Production Order Production Setup Time

My client has a production setup where there is a particular activity which has a setup time of 8 hrs when it is executed for the first time, but if another production order is taken up for the same material then the set up rime is zero. That is if I produce a material x at a particular work center the for the first time the set up time is 8 hrs, but if another production order of same material x is executed right after this order then the setup time is zero. Now, if we give the setup time as 8 hrs in routing then the system will calculate total time taking 8 hrs as setup time each time. Is there any way in which the system takes the setup time as zero when a production order for a particular material as repeated.

Soumyadipta

Take a look at the functionality associated with the set up group and transition matrix, if I remember rightly though the setup times are only adjusted after production orders have been despatched in the planning table as this is the first time SAP is aware of the sequence of manufacture

Paul

If I am not wrong, setup matrix and transition matrix can be made use of when you go from one operation to the other in a particular routing. But, here there is only 1 operation in the routing and that operation is being repeated for different production orders of the same material. Can this different setup times be given for this same operation.

Soumyadipta

If I remember if setup group key is defined in the operation in the routing and then the transition times between setup keys is maintained in configuration.

So it's possible to create something like the following:

From Key 1 To Key 1 30 mins
From Key 1 To Key 2 8 hours

So different the operations in orders for the same material should both have the same key and should have a setup time on 30 mins between them.

Then when a different material with a different setup key comes along in the manufacturing sequence it will pick up an 8 hour setup time

Paul

I am facing a much similar problem. We have 15 work stations and daily 50 - 60 production orders are printed. I am maintaining production time as well as set up time in the routings ( There exists a separate routing for all the part no's ). When a production order is printed it copies the setup time from routings. Suppose in one work station there happens has to be 2 production orders processed one by one then the setup is only once. but due to the fact that setup is present in the routings the production order shows a non-conformity of setup time for the 2nd production order. How to solve this problem.

Narendra S

We have a similar situation in the company I work for, we don't actually maintain routings at material level but use reference operation sets at an aggregate level to represent the different production footprints (the link to each material is then made through the production version in the material master).

We measure the actual setup time confirmed in each order belonging to each footprint / family over a rolling three month period and maintain an average setup time in the reference operation set. This gets copied to each production order, but is only to make sure that a time allowance is left in each production week for set up to create meaningful capacity planning data.

When the planners develop the manufacturing schedule using the graphical planning table they then update the setup time in each order automatically with the setup times maintained in the transition matrix so it's more accurate, as it takes account of the order being made on the workcentre previously. So in our case two orders sharing the same footprint will have different setup times.

Production Order Material Stock in Production Order

I have the problem in stock against production order:

Our scenario is we don’t want to create a sales order. I create a production order that has 5 operations. The first operation is sub contracting. Through control key (External operation) I create the purchase requisition and convert purchase order in that operation. Through the PO I can issue the ROH and received HALB. When I received the HALB the stock of ROH is automatically reduced. But HALB stock doesn’t increase. In this case where is my HALB material for second operation?

In this case how to proceed?

Do you have a material code for HALB? if you have material code than you can have stock increased. I think there's some mistake with the process. the subcontracting in operation is only for the operation, not the material.

In your configuration, you subcontract the first operation of the FERT production. and there's no stock increase of FERT or HALB when the first operation is completed (confirmation by purchase order...)

And what you want could be possible like this:

You create the HALB material code, and you make it external procurement (F in standard) and with special procurement key subcontracting (30 in standard) (enter these fields in material master mrp2 view). Then you can create purchase order for the HALB material when needed, and send ROH material to the subcontractor for the purchase order and post goods receipt for HALB material and stock increases. And accordingly, since the production of HALB is a different process, not a sub process of FERT material, you should change the routing of FERT material to 4 operations, omitting the first operation, which is subcontracted production of HALB. And you should also change the BOM of the FERT material, and remove the ROH (which is used for producing HALB) and put the HALB material itself.

Production Order Automatic Conversion to Production Orders

Is there anyone out there who knows if it is possible to make an automatic change of planned orders to production orders right away - or perhaps even to skip the planned orders and create pp - orders instead?
I have a customer who want to do this (skip the manual conversion).
Perhaps it is impossible?

To create production orders in MRP run without checking first the order proposals (planned orders) is not a recommended process at all. It is against the accepted norms in production/inventory management and its MRP-2 logic on which SAP software is also based on.

If you have complex production - you'd have a nightmare closing all the production orders with the errors not resolved at the prior to conversion stage. On the other hand, if it is too simple production with only a handful of operations and no strict requirement of production control (which seems to be your case, for me), then please do away with production orders, and use the repetitive manufacturing where planned orders are the final.

I am confident that a consultant who can see the need and benefit for the wisdom of planned order conversion as a separate manual process, should ALWAYS be able to convince customer.

As always, the question is, whether you want the right shoe to fit the foot, or cut the foot to fit the shoe.

Production Order Regarding Production Order Confirmation

Production order confirmation with future date is not allowed

Future dates can be configured in the confirmation configuration.

In configuration OPK4, define confirmation parameters.

When this configuration comes up, in the "Checks" Sections, the last parameter says

"Date in the future."

Check this box if you want your dates in the future.

It determines whether dates in the future can be used in a confirmation.

If the indicator is not set, you cannot make any confirmations using dates in the future.

If you try to do so, the system will issues an error message.

What is the importance of Production Order confirmation? Is there any specification to use type of confirmation ie., CO11 or CO15 or CO11N ?

A confirmation documents the processing status of orders, operations, suboperations and individual capacities.
You can enter a confirmation
- For an Opeartion (co11/co11n)
You have the following options:
- To confirm quantities, durations, activities or personnel data.
- To make a confirmation at a particular point in time (for example, at the start of setup or the finish of processing) enter a
confirmation.
- When you confirm time events, the system calculates the required duration. For example, the setup duration is the time between setup start and setup finish.
- For an Order : CO15
If you enter a confirmation at order header level, the system confirms all the operations that have a control key in which
confirmation is optional or necessary. The quantitiesconfirmed in the operations are proportional to the quantities confirmed in the order header. *-- Rajesh

I want to stop the confirmation of production order whenever there is no goods issue to the production order so that I can get the correct material accounting report. I can't set backfliush indicator to the material at Routing level because we are handling the raw material in batches, so I have to assign the batches to issue the raw material.( tcode CO27 ).
We have set the criteria to release the production order is only availability of raw material in plant, so system checks only the availability of raw material & releases the order. Is it possible after issuing the raw material the release of order took place?

