SCM244 Produktionsplanung Teil I (R/3 - MRP) SCM244 Produktionsplanung Teil I (R/3 - MRP) SCM244 Release 470 04/12/2006 DOCPROPERTY "Material" \* MERGEFORMAT 0 · Software Components: SAP R/3 4.6C · 2002/Q4 · 5005 5338 0.2 · Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. · Microsoft, Windows, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation. · IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, xSeries, zSeries, z/OS, AFP, Intelligent Miner, WebSphere, Netfinity, Tivoli, and Informix are trademarks or registered trademarks of IBM Corporation in the United States and/or other countries. · Oracle is a registered trademark of Oracle Corporation. · UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group. · Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc. · HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology. · Java is a registered trademark of Sun Microsystems, Inc. · JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. · MaxDB is a trademark of MySQL AB, Sweden. · SAP, R/3, mySAP, mySAP.com, xApps, xApp, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary. · These materials are subject to change without notice. These materials are provided by SAP AG and its affiliated companies ("SAP Group") for informational purposes only, without representation or warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP Group products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty. 0.3 0.4 · Notes for the course participants · The training material is not suitable for a self-teach program. The course is only complete with the explanations from the instructor. There is space on the sheets for you to write down additional information. 1 1.2 1.3 1.4 1.5 1.6 1.7 · Supply Chain Planning in SAP R/3 covers various steps: Planning takes place in demand management. Consumption of the forecasting with sales orders is possible. Long-term planning is simulative planning, with which you can, for example, analyze a demand program to see how feasible it is. Master production scheduling is requirements planning for master schedule items. Non-master schedule items are planned in material requirements planning. 1.8 2 2.2 2.3 2.4 · If you want to plan a material automatically, you must define suitable MRP and lot-sizing procedures in the material master. To do this, use the MRP type and lot size indicators. Regardless of the procedure you choose, you must maintain further data in the material master. You can define different MRP procedures for a material in different plants. · The two main planning procedures are consumption-based planning and material requirements planning. · Consumption-based planning is based on consumption values in the past and uses forecast or statistical procedures to determine future requirements. Consumption-based planning is characterized by its simplicity and is mainly used for B and C parts with a low value. One prerequisite of consumption-based planning is efficient and consistently up-to-date inventory management. · In contrast to consumption-based planning, material requirements planning takes current and future sales as a reference point and is executed for the whole BOM structure. The planned requirement quantities trigger the MRP calculation, which, in general, produces better planning results than consumption-based planning. 2.5 · In the first step of detailed planning in material requirements planning (MRP), the procurement dates and quantities for the required assemblies and components are determined based on the requirements dates and quantities for the finished product (for example, a sales order). Bills of material and routings must be triggered to do this. · Procurement for products produced in-house is scheduled on the basis of the routing. The routing specifies which production operations need to be executed and how long the individual operations last. To begin production of the finished product, the assemblies (from the bill of material) needed for production must be available. Procurement of these assemblies must therefore be initiated in good time. Taking the dependent requirements date as the availability date, the system determines the basic order dates of the components by means of backward scheduling using the in-house production time or planned delivery time. 2.6 · Material requirements planning is based on current and future requirements. The planned requirement quantities trigger the MRP calculation. In MRP, the requirement elements are sales orders, planned independent requirements, material reservations and so on, as well as the dependent requirements that are created by a BOM explosion for assembly groups and components. · MRP is especially useful for planning finished products and important assembly groups and components (A items). · The planning procedures in consumption-based planning are easy-to-use methods of requirements planning, which assist in achieving certain aims with relatively little effort. Consumption-based planning procedures are preferably used in areas without in-house production or in manufacturing plants in order to plan B and C items and operating supplies. · Consumption-based planning is based on historical data, and uses material forecasts or statistical procedures to determine future requirements. Consumption-based planning procedures do not refer directly to the production plan - requirements calculation is not triggered by independent or dependent requirements. It is either triggered by the available stock level falling below the reorder point, or by forecast requirements calculated from historical data. · One prerequisite of consumption-based planning is efficient and consistently up-to-date inventory management. 2.7 · Manual reorder point planning is a typical process in consumption-based planning. It is characterized by its simplicity. · You control the planning using a manually entered reorder point (for example, 50 pieces). In the planning run, the system simply checks whether the available warehouse stock falls short of the reorder point. If that is the case, the system triggers procurement to the amount of the lot size (a fixed lot size of 500 pieces for example). · If scheduling agreement schedule lines are created directly by the planning run, for example for materials procured externally, the administrative work for this sort of planning is minimal. · Consumption-based planning is only appropriate for materials with demand that stays relatively constant. Real-time inventory management is also necessary. 2.8 · In reorder point planning the quantity available for planning results from the following calculation: Warehouse stock + fixed receipts (for example, purchase orders, fixed planned orders, fixed purchase requisitions). · The reorder point is made up of the expected average material requirement during the replenishment lead time and the safety stock. Correspondingly, the following points must be considered when defining the reorder point: · Safety stock · Previous consumption or future requirements · Replenishment lead time · The safety stock must cover both the unplanned material excess consumption during the replenishment lead time, as well as the additional requirements caused by delayed deliveries. · The reorder point can be determined manually or automatically using the material forecast. · If the quantity available for planning is less than the reorder point, there is a material shortage. The purchase order quantity is created from the lot-sizing procedure in the material master record. · The system sets the planning date as the basis for the requirements date. 2.9 · With the Include external requirements indicator for the MRP type of the reorder point planning (in Customizing of the MRP type), you can control whether external requirements, in other words, sales orders and manual reservations, are to be taken into consideration. You can also consider further requirements (such as order reservations). · You can decide whether these external requirements are to be included in the complete planning horizon (1) or only within the replenishment lead time (2). 2.10 · The shortage quantity date for materials planned using reorder points is the date of the planning run. If stock falls short of the reorder point, procurement is triggered immediately. In scheduling, the system defines the date on which the material will be available from the date of the planning run. This procedure is called forward scheduling. · This date specifies the order start date for planned orders and the release date for purchase requisitions ('Release' in this context means the release of the purchase requisition for conversion into a purchase order by Purchasing). The purchasing department processing time is calculated in workdays, and the planned delivery time in calendar days. The delivery date therefore stands firm (for planned orders, this means the order finish date). Finally, the goods receipt processing time is calculated in workdays to the delivery date, giving the availability date. · The purchasing department processing time is the time available to the buyer for converting a purchase requisition into a purchase order. You specify this time for a plant in Customizing. · The goods receipt processing time is the period of time between the receipt of a material and the addition to stock. This time is required, for example, for placing the material into storage. · The planned delivery time and the goods receipt processing time are determined for each material. (You can also determine the planned delivery time in the purchasing info record according to vendor). 2.11 · The future requirement development is forecast from historical values of the material consumption based on various forecast models (for example constant model, trend model, season model, trend-season model). This can be used for the following consumption-based MRP procedures: · For forecast-based planning, the forecast values are used directly as requirements. In the MRP run, the procurement of the corresponding quantities is triggered. You can also calculate the safety stock using the forecast. · In time-phased planning, forecast requirements are also calculated. The material is only planned on the days that have been specified by the planning cycle. The forecast requirements are also used to define the procurement quantity for covering the relevant time interval until the receipt of the next procurement quantity. In order to compensate for unforeseen fluctuations in requirements, time-phased material planning can be combined with a reorder point. · For automatic reorder point planning, the reorder point and the safety stock are calculated during the forecast run on the basis of the forecast values, the service level, and the replenishment lead time. 2.12 · In forecast-based planning, historical data is used in the material forecast to estimate future requirements. These requirements are forecast requirements and are immediately available in planning. · The system only takes into account forecast requirement quantities as issues. The shortage quantity is calculated by comparing the receipt elements (warehouse stock, order proposals, purchase orders, and so on) with the safety stock and the forecast requirement quantities. Other issue elements such as sales orders or reservations are only displayed in forecast-based planning; they are not taken into account in the net requirements calculations. · The release date of the purchase requisition or the start date of the planned order is determined using backward scheduling based on the date of the forecast requirement. · The forecast requirement is reduced as a result of material withdrawal. This ensures that the part of the predicted requirement which has already been realized is not planned again. 2.13 2.14 Consumption-Based Planning - Exercises Unit: Consumption-based planning Topic: Reorder point planning At the conclusion of these exercises, you will be able to: · Make the settings for reorder point planning · Plan a material using reorder point planning You want to plan a new raw material “screw” with material number R-T9## using reorder point planning. First you create the relevant material master record. You then check the planning procedure for this material. 1-1 Create the material master for screw R-T9## in plant 1000 with the views Basic Data 1, Purchasing, MRP 1 and 2, and Accounting 1 using the following data: Industry sector: M Mechanical Engineering Material type: ROH Raw material Basic Data 1: Description: Screw group ## Base unit of measurement: PC Material group: 001 Purchasing: Purchasing group: 001 MRP 1: MRP type: VB (Manual reorder point planning) Reorder point: 100 MRP controller: 001 Lot size: FX (Fixed order quantity) Fixed lot size: 1000 MRP 2: Planned delivery time: 10 (calendar) days GR processing time: 1 (work)day 1-1-1 Which procurement type (in the MRP 2 view) does the system propose? ______________________________________________________ 1-1-2 Can you change this procurement type? Why (not)? ______________________________________________________ Accounting 1: Valuation class: 3000 Price control: V (Moving average price) Moving price: 0.02 Save the new material master. You need the new material master again in the exercises for unit 4. 1-2 Test the functions of reorder point planning. 1-2-1 In the Materials Management menu, create a goods receipt of 200 pieces of screw R-T9## in storage location 0001 of plant 1000. Use movement type 501 (goods receipt without purchase order). 1-2-2 Starting from the MRP menu, carry out single-item, single-level planning for screw R‑T9## in plant 1000. In the initial screen of the planning run, enter the following creation indicators: Processing key NETCH Create purchase requisition 2 Schedule lines 3 Create MRP list 1 Planning mode 1 Scheduling 1 Display results before they are saved Do not select Start the MRP run by choosing Enter and confirm the system warning by choosing Enter again. 1-2-3 Check the planning results in the stock/requirements list. Was a purchase requisition created for the screw? Why (not)? ______________________________________________________ 1-2-4 Production requires 150 screws for the assembly stations for the pumps. In the Materials Management menu, post the corresponding goods issue of 150 pieces from storage location 0001 of plant 1000. Use movement type 201 and cost center 4230 (pump assembly). 1-2-5 Execute single-item, single-level planning once more using the settings listed above. Then analyze the new situation in the stock/requirements list. Was a purchase requisition created for the screw? If so, for what amount? Give a reason for the result: ______________________________________________________ ______________________________________________________ 1-2-6 Note down the availability date of the purchase requisition. ________________ 1-2-7 What kind of scheduling is involved? ______________________________________________________ 1-2-8 The processing time for purchasing in plant 1000 is 1 workday. Expand the header details of the stock/requirements list. Which other two time elements contribute to the date determination and in what duration and time unit? Time element Duration/Time Unit 2.15 Consumption-Based Planning - Solutions Unit: Consumption-based planning Topic: Reorder point planning 1-1 Menu path: Logistics ( Production ( Master Data ( Material Master( Material( Create (General) ( Immediately 1-1-1 Proposed procurement type: “F” (External procurement) 1-1-2 Proposed procurement type can be changed: No Reason: The proposed procurement type “F” cannot be changed for material type “ROH” because only external procurement is allowed for this material type in Customizing. Menu path: Customizing-Logistics - General ( Material Master ( Basic Settings ( Material Types ( Define Attributes of Material Types 1-2 1-2-1 Menu path: Logistics ( Materials Management ( Inventory Management ( Goods Movement ( Goods Receipt ( Other 1-2-2 Menu path: Logistics( Production( MRP( Planning( Single-Item, Single-Level Planning 1-2-3 Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List Purchase requisition created: No Reason: The quantity available for planning, consisting here of the warehouse stock of 200 pieces, is higher than the reorder point of 100 pieces. 1-2-4 Menu path: Logistics ( Materials Management ( Inventory Management ( Goods Movement ( Goods Issue 1-2-5 Menu path: Logistics( Production( MRP( Planning( Single-Item, Single-Level Planning Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List Purchase requisition created: Yes, 1000 pieces Reason: Due to the goods issue, the warehouse stock and therefore the quantity available for planning fell to 50 pieces and is therefore less than the reorder point of 100 pieces. This meant that a purchase requisition for the amount of the fixed lot size of 1000 pieces was created. 1-2-6 Availability date of the purchase requisition: Varies 1-2-7 Type of scheduling: Forward scheduling 1-2-8 Time element for date determination: Time element Duration/Time Unit Planned delivery time 10 calendar days Goods receipt processing time 1 workday 3 3.2 3.3 3.4 · Requirements strategies represent the business procedures for planning production quantities and production dates. Various requirements strategies are available, ranging from make-to-order production to make-to-stock production. · If strategies are used for make-to-stock production, production usually takes place, without sales orders already having to be present for the material concerned. If sales orders are then received, these can be met by warehouse stock, so that shorter delivery times can be realized. Moreover, in make-to-stock production, it is possible to realize as consistent a production process as possible, independent of current demand. · Make-to-stock production can also be executed for assemblies. In this case, the finished products themselves are not produced to stock, but rather the necessary assemblies are procured. A sales order for a finished product can then usually be fulfilled quickly, as it is only final assembly that has to be executed because the assemblies already exist. · In planning without final assembly, planning is carried out at finished product level. However, planning is not used to procure the finished product itself already; rather, only the relevant quantities of the required assemblies are procured. Final assembly is only triggered upon receipt of the sales order (which consumes the planned independent requirements). · Make-to-order production only takes place without planning at finished product level. Independent of this, the assemblies can be planned in order to shorten the delivery times. 3.5 · A number of different planning strategies are available for planning a material. · While the number of basic planning strategies available in SAP APO and SAP R/3 is similar, SAP R/3 offers additional strategies for executing special procedures. 3.6 · The make-to-stock production strategies plan production or procurement using planned independent requirements, which can be created from sales or forecast figures. Sales orders are filled by warehouse stock. · Make-to-stock production strategies are used in industries in which demand and sales fluctuate but where production is to be kept at the same capacity. Fluctuations in demand and sales are balanced out using warehouse stock. 3.7 · The demand program is defined without reference to sales orders. · Sales orders are not relevant to MRP, but can be displayed for information purposes. You make this setting in the "No MRP" field in Customizing for the appropriate requirements class (work step, "Defining Requirements Classes" in Customizing for SD). · Sales orders are filled from stock. You can carry out the availability check according to ATP logic in Sales and Distribution. Goods withdrawals for a sales order reduce this sales order. · The consumption of the demand program (that is, of the planned independent requirements) occurs on goods issue (the indicator "PIR reduction" in Customizing of the requirements class 30 must be set if you want to reduce the demand program through delivery for a sales order). The oldest planned independent requirement is reduced first according to the FIFO (first-in-first-out) principle according to the requirement date. Future planned independent requirements are also reduced by goods issues, as long as the forward consumption period in the material master allows this. 3.8 · In addition to net requirements planning, gross requirements planning is another strategy of make-to-stock production. · Planned orders, production orders, purchase orders, and other elements are taken into account as receipts when determining requirements. · In the case of gross requirements planning, no warehouse stock is taken into account. Only receipt elements are included in the net requirements calculation. · In net requirements planning, the available warehouse stock for planning is taken into account. 3.9 · The demand program is defined with no reference to sales orders or existing warehouse stock. This is why this production strategy is also referred to as "forced production". The focus of this strategy is on utilization of production. · Sales orders are not relevant to MRP, but you can display them for information purposes. You have to define this in the "no MRP" field for the relevant requirements class in Customizing. · Sales orders are filled from stock. You can carry out the availability check according to ATP logic in Sales and Distribution. · The demand program is reduced by the receipt of goods in the warehouse. · A separate segment is created for gross requirements planning in the stock/requirements list and in the MRP list. 3.10 · You must have entered the gross requirements planning strategy in the strategy group of the material master (view: MRP 3) and have set the mixed MRP indicator to "gross requirements planning" in the material master (view: MRP 3). · Sales orders are not relevant to MRP, but you can display them for information purposes. You have to define this in the "no MRP" field for the relevant requirements class in Customizing. 3.11 · Planning at assembly level (strategy 70 + assembly planning indicator set) is appropriate for production with variants, for example, when it is easier to specify a requirements forecast for certain assemblies than it is for the variant diversity of the finished product. · In this planning strategy, the planned independent requirements for an assembly are planned separately. They are created at assembly level and they trigger the production of the assembly. · If sales orders are received for the finished product, the BOM is exploded for the finished product. Dependent requirements or reservations are also created for the assembly as a result of planned orders or production orders for the finished product. These consume the planned independent requirements of the assembly. · If, due to sales orders, planned orders, or production orders at finished product level, the dependent requirements or reservations exceed the assembly's planned independent requirements, a planned order is created for the assembly during the next planning run. · In Sales and Distribution, the system does not perform a check of the assembly planning quantities. · In the strategy group of the material master record, you must enter strategy 70 and the mixed MRP indicator must be set for assembly planning. · The consumption indicator in the item screen of the planned independent requirements must allow consumption with reservations and dependent requirements. 3.12 · To set up consumption of customer requirements or subassembly planning of dependent requirements, or reservations with planned independent requirements, you must set the consumption mode and the consumption period in the material master in the MRP 3 view or in the MRP group. · The consumption mode defines the direction on the time axis in which the consumption with planning should occurs, starting at the date of the sales order to the dependent requirement. · In backward consumption (consumption mode 1), the sales order or dependent requirements consume planned independent requirements that lie before the customer requirement. · In forward consumption (consumption mode 3), the sales order or dependent requirements consume planned independent requirements that lie after the customer requirement. · You can combine backward and forward consumption provided that you take the consumption periods into account (consumption mode 2 or 4). · If no values have been entered for the consumption mode and the consumption interval, the system uses the default setting with backward consumption for 999 days (Note: If consumption mode 1 and the backward consumption period are not maintained, only requirements on the same day are consumed.) 3.13 · A phantom assembly can represent a subassembly, which is created in the production process, but is not placed into stock but rather used immediately. Phantom assemblies can also represent a logical grouping. For example, a car radio assembly consists of the radio, speakers and an aerial. · You flag a phantom assembly as such by entering a special procurement type in the material master (view MRP 2) or by entering the indicator (or overriding it) in the BOM item. · In the planning run, the dependent requirements of the higher-level assembly are directly passed down to the components of the phantom assembly. · In exceptional cases, phantom assemblies can be placed in stock and withdrawn at a later date. 3.14 · You must have entered strategy 59 (phantom assembly planning) in the material master of the phantom assembly and have set the mixed MRP indicator 1 (subassembly planning) and the special procurement type 50 (phantom assembly). · The planned quantities for the phantom assembly are set in step one (1). This planned independent requirement leads to a dependent requirement for the components of the phantom assembly in MRP. Procurement of the components is triggered (2). · The customer requirement or the planned order/production order at finished product level creates a dependent requirement / reservation at phantom assembly level. Normally this is not the case for phantom assemblies, however with strategy 59, these dependent requirements / reservations are created anyway in order to balance out the planned independent requirements. However, these are not relevant for planning. Consumption of the planned independent requirements also means that the dependent requirements are reduced at component level. However, MRP-relevant dependent requirements / reservations are created at component level as a result of the planned order / production order for the finished product (3). · Once final assembly has been carried out (4), the phantom assembly is confirmed and, if necessary, the components of the assembly backflushed. The planned independent requirement and the reservation of the phantom assembly and the reservations of the components are reduced (5). · Backflushing is important so that the planned independent requirements and the reservations can be reduced consistently. Make sure that all components of the phantom assembly are backflushed simultaneously. 3.15 · If you want to use the "Phantom assembly planning (59)" strategy, you must make the following settings in the material master of the assembly ("MRP" view): - Special procurement type = 50 (phantom assembly) - Strategy group = 59 (planning at phantom assembly level) - Mixed MRP indicator = 1 (assembly planning with final assembly) · In the material master of the phantom assembly, set the indicator for backflush (MRP 2 view) to ensure consistent reduction of the planned independent requirements and the reservations. You should also assign the components to the same operation in the routing to ensure that the components are confirmed at the same time. 3.16 · When working with the strategies for make-to-order production, the sales order is the only pegged requirement. · In addition to classic make-to-order production, planning without final assembly is also possible. This means that although planning occurs at finished product or assembly level, the final assembly is only triggered by a sales order. 3.17 · With strategy 50 (planning without final assembly), the finished product is produced based on the sales order. In order to achieve short delivery times, certain assemblies should be produced or procured before the sales order for the finished product is received. · Planning that is independent of the sales order occurs using planned independent requirements for the finished product. In the MRP run, the system first creates planned orders for the finished product to cover these requirements. These planned orders cannot be converted into production orders (order type VP). However, the system creates planned orders in the MRP run at subassembly and component levels if a material shortage exists. These planned orders can be converted into a production order or a purchase requisition. · Final assembly is triggered upon receipt of the sales order. With strategy 50, the sales order appears in an individual customer planning segment in the stock/requirements list, in which planning is executed separately for the sales order. With strategy 52, the sales order is administered in the net requirements planning segment. This means that during requirements planning and creation of a sales order (order type LA), any existing make-to-stock inventory and other receipt elements can be taken into account in the net requirements planning segment. The quantity produced on the basis of a sales order is also posted to make-to-stock inventory. · You can only carry out the availability check for planned independent requirements. That is, the check of planned independent requirements at finished product level. 3.18 · Note for this procedure that the lot-size procedure "lot-for-lot" is used. You also need to make sure that neither rounding values/rounding profiles nor minimum or maximum lot sizes are maintained. Otherwise, the assignment logic is not compatible with an availability check, which could lead to excess planning or incorrect results in the availability check. 3.19 · The strategy "Assembly planning without final assembly" (strategy 74) is a mixture of the strategies "assembly planning" (strategy 70) and "planning without final assembly" (strategy 50 or 52). As in strategy 70, in strategy 74 the planned independent requirements for an assembly are regarded separately to the end product and independent of any lot size. You do not have to know the finished production for which the assembly is required. · The planned independent requirements are created at assembly level. As opposed to strategy 70 and as in strategies 50 and 52, the creation of the planned independent requirements does not trigger the production of the assemblies, but rather the procurement of the components. The components are placed into stock until the planned order or the production order for the finished product is received. The production of the assembly is not triggered until the planned order or the production order for the finished product has been received. · The planning run is carried out for the assembly and initially creates planned orders for the assembly's planned independent requirements. These cannot be converted into a production order nor can they be converted in repetitive manufacturing (order type VP). The planned independent requirements and the planned orders for the assembly are in the planning segment. Conversion and procurement (assembly) are not possible until a planned order or a production order for the finished product is created. At component levels below the assembly, however, the system creates planned orders in the planning run if a material shortage exists. These planned orders can be converted into a production orders or a purchase requisition. · At this stage of planning, the stock at assembly level is not taken into account. 3.20 · Production of the assembly is not triggered until receipt of the planned order or the production order for the finished product. The dependent requirements and reservations created as a result of the planned order or the production order consume the planned independent requirements of the assembly (as in strategy 70). · Depending on the strategy of the finished product and the individual/collective indicator of the assembly in the net segment, the dependent requirements and reservations of the assembly and the accompanying planned orders of the assembly appear in an individual customer segment or in the individual customer planning segment. · In the planning run, dependent requirements and reservations in the net requirements segment or an individual customer segment result in planned orders that can be converted or that can be dispatched in repetitive manufacturing. This then allows the production of the assembly. At this stage of planning, stock at assembly level is regarded as stock in the net segment or as sales order stock. In the planning segment, the planned order quantity of the VP planned order is reduced according to the new requirements situation. 3.21 · In the first step, you create the requirement quantities expected in the future for the assembly. You do this in demand management. · Sales orders, planned orders, or production orders are created for the finished product. · The resulting dependent requirements or reservations (for the assembly) consume the planned independent requirements of the assembly. · The consumption mode and the consumption periods are calculated according to the reservation or the dependent requirements. 3.22 · If you want to use the "Planning without final assembly" strategy (74) for the assembly, you must make the following settings in the material master record ("MRP" view): - Strategy group 74 (planning without final assembly at assembly level) for the assembly - Mixed MRP indicator = 3 (assembly planning without final assembly) - Consumption parameters (consumption mode, backward consumption period, forward consumption period) Individual / collective indicator = 2 (collective requirements only) for the components to be procured and stored before receipt of the planned or production order. Individual / collective indicator = 1 (individual requirements only) or blank (individual and collective requirements) for the components not to be procured until receipt of the planned order or the production order for the finished product. 