and solution to fix the Gap.
Table of Contents
- Business Processes…………………………………………………………………………………………….
- Production Planning and Procurement Planning……………………………………………………
1.1. Market-Oriented Planning………………………………………………………………………………
1.1.1. Sales and Operations Planning……………………………………………………………………
1.1.1.1. Flexible Planning……………………………………………………………………………………
1.1.1.2. Standard SOP……………………………………………………………………………………….
1.1.1.3. Transfer of Results to Demand Management………………………………………………..
1.1.2. Forecast…………………………………………………………………………………………………
1.1.2.1. Materials Forecast………………………………………………………………………………….
1.1.3. Demand Management………………………………………………………………………………..
1.1.3.1. Demand Management……………………………………………………………………………..
1.1.4. Long-Term Planning…………………………………………………………………………………..
1.1.4.1. MRP Planning File Entry (Long-Term Planning)……………………………………………
1.1.4.2. Planning Scenario Processing…………………………………………………………………..
1.1.4.3. Long-Term Planning: Evaluation………………………………………………………………..
1.1.4.4. Transfer of External Procurement Data to Purchasing Information System………….
1.1.4.5. Transfer of Stock/Requirement Data to Inventory Controlling…………………………..
1.1.4.6. Transfer Activity Type Requirement to Cost Accounting………………………………….
1.1.5. Master Production Scheduling…………………………………………………………………….
1.1.5.1. MRP Planning File Entry………………………………………………………………………….
1.1.5.2. Master Production Scheduling – Total Planning……………………………………………..
1.1.5.3. Master Production Scheduling – Single-Item…………………………………………………
1.1.5.4. Master Production Scheduling – Interactive…………………………………………………..
1.1.5.5. Master Production Scheduling – Evaluation………………………………………………….
1.1.6. Material Requirements Planning……………………………………………………………………
1.1.6.1. MRP Planning File Entry………………………………………………………………………….
1.1.6.2. Overall Material Requirements Planning……………………………………………………….
1.1.6.3. Material Requirements Planning – Individual………………………………………………….
1.1.6.4. Material Requirements Planning – Interactive…………………………………………………
1.1.6.5. Material Requirements Planning – Evaluation………………………………………………..
1.1.6.6. Planned Orders, Processing……………………………………………………………………..
1.1.6.7. Conversion of Planned Order……………………………………………………………………
1.1.7. Evaluations: Logistics Information System…………………………………………………….
1.1.7.1. Evaluations: Logistics Information System…………………………………………………..
1.2. Sales Order Oriented Planning……………………………………………………………………….
1.2.1. Master Production Scheduling…………………………………………………………………….
1.2.1.1. MRP Planning File Entry………………………………………………………………………….
1.2.1.2. Order BOM Processing……………………………………………………………………………
1.2.1.3. Master Production Scheduling – Total Planning……………………………………………..
1.2.1.4. Master Production Scheduling – Single-Item…………………………………………………
1.2.1.5. Master Production Scheduling – Sales Order-Specific…………………………………….
1.2.1.6. Master Production Scheduling – Interactive…………………………………………………..
1.2.1.7. Master Production Scheduling – Evaluation………………………………………………….
1.2.2. Material Requirements Planning……………………………………………………………………
1.2.2.1. MRP Planning File Entry………………………………………………………………………….
1.2.2.2. Overall Material Requirements Planning……………………………………………………….
1.2.2.3. Material Requirements Planning – Individual………………………………………………….
1.2.2.4. Material Requirements Planning – Sales Order-Specific…………………………………..
1.2.2.5. Material Requirements Planning – Interactive…………………………………………………
1.2.2.6. Material requirements planning – evaluation………………………………………………….
1.2.2.7. Planned Orders, Processing……………………………………………………………………..
1.2.2.8. Conversion of Planned Order…………………………………………………………………..
1.2.3. Evaluations: Logistics Information System…………………………………………………….
1.2.3.1. Evaluations: Logistics Information System…………………………………………………..
1.3. Consumption-Driven Planning………………………………………………………………………..
1.3.1. Forecast…………………………………………………………………………………………………
1.3.1.1. Material Forecast……………………………………………………………………………………
1.3.2. Material Requirements Planning……………………………………………………………………
