FSS BW Operations - KCD Template

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LTI Knowledge Capture Document - SAP

Knowledge Capture DocumentSAP BI

Business Intelligence

Document Version / Dtails : Ver 1.1/ 27-Jan-09

Record Of Release

VersionNo.

Modified By Reviewed By Authorized By Release Date Modifications Done

L&T Infotech Confidential Page 1 of 44


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Knowledge Capture Document SAP

Wave Name Debriefing Session Knowledge Recipients

SME Date: Time

Audio Track Duration

Prepared By Table of Contents

1. Overview

2. Business Process

3. Transaction Codes used

4. Test Cases and Reference Test data

5. Tools used

6. Developments / Modifications / User Exits

7. Reports

8. Interfaces9. Knowledge Base documents identified

10. Exceptions

11. Existing pain area and future plans

12. References

13. Glossary of terms

Version

(x.y)*

Change Date

(dd/month/yy)

Changed For Prepared by Reviewed

by

* x and y is serial number. xfor major change, yfor minor change



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1.0 DEFINE AND POSITION APS & ERP SYSTEM

WHAT IS APS SYSTEM?

APS (Advanced Planning System) is a general term used for Planning

Software that acts as a modeling tool that enables the supply chain

planning process. Using this users can model What if Scenarios to solve

problems, incorporate resource and capacity constraints and optimize

plans and schedules around those constraints.

Example: SAP APO

ERP (Enterprise Resource Planning) System is a class of software for

enterprise wide planning which provide the functionality for:

Receiving customer orders,

Delivery

Material Management and planning for replenish all needed

materials according to customer orders and forecasts.

SAP R/3 IS AN EXAMPLE OF ERP.

NOTE: Enterprise Resource Planning systems (ERPs) integrate (or

attempt to integrate) all data and processes of an organization into a

unified system. A typical ERP system will use multiple components of

computer software and hardware to achieve the integration. A key

ingredient of most ERP systems is the use of a unified database to store

data for the various system modules.



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1.2 WHAT IS APO?

Advanced Planning Optimizer is an APS which is used to

Increases the overall visibility of information of the supply chain and

provide forecasting, planning and optimization functionality.

Creates Distribution, Stocking, Production and Purchasing Plans.

Focuses on the optimization of a total supply chain.

Integrates directly with SAP R/3 through a standard interface called CoreInterface (CIF).

APO consists of different planning modules such as

1. Demand Planning.

2. Supply network plan.

3. Production Planning/Detailed Scheduling.

4. Global Available to promise.

5. Transportation Planning/Vehicle Scheduling.

POINTS TO BE NOTED:

1.3 APO is a Supply Chain Management tool that offers a fully integrated

pallet of functions that is used for planning a supply chain network starting

from our end customers all the way back to our suppliers.

1.4 SAP APO helps Chevron to achieve the goal of improving the bottom lineby minimizing costs while meeting customer demand and service levels.

This is achieved by being able to streamline and simultaneously plan

across the whole supply chain network.



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1.5 Other planning modules in APO are:

PP/DS is used for short term (within production horizon) to-the-minute

planning (both for in-house production and external procurement) in

the production plant. It is tightly integrated with the execution system

transfers planning results to R/3.

GATP provides an on-line search to verify across the network that the

requested product can be provided in the quantity and date requested.

Transportation Planning/Vehicle Scheduling (TP/VS) is used for

Transportation planning and consolidation, Vehicle scheduling and

route determination.

1.2.1 APO Key Functionality Overview.

Chevron uses Demand Planning and Supply Network Planning

modules.



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1.3 Demand Planning

Demand Planning (DP) is used to create a forecast of market demand for

Chevrons products considering the many different factors that affect

demand.

DP is a powerful and flexible tool that supports the demand planning

process of Chevron making use of the following forecasting techniques:

Statistical Forecasting.

Promotions Planning.



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Product Life Cycles

Simulation.

