b25 scen overview en de contracts
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8/13/2019 B25 Scen Overview en de Contracts
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Intercompany Cross-Border
Central SourcingSAP Best Practices Baseline Package
SAP Best Practices
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Intercompany Cross-Border Central Sourcing
Part1: Intercompany Cross-Border Central Contract Sourcing
Part2: Intercompany Cross-Border Central Purchasing
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Scenario Overview – 1
Benefits
Reduced procurement costs Securing of supplies
Transparency of supplier agreements
Central Negotiation by Headquarter (Country A)
De-central call-offs by Subsidiaries (Country B)
Key process flows covered HQ: Creating a basic agreement (quantity contract)
HQ: Maintain source list
Subs: Creating a purchase requisition
Subs: Assigning requisition and creating purchase order
Subs: Approval of purchase orders
Subs: Goods receipt
Subs: Invoice receipt by line item
Subs: Outgoing payment
HQ: Monitoring Contract
Purpose and Benefits:
Purpose
This scenario deals with the use of central contracts in intercompanyprocurement activities. Headquarter and Subsidiary belong to differentorganizations and countries.
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Scenario Overview – 2
Required
SAP enhancement package 4 for SAP ERP 6.0
Company roles involved in process flows Purchasing Administrator / Purchasing Manager (Headquarter)
Requestor / Buyer (Subsidiary)
Approver / Procurement Manager (Subsidiary)
Warehouse Clerk (Subsidiary)
SAP Applications Required:
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Detailed Process Description:
Intercompany Cross Border Central ContractSourcing
This scenario deals with the use of contracts in intercompanycross-border procurement activities. Headquarter and Subsidiarybelong to different organizations and countries.
In source determination, contracts (quantity contracts or value
contracts) replace the purchasing info records and can beassigned in the source list as fixed or optional source for MRP.
Contracts are negotiated by Headquarter. Subsidiaries will use thecontracts for replenishment. Purchase requisitions and purchaseorders are created by Subsidiaries on demand with relation tocontracts ordering materials from suppliers.
Supplier delivers to the subsidiary stock.Subsidiary pays the invoice.
Contracts are monitored by headquarter. In case quantity or valuewill be reached negotiations start again.
Note 1: Intercompany cross-border contracts can also be used byHeadquarter and Subsidiaries of Headquarters’ country.
Note 2: Customs is not part of this scenario.
Scenario Overview – 3
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Business Process: Intercompany Central
Contract Sourcing
Intercompany Cross-Border Central Contract Sourcing
After negotiation with vendor a basic agreement (quantity contract) is created in headquarters
purchasing organization
The contract is maintained in subsidiary’s source list by headquarter as source of supply
Subsidiary has the need for replenishment (MRP, manual) and orders the material from the vendor
with reference to the contract using subsidiaries purchase organization
Vendor delivers and also invoices directly to subsidiary.
When the goods arrive at subsidiary a goods receipt is created
Subsidiary will pay the invoice directly to the vendor.
The fulfillment of the contract is monitored by headquarter. In case quantity will be reached
negotiations start again.
Headquarter
Country A
Order with reference to contract
Contracting &
Renegotiation
Subsidiary
Country B
Supply
1 2
3
4
Supplier
Maintain
Source List
Invoice
5
Pay6
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Process Description in Detail:
Customer Contract
Receive Purchase Order
Send goods with delivery
note
Send Invoice
Receive Incoming Payment
Contract available for
manual sourcing
Contract available as fixedor optional source for
MRP
MRP run or manual
Creating of Requisition
Assigning Requisition and
Creating Purchase Order.