1.3.2.1. MRP Planning File Entry…………………………………………………………………………
1.3.2.2. Overall Material Requirements Planning……………………………………………………….
1.3.2.3. Material Requirements Planning – Individual………………………………………………….
1.3.2.4. Material Requirements Planning – Evaluation……………………………………………….
1.3.2.5. Planned Orders, Processing……………………………………………………………………..
1.3.2.6. Conversion of Planned Order……………………………………………………………………
1.3.3. Evaluations: Logistics Information System…………………………………………………….
1.3.3.1. Evaluations: Logistics Information System…………………………………………………..
1.4. Distribution Requirements Planning…………………………………………………………………
1.4.1. Planning………………………………………………………………………………………………..
1.4.1.1. Flexible Planning……………………………………………………………………………………
1.4.1.2. Transfer of Results to Demand Management………………………………………………..
1.4.1.3. Demand Management……………………………………………………………………………..
1.4.2. DRP – Distribution Resource Planning Run…………………………………………………….
1.4.2.1. DRP Run for Materials…………………………………………………………………………….
1.4.2.2. DRP Run for Plant………………………………………………………………………………….
A. Business Processes
1. Production Planning and Procurement Planning
1.1. Market-Oriented Planning
1.1.1. Sales and Operations Planning
1.1.1.1. Flexible Planning
Questions:
Q: 1) Do you want to create your planning hierarchy manually or automatically?
A: [ ]Yes
[ ]No
Q: 2) How do you get the planning figures?
A:
Q: 4) How do you deal with overloads (for example, produce in other plants, reduce quantity, enhance available capacity)?
A:
Q: 5) Define the level on which you want to carry out resource planning.
A:
Q: 6) Do you use a regular backup of your data to assure and check the quality of your planning results?
A:
Q: 7) With which criteria do you want to take products out of the market?
A:
Q: 8) In which characteristic combinations do you have to plan?
A:
Q: 9) How will you check you planning results (early warning system, using planned line as key figure)?
A:
Q: 10) Determine the whole planning b integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to another.
Explanation: Determine the whole scheduling integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to some other versioned infostructure.
A:
Q: 11) Specify the tools for copying data and integrate this into the whole scheduling,
A:
Q: 12) When planning in different information structures/ versions, how do you want to make sure that planning results are shared with other planners for overall planning consistency?
A:
Q: 13) What kind of (key) figures do you hand over from one to the next planning procedure?
A:
Q: 14) If the information structure is not used for reporting, the names of the standard key figures can be changed individually within the planning type. What are the new names?
A:
Q: 15) How do you want to maintain your planning hierarchy?
A:
Q: 16) Do you want to use routings or rough cut planning profiles for capacity planning?
A:
Q: 17) Make sure that the planning hierarchy is consistent in each tree.
A: [ ]Yes
[ ]No
Q: 18) How do you want to calculate the proportions of the master data in the planning hierarchy?
A:
Q: 19) How often do you have to rework the planning hierarchy for the master data, and for calculating the proportions?
A:
Q: 20) If you create the planning hierarchy automatically, which planning objects do you want to exclude from the hierarchy when generating the master data by using a method?
A:
Q: 21) What are your planning objects (for example, product group, material, region)?
A:
Q: 22) What is your source for planning data?
A:
Q: 23) On which levels (aggregated or disaggregated level) do you want to plan ?
A:
Q: 26) Determine the planning time fence (2): how many periods should be visible/planned in past time?
A:
Q: 27) Determine the level and the object where you want to do resource planning, for example, on product hierarchy level evaluation of production line capacity or transport capacity on a product group level.