NOTE: With SAP SCM Demand Planning, you can use univariate

forecasting methods and advanced macro techniques to do the following:

Create forecasts from the demand history; test predefined, and user-

defined forecast models, and forecast results; use a consensus-based

approach to consolidate the demand plans of different departments. You

can use forecast corrections and promotions to take account of marketing

intelligence and management adjustments.

1.3.1 Statistical Forecasting

APO Demand Planning provides a selection of several statistical

forecasting tools:

1. Uni variate Model.

2. Multi Variate Model.

3. Composite Model.

Univariate or time-series method uses past, internal patterns in data to

forecast the future.

Multi-variate uses a statistical technique called Multiple Linear Regression.

It tries to mathematically quantify the relationship between a dependent

variable and one or more independent variables for example Demand for

lubricants and crude oil prices.



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Composite combines forecasts from different statistical models e.g.

Univariate, Multivariate, etc. Forecast can be combined by:

Averaging the forecasts by giving each one equal or different weights

Varying the weights assigned to each forecast over time

Chevron uses Univariate statistical forecasting. Univariate statistical

forecasting assumes that what has happened in the past will continue out

into the future. Here Future Forecast is based on past historical values.

Univariate statistical forecasting model types


20052005 20062006 20072007 20082008


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1. Constant: Varies very little from the stable mean value.

2. Trend: Falls or Raises constantly over a long period of time with only

occasional deviations.

3. Seasonal: Periodically recurring peaks and troughs differ significantly

from stable mean value.

4. Intermittent: Demand is sporadic.



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1.3.2 Promotions Planning.

APO Promotions Planning can create, monitor and include promotional

activities into our Demand Planning Process. These activities can be one

time or repeated events. Promotions planning can model promotions at

verity of levels:

By customer or a group of customers

By specific or group of products

By specific region or regions

By specific channel.

1.3.3 Product Life Cycle.

APO Product Life Cycle provides the ability to use phase-in and phase-out

profiles and Like Modeling to manage the ramp up of new products and

run down the obsolete ones.


With Promotion

No Promotion

Past Future

Historical Data Forecast


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Phase In and Phase Out:

Like Modeling:


OldProduct

NewProduct

Phase out old product

Phase in new product

Actual data of

old product

Like Modeling for forecastof new product

Lifecycle

Time

Sales


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1.3.4 Demand Planning Simulation.

Demand planning simulation allows you to generate another set of

forecast values by using different settings, or a forecast model altogether.

We can then analyze and compare between the two sets of forecast

values and decide which one to use to drive SNP planning.

UNIVARIATE - SEASONAL FORECAST METHOD

VERSION 000

UNIVARIATE - TREND FORECAST METHOD

SIMULATION VERSION 001

Choose Simulation Version



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1.4Supply Network Planning

Supply Network Planning (SNP) creates integrated distribution, production

and purchasing supply plans to fulfill the estimated demand plan based on

the rules of the supply chain model while considering the capacities of all

resources. With in Supply Network Plan we will be using functionalities

listed below for different functionalities to balance Supply to Demand.

Concurrent Planning

Supply Chain Modeling

SNP Planning Engines

1. SNP Heuristic and Capacity Leveling

2. Capable-to-Match.

Exception Management

NOTE: SNP is a tool to develop a rough-cut long and medium-term

production, distribution and procurement plan, which includes optimization

of the network load, providing a first high-level plan about expected

material and capacity requirement.

The goal of Supply Network Planning (SNP) is to:

balance supply and demand throughout the supply chain

provide advanced early warning regarding supply chain problems or

proactive signaling.



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NOTE:SNP performs distribution, production and material requirements

planning (DRP, MPS, MRP) for the whole or a subset of your supply chain

model in one planning run.

Demand or requirement from customer which is placed to Distribution

Center as sales order will be fulfill with delivery.