3.23 · Assembly processing is a form of sales order processing. The procurement elements are created when you create the sales order 3.24 · Assembly processing is a form of sales order processing. The procurement elements are created on creation of the sales order item. In general, the components of the finished product have already been manufactured. · Once you have created the sales order, the system checks the availability of the components (for the production order). It also determines a possible delivery date and costs the order. · With strategy 82, creating the sales order triggers the creation of a production order. You do not need to carry out a separate MRP run. With strategy 81, when you create a sales orders, the system creates a planned order for repetitive manufacturing and with strategy 83, it creates a network for engineer-to-order production. · Order processing is carried out using the tools available in production control. Delivery is made in Sales and Distribution. · The total confirmation date depends on the date of the component which is available last. The confirmation quantity depends on the available quantity of the component with the lowest confirmed quantity on the requirements date. · Assembly processing can either be carried out statically (one assembly order per sales order item) or dynamically (several assembly orders per sales order item). Dynamic processing enables you to execute partial deliveries. In this case, however, the direct reference to the sales order is lost. 3.25 · Schedule lines are automatically changed in the sales order. · Changes have an effect on the assigned production order until an operation has been confirmed or until the order header has the status deleted, locked, or technically completed. 3.26 · The independent requirements of make-to-stock production, strategy 10 (requirements type LSF) are reduced as a result of the goods issue. The oldest planned independent requirement is reduced first based on the FIFO (first-in-first-out) principle according to the requirement date. Future planned independent requirements are also reduced by goods issues if the consumption mode and the forward consumption period allows this. It is important that the main strategy in the strategy group corresponds to make-to-stock production. On goods issue for a sales order, the requirements are also reduced, provided that this has been set in the requirements class. · In strategy 30, the sales order requirements are reduced when withdrawals are made for the sales order, the planned independent requirements upon sale from stock (similar to strategy 10). · In strategy 59, the planned independent requirements are reduced as a result of the goods issue for the production order of the finished product. You must backflush the material components. · In strategies 70 and 74, the assembly's planned independent requirements are reduced as a result of the goods issue for the production order or a cost center. · The corresponding movement type must allow the reduction of the planned independent requirements. In addition, the system only reduces the planned independent requirements of the requirements type controlled by the main strategy of the strategy group assigned to the material. Planned independent requirements of the requirements types of the alternative strategies are not usually reduced by the material movements. 3.27 · The period of adjustment defines a period in which planned independent requirements are not taken into account in the requirements calculation, but rather only have an MRP-effect for customer requirements. However, the planned independent requirements remain in the database. · You maintain the period of adjustment in workdays in the Customizing of the MRP group. The corresponding adjustment indicator defines whether the period of adjustment points to the past or to the future. The adjustment indicator also defines whether the adjustment is valid for planned independent requirements for all strategies or only for planned independent requirements that are planned using a strategy with which there is consumption of customer requirements and planned independent requirements. · The adjustment can be used, for example, to eradicate "planning errors". The period of adjustment could therefore correspond to the period in which only the customer requirements that exist up to now are to be covered, and no new ones are expected. 3.28 · During the adjustment, planned independent requirements that lie within the period of adjustment are simply ignored in material requirements planning but remain in the database. The aim of reorganization is to delete old planned independent requirements from the database. · Reorganization takes place in 3 steps: 1) "Adjust requirements" (transaction MD47): Quantities that have not been assigned before the specified reorganization key date (this date can also be in the future) are set to 0 and are flagged for reorganization. 2) Reorganization of schedule lines (MD75): Schedule lines with quantity 0 before the key date are deleted from the database. 3) Delete history (MD76): The history can be deleted by determining a (further) key date. · As an alternative to the key date, you can maintain a reorganization period per plant (in the Customizing for demand management). This is calculated backwards from the current date. · It is recommended that you execute reorganization periodically, for example once per month. 3.29 · The planning strategy is an effective procedure for planning a material. · You define the planning strategy using a requirements type from planned independent requirements management, a requirements type from sales order management, or by effectively combining both requirements types. · The strategy group enables you to combine several planning strategies. 3.30 · You can create the strategy groups in Customizing, in the work step "Defining Strategy Groups". A strategy group can contain a main strategy and up to seven alternative strategies. You can also create the strategies in the Customizing for Demand Management. · You assign the strategy group to the material in the material master record (MRP view) or via the MRP group. · When you create the customer requirements or the planned independent requirements, the system uses the customer requirements type or planned independent requirements type defined in the main strategy of the strategy group assigned to the material. You can do this provided that the requirements type is not defined by user parameters or manual entry when creating the planned independent requirements or customer requirements (sales order). You can determine the requirements types that can be used for a material in the alternative strategies. · In the sales order, you can access the customer requirements type in the sales order item on the "procurement" tab. · You can also determine the customer requirements type from the item type of the sales order if no strategy group has been assigned to the material (in Customizing for SD, work step "Determination of Requirements Type Using Transaction"). 3.31 · Generally, a planning strategy groups two requirements types - for planned independent requirements and for customer requirements. · The requirements type is allocated to exactly one requirements class. Therefore, the requirements class represents a kind of "values list" for the settings of the requirements type. This means that any changes to the requirements type are made via the corresponding requirements class. · In the requirements class you control, for example, how the customer requirements should be settled against the planned independent requirements. · The definition of the requirements class is made in the Customizing for Demand Management for planned independent requirements classes and in the Customizing for SD for customer requirements classes. 3.32 · The requirements class controls requirements-relevant functions for sales orders in logistics. In the requirements class, you define the type of availability check, whether the requirement is relevant to MRP ("No MRP" field), and which type of consumption is to be executed ("Assignment indicator" field). The exact type of assembly processing is defined using the customer requirements type of the corresponding sales order. · Furthermore, you save specifications that are used in cost accounting (for example, in the settlement profile for settling a requirements class). 3.33 · The settings for material requirements planning are controlled on three levels: - Material master (MRP views) - MRP group (Customizing step "Carry Out Overall Maintenance of MRP Groups") - Plant parameters (Customizing step "Carry Out Overall Maintenance of Plant Parameters") · If a setting is possible on several levels, the setting in the material master takes priority over the setting in the MRP group that the material is assigned to. The setting in the MRP group takes priority over the setting in the plant parameters. 3.34 3.35 Special Planning Strategies - Exercises Unit: Special planning strategies Topic: Subassembly planning without final assembly At the conclusion of these exercises, you will be able to: · Explain the functions of subassembly planning without final assembly · Understand the consumption of the assembly’s planned independent requirements against dependent requirements or reservations created by the procurement elements for the finished product. · Explain the purpose and the characteristics of planned orders in the planning segment During the phase-in period, the new pump R-F1## is to be assembled in make-to-order production. However, in order to trigger procurement of the necessary components before sales orders arrive, subassembly planning is executed since this is more reliable than planning the finished product. Final assembly should only take place once a corresponding sales order for the finished product has been received. 1-1 In order to be able to directly call the transactions that are used regularly in the following exercises, assign a navigation profile to your user. Review the stock/requirements list for material R-F1##. 1-1-1 From the environment of the stock/requirement list, choose Assign navigation profile. Enter the SCM001 profile in the Navigation profile field using the F4 help and Save. Make use of the material tree to switch quickly between the individual materials. 1-2 During the phase-in period of the pump R-F1## in plant 1000, assembly is to occur in make-to-order production. To do this, set the strategy group 20 (make-to-order production) in the material master for R-F1## in plant 1000 in the view MRP 3. Save the change. 1-3 To plan the assemblies, create planned independent requirements for the assemblies for pump R-F1## with a corresponding requirements type. Execute subassembly planning using assembly R-B1## in plant 1000 as an example. 1-3-1 Modify the material master for R-B1## accordingly. Enter the following parameters in the MRP 3 view in plant 1000: Strategy group: 74 (subassembly planning without final assembly) Consumption mode: 2 (Backward/forward consumption) Consumption period forward: 12 (workdays) Consumption period backward: 12 (workdays) Mixed MRP: 3 (subassembly planning without final assembly) Save the material master. 1-3-2 Enter a planned independent requirement of 180 pieces for the current month + 3 for material R-B1## in plant 1000. Set the planning period to monthly by entering the indicator M in the planning period field in the initial screen of the transaction for maintaining planned independent requirements. In the table screen, enter a planned independent requirements quantity of 180 pieces in the line which contains material R-B1## for the current month + 3. Switch to the Sched. lines tab page and note the requirements type VSEM. In the Split field enter W for the weekly format and confirm with Enter so that the split into weeks is effective. Save the planned independent requirements. 1-4 Carry out an MRP run for assembly R-B1## in the form of single-item, multi-level planning. Use the following creation indicator: Processing key NETCH Create purchase requisition 2 Schedule lines 3 Create MRP list 1 Planning mode 1 Scheduling 1 Also plan unchanged components Select Display results before they are saved Do not select Display material list Select Simulation mode Do not select Save the settings of the creation indicator for the MRP run by choosing Settings -> Save and confirming. Start the planning run by choosing Enter twice. 1-5 Look at the planning results in the stock/requirements list. 1-5-1 Call the stock/requirements list for material R-B1## in plant 1000. Note that the planned independent requirements quantities and corresponding planned orders are listed in a separate planning area. Go to the details of the planned order with a double-click or by choosing the Details of element button. Can the planned orders be converted to production orders? Why (not)? ______________________________________________________ ______________________________________________________ 1-5-2 Assembly R-B1## consists of components R-T1##, R-T2##, and R-T3##. Look at the stock/requirements list for the component R-T2## (flat gasket) in plant 1000. Are the dependent requirements also administered in a planning segment? Why (not)? ______________________________________________________ ______________________________________________________ ______________________________________________________ 1-6 You receive a sales order for the finished product with a desired delivery date of the last day of the current month plus 3. 1-6-1 Create a customer requirement of 20 pieces of material R-F1## in plant 1000. Pay attention to the requirements type KE (individual customer order) and save your entries. 1-6-2 Carry out an MRP run for material R-F1## in plant 1000 in the form of single-item, multi-level planning. Use the creation indicators as listed above. Start the planning by pressing Enter twice. 1-7 Call the stock/requirements list for assembly R-B1## in plant 1000. 1-7-1 Was a dependent requirement created for the assembly? _________ 1-7-2 In which planning segment is the dependent requirement administered? ______________________________________________________ 1-7-3 Can the corresponding planned order be converted? ___________________ 1-7-4 Explain the new situation in the planning segment. ______________________________________________________ ______________________________________________________ 3.36 Special Planning Strategies - Solutions Unit: Special planning strategies Topic: Subassembly planning without final assembly 1-1 Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List 1-2 Change the material master from the stock/requirements list via Environment ( Change Material or via the menu path: Logistics ( Production ( Master Data ( Material Master( Material( Change ( Immediately 1-3 1-3-1 Change the material master from the stock/requirements list via Environment ( Change Material or via the menu path: Logistics ( Production ( Master Data ( Material Master( Material( Change ( Immediately 1-3-2 Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Planned Independent Requirements ( Create 1-4 Menu path: Logistics( Production( MRP( Planning( Single-Item, Multi-Level 1-5 Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List 1-5-1 Planned order can be converted: No Reason: Planned orders which have the order type VSEM are used for planning and cannot thus be converted or changed (the detail view does not, for example, feature any pushbutton for converting the planned order into a production order and no change mode). They merely serve to create dependent requirements on subordinate BOM levels. 1-5-2 Dependent requirements of component R-T2## in the planning segment: No Reason: The dependent requirements for component R-T2## are not administered in the planning segment, but rather in the collective segment due to the individual/collective indicator 2. 1-6 1-6-1 Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Customer Requirements ( Create 1-6-2 Menu path: Logistics( Production( MRP( Planning( Single-Item, Multi-Level 1-7 Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List 1-7-1 Dependent requirement created: Yes 1-7-2 Planning segment: Collective planning segment due to the individual/collective segment indicator 2 1-7-3 Corresponding planned order convertible: Yes 1-7-4 Situation in planning segment: The dependent requirements consumed the planning quantities in the planning segment and the planned orders were adjusted accordingly. Menu path: Environment( Total reqmnts display 4 4.2 4.3 4.4 · Material requirements planning takes current and future sales as its reference point. The planned requirement quantities trigger the MRP calculation. In MRP, the requirements elements include sales orders, planned independent requirements, material reservations, the dependent requirements created by exploding the BOM, and so on. · If during MRP the system discovers material shortage quantities, it generates procurement proposals: Purchase requisitions and planned orders are internal planning elements that you can change, reschedule, or delete at practically any time. · In the case of in-house production, the system creates planned orders for planning the production quantities. When planning is complete, planned orders can be converted into production orders. · In the case of external procurement, the system creates either a planned order or directly creates a purchase requisition for planning the external procurement quantity. When planning is complete, the planned order is converted into a purchase requisition, which is subsequently converted to a purchase order. Using the creation indicator for purchase requisitions on the initial screen of the planning run, you control whether the system immediately creates purchase requisitions or first creates planned orders. · If a scheduling agreement exists for a material and is relevant to MRP in the source list, then you can also create schedule agreement schedule lines directly through MRP. You control this using the creation indicator for schedule agreement schedule lines on the initial screen of the planning run. 4.5 · In the case of in-house production, the system creates planned orders for planning the production quantities. In multilevel production, that is, when a finished product is made up of assemblies or components, the corresponding assembly group requirements are mapped via dependent requirements. · Dependent requirements enter the MRP of the assembly as requirements. This ensures timely staging of the assemblies. · When planning is complete, planned orders can be converted into production orders. When this is done, the system transforms the dependent requirements of the planned order into production order reservations. 4.6 · In the Customizing activity "Activate MRP and Set Up Planning File", you can specify for which plant an MRP run is to be carried out by activating material requirements planning. You can only make entries in the planning file once this indicator has been set, which means that: - When a material that is relevant for MRP is created, the system copies the material number to the planning file and sets both the "total change indicator" and the "net change indicator", - Whenever a change relevant to MRP is made, the system makes an entry in the planning file for the material. · If materials have been created before the MRP run for a plant has been activated, you must create an entry in the planning file for all MRP-relevant materials in this plant. This function can only be executed in background processing. You activate this function in the activity "Set up planning file" in the Customizing activity "Activate MRP and Set Up Planning File", which you can access directly from the MRP menu. · If these prerequisites are fulfilled, materials already in the planning file can be excluded from the MRP run using the MRP type in the material master (for example, by using the MRP type ND). · In addition, you can lock a material using the material status for MRP or generate a warning regarding the planning. 4.7 · The material status enables you to control how a material is used in various business applications. You define this in the Customizing for Materials Management under "Define Material Status". · You can define the material status for several plants ("Basic data 1" view) or for an individual plant ("MRP 1" view). If both statuses have been maintained, the more restrictive of the two applies for the respective application. · In general, you can limit how a material is used in various ways: - It can be flagged for deletion. - It can be locked for specific business transactions by the material status from Materials Management and Production Planning and Control views. · You can display whether a material is subject to certain restrictions by means of the status information function. You call up this function from the MRP 1 view of the material master by choosing the pushbutton "Information on material". 4.8 · The Customizing settings for the requirements planning are basically controlled at three levels: - Material master - MRP group (Customizing step "Carry Out Overall Maintenance of MRP Groups") - Plant parameters (Customizing step "Carry Out Overall Maintenance of Plant Parameters") · The MRP group is an organizational object that is used to allocate certain control parameters for MRP to a group of materials. This includes the creation indicators for purchase requisitions, schedule lines, the planning horizon, and so on. In Customizing, you define the MRP group with these specific control parameters and assign the material to the corresponding MRP group in the material master record (MRP 1 view). · If a setting is possible on several levels, the setting in the material master takes priority over the setting in the MRP group to which the material is assigned. The setting in the MRP group takes priority over the setting in the plant parameters. · Note: If material master is utilizing an MRP Group, the settings of the MRP group will not be visible in the material master. 4.9 · You can execute the planning run on two levels: As total planning for a plant or for an individual material. It is also possible to execute a total planning run for several plants and/or MRP areas. · You can execute single-item planning either for one BOM level only (single-level) or for all BOM levels (multilevel). Interactive planning of a material is also possible. · During single-item, multi-level planning, users can indicate that they wish to run MRP for members of a certain product group. Product groups are a function of SOP. · You can execute total planning online or as a background job. · Total planning for a plant encompasses all materials relevant to MRP for this plant and includes the BOM explosion for materials with BOMs. · From the MRP menu, you can execute total planning "Online" or "As background job". In order to execute total planning as a background job, you select a report variant limiting it to the corresponding plant and schedule the job. · A user exit enables you to limit the total planning run specifically to those materials which fulfill the freely definable criteria. You can use this, for example, to select all the materials belonging to a particular MRP controller. 4.10 · The total planning run can be triggered per plant, for example, as a background job with a variant for each plant to be planned. If there are mutual dependencies (for example, due to stock transfer), plants may have to be planned several times (plant 1000 in the slide). · It is therefore possible to group together several plants (or MRP areas) in the scope of a planning run in a planning sequence and to plan on a cross-plant basis in a total planning run. The system automatically takes into account mutual dependencies, such as those arising through stock transfer, (the situation displayed in the slide requires that MRP area 1000 and plant 1100 are entered in the scope of planning - planning takes place for each material in the proposed sequence MRP area 1000, plant 1100 instead of in MRP area 1000, and where necessary in plant 1000 again). · You define the scope of planning for total planning in the MRP Customizing activity "Define scope of planning for total planning". If you have activated MRP with MRP areas, you can group together plants and MRP areas within a planning scope. In particular, it is possible to plan all of the materials in an MRP area. · The planning scope allows you to execute a total planning run online or as a background job for a plant, for several plants, for an MRP area, for several MRP areas in MRP, in master production scheduling, and in long-term planning. The planning run with planning scope must always be started with parallel processing. 4.11 · When planning with a planning scope, you must set the indicator "Parallel processing" in the planning run. · Parallel processing means that the planning run is divided into several independent work packages that run parallel to each other in different sessions. You define the sessions in the Customizing activity "Define parallel processing in MRP". You can access this activity directly from the MRP menu. · Advantages of parallel processing: - Improving performance: If several computers or processors are available for these sessions, the time required for a planning run can be reduced significantly. - Robustness: The planning run can then continue further if there is a runtime error for a material. This material is indicated with a corresponding entry in the material list. (Without parallel processing, the planning run terminates with a dump and the remaining materials are not planned.) · The work packages are divided up by low-level code. The improvement in performance is particularly clear if the BOMs have a wide structure, that is, if the individual elements in the BOM are made up of many components. 4.12 · The low-level code is the lowest level at which the material appears in a BOM. A material's low-level code is always greater than the low-level code of all its predecessors in all BOMs. · The low-level code controls the planning sequence: First materials with low-level code 0 are planned, then with low-level code 1, and so on. This allows all materials to be planned in the correct sequence in one run. · The low-level code is calculated and saved at client level during BOM maintenance. You can display the low-level code in the material master from the MRP 1 view by choosing "Information on material" or in the planning file entry, provided that an entry for that material exists in the planning file. 4.13 · When starting the planning run, specify the following control parameters for materials planning: - Processing key: You define the planning type as regenerative planning or net change planning over the whole period or restricted to the planning horizon. - The indicators "Create purchase requisition" and "Schedule lines" are only relevant for materials that are procured externally. You can determine if and when purchase requisitions and schedule lines are required as a result of the planning run. - You can also determine whether the planning run is to generate MRP lists. It is also possible to have the system generate MRP lists only when certain exception messages have appeared for a material (the exception messages that should trigger an MRP list to be generated can be defined in the Customizing activity "Define and group exception messages"). - With the planning mode, you define whether the existing planning data should simply be adjusted, whether BOMs and routings should also be re-exploded, or whether the existing (unfirmed) plan should be deleted and re-scheduled from the very beginning again (caution - performance). · You can also set the creation indicator for purchase requisitions, schedule lines, and MRP lists in the MRP group. The materials that are assigned to this MRP group are then planned accordingly in the total planning run. 4.14 · During regenerative planning, the system plans all materials of a plant. This is practical when carrying out the planning run for the first time and in a productive system when, due to technical errors, the consistency of the data cannot be guaranteed. · In a working plant, it usually makes sense (especially when you use a lot of materials) to execute MRP only for those materials that have undergone MRP-relevant changes (through goods issues, new sales orders, changes to the BOM structure, for example). Due to its short run-time, net change planning - which is used to plan only these materials - enables you to carry out the planning run in short time intervals, so that you can always work with the current planning results. · During net change planning in the planning horizon, the system only takes changes within the planning horizon into account. The system only plans those materials that have been subject to an MRP-change within the planning horizon. The materials are planned within this horizon only. · You set the planning horizon in Customizing for MRP as a plant or MRP group parameter. The planning horizon should at least span the time period in which sales orders are received, and, furthermore, contain the delivery and total lead times for the material. · You specify the type of planning run via the "processing key" field in the initial screen for planning. In single-item planning, you can only decide whether "net change planning" (NETCH) or "net change planning in the planning horizon" (NETPL) is executed. In total planning, you also have the option of using the key NEUPL, with which all materials in the planning file are planned. 4.15 · The planning file contains all of the materials relevant to MRP for each plant. · Net change planning only plans those materials that have been subject to a change relevant to MRP. Changes relevant to MRP lead to a planning file entry being created specific to the plant and material. Examples of MRP-relevant changes include changes to the procurement type, changes to the operation times, and also creation of sales orders, dependent requirements, stock changes, and so on. · The respective entries in the planning file are made automatically by the business application of the system. They can, however, also be made manually from the MRP menu in individual cases. (When doing this, you should remember that a change in the routing does not automatically cause an indicator to be set in the planning file.) · The planning file entry includes the following information: - The low-level code of the material, - Whether the material has been subject to an MRP-relevant change (NETCH or NETPL indicator), - Whether the BOM has to be re-exploded or whether all existing order proposals are to be deleted. · You can use the transaction "Display planning file entry" from the MRP menu to analyze the contents of the planning file entry record for the materials. 4.16 · During the planning run, the system checks every entry for a material in the planning file. - In the case of regenerative planning, the system plans all materials contained in the planning file without taking the indicators into account. - In the case of net change planning, the system only plans those materials that have been flagged with the "NETCH planning file entry" indicator. - In the case of net change planning in the planning horizon, the system only plans those materials that have been flagged with the "NETPL planning file entry" indicator. · Once the planning run has been executed, the entry in the planning file is automatically deleted. The "NETCH planning file entry" and "NETPL planning file entry" indicators are reset upon regenerative and net change planning. During net change planning in the planning horizon, only the "NETPL planning file entry" indicator is reset. · The planning horizon is maintained in the Customizing for MRP as a plant parameter or per MRP group. · You can define whether a planning entry is to be retained or deleted if a termination should occur while planning a material. You can do this in the IMG activity "Define error processing in the planning run" in the Customizing for MRP calculation by choosing "Del. planning flag". This determines whether or not the material is taken into account in the next planning run. 4.17 · You can only restrict material requirements planning to the planning horizon if it is necessary to accelerate MRP for performance reasons. Only those requirements within the planning horizon are then covered by goods receipts. If you only execute net change planning in the planning horizon, the system does not plan those requirements that are outside the planning horizon. · It is important to note that, as time lapses, requirements may fall into the planning horizon that have not yet been covered by goods receipts. As long as no other changes relevant to MRP are made, these requirements will not be covered until the next planning run for the whole time axis ("NETCH" indicator). This kind of planning run should therefore be carried out on a regular basis. · A further possibility for dealing with the problem shown in the slide is to set the indicator "Regular MRP" in the Customizing for the MRP type of the material and to also maintain the maximum MRP interval in the MRP group. The material is then included automatically in MRP after the maximum MRP period is over, regardless of the settings in the planning file. · In order to be able to plan the changes outside the planning horizon, you must carry out net change planning at larger intervals. 4.18 · During single-item, multilevel planning, the system explodes the material's BOM and creates and plans the dependent requirements of the assemblies and components. If the components also have BOMs, these are also exploded and the components are planned. This is repeated until all BOM levels have been exploded. All materials are planned according to the parameters entered in the initial screen of single-item, multilevel planning. Planning is carried out as "top-down planning". The MRP controller has the option of displaying and manually changing the planning result of assemblies or components before planning is resumed. · During single-item, single-level planning, the system generates dependent requirements for materials at the next BOM level. Single-item, interactive planning is available as a variant in which the system displays the current planning situation before the planning run can be triggered manually. · You can check and process planning results for single-item, single-level, or multilevel planning before saving them (indicator "Display results before they are saved" in the initial screen). The MRP controller is able to create, change, delete, and reschedule procurement proposals before planning is resumed. 