A:
Q: 29) Are there differences in the planning structure?
A: [ ]Yes
[ ]No
Q: 30) Do you have different incomparable units in your planned materials?
A: [ ]Yes
[ ]No
Q: 32) Do you use rough cut planning for resource planning?
A: [ ]Yes
[ ]No
Q: 33) Which kind of formulas do you require for your planning processes and on which level should the calculation be carried out?
A:
Q: 34) What kind of resources do you want to plan?
A:
Q: 35) What kind of resources do you plan?
A:
Q: 36) Which levels do you use in sales & operation planning?
A:
Q: 37) What information do you want to calculate but not save in the infostructure?
A:
Q: 38) What information on actual data you want to see in the planning phase?
A:
Q: 39) Which actual data do you want to display?
A:
Q: 40) Which key figures do you want to use?
A:
Q: 41) Which key figures should be visible, and which planned by each planner using the corresponding planning type?
A:
Q: 42) Which key figures should be aggregated to a sum and/or average value, and which key figures should not be aggregated at all?
A:
Q: 43) Which planning figures do you want to define for each of the planning procedures? What are your objectives concerning optimization?
A:
Q: 44) Which special functions do you use as macros?
A:
Q: 45) What are your goals when planning capacity in flexible planning?
A:
Q: 46) What is your planning time bucket?
A:
Q: 47) What are the characteristics of your infostructure?
A:
Q: 48) How often do you want to maintain your planning hierarchy?
A:
Q: 49) How often do you want to plan and how often do you need to maintain this plan?
A:
Q: 51) How do you want to maintain your available capacity (for example, by shift plan, manually, by factory calendar)?
A:
Q: 52) How do you want to generate your planning hierarchy?
A:
Q: 53) How do you want to organize the whole planning cycle in the time sequence?
A:
Q: 54) How do you want to launch new products (for example, when working with the forecast tool, do you want to use the history of products that might behave similarly)?
A:
Q: 55) What are your planning procedures?
A:
Q: 56) What are the analyses based on the planning result compared to the analyses based on actual data?
A:
Q: 58) How many items do you have in your planning hierarchy?
A:
Q: 59) Do you want to plan components derived from the plan of finished materials (e.g. attachments, spare parts)?
A: [ ]Yes
[ ]No
Q: 60) At what point of time should the macro be executed?
A:
Q: 61) At which point(s) of time do you want to create capacity loads? Maintain this in the time span periods in the rough cut planning profile.
A:
1.1.1.2. Standard SOP
Questions:
Q: 1) Do you want to carry out medium to long-term planning of sales and production quantities for your finished products?
A:
Q: 2) At what level do you want to carry out sales and operations planning?
A:
Q: 3) At what intervals do you want to carry out sales and operations planning?
A:
Q: 4) Which sources are used in determining sales quantities?
A:
Q: 5) Is capacity availability checked at this planning level?
A:
1.1.1.3. Transfer of Results to Demand Management
Questions:
Q: 1) How often are the results of Sales and Operations Planning transferred to Demand Management, and how is this defined?
A:
Q: 2) Which strategies are used in the transfer of SOP results to Demand Management?
Explanation: – Direct transfer of sales plan material – Transfer sales plan material as a proportion of a product group – Direct transfer master production schedule – Transfer master production schedule as a proportion of a product group
A:
1.1.2. Forecast
1.1.2.1. Materials Forecast
Questions:
Q: 1) Will you establish material forecasts (for example, weekly, monthly, yearly) for your stock materials?
Explanation: Analyze whether it is feasible and necessary. Often is does not have to be daily; weekly is sufficient.
A:
1.1.3. Demand Management
1.1.3.1. Demand Management
Questions:
Q: 1) Which planning strategies do you use to plan production quantities and dates?
A:
Q: 2) At which level do you want to maintain planned independent requirements?