Goods issues before release of order is not possible in SAP.
You can think of following things.
1) In opj4,you can block release of order if it has missing parts.
2) By using 'user exit' it is possible to disallow confirmation if goods issues are not posted against each component.

Production Order What is Backflushing?

Can anyone tell me what is backflushing for? When is it use?

Back flushing is nothing but automatic goods issue. System will automatically posts the goods issue when you confirm the operations.You have no need to make manual issue. It will reduce the effort.

Backflushing is automatic accounting (Goods issues - 261 mvt) of material consumed for production, at the time of confirmation. Eg. When a 4 wheeler automobile is rolled out from assy line, 4 wheels & Tyres are deemed to be consumed and issued to production order automatically by way of backflushing by the system.

Assy line picks the material from stores/ Assy line and use.

No Physical issue & Manual posting ( Goods Issue) by Stores.

Backflush is used for material which are a must and having fixed relationship.

This can be configured in MRP2 Screen,Work centre, Routing and production order.

Each has some special function.

If you configure this in routing or production order you have no need to activate this in MRP2 or Work center screen.

MRP2 Screen defines whether material components are backflushed are to be made at the work center.

When we do the back flush the backlogs are being created for the BOM components and we are getting the message "Backlogs from backflush were created or changed" - its just an informative message. Do you think this has got something to do with the negative postings ?

Backlogs are created due to different reasons.

This message tells that "there is no sufficient stocks for the bom component/not able to backflush all the material due to plant data locked etc" at the time of backflushing the BOM Material and hence the Post-processing list is created that you have to Re-process for stock updation of each material.

To avoid this you can confirm the following things.
1.Ensure that suffecicient stock is available in the backflushing locations of each materail.
2.To prevent the generation of "post-processing list" you can block the BOM from getting backflushed if sufficient stock is not available in specified location for the BOM COMPONENTS. To do this change the "REM profile" to "002"in MRP4 view for the BOM MATERIAL.(if the profile is not available you can crate it through SPRO).
3. To clear the existing Backlog use transcation MF47 and re-process(be ensure that required stocks is available for each bom component)

Production Order How Costing takes place in Production Orders

Can anyone please explain me the how the Costing takes place for the Production Orders.

Actually, I am new to this package , In Other Package (RAMCO ERP)
(The Process is like follows:
a. Production Work-Order Resource Cost Posts to Finance directly
b. Material Consumption postings happens from OSV(Order Settlement Variance) of MAC Module(Management Accounting).

Please somebody explain me as above in SAP.

The following are considered in costing,

1) cost of materials that you have issued for order

2) activity you have performed in terms of labour hours that you entered while confirming the order (the rates for the labour are defined in the activity planning tables of controlling module)..which is generally associated with a formula key and attached to a workcenter that is linked to a cost center also

3) overhead as applicable with respect to that cost center based on a predetermined cost center planning and its rate...

Anil

Costing updation in production order

How is costing updated for production order?
After goods issue, conformation & GR, we do TECO.
Before closing the order, costing details should be updated. Is it not?
Could you please guide me as to how this is done?
Also, what is the transaction code to be used?

Planned cost is caculated if you click 'cost calculation' in production order. GI go production order will update actual material cost. Confirmation of production order will update actual activity cost. You can settle cost once production order has status TECO or DLV. From PP side, the transction is CO02

In IMG we can define that when we calcu. the planned cost.

There are 3 ways.
- Determine planned costs when saving,
- Do not determine planned costs when saving,
- Determine planned costs when saving if released.

But the actual cost is posted when we draw the material, when we confirm the order......We can use co02 and click the calcu. cost to update the cost in the prd order.

Error in Cost Calculation

I am using 4.7. When I was saving my production order, there was this error message that told me that there was an error in cost calculation. Do you have any suggestions what I couldn't have done? What can I do to fix this?

Check the log file in the Production Order -> Goto -> Logs -> For costing

Then take it from here....

Check whether the material for which you have created a production order has a price define in material master like Moving average price or Std price.

Production Order SAP flow for REWORK activity

What is the SAP flow for REWORK activity in PP-PI.

Sample Scenerio:
1. Initial Process Order qty: 10pc
2. Confirmed QTY.: 9 PCS.
3. Rejection qty .: 1 pc.
4. Now that one pc. is to be reworked in operation no.0020.

How is it possible to understand later that, it is in this particular process order, so much of rework is carried out, and thats the reason the process cost has increased.

Rework during production depends on the client's decision. Like some companies want a separate process order to process this rejected quantity and some clients want to use the same process order, some even want to identify this rejected by assigning a new batch number.

But in some company, they do rework rarely but not as frequently as you do.

What they do is by inserting the new operation/phase after the actual operation/phase, and the operation quantity/base
quantity, queue times, etc will be according to the users decision. in u r example down 1 pc will be the operation/phase quantity.

and one more thing is that remember to PCNF the 9 pc if you want to identify the 1 pc with the new batch.

With Compliments by: Sandeep

Additional comments::

You also need to remember the product costing aspect.

The primary costs of material should not be repeated while doing the rework. so, the generally accepted trend is that you create a separate order type for it and a common recipe with a rework operation and the materials you can assign while creating the process order.

Doing it in the same process order will have a problem of treacability of cost.

Production Order Serial Number For Component

I have a FG (A/C) which has a serial number. This A/c has a compressor in its BOM.

The client requirement is to link the compressor to A/c using serial number. So, I maintain serial number profile for the compressor also. But when I do mfbf (backflush) for the A/c, the system asks only for the serial no. profile only for the A/c & not for the compressor. How do I link the two?

You can assign componenets (with serial nos.) to assembly ( also with serial nos.) with COIB after goods receipt.( Menu path --Logistics -> Plant maintenance -> Management of technical objects -> Installed base -> Create (special) -> With reference to production data.)