4.19 · You have the following options for influencing the planning result interactively: - "Single-level planning, interactive": You plan on a single-level, the system displays only the current planning situation when you access the function, you trigger the planning manually from the menu for single-item, interactive planning and save the result when closing the function. - "Single-item, multi-level" setting the indicator "Display results before they are saved" (function also possible for multi-level planning). This has the advantage that the results are not saved until they have been checked and, where necessary, changed by the MRP controller. The materials to be planned this way are displayed as breakpoints, and you are able to control at which material you would like to stop. You are then able to display the planning result for the desired breakpoint and change the planning result before proceeding with further planning. The changes take immediate effect on subsequent planning. If you do not set the "Display results before they are saved", the planning results are automatically written to the database in the planning run. In addition, you have the option of checking the result for all planned materials directly at the end of planning by selecting the "Display matl. list" on the initial screen. - "Single-item, multi-level", setting the indicator "simulation mode": You can plan a planned order on multiple levels. 4.20 · A simulation mode is available for single-item, multilevel planning (indicator "Simulation mode" on the initial screen). You can use this planning type to analyze and, if necessary, change the planning situation for a planned order on all BOM levels. · This example depicts a BOM structure with a replenishment lead time of 20 days. This time period is eight days longer than the requirements date of the finished product, which lies in the future. · There is an eight day delay in the procurement of the finished product, when taking the whole BOM structure into account. The procurement or production process for several assemblies or components should have already been triggered in order for the requirements date for the finished product to be met. In this situation, the system generates an exception message "Opening date in the past" for the affected procurement proposals. 4.21 · Simulative MRP performs a multilevel BOM explosion and schedules the procurement elements in the same way as non-simulative MRP. Using the requirements date of the finished product as a starting point, the MRP run schedules backwards over all BOM levels. Procurement elements with opening dates in the past are scheduled forward from the current date. · When scheduling problems arise (for example, with dates in the past), the system creates an exception message in all affected planned orders of the higher-level materials. The time delay is also displayed. The system indicates the total number of days that you are behind schedule as a result of the scheduling problems in the lower-level assemblies or components. This presupposes that, in Customizing, you have not permitted the start date to be in the past. · The procurement element (or elements) which have caused the time delay or exception message are easily identified and analyzed using the tools provided by the simulative MRP. · You initiate simulative planning by selecting the "Simulation mode" field in addition to the usual parameters in the initial screen for single-item, multilevel planning and choosing "Enter" twice. · In simulative MRP, the system stores all of the procurement proposals from the whole BOM structure in the main memory. The planning results can be checked and changed by the MRP controller. You also have the option of carrying out planning again without having to leave and re-enter the transaction. 4.22 · You can analyze scheduling problems in simulative MRP by looking at the delay. The delay for planned order 3 of the finished product shows the number of days by which the procurement chain must be moved into the future, so that the start dates of all the planned orders for the assemblies and components do not lie in the past. · The delays are calculated for each element as the time that the element is behind based on the start date of the superior element in the BOM. The delay for the procurement chain is the total of these individual delays. In our example, the delay is 8 days. · Delays stemming from the planned order for the finished product are not taken into account. These delays only come about, if the planned order's start date, which is correct with regards to the requirements date, already falls in the past and there is already a corresponding exception message for this order. 4.23 · In order to resolve problem situations, you can change the procurement elements and repeat the planning process for the dependent BOM branches. So that the changes made to the planning process remain effective, you must set the "firming" indicator in the modified procurement element. · In the planning results, the MRP controller moves the planned order finish date of the finished product eight days into the future and firms the planned order. The MRP controller then selects the planned order in the individual line overview and, using the "Execute planning run" function, repeats the planning run for the dependent BOM branches, specifically for this planned order. You do not need to exit the transaction to do this. 4.24 · All changes are stored in the main memory and the results are only written to the database when you save. Once you have accepted the planning results, all simulation results are transferred from the main memory into the database and saved there. If you do not want to accept the planning results and do not save them, the system discards them. · During simulative MRP, you can change all of the data in the database independent of the data in the main memory, since the database is not locked. However, you cannot execute any subsequent data transfer from the database during simulative MRP, for example, if a further requirement has been received by the system. 4.25 · The planning table enables the work scheduler to process the master production schedule. They can check the production quantities at a glance, change them if required, and create new production quantities (planned orders). The work scheduler can also determine the capacity load utilization of the production line and the availability of the products. Pegging can also be executed by double clicking on the capacity requirements. · In repetitive manufacturing, orders are generally planned according to quantity and period, and this is reflected in the planning table display. You can choose from any planning period (shift, day, week, month, planning calendar period). · In the assignment mode, the work scheduler can assign production quantities (planned orders) to a production version and therefore to a production line. If this has already been executed in the MRP run, the work scheduler can also change assignments that have already been made . Planned orders that have already been manually assigned to a production line are classified as order type PE (run schedule quantities) and are usually firmed. This firming method can either be limited to the planning time fence or completely deactivated per material using the repetitive manufacturing profile. · In the planning table, you can display various key figures (the range of coverage, the available quantity, and so on) and define the display sequence. · Changes made to the planning table are only written to the database when you save. 4.26 · The whole repetitive manufacturing planning process can be carried using the planning table. Alongside planned orders, you also have the possibility of displaying and processing production orders for discrete production and process orders for process manufacturing in the planning table. Production and process orders are displayed in a separate row - PR.ORD: You can make changes to production orders or process orders by branching directly from the planning table to the orders via the change mode. It is, however, not possible to execute mass change functions such as distribution according to shifts for production and process orders. · You can convert planned orders to production orders directly via the "convert quantities" function in the planning table. The system then shows the line PR.ORD:, where you can view these orders. You must call the planning table again in order to be able to make changes to these newly created orders. · A prerequisite for displaying production and process orders in the repetitive manufacturing planning table is a valid production version in the material master. You are not required to create run schedule headers in order to display orders in the repetitive manufacturing planning table. 4.27 · At least one production version must exist in the material master of the corresponding material in order to work with the planning table. The production version contains data relevant to production that describes a manufacturing process: - You determine in which period the version can be used in the fields "Valid from" and "Valid to". You can enter a lot size range for the version in the fields "From lot size" and "To lot size". - You can define a routing for detailed planning, rate-based planning, and rough-cut planning. You enter a task list group and a group counter for detailed planning. The routing entered is then used for capacity requirements planning. - You can assign a particular BOM to the version using the fields "BOM usage" and "Alternative BOM". - In the field "Production line", you define the work center (production line) for the assignment of production quantities in the planning table. The system only displays the capacity requirements for this work center in the planning table. In order to execute capacity planning, this work center (production line) must be contained in the routing. 4.28 4.29 4.30 MRP Run - Exercises Unit: MRP Run Topic: Planning file At the conclusion of these exercises, you will be able to: · Explain the relationship between the planning run and the planning file. The project team familiarizes itself with the relationship between the planning run and the planning file. You should also examine the effect of a change to the BOM and a change to MRP-relevant material master data. 1-1 Analyze the relationship between the planning run and the planning file. 1-1-1 Display the planning file for material R-F1## in plant 1000, either via the MRP menu or directly via the navigation profile in the stock/requirements list. Which of the following indicators are set? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ 1-1-2 Create a customer requirement: Material: R-F1## Plant: 1000 Requirements date: Today +6 months (date in day format) Quantity: 50 pieces Select the planning file entry for material R-F1## in plant 1000. Which of the following indicators are set now? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ Give a reason for the answer by analyzing the planning horizon. Where in Customizing can you set the planning horizon and what value is entered there? ______________________________________________________ ______________________________________________________ Which value is relevant for material R-F1## in plant 1000? Why? ______________________________________________________ ______________________________________________________ 1-1-3 Execute multi-level planning as net change planning for material R-F1## in plant 1000. Use the NETCH processing key. Then select the planning file entry for R-F1## in plant 1000. Which of the following indicators are set? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ 1-1-4 Enter an additional customer requirement as follows: Material: R-F1## Plant: 1000 Requirements date: Today +1 month (date in day format) Quantity: 60 pieces Select the planning file entry for R-F1## in plant 1000. Which of the indicators are set now? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ 1-1-5 Execute multi-level requirements planning as net change planning for material R-F1## in plant 1000. Use processing key NETPL. Then select the planning file entry for R-F1## in plant 1000. Which of the following indicators are set now? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ Give a reason for the result: ______________________________________________________ ______________________________________________________ 1-1-6 Carry out multilevel planning with the processing key NETCH for the material R-F1## in plant 1000. Then check the indicators in the planning file entry. PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ 1-2 Now execute the BOM change: Enter screw R-T9##, which you created in the last unit, in a quantity of 6 pieces in the BOM of R-F1## in plant 1000, as the final item. 1-2-1 Call transaction Create material BOM in the master data for production and enter the following parameters in the initial screen: Material: R-F1## Plant: 1000 Usage: 1 Choose Enter or the Item button to go to the item overview. Enter the new item with the following data: Item number: 0060 Item category: L Material: R-T9## Quantity: 6 Confirm with Enter; the system copies the component description and the unit of measurement from the material master. Save the BOM changes. 1-2-2 Check the effect of the BOM changes on the planning file entry. Which of the following indicators are set now? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ 1-2-3 Carry out multilevel planning for material R-F1## in plant 1000 again with the processing key NETCH and check again the result in the planning file. PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ 1-3 Analyze the effect of an MRP-relevant change to the material master. Component R-T9## is now contained in the BOM structure for material R-F1##. In the last step, you have executed a multilevel planning run. You have therefore planned all the components. 1-3-1 Select the planning file entry for R-T9## in plant 1000. Which of the following indicators are set? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ 1-3-2 Change the material master of material R-T9## in plant 1000 by entering a value of 50 pieces as the safety stock in the view MRP 2. Save the material master. Select the planning file entry for R-T9## in plant 1000. Which of the following indicators are set? PlgInd. NETCH ____ PlgInd. NETPL ____ BOMExpl. ____ MRP Run - Exercises Unit: MRP Run Topic: MRP in simulation mode At the conclusion of these exercises, you will be able to: · Execute the MRP run in simulation mode, · In particular, analyze situations with scheduling problems based on the delay and implement measures for solving the problem in the simulation mode. As a member of the project team, you familiarize yourself with the functions of simulative material requirements planning. 2-1 In the previous exercise you created and planned a customer requirement of 60 pieces of the pump R-F1## for the date today + 1 month. This means that you fulfilled the requirement with a planned order. If you did not complete the previous exercise, create a customer requirement now and execute multi-level planning. Note the change in the stock/requirements list. 2-1-1 Note the number of the customer requirement: _____________________________ 2-1-2 Note the number of the planned order: _____________________________ 2-2 Analyze the planned order as far as the dates are concerned. 2-2-1 Was the planned order for the customer requirement created on time? ______________________ (Note that the availability date of a planned order always falls on a workday, which is not necessarily the case for the customer requirements date) 2-2-2 What is the start date of this planned order? ____________ What does this mean for the procurement of the components for the planned order (is there enough time)? _____________________________________________________ 2-2-3 From the stock/requirements list, execute the Order report function for the planned order and choose the Open all lines button. Based on this evaluation, do you foresee problems in fulfilling the sales order? _____________________________________________________ 2-3 Execute single-item, multi-level planning in simulation mode for material R-F1## in plant 1000. To do this, select the “Simulation mode” indicator in the MRP initial screen. Make sure that the indicator “Also plan unchanged components” is set. Start the planning run by choosing Enter twice. Do not exit the transaction. 2-4 Evaluating the planning results: After you have executed multilevel requirements planning, display the planning results on the material overview screen. Select the planning result for finished product R-F1## by choosing the function 1st material. 2-4-1 Examine the planned order in the individual customer segment that you already analyzed above. Is a delay displayed for this planned order? ___________ How many workdays is the total delay of the planned order, caused by assemblies and components? ________________ workdays 2-4-2 Select the planned order and choose Order structure. On the next screen, choose All lines in detail. Note down the two procurement elements which cause the longest delays. MRP element Number of MRP element Material Delay (workdays) Return to the display of the Planning results: Individual lines for material R-F1##. Do not exit the transaction. 2-5 Rescheduling a planned order into the future: Select the planned order you examined and choose Reschedule procurement proposal. Using the displayed (availability) date of the planned order, postpone the planned order by the number of workdays that was displayed as the delay time for the planned order (see above). Enter the appropriate new order finish date for the planned order. To help you do this, you can use F4 and the plant calendar in the ReschDate field. The new end date is calculated as previous end date + delay time of planned order, calculated in workdays. Make sure that the planned order is firmed. To do this, display the detail screen for the relevant planned order by selecting it in the list and choosing Change element. Check that the indicator is set in the field Firmed. Return to the list by choosing the Copy procurement proposal button. Do not exit the transaction. 2-6 Display the stock/requirements list for material R-F1## in plant 1000 in a parallel session. Is the changed end date displayed for the planned order that you have just edited? __________ Give a reason for the result: ________________________________________________________ 2-7 Executing planning for the planned order again: The assemblies components that lie below the planned order, which you have rescheduled, have not yet been planned. Go back into simulation mode. Select the planned order that you have just processed and choose Execute planning run. 2-7-1 How many workdays is the total delay of the planned order, caused by assemblies and components? _______ workdays 2-7-2 Save the planning result (and exit the transaction). 2-8 Call up the stock/requirements list for material R-F1## in plant 1000 again (if necessary, refresh the list). Is the modified end date now displayed for the planned order you just edited? ________ Give a reason for the result: ________________________________ 2-9 Execute the Order report function and Open all lines for this planned order. Do the assemblies and components still show rescheduling messages? ______ 4.31 MRP Run - Solutions Unit: MRP Run Topic: Planning file 1-1 1-1-1 Menu path: Logistics ( Production ( MRP ( Planning( Planning File Entry ( Display Indicators set: PlgInd. NETCH No PlgInd. NETPL No BOMExpl. No 1-1-2 Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Customer Requirements ( Create Indicators set: PlgInd. NETCH Yes PlgInd. NETPL No BOMExpl. No Planning horizon settings: Menu path: Customizing-Production ( Material Requirements Planning ( Plant Parameters ( Carry Out Overall Maintenance of Plant Parameters Planning horizon in plant 1000: 100 workdays Menu path: Customizing-Production ( Material Requirements Planning ( MRP Groups ( Carry Out Overall Maintenance of MRP Groups MRP group 0031 is entered in the material master of material R-F1##. Planning horizon of MRP group 0031 in plant 1000: No planning horizon defined If a planning horizon were entered in the MRP group, this would have a higher priority than the planning horizon in the plant parameters. This way, the planning horizon from the plant parameters is relevant. 1-1-3 Menu path: Logistics( Production( MRP( Planning( Single-Item, Multi-Level Indicators set: PlgInd. NETCH No PlgInd. NETPL No BOMExpl. No 1-1-4 Indicators set: PlgInd. NETCH Yes PlgInd. NETPL Yes BOMExpl. No 1-1-5 Indicators set: PlgInd. NETCH Yes PlgInd. NETPL No BOMExpl. No Reason: Planning occurs only within the planning horizon when you use the processing key NETPL. 1-1-6 Indicators set: PlgInd. NETCH No PlgInd. NETPL No BOMExpl. No 1-2 1-2-1 Menu path: Logistics ( Production ( Master Data ( Bills of Material ( Bill of Material ( Material BOM ( Change 1-2-2 Indicators set: PlgInd. NETCH Yes PlgInd. NETPL Yes BOMExpl. Yes 1-2-3 Indicators set: PlgInd. NETCH No PlgInd. NETPL No BOMExpl. No 1-3 1-3-1 Indicators set: PlgInd. NETCH No PlgInd. NETPL No BOMExpl. No 1-3-2 Menu Path: Logistics ( Production ( Master Data ( Material Master( Material( Change ( Immediately Indicators set: PlgInd. NETCH Yes PlgInd. NETPL Yes BOMExpl. No MRP Run - Solutions Unit: MRP Run Topic: MRP in simulation mode 2-1-1 Customer requirements number: Varies 2-1-2 Planned order number: Varies 2-2 2-2-1 Planned order on time: Yes, the planned order was created on time. If the customer requirements date lands on a holiday or a weekend, the planned order can have an availability date that is before the customer requirements date. 2-2-2 Planned order start date: Varies, about one week before the current date. Consequences for procuring the components: The time available for procuring the components is very tight – if the components are not already in stock, there could be problems fulfilling the order date. 2-2-3 Problems foreseen: Yes, problems are expected. Procurement if the subordinate components occurs with procurement elements that contain exception messages (you can recognize this by the red highlighting). 2-3 2-4 2-4-1 Delay: Yes a delay is displayed. Length of the total delay of the planned order: Varies, around 15 workdays. 2-4-2 Longest delay: MRP element Number of MRP element Material Delay (workdays) PlOrd Varies R-B3## Varies, around 15 days PlOrd Varies R-B1## Varies, around 7 days 2-5 2-6 Modified end date: No, the new date is not displayed. Reason: Simulative requirements planning occurs in the main memory. As long as the planning run is not saved, the data in the database remains unchanged. 2-7 2-7-1 Total delay now: 0 workdays 2-8 Modified end date now displayed: Yes, the modified end date is now displayed. Reason: When you save the planning run, the planning results are saved to the database. 2-9 Rescheduling messages for assemblies and components: Varies: Rescheduling messages should no longer exist, however “Opening Date in the Past” may occur. 5 5.2 5.3 5.4 5.5 · The net requirements calculation is the first step in the material requirements planning run and is executed at plant level or at MRP area level. During this process, the system checks whether the requirements can be covered by the available warehouse stock and fixed dispatched receipts. If shortages exist, the system creates a procurement proposal. 5.6 · In MRP, a net requirements calculation is executed in the planning run to determine whether a material shortage exists for a particular material. In addition, stock and fixed receipts that currently exist (purchase orders, production orders, fixed purchase requisitions, and planned orders...) are compared with the safety stock and requirements. The result of this comparison is the quantity available for planning. · The stock available for planning combines the following stock from all storage locations that belong to this plant or MRP area and are not excluded from MRP or planned separately: Stock that is usable without restrictions, quality inspection stock, consignment store stock that is usable without restriction, and consignment store stock in quality inspection. · In the Customizing activity "Define Availability Stock in Transfer/Blocked Stock/Unrestricted Stock", you can define for each plant whether the stock in transfer from plant-to-plant stock transfers is included in the plant stock available for planning without stock transport orders, or the blocked stock or the restricted stock for batches. · If the quantity available for planning is lower than zero, a material shortage exists. MRP reacts to material shortages by creating new procurement proposals, that is, by creating purchase requisitions or planned orders, independently of their procurement type. The suggested procurement quantity results from the lot-sizing procedure, that is set in the material master. 5.7 · The quantity available for planning consists of stock available for planning and the fixed receipts (purchase orders, production orders, firmed planned orders, firmed purchase requisitions, and so on) minus the safety stock and the requirements. This is calculated for every requirements date along the time axis. If the quantity available for planning is less than zero, a material shortage exists. · If there is a material shortage, the system determines the net requirement (shortage quantity). · The lot-size calculation is executed on the basis of the net requirements and an order proposal is calculated (planned order, or purchase requisition, or schedule lines). 5.8 · There are two types of buffer that you can plan in order to take into account uncertainties in the development of demands: - Quantity buffer: Safety stock, partially available safety stock, dynamic safety stock - Time buffer: Safety time 5.9 · For every requirement for which the available stock for planning is not sufficient, the system creates a procurement element in order to procure the quantity that the available stock for planning is unable to cover. · You can define the safety stock level per plant in the "MRP 2 view" of the material master or per MRP area in the MRP area segment. Safety stock reduces the stock available for planning. · When the inventory is lower than the defined safety stock level, the system replenishes the safety stock during the planning run. Note that this is also the case if the safety stock is only slightly below the defined safety stock level. · This type of safety stock is independent of the requirement quantities and is therefore static. · The safety stock is displayed in a separate line in the stock/requirements list and in the MRP list. 5.10 · You can define the proportion of safety stock that is available for planning for each MRP group in the Customizing activity "Define Safety Stock Availability". It is defined as a percentage of the safety stock level which is to be entered in the material master. · A new order is not created until stock falls below the available portion of safety stock. This order proposal replenishes stock up to (at least) the safety stock level. This means that no individual order proposals are created for very small material shortages. This reduces the amount of administrative work and planning. 5.11 · Using the range of coverage calculation, you can determine a dynamic level of safety stock that is oriented to requirements. · During every planning run, the system checks whether the available quantity is below the minimum stock level. If this is the case, the system creates an order proposal in order to increase the available quantity to the target stock level (dynamic safety stock). · The planning run ensures that the available quantity does not fall below the minimum stock level. If stock falls below the minimum stock level, it is replenished to at least the target stock level. · If the maximum stock level is exceeded, the quantity is adjusted as long as a firmed procurement proposal is not involved. The system issues an exception message for firmed procurement proposals. · You should note that the dynamic safety stock is not included in the net requirements calculation. This means that the quantity of an existing planned order is only increased if the availability situation requires that this happen. If there is already sufficient material in stock to cover the quantity of the dynamic safety stock, no additional planned order is created. · Any additional defined static safety stock and the dynamic safety stock add to each other. 5.12 · The dynamic safety stock is calculated on the basis of the average daily requirements and therefore automatically adjusts itself to changes in demand. The dynamic safety stock is calculated using the following formula: Average daily requirement x Target range of coverage. · In the Customizing activity, "Define Range of Coverage Profile (Dynamic Safety Stock)" you can define the periodicity (week, month, or period according to the planning calendar) and the number of periods for which the average daily requirements are to be determined. The average daily requirement is calculated for each period. · In Customizing, you enter the minimum and target range of coverage as the number of days in which a material must still be available or should still be available. You can also enter a maximum range of coverage. Multiplying the average daily requirements by the values for the minimum, target, and maximum range of coverage defined in Customizing results in the minimum, target, and maximum stock. · During the planning run, the system checks whether the range of coverage (available quantity divided by average daily requirement) is below the minimum range of coverage or above the maximum range of coverage. 5.13 · You can enter the ranges of coverage (minimum, target, and maximum ranges of coverage) for up to three periods and you can maintain different ranges of coverage for each period. If you have only maintained one period, the validity of the range of coverage is unlimited. · The values used for the individual parameters of the dynamic safety stock, can either be checked directly after single-item planning in the planning results or in the stock/requirements list. In both evaluations, the dynamic safety stock data is contained in the periods total display. · The following data is displayed: Target range of coverage, minimum range of coverage, maximum range of coverage, target stock (dynamic safety stock), minimum stock. · The parameters for calculating the dynamic safety stock are stored in a range of coverage profile in the Customizing for MRP, in the IMG activity "Define Range of Coverage (Dynamic Safety Stock)". You can access this activity directly from the MRP menu under Environment ( Current Settings. · The range of coverage profile is assigned to the material in the material master record (MRP data screen 2 or MRP area segment). 5.14 · In addition to the three intervals, for which you can define different ranges of coverage, you can set up fixed periods with a different range of coverage. This is useful, for example, if a higher safety stock is to be planned because of increased demand in a particular period. · In the Customizing activity "Define Range of Coverage (Dynamic Safety Stock)", you assign the periods with a deviating range of coverage to an existing range of coverage profile. You can define as many deviating periods as you wish (each defined by entering the start date and finish date) with various ranges of coverage for one profile. 5.15 · The safety time is a float after production (in contrast to the lead time and lead-time offset in the component data of a BOM item). It is used to avoid material shortages caused, for example, by an unreliable vendor. · The order proposals are brought forward by the number of workdays specified in the safety time. The actual requirements dates are not changed. · You define the safety time for each plant in the material master in the MRP 2 view or for each MRP area in the MRP area segment. 5.16 · If a safety time has been defined at finished product level and also at assembly level, these two times are added together when planning the assemblies. This may not be desired. Therefore, you can define per material whether the safety time is valid for all requirements or only for independent requirements (such as sales orders). · You define in the safety time indicator in the MRP 2 view of the material for each plant, or for each MRP area in the MRP area segment whether the safety time - Is not to be taken into account (indicator = blank), - Is only to be taken into account for independent requirements (indicator = 1), - Is to be taken into account for all requirements (indicator = 2). 5.17 · You define the safety time in the material master per plant (view "MRP 2") or per MRP area (in the MRP area segment). In addition, you can assign a safety time period profile to a material per plant (view "MRP 2"). You can use the period profile to define deviating safety times for particular periods, which are freely definable. These could, for example, be periods when a special marketing campaign is being used. · You define safety time period profiles in the Customizing activity "Define Period Profile for Safety Time/Actual Range of Coverage". You can access this activity directly from the MRP menu under Environment( Current Settings. · You then create a period profile, to which you can then assign as many periods with different safety times as you wish. 5.18 · In the net requirements calculation, the system determines the shortage quantities on the respective requirements dates. These shortage quantities must be covered by receipt elements. The system defines the amount of receipts during the planning run in the lot-size calculation. · You can define how the lot sizes are calculated by selecting the lot-sizing procedure when maintaining the material master record (MRP 1). · The result of the lot-size calculation is the quantity to be produced or procured, which you can change and display in the order proposal. 