A:
Q: 3) How do you create your planned independent requirements?
A:
Q: 4) Do you want to administer planned independent requirements in different versions?
A:
Q: 5) Do you also want to create customer requirements in demand management transactions (in case, for example, the SD module is not used)?
A:
1.1.4. Long-Term Planning
1.1.4.1. MRP Planning File Entry (Long-Term Planning)
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.1.4.2. Planning Scenario Processing
Questions:
Q: 1) Do you specify scenario description, time frame, and plant for long term lot size production?
A:
Q: 2) Will you carry out scenario comparisons with other scenarios including the active version?
A:
Q: 3) What business process will you use to update the operative version?
A:
1.1.4.3. Long-Term Planning: Evaluation
Questions:
Q: 1) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.1.4.4. Transfer of External Procurement Data to Purchasing Information System
Questions:
Q: 1) Do you want to transmit the planning results for external procurement in the Purchasing Information System, to make further evaluations for the vendor forecast?
A:
1.1.4.5. Transfer of Stock/Requirement Data to Inventory Controlling
Questions:
Q: 1) Do you want to prepare and evaluate the stock/requirements data, determined in long-term planning, using the standard analysis, within Inventory Controlling.
A:
1.1.4.6. Transfer Activity Type Requirement to Cost Accounting
Questions:
Q: 1) Do you want to transfer the values determined for activity requirements in long-term planning, as a planned payment to the Cost Center Accounting?
A:
1.1.5. Master Production Scheduling
1.1.5.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.1.5.2. Master Production Scheduling – Total Planning
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 3) In which time intervals are planning runs carried out?
A:
Q: 4) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 5) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 6) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 7) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 8) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 9) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 10) How is the demand for externally procured materials met?
A:
Q: 11) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 12) Which procedure are you using for lot-size calculation?
A:
Q: 13) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 14) Are MRP lists required?
A:
1.1.5.3. Master Production Scheduling – Single-Item
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should the planning run be single or multi-level?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
Q: 10) Will the planning result be processed further after the planning run?
A:
1.1.5.4. Master Production Scheduling – Interactive
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should Master Production Scheduling (MPS) be carried out interactively?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
1.1.5.5. Master Production Scheduling – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.1.6. Material Requirements Planning
1.1.6.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.1.6.2. Overall Material Requirements Planning
Questions:
Q: 1) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 2) In which time intervals are planning runs carried out?
A:
Q: 3) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 4) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 5) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 7) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 8) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 9) How is the demand for externally procured materials met?
A:
Q: 10) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 11) Which procedure are you using for lot-size calculation?
A:
Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 13) Are MRP lists required?
A:
1.1.6.3. Material Requirements Planning – Individual
Questions:
Q: 1) Should the planning run be single or multi-level?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
Q: 9) Will the planning result be processed further after the planning run?
A:
1.1.6.4. Material Requirements Planning – Interactive
Questions:
Q: 1) Should Material Requirements Planning (MRP) be carried out interactively?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
1.1.6.5. Material Requirements Planning – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.1.6.6. Planned Orders, Processing
Questions:
Q: 1) Are there any specific reasons to change planned orders manually?
A:
1.1.6.7. Conversion of Planned Order
Questions:
Q: 1) Which procurement objects do you want to be created during the conversion?
A:
Q: 2) How do you want the planned orders to be converted?
A:
Q: 3) Which criteria do you want to be taken into account during conversion (for example, MRP controller, release date, material, sales order)?
A:
1.1.7. Evaluations: Logistics Information System
1.1.7.1. Evaluations: Logistics Information System
Questions:
Q: 1) Which analysis system is defined in your company?
A:
Q: 2) Please describe in detail the different analyses/reports that you will use.
Explanation: For each report, specify the receiver of the report, the reporting frequency and content of the report. The content should describe the key figures of the report and state the different levels, at which these key figures are aggregated.