Example: Say assembly sr. no. is 1
And components serial no. are- 1,5,10,20 and so on.

After assignment of components it can be viewed on right part of screen, You can have the assignment history--- ie for which assembly no. which components are assigned or vice versa. In production order i.e in descrete mfg. it can be directly done at the time of operation confirmation.

The following is the detail steps:
1. T code--COIB
2. Enter material code ( Assembly). You can select specific serial no. of assembly --- by putting sr. no. in serial no. field.
3. Click on list tree- you will find all assembly with serial numbers.
4. Click on explode-- it will show the BOM ( in bottom left corner of screen)
5. Select the assembly numbers for which you want to assign the componets
6. Clik on tranfer
7. Select the component
8. Also select the assembly no. on right side screen.
9. Select the serial no. which you want to assign to an assembly
10. Click on assign
11. You will find all the components will get assigned to assembly with serial numbers.
12. Now on right side screen there is "save" button. ( It will ask you create/ change as built in foreground or background?
13. Select as foreground
14. Save
15. You will find a message at the borttom --- saved.
16. Now you will find tick mark ( in front of assembly material) in right part of screen ( indication of assignment of components)

How To Delete Old PP Production Orders

How to delete old production orders ( CO78 )?

Note that CO78 is the start of the Archive process. We are not using Archiving yet but the initial process fits the bill for what we need to do as mentioned in the original note.

Decide the range of orders you want to delete. This range will be used in the program variant. Note that we will be running CO78 many times because of the number of orders involved.

Running CO78 calls program PPARCHP1 and this involves the use of a Variant where the parameters for selection etc. are set.

First of all, create the variant via SE38 for PPARCHP1.

Enter details for number range, order type, plant and set deletion flag. Flag Detailed log and set this to go to Spool when running. Save the variant. You can also force the job to run in background at this point (which I would recommend) via menu line Variant --> Attributes. Also here you can flag order number, order type and plant to be required fields.

For e.g.

Run CO78
Press the first button - deletion flag/deletion indicator.

Choose the variant you have just created. Press "Maintain" to update the selection range on subsequent runs. Save changes and return to initial screen.

Press Start date to set date and time for job to run as per any background job. Icon will turn Green.

Press Spool Params to set save output in Spool Q rather than print immediately. Icon will also turn Green.

Press Execute and job can be tracked via SM37.

Details of deleted orders and errors will appear in the Spool.

Rerun as many times as you need with relevant order ranges till all required orders are deleted.

SAP PP How to “permanently” delete new planned orders?

Your company insists on fixing planned orders, to try to keep a stable, six-month plan. But you still get new planned orders generated in-between the fixed ones. You thought that you would get exception messages to pull in all the fix planned orders before new ones are generated. You need to “permanently” delete the new planned orders and leave only the fixed ones.

Two ideas which you can they apply to the scenario:

1) In OPPQ, exclude firm planned orders from rescheduling. This will add a rescheduling exception to the planned orders, and you could filter/report that way.

For example, if you discovered that the rescheduling horizon was only 100 days, you can made it 999. Now the fixed planned orders are all being rescheduled and no new planned orders are created “in between” the fixed ones.

2) Convert planned orders into production orders. Then you can look at production orders as your fixed plan, and ignore planned orders.

Deleting planned orders will be a short joy, as soon as you run MRP (assuming you do...) they will be recreated.

SAP PP Planned Order Assign Multiple Planned Order to a Purchase Requisition

In order to assign multiple planned order to a single purchase requisition number, you need to make used of the external purchase requisition number range.

Define your external purchase requisition number range in OMDN.

Assign the external purchase requisition group number range to used in OMI3.

Once the IMG settings are completed, you can used MD15 to assign the multiple planned order into a single purchase requisition number.

In MD15, select the planned order you want to convert to a purchase requisition.

Next, click the Convert Online button.

SAP will display the planned order in change mode.

Now, look for the Purchase Requisition fields and supply the Purchase requisition number.

For example, assuming that you assign the external number range 2000001.

In the planned order, you type the first number range 2000001 and item number 10 subsequently, copy and paste the number range but input the item number manually.

It would be like 2000001 10 and save
2000001 20 and save.....

The disadvantages is that the user have to track and enter the external number range manually.
Therefore, there is a trade off, between

1. having a single planned order for a single purchase requisition number or

2. having multiple planned order to a single purchase requisition number.

SAP PP Planned Order Conversion to Process Orders

We are facing problems when converting planned orders to process orders. During conversion when BOM is re-exploded it is not using the same production version as specified in the planned order instead it defaults to the first one it sees.

I need to know if I am missing any settings anywhere.....

First ensure that setting in the material master for BOM explosion is "Selection thru prod version".

Then Pls check the validity periods of the new production version.

e.g
Prod Ver Val frm val to No lot size variation
0001 01.01.2007 31.12.9999
0002 01.01.2007 31.01.2007
or
0001 01.01.2007 31.12.9999
0002 01.01.2007 31.12.2007

Then in both the cases system will always pick prod ver 0001 default (Longer validity period). If not the case then
Check for lot size variation (if lot size dependent.)

Further if you are not able to select the req prod Ver then you can lock the earlier prod version(if it is not in use).

To avoid this prob in future.... always use "Valid to date" either in limits (31.12.2007) or without limit (31.12.9999) for all prod version of a material.

When we have to go for Planned order conversion to Process order, it is used in manufacturing industry or process industry, when exactly we use process orders?

It is used for process industries.

PP MRP Why used Planning tools like APO or I2?

APO and I2 are Finite PLANNING tools. When MRP runs with APO or I2 (or Red Pepper or Manugistics), it takes Capacity issues into consideration. MRP in SAP R/3 Core does not, it assumes infinite capacity available. (MRP only looks at material availablity.)

However, SAP R/3 DOES do finite SCHEDULING, which is where the system 'dispatches" operations on a production order until it fills up the capacity available, then moves to the next time period and dispatches until that period is filled up. In SAP speak, that is called capacity leveling.