5.19 · There are three groups of lot-sizing procedures: Static, periodical, and optimizing. · You can also enter restrictions in the material master that the system is to take into account when forming the lot sizes: - Minimum lot size (minimum procurement quantity, below which the lot size is not allowed to fall) - Maximum lot size (maximum procurement quantity for each lot) - Rounding value (the system rounds up to a multiple of the rounding value) - Rounding profile (for the creation of scaled rounding) · You define the different lot-sizing procedures in the Customizing activity "Check Lot-Sizing Procedure". You assign the procedure to a material on a plant basis in the material master (MRP 1) or per MRP area in the MRP area segment of the material. 5.20 · Dynamic lot-sizing procedures optimize the total costs resulting from order and storage costs. · You enter the ordering costs in the material master (MRP 1) or, where applicable, in the MRP area segment. · The system determines the storage costs based on the storage costs indicator, which you define in the Customizing activity "Check Lot-Sizing Procedure" by entering a storage cost interest rate. You assign the storage costs indicator to the material master (or per MRP area). The formula for calculating storage costs is then: Storage costs = Requirement x Price x Storage cost interest rate x Time in storage / 100 / 365. · Based on various costing criteria, the dynamic procedures group together current and future requirements in such a way as to optimize the total costs. 5.21 · You can influence the grouping of requirements to form a lot by entering additional restrictions in the material master record. For example, you can define limiting values (minimum lot size, maximum lot size). During lot-size calculation, the system takes into account these limiting values. That is, the lot size is either rounded up to the minimum lot size, or the system prevents the grouping of requirements to form more than the maximum lot size. 5.22 · You can influence the grouping of requirements to form a lot by entering additional restrictions in the material master record. By specifying a rounding value, for example, the system will determine during lot-size calculation that the lot size quantity is a multiple of an order unit (for example, pallet size, if the material is only delivered in complete pallets). · In addition to that, you can use rounding profiles. A rounding profile is used to define settings for rounding up or rounding down the order proposal quantity into deliverable units. · You define the rounding profiles in Customizing. A rounding profile consists of the threshold value and the rounding value. The threshold value is the value from which the system rounds up to the value of the next deliverable unit. The rounding value is the value to which the system should round up as soon as the threshold value is exceeded. · You can define several combinations of threshold and rounding values for a rounding profile. · A simulation is available for checking the rounding profile Customizing settings. 5.23 · You can control the choice of lot-size procedure especially for make-to-order production (lot-for-lot order quantity, lot-for-lot order quantity with rounding values, lot-sizing for short-term area). · By setting the "splitting quota" indicator in the Customizing for lot-size procedures, you can distribute the procurement quantity across various sources. To do this, you must set the quota arrangement usage indicator in the material master record (Purchasing or MRP 2 view). You maintain the portions of the various sources in the quota arrangement in the master data of purchasing. · You can set the "overlapping" indicator for all lot-sizing procedures in Customizing in order to distribute the order quantity into partial quantities. These quantities are not produced at the same time, but rather in regular, overlapping periods. Procurement proposals can overlap in the future and in the past. You also maintain the tact time and, depending on the lot-size procedure, the maximum lot size or the rounding value. 5.24 · The purpose of the long-term lot size is to divide the time axis for MRP into a short-term and a long-term area, enabling the lot-size calculation to be carried out using different lot-sizing procedures in these two areas. Creating larger lots in the long-term area has a particularly positive effect on performance. · It is therefore possible to receive a rough preview of the future master production schedule in the long-term area and to have a more precise analysis in the short-term area. · You maintain the settings for the long-term lot size, just as for the other lot-sizing procedures, in the Customizing for MRP in the IMG activity "Check Lot-Sizing Procedures". You can define the lot size that is to be used in the short-term period and the lot size that is to be used in the long-term period, as well as the end of the short-term/beginning of the long-term periods using the key of the lot-sizing procedure. You defined the length of the short-term area by entering the periodicity (for example, month, week) and the number of periods. · If a material is planned with short-term and long-term lot sizes, the period of validity of both lot-sizing procedures is determined during the planning run. The order quantities in the short-term horizon are calculated using the lot size in the short-term area. The system switches to the long-term lot size on the date from which the long-term lot size is valid. To calculate this date, the system always rounds up to the beginning of the next full long-term period. 5.25 · When determining a procurement proposal, the system checks whether the receipt is to be produced in-house or procured externally. · During scheduling, the system calculates the start and finish dates of the procurement elements for materials produced in-house or externally. In order to calculate these dates, the system uses the in-house production time for parts produced in-house and the delivery time in the material master or purchasing info record for parts procured externally. 5.26 · The procurement type defines whether a material is produced in-house or procured externally. · The procurement type is predefined by the material type in the Customizing for the material master and is defined in the material master record (MRP 1, "procurement type" field). · If the procurement type allows both in-house production and external procurement, the MRP is always based on in-house production. · You can set a different type of procurement to in-house production or external procurement using the special procurement key in the material master. You define the special procurement types in the Customizing activity "Define special procurement type"; In doing so, special procurement types are assigned to a procurement type, defining the procurement type more precisely. · In this section, we will concentrate on in-house production. 5.27 · If a material is obtained from various sources of supply, the individual sources of supply can be provided with a quota arrangement. The quota arrangement specifies how the receipts should be distributed amongst each source of supply. The quota rating defines which source of supply is next in line. The procurement quantities are then filled using various sources of supply. · A quota arrangement applies to a certain period of time. A quota arrangement item is created within the period for every source of supply. Only continuous validity periods can be defined for a material. · A quota arrangement may include external procurement or in-house production, as well as various special procurement types. You also need to make an order book entry for external procurement. · To include a quota arrangement for a material, you must set the quota arrangement usage indicator (Purchasing or MRP 2 view). · Using the quota arrangement usage indicator in the material master, you define that a quota arrangement is included for a material and the business applications areas in which the quota arrangement is used and the quota-allocated quantity is updated. · You define the quota arrangement usage indicator in the Customizing for purchasing. 5.28 · With materials planned using MRP, future requirements dates are known. Backwards scheduling is used for these materials. · With backward scheduling, the system determines the order finish date by calculating the goods receipt processing time backwards from the requirements date. This specifies the number of workdays that are required after the receipt of the goods for checking the material and placing it in storage. You define this in the MRP 2 view of the material master. · Starting from the order finish date, the system counts backwards by the length of the in-house production time in order to determine the order start date. The in-house production time comprises the lead time and float times (safety time, float before production, and so on.) You can maintain the in-house production time either in the material master as a value independent of the lot size or as a value dependent on the lot (work scheduling). · If the in-house production time is independent of the lot size, the system uses this value to determine the basic dates independent of the order quantity. If the in-house production time is dependent on the lot size, the system determines the time depending on the order lot size. The setup time and queue time are independent of the lot size. · The opening period is then subtracted from the order start date. This calculates the opening date. · The opening period reflects the processing time that the MRP controller requires to convert planned orders. You define the opening period as a float of the scheduling margin key in the Customizing for MRP, in the IMG activity "Define Floats (Scheduling Margin Key)" for each plant and enter the scheduling margin key in the material master. 5.29 · If during backward scheduling of materials planned using MRP the system determines an order start date that is in the past, it automatically switches to forward scheduling in order to receive realistic scheduling data. · With forward scheduling, the system sets the current date as the order start date. The in-house production time is added to the current date, which in turn determines the order finish date. The goods receipt processing time is added to the order finish date in order to determine the MRP date. The material is available from this date onwards. · There is no order creation date with forward scheduling since the opening date calculated is in the past. · In Customizing for MRP, in the IMG activity "Parameters for Determining the Basic Dates", you can define for each plant that the system does not automatically switch to forward scheduling when determining the basic dates if the order start date is in the past. If the indicator is set, backward scheduling is always used to determine the basic dates even if the start date is in the past. 5.30 · Scheduling for externally-procured materials takes place in the same way as for materials produced in-house: The in-house production time is simply replaced by the sum of purchasing department processing time and planned delivery time. · You define the purchasing department processing time in Customizing as a plant parameter in workdays. · You enter the planned delivery time in calendar days. It can be determined on a non-vendor-specific or vendor-specific basis. · You maintain the non-vendor-specific planned delivery time in the material master (view "MRP 2"). You enter a vendor-specific planned delivery time in the purchasing info record or in the outline agreement. It is used in the planning run if the indicator "Scheduling info record/agreement" is maintained as a plant parameter or MRP group parameter in Customizing and a vendor can be clearly assigned in automatic source determination. 5.31 · There are two methods for scheduling in production planning that are applied differently. · If material requirements planning is carried out without lead time scheduling as shown in the upper part of the diagram, capacity requirements are not determined for the planned orders. · Production orders are always scheduled using lead time scheduling via the operations. · Lead time scheduling can also be used to determine capacity requirements for planned orders in MRP. · The production order always has both sets of dates (basic dates and production dates). The production dates are dates relevant to production. · In order to ensure smooth material requirements planning, it is absolutely essential to schedule the routing and to update the scheduling result in the material master. 5.32 · Basic scheduling is executed if you start the MRP run with the scheduling indicator set to "1" (basic dates determined for planned orders). · The planning run determines the dependent requirements for the components via the BOM explosion. · With basic scheduling, the dependent requirements date is derived from the order start date of the planned order that caused the requirements. · Taking the dependent requirements date as the availability date, the system determines the basic order dates of the components by means of backward scheduling using in-house production time or planned delivery time. · With basic scheduling, no capacity requirements are calculated or dispatched for the order. 5.33 · You can trigger lead time scheduling for the planning run by using the scheduling indicator "2" (lead time scheduling and capacity planning). · During the planning run with the scheduling indicator 2, the order start and order finish dates are determined for each basic scheduling. This is followed automatically by the actual lead time scheduling which can alternatively also be executed manually for individual planned orders (Planned order -> Change -> Edit -> Scheduling) based on the existing basic date scheduling with the scheduling indicator "Determining basic dates for planned orders". · In lead time scheduling the precise production times (that is, production start and finish dates) are defined for materials produced in-house and at the same time the capacity requirements are created. The material staging dates for the components are also determined. · Lead time scheduling is carried out using the times from the routing. This takes place as backward or forward scheduling according to the setting in the Customizing IMG activity "Define scheduling parameters for planned orders". The following times are taken into account: - Buffer times (float before production and safety time) which are assigned to the material via the scheduling margin key, - The individual time portions from the routing: Waiting time, setup time, labor time, and machine time. · In backward scheduling, the system the float after production from the order finish date to calculate the production finish date. The individual operations of the routing are scheduled backward starting from the production finish date. The start date of the first operation becomes the production start date. · With lead time scheduling, the capacity requirements for the order are calculated and scheduled in a second step. 5.34 · To ensure smooth interplay between basic date scheduling and lead time scheduling, the in-house production time in the material master must match the lead time scheduling via the routing. The system can automatically transfer the scheduling result for the routing to the material master. · If the production start date of the planned order is before the order start date, the system can determine new production dates using reduction. Reduction can take place at two points: 1) To reduce the float before production and the safety time, you must set up reduction in the Customizing for the scheduling parameters for planned orders for the plant, the planned order type, and where necessary the production scheduler; 2)To reduce the operation times, you must assign a reduction strategy to the operation in the routing. · In the Customizing IMG activity "Define Scheduling Parameters for Planned Orders", in the segment "Scheduling control for detailed scheduling", in the "Adjust dates" field, you can define whether and how the basic dates are to be adjusted to the production dates (dates after schedule) and how the dependent requirements dates are to be set for one or all order types and production schedulers. · If there are scheduling problems, the basis for calculating basic dates switches from backward to forward scheduling. If, based on these basic dates, detailed scheduling occurs backward and if the times in the routing are much shorter than those in the material master, the following situation may arise: The calculated production start date is further in the future than is necessary (and may still be able to be produced on schedule.) To exclude this kind of situation, the system overrides the Customizing settings: Forward scheduling takes place and the end date is adjusted (although the end date is on the requirements date at the earliest.) The proposed order start date remains the same. 5.35 · With lead time scheduling using the routing, the dependent requirements dates can be placed on the dates of the assigned operations. This enables the staging of materials to take place with relation to the operation. · The standard system assumes staging of materials in accordance with the component assignment of the BOM to the routing. The dependent requirements date of the BOM components is placed on the production start date of the operations to which they are assigned. · If BOM components are assigned to the first operation of the routing in the default settings or component assignment maintenance, their dependent requirements date is set to the production start date of the first operation. With pure basic scheduling, their dependent requirements date is the order start date of the planned order that caused the requirements. · In Customizing for MRP, in the IMG activity "Define Scheduling Parameters for Planned Orders", you can define that the dependent requirements date is also to be placed on the order start date with lead time scheduling (for example, if capacity requirements have to be created using lead time scheduling). 5.36 · In the BOM explosion, the required components or assemblies are determined for the relevant BOM. · The dependent requirement date of a particular component can be moved using the negative lead time or positive lead time from the BOM. You maintain the negative and positive lead times in the basic data screen of the component item. · The positive lead time is not taken into account in lead time scheduling. It is used for the simulation of component assignment in the routing during basic date scheduling. · The negative lead time is taken into account in lead time scheduling. The component must be available earlier by this period. 5.37 · After the planning run has executed the net requirements calculation, the lot-size calculation, and the scheduling for a material, it determines the required quantities for assemblies produced in-house and the materials staging date for the required components and assemblies. · The system determines and explodes the valid BOM for every new order proposal of an assembly in the planning run. · In the case of existing procurement proposals, the BOM is only re-exploded if the quantity or the date of the procurement proposal or the BOM structure has been changed. If the BOM structure has changed, the system creates a planning file entry with the "new BOM explosion" indicator. If, however, you want a new BOM explosion during the production run, you can trigger this on the initial screen via the planning mode (planning mode 2 or 3). · You can view the detailed data for the BOM explosion in the planned order on the "Master data" screen. 5.38 · During the planning run, the system explodes the BOM for every new planned order of an assembly. The following steps are carried out to determine the valid BOM: - In the planning run, the system first checks which BOM usage has the highest priority. It then checks if this usage has a valid BOM on the explosion date. If this is not the case, the system creates an exception message. - If there are various BOM alternatives, the system checks which alternative corresponds to the prerequisites of the alternative selection. - If necessary, the change status on the explosion date is determined for the selected BOM alternative. - The BOM items relevant to production are copied to the planned order for the valid BOM. The dependent requirements quantity is determined by the quantity factor of the BOM item. - The dependent requirements date is based on the scheduling of the superior assembly: It is either determined on the basis of the basic start date or based on the production start date of the planned order operations for the higher-level assembly. · The BOM must be maintained in the appropriate plant in order to carry out the planning run. · Furthermore, the validity of a BOM is determined by the BOM status. To use the BOM in MRP, you must have set the BOM status in the BOM header so that it is active for MRP. 5.39 · With the BOM usage, it is possible to manage separate BOMs for the different business areas (Engineering/Design, Production, Costing, and so on). The main differences in the BOM structures result from the different tasks of the various areas that process different item data. · You have to define which BOM usage is to be used in the planning run. You determine the priority of the usage for the planning run using the selection ID in the Customizing for MRP, in the IMG activity "Define BOM and Routing Selection" (Note: The routing selection is not defined in this activity.) You can define a sequence for the selection of a valid BOM via the "usage" criterion. · If the system does not find a valid BOM in the selected usage, it selects the usage with the next lowest priority and carries out the check for valid BOMs. · You define the order of priority for the BOM usage, that is, the selection ID, in the Customizing for production basic data, in the IMG activity "Define Order of Priority for BOM Usages". 5.40 · In the case of multiple BOMs, you have to define which alternative BOM is to be selected during the planning run. · You can define which procedure is to be used to select the BOM for an assembly in the material master record, in the "Selection method" field of the MRP data (MRP 4). · Three options are available: - BOM selection using the order quantity (lot size): The order quantity is based on the lot size according to the selected lot-size procedure. - Selection according to explosion date: The system uses the explosion date to determine the valid BOM (or the valid routing) for a planned order. In Customizing, you can define whether the order start date, order finish date, or fixed key date of the BOM explosion number is selected. - Selection according to production version: The production version determines the different production methods that can be used to produce a material. The production version therefore contains a routing and a BOM. The alternative BOM to be selected, the BOM usage, the lot-size range, and the effectivity period of a BOM can be defined for the alternative selection. With alternative selection indicator 3, the selection is always made according to production version; with indicator 2 , the selection is made according to production version when this is possible (if not, then according to lot size). 5.41 · During the planning run, the system checks whether a valid alternative BOM exists for the order quantity (lot size). You must defined the lot-size range of an alternative in the BOM. · The valid alternative is exploded and dependent requirements are created for the corresponding components. · If the system does not find a valid or suitable alternative for the order quantity, it creates an exception message. 5.42 · In Customizing for MRP, in the IMG activity "Define the BOM Explosion Control", you can define the explosion date for the BOM and routings selection at plant or MRP group level. · The explosion date determines which BOM (or routing) is to be used for the explosion in the planning run and therefore for the determination of dependent requirements. This means, the BOM that is valid on the explosion date is selected and dependent requirements are created for the components entered there. · The following options are available for the explosion date: - Order start date - Order finish date - BOM explosion date (gross date) 5.43 · For BOM explosion according to date (selection method indicator = 1), assembly-specific periods are defined, within which certain alternative BOMs are to be used. The system then checks the defined period for the assembly during the planning run. The system checks in which period the explosion date lies, and selects the corresponding alternative BOM. The default setting is that the order start date is set as the BOM explosion date. The suitable alternative is exploded and dependent requirements are created for the corresponding components. · To define the alternative BOM for each period, you choose "BOM via dates" in the master data in the MRP menu. To define the alternative selection using dates, enter the following parameters in the table: Material number, plant, BOM usage, and the valid-from date, from which the alternative BOM is to be used in the planning run, and the BOM alternative. · In order to assign several alternative BOMs with different effectivity periods to a material, you define the beginning of the effectivity period for each alternative in the "Valid from" field. The beginning of the validity period of the next alternative on the time axis marks the end of the effectivity period of the previous alternative. · The system selects the BOM and explodes it as soon as the basic dates have been determined in the scheduling, that is, in the case of lead time scheduling even before the scheduling is carried out via the routing. If the basic date is to be adjusted to the production date (for example, if the deadline is missed), the BOM is still exploded on the original basic date. The BOM explosion date and the final basic date are different in this special case. 5.44 · Here you can see the BOM explosion situation if you define in Customizing that the BOM explosion date is to be set after the planned order finish date. · The system selects and explodes the BOM as soon as the order finish date has been determined in the scheduling. If, in the case of lead time scheduling, the order start date is to be adjusted to the production dates, this does not change the order finish date, that is, BOM explosion date and the final basic date do not differ in this case. · If the system does not find a valid or suitable alternative, the BOM with the suitable lot size is used. 5.45 · If the order start date of the planned order is set as the explosion date for the BOM explosion, there could be large intervals between the explosion dates of the individual BOM structures under certain circumstances, in the case of multiple BOMs. If BOMs (alternatives) change over time due to different requirements, the situation could occur that an assembly used several times is produced using different BOM compositions. · If you would like to ensure for a particular production unit that the whole BOM structure is always exploded with the same explosion date, you can assign a BOM explosion number to the planned independent requirements or the sales order or to a planned order. · Using the BOM explosion number, you can define a standard explosion date for all BOM levels. This "gross date" is contained in the BOM explosion number. The BOM is exploded for all level with this gross date. · You maintain a BOM explosion number in the MRP master data. You can define the gross date for an alphanumeric BOM explosion number. · The BOM explosion number can be entered and pre-defined in the planned order (header screen), in the planned independent requirement (Schedule lines screen, Settings -> BOM explosion number), in customer requirements or in the sales order (item screen, Sales A). 5.46 · There may be different BOMs according to which a material is produced. The production of a material can also be described in various routings. The material can be produced on different production lines (work centers). The data on the different methods according to which a material can be produced, can be combined in the production version and assigned as such to the material. · The production version defines the following data: - Alternative BOMs and BOM usages for the BOM explosion - Task list type, task list group, and group counter of the routing - Validity period of the production version (fields "Valid from" and "valid to") - Lot-size range of the production version (fields "Lot size from" and "Lot size to") · If the value "2" has been entered for the selection method indicator in the material master, the BOM is selected by production version, as long as valid data is available. If the system does not find a production version or does not find a production version which is suitable as far as lot size and validity period is concerned, then the selection occurs according to lot size, as though the selection method indicator were set to "blank". If the indicator is set to "3", the selection occurs according to production version, which means that if the system does not find any selection version or does not find any appropriate selection version, it cannot create a production order and issues an exception message. 5.47 · The BOM (or alternative BOM) can have different validity periods on the time axis due to changes that have been made (for example in the BOM composition). The BOM can have different compositions (statuses) at different times. · Different validity for the same BOM indicates that an organization is using a form of Engineering Change Management (ECM). · Every change status has a valid-from date and a valid-to date, defined by the valid-from date of the next change. · The BOM status at the time of the explosion date is exploded. Whether this is the order start or finish date, or the gross date of the BOM explosion number, depends on the settings made in Customizing (Customizing IMG activity "Define BOM Explosion Control". 5.48 5.49 · By entering a BOM explosion number, you can explicitly define an explosion date (gross date) for a BOM structure. 5.50 · The BOM selection in the MRP run has three steps: 1. The BOM usage is defined by the BOM selection ID, which you assign on a plant basis in the Customizing activity "Define BOM and Routing Selection". 2. The alternative BOM is determined according to the setting for the BOM selection indicator in the material master. If the selection is to be made according to explosion date, you should enter which date is to be used in the Customizing activity "Define BOM Explosion Control". 3. The change status of the BOM is then determined using the explosion date. The same Customizing setting as in step 2 is the basis for the choice of date. 5.51 · If you start the planning run with the scheduling indicator 2 (lead time scheduling and capacity planning), the system selects the routing for each planned order. The system calculates the dates, the staging of materials and the capacity requirements using the routing. · The "selection method" indicator in the material master (MRP 4) is also crucial for selecting the routing: - If it has been set to value 2 or 3 (selection by production version), the routing is also selected according to the selected production version. - Otherwise, the selection ID of the routing selection, which is defined in the Customizing for MRP at detailed scheduling level in the activity "Define scheduling parameters for planned orders", decides which routing is selected. · You define the selection ID of the routing selection in the Customizing for Production, basic data. · The explosion dates of the BOM and the routing are identical. · If the planned order is managed using Engineering Change Management, the system uses the routing with the change status at the time of the BOM explosion date. · The task list group and the group counter for the routing as well as the corresponding scheduling and capacity requirements can be seen on the screen "Detailed scheduling" for the order. 5.52 5.53 5.54 Technical processes of requirements planning Exercises Unit: Technical processes of requirements planning Topic: Dynamic safety stock At the conclusion of these exercises, you will be able to: · Use dynamic safety stock as a quantity buffer and the safety time as a time buffer. Following the production phase-in period, it is apparent that pump R-F1## is sold in larger quantities. In the future, the pump is to be planned, assembled, and put into storage so that sales orders can be fulfilled as quickly as possible. Uncertainties in planning are to be taken into account by using dynamic safety stock. Any deliver delays on the part of production caused by reorganizational measures should be intercepted using safety time. 1-1 Change the material master for pump R-F1## in plant 1000: In the MRP 3 view, enter strategy group 40, consumption mode 2, and a forward and backward consumption period of 30 days. 1-2 Create the following planned independent requirements (requirement type VSF) for pump R-F1## in plant 1000: Current month +3 Current month +4 Current month +5 Current month +6 90 70 120 100 Save your entries. 1-3 Execute single-item, multilevel planning for pump R-F1## in plant 1000. 1-3-1 In the initial screen of the planning run, check the creation indicators: Processing key NETCH Create purchase requisition 2 Schedule lines 3 Create MRP list 1 Planning mode 1 Scheduling 1 Also plan unchanged components Select Display results before they are saved Do not select Display material list Select Simulation mode Do not select Change the setting if necessary and save, by choosing Settings ( Save and confirming. Start the planning run by choosing Enter twice. 1-3-2 Display or refresh the stock/requirements list for material R-F1## in plant 1000. What is the available quantity at the end of the net planning segment? _____________ 1-4 Test the effectiveness of a static safety stock. 