A:
1.2. Sales Order Oriented Planning
1.2.1. Master Production Scheduling
1.2.1.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.2.1.2. Order BOM Processing
Questions:
Q: 1) Do you use the order browser to edit order BOMs at multi-levels?
A:
1.2.1.3. Master Production Scheduling – Total Planning
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 3) In which time intervals are planning runs carried out?
A:
Q: 4) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 5) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 6) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 7) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 8) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 9) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 10) How is the demand for externally procured materials met?
A:
Q: 11) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 12) Which procedure are you using for lot-size calculation?
A:
Q: 13) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 14) Are MRP lists required?
A:
1.2.1.4. Master Production Scheduling – Single-Item
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should the planning run be single or multi-level?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
Q: 10) Will the planning result be processed further after the planning run?
A:
1.2.1.5. Master Production Scheduling – Sales Order-Specific
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) How is the demand for externally procured materials met?
A:
Q: 5) How is the scheduling carried out?
A:
Q: 6) Which procedure is used to calculate lot sizes?
A:
Q: 7) Are MRP lists required?
A:
Q: 8) Will the planning result be processed further after the planning run?
A:
1.2.1.6. Master Production Scheduling – Interactive
Questions:
Q: 1) Should materials that affect the value added, or that use up critical resources, be planned separately and not include planning of the dependent components?
A:
Q: 2) Should Master Production Scheduling (MPS) be carried out interactively?
A:
Q: 3) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 4) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 5) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 6) How is the demand for externally procured materials met?
A:
Q: 7) How is the scheduling carried out?
A:
Q: 8) Which procedure is used to calculate lot sizes?
A:
Q: 9) Are MRP lists required?
A:
1.2.1.7. Master Production Scheduling – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.2.2. Material Requirements Planning
1.2.2.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.2.2.2. Overall Material Requirements Planning
Questions:
Q: 1) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 2) In which time intervals are planning runs carried out?
A:
Q: 3) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 4) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 5) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 7) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 8) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 9) How is the demand for externally procured materials met?
A:
Q: 10) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 11) Which procedure are you using for lot-size calculation?
A:
Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 13) Are MRP lists required?
A:
1.2.2.3. Material Requirements Planning – Individual
Questions:
Q: 1) Should the planning run be single or multi-level?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
Q: 9) Will the planning result be processed further after the planning run?
A:
1.2.2.4. Material Requirements Planning – Sales Order-Specific
Questions:
Q: 1) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 2) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 3) How is the demand for externally procured materials met?
A:
Q: 4) How is the scheduling carried out?
A:
Q: 5) Which procedure is used to calculate lot sizes?
A:
Q: 6) Are MRP lists required?
A:
Q: 7) Will the planning result be processed further after the planning run?
A:
1.2.2.5. Material Requirements Planning – Interactive
Questions:
Q: 1) Should Material Requirements Planning (MRP) be carried out interactively?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
1.2.2.6. Material requirements planning – evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.2.2.7. Planned Orders, Processing
Questions:
Q: 1) Are there any specific reasons to change planned orders manually?
A:
1.2.2.8. Conversion of Planned Order
Questions:
Q: 1) Which procurement objects do you want to be created during the conversion?
A:
Q: 2) How do you want the planned orders to be converted?
A:
Q: 3) Which criteria do you want to be taken into account during conversion (for example, MRP controller, release date, material, sales order)?
A:
1.2.3. Evaluations: Logistics Information System
1.2.3.1. Evaluations: Logistics Information System
Questions:
Q: 1) Which analysis system is defined in your company?
A:
Q: 2) Please describe in detail the different analyses/reports that you will use.
Explanation: For each report, specify the receiver of the report, the reporting frequency and content of the report. The content should describe the key figures of the report and state the different levels, at which these key figures are aggregated.
A:
1.3. Consumption-Driven Planning
1.3.1. Forecast
1.3.1.1. Material Forecast
Questions:
Q: 1) Will you establish material forecasts (for example, weekly, monthly, yearly) for your stock materials?