Approval of Purchase
Orders
Print and Send Purchase
Order
Receive Goods
Receive Invoice
Pay Invoice
Vendor Headquarter
Country ASubsidiary
Country B
Vendor Negotiation and
Contract Creation
Maintain Source List
Update Contract Call-Off
History
Monitor Contracts, Check
Contract Fulfillment
Negotiate Contracts
(again) before Contract
Quantity is reached
I n t e r c o m p a n y C r o s
s - B o r d e r
C e n t r a l
C o n t r a c t
S o u r c i n g
Business Process in Detail
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Process Flow Diagram Intercompany Cross-Border Central Contract Sourcing
H e a d q u a r t e r
P A / P M
E v e n t
Create ProcurementContract
MRP GeneratedProcurement
Needs
Value or QuantityContracts Report
A Need for Materialis Identified
Monitor Contracts
Assign Requisition toContract and Create
Purchase Order
MRP = Material Requirements Planning, PO = Purchase Order, PA = Purchasing Administrator, PM = Purchasing Manager
Purchase Requisition
Need for Contract
ProcurementContract
Total NetOrder Value>Threshold(e.g. EUR
500)
S u b s i d i a r y
A
p p r o v e r
Approval of PurchaseOrder
Material Arrival atPlant Dock
Released PO
Goods Receipt withReference to PO
S u b s i d i a
r y
R e q u e s t o r / B u y e r
W a r e h o u s e
C l e r k
Yes
MaintainSource List
No
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Intercompany Cross-Border Central Sourcing
Part1: Intercompany Cross-Border Central Contract Sourcing
Part2: Intercompany Cross-Border Central Purchasing
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Scenario Overview – 1
Benefits
Reduced procurement costs Securing of supplies
Transparency of supplier agreements
Central Negotiation by Headquarter (Country A)
Direct delivery to Subsidiaries (Country B)
Key process flows covered
Subs: Creating a purchase requisition, inform HQ about demand HQ: Negotiation with Vendor
HQ: Assigning requisition and creating purchase order
Subs: Goods receipt
Subs: Invoice receipt by line item
Subs: Outgoing payment
HQ: Monitoring purchase order
Purpose and Benefits:
Purpose
This scenario deals with the use of central purchasing in intercompany cross-border procurement activities. Headquarter and Subsidiary belong to differentorganizations and countries.
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Scenario Overview – 2
Required
SAP enhancement package 4 for SAP ERP 6.0
Company roles involved in process flows Purchasing Administrator / Purchasing Manager (Headquarter)
Requestor / Buyer (Subsidiary)
Warehouse Clerk (Subsidiary)
Accountant (Subsidiary)
SAP Applications Required:
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Detailed Process Description:
Intercompany Cross Border Central Purchasing
This scenario deals with the use of purchase orders inintercompany procurement activities (buying without internal stocktransfer). Headquarter and Subsidiary belong to differentorganizations and countries.
For strategic / important / expensive / urgent materials headquarternegotiates with vendors about terms and conditions and createspurchase order.
The demand for the materials is initiated by subsidiary informingheadquarter about demand using e.g. purchase requisitions.
The goods are delivered directly to the subsidiary. Also thesubsidiary pays the invoice.
Headquarter is responsible to monitor the purchase order.
Note 1: Intercompany cross-border purchase orders can also beused by Headquarter and Subsidiaries of Headquarters’country.
Note 2: Customs is not part of this scenario.
Scenario Overview – 3
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Business Process: Intercompany Cross-Border
Central Purchasing
Intercompany Cross-Border Central Purchasing
Subsidiary has demand for material and informs headquarter.
Headquarter negotiates with vendor about terms and conditions.
Headquarter orders the material from the vendor using headquarters purchase organization.
Vendor delivers and also invoices directly to subsidiary.
When the goods arrive at subsidiary a goods receipt is created.
Subsidiary will pay the invoice directly to the vendor.
The purchase order is monitored by headquarter.