1-4-1 Add a safety stock of 80 pieces in the material master for R-F1## in plant 1000 in the MRP 2 view. 1-4-2 Refresh the stock/requirements list. What is the available quantity at the end of the net planning segment? ____________ Explain this shortage: ______________________________________________________ ______________________________________________________ 1-4-3 Execute multilevel requirements planning once more using the above settings and explain the result after you have refreshed the stock/requirements list again. ______________________________________________________ ______________________________________________________ 1-5 Due to fluctuating demand, the definition of static safety stock does not seem practical. The safety stock should adjust to the requirements situation more. The range of coverage of the safety stock should be 5 days. 1-5-1 Change the material master for R-F1## in plant 1000 as follows: Delete the safety stock and enter a coverage profile of 002 instead. Save the change. 1-5-2 Open an additional session and check the range of coverage profile 002 in plant 1000 in the Customizing for MRP. What are the parameters for determining the average daily requirement and what values do these parameters have? _______________________________________ _________ _______________________________________ _________ _______________________________________ _________ 1-5-3 Execute single-item, multilevel planning using the settings listed above. Call the stock/requirements list again. Go to the Period totals display (using the totals symbol on the left margin of the stock/requirements list) and go to the Months tab page. Determine that the available quantity differs from month to month. What is the available quantity in the current month + 4? ___________ Reconstruct the calculation method: ______________________________________________________ ______________________________________________________ ______________________________________________________ ______________________________________________________ 1-6 During the months current month + 5 and current month + 6, there are likely to be delivery delays on the part of production due to various reorganization measures. 1-6-1 In the Customizing for MRP, enter the period profile P## for plant 1000 for the safety time with the description “Period profile group ##” for the period first day of current month + 5 to last day of current month + 6 with a safety time of 3 workdays. Save your entries. 1-6-2 Enter the new period profile P## in the material master for R-F1## in plant 1000 in the MRP 2 view. Which additional entry is necessary to activate the period profile for planned independent requirements. ______________________________________________________ Enter safety time indicator 1. 1-6-3 Execute multi-level planning for material R-F1## in plant 1000 and refresh the stock/requirements list. In the two critical months, do the availability dates correspond to the requirements dates? ____________ Explain the new situation: ______________________________________________________ ______________________________________________________ To make the following exercises clearer, delete the entries in the fields Coverage profile and Safety time indicator in the material master for R-F1## in plant 1000 in the MRP 2 view. Save the material master. Execute single-item, multilevel planning for material T-F1## in plant 1000. Call the stock/requirements list again. The availability dates should now correspond to the requirements dates and the available quantity in the period totals display/Month tab page should be zero again. Technical processes of requirements planning Exercises Unit: Technical processes in requirements planning Topic: Scheduling At the conclusion of these exercises, you will be able to: · Describe the functions of scheduling · Monitor the order dates in multilevel production Based on material R-F1## in plant 1000, the project team examines the possibilities for staging the assemblies and components are different times in multi-level production planning. 2-1 Call the stock/requirements list for material R-F1## in plant 1000. Select a planned order, which is not firmed and which does not show any exception messages. 2-1-1 Make a note of the number of the planned order. _______ 2-1-2 Choose the pushbutton Order report at the bottom left of the screen and Open all lines on the next screen. In the order report, select the date of the relevant MRP element (planned order/purchase requisition) and choose the Display element button to copy the dates into the subsequent tables. R-F1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B4## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: 2-1-3 What relationship do the dates have to one another? ___________________________________________________ ___________________________________________________ ___________________________________________________ 2-1-4 Why is there no production date? ___________________________________________________ ___________________________________________________ ___________________________________________________ 2-2 The assembly electronic turbo drive R-B4## can not be installed until assemblies R-B1##. R-B2##, and R-B3## are assembled. Therefore the electronic turbo drive should be made available later in the basic date scheduling. 2-2-1 Call the BOM for material R-F1## in plant 1000 and usage 1 via the transaction Change BOM in the production master data and branch to the item overview. Select the item for assembly R-B4## and choose the Item button. On the Basic data tab page, define a positive lead time (“Lead-time offset”) of 5 workdays. Save the change. 2-2-2 Execute multilevel planning for material R-F1## in plant 1000. Choose planning mode 2 (re-explode BOM and routing) and scheduling type 1 (basic date scheduling). 2-2-3 Refresh the stock/requirements list for material R-F1## in plant 1000 and analyze the new scheduling situation for the planned order you selected. To do this, proceed as described in 2-1-1. R-F1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B4## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: Compare the result with the result from 2-1-2. ______________________________________________________ ______________________________________________________ 2-3 You should also test the effect of the positive lead time in the BOM item for lead time scheduling. 2-3-1 Execute multilevel planning for material R-F1## in plant 1000. Choose planning mode 2 (re-explode BOM and routing) and scheduling type 2 (lead time scheduling). 2-3-2 Refresh the stock/requirements list for material R-F1## in plant 1000 and analyze the new scheduling situation for the planned order you selected previously. R-F1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B4## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: Do production dates exist now? _____________ Does the positive lead time for assembly R-B4## affect lead time scheduling? _______ 2-4 To achieve timely staging of assemblies or components in lead time scheduling as well, you must make a component or operation assignment for the affected assemblies or components. 2-4-1 Call the BOM for material R-F1## in plant 1000 with usage 1000 once more. Select item R-B4## in the item overview. Choose Extras ( Operation Assignment. Select the operation 50 (install electronic turbo pump) in teh operation overview and choose Edit ( New assignment and save. 2-4-2 Execute multilevel planning for material R-F1## in plant 1000. Choose planning mode 2 (re-explode BOM and routing) and scheduling type 2 (lead time scheduling). 2-4-3 Refresh the stock/requirements list for material R-F1## in plant 1000 and analyze the new scheduling situation for the planned order you selected previously. R-F1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B1## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: R-B4## Basic dates Production dates End: _________________ End: _________________ Start: _________________ Start: ________________ Goods receipt processing time: Compare the result with the result from 2-3-2. Will assembly R-B4## now also be staged at a later date in lead time scheduling? __________________________ The staging date for assembly R-B4## determined using a positive lead time in lead time scheduling does not necessarily correspond to the staging date determined in basic date scheduling, because the positive lead time is independent of lot size. 5.55 Technical processes of requirements planning Solutions Unit: Technical processes of requirements planning Topic: Dynamic safety stock 1-1 Change the material master from the stock/requirements list via Environment ( Change Material or via Menu Path: Logistics ( Production ( Master Data ( Material Master( Material( Change ( Immediately 1-2 Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Planned Independent Requirements ( Create 1-3 1-3-1 Menu path: Logistics( Production( MRP( Planning( Single-Item, Multi-Level 1-3-2 Quantity available for planning at the end of the net requirements planning segment: 0 pcs. 1-4 1-4-1 Change the material master from the stock/requirements list via Environment ( Change Material or via Menu Path: Logistics ( Production ( Master Data ( Material Master( Material( Change ( Immediately 1-4-2 Quantity available for planning at the end of the net requirements planning segment: Minus 80 pcs. Reason: The newly entered safety stock flows into the net requirements calculation as a requirement. 1-4-3 The available quantity at the end of the net requirements planning segment is once again 0 pieces. The requirement from the safety stock was fulfilled as a result of requirements planning. 1-5 1-5-1 1-5-2 Menupath: Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Define Range of Coverage Profile (Dynamic Safety Stock) Parameters for determining the average daily requirement: No. of periods 3 Type of period length 3 (standard days) Days per period 20 1-5-3 Available quantity in month current month + 4: 25 pc Calculation method: Planned independent requirements from 3 periods: Period 1: Current month + 4: 70 pc Period 2: Current month +5: 120 pc Period 3: Current month + 6: 100 pc Total: 290 pc 290 pieces divided by 3 x 20 days = 4.83 pc/day 4.83 pc/day x coverage range 5 days = 24.16 pc 24.16 pc rounds up to 25 pc. 1-6 1-6-1 Menu path: Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation Define Period Profile for Safety Time/Actual Range of Coverage 1-6-2 Additional entry necessary: Safety time indicator 1-6-3 Do the availability dates correspond to the requirements dates in the two critical months: No Reason: Due to the period profile entered with a safety time of 3 workdays, the availability dates are 3 workdays before the requirements dates in the defined period. Technical processes of requirements planning Solutions Unit: Technical processes of requirements planning Topic: Scheduling 2-1 2-1-1 Number of selected planned order: Varies 2-1-2 R-F1## Basic dates Production dates End: varies End: not available Start: varies Start: not available Goods receipt processing time: 1 day R-B1## Basic dates Production dates End: varies End: not available Start: varies Start: not available Goods receipt processing time: 1 day R-B4## Basic dates Production dates End: varies End: not available Start: varies Start: not available Goods receipt processing time: 1 day 2-1-3 The order start date of the finished product coincides with the order finish dates of the assemblies plus the goods receipt processing times of the assemblies. 2-1-4 There are no production dates because material requirements planning was executed with scheduling indicator 1 (basic date scheduling). 2-2 2-2-1 Menu path: Logistics ( Production ( Master Data ( Bills of Material ( Bill of Material ( Material BOM ( Change 2-2-2 2-2-3 Due to the positive lead time of 5 days, which is set in assembly R-B4##, the order finish date of this assembly is 5 days after the order finish date of assembly R-B1##, which has not positive lead time. 2-3 2-3-1 2-3-2 Production dates available: Yes, because requirements planning was executed with scheduling indicator 2 (lead time scheduling). No, the positive lead time does not have an effect in lead time scheduling. 2-4 2-4-1 Menu path: Logistics ( Production ( Master Data ( Bills of Material ( Bill of Material ( Material BOM ( Change 2-4-2 2-4-3 Yes, assembly R-B4## will now be staged at a later date (on the start date of operation 50 of the finished product, which is assigned to the assembly). 6 6.2 6.3 6.4 6.5 · The MRP list and the stock/requirements list are divided up into various planning segments. This means that related MRP elements are also displayed together. · The individual stocks, receipts, and issues are displayed and planned within the appropriate segment. The MRP calculation takes place within the individual segments. 6.6 · You can evaluate the planning situation or the result of a planning run, by using the stock/requirements list or the MRP list. You can do this using individual access or collective access. · The stock/requirements list contains up-to-date information on the current status of stocks, requirements, and receipts. You are able to view any changes immediately. This can be done as soon as the stock/requirements list is called up or, upon displaying the stock/requirements list, the elements are re-read from the database using the "Refresh" function. · The MRP list displays the result of the latest planning run and is therefore static: You cannot see changes that are made after the planning run. You can decide in the planning run, whether a MRP list is to be created. · The basic structure of both lists is the same: - The MRP controller's worklist (optional) is at the left in the form of a tree. - At the top of the list is the header with the material number. You can display additional information in the header details. - The list itself contains the individual MRP elements and the corresponding available quantities. · User-specific settings enable you to adapt the lists to your personal requirements (see Customizing: Evaluation of Requirements Planning, Configure MRP List / Stock/Requirements List). You can display additional data, which can then be accessed using a function key, using a customer exit (see Customizing Evaluation -> Customer Exit: Program Additional Columns") 6.7 · The stock/requirements list offers several display options: You can display different dates (the availability date or the goods receipt date, with/without safety time). You can work with display filters and selection rules, you can work in the period totals display, and so on. You can define the display accordingly in your own personal settings. · "Period totals" is a display function in the MRP list and stock/requirements list evaluations which groups the planning results into periods (e.g., weekly or monthly periods). In Customizing under "Define period display for period totals"(MRP Evaluation -> Period Totals -> Define Period Display for Period Totals), you define which periods the system displays in the period total display. The periods selected here are displayed on various tab pages in the period totals display. · You can process individual MRP elements from the list. Alongside the standard functions (search functions, for example), you also have functions defined on a user-specific basis that can be accessed through the "Navigation profile" and personal favorites. · You can also process the list with a range of user-specific functions at a material level. · You can analyze the capacity situation from the stock/requirements list. For each work center and capacity category, the system displays the available capacity, the total capacity requirements, and the capacity requirements of this material per period. Overload situations are highlighted in color. Note that planned orders that have not been scheduled using detailed scheduling (created by a planning run with the scheduling indicator 1) do not create capacity requirements. 6.8 · The functions in the MRP list are largely identical to the functions in the stock/requirements list, as far as processing MRP elements or display options is concerned, for example. Selection rules, however, are only used in the stock/requirements list. · In contrast to the stock/requirements list, you can set a processing indicator for the MRP list. This indicator serves to highlight lists that have already been processed by the MRP controller. · You define the display of the header details for the MRP evaluations in the Customizing IMG activity "Define screen sequence for header details". The header details of the MRP list contain additional data for the planning run. In particular, they contain the number of exception messages that have occurred during the planning of a material. · The header details show an overview of master data and transaction data for each material. This data is grouped together according to topic in individual screens. The MRP type controls which screens are displayed in the requirements planning evaluations. For this, the screen sequences have a key that is then assigned to the MRP type. You can therefore display different master data for the evaluation of consumption-based materials than for planning-based materials. 6.9 · Collective access to the stock/requirements list is possible using a large number selection criteria. For example, you can display all of the lists for which you are responsible as MRP controller. · Firstly, a material overview is displayed with all of the selected materials. If you have set the "Set up lists in background" indicator, the following are available as orientation help: Traffic lights (you can define the criteria for the display), various search functions in the overview and in the individual lists, and sort functions (also for individual customer segments by date or number). You can use the search function to specifically select materials according to particular exception messages. · You can configure traffic lights according to your own requirements based on days’ supply violations, or exception message groups. · In addition each user can save their own version of the sort criteria for the collective lists. · From the overview, you can branch to the individual lists and process the materials there. If, for example, you have used the search function to select several lists for processing, you can go from one list directly into the next selected list. 6.10 · The selection criteria for collective access in the MRP lists are not the same as those in the stock/requirements lists. Here, for example, the MRP or processing date and/or the processing indicator for the selection are available. · The orientation guides in the material overview correspond with those in the stock/requirements list. It is also possible to search for processing indicators or new exceptions. 6.11 · Displaying the material tree is optional (this can be set in the user settings). Press the Material tree button. · You can change the layout of the tree and display the following: - Worklist tree: All materials in the current session are displayed (especially if the initial access is via collective access). - Order tree: All components and assemblies of a selected MRP element are displayed according to the order report. - Product group tree: All materials of a product group (only if using collective access via a product group) are displayed. · You can display the stock/requirements list or MRP list for a material by double-clicking on the material in the tree. · For the worklist tree and product group tree, you can set which fields are to be displayed in which order (from the menu Settings). User-defined groupings can be shown according to processing indicators, for example. 6.12 · You define whether selection rules and display filters are to be used when accessing the list. This is done by choosing the indicator "With filter" in the initial screen, or in the list itself by choosing the icon "Filter on", or in the user-specific settings. · Display filters are used in the stock/requirements list and in the MRP list. This is purely a display function and display filters have no influence on the MRP elements that are used in the calculation of the available quantity. You define display filters in the Customizing IMG activity "Define Display Filter". · Selection rules apply to the stock/requirements list only. You define which MRP elements are displayed and which of these elements are used in the calculation of the available quantity. They enable the analysis in the stock/requirements list of various planning situations that are different with regard to the MRP elements that are taken into account. Selection rules have no influence on the requirements calculation. You define these in the Customizing IMG activity "Define Selection Rules". 6.13 · A navigation profile contains transaction calls for transactions that can be called directly from the stock/requirements list, or the MRP list. The transactions are either general, (meaning actions at material level), or they refer to a particular MRP element. · A navigation profile is defined in Customizing Define navigation profiles, and the user is assigned to a profile in the user-specific settings (on the General Settings tab page). · In a navigation profile, you can determine any number of transaction calls. However, the display in the list is limited to five general transaction calls and two transaction calls per MRP element: The system always displays the first five or first two transaction calls that are relelvant for the context. · For each transaction call, you can pre-assign three parameters for the initial screen of the transaction. You can also connect the offering of a transaction to certain parameters from the material master: Procurement type, material type, MRP group, MRP type. · A function similar to the navigation profiles is available with the selection of personal favorites, where you can also activate up to five general transaction calls (choose Environment - Own favorites). 6.14 · You can use your personal settings to specify a number of default display options for the stock/requirements list and the MRP list. · Your personal settings (as well as your "Own favorites" in Environment - Own Favorites) determine the screen that appears when accessing the lists. From the lists, you can change the various settings at any time - for example, you can show or hide the overview tree. · You define the screen sequence of the header details in the Customizing for the MRP type. · A user exit for showing user-specific categories is available. 6.15 6.16 · The MRP results are monitored with the help of exception messages. Exception messages alert you to situations that require further processing such as start date in the past, stocks falling below the safety level, and so on. The MRP controller can then select those materials from the planning results in order to process them manually. · Exception messages generally indicate the following: Newly created order proposals from planning, dates in the past (for example, opening date), problems with BOM explosion or scheduling, rescheduling proposals. · In the Customizing IMG activity "Define and group together exception messages", you can specify the characteristics of the exception messages. Here you can determine the priority (should several exception messages appear), how the exception messages are split into exception groups for the selection, and creation of the MRP list depending on the exception message created. · If there are several exception messages that apply to one MRP element, the priority that has been assigned to these messages decides which messages is displayed. The system displays a maximum of two exception messages per MRP element. · If scheduling problems occur, the system displays both a corresponding exception message in the stock/requirements list and the MRP list as well as a rescheduling proposal. If this proposal is to be accepted, you must adjust the dates for the receipt element manually. The automatic adjustment of these dates is possible in the planning result display or evaluation (for example, in interactive planning or when the indicator "Display result" has been selected in the initial screen of the planning run): The rescheduling proposal can be accepted here using the function "Reschedule order proposal". 6.17 · You can differentiate between old and new exceptions in the MRP list if you work with the processing indicator. · For processed MRP lists, the system compares the exceptions with those from the old MRP list during the planning run: If the exception corresponds to an element in both lists, it is flagged as an "old" exception. · In the collective list display, you can specifically select only those lists with new exception messages. · When using collective display of the MRP lists, you can specifically select only lists with new exceptions and even search for new and old exceptions in the individual lists. 6.18 6.19 · If a planned order is changed manually, the system automatically sets the "firmed" indicator for this planned order. This means that the header data of the planned order will not be changed in the next planning run. · If a component in a planned order is changed manually, the system also sets the "firmed" indicator for the components. This means that the components of the planned order will not be changed in the next planning run. · The firming indicators for the planned order or the components of the planned order can be changed manually. · If the planned orders are flagged as firmed as the result of the definition of a firming period in the stock/requirements list and the MRP list, this occurs independently of the firming indicator for the planned order or its components. · By resetting the conversion indicator in the planned order, you can prevent the planned order being converted into a production order or purchase requisition. 6.20 · The firming type instructs the MRP run how the procurement proposals (especially, planned orders and purchase requisitions) are to be firmed and in which order they are to be scheduled within firming period. · You specify the firming procedure to be used per material using the the MRP type. The firming type is defined in Customizing for MRP type. · You can use firming for materials planned with both master production scheduling and material requirements planning. To this end, the corresponding MRP types are available in the standard system. 6.21 · In fixing type “0”, no planning time fence is used. MRP has control over the entire horizon. · In fixing types “1 & 2”, automatically firmed indicates that any orders inside the time fence will now be automatically firm, or only can be changed by the scheduler. Note, any orders that roll inside the time fence will automatically be firmed. · Type “1” will resolve shortages by creating an order with the end date outside of the planning time fence. · Type “2” will not resolve any shortages, that were observed in the time fence, thus causing the plan to go negative. · Fixing types “3 & 4”, delete any orders inside the planning time fence that have not been “manually” firmed by planner intervention. 6.22 · With the help of the planning time fence, you are able to protect the master production schedule for a material from being automatically changed. Procurement proposals within the planning time fence are no longer changed automatically during the MRP run. · You can define the firming period using the planning time fence. The system calculates the finish date of the firming period on the basis of the MRP date. · You can define the planning time fence either per material in the material master record or using the MRP group assigned to the material master. The length of the firming horizon (in workdays) should be based on the total lead time of the material. · The firming horizon is only effective in connection with an MRP type that has a firming type. · The firming type defines for the planning run how the procurement proposals are firmed and how the dates are set within the planning time fence. · Existing procurement proposals which slip into the planning time fence are automatically firmed with firming type 1, as shown in the slide, as soon as the dates of the procurement proposals falls within at least one date of the end date of the planning time fence. · The date for new purchase requisitions that are created within the planning time fence and are not created manually, is postponed to the final date of the planning time fence. This means that these new procurement proposals are not firmed. 6.23 · You can also define the firming period by manually entering a date lying in the future - that is, the "manual firming date". · The manual firming date causes automatic firming for materials that have firming types 1 and 2 and lie before the manual firming date. · Unlike the planning time fence, materials without a firming type (firming type 0) are treated like materials with firming type 1 as far as the manual firming date is concerned. This means that the procurement proposals that lie before the firming date are firmed and new procurement proposals are moved to the manual firming date. · If you have set a manual firming date and a planning time fence is active, then in the case of this date being later than the manual firming date, the firming period is determined by the end of the planning time fence. If the manual firming date is the later of the two dates, then this defines the firming period. · You set and reset the manual firming date in the stock/requirements list, in the planning results, or in single-term, interactive planning. · You can apply this function in material requirements planning, master production scheduling, or long-term planning. 6.24 · As well as the planning time fence, you can also maintain the roll forward period in the MRP group. You can use the roll forward period to delete firmed but out-of-date planned orders in order to automatically update the production master schedule. · The "Roll forward indicator" in the Customizing for the MRP type controls whether or not the roll forward mechanism is applied for a material. · All firmed planned orders with an end date within the roll forward period are deleted in the planning run and either new planned orders are created with suitable dates or, if the corresponding firming type applies, they are moved to the end of the planning time fence. 6.25 · The planning run does not automatically reschedule firmed receipts. If the dates of these elements no longer fall within the rescheduling horizon, the system generates the following exception messages: - "Reschedule in operation", if the requirements date is before that of the receipt element, - "Reschedule out operation", if the requirements date is after that of the receipt element, - "Reverse operation", if the requirement no longer exists. · Using the rescheduling horizon, you can stop the system from using receipts that are a long time in the future to cover requirements in the near future. In this case, the system checks within the period, which is made up of the in-house production time, goods receipt processing time, and the rescheduling horizon (starting from the planning date), to see if the existing dates for firmed receipts are still suitable or whether firmed receipts can be rescheduled in to cover requirements. · In Customizing, you define at plant level which firmed receipts the system checks. You can maintain the rescheduling horizon and the tolerance values for each plant and each MRP group. · If the system cannot find a receipt element within the rescheduling horizon that can be rescheduled in or out to cover requirements, it creates a new one. The rescheduling check of firmed elements is not restricted to a horizon. · In order to reduce the number of exception messages, you can set tolerance values for rescheduling in and out. The system only creates an exception message when the difference between the current receipt date and the rescheduling date exceeds the given tolerance value. 6.26 · The opening period describes the period of time between the opening and start dates of a planned order. It is defined for each material by the scheduling margin key in the material master. The opening period reflects the processing time that the MRP controller requires to convert planned orders. · In collective conversion, selection takes place according to the opening date. You could, for example, select planned orders with an opening date in the past. · Alongside the opening date, you can use further selection criteria for selecting the planned orders to be converted. An MRP controller can, for example, select the planned orders of the materials for which he/she is responsible and collectively convert them into production orders, process orders, or purchase requisitions. 6.27 6.28 · The days' supply enables you to recognize potential shortages at an early stage. · This function provides you with information about when the material shortage will occur if no goods receipt is delivered (worst case). · In the "Safety stock" field in the IMG activity "Define receipt elements for receipt days' supply" you define, per plant, whether the days' supply should be defined as the point where stock falls below the physical stock level (indicator "Safety stock" = "1") or the safety stock level (indicator = "blank"). · The days' supply is entered in workdays and anything entered after the decimal point indicates to what portion of the requirement can still be covered on the shortage day (for example a days' supply of 24.6 means that the stock can cover the requirements for the next 24 days and on day 25 there will be enough stock to cover 60% of the requirement). · You can flag materials with critical days' supplies with a red traffic light in the stock/requirements list and in the MRP list. 6.29 · The receipt days' supply provides you with information about when the material shortage will occur if certain firmed receipts are delivered. You can define two different receipt days' supplies that are different with regard to the selection of firmed receipt elements that are taken into account. · You choose which firmed receipts are to be taken account in the calculation per plant in the Customizing activity "Define receipt elements for receipt days' supply". In the "Safety stock" field, you define whether the receipt days' supply should be defined as the point where stock falls below the physical stock level or the safety stock level (see days' supply). 