1

1.4.1 Concurrent Planning

Customer

DistributionCenters (DC)

Plants

Suppliers

TransportOrder

(StockTransferOrder)

PlannedOrder

PurchaseOrder

Delivery

S

UPPL

Y

SUP

PL

Y

DE

MA

ND

The SNP planning engines can concurrently plan distribution at allDCs, schedule production for finished products at the

manufacturing plants, and determine the material requirementsfor raw material components simultaneously all in one run.


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Demand or requirement from one distribution could be fulfill by a transport

order (stock transfer order) from another distribution center or from a

manufacturing plant.

Requirement of finished products will be processed. APO then will create

the dependent requirement to components and capacity requirement of

resources (work centers, machine, labor) by taking into account the

Production Data Structure created from production version from R/3 which

consists of the bill of materials and routing information. Planned order for

production will be generated for production planner to review (adjust and

adopt) and then convert to production order for shop floor execution.

Purchase requisition for external procured component then will be created

and can be converted Purchase Order (PO) which will be issued to

supplier.

1.4.2 Supply Chain Modeling



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EXPLAIN:

The diagram represent South Africa. Presenter will explain the meaning of

each icon and arrow:

Plant Manufacturing Plant

Resources This is equivalent to work center in R/3

Production Data Structure: The PDS generated from the R/3 Production

Version, which is composed of the:

Bill of Material (BOM) contains the breakdown of the raw material

components

Routing contains the operations and activities involved to produce

the final product


1

APO SNP provides the ability to model the entire supply network

and all of its constraints such as resource capacities, storagelimits, transportation capacities, material availability, safety and

target stock levels, etc.

Distribution

Center

Plant

Suppliers

TransportationLane

DistributionCenter

ResourceResource

ProductionDataStructure(PDS)


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Work Center the capacity needed to convert the raw material

components into the final product e.g. Filling Machine, Blending Machine

and/or Group of Labor

4.Distribution Centers (DC) or Depot

5.Suppliers In Chevron Global Lubricants implementation, we will only

bring in the subcontracting vendors into APO Supply Chain Model.

6.Transportation lane Master Data in APO which represents a

transportation route between two locations in a supply chain model.


1

SNP Planning Engine: Heuristic and itslogic

DistributionPlan

Production Plan

Purchasing

Plan

Demand Plan:Forecast

Sales OrdersWee k1 Week 2 Week 3 Week 4 Week 5

Capacitylevel

100%

Wee k1 Week 2 Week 3 Week 4 Week 5

Capacitylevel

100%

Lead TimeAlert

CapacityAlert

CapacityLeveling

Suppliers

DistributionCenter

Plant

Multi-LevelRepair based

PlanningCapacity LevelingCapacity Alerts


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The heuristic is used as part of a repair-based planning process consisting

of the heuristic and capacity leveling.

The heuristic plans an ideal state without considering capacity constraints.

It is then needed to evaluate the capacity of all bottleneck resources using

capacity leveling and alerts.

SNP Heuristic performs distribution, production and material requirements

planning (DRP, MPS, MRP) for the whole or a subset of the supply chain.

Planning results is unconstrained by material or resource availability

(assumes infinite capacity) and therefore can be infeasible.

If a feasible plan is wanted, a separate capacity leveling step needs to be

performed



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The heuristic is used as part of a repair-based planning process consisting

of the heuristic and capacity leveling. The diagram shows the process flow

of SNP heuristic logic. The heuristic run processes each planning location

and BOM level sequentially and determines supply requirements for the

next level. The heuristic groups all demands for a given product at a

location into one demand for the week. The demands are then passed

through the supply chain to calculate a supply plan.


SNP Heuristic

ProsSimple to explain resultsFastest ExecutionPlans at all levels in the

networkWorks with Quotas

Cons

Must plan capacity manuallyDoes not consider costsDoes not consider priorities

for demand or supply

Demand at a locationDependent Requirement at a location

Process Flow

Finished

product

Semi Finished

product

Components


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However, this plan is not necessarily feasible. Capacity leveling is then

used to adjust the plan to create a feasible plan.