Explanation: Analyze whether it is feasible and necessary. Often is does not have to be daily; weekly is sufficient.
A:
1.3.2. Material Requirements Planning
1.3.2.1. MRP Planning File Entry
Questions:
Q: 1) Enter all changes to master data, order modifications, PO changes etc. relevant to MRP.
A:
Q: 2) How far in advance do you need to consider changes to planning?
Explanation: Correspondingly, the planning horizon must be customized. In an ordinary case only the net change planning (NETPL) is carried out, but total planning (NETCH) must also be carried out periodically depending on the planning horizon. on the planning horizon.
A:
Q: 3) In what time intervals do you want to divide your planning horizon?
A:
Q: 4) How often will you require MRP performance tuning?
A:
1.3.2.2. Overall Material Requirements Planning
Questions:
Q: 1) Should enterprise areas/organizational units (storage location, for example) within a plant be planned separately (MRP area)?
A:
Q: 2) In which time intervals are planning runs carried out?
A:
Q: 3) Should planning runs be carried out online or as background jobs?
Explanation: Which batch jobs have to be planned
A:
Q: 4) Is a trace on all receipts/withdrawals and stocks for sales orders required, that is, is only the finished product made-to-order or the dependent components as well?
A:
Q: 5) Should planning be excluded from automatic changes in a specified period of time?
A:
Q: 6) Which MRP procedure is used to plan the material requirements (MRP type)?
A:
Q: 7) Should a planning time fence be used with material requirements planning? How should purchase requisitions be treated in this case?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals.
A:
Q: 8) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 9) How is the demand for externally procured materials met?
A:
Q: 10) Should only the basic dates be determined for the newly created planned orders or should an additional lead time scheduling be carried out, which also determines the capacity requirements.
A:
Q: 11) Which procedure are you using for lot-size calculation?
A:
Q: 12) Is it necessary to represent planned orders as collective orders for the purpose of common scheduling?
A:
Q: 13) Are MRP lists required?
A:
1.3.2.3. Material Requirements Planning – Individual
Questions:
Q: 1) Should the planning run be single or multi-level?
A:
Q: 2) Should planning be excluded from automatic changes in a specified period of time (planning time fence)?
A:
Q: 3) How do you want to firm and schedule purchase requisitions within the planning time fence?
Explanation: New order proposals can be moved, for example, to the end of the planning time fence. Within the planning time fence, only manual planning is allowed; this means the planning run does not create any new order proposals
A:
Q: 4) Which scope should the planning run have, that is, which type of planning run is required?
A:
Q: 5) How is the demand for externally procured materials met?
A:
Q: 6) How is the scheduling carried out?
A:
Q: 7) Which procedure is used to calculate lot sizes?
A:
Q: 8) Are MRP lists required?
A:
Q: 9) Will the planning result be processed further after the planning run?
A:
1.3.2.4. Material Requirements Planning – Evaluation
Questions:
Q: 1) Who is responsible for checking the results of requirements planning at your company?
Explanation: The person must be made familiar with the various options for controlling and correcting MRP. controlling and correcting MRP.
A:
Q: 2) What requirements do you have for the evaluations?
Explanation: Note: You can evaluate the stock/requirements list on the level of the material requirements planning (MRP) area: MRP areas are plants or storage locations for example.
A:
1.3.2.5. Planned Orders, Processing
Questions:
Q: 1) Are there any specific reasons to change planned orders manually?
A:
1.3.2.6. Conversion of Planned Order
Questions:
Q: 1) Which procurement objects do you want to be created during the conversion?
A:
Q: 2) How do you want the planned orders to be converted?
A:
Q: 3) Which criteria do you want to be taken into account during conversion (for example, MRP controller, release date, material, sales order)?