6.30 · You can analyze two different receipt days' supplies (1 and 2). These two receipt days' supplies are different with regard to the selection of their receipt elements, which is defined in the Customizing IMG activity "Define receipt elements for receipt days' supply". You define for various firmed receipts whether they are not taken into account (blank), are taken into account for both receipt days' supplies ("X"), are taken into account only for receipt days' supply 1 ("1") or only for receipt days' supply 2 ("2"). · In the above example, production orders and firmed planned orders are taken into account in the calculation of receipt days' supply 1, while the receipt days' supply 2 supplies information on the size of the receipt days' supply having only taken the production orders into account. 6.31 6.32 · You can use the evaluation "Pegged requirements", which you can access directly from the stock/requirements list and MRP list, to trace from any BOM level on a multilevel basis which requirements have caused an order proposal and which independent requirements (particularly sales orders) are affected by the change in date or quantity of an order proposal on a lower level. 6.33 · The evaluation "Order report" enables you to gain an overview of the status of all BOM levels from the following MRP elements: Sales order, production order (also collective and process order), and planned order. In doing so, you can recognize problems in the production and procurement of assemblies and components at an early stage. · You access the transaction directly from the stock/requirements list or MRP list. · The system determines which receipt elements are planned for each MRP element. The MRP controller is therefore able to check how the production of a certain sales order is progressing, or if there are missing parts or scheduling problems on a certain BOM level or for certain components. · The receipt elements are color coded. This enables the MRP controller to foresee possible future problems on subordinate BOM levels: - Red: There are exception situations on subordinate BOM levels. - White: The requirement is covered by warehouse stock on the uppermost level. - Green: Receipt elements have been created on subordinate BOM levels, yet no exception situations exist. - No color coding: You cannot explode the receipt element any further. 6.34 6.35 6.36 Processing the MRP Results- Exercises Unit: Processing the MRP Results Topic: Display filter, selection rule At the conclusion of these exercises, you will be able to: · Use the display filter and the selection rule As a member of the project team, you familiarize yourself with the functions of the display filter and the selection rule. 1-1 In the stock/requirements list for material R-F1##, choose Filter on. The system then displays two new fields in the list header where you can define a display filter or a selection rule. 1-1-1 Enter the display filter with the description SAP requirements and firmed receipts. What changes do you observe in the display of the MRP elements? _____________________________________________________ 1-1-2 Do you also see changes in the available quantity that is calculated for each MRP element? _____________ 1-1-3 Test the effect of display filter SAP Only make-to-order planning. Which planning segments are now displayed as well? ______________________________________________________ 1-1-4 Remove the display filter and enter instead a selection rule with the description SAP Requirements and Stocks. What available quantity is now displayed at the end of the net planning segment? __________________ Give a reason for this: _____________________________________________________ 1-1-5 Choose the Filter off button to work without a display filter or a selection rule. MRP results- Exercises Unit: Processing the MRP Results Topic: Firming At the conclusion of these exercises, you will be able to: · Discuss the effects of firming in requirements planning · Use firming to ease the planning process Production of pump R-F1## is planned in plant 1000 for the near future: Planned independent requirements are created in the system and corresponding planned orders are created. Following the planning, production demands it does not deal with any other planned orders within the next 20 working days. In the short run, this period should be extended to the end of the month after next. 2-1 Create the following active VSF planned independent requirements for material R-F1## in plant 1000 in planned requirements version 00. Use planning period W (week). Current week +1 Current week +2 Current week +3 Current week +4 Current week +5 20 10 10 10 10 Confirm any warnings with Enter and save the requirements. 2-2 Execute single-item, multilevel planning for material R-F1## in plant 1000 and then call the stock/requirements list for this material. 2-2-1 Is a planning time fence active for this material (does the system display a corresponding time fence)? _______________ 2-2-2 In the header details, check that a planning time fence has been entered for plant 1000 in the material master R-F1##. Why is no firming active? ______________________ 2-3 According to the demand from production, set the material to firming type 1 and a planning time fence of 20 workdays: Change the value of the MRP type field to P1 and the Planning time fence to 20 in the MRP 1 view of the material master for R-F1## in plant 1000. Refresh the stock/requirements list for material T-F1## in plant 1000. 2-3-1 Does the system display a planning time fence? _____________ 2-3-2 What date is the end of the planning time fence set for? __________________ Why are the planned orders within the planning time fence shown as firmed? ______________________________________________________ 2-3-3 Choose Display element to display the header screen of a firmed planned order inside the planning time fence. Is the firming indicator for planned order data set? Why (not)? ______________________________________________________ ______________________________________________________ 2-4 You receive a sales order for 65 pieces of material R-F1##, distribution plant 1000. The requirements date is today + 3 weeks. 2-4-1 Create a corresponding customer requirement. 2-4-2 Call the stock/requirements list and analyze the situation. For which date is there a material shortage, in other words, on which date does the quantity available for planning fall below zero? ______________________________________________________ 2-5 Execute interactive single-item planning for material R-F1## in plant 1000. When you start the transaction, the current planning situation is read. Planning is triggered manually using the function Execute planning. After executing this function, you can see the planning results that are, at this point, not yet saved to the database. 2-5-1 On which date is the material shortage corrected, in other words, on which date is a planned order created so that the available quantity is greater than or equal to zero? ______________________________________________________ What is the number of this planned order? __________________ 2-5-2 Why is the shortage situation, which was determined above, not covered on time? ______________________________________________________ ______________________________________________________ 2-5-3 Select the planned order and display the exceptions by choosing Add. data for element. Select the planned order and choose Reschedule order proposal. On which date can the planned order be accessed now? ______________________________________________________ Save your planning result. 2-6 Call the stock/requirements list for material R-F1## in plant 1000. 2-6-1 Is the firming indicator set in the planned order that you just rescheduled and the number of which you noted down? ____________ Give a reason for your result: ______________________________________________________ ______________________________________________________ 2-6-2 Set the manual firming date for 3 workdays later than the end of the planning time fence. Refresh the list. Which firming date is active? ______________________________________________________ 2-7 Increase the above customer dependent requirement by 15 pieces and then execute single-item, multilevel planning run. Analyze the planning result: For when has an additional procurement element for the increased quantity of the sales order been scheduled? ____________________________________________________________ ____________________________________________________________ Processing the MRP Results- Exercises Unit 6: Processing the MRP Results Topic: Collective Display of MRP Lists At the conclusion of these exercises, you will be able to: · Use the collective display of MRP lists · Use the processing indicator. You process the MRP lists of the materials, for which you are responsible as MRP controller and which were created this week. You especially concentrate on situations for which rescheduling proposals exist. After having clarified the situation in production, you change the scheduled dates of the planned orders according to the rescheduling proposals that are in the MRP list. 3-1 Evaluate your planning results by using the collective procedure. For this use the collective display of MRP lists. 3-1-1 Starting from the MRP menu, access the MRP list - Collective display. Restrict your selection to MRP lists for materials in plant 1000, for which you are the MRP controller 0## and for which MRP lists have been created in the current week. That means, enter in the initial screen: Plant: 1000 MRP controller: 0## MRP date from: Beginning of the week to: Today You especially want to edit MRP lists with exceptions that affect the rescheduling of procurement proposals (Selection group 7). Restrict the selection further by selecting the exception group 7 on the tab page Exception groups. Start the selection by choosing Enter. How many materials were selected? ___________ 3-1-2 The system displays the overview of the materials selected; that means, it displays all materials for the MRP controller 0##, for which there are MRP lists in which receipt elements with exception messages for rescheduling have been created. Choose Select all and Display selected MRP lists in order to display the corresponding lists in order. 3-2 In the lists, find a planned order for which exception message 10, 15 or 30 is displayed and for which the rescheduling date is not today if possible (use Next material and Previous material to switch between the lists). Make a note of the number of the selected planned order: __________ 3-2-1 Display the Additional data for element for this order. In the additional data a maximum of 2 exception messages are saved. To display the long text of an exception message you can select the respective message in the detail screen for the MRP element and choose Exception-Info. In the detailed data for the selected MRP element, 2 rescheduling dates are executed in the exception messages for rescheduling. What are the two dates and what significance do they have? 1. Date: __________ Significance: _______________________ 2. Date: __________ Significance: _______________________ 3-2-2 Reschedule the planned order: In the MRP list for this order, choose Change element and enter the goods receipt date as the order finish in the dates section. Delete the dates in the fields Start and Plnd Open. Choose Enter so that the system determines the current start and opening dates. Choose Save. 3-2-3 Choose Processing indicator on in the list. Check in the header details that the processing indicator is set. (If not, repeat the last step.) In which MRP list, that is, in which material MRP list, did you set the processing indicator? Material: ____________________________ Exit the collective display of the MRP lists. 3-3 Repeat the selection of the MRP collective display: Restrict the display again to MRP lists for materials in plant 1000 for which you are responsible as MRP controller and which have been created in the current week. As some of the MRP lists have already been edited, restrict your selection to MRP lists that have not yet been edited; that means, enter as selection criteria: Plant: 1000 MRP controller: 0## MRP date from: Beginning of the week to: Today Exception groups: 7 Processing indicator: Only unprocessed MRP lists Start the selection by choosing Enter. 3-3-1 How many materials were selected this time? _____________ Was the MRP list selected for which you set the processing indicator? _________ 6.37 Processing the MRP Results- Solutions Unit: Processing the MRP Results Topic: Display filter, selection rule 1-1 1-1-1 Changes to the display: Only requirements and firmed planned orders are displayed. 1-1-2 Changes to the available quantity: No, the available quantity is not changed by the display filter. Even without displaying planned orders, the available quantity at the end of the list is still zero pieces. 1-1-3 Effect of display filter SAP004: The system only displays requirement elements and receipt elements from the make-to-order segments. 1-1-4 Quantity available for planning at the end of the net requirements planning segment: Minus 470 pcs. Reason: In contrast to display filters, selection rules have an effect on the calculation of the available quantity. When using the selection rule “Requirements and stocks”, only requirements and stocks are used in the calculation whereas receipt elements are not taken into account. In this example, the available quantity is the total of all requirements and stocks. 1-1-5 Processing the MRP Results- Solutions Unit: Processing the MRP Results Topic: Firming 2-1 2-2 2-2-1 Planning time fence active: No 2-2-2 Reason: The effect of the planning time fence is controlled by the MRP type in the material master. The MRP type “PD” in the material master for R-F1##, determines that no automatic firming is to take place. 2-3 2-3-1 Planning time fence displayed: Yes 2-3-2 End of planning time fence: Varies (current date + 20 workdays) Planned order firmed within the planning time fence: The planned orders within the planning time fence are flagged as firmed, because the MRP type P1, which you have entered in the material master, defines that order proposals that fall within the planning time fence are firmed automatically. 2-3-3 Indicator for firming planned order: No Reason: The firming results from the firming indicator P1 and the position of the planned order within the planning time fence (see 2-3-2). You can only set the firming indicator manually in the planned order, or it is set automatically if the planned order is manually changed or rescheduled. 2-4 2-4-1 Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Customer Requirements ( Create 2-4-2 Date when quantity available for planning falls below zero: The available quantity falls below zero on the requirement date of the sales order. 2-5 Menu path: Logistics( Production( MRP( Planning( Single-Item, Interactive 2-5-1 Available quantity greater than or equal to zero: The available quantity is greater than or equal to zero at the end of the planning time fence. Planned order number: Varies 2-5-2 Why not on time: Behind the MRP type P1 is the firming type 1. With the firming type 1, recent shortage situations within the planning time fence are not covered with a new procurement element until the end of the planning time fence. 2-5-3 Planned order date now: The planned order is now on the requirements date of the KSV customer requirement. 2-6 2-6-1 Firming indicator set: Yes, the firming indicator in the planned order header is set. Reason: The planned order was rescheduled manually in the single-item, interactive planning run. This manual change led to the firming indicator being set. 2-6-2 Setting the manual firming date: From the stock/requirements list: Edit ( Set firming date Firming date: Date varies. The firming date that was set manually is active, because it is later than the end of the planning time fence from the material master. 2-7 When an additional procurement element is scheduled: Date varies. The additional procurement element is scheduled for the end of the planning time fence; that is on the manual firming date that you had entered. Processing the MRP Results- Solutions Unit: Processing the MRP Results Topic: Collective Display of MRP Lists 3-1 3-1-1 Menu path: Logistics( Production( MRP( Evaluations( MRP List Number of materials selected: Varies, for example 5 3-2 Number of selected planned order: Varies 3-2-1 Rescheduling date of selected planned order: 1. Date: Varies Significance: Availability date 2. Date: Varies Significance: Goods receipt date 3-2-2 3-2-3 Material: Varies, for example R-F1##. 3-3 3-3-1 Number of materials selected: 1 less than in 3-1-1 MRP list with processing indicator selected: No 7 7.2 7.3 7.4 · Master production scheduling (MPS) enables you to plan materials that greatly influence a company's profits or use critical resources and therefore need to be planned more carefully. It is typical for these materials that the master production schedule is initially defined on the level of this critical or important material before the dependent assemblies and purchased parts are planned and procured. This means that changes made to these critical parts are not copied to the dependent parts, thus avoiding any disruption arising during production and procurement of purchased parts. · You plan the master schedule items (MPS items) and the non-master schedule items in separate planning runs. You can specify finished products or assemblies for master schedule items provided that you have entered a corresponding MRP type per plant or per MRP area in the "MRP 1" view of the material master. You must define the MRP procedure "M" (master schedule item procedure) in this MRP type in Customizing for MRP types (Customizing activity "Check MRP types"). · The master production scheduling run only plans the master schedule items. Master production scheduling is executed with the same logic as material requirements planning but without planning materials that are not labeled as MPS items. Dependent requirements are created for the next low-level code, but planning is not executed for these items unless they are MPS items. · The results of master production scheduling are not passed on to dependent parts until the master plan for the critical parts has been processed and finely-tuned. Master schedule items are not planned along with the MRP run to ensure that you can plan these materials independently. 7.5 · Master production scheduling takes place on two levels: 1. Master production scheduling (MPS) plans the master schedule items on the basis of the requirements that exist for these parts (for example, planned independent requirements). The MPS run generates planned orders for the master schedule items and the corresponding dependent requirements on the BOM level below. Capacity leveling is possible at MPS level. 2. MRP plans the other assemblies and components in the BOM structure. · In the case of a total MPS run, you can combine both steps by setting the indicator "Process MRP materials" in the initial screen. 7.6 · With the help of the firming period, you can protect the master production schedule for master schedule items in the near future from being automatically changed and therefore ease planning. Within the firming period, which is defined individually for each material, procurement proposals are no longer automatically changed during the MRP run. · You should define the firming period with reference to the total lead time of the material. · In the above example, the order finish date of the planned order, E1, lies one day before the end of the firming period. The system therefore treats it as firmed and does not automatically reschedule it. The master production schedule for the components is therefore stabilized. · You can define the firming period using the planning time fence or a manual firming date. Planned orders can also be manually firmed and unfirmed. · The system will draw your attention to any possible changes to the master production schedule in the form of an exception message in the MRP list. It is then up to the MRP controller to process these changes. 7.7 7.8 Master Production Scheduling Exercises Unit: Master production scheduling Topic: Master production scheduling (MPS) and material requirements planning (MRP) At the conclusion of this exercise, you will be able to: · Explain the relationship between master production scheduling and material requirements planning. Since some finished products, including pump T-F1## use critical resources, they should be defined as master production items and planned separately. To do this, the project team examines the relationship between the planning of master schedule items and non-master schedule items. Optional: This exercise uses material T-F1## in plant 1000. 1-1 Define material T-F1## in plant 1000 as a master schedule item. 1-1-1 Which indicator do you use to make this setting? ____________________________________________________ 1-1-2 Which entry do you have to make for the indicator so that master production scheduling with firming type 0 is effective? ________ Make the entry and save. 1-1-3 Check the planning file. Which of the following indicators are set? Master schedule item ____ PlgInd. NETCH ____ PlgInd. NETPL ____ 1-2 Create the following planned independent requirements (requirement type VSF) for pump T-F1## in plant 1000: Current month +2 Current month +3 Current month +4 100 100 100 Save your entries. 1-3 Try to execute single-item, multilevel planning for material T-F1## in plant 1000 (MD02). Is this possible? _____________ 1-4 Execute single-item, single-level planning for master schedule items (MD42) for material T-F1## in plant 1000 from the menu of master production scheduling. 1-4-1 Call or refresh the stock/requirements list. Are the planned independent requirements now covered by corresponding procurement elements? _______________ 1-4-2 Check the planning file. Which of the following indicators are now set? Master schedule item ____ PlgInd. NETCH ____ PlgInd. NETPL ____ 1-5 From the master production scheduling menu, call the initial screen for online total planning for master schedule items (MD40). Which indicator determines whether planning should consider only master schedule items or also non-master schedule items? ____________________________________________________________ Do not execute total planning – exit the transaction. 1-6 As a comparison, call multi-level planning for master schedule items (MD41) from the master production schedule menu. Can you differentiate between MPS items and non-MPS items here as well? ________ Are non-MPS items planned? _________ 1-7 Remove the setting from 1-1-2 for material T-F1## in plant 1000, by setting the MRP type back to “PD”. Save the material master. 7.9 Master Production Scheduling Solutions Unit: Master production scheduling Topic: Master production scheduling (MPS) and material requirements planning (MRP) 1-1 1-1-1 Indicator that a material is an MPS item: MRP type 1-1-2 MRP type for an MPS item with firming type 0: M0 1-1-3 Indicator set in the planning file: Master sched. item yes PlgInd. NETCH yes PlgInd. NETPL yes 1-2 1-3 Single-item, multi-level planning for master schedule items possible: No 1-4 Menu path: Logistics ( Production ( Production Planning ( MPS ( MPS ( Single-Item, Single-Level 1-4-1 Planned independent requirements covered by procurement elements: Yes 1-4-2 Indicators set in the planning file: Master sched. item yes PlgInd. NETCH no PlgInd. NETPL no 1-5 Menu path: Logistics ( Production ( Production Planning ( MPS ( MPS ( Total Planning ( Online Consideration of non-MPS items: Process MRP materials 1-6 Menu path: Logistics ( Production ( Production Planning ( MPS ( MPS ( Single-Item, Multi-Level Differentiation between MPS items and non-MPS items: No Are non-MPS items planned: Yes 1-7 8 8.2 8.3 8.4 · In long-term planning, future demand programs are simulated within a planning run. This allows you to calculate of capacity requirements, activity type requirement of the cost centers, and of the requirement of purchased parts. · The demand programs that can be simulated may include planned independent requirements and/or sales orders. · You can evaluate and optimize the simulation with regard to material requirements planning, capacity planning, order volumes, purchasing budget, cost center planning, and inventory controlling. Following the evaluation of the simulative planning results, you can replace the current demand program with the preferred version in long-term planning and can continue it there. · You can transfer the data for external procurement to the purchasing information system using a special report and evaluate it there. · Future stock is derived from the predefined requirements and future receipts. You can transfer the data determined for the requirements/stock situation by long-term planning to Inventory Controlling and evaluate it there using standard analyses. · The data determined in long-term planning for the activity requirements is passed onto the Cost Center Accounting as planning data. This allows you to determine the production costs for each cost center and the products. The activity requirements that are determined in long-term planning can be passed onto Cost Center Accounting using an individual report after completion of long-term planning. The planning data of the cost centers is updated whereby the requirements activity is determined from the routing data. Cost Center Accounting displays how many activities the production has planned. 8.5 · The principle of long-term planning is to simulate different versions of the demand program. The simulation can take into account operative data (for example, master data, sales orders, purchase orders, production orders). The simulation can be used to optimize the demand program and the production and procurement data with regard to material requirements planning, capacity planning, order volumes, purchasing budget, cost center planning, and inventory controlling. · In long-term planning, you set up independent "planning areas", which you can subsequently integrate into operative planning. Within these planning areas, separate simulation stock data is calculated and maintained which can be used to carry out planning in scenarios. An individual simulative planning area exists for each scenario in the system. Operative data can be copied to or referenced (taken into account) by one or more simulative planning areas. · You can execute simulative planning for the long or short term. There is no time restriction for the execution of long-term planning. The planning periods for long-term planning and operative planning should correspond so that business inconsistencies can be avoided. 8.6 · Long-term planning can be executed on the basis of operative master data: BOMs, routings, work centers, and material masters. This means you do not have to create any new operative data. · If you want to simulate situations that use differing master data, you can also create special master data for long-term planning: - You can create special long-term planning routings and run simulations with regard to lead time scheduling and capacity planning. To do this, you must maintain a routing selection ID that controls the long-term routing in Customizing. This selection ID is assigned to a scenario, that is, a simulative planning area, in the Customizing IMG activity "Define scheduling parameters for planned orders". - In addition, you can use special long-term planning BOMs. To do this, you define a special usage for long-term planning in the Customizing IMG activity "Define BOM usages" and define the allowed material types for the BOM header and BOM item for this usage. In the Customizing IMG activity "Define order of priorities for BOM usages", you then maintain a BOM selection ID that calls up the long-term BOM. This selection ID is assigned to a simulative planning area when creating the scenario in the field "BOM selection ID". · The tools available for long-term planning are used in the same way as are the tools in operative planning. Thus, very little additional training is required for these tools. · You can exclude BOM items from long-term planning using the explosion control indicator in the individual items. 8.7 · When creating a planning scenario, you can set defaults for certain settings for the scenario by selecting one of the default setting choices on the Create Planning Scenario screen. Options include "Long-term planning", "Gross long-term planning", and "Short-term simulation". You can change these defaults at any time. You can also copy the settings from another scenario. · If you have selected the indicator "Gross long-tem planning", the system suggests control parameters with which you plan requirements quantities for cost evaluation and budgeting purposes without taking into account operative available stocks, material-specific lot sizes, or scrap. · The settings and items you define in the planning scenario include: - The plants for which the simulation is to be carried out, - The planned independent requirements versions (active or inactive) to be used in the simulation, - What opening balance (stock) the simulation is to assume (zero stock, safety stock, plant stock at the time of planning, average plant stock), - Whether to include firm receipts (purchase orders, production orders and reservations) in the net requirements calculation, - Whether dependent requirements for consumption-based materials, KANBAN materials and bulk materials are created, - Which version of the available capacity is used in the simulation. 8.8 · Consumption-based materials are not planned in MRP because no dependent requirements are created for these materials. In consumption-based planning, materials are not replenished during the MRP run until stock falls below the reorder point or in forecast-based planning, until the forecasts for future consumption requirements are not covered. · In long-term planning, dependent requirements can be created for consumption-based materials, bulk material, and KANBAN materials, that is, the material is planned in the scenario as though it were a material planned using MRP. You are thus provided with a preview of the procurement quantities that are necessary to satisfy the simulated independent requirements. · You can analyze the forecast more closely in the Purchasing Information System in the long-term planning evaluations. 8.9 · In the planning scenario you also set : - Whether the system should work with direct production, that is, whether during planning it should create a collective order for materials that are to be produced directly. When using direct production in long-term planning, only the header order can be changed and not the subordinate orders in the collective order. - Whether the long-term planning should be executed as gross requirements planning and whether the calculation of scrap in the long-term planning run is to be deactivated. - Whether long-term planning BOMs should be used. - Whether firm planned orders from operative MRP should be copied to the long-term planning (firm planned orders can be changed) and whether firm purchase requisitions for operative planning (these cannot be changed) should be taken into account in the simulative planning area. - Whether the planning time fence is also to be effective in long-term planning for materials that are affected by a planning time fence in MRP. - Whether sales orders are taken into account in long-term planning. (These cannot be changed from long-term planning.) - Whether make-to-order production or individual project planning is to be executed for the materials of the corresponding strategy. Make-to-order planning presupposes that sales orders with a requirements type for make-to-order planning are taken into account. If the indicator "Make-to-order and project planning" is not set, the sales orders with a make-to-order planning requirements type are ignored in the scenario. 8.10 · Several planned independent requirements versions can be created for one material. · Planned independent requirements versions can be created using the following: - The sales and operations plan of a material or a product group - The results of flexible planning from sales and operations planning - Forecasting - Planned independent requirements of other materials - Planned independent requirements versions of the same materials - Manually · A planned independent requirements version can be set as active or inactive. Inactive versions are created for simulation purposes. Only active planned independent requirements versions are taken into account in operative planning. · If, according to the settings in the scenario, sales orders are included in the simulative planning area along with planned independent requirements, then MRP plans in the simulative planning area using the same logic as in operative planning. 8.11 · A planning scenario must be released before long-term MRP can executed. Once the planning scenario is released, planning file entries for all materials of the plants that are assigned to the planning scenario are created in the background. Each scenario thus has its own planning file entries for long-term planning. · Depending on the settings in the scenario, external requirements and fixed receipts are included in the long-term planning along with the assigned planned independent requirements. The indicator "Include sales orders" establishes that sales orders, scheduling agreements, contracts, and deliveries are taken into account. The indicator "Include firm receipts" refers to the inclusion of production orders, purchase orders, schedule lines, reservations, transport releases, and QM inspection lots. · Operative data that flows into long-term planning cannot be changed in the simulative planning area. This does not include firmed operative planned orders: The order headers for firmed planned orders (that is, basic dates and order quantity) are copied to the simulative area. (You control the transfer of firm planned orders in the initial screen of the planning run.) · Only (simulative) planned orders are created in long-term planning. You can execute long-term planning as total planning, single-item planning, single-item planning in simulative mode, or using the planning table from repetitive manufacturing. · After evaluating and checking the simulative planning results, the planned independent requirements version can be activated in the planning scenario and, if necessary, can be given a new version number. Once activated, the planned independent requirements version is effective for operative planning. You can also transfer simulative planned orders from long-term planning to operative planning. 