I believe APO should only be used in very large companies (billions) because of the amount of master data that must be maintained, and that data better be ACURATE, or you've wasted a heck of a lot of time. By the way, APO stands for Advanced Planner and Optimizer tool, obviously a German sort of name!

Differences between planning and scheduling, finite and infinite

R/3 does planning without consideration for capacity situations. So if MRP says you need 500 parts on 3/1/04, it schedules them all to be built at the same time, even though you can only do 100 at a time. Assume you have a fixed lot size of 100, you'll get 5 planned orders for 100 to start on the same day. This is "Infinite Planning". APO would recognize that constraint, and instead schedule out the 5 orders over time. The important part of that is that it also will schedule out the deliveries of the components for 5 different days. This is "Finite Planning".

Now, assume old fashion MRP. It schedules all 5 orders for the same day, and the buyers go out an get all of the components for the same day. Then the planner realizes he can't do all 5, and manually changes the schedule, and manually spreads out the 5 orders. The buyers will recieve rescheduling notifications, but not until the scheduler does the manual rescheduling. You could call this "Infinite Scheduling", but that only means the same thing as Infinite Planning.

But, SAP has "Capacity Leveling". What that means is you run another program after MRP (CM27 and CM28), which can be run in batch mode overnight. (There is a ton of configuration and thinking that will be required to do this!). The capacity leveling program will recognize the constrant at the work center level, and fill up the first day, then re-schedule the next order to the next available capacity, then the next order searches for available capacity, and so on. This is called "Finite Scheduling". The problem with this is the opposite of Infinite Planning, which is it doesn't take Material availablity into consideration! The system will re-schedule a production order without thinking about whether the materials will be available or not.

Finite Planning does Finite Sheduling at the same time. If there is no capacity available on the desired date, the system looks for when capacity IS available. Then it stops to see if Materials will also be available (usually based on the lead-time for those components). If there is a material problem, then the system figures out when the materials WILL be available, and then
checks to see if capacity is available on THAT day, and if so, it blocks off capacity, and allocates the materials for that day.

PP MRP Difference between MRP vs MPS

Explain the difference between MRP & MPS. Though both components gives you the requirement list, what we gain out of MPS run rather than running MRP. What is the main idea behind this?

The following might help in explaining the difference between MPS and its counter part MRP.

Master Production Schedule (MPS) :
MPS operates within only one level of the BOM, While MRP can be utilized throughout all levels of a material’s BOM. If a MPS is run on a material, the necessary orders are planned at that level. Dependent requirements (if any) are placed on the next BOM level down, and then the process stops.

Main Idea : Master production scheduling (MPS) is a form of MRP that concentrates planning on the parts or products that have the great influence on company profits or which dominate the entire production process by taking critical resources. These items are marked as ‘A’ parts (MPS items) and are planned with extra attention. These items are selected for a separate MPS run that takes place before the MRP run. The MPS run is conducted without a BOM explosion so that the MRP controller can ensure that the Master schedule items (MSI) are correctly planned before the detailed MRP run takes place.

The master production schedule is a line on the master schedule grid that reflects the anticipated build schedule for those items assigned to the master scheduler. The master scheduler maintains this schedule, and in turn, it becomes a set of planning numbers that drives material requirements planning. It represents what the company plans to produce expressed in specific configurations, quantities, and dates. The master production schedule is not a sales item forecast that represents a statement of demand. The master production schedule must take into account the forecast, the production plan, and other important considerations such as backlog, availability of material, availability of capacity, and management policies and goals. Syn: master schedule.

Material Requirements Planning (MRP) :
A set of techniques that uses bill of material data, inventory data, and the master production schedule to calculate requirements for materials. It makes recommendations to release replenishment orders for material. Further, because it is time-phased, it makes recommendations to reschedule open orders when due dates and need dates are not in phase. Time-phased MRP begins with the items listed on the MPS and determines

(1) the quantity of all components and materials required to fabricate those items and

(2) the date that the components and material are required. Time-phased MRP is accomplished by exploding the bill of material, adjusting for inventory quantities on hand or on order, and offsetting the net requirements by the appropriate lead times.

MRP Interview Questions:

What is the need of mrp list if stock requirement list is already there?

The MRP list displays the result of the last planning run. Changes that have occurred between planning runs are ignored in the MRP list. In contrast to this, the system displays all changes in stock, receipts and issues, which have currently occurred, in the stock/requirements list.

Which tcode are used to run MRP?

- MD01 is generally used to run the MRP for all the materials in a plant normally just before go-live.
- MD02 is used to run MRP for materials which have a BOM i.e multi-level.
- MD03 is used to run MRP for materials which do not have a BOM i.e single level.

SAP PP MRP Factory Calendar

Factory calendar contain company specific dates such as alternate working Saturdays, Plant shutdown etc.

You can create your company factory calendar via transaction code 'SCAL'.

Assignment of the factory calendar by plant is done in transaction code 'SM30 - V_T001W'.

An example of a SAP application that uses the factory calendar is the SAP MRP modules.

Assuming that you have a specified an alternate working Saturday, MRP will postponed the planned orders to the next working day if it happened to falls on a non-working Saturday.

PP MRP GR processing time in PP and MM

I have one material number that is procured externally but also produced inhouse. Now I have one problem with the GR processing time. As far as I can see the parameter on the material master on MRP2 view and Purchasing view is the same (MARC-WEBAZ). But in my case the GR processing time should be only used for goods receipts in MM (from purchase oders). This GR processing time must not be added to my lead time scheduled in production (when producing the material). How to solve this conflict?

We have a make to order enviroment, that means our production orders are created (and scheduled) directly from the sales order. The sales gets back a confirmed date and quantity from production order scheduling - and here this GR processing time is also added. Absolutely useless in this scenario, but MM needs this GR processing time for the external procurement of the material.

I'm hearing at least two problems here. Let me lumber through them as I see them.

#1 - We have a make to order enviroment, that means our production orders are created (and scheduled) directly from the sales order. The sales gets back a confirmed date and quantity from production order scheduling - and here this GR processing time is also added. Absolutely useless in this scenario, but MM needs this GR processing time for the external procurement of the material.