1

SNP Heuristic - Capacity Leveling

Week1

Week2

Week3

Week4

Week5

Capacitylevel

100%

Week1

Week2

Week3

Week4

Week5

Capacitylevel

100%

BACKWARD FORWARD


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Capacity leveling is used to constrain planning by available resource

capacity. A resource is usually a machine or a group of machines at a

production plant. These resources will have a certain limited amount ofcapacity (usually in hours/day) that is used up in the process of converting

raw material into finished products. Capacity leveling helps by moving

production/resource usage from overloaded weeks into underloaded

weeks. Leveling is executed for each resource.

Depending on available capacity and leveling strategy used, it moves

orders generated by the SNP Heuristic either:

into past weeks (backward)

into future weeks (forward)

or both (backward + forward)

This effectively moves some production orders earlier or later than the

expected date.



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Capable-to-Match (CTM) is a rules-based, cross-plant planning method

that can take into account constraints such as available capacity and

materials during the planning run (finite planning). The feasibility of

receipts is checked successively against priorities and the first feasible

solution is scheduled. On a location by location basis, CTM matches a set

of prioritized customer demands and forecast to a set of categorized

supplies.

CTM planning is controlled using priorities. There are approximately 20

criteria, such as priorities for products, locations, order type, order due

dates, procurement and stock transfers. Demand priorities are set based


SNP Planning Engine: Capable to Match

(CTM) and its Logic

2.

ProductionLine withhighest

priority

3. Vendor withhighest priority

DemandPlan:

ForecastSales Orders

4. Alert on Demand

that can not be metwith supply or

capacity

1. Demand

with highestpriority

Plant

Suppliers

Distribution

Center


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on the order type (Sales Orders have a higher priority than Forecast) and

on the product and location master (Product A at Location B has a higher

priority than Product C at Location D). The supply priorities are usually seton the master data in the supply model (Alternative transportation lanes

and PDSs).

CTM performs sequential leveling of prioritized customer requirements

and forecasts against feasible receipts in the network, during which

component availability and production capacities are taken into account at

several levels.

CTM considers capacity when planning supply, it can be difficult however

to interpret the result of CTM at finished product level due to constraint at

other levels of the supply chain model, making it difficult to identify the

origin of the problem.

Chevron will use CTM used for Supply Constrained Planning at the plant.

Capable to Match (CTM) allows planning with finite capacity. Capable to

Match considers material and capacity constraints for production and also

considers the priorities for demand and supply. With Capable to Match we

can plan at all levels

In the network and can work with quotas. This also does not consider

costs similar to Heuristic and also does not search for the best possible

solution.



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CTM use priorities to influence the sequence of demands and the

selection of the supply alternatives.

The diagram shows the process flow of CTM logic. CTM planning doesnot consider the individual production and distribution levels one after the

other, such as the Heuristic run, but considers them at the same time for a

demand order. CTM will plan the prioritized demand orders sequentially

through the whole supply chain. It is an order-based planning procedure,


Capable To Match (CTM)

Finishedproduct

Semi Finished

product

Components

ProsConsiders capacity

constraints forproduction

Considers priorities fordemand or supply

Plans at all levels in thenetwork

Works with Quotas

ConsDoes not consider costsDoes not search for the

best solution

Demand at a location

Dependent Requirement at a locationProcess Flow


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which uses pegging methods to track supply orders back to the individual

demand order.


SNP Planning Engines for ChevronGlobal Lubricants

Heuristic will be used as a mainplanning engine because:

It is easy to interpret the resultIt can plan period lot sizesIt is the fastest planning engineIt provides the ability to pinpoint

problem areas in the supplychain using alerts

CTM will be used in the simulationversion to plan in a scenario ofcomponent constraint.