8.12 · You can copy firmed planned orders from operative MRP to the simulative planning area. Only the planned order headers are copied during the copying process. Changes to components of planned orders that have been made in operative planning are not copied. With simulative planning, the planned order components are created again according to the BOM selected in the simulative planning run. · The firmed planned orders are copied per material by the simulative planning run in the simulative planning area. During this process, all firmed planned orders are selected for each material of a BOM structure and are adopted (copied to the simulative planning area). These are also firmed in long-term planning but can be changed manually there. · The order finish date of the planned order that was selected and copied last is saved as the temporary end of the copying period for each material. The copying period is determined by the firmed operative planned order that is furthest in the future. · When copying a firmed planned order from operative planning, all firmed and unfirmed simulative planned orders in the simulative planning area with order finish dates within the copying period are deleted. 8.13 · Capacity data can be calculated on different levels: - In the operative MRP at detailed scheduling level - In the long-term planning at detailed scheduling level, whereby the data is separate for each scenario - In the sales and operations planning at rough-cut planning level · The capacity evaluations for operative MRP and long-term planning are executed separately. Only capacity requirements which arise from production orders considered as final receipts in long-term planning are included in the capacity evaluation of the corresponding scenario. 8.14 · The same functions for capacity planning are available in long-term planning as in material requirements planning. · Capacity planning can be called from planned order processing, the planning result of single-item planning, or from the stock/requirements list. · In the capacity check of the stock/requirements list, the available capacity, the total capacity requirements independent of materials and the capacity requirements of this material are displayed in periods for each work center and capacity category. Overload situations are highlighted in color. The overload function calculates the maximum load for each work center and capacity category and the overload is highlighted in color. · A planning run with the scheduling indicator 2 "lead time scheduling and capacity planning" is a prerequisite for the capacity check. The planning run with scheduling indicator "1"" (basic date scheduling) does not reduce capacity requirements. 8.15 · The operative demand program results from the total of all active planned independent requirement versions. · A planned independent requirements version can be activated in two different ways: 1. By setting the active indicator of the planned independent requirements version: Since the operative planning is the total of all active planned independent requirements versions, this procedure is the equivalent of an addition to the plan up to now. 2. By "activating" in the scenario: The source planned independent requirements version is copied to the target planned independent requirements version. During the activation, if an already active version has been selected as the destination version for the transfer and the periods overlap in which the source and destination versions of planned independent requirements exist, the independent requirements of the destination version in the overlapping periods are overwritten by the independent requirements of the source version. 8.16 · Following the simulation, you can adopt firmed simulative planned orders of a simulative planning area in the operative planning (copied to the operative planning area). In the operative area, you can create purchase requisitions or schedule lines for materials procured externally. · This type of copying is carried out for a material in the transaction "interactive single-item planning" of operative MRP. In the subsequent screen of the planning result, the copying function is started using the function "Edit - - Copy simulative planned orders". You explicitly define the start and finish of the copying period for this process. · All firmed planned orders with order finish dates within the selected period are copied from the simulative planning area to the operative planning area. In the operative planning area, all firmed and unfirmed planned orders, with an order finish date within the copying period are deleted, so that only the copied planned orders in the operative planning remain in this period. · If operative planned orders were converted into production orders before the transfer, the production orders still remain after the transfer of the planning results and the copied firm planned orders are added to them which would therefore result in doubling the replenishment. You can avoid unnecessary double procurement if you convert the planned orders into production orders before the start of the simulative planning and have defined in the planning scenario that all firmed receipts are taken into account in the long-term planning. 8.17 · Following the simulation, you can adopt firmed simulative planned orders of a simulative planning area in the operative planning. For materials procured externally during the transfer into the operative area, you can create firmed purchase requisitions or firmed schedule lines for simulative planned orders of the order type "NB". · To do this, you enter the respective creation indicator in the initial screen of interactive single-item planning in the MRP menu in the fields "Create purchase requisition" and "Schedule lines" (purchase requisitions or schedule lines, schedule lines in the opening period or purchase requisitions in the opening period). · The creation of schedule lines requires that the scheduling agreement item is already entered in the firmed simulative planned order before the transfer. This is achieved by maintaining the scheduling agreement item as MRP-relevant before the long-term planning run in the simulative area. · After the transfer, the firmed planned orders, purchase requisitions, and schedule lines are displayed in the planning result. Once you save the planning result, the transfer to operative planning is closed. · If there were non-firmed purchase requisitions and schedule lines in the copying period in operative planning, these are deleted during the transfer of the planning result, and the purchase requisitions and schedule lines that were created during the transfer are used in the operative planning. If the purchase requisitions and schedule lines were firmed in the operative planning, they are still used after the transfer of the planning result. You can avoid unnecessary double purchase requisitions and schedule lines, if you have defined in the planning scenario beforehand that all firmed receipts are taken into account in the long-term planning. 8.18 · The following can flow into the simulative planning area: - Active or inactive planned independent requirements version - Sales orders - Operative, firmed planned orders - Firmed purchase requisitions - Production orders - Purchase orders 8.19 · The following can be copied from the simulative planning area to the operative planning area: - Activated planned independent requirements versions - Firmed simulative planned orders (for materials procured externally even as purchase requisitions or schedule lines). 8.20 8.21 8.22 Long-Term Planning Exercises Unit: Long-term planning Topic: MRP Run At the conclusion of these exercises, you will be able to: · Create a scenario for long-term planning, · Execute and evaluate a long-term planning run. A future demand program is to be simulated for pump R-F1## in plant 1000, and a capacity consideration should also be made. Dependent requirements for consumption-based materials should also be reduced in order to check the existing framework agreement with the vendor. 1-1 Check/change the material master: Make sure that the following entries have been made in the material master of the finished product R-F1## in plant 1000: strategy group 40, consumption mode 2, and a time period of 30 days as consumption periods backwards and forwards (view MRP 3). 1-2 Starting from the long-term planning menu, create the inactive planned independent requirements for the material R-F1## in plant 1000 in the planned independent requirement version ##. Set the planning period to monthly format by entering the indicator M in the planning period field in the initial screen for the transaction. In the field Selected version, enter the planned independent requirement version ##. Start the transaction and create the following requirements: Current month + 7 Current month +8 Current month +9 Current month +10 Current month +11 Current month +12 350 350 350 350 300 450 Make sure that the active indicator is not set. Save the planned independent requirements. 1-3 Create a planning scenario: 1-3-1 Starting from the long-term planning menu, create a planning scenario in order to simulate the demand program of planned independent requirement version ##. When accessing the scenario, choose the default value indicator Long-term planning. Use the following data: Number of the scenario: 0## (## = group number) Text of scenario: Long-term scenario ## Confirm your entries with Enter and make the following settings: Planning period from first day of current month +7 to last day of current month +12; Safety stock as opening stock; Create dependent requirements for materials planned using reorder point planning; Do not consider sales orders from operative planning; Switch off planning time fence logic; Do not use direct production; Do not use make-to-order and project planning; Do not include firm receipts (purchase orders, production orders, and material reservations); Do not include firm purchase requisitions; Do not include firm planned orders. 1-3-2 The planned independent requirement version ## in plant 1000 is to be simulated in the scenario. To do this, assign plant 1000 to the scenario, by choosing Plants and making the respective entry with New entry. Confirm your entries. Choose Planned independent requirements, enter planned independent requirement version ## using New entry and confirm this entry. 1-3-3 Release the scenario. To do this, choose Release + save. The planning file entries for the materials in the assigned plants are to be created immediately. 1-4 Take a look at the stock/requirements situation of scenario 0##. To do this, call the stock/requirements list from the evaluations for long-term planning and enter material number R-F1##, plant 1000, and scenario 0##. It is a good idea to call the stock/requirements list for the scenario in a separate session, since you use it to constantly monitor the planning progress. 1-4-1 Does the system display the planned independent requirements for the version ## that flow into scenario 0## in the list? _________ 1-4-2 Do the planned independent requirements that flow into scenario 0## appear in the operative stock/requirements list that you call from the MRP menu? _________ Why (not)? ________________________________________ 1-5 Execute long-term planning for material R-F1## in plant 1000 and scenario 0##. Later, you want to look at the capacity situation in scenario 0##, which is relevant for the production of material R-F1##, therefore the capacity requirements should be created in long-term planning. From the long-term planning menu, call (long-term) single-item, multilevel planning. Enter the following parameters in the initial screen of the transaction: Planning scenario: 0## Material: R-F1## Plant: 1000 Processing key: NETCH Scheduling: 2 (lead-time scheduling and capacity planning) Include firm plnd ordrs: Use setting in planning scenario Also plan unchanged components: select Display result: do not select Display mat. list: select Simulation mode: do not select. Above all, note the scheduling indicator 2. Then save your settings and start the long-term planning run by choosing Enter twice. 1-6 Evaluate the stock/requirement situation of scenario 0##. 1-6-1 Did the system create procurement elements to cover your planned independent requirements? ____________ 1-6-2 Switch to material R-T3## in the stock/requirements list for scenario 0##. What is the MRP type of the material and what significance does this have? ______________________________________________________ Did long-term planning create dependent requirements? ________ 1-7 Evaluation of the capacity situation: From the stock/requirements list for material R-F1## in plant 1000 for scenario 0##, goto the capacity situation. Select Detailed planning as the planning type, weeks as periodic overview and as evaluation period enter the beginning and the end of the planning period that you specified in the definition of the scenario (1st day of current month +7 to last day current month +12). Select the button Continue to start the capacity evaluation. 1-7-1 Did the system create any capacity overloads? _____________ 1-7-2 How many per cent overload at what work center, in which capacity category, and in what period (enter some data as an example)? Work center Capacity Cat. Buckets Max. Load (as a percentage) 1-8 In the period with the largest overload, select the Total requirement field (absolute amounts, not in per cent) and choose the Pegged requirements button to evaluate the pegged capacity requirement. Which planned orders causes the capacity load? _________________________________________________ 1-9 To adjust the capacity load to suit the available capacity, reduce the planned independent requirements for the last of the planned orders causing the capacity overload to 50 pieces. Make sure that the active indicator is not set in the planned independent requirement. Save the changed planned independent requirements. 1-10 Repeat the (long-term) single-item, multilevel planning for material T-F1##, in plant 1000, scenario 0## and evaluate the capacity situation in the stock/requirements list again. 1-10-1 Are there still capacity overloads? _________ 1-11 You have adjusted the capacities of your demand plan in long-term planning and now want to transfer the plan to operative planning. You activate the inactive planned independent requirements that were simulated in scenario 0##. 1-11-1 Starting from the long-term planning menu, you use the transaction Change planning scenario to activate the planned independent requirements for scenario 0##. Choose Activate independent requirements. In the dialog screen that follows, select planned independent requirement version ## and as target version enter the planned independent requirement version number 00. (For the transfer period, the system suggests the period that you had entered as the planning period in the scenario.) Delete the indicator for Test mode, select the indicator Create list and then the button Activate. 1-11-2 Call the operative stock/requirements list. Are the VSF requirements that you had created in long-term planning displayed? _____________ In which planned independent requirement version are these requirements (display the element from the list in order to answer the question)? _________ 8.23 Long-Term Planning Solutions Unit: Long-term planning Topic: Executing long-term planning 1-1 1-2 Menu path: Logistics ( Production ( Production Planning ( Long-term planning ( Planned independent requirements ( Create 1-3 1-3-1 Menu path: Logistics ( Production ( Production Planning ( Long-term planning ( Planning scenario ( Create 1-3-2 1-3-3 1-4 Menu path: Logistics ( Production ( Production Planning ( Long-term planning ( Evaluations( Stock/Requirements List 1-4-1 Planned independent requirements of version ## displayed: Yes 1-4-2 Independent requirements also in operative stock/requirements list: No Reason: Only active planned independent requirement versions are taken into account (and displayed) in operative planning. The independent requirement version ## is, however, not active. 1-5 Menu path: Logistics ( Production ( Production Planning ( Long-term planning ( Long-term planning ( Single-Item, Multi-Level 1-6 1-6-1 Procurement elements created: Yes 1-6-2 MRP type of material R-T3##: VB: Reorder point planning Dependent requirements created: Yes 1-7 1-7-1 Capacity overload: Yes 1-7-2 Work center Capacity Cat. Buckets Max. Load (as a percentage) R-L## 001 Varies Varies, for example 120.7 R-L## 002 Varies Varies, for example 120.7 1-8 Planned orders responsible for capacity load: Varies 1-9 1-10 1-10-1 Capacity overload: Varies, but generally no. 1-11-1 1-11-1 1-11-2 VSF requirements displayed: Yes Planned independent requirements version: 00 9 9.2 9.3 9.4 · Without MRP areas, the requirements planning takes place at plant level. This means that all requirements of a material (such as dependent requirements, planned independent requirements, customer requirements) for all storage locations that are not planned separately or excluded from MRP, flow into requirements planning together at plant level. Depending on the procurement type of the material, in-house production or external procurement is used to satisfy the requirements. · The settings defined in the material master of the material for MRP are valid for the entire plant (excluding storage locations planned separately or excluded from MRP). 9.5 · With the introduction of MRP areas, a larger degree of differentiation is possible in MRP. Planning takes place separately for each MRP area. It is possible, for example, to plan the requirements separately for different production lines. · In storage location MRP areas, one or several storage locations are grouped together in one organizational unit. This unit is planned separately from the remaining plant and MRP areas. You can assign a receipt (procurement) or issue element (requirement) to a storage location area using the storage location. One storage location can be assigned to one MRP area only. · The provision of components for individual subcontractors can be planned separately using a MRP area. An MRP area is also defined for a subcontractor (supplier) and the corresponding components to be provided are assigned to this MRP area. · In each MRP area, separate evaluation of the planning results takes place with individual MRP lists or stock/requirements lists. In the collective display, you can select materials specifically for one MRP area, as well as for all MRP areas of a plant. · For each MRP area, you can assign various MRP parameters to a material, so that requirements planning can be specifically tailored to the needs of the individual MRP areas. 9.6 · MRP areas enable you to plan materials, which are required in different production areas, storage locations, or subcontractors, separately from each other. You activate MRP with MRP areas at client level and therefore it is valid for all of the plants belonging to this client. This cannot be reversed. · The introduction of MRP areas can be useful even if you do not want to plan with MRP areas. In particular, if you need to plan many plants, the introduction of MRP improves system performance because the planning file can be accessed more precisely. · There are three types of MRP areas: 1. Plant MRP areas (obligatory) that are automatically created by activating planning with MRP areas. Their numbers match the number of the plant. If no additional MRP areas are defined, the plant MRP area covers the entire plant. 2. Storage location MRP areas that are defined by the storage locations assigned to them. 3. Subcontractor MRP areas that provide planning of the requirement of the material provided for a subcontractor, and are defined by the assignment of this subcontractor. A subcontractor must be assigned to just one subcontractor MRP area and vice versa. 9.7 · The existing planning file entries at plant level are converted into planning file entries at MRP area level. The conversion uses a report that is triggered in the Customizing for MRP activity "Convert planning file entries for MRP areas". The system uses this conversion report to create a new planning file, in which you can access entries for individual MRP areas. · The system creates the plant MRP area automatically for every plant with the result that for every plant there is exactly one plant MRP area with the same number as the plant. 9.8 · For introducing requirements planning with MRP areas, the existing planning file entries at plant level must first be converted to planning file entries at MRP area level (Customizing: Convert Planning File Entries for MRP Areas). The requirements planning for MRP areas can then be activated (Customizing: Activate Requirements Planning for MRP Areas) and you can create MRP areas (Customizing: Define MRP Areas). · In Customizing: Define MRP Areas, you define the MRP area, including type, and plant assignment first. In storage location MRP areas, you are then asked to define a receiving storage location. To complete the process of defining the storage location MRP area, assign one or more storage locations, and for defining subcontractor MRP areas, assign one subcontractor only. · The materials to be planned in MRP areas other than the plant MRP area must be assigned to these MRP areas, by creating the corresponding MRP area segments in the MRP 1 view of the material master. · As the assignment to a storage location MRP area takes place using the storage locations that the system determines in the planning run, you should check that the storage location already specified in the BOM (BOM item), the work center (production supply area), and in the production version or material master, is included in the MRP area that you assigned in the material master. To ensure consistent planning, it is also important that either the Storage 1 or the Storage 2 view exists in the material master for this storage location. 9.9 · A material is assigned to an MRP area by creating an MRP area segment in the material master (in the view MRP 1). No actual changes are made to MRP until the materials have been assigned to MRP areas. As long as no MRP area segment has been created, the system continues to plan the material in a plant MRP area. · You can set parameters for controlling MRP for different MRP areas in the respective MRP area segments. · A material can be assigned to several MRP areas and is also assigned to the plant MRP area. · The assignment of a receipt or issue element to the individual storage location MRP areas is made using the receiving or issue storage location that the system determined in the planning run. If no assignment to a storage location MRP area has been made using the storage location, the element is assigned to the plant MRP area. · When creating a planned independent requirement, you explicitly enter the MRP area. You assign sales orders to the MRP areas by entering the issue storage location in the shipping screen of the item details. In the case of procurement elements created automatically in MRP, the receiving storage location determines the storage location MRP area. · Schedule lines are assigned to an MRP area according to the receiving storage location of the scheduling agreement. The source of supply determination in MRP takes place according to the usual logic (source list, quota arrangement) with the proviso that you find a valid scheduling agreement whereby the receiving storage location belongs to the MRP area. You can maintain several scheduling agreements for an overlapping period in the source list, if you assign the type "No warnings or messages" for the message with version 00, application area ME, number 375 in the Customizing for Purchasing IMG activity "Define attributes of system messages". 9.10 · To assign a material to a MRP area (for example, using the storage location), you must create a corresponding MRP area segment in the material master record of the material. (The MRP area must already be defined in Customizing.) Materials with no MRP area segments remain in the plant MRP area. · To create a MRP area segment, choose MRP area from the MRP 1 view in the material master. · A material can be assigned to any number of MRP areas, as long as you create a segment in each MRP area. For each MRP area, you can specify MRP and forecast parameters that differ from the material master at plant level. The consumption values are updated separately for each MRP area. A different MRP area can be assigned, however, for the strategy the offsetting logic, the period of adjustment, and the check rules the values are used at plant level. · You can delete an assignment of a material to a MRP area (Deletion flag indicator on the initial screen of the MRP area segments in the material master). Possible dependent requirements or reservations planned in this MRP area will therefore be transferred into the plant MRP area. · You can display the materials assigned to a particular MRP area. In Customizing: Define MRP areas, choose the Material overview of MRP area button from the detail screen of the MRP area. 9.11 · Planned independent requirements are created for each MRP area. Sales orders are assigned to an MRP area according to their storage location (the issue storage location in the shipping screen of the item details). · Dependent requirements are automatically assigned to a MRP area in the planning run, depending on their production or issue storage location. Here, the system accesses the production version of the material, the BOM, or the material master. If the storage location determined allows the material to be assigned to an MRP area of this material (assigned in the material master), then the requirement is planned in this MRP area. If another assignment is not possible, planning takes place in the plant MRP area. · The requirement elements (planned independent requirements, sales order and so on) are covered following the assignment to a MRP area within this MRP area. If a production storage location (or an external procurement storage location) is determined for a corresponding procurement element (that is the relevant planned order) that does not belong to this MRP area, then the receiving storage location of the MRP area is used instead. 9.12 · In the MRP run, the system explodes the BOM for the material to be procured and determines the requirements components that need to be provided to the subcontractor. In the BOM (status/long text of BOM item), these components must be flagged as customer parts provided, vendor parts provided are procured by the subcontractor (vendor). · The example shows subcontracting in the case of the part pump. Several subcontractors are responsible for the final assembly of the pump; the casing is procured in the company's own plant and transported to the appropriate subcontractor (provision of material by the customer). The number of casings provided depends on the number of pumps ordered from the subcontractor (subcontract order) and the number of casings that are already with the subcontractor (stock of material provided). The screws for the assembly of the pump (and, if necessary, any further components) are procured by the subcontractor (provision of the material by the subcontractor). · The requirements of material provided are treated separately for each subcontractor. The stock of material provided stored with a subcontractor, can only be used to cover that subcontractor's requirements of the material provided and not for other subcontractors. · In the stock/requirements list and MRP list, the stock of material provided and requirements of material provided are shown per subcontractor in separate planning segments. A subcontractor's requirements of material provided, which are not covered by the material provided already stocked at the subcontractor, are entered in the net requirements calculation and are shown and planned in the net planning segment. 9.13 · You have the option of using MRP with MRP areas for subcontracting. By introducing the MRP areas, the stocks of material provided and requirements of material provided for components in the subcontractor purchase requisitions or purchase orders are planned separately according to subcontractor. · In the Customizing activity "Define MRP areas", you define an MRP area of type 03 "Subcontractor" (vendor). You also assign the subcontractor's (vendor) credit number to this MRP area. A subcontractor may only be assigned to one subcontractor MRP area. · In the "MRP 1" view of the material master for the material provided, you assign the subcontractor MRP areas and MRP parameters (MRP area segment), which are valid for this material provided. · The stock of material provided that is with the subcontractor can be covered by transferring stock from the company's own plant. A further possibility is to procure the components to be provided from vendors, who deliver the materials directly to the subcontractor. This is subcontractor third party order processing. The control of the replenishment is defined by the special procurement type in the MRP area segment. · In the example above, the customer components to be provided casing and rotor are planned. The components can be procured differently for the subcontractors A and B. The control of procurement is set for each subcontractor MRP area using an appropriate special procurement key in the material master (for more details, see the next slide). 9.14 · For the dependent requirements of the components provided to be assigned to the subcontractor's MRP area, an SPO planned order or a purchase requisition with SB item category and assigned source of supply must exist for the (finished) product to be procured. For this, you must enter the special procurement subcontracting in the material master or in the quota arrangement, which affects stock, for the (finished) product. In MRP, the automatic assignment of a subcontractor generally takes place via the existing source determination mechanism (special procurement type, quota arrangement, source list). · If the special procurement type "Stock transfer from plant to MRP area" is maintained in the subcontractor MRP area data in the material master of a component provided, a stock transfer reservation is generated in the MRP run, as a replenishment element for the component provided, from the plant stock to the subcontractor stock of material provided (movement type 541). When the stock is transferred with reference to the reservation, the plant stock and the reservation are reduced and the stock of material provided increased. · If the special procurement type "External procurement" is maintained in the subcontractor MRP area data in the material master of a component provided, a purchase requisition is generated in the MRP run with the indicator "Subcontracting", as a replenishment element for the component provided, in which the subcontractor who delivers the finished product is entered in the inbound delivery address. The goods receipt for this purchase order is posted to the subcontractor's stock of material provided. · Once the goods receipt has been posted for the subcontract order, the stock of material provided and the subcontractor reservation for the components provided are reduced. 9.15 · In storage location MRP areas the materials can only be planned with the make-to-stock production planning strategies (strategies 10, 11, 30, 40, 70). In demand management, only the planned independent requirements of the corresponding requirements classes can be created for storage location MRP areas. · The strategies of make-to-order planning can be used only in the plant MRP area. Individual customer segments are put in the plant MRP area to ensure that the sales order is only planned in the individual customer segment, even if the storage locations have been changed. Regardless of the storage location, the sales order items and procurement elements remain in the corresponding individual customer segment and thus in the plant MRP area. · The strategies with planning segments (strategies 50, 52, 59, 60, 74, and so on) can also only be used in the plant MRP area. 9.16 · Materials that are planned in a MRP area can be procured using the special procurement type "stock transfer from plant to MRP area". · For this purpose you have to create a special procurement key in Customizing for MRP (Customizing step "Define special procurement type"), which contains procurement type "F" (external procurement), special procurement type "U" (stock transfer), and your own plant as the stock transfer plant. This special procurement key is entered in the MRP area segment of the corresponding MRP area. · This stock transfer occurs as in the storage location MRP: A stock transfer reservation is created at MRP area level and a reservation based on the stock transfer reservation is created at plant level. When the procurement in the plant is finished, the transfer posting is carried out in the MRP area with reference to the stock transfer reservation, in Inventory Management. · Special procurement types that refer to the BOM explosions, such as phantom assembly, are not permitted in a MRP area segment. Special procurement types that refer to an actual goods movement, such as stock transfer from another plant, external procurement, stock transfer from plant to MRP area, are permitted. A special procurement type "Stock transfer between MRP areas" is not intended. · Storage location MRP (that is a storage location planned separately or excluded from planning) is only retained because of upward compatibility, but can be completely replaced by MRP with storage location MRP areas. 