Headquarter
Country A
Terms & Conditions
Negotiation
Subsidiary
Country B
Supply
2 1
Order3
4
Supplier
Inform about demand
Invoice5
Pay6
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Process Description in Detail:
Terms and ConditionsNegotiation
Receive Purchase Order
Send goods with delivery
note
Send Invoice
Receive Incoming Payment
Inform about demand
Purchase Order available,
e.g. for MRP
Receive Goods
Receive Invoice
Pay Invoice
Vendor Headquarter
Country ASubsidiary
Country B
Get purchase requisition
Terms and Conditions
Negotiation
Create Purchase Order
Print and Send Purchase
Order
Monitor Purchase Order
I n t e r c o m p a n y C r o s
s - B o r d e r
C e n t r a l P u r c h
a s i n g
Business Process in Detail
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Process Flow Diagram Intercompany Central Purchasing
H e a d q u a r t e r
P A / P M
E v e n t
Create PurchaseOrder
MRP GeneratedProcurement
Needs
Purchase OrderHistory
A Need for Materialis Identified
Monitor PurchaseOrder
MRP = Material Requirements Planning, PO = Purchase Order, PA = Purchasing Administrator, PM = Purchasing Manager
Purchase Requisition
Purchase Order
S u b s i d i a r y
A c c o u n t a n t
Material Arrival atSubsidiary Dock
Invoice
Goods Receipt withReference to PO
S u b s i d i a r y
R e q u e s t o r / B u y e r
W a r e h o u s e
C l e r k
Negotiate Terms andConditions
Invoice Arrival atSubsidiary
Pay Invoice
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Legend
Symbol Description Usage Comments
To next / From last Diagram: Leadsto the next / previous page of theDiagram
Flow chart continues on the next /previous page
Hardcopy / Document: Identifies aprinted document, report, or form
Does not correspond to a taskstep in a document; instead, it isused to reflect a documentgenerated by a task step; thisshape does not have any outgoingflow lines
Financial Actuals: Indicates afinancial posting document
Does not correspond to a taskstep in a document; instead, it isused to reflect a documentgenerated by a task step; this
shape does not have any outgoingflow lines
Budget Planning: Indicates abudget planning document
Does not correspond to a taskstep in a document; instead, it isused to reflect a documentgenerated by a task step; thisshape does not have any outgoingflow lines
Manual Process: Covers a taskthat is manually done
Does not generally correspond toa task step in a document;instead, it is used to reflect a taskthat is manually performed, suchas unloading a truck in thewarehouse, which affects theprocess flow.
Existing Version / Data: This blockcovers data that feeds in from anexternal process
Does not generally correspond toa task step in a document;instead, this shape reflects datacoming from an external source;this step does not have anyincoming flow lines
System Pass / Fail Decision: Thisblock covers an automaticdecision made by the software
Does not generally correspond toa task step in the document;instead it is used to reflect anautomatic decision by the systemthat is made after a step has beenexecuted.
DiagramConnection
Hardcopy /Document
Financial
Actuals
BudgetPlanning
ManualProces
s
ExistingVersion /
Data
SystemPass/F
ailDecisio
n
Symbol Description Usage
Comments
Band: Identifies a user role, such as AccountsPayable Clerk or Sales Representative. This band
can also identify an organization unit or group,
rather than a specific role.
The other process flow symbols in this table go into
these rows. You have as many rows as required to
cover all of the roles in the scenario.
Role bandcontains tasks
common to that
role.
External Events: Contains events that start or end the
scenario, or influence the course of events in the
scenario.
Flow line (solid): Line indicates the normal sequence
of steps and direction of flow in the scenario.
Flow line (dashed): Line indicates flow to infrequently-used or conditional tasks in a scenario. Line can
also lead to documents involved in the process flow.
Connects twotasks in ascenarioprocess or anon-step event
Business Activity / Event: Identifies an action thateither leads into or out of the scenario, or an outsideProcess that happens during the scenario
Does notcorrespond to atask step in thedocument
Unit Process: Identifies a task that is covered in astep-by-step manner in the scenario
Corresponds toa task step inthe document
Process Reference: If the scenario references anotherscenario in total, put the scenario number and namehere.
Corresponds toa task step inthe document
Sub-Process Reference: If the scenario referencesanother scenario in part, put the scenario number,name, and the step numbers from that scenario here
Corresponds toa task step inthe document
Process Decision: Identifies a decision / branchingpoint, signifying a choice to be made by the enduser. Lines represent different choices emergingfrom different parts of the diamond.
Does notusuallycorrespond to atask step in thedocument;Reflects achoice to be
made after stepexecution
< F u n c t i o n >
E x t e r n a l
t o
S A P
BusinessActivity /
Event
Unit Process
ProcessReference
Sub-Process
Reference
Process
Decision
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