The GR processing time is quite legitimate, and needful. It represents the time it takes once a material is 'delivered', before it is usable. If that is instantaneous for you, then this field is blank. In fact if it is less than one day, the field should be blank. (MARC-WEBAZ) If you DO have to do testing or documentation or even just 'checking' to be sure the proper certificates
have arrived with this material, then it's nice to have a day here for this. --- I may have overlooked one thing, if you are ONLY thinking of the FERT that your customer ordered, then maybe this field seems trivial. However, if your process requires that the FERT be purchased from some other company (or even supplied from within YOUR company), then there IS a receiving process that has to happen . . . it does take time to back a truck up, get a fork truck to unload it, the
identification process, and then relocating the item to where it can be shipped to your customer.

Also, if you produce this item, then there are 'other' items that need to be 'built' into this item . . . THEY need the GR field, even if you produce the saleable item, it has to be 'received' from production into inventory for you to ship it out.

There is another field that should be considered. This is the procurement lead time. The time it takes for purchasing to "react" to the requirement. When the sales order is placed, the signal will come for 'purchasing' to occur (via MRP perhaps). Purchasing MAY take as long as a day to get that order to a vendor where the vendor can now react. This time is generally a 'standard' time for any given plant/purchasing org and is included using OMDT.

Thirdly, the vendor lead time has to be considered. This is what the field "Planned delivery time" (MARC-PLIFZ) is about. The vendor's turn around time - from the time they are notified of your intention (via a PO perhaps), until they can put it on your dock . . . that is what this field is about. And MRP knows the difference between this field and the others. Between the three fields mentioned, the 'purchased' item is properly planned for . . . except for the exceptions and the fact that this is all based on "norms" and averages which never seem to be exactly what is needed, but that's another discussion .

Next we think of the situation where the item requested is produced by us. In this case (as mentioned before), the GR is STILL legitimate - perhaps not needed if it takes less than a day for your company to receive material from production, inspect it, certify it, and load it up.

However, a "0" is a legitimate entry to this field.

What is also needed is a place to locate the time for "producing" this item. That is where there are options. One option in MRP 2 is the field "in-house production" (MARC-DZEIT). This is sometimes useful, but dangerous. It assumes that no matter how large an order is or how much of a material is needed, it can always be produced in the same period (in 'days', of course). The number of days fits in this field.

If that doesn't 'do it' for you, you can go to the "Work Scheduling" view of the Material Master and include the details for the fields under the "in house production time in days" grouping (Setup time; Interoperation; Processing time; and base quantity). At LEAST this gives the system a 'shot' at planning longer times for greater quantities. If you fill both data points in (in
house production time and " in days, the 'in days' will supercede the other).

Now you've put in all the data that you HAVE to input to have the system plan the length of time needed for telling your customer when you will have their product ready for them.

In the case of your conflict where you produce OR source the item, then you MAY have a problem with GR - look at both scenarios and see what your entry should be. You CAN use the Total Replenishment Leadtime (MARC-WZEIT) field to be the TOTAL TIME when producing the material in-house, because the external replenishment does not look at this field. So MRP will run and depending on how you have it set, it will consider purchasing the material, or making the material, and the fields we've mentioned will impact the result as mentioned.

PP MRP Calculation to determine the delivery date and release date

There have been three parameters that SAP will take it into calculation to determine the delivery date and release date during material requirement planning. They are -

1) Planned Delivery Time which is the vendor-dependent lead time being measured from the time PO is outputted (for sending to the vendor) till the time the shipment is delivered at the warehouse.

2) GR processing time represents the necessary period of time being required for receipting the shipment into the warehouse. This period is, usually, for quality and quantity inspection.

3) Purchasing Processing Time. This is the internal required time for processing the purchasing document (Purchase Requisition) till Purchase Order. You can set it up plant-wise via Transaction OMI8.

With these three parameters, it is possible that you can set it up correctly in your system to enable the appropriate planning of your material requirement.

PP MRP Purchasing processing Time - OPPQ

Please refer above subject and would like to do following. External Processing Time I have set in using OPPQ. My client want this time set differently for different Vendor. Is there any userexit or customization settings?

For MRP to take lead time by supplier, you need to have 3 settings:

1) The config in OPPQ - External procurement at plant level (or OPPR at MRP grp - Scheduling/doc. type) should have the check box marked to read SchedAgreem/Inforecord leadtime (T399D-GTERM)

2) You should have a contract/schedule agreement, or a purchase info record maintained for that plant-material-vendor combination

3) You should maintain source list (ME01) for the contract/schedule agreement, or info record. This changes the default behavior of MRP to use leadtime by supplier, rather than material master leadtime. When both contract and info record exist, the contract will take precedence.

Please watchout for the case if you're already using contracts/info records in procurement, but not using them for planning. In this case your leadtime data in these documents may be incorrect, or may be left blank - this will be interpreted as zero if you make this change implementation, as mentioned in the steps above.

PP MRP Define Safety Stock Availability

The IMG can be set in SM30 - V_438M_S

You define per plant and per MRP group the percentage of the safety stock that is to be available for planning. This helps to avoid a situation where order proposals are created unnecessarily by the system to cover small shortage quantities.

For example:

Mat. 1 Mat. 2 Mat. 3

Safety stock: 100 pc 100 pc 100 pc

available for planning: 0% 50% 50%

Shortage quantity 1 pc 1 pc 51 pc

Order proposal quantity
for lot-for-lot order qty 1 pc 0 pc 51 pc

PP MRP Questions on MRP Group and MRP Controller

MRP groups are used when the plant division for planning is not enough for the division of the different materials MRP requirements. You assign different groups according to the requirements to run MRP (different Settings). These settings will be taken in account when you run MRP for single item or total planning.

MRP controller is the person in charge of the MRP run for the materials. It is still a further division on your MRP. This is work load related. You can have one MRP controller for materials with different MRP groups.

On your MRP group, you will define the parameters for the MRP run. These parameters are calculated in accordance with the settings on your material master MRP views.

Available stock =
Plant stock - safety stock +
receipts of (purchasing orders + purchasing agreements + production orders) - required quantity.

This means that all the requirements are calculated in the bases of your material master settings and your MRP group settings.