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The Alert Monitor correspond to the exception situations that could arise in

demand planning:

Univariate forecasting alerts

The Alert Monitor in Supply Network Planning enables you to display and

resolve resource and location product alerts. During planning, the systemcan trigger the following alerts:

Over-utilized (more than 100% utilization)

Under-utilized (less than 50% utilization)

Utilized 100% (to display bottlenecks)


1.4.3 Exception Management (DP and

SNP)

Alerts notify the planner of any issues which will requirehis attention to the generated plan in order to fix it

Alerts are displayed by exception via the Alert Monitor orvia macro status alerts in the planning book

DP

DP Macro Status Alerts

Resource OverloadSupply ShortageSafety Stock Level Shortfall

Target Stock Level Exceeded

Modules Alert Monitor Alert Types

SNP


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Safety stock shortage

Over/under target days' supply

Both forecast alerts and supply / demand planning alerts can be used in

APO's Demand Planning and Supply Network Planning applications.

An alert is generated if it exceeds threshold values defined in the alert

profile.

2 APO INTEGRATION OVERVIEW



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Data is extracted from the R/3 source system with the help of BW intoAPO. Based on source data, a demand plan is prepared in DP andrelease to SNP for validation. SNP creates planned independentrequirements to be sent to R/3.

The R/3 system provides APO with data relevant for planning (master dataand transaction data). Products are planned in the APO System and theplanning results are transferred back to the R/3 system. If necessary,

planning is completed in the R/3 system for products that are not plannedin APO.

The R/3 to APO data flow can be summarized as follows:

1. Transfer Historical Data from R/3 to BI cube

2. Copy Sales History and orders from BI to APO



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3. Generate Statistical Forecast

4. Release Demand Forecast to SNP

5. Perform Supply Network Planning6. Release SNP results to R/3 (CIF)

7. Save SNP planning results to BI

CORE INTERFACE (CIF):

Core Interface is set up between R/3 and APO for data transfer. It can be

set up for an immediate real time transfer or periodic transfer depending

on the criticality of the data and need of the business. Standard data flow

for SAP to transfer data is

Master data from R/3 to BI from there to APO.

Master data Changes from R/3 to BI from there to APO.

Transaction data from R/3 to APO and vice versa (APO to R/3).

The SAP Core Interface (CIF) technology is an R/3 software plug-in which

enables the integration of master and transactional data between R/3 and

APO.

The basic idea of the Core Interface is to transfer data from the source

system (R/3) to APO once an event (a master or transactional data

change) is triggered. The actual data set that is transferred is determined

by what is called the CIF Integration Model which contains the selection of

master/transactional data that will be transferred.



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Two types of data will be transferred between SAP R/3 and SAP APO

1. Master Data

2. Transactional Data

Master Data:

The master data used for mapping the supply chain is generally taken

from the SAP R/3 System. Master Data required for planning are thefollowing:

Locations, products, resources, PDS and Transportation Lane

In SAP APO, the resources and the PDS are used to plan in-houseproduction. This data is transferred from SAP R/3 to SAP APO. SAP R/3work center capacities are mapped onto SAP APO resources, and SAPR/3 BOM and routings are mapped onto a PDS.



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For routings and BOMs to be transferred from SAP R/3, a correspondingproduction version must be present in the SAP R/3 material master. Theproduction version determines a manufacturing process by specifying a

routing and a bill of material.

In the SAP R/3 material master, several production versions can bedefined (for different lot size intervals, for example). Each of theseproduction versions is transferred to SAP APO as an individual PDS.

To plan external procurement, SAP R/3 Purchasing Info Records andContracts can be transferred as procurement relationships to SAP APO.

Transactional Data:

Transactional data such as stocks and sales orders are transferred onewayonly from R/3 to APO, since these types of data are created onlyfrom R/3. The rest of the transactional data such as planned orders,production orders, purchase requisitions and purchase orders aretransferred bi-directionallyfrom R/3 to APO and vice versa since thesetypes of data can be created either via the R/3 system or APO and wouldneed to be kept synchronized at all times.