A:
1.3.3. Evaluations: Logistics Information System
1.3.3.1. Evaluations: Logistics Information System
Questions:
Q: 1) Which analysis system is defined in your company?
A:
Q: 2) Please describe in detail the different analyses/reports that you will use.
Explanation: For each report, specify the receiver of the report, the reporting frequency and content of the report. The content should describe the key figures of the report and state the different levels, at which these key figures are aggregated.
A:
1.4. Distribution Requirements Planning
1.4.1. Planning
1.4.1.1. Flexible Planning
Questions:
Q: 1) Do you want to create your planning hierarchy manually or automatically?
A: [ ]Yes
[ ]No
Q: 2) How do you get the planning figures?
A:
Q: 4) How do you deal with overloads (for example, produce in other plants, reduce quantity, enhance available capacity)?
A:
Q: 5) Define the level on which you want to carry out resource planning.
A:
Q: 6) Do you use a regular backup of your data to assure and check the quality of your planning results?
A:
Q: 7) With which criteria do you want to take products out of the market?
A:
Q: 8) In which characteristic combinations do you have to plan?
A:
Q: 9) How will you check you planning results (early warning system, using planned line as key figure)?
A:
Q: 10) Determine the whole planning b integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to another.
Explanation: Determine the whole scheduling integrating the strategy of using different planning versions. From that you should be able to derive at what point of time data should be copied from one versioned infostructure (origin) to some other versioned infostructure.
A:
Q: 11) Specify the tools for copying data and integrate this into the whole scheduling,
A:
Q: 12) When planning in different information structures/ versions, how do you want to make sure that planning results are shared with other planners for overall planning consistency?
A:
Q: 13) What kind of (key) figures do you hand over from one to the next planning procedure?
A:
Q: 14) If the information structure is not used for reporting, the names of the standard key figures can be changed individually within the planning type. What are the new names?
A:
Q: 15) How do you want to maintain your planning hierarchy?
A:
Q: 16) Do you want to use routings or rough cut planning profiles for capacity planning?
A:
Q: 17) Make sure that the planning hierarchy is consistent in each tree.
A: [ ]Yes
[ ]No
Q: 18) How do you want to calculate the proportions of the master data in the planning hierarchy?
A:
Q: 19) How often do you have to rework the planning hierarchy for the master data, and for calculating the proportions?
A:
Q: 20) If you create the planning hierarchy automatically, which planning objects do you want to exclude from the hierarchy when generating the master data by using a method?
A:
Q: 21) What are your planning objects (for example, product group, material, region)?
A:
Q: 22) What is your source for planning data?
A:
Q: 23) On which levels (aggregated or disaggregated level) do you want to plan ?
A:
Q: 26) Determine the planning time fence (2): how many periods should be visible/planned in past time?
A:
Q: 27) Determine the level and the object where you want to do resource planning, for example, on product hierarchy level evaluation of production line capacity or transport capacity on a product group level.
A:
Q: 29) Are there differences in the planning structure?
A: [ ]Yes
[ ]No
Q: 30) Do you have different incomparable units in your planned materials?
A: [ ]Yes
[ ]No
Q: 32) Do you use rough cut planning for resource planning?
A: [ ]Yes
[ ]No
Q: 33) Which kind of formulas do you require for your planning processes and on which level should the calculation be carried out?
A:
Q: 34) What kind of resources do you want to plan?
A:
Q: 35) What kind of resources do you plan?
A:
Q: 36) Which levels do you use in sales & operation planning?
A:
Q: 37) What information do you want to calculate but not save in the infostructure?
A:
Q: 38) What information on actual data you want to see in the planning phase?
A:
Q: 39) Which actual data do you want to display?
A:
Q: 40) Which key figures do you want to use?
A:
Q: 41) Which key figures should be visible, and which planned by each planner using the corresponding planning type?
A:
Q: 42) Which key figures should be aggregated to a sum and/or average value, and which key figures should not be aggregated at all?