9.17 · As soon as MRP with MRP areas has been activated, the ATP check is also active at MRP area level. The availability check is carried out for the individual MRP areas. · Sales orders for make-to-order production are planned in the plant MRP area. For the customer requirements types in make-to-stock production, the assignment to a MRP area is made using the storage location. · As in the previous ATP check at plant level, the ATP check can be carried out with or without the storage location check in Customizing, depending on the control of the availability check. If no storage location check has been set, the ATP check is only carried out for the total MRP area, while the available quantity is also checked in the storage location (of the sales order) with storage location check. 9.18 · The total planning run can be triggered per plant, for example, as a background job with variant for each plant to be planned. In planning with MRP areas, it is also possible to plan only individual MRP areas. · It is possible to group together several MRP areas or plants in a scope of planning for a planning sequence and to plan on a cross-plant basis in a total planning run. The system automatically takes mutual dependencies, such as those arising through stock transfer, into account (the situation displayed in the slide requires that MRP area 10001 and plant 1100 are entered in the scope of planning - the planning takes place for each material in the proposed order MRP area 10001, plant 1100 instead of in MRP area 10001). · You define the scope of planning for total planning in the MRP Customizing activity "Define scope of planning for total planning". You can also only specify an individual MRP area in the scope of planning. · By using scope of planning, you can execute a total planning run online or as a background job for a plant, for several plants, for an MRP area, for several MRP areas in MRP, in MPS and in long-term planning. · The planning run must always be started with parallel processing. 9.19 9.20 9.21 MRP Areas Exercises Unit: MRP areas Topic: Planning with storage location MRP areas At the conclusion of these exercises, you will be able to: · Execute MRP for the finished product in a separate MRP area · Make the necessary settings for this in Customizing and the material master Pump R-F1## is to be planned in plant 1000 using strategy 40 (planning with final assembly) in MRP area LO##P1000. 1-1 Check/change the material master: Make sure that the following entries have been made in the material master of the finished product R-F1## in plant 1000: Strategy group 40, consumption mode 2, and a time period of 30 days as consumption periods backwards and forwards (view MRP 3). 1-2 Check the Customizing settings: You intend to plan the pump RT-F1## in the storage location MRP area LO##P1000 in plant 1000. Therefore check the characteristics of this MRP area: Display the MRP area LO##P1000 in the Customizing for MRP master data (IMG activity Define MRP areas). 1-2-1 What type of MRP area is it? ______________________________________________________ 1-2-2 Which storage locations are assigned to this MRP area? __________________________________ 1-2-3 Which is the receiving storage location? __________________ 1-3 You assign the material R-F1## to the MRP area LO##P1000 by creating a corresponding MRP area segment in the material master. 1-3-1 Use the transaction Change material to access the MRP 1 view of the material master R-F1##. Then check whether the indicator MRP area exists is set:: __________ 1-3-2 Now assign the MRP area. Choose the MRP areas button. In the subsequent overview screen of MRP areas, add the MRP area LO##P1000. By choosing Check, you access the detail screen for the MRP data that is to be valid in this MRP area. Use the following settings: MRP type: PD MRP controller: 0## Lot size: EX Adopt (twice) the entries to return to the MRP1 view in the material master. 1-3-3 Is the indicator MRP area exists set now? _____ 1-3-4 Save the material master. 1-4 Create a planned independent requirement for material R-F1## in MRP area LO##P1000: 1-4-1 In the initial screen for the transaction Create planned independent requirement, enter the MRP area LO##P1000 for the material R-F1##. Use months as the Planning period and enter material number R-F1## with a requirement of 20 pieces for the current month +3 for this MRP area in a new line in the entry screen. Make sure that the requirements type is VSF and save your entries. 1-4-2 Call the stock/requirements list for material R-F1## in MRP area LO##P1000. Is the planned independent requirement of 20 pieces displayed? ________ Do other requirements or procurement elements flow into the stock/requirements list for this MRP area? ________ 1-4-3 Now display the stock/requirements list in plant MRP area 1000. Does your planned independent requirement, which you just created, appear in the plant MRP area? ________ 1-5 Executing requirements planning in MRP area LO##P1000: Execute multilevel requirements planning in MRP area LO##P1000 in plant 1000. Then display the stock/requirements list for this MRP area again. 1-5-1 Has a procurement element been created? ________ 1-5-2 Which storage location has been determined in the header of the planned order that was created to cover the requirement in MRP area LO##P1000? _______________ Why? ______________________________________________ 1-6 You receive a sales order for 8 pieces of material R-F1## for the 20th day of the current month + 2. 1-6-1 Create a corresponding customer order using the following data: Delivering plant: 1000 Requested delivery date: 20. of current month + 2 Material: R-F1## Order quantity: 8 pc When you check your data by choosing Enter, make sure that the customer requirements type is KSV. Save the requirement. 1-6-2 Access the stock/requirements list for MRP area LO##P1000 and plant MRP area 1000. In which MRP area is the sales order and why? ___________________________________________________ 1-6-3 Note down the number and the item of the sales order: __________________ / _________ 1-7 Change the issue storage location for this customer requirement: It should be provided for from storage location L1##. 1-7-1 From the stock/requirements list for plant 1000, change the customer requirement (select it and choose the Change element icon). In the entry screen, enter the storage location L1## as the storage location. Save your entries. 1-7-2 Refresh the stock/requirements list for the plant MRP area 1000. Is the sales order still displayed? ___________ 1-7-3 Call the stock/requirements list for MRP area LO##P1000 in plant 1000. Is the sales order displayed here? ___________ Why? ____________________________________________ 1-7-4 Check whether the sales order has consumed the planned independent requirements in accordance with the strategy in the material master. Consumed? __________ 1-8 Start a multilevel planning run in MRP area LO##P1000 in plant 1000 in order to adjust the planned orders to the current requirements situation. Start the planning by pressing Enter twice. 1-8-1 Convert the first planned order in the stock/requirements list for MRP area LO##P1000 into a production order (you access this function directly from the Additional data for element). Release the production order and save it. 1-8-2 Refresh the stock/requirements list and note down the number of the production order: _____________. 1-8-3 What is the receiving storage location for the production order? _______ 1-9 Post the goods receipt for the production order, the number of which you noted down in the previous exercise. Post this goods receipt to the storage location L1##. 1-9-1 From the Inventory Management menu, choose the transaction Goods receipt for order. In the initial screen of the transaction, enter the number of the order and the movement type 101: Go to the entry screen by choosing Enter. Verify that the storage location is L1##, and otherwise accept the values suggested by the system. Confirm any warning messages and post the goods movement. 1-9-2 Check the stock/requirements list for MRP area LO##P1000. Have the goods been received in this MRP area? __________ 1-9-3 What is the stock level for today’s date? _______ 1-10 Now deliver the customer requirement; that is, create an appropriate goods issue. In the initial screen of the transaction, use the movement type 231 and enter the plant 1000. Choose Enter and enter the following data: Sales order: Your order number and order item Material: R-F1## Quantity: 8 pc Storage location: L1##. Confirm any warnings and post the document. 1-10-1 Call the stock/requirements list for MRP area LO##P1000. What is the stock level? __________ 1-10-2 Is the customer requirement still visible in the list? ______ Why (not)? ______________________________________ 9.22 MRP Areas Solutions Unit: MRP Areas Topic: Planning with storage location MRP areas 1-1 1-2 Menu path: Customizing-Production ( Material Requirements Planning ( Master Data ( MRP Areas ( Define MRP Areas 1-2-1 MRP type: MRP area type 02 - a storage location MRP area. 1-2-2 Storage locations in this MRP area: The storage locations L0## and L1## are assigned to this MRP area. 1-2-3 Receiving storage location: L0##. 1-3 1-3-1 Indicator “MRP area exists” set: No 1-3-2 1-3-3 Indicator “MRP area exists” set now: Yes 1-3-4 1-4 Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Planned Independent Requirements ( Create 1-4-1 1-4-2 Planned independent requirements: Yes Other requirements or procurement elements: No 1-4-3 Planned independent requirement in plant MRP area: No 1-5 Menu path: Logistics( Production( MRP( Planning( Single-Item, Multi-Level 1-5-1 Procurement element: Yes 1-5-2 Storage location in planned order header: Storage location L0## Reason: Storage location 0002 is entered as the production storage location in the material master. As this storage location does not belong to the MRP area and requirements are only covered within the respective MRP area, the receiving storage location is used instead. 1-6 1-6-1 Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Customer Requirements ( Create 1-6-2 MRP area of sales order: The customer requirement is in the plant MRP area. No storage location that could control a deviating assignment to a special MRP area has been entered for the sales order. It therefore remains in the plant MRP area. 1-6-3 Number and item: Varies / 10 1-7 1-7-1 1-7-2 Sales order in plant MRP area: No 1-7-3 Sales order in MRP area L0##P1000: Yes Reason: The customer requirement is assigned to the MRP area using its issue storage location L1##. 1-7-4 Consumption: Yes 1-8 1-8-1 1-8-2 Number of production order: Varies 1-8-3 Receiving storage location of production order: L0## 1-9 1-9-1 Menu path: Logistics ( Materials Management ( Inventory Management ( Goods Movement ( Goods Receipt ( For Order 1-9-2 Goods receipt in this MRP area: Yes 1-9-3 Stock for today’s date: 8 pieces 1-10 Menu path: Logistics ( Materials Management ( Inventory Management ( Goods Movement ( Goods Issue 1-10-1 Warehouse stock: 0 pc 1-10-2 Customer requirement visible: No Reason: The customer requirement has been reduced by the goods receipt. 10 10.2 10.3 10.4 11 11.2 · In engineering/design, it may be decided that a material is to be replaced by another material on a particular date. These changes may be necessary for the following reasons, for example: · - Other safety regulations are to apply from a particular date. A certain component must therefore be exchanged as it is no longer in accordance with safety regulations · - A cost-intensive part is replaced by a more favorably priced part · Discontinued parts functions in the same way in long-term planning, master production scheduling and material requirements planning. · Simple discontinuation: A discontinued component is replaced by a follow-up material from a particular date as soon as the available stock for planning of the discontinued component is zero. This means that when the available stock for planning of the discontinued material reaches zero, the dependent requirements of the discontinued material are diverted to the follow-up material. If the available stock of the follow-up material is not adequate, the follow-up material (instead of the discontinued material) is procured. The safety stock of the discontinued material is not touched by MRP. · If the available stock for planning of the discontinued material becomes larger than zero again, for example due to a repeat order, this material is used again. In addition, the system issues an exception message for receipts after the effective-out date. · You have to set the discontinued parts indicator "1" in the material master record of the discontinued component. You also must enter a follow-up material and define an effective-out date. The follow-up material can be maintained in the bill of materials as the follow-up material for information purposes. 11.3 · A group of materials is replaced by another group of materials. If a component is to be discontinued (main discontinued part) and its available stock is zero, another component (dependent discontinued part) also has to be discontinued. If, for example, a particular nut is to be discontinued, the corresponding bolt also has to be discontinued. · Prerequisites: · Material master record: You must set the discontinued part indicator "1" in the material master record of the main discontinued part and set the discontinued part indicator "3" in the material master record of the dependent discontinued part. · BOM: In the extras for the BOM item, you define a discontinuation group in the "Discontinuation data". You can define the name of this character string, which then combines BOM items that belong together and are to be discontinued. The main and the dependent discontinued parts are identified using the same discontinuation group. · You also set the follow-up item indicator for the follow-up component or components. The follow-up group combines all follow-up items of a BOM that belong together. This group determines which discontinued parts are to be replaced by the follow-up items. The character string of the follow-up group must be identical to that of the discontinuation group. 11.4 12 Planning Strategies (Rel. 4.6) Planning strategies Reqmts/ Consump-tion Special types No Planned reduction in requirements Requirements types and classes Ind. rqmts Cust. rqmts Special features Strategies of Make-to-Stock Production Make-to-Stock Production Ind. rqmts/ no consumption Net requirements planning 10 Sale from stock, delivery for sales order (for example, movement type 231, 251) LSF 100 KSL 030 Gross requirements planning 11 Goods receipt (for example, movement type 101) BSF 102 KSL 030 Mixed MRP indicator in view MRP 3 on 2 (gross requirements planning). Production by lot size Ind. rqmt, cust. rqmt/ no consumption 30 Ex-stock sale (for example movement type 251) for PIR Delivery for sales order (eg movement type 231) for cust. req. LSF 100 KL 041 Planning with final assembly Ind. rqmt, cust. rqmt/ consumption 40 Planned goods issue (eg, movement type 231, 251) VSF 101 KSV 050 Planning at assembly level Ind. rqmt, dep. rqmt/ consumption 70 Planned goods issue for reservations (eg movement type 261) VSFB 105 Empty At assembly level: Strategy 70 in view MRP 3; mixed MRP indicator in view MRP 3 on 1 (subassembly planning); Individual/collective indicator in view MRP 4 on 2 (collective). Planning at Phantom Assembly Level Ind. rqmt, dep. rqmt/ consumption 59 Planned goods issue for reservations (eg movement type 261) VSEB 106 Empty Create phantom assembly with related BOM. At assembly level: Strategy 149.86 cm view MRP 3; mixed MRP indicator in view MRP 3 on 1 (subassembly planning); special procurement indicator in view MRP 2 on 50 (phantom assembly). Ensure backflush, in the case of operation backflush, assign components to the same operation. Strategies for Make-to-Order Production Make-to-order production Cust. rqmts/ no consumption Without project 20 Delivery for corresponding sales order Empty KE 040 For assemblies that are no longer to be produced on a customer-specific basis, individual/collective indicator in view MRP 4 on 2 (collective). For configurable material 25 Delivery for corresponding sales order Empty KEK 046 Planning without final assembly Ind. rqmt, cust. rqmt/ consumption 50 Delivery for corresponding sales order VSE 103 KEV 045 Not for configurable materials. For assemblies that are no longer to be produced on a customer-specific basis, individual/collective indicator in view MRP 4 on 2 (collective). Planning with Planning Material Ind. rqmt, cust. orders for finished products/ consumption 60 Delivery for corresponding sales order VSEV 104 KEVV 060 Planning material: Strategy 60 in view MRP 3. Referencing material: Enter strategy 60 and planning material in view MRP 3. Planning at Assembly Level Without Final Assembly Ind. rqmt, dep. rqmt/ consumption 74 Planned goods issue for reservations (eg movement type 261) VSEM 107 Empty At assembly level: Strategy 187.96 cm view MRP 3; Mixed MRP indicator in view MRP 3 on 3 (subassembly planning without final assembly). For assemblies that are not to be produced only when an order has been received, individual/collective indicator in view MRP 4 on 2 (collective). Strategies for Order-Specific Final Assembly Assembly Processing Cust. rqmts/ no consumption Repetitive manufacturing 81 Delivery for corresponding sales order Empty KMSE 200 For assemblies that are no longer to be produced on a customer-specific basis, individual/collective indicator in view MRP 4 on 2 (collective). with production order 82 Empty KMFA 201 with network without project 83 Empty KMNP 202 Assembly Processing with Characteristics Planning Ind. rqmt, dep. rqmt/ consumption Configurable 89 Planned goods issue for reservations (eg movement type 261) VSE 103 KMSE 200 Abbreviations: Ind. rqmt = planned independent requirement, dep. rqmt = dependent requirement, cust. rqmt = customer requirement 13 Horizons 13.2.2 Some Horizons in Production Planning 13.2.3 Planning horizon The planning horizon determines the short-term planning area. It is calculated in workdays. Definition: 1. As an MRP group parameter (Customizing: Carry out overall maintenance of MRP groups). 2. As a plant parameter (Customizing: Carry out overall maintenance of plant parameters). 13.2.4 Consumption period The backward and forward consumption periods together with the consumption mode restrict the period in which the customer requirements with planned independent requirements are consumed. The consumption period is calculated in workdays. (As an exception, the forward consumption period in the make-to-stock strategies 10 and 11 determines in which time frame planned independent requirements can be reduced according to the FIFO rule also in the future. Definition: 1. In the material master (MRP 3). 2. As an MRP group parameter (Customizing: Carry out overall maintenance of MRP groups). 13.2.5 Planning time fence The planning time fence defines a period in which the system can make no automatic changes to the production plan (as long as the materials are set with an MRP type with an appropriate firming type). It is calculated in workdays. You can also set a firming date (and thereby the end of the planning time fence) manually. Definition: 1. In the material master (MRP 3). 2. As an MRP group parameter (Customizing: Carry out overall maintenance of MRP groups). 13.2.6 Planning time fence for the maintenance of independent requirements The planning time fence for the maintenance of independent requirements defines a period in which the system generates a message when there are changes to the demand program. This horizon, which is defined in workdays, does not affect MRP. Definition: On a plant-basis in the Customizing IMG activity Define firming period for maintaining independent requirements. 13.2.7 Roll Forward Period The roll forward period defines a period (in workdays) for the update of the production plan. All firmed planned orders that fall before the end of the roll forward horizon (which can lie in the future or the past) are deleted (if the roll forward indicator “Delete firm planned orders” is set in the MRP type of the respective material). Definition: As an MRP group parameter (Customizing: Carry out overall maintenance of MRP groups). 13.2.8 Period of adjustment The period of adjustment defines a period in which planned independent requirements are no longer taken into account in the net requirements calculation. The various adjustment indicators control whether the end of this period is in the past or the future and which types of planned independent requirements are ignored. The period of adjustment is in calendar days. Definition: As an MRP group parameter (Customizing: Carry out overall maintenance of MRP groups). 13.2.9 Reorganization period The reorganization period defines from which date data is reorganized. This date is calculated by deducting the reorganization period (in calendar days) from today’s date. The system reorganizes all data that is older than the reorganization period. Definition: On a plant-basis in the Customizing IMG activity Define the reorganization interval. 13.2.10 Rescheduling horizon The rescheduling horizon determines a period (in workdays), starting form the end of the replenishment lead-time, in which the system checks in the net requirements calculation whether the dates for firmed or fixed receipt elements should be moved. This horizon is only valid for the rescheduling in of firmed or fixed receipt elements. The system checks on the rescheduling out (into the future) of such a receipt element without restriction to this period. Definition: 1. As an MRP group parameter (Customizing: Carry out overall maintenance of MRP groups). 2. As a plant parameter (Customizing: Carry out overall maintenance of plant parameters. You also define here, which receipts are counted as firmed or fixed.) 13.2.11 Scheduling horizon The scheduling horizon can be used to define a period in which lead-time scheduling can be executed in MRP. The system executes detailed scheduling and generates capacity requirements for planned orders, whose order start date lies in the future within this period (in workdays). In the case of planned orders that lie further in the future the scheduling takes place using the in-house production time in the material master. Definition: On a plant-basis in the Customizing IMG activity Define scheduling parameters for planned orders. 14 Menu paths 15 Some Menu Paths in Production Planning 15.2.2 Master data Material master Logistics ( Production ( Master Data ( Material Master ( Material ( Create\Change\Display MRP profile Logistics ( Production ( Master Data ( Material Master ( Profile ( MRP Profile ( Create\Change\Delete\Display\Usage BOM Logistics ( Production ( Master Data ( Bills of material ( Bill of material ( Material BOM ( Create\Change\Display Routing Logistics ( Production ( Master Data ( Routings ( Routings ( Standard routings ( Create\Change\Display Demand Management Planned independent requirement Logistics ( Production ( Production planning ( Demand Management ( Planned independent requirements ( Create\Change\Display Cust. reqmt Logistics ( Production ( Production planning ( Demand Management ( Customer requirements ( Create\Change\Display Total requirements – Planned independent requirement assignment Logistics ( Production ( Production Planning ( Demand Management ( Evaluations ( Display Total Requirements Display (alternatively, can be reached from the stock/requirements list by selecting Environment ( Display Total Requirements.) Reorganization Logistics ( Production ( Production Planning ( Demand Management ( Environment ( Independent Requirements: Reorganization ( Adjust Requirements\Schedule Lines: Reorganize\Delete History SD sales order Logistics ( Sales and Distribution ( Sales ( Order ( Create\Change\Display Material availability overview Logistics ( Sales and Distribution ( Sales ( Environment ( Availability overview MRP Stock/reqmnts list Logistics ( Production ( MRP ( Evaluations ( Stock/Reqmts List\Stock/Reqmts List Coll. MRP list Logistics ( Production ( MRP ( Evaluations ( MRP List – Material\MRP List – Coll Displ. Single item planning Logistics ( Production ( MRP ( Planning ( Single-item, multilevel\single-level Interactive Single-Item Planning Logistics ( Production ( MRP ( Planning ( Single-item, interactive Planning ( Execute planning run Total planning Logistics ( Production ( MRP ( Planning ( Total planning Online\As Background job Planning table Logistics ( Production ( MRP ( Planning ( Planning table ( Display Mode\Change Mode Planning file entry Logistics ( Production ( MRP ( Planning ( Planning file entry ( Create\Display Manual Firming Date Logistics ( Production ( MRP ( Evaluations ( Stock/reqmts list Edit ( Set firming date Planning calendar Logistics ( Production ( MRP ( Master Data ( Planning calendar ( Create Period\Display Period\Change Period Planned order Logistics ( Production ( MRP ( Planned Order ( Create\Change Pegged requirements Logistics ( Production ( MRP ( Evaluations ( Pegged Requirements (alternatively, can be accessed directly from the stock/requirements list) Convert planned order in MRP Logistics ( Production ( MRP ( Planned Order ( Convert to Pur. Request\Prod. Order ( Collective\Partial Conversion Detailed data on BOM explosion for a planned order Logistics ( Production ( MRP ( Planned Order ( Change\Display Goto ( Component Overview Extras ( Configuration Definition of BOM alternatives per time period Logistics ( Production ( MRP ( Master Data ( BOM By Date (this can also be accessed in Customizing for Basic Data in Production) BOM explosion numbers Logistics ( Production ( MRP ( Master Data ( BOM explosion number ( Edit\Display Scheduled jobs Tools ( CCMS ( Jobs ( Maintenance Long-term planning Scenario Logistics ( Production ( Production planning ( Long-Term Planning ( Planning Scenario ( Create\Change\Display Simulative planning Logistics ( Production ( Production planning ( Long-Term Planning ( Long-Term Planning ( Single-item, Multi-Level\Single-Level MRP list, stock/requirements list for Long-Term Planning Logistics ( Production ( Production planning ( Long-Term Planning ( Evaluations ( MRP List\Stock/reqmts list Adoption of firmed simulative planned orders in operative planning Logistics ( Production ( MRP ( Planning ( Single-item, Interactive Edit ( Copy simulative LT planned orders Master production scheduling Planning run Logistics ( Production ( Production planning ( MPS ( Long-Term Planning ( Single-item, Multi-Level\Single-Level\Interactive Customizing Tools ( AcceleratedSAP ( Customizing ( Edit Project Goto ( Display SAP Reference IMG Planning strategies Customizing-Production ( Production Planning ( Demand Management ( Planned Independent Requirements ( Planning Strategy ( Define Strategy Assign requirement types to requirements class Customizing-Production ( Production Planning ( Demand Management ( Planned Independent Requirements ( Requirements Types/Requirements Classes ( Define Requirement Types and Allocate Requirements Class Planned independent requirements classes Customizing-Production ( Master Planning ( Demand Management ( Planned Independent Requirements ( Requirements Types/Requirements Classes ( Maintain Requirements Classes Planning time fence for the maintenance of independent requirements Customizing-Production ( Master Planning ( Demand Management ( Planned Independent Requirements ( Define Firming Period for Maintaining Planned Independent Requirements Message output for invalid requirements type Customizing-Production ( Master Planning ( Demand Management ( Planned Independent Requirements ( Requirements Types/Requirements Classes ( Message Output for Invalid Requirements Type Planned independent requirements versions Customizing-Production ( Master Planning ( Demand Management ( Planned Independent Requirements ( Define Version Numbers Customer requirements classes Customizing-Sales and Distribution ( Basic Functions ( Availability Check and Transfer of Requirements ( Transfer of Requirements ( Define Requirements Classes Special procurement Customizing-Production ( Material Requirements Planning ( Master Data ( Define Special Procurement Type Movement types Customizing-Materials Management ( Inventory Management and Physical Inventory ( Movement Types ( Copy, Change Movement Types Availability check settings Customizing-Sales and Distribution ( Basic Functions ( Availability Check and Transfer of Requirements ( Availability Check ( Availability Check With ATP Logic or Against Planning ( Carry Out Control for Availability Check Available plant stock Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Stocks ( Define Availability of Stock in Transfer/Blocked Stock/Restricted Stock Attributes of material types Customizing-Logistics - General ( Material Master ( Basic Settings ( Material Types ( Define Attributes of Material Types Material Status Customizing-Logistics - General ( Material Master ( Settings for key Fields ( Define Material Statuses MRP and planning file entries Customizing-Production ( Material Requirements Planning ( Planning File Entries ( Activate MRP and Set Up Planning Files Material requirements planning for MRP areas Customizing-Production ( Material Requirements Planning ( Master Data ( MRP Areas ( Activate MRP for MRP Areas MRP areas Customizing-Production ( Material Requirements Planning ( Master Data ( MRP Areas ( Define MRP Areas Storage mode for MRP lists Customizing-Production ( Material Requirements Planning ( Check of Performance Settings ( Check Storage Mode for MRP List Scope of planning for total planning Customizing-Production ( Material Requirements Planning ( Planning ( Define Scope of Planning for Total Planning Parallel processing in MRP Customizing-Production ( Material Requirements Planning ( Define Parallel Processing in MRP (alternatively, this can be accessed directly from MRP) Plant parameters Customizing-Production ( Material Requirements Planning ( Plant Parameters ( Carry Out Overall Maintenance of Plant Parameters MRP group parameters Customizing-Production ( Material Requirements Planning ( MRP Groups ( Carry Out Overall Maintenance of MRP Groups MRP type Customizing-Production ( Material Requirements Planning ( Master Data ( Define MRP Types Planning table entry parameters Customizing-Production ( Repetitive Manufacturing ( Planning ( Planning Table ( Maintain Entry Parameters Planning table row selection Customizing-Production ( Repetitive Manufacturing ( Planning ( Planning Table ( Maintain Row Selection Planning horizon Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Define Planning Horizon (alternatively, this can be reached from the plant parameters or the MRP group parameters) Planning time fence and roll forward period Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Define Planning Time Fence and Roll Forward Period (alternatively, this can be reached from the MRP group parameters) Reorganization period Customizing-Production ( Master Planning ( Demand Management ( Planned Independent Requirements ( Define the reorganization interval Rescheduling check Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Define Rescheduling Check (alternatively, this can be reached from the plant parameters or the MRP group parameters) Screen sequence for header details Customizing-Production ( Material Requirements Planning ( Evaluation ( Define Screen Sequence for Header Details Navigation profiles Customizing-Production ( Material Requirements Planning ( Evaluation ( Define Navigation Profiles Selection rules Customizing-Production ( Material Requirements Planning ( Evaluation ( Filter ( Define Selection Rules Display filter Customizing-Production ( Material Requirements Planning ( Evaluation ( Filter ( Define Display Filter Period totals Customizing-Production ( Material Requirements Planning ( Evaluation ( Period Totals ( Define Period Display for Period Totals Exception messages Customizing-Production ( Material Requirements Planning ( Evaluation ( Exception Messages ( Define and Group Exception Messages Receipt Days' Supply Customizing-Production ( Material Requirements Planning ( Evaluation ( Define Receipt Elements for Receipt Days' Supply Floats (scheduling margin key) Customizing-Production ( Material Requirements Planning ( Planning ( Scheduling and Capacity Parameters ( Define Floats (Scheduling Margin Key) Safety stock availability Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Stocks ( Define Safety Stock Availability Period profile for safety time/Actual range of coverage Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation Define Period Profile for Safety Time/Actual Range of Coverage (alternatively, this can be accessed directly from MRP) Range of coverage profile ( dynamic safety stock) Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Define Range of Coverage Profile (Dynamic Safety Stock) (alternatively, this can be accessed directly from MRP) Lot-sizing procedures Customizing-Production ( Material Requirements Planning ( Planning ( Lot-Size Calculation( Check Lot-Sizing Procedure Rounding profile Customizing-Production ( Material Requirements Planning ( Planning ( Lot-Size Calculation( Maintain Rounding Profile Planning calendar Customizing-Production ( Material Requirements Planning ( Master Data ( Maintain Planning Calendar (alternatively, this can be accessed directly from MRP) Selection ID of routing selection Customizing-Production ( Basic Data ( Routing ( Routing Selection ( Select automatically Scheduling parameters for planned orders Customizing-Production ( Material Requirements Planning ( Planning ( Scheduling and Capacity Parameters ( Define scheduling parameters for planned orders (Caution: as of Release 3.0, routing selection is controlled in this table, no longer via Customizing-Production (Material Requirements Planning (Planning (BOM Explosion/ Routing Selection (Define selection of BOMs and routings) BOM usage Customizing-Production ( Basic Data ( Bills of Material ( General Data ( BOM Usage ( Define BOM Usages Selection ID of BOM selection Customizing-Production ( Basic Data ( Bill of Material ( Alternative Determination ( Define order of priority for BOM usages Selection of BOM usage per plant Customizing-Production ( Material Requirements Planning ( Planning ( BOM Explosion/Routing Determination ( Define BOM and Routing Selection BOM explosion control Customizing-Production ( Material Requirements Planning ( Planning ( BOM Explosion/Routing Determination ( Define BOM Explosion Control Error handling in the planning run Customizing-Production ( Material Requirements Planning ( Planning ( MRP Calculation ( Define Error Processing in the Planning Run _962539304.unknown