What if nothing happens when you run MRP?

The reasons could be :-

- You have purchase requisitions that are delayed but the delivery time has not been updated on the system.

- The settings on your material MRP screens are not correct, i.e. your material have not yet
entered the re-order point level.

- Your requirements have not been taken in account when running MRP.

Assuming that everything is well and the requirement has been calculated, go to transaction code MD04 and verify that the different requirements are reflected in the MRP list and also if there is any purchase requisition scheduled by the system. Verify also if there is any other delivery schedule that will exceed the actual requirements.

If the purchasing requisition is there, the only thing that you have to troubleshoot is the message to tell you that the purchasing requirement was calculated.

If the requirement is not there, re-visit your material master and check your settings for the MRP group.

What is the real meaning and usage of the followings configured in PP:
1. MRP Controller;
2. Schedule margin key;
3. MRP group;
4. MRP profile.

1. MRP Controller;
This will help you to group the material for some controlling purpose. You can run mrp by mrp controller.
you can do evaluation by mrp controller. This will help us if have different people in one organisation involved in purchasing.

2. Schedule margin key;

This will help you to determine the floats. In case if you have production order you can see the impact of floats

3. MRP group;

This will help you for the material to reac in tems of the settings made relavant to each group. To know more details on the group you can chek the tcode oppr.

4. MRP profile
We can have some prefixed datas in the profile and and we can enter teh profile for diff material so the values will copied as defaulted in the profile.

PP MRP Planning separately via Storage Location or Vendor with MRP Area

Steps 1 :-

You must convert the existing planning file (table MDVM) to the new planning file (table DBVM)
in order to be able to use MRP areas in materials requirements planning. Transaction OM0F.

1. During the conversion, the system creates a plant MRP area for every plant.
2. The existing planning file entries are copied from the planning file used up to now into
the new planning file.
3. The system deletes the planning file that had been used up to now after the conversion has
taken place.
4. At client level, the indicator Planning file entries for MRP area converted is set in a
system table. This indicator causes material requirements planning to be carried out using
planning file entries at MRP area level from this point onwards.
5. The report also converts the individual customer planning file entries at plant level to
individual customer planning file entries at MRP area level.

Steps 2 :-

Activate MRP Area in SM30 - T000MD.
(Material requirements planning with MRP areas cannot be reversed once activated).

Steps 3 :-

During conversion in Steps 1, SAP will automatically create a MRP area for all your existing
Plants.

Now, you can start creating the MRP area for storage location or vendor to be planned
separately. That's is the whole purpose for using MRP area.

Define MRP Area in SM30 - V_MDLV.
Here you define whether the MRP area type :-
01 - Plant
02 - Storage Location
03 - Vendor

Steps 4 :-

In Material Master MRP 1, the MPR area section will appear once you successfully complete
the above Steps.

Assign MRP Areas to Materials

You assign the MRP areas to the materials by creating an MRP area segment for each MRP area
in the material master. You can assign several MRP areas to one material.

MRP with MRP areas for the material is not activated until an MRP area has been assigned to
a material. If you have not assigned an MRP area to a material, that is, you have not created
an MRP area segment in the material master, the material will continue to be planned in the
plant MRP area only. If you have assigned an MRP area to the material, the system can plan it
in the plant MRP area and in the assigned MRP area.

You can display an overview for all materials in an MRP area. To do this, you go into
Customizing for MRP and choose the IMG activity Define MRP areas. Call up an MRP area by
double-clicking and choose Material overview for MRP area.

Steps 5 :-

Check Storage Locations

If you have already entered a storage location in the BOM (BOM item), in the work center
(supply area) or in the production version, you should check whether this storage location
is the storage location for the MRP area that you have assigned in the material master.

The materials are assigned to an MRP area via the storage location that the system
determines during the planning run. You should therefore check the storage locations that
you have maintained in the material master. The storage location in the material master
must be a storage location for the MRP area, for which you have created an MRP area segment
in the material master. You can therefore ensure that material requirements planning will
be carried out for the correct MRP area



The MRP area represents an organizational unit for which material requirements planning is
carried out independently.

Basically, there are three types of MRP area:

Plant MRP Area
The plant MRP area initially contains the plant together with all its storage locations and
stock with subcontractors.

When you have defined MRP areas for storage locations and for subcontractors and you have
assigned the materials, the plant MRP area is reduced by exactly this number of subcontractors
and storage locations. This is because they are now to be planned separately.

MRP Areas for Storage Locations
You can define an MRP area that consists of a particular storage location, by creating an MRP
area and assigning the storage location to it. Material requirements for this storage location
are then planned separately from the rest of the plant.

You can also group several storage locations into one MRP area, by creating an MRP area and
assigning the storage locations to it. These storage locations are then planned together.

A storage location of a plant may be assigned to only one MRP area.

MRP Areas for Subcontractors
You can also define an MRP area for each subcontractor.

A subcontractor may be assigned to only one MRP area.

An MRP area of the subcontractor type may also only contain one subcontractor.


MRP areas of the storage location or subcontractor type are only suitable for:

1. components that are planned and produced for stock

2. finished products that are planned and produced for stock.

By assigning a storage location in a sales order or by entering an MRP area when creating
the planned independent requirements, you can define whether a material is planned in the
plant MRP area or in the MRP area of the storage location.



Material requirements planning for each MRP area allows you to have specific control over
the staging and procurement of parts produced in-house and purchased parts for each shop
floor and assembly area. If, for example, you define an MRP area for the production
storage location of an assembly line, the system plans the material requirements for the
assembly line separately from all other requirements.


Example: Subcontractor

You can also carry out planning for components to be provided in subcontracting using an
MRP area by defining an MRP area for every subcontractor and assigning the components to be
provided to the MRP area of the subcontractor. You therefore plan the requirements to be
provided for these components for one subcontractor separately from all other requirements.

Depending on the requirements situation, the system creates either stock transfer reservations
from the plant to the stock of material provided of the subcontractor or it creates purchase
requisitions within subcontracting/third-party order processing, according to the special
procurement key settings.