A:
Q: 43) Which planning figures do you want to define for each of the planning procedures? What are your objectives concerning optimization?
A:
Q: 44) Which special functions do you use as macros?
A:
Q: 45) What are your goals when planning capacity in flexible planning?
A:
Q: 46) What is your planning time bucket?
A:
Q: 47) What are the characteristics of your infostructure?
A:
Q: 48) How often do you want to maintain your planning hierarchy?
A:
Q: 49) How often do you want to plan and how often do you need to maintain this plan?
A:
Q: 51) How do you want to maintain your available capacity (for example, by shift plan, manually, by factory calendar)?
A:
Q: 52) How do you want to generate your planning hierarchy?
A:
Q: 53) How do you want to organize the whole planning cycle in the time sequence?
A:
Q: 54) How do you want to launch new products (for example, when working with the forecast tool, do you want to use the history of products that might behave similarly)?
A:
Q: 55) What are your planning procedures?
A:
Q: 56) What are the analyses based on the planning result compared to the analyses based on actual data?
A:
Q: 58) How many items do you have in your planning hierarchy?
A:
Q: 59) Do you want to plan components derived from the plan of finished materials (e.g. attachments, spare parts)?
A: [ ]Yes
[ ]No
Q: 60) At what point of time should the macro be executed?
A:
Q: 61) At which point(s) of time do you want to create capacity loads? Maintain this in the time span periods in the rough cut planning profile.
A:
1.4.1.2. Transfer of Results to Demand Management
Questions:
Q: 1) How often are the results of Sales and Operations Planning transferred to Demand Management, and how is this defined?
A:
Q: 2) Which strategies are used in the transfer of SOP results to Demand Management?
Explanation: – Direct transfer of sales plan material – Transfer sales plan material as a proportion of a product group – Direct transfer master production schedule – Transfer master production schedule as a proportion of a product group
A:
1.4.1.3. Demand Management
Questions:
Q: 1) Which planning strategies do you use to plan production quantities and dates?
A:
Q: 2) At which level do you want to maintain planned independent requirements?
A:
Q: 3) How do you create your planned independent requirements?
A:
Q: 4) Do you want to administer planned independent requirements in different versions?
A:
Q: 5) Do you also want to create customer requirements in demand management transactions (in case, for example, the SD module is not used)?
A:
1.4.2. DRP – Distribution Resource Planning Run
1.4.2.1. DRP Run for Materials
Questions:
Q: 1) What settings do you use in it?
A:
Q: 2) Do you want to display results directly from the planning run?
Explanation: Settings for MRP list active and display
A:
Q: 3) Which items will you plan using single-item planning?
A:
Q: 4) Do you use single/multi level planning?
A:
Q: 5) Do you carry out MRP for individual materials?
A:
1.4.2.2. DRP Run for Plant
Questions:
Q: 1) What settings do you use?
A:
Q: 2) What sources of demand will you use by plant?
A:
Q: 3) If you carry out planning by visual inspection, how is it supported and how do you want the data to be transferred to SAP Retail?
A:
Q: 4) What determines the delivery circle? (vendor sub-range/site/other)
A:
Q: 5) Does the goods delivery take place on specific days?
Explanation: Create delivery cycle and assign it to material/article master.
A: [ ]Yes
[ ]No
Q: 6) Do you want planned inward and outward movements (purchase orders, deliveries, etc.) to be taken into consideration?
Explanation: Customizing the MRP type: external requirements Customizing the MRP type: external requirements
A: [ ]Yes
[ ]No
Q: 7) Do you maintain articles, which need to be reordered automatically, at the merchandise category level ?
A: [ ]Yes
[ ]No
I hope Questions framed here will be more useful and helps to understand the Client Business Process.
Thanking you.
Please refer my previous blog for SAP WM MM IM..
https://people.sap.com/shivakkumar.geethavenkatesan79
Okumaya devam et...