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Forecast from Demand Planning will be released to SAP R/3, so that user

can will get the consistent data whether review it from APO or R/3especially from same key transaction or screen e.g. MD04 in R/3 whichdisplay stock/requirement status. Without forecast released to R/3, theprojected inventory from MD04 will mislead user i.e. excessivereplenishment plan without requirement.

Planned order, Purchase requisitions and Stock transfer requisition whichare generated by SNP will be transferred to R/3 and will be converted toProduction Order, Purchase Order and Stock Transfer Order respectively.



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2.1 APO SYSTEM DEFINITIONS.

2.1.1 Characteristic

A characteristic is a property that defines the planning levels in APO. They arethe planning objects for which you aggregate, disaggregate and evaluate

business data. Characteristics act much like database keys, they are used as a

basis to retrieve the transactional/planning data associated to it.

A characteristic can have one or more values belonging to it


CharacteristicCharacteristic Value CombinationKey FigurePlanning Book

Macros

Model and Version


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2.1.2 Characteristic Value Combination

Characteristic Value Combinations (CSVs) are just a grouping of

characteristic values. They are used as selection criteria to retrieve

specific planning data in the APO planning book.

Key FigureA key figure is essentially the planning data associated with a

characteristic, or a set of characteristics. They contain either a quantity or

a numerical value.



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Key Figures and their brief description:

1. Forecast - This will come from Demand Planning after DP release to SNP

2. Sales Order - This will come from R/3 into APO Via CIF. Sales orders will

consume forecast.

3. Distribution Demand (Planned) -Stock transfers that are generated during

the SNP planning process and updated in every planning phase. The

distribution demand shows the supplying location's view of these stock

transfers (the view from the receiving location is provided by the

distribution receipts). This will be populated after DRP run for Non

Subcontracting materials

4. Distribution Demand (Subcontracting) - Same as Distribution Demand

(Planned) but for Subcontracting materials

5. Distribution Demand (Confirmed)- Same as Distribution Demand

(Planned) but as stock transfer to Receiving plant, These are also called

Deployment Requisitions. Distribution Demand Planned is populated by

the Deployment process based on inventory available-to-deploy.



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Distribution Demand Confirmed will consume Distribution Demand

Planned.

6. Distribution Demand (TLB) -Stock Transport Order (Created during TLB

run). Distribution Demand TLB will consume Distribution Demand

Confirmed.

7. Distribution Receipt (Planned) - Stock transfers that are generated during

the SNP planning process and updated in every planning phase. The

distribution receipt shows the receiving location's view of these stock

transfers (the view from the supplying location is provided by the

distribution demand). This will created as above, but on receipts side

8. Distribution Receipt (Subcontracting) - Same as Distribution Receipt

(Planned) for Subcontracting materials (Receiving side)

9. Distribution Receipt (Confirmed) - Same as Distribution Receipt (Planned)

but as stock transfer to plant (Receiving side)

10.Distribution Receipt (TLB) - Same as Distribution Receipt (Planned) but as

STO plant (Receiving side)

11.In transit - The in transit quantity calculated by the SNP run that will

reach the specified destination during the next period.

12.Production (Planned) - Production Planned at Manufacturing Plant

13.Production (Subcontracting) - Same as Production (Planned) but for

Subcontracting Material.

14.Production (Firmed)- Same as Production (Planned) but for Confirmed

Production

15.Stock On hand - Current or Projected unrestricted inventory available

at a location



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16. Supply Shortage - Difference between Demand and Supply calculated by

a Macro

17.Reorder Point - Threshold value for the available stock below which

procurement proposals should be created (from Product Master)

18.Safety Days Of Supply - Target value for the days' supply of a location

product (from Product Master)

19.Safety Stock Level - Represents a stock level that should be reached

through planning in order to smooth out production and cover sporadic

requirements

20.Days supply - The system calculates the days' supply as follows: stock is

divided by daily demand (Macro Calculation)

Planning Book

The planning book is the screen that Demand Planners and Supply

Planners use to display, enter and process data. Looks like an excel

spreadsheet where the rows correspond to key figures and the columns

are time periods.