The planning run takes into account the planning with MRP areas as follows:

If you do not enter a separate scope of planning, the system plans the whole plant, that is,
all MRP areas in the plant, during the total planning run. If you want to carry out a total
planning run for a particular MRP area only, you must specify the required MRP area in the
scope of planning.

During single-item, multi-level planning, the system plans the selected material in the MRP
area entered. In addition, the system takes into account planning file entries from other
MRP areas, for example, if the material is to be procured using stock transfer.
During single-item, single-level planning, the system plans the selected material in the
MRP area entered only.


You define the MRP areas in Customizing for MRP. You can thereby assign the following to
an MRP area: one or more storage locations (example: you want to carry out planning for a
particular assembly line and therefore assign a production storage location to the MRP area)
a subcontractor.

You assign the various MRP areas to the materials in the material master. For this, you
create an MRP area segment for a material for every MRP area, in which it is used. In this
MRP area segment, you can define MRP parameters such as, for example, the lot size or MRP
type. This allows you to plan the material differently in the MRP area from how you plan it
in the plant MRP area.


MRP with MRP areas for the material is not activated until the material has been assigned
to an MRP area. If you have not assigned a material to an MRP area, that is, you have
not created an MRP area segment in the material master, the material will continue to
be planned in the plant MRP area only. If you have assigned an MRP area to it, the system
can plan it in the plant MRP area and in the assigned MRP area.

PP - The Common Planning Strategy used

The planning strategies are maintained in Customizing for Demand Management in SM30 - V_T461S.

Define the Planned Requirement Type and assign the requirement class in OMP1.

Define the requirement class in OMPO.

Check the independent requirement and consumption of requirement class in OMPC.

Maintain the message for invalid requirement type in OMPJ.

You define the strategy group in SM30 - V_T461P.

You define the Plant to MRP group in SM30 - V_T438M_S.

Maintain the consumption mode and period of adjustment in SM30 - V_T438M_V.

Listed here are some common used planning strategies :-

Strategy 10 in summary :-

1. Sales Order creation - no impact.

2. Goods Receipt - reduce the planned independent requirement during MRP run
For e.g. if PIR is 100, quantity remained as 100 in PIR, however during MRP run,
100 will not be included in the MRP planned as stock is available.

3. Delivery - minus the quantity for the oldest planned independent in demand management.
For e.g. if PIR is 100 and delivery 90, PIR becomes 10 (withdrawal 90).


10 LSF Make-to-stock production KSL Sale from stock without independent
requirement reduction

Choose this strategy if you want production to be determined by a production plan (Demand Management) and if you do not want sales orders to influence production directly.

You must maintain the following master data for the finished product:

Strategy group 10 on the MRP screen.
Item category group (for example, NORM) on the Sales Organization screen.
Availability check field in Customizing so that you perform an availability check
without replenishment lead times (in the standard system, you must enter 02 here).

In net requirements planning according to strategy 10, the order does not create a requirement; the sales order is displayed, but does not generate planned orders.

The planned independent requirement is reduced during processing of the goods issue.
Old quantities can still be retrieved by using either
Goto -> Schedule line history in Demand Management, or by using the total requirements list
(Evaluations -> Display total requirements from the Demand Management menu).
The quantities issued are displayed in the Withdrawal quantity field.

The system always reduces the oldest planned independent requirements unless the consumption fields (Consumption mode, Fwd consumption per., Bwd consumption per.) are maintained in the material master or in the MRP group.


11 BSF Gross planned independent requirements KSL Sale from stock without independent
requirement reduction

Strategy 11 in summary :-

1. Sales Order creation - no impact.

2. Goods Receipt - minus the quantity for the oldest planned independent in demand management.
For e.g. if PIR is 100 and delivery 90, PIR becomes 10 (withdrawal 90).

3. Delivery - no impact as delivery is issue from sales order.

This strategy is particularly useful if you need to produce, regardless of whether you have stock or not. For instance, steel or cement producers might want to use this strategy because they cannot shut down production; a blast furnace or a cement factory must continue to produce, even if this means having to produce to stock.

You need to maintain the following master data for the finished product:

Maintain strategy group 11 on the MRP screen.
Set the Mixed MRP indicator to 2 on the MRP screen.
Maintain the item category group (for example, NORM) on the Sales Organization screen.
Maintain the Availability check field so that you perform an availability check without the replenishment lead time (checking group 02 in the standard system).


Strategy 10 11

Stock is taken into account Yes No

Reduction of planned independent
requirements takes place during … … goods issue for ... goods receipt for a production
the delivery order (discrete production),
for a planned order (repetitive
manufacturing), or for a purchase
order (trading goods).

PP MRP Why Planning file entry still Exists?

Does anyone know why a planning file entry would exist for NETCH or NETPL when there has been NO activity on the material since the last planning run? No movements, no PO's created, no Orders taken, no activity whatsoever . . . and MRP ran, created a planned order, which was converted to a requisition and then a PO. This PO was converted for a date earlier than what MRP recommended.

Now each time MRP runs, we get exception #15 - delay the order until later (gives date). We don't change it and the planning file entry doesn't go away, even after the run.

Found a note that seemed to apply, but . . . I guess it doesn't really.

"If the planning run terminates for a material with planning file entry on account of an error message, the planning file entry is not deleted if this is not explicitly set in customizing. In transaction OMDY, you can set for which errors (message number) you want the planning file entry being deleted."

I thought this was my answer. However, after looking in OMDY - the message #015 = Dates incorrect (start date > finish date). And message #15 = Enter value for version number increment (VersNumIncr.).

Neither of these defines my MRP List exception message 15 = "Postpone process (28.06.2004/26.06.2004)" - on a current date of 03/06/2004. It's CLOSE, but not the first message.

So if I set the field for the deletion of the planning file entry, it still wouldn't affect my real problem - trying to get this entry to 'go away' after doing what it was supposed to do.

Please Check CS15 - where used list. May be this material has been added to a BOM of a product/Assy, which has caused an entry in planning file.

Check MD04 for the source of reqt.

Also check MD63, if a PIR exists.

If not, delete from planning file. Try report RMMDVM10 - consistency check.

PP MRP Planning Strategy Selection

Selection priority for planning strategy is:

First material, second MRP group and last plant parameters. E.g. System first checks for material, if strategy is defined there, that is used, if it's not maintained there, then it checks if it's defined in MRP group.

That is the same for all MRP parameters, not only strategy.

If you wanna test how it works, try this:

1. create an mrp group, say 0001, and assign strategy group "40 - planning with final assembly" in the MRP group parameters.

2. create a material, say product1 and define planning strategy as "20 - make to order". And also enter the MRP group 0001 in material master.

3. Create a sales order and create an order item for product1.

4. In the sales order header, go to the Procurement tab. There, you will see the requirement type for product1, which is automatically selected by system according to the planning strategy it uses. That requirement type should be "KE" if strategy 20 is selected, or it should be "KSL" if strategy 40 is selected by system.

5. In my test, system selected KE requirement type, which indicates that system used strategy 20, and which I have entered in the material master. It didn't select KSL, which indicates that system uses strategy 40, which is entered in the mrp group. Finally, this test shows that system takes the planning strategy in material master (if it's entered), not the strategy in MRP group.

I think you can now make another test how system uses MRP group's planning strategy. (hint: Delete planing strategy from the material master and repeat the previous test steps. That would end up using strategy 40, which is selected using the MRP group parameters.)

With Compliment: Osman Karslioglu

When do we use planning without final assembly strategy?

We have mainly MTS, MTO, planning with final assembly and planning without final assembly. Now when we are dealing with planning with final assembly, we would usually produce subassemblies (HALBs I guess) using make to stock, so do we use a planning strategy 70 for subassemblies and do a MRP run. To my knowledge I thought we run MRP only for final products (with final assembly) so in that case how would we plan for subassembly products.

I get to understand you are using strategy planning with final assembly. So you are using strategy 40 for the finished product.

Just to clarify certain things, MRP can be run for any material...be it finished or semi finished or raw material. Actually when you run a MRP for the finished product using MD02, you are doing a multilevel run.

Secondly, when you are using 40 for the finished product you may or may not use any strategy for the semi finished goods. It depends on your business. If you are going to produce semi finished goods independent of the finished goods, you may have a make to stock strategy 10 (one of the many options) and produce them independent of the finished good requirement. Now when a requirement will be generated for the finished good and a MRP run will be taken, it will show that the Semi Finished is either in stock or a planned/production order exists and thus only the remaining quantity will be planned for (there is a better strategy existing for this type of a scenario.....

However if you do not put any strategy for the Semi Finished, then planned orders will be created for the Semi Finished for the same quantity as the orders created for the Finished goods.

PP MRP Monthly lot size

Appreciated if some guide can be provided.
MRP lot size has been set to MB (Monthly lot size)

It is known that with this setting, material are always bring in on the first working day of the month.
Ex: Dep requirement 26-10-04 100 pcs
Dep requirement 30-10-04 190 pcs

When MRP completion, the PR item shown 1-10-2004 290 pcs, is that any possible to bring in material just right before dependant requirement 26-10-04 say about 24 or 25 of the month.
Because. we dont tend to keep more stocks until actual requirement.

Any comment are welcome.

In that case you might like to consider lot size key WB (weekly). It will bring in material at the first working day of the week. In your case it is Oct 25, 2004

But in this case, I will have increase administrative cost on monitoring the material lot weekly.
I want to have monthly lot size that group all the requirement, but bring in material as close as possible on the first requirement.
Any comment are welcome..

How about manually change delivery date in PO item

Check your config. in OMI4 - scheduling may by ''1'" for Lot size of MB.
Change to Blank.

Friend PPS is correct, Schedule the "REQUIREMENTS DATE = DELIVERY DATE" option in Customizing for Lot Size MB (use Blank instead of 1) & your reqt 'll be met...

We have similar problem and when I applied your solution, the proposed requirement date is perfect.

PP MRP Reservation Not Created During MRP Run

I have created a planned order thro MRP run, but reservation for raw material is not created, even though stock is available. After conversion to Production order reservation is created. After confirmation and goods reciept MB31 final product is updated in storage location, but raw material quantity is not reducing.

Can any one give solution for this.

Gururaj Hebbar

PART I

After MRP run, based on the demand Planned order will be created and for the BOM components sytem will create dependent requirement if stock is available. If stock is not available system creates a planned order or a purchase requistation. Once the planned order of the Header material is converted into a production order , then system converts the dependent requirement into reservations.

PART II

After confirmation and goods reciept if the item components are not consumed, it means you have not defined backflush process. If you want to issue manualy to the order u can use T-CODE MB1A, for the same.

1. Check backflush indicator either in routing /workcenter or in material master.
2. In customization production control -operations-confirmation ( general individual entry screen ) check-- post open reservation . It will post open reservation while confirmation.
3. After doing this cross check failed goods movements.

PP MRP How to Configure Range Of Coverage Profile

I am trying to configure the range of coverage profile to provide a 6 months safety stock, in which the 'target cov' field should be populated with 180 days, but the that field only accepts 2 characters max. Is there another way of accomplishing this or am I doing something wrong. Please let me know. The current setup is:
- Period Indicator = M (Month)
- Type of Period = 1 (Workdays)
- Range of coverage in the first period:
- Min = blank; Target = 90; Max = blank
In this Target value accepts only digit numbers.

Muthu Chinnadurai

Yes the system accepts only two digits. But since you want stock coverage for 180 days. Use target as say 60 and the number of periods as 3 . Try it and keep us posted. But the one other issue is the system calculates the dynamic safety stock.
It easy to calculate the stock for the first period but for the later periods its difficult. So if later there is a problem with the quantity then its difficult to calculate or cross check what system has proposed.

Raj

Using target as 60 and number of periods as 3, only results in system maintaining safety stock for 60 days for first 3 periods. I found out that there is no way out of this. Strange that SAP wouldn't let the companies plan for inventory coverage more than
99 days. This is a pharmaceutical client whose procurement lead times are more than 5 months for some of the materials, where they want to maintain a 6 month coverage and SAP wouldn't allow to achieve it. Am I doing something wrong here. Is there another way of maintaining