The main parts of APO planning book are

Characteristics to select the data

Key Figures displaying the retrieved data

Data Selection to show the CVCs

Selection Profiles to retrieve selected CVCs

Planning Book and Data Views

Macros



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2.3 Macros

Macros are pre-set calculations that you can perform on the key figures

found in the planning book. They are quite similar to the macros of an

Microsoft Excel Macro. The planning book that we use has a standard set

of macros that run behind the scenes to compute for the values of key

figures such as total demand, total receipts, stock on hand and safety

stock to mention a few.

Marcos are also used to generate planning book alerts to let the planner

know if we are below safety stock levels or if we have shortages. Macros

are created and maintained from the Macro Workbench.



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2.4 APO SYSTEM ARCHITECTURE

APO system architecture includes

1) Technology

i) Live Cache

ii) APO Solvers

2) Reporting

i) Business Intelligence

2.5 Live cache

An in-memory database used by SAP APO to execute planning

calculations



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It has a very large main memory size and Stores data in optimized

structures.

Has excellent speed and Allows simultaneous/concurrent data access.

It can take the advantage of multi-processor and multi-computer hardware

technology (that is, parallel and distributed processing). It Allows

forecasting, planning and optimization functions to be executed in near

real-time.

2.6 APO Solvers

Contain the optimization engines used by the different APO modules to

perform planning calculations. Normally set up as a separate box or

instance because calculations are a processor-intensive activity.

Some examples of the solvers available include:

The SNP and Deployment Optimizer solvers

The CTM planning engine solver

Vehicle Scheduling Optimization solver

2.7 Reporting: Business Intelligence

APO has its own BI component which is used as a repository for data

extracted from other systems. The BI component within APO is used as a

means for extracting historical sales data coming from various sources

into one info cube.



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The extracted data can then be used to generate, forecast or for reporting

purposes

2.8 Summary of Key Concepts

Advanced Planner and Optimizer (APO) offers a fully integrated pallet offunctions that is used to plan and execute supply chain processes. APO supportsall of the supply chain planning and optimization functions and processes.

APO provides an integrated, holistic approach that encompasses a range ofplanning levels, models, and manufacturing methods. It provides faster responseto changes in supply and demand. APO is seamlessly integrated with the R/3

system to integrate all the links of the supply chain.

APO key functionalities include: Demand Planning and Supply Network Planning

Other APO functionalities that are out of scope: PP/DS (ProductionPlanning/Detailed Scheduling), Supply Chain Cockpit, and Global Available-to-Promise.

The Core Interface (CIF) technology allows seamless master and transactionaldata integration between R/3 and APO.

3.0 TRANSACTION CODES USED

No Transaction Code Purpose

1. NA

2. NA



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3. NA

4.0 TEST CASES AND REFERENCE TEST DATA

N.A

5.0 TOOLS USED

N.A

6.0 DEVELOPMENTS/ MODS/ USER EXITS

N.A

7.0 REPORTS

N.A

8.0 INTERFACES

N.A.

9.0 KNOWLEDGE BASE DOCUMENTS IDENTIFIED

Tasks

Identified For

Service desk

Associated

Transactions

Service

desk

Training

Topics/

sessions

identified

Tools /

Templates

Time Required

For Training

Service desk

Analyst

Time Required

To Prepare

Knowledge Base

document

10.0 EXCEPTIONS

N.A.



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11.0 EXISTING PAIN AREA AND FUTURE PLANS

N.A

12.0 REFERENCES

No File Name Description Location

1. Demand Planning

Overview

Demand Planning

Overview

13.0 GLOSSARY OF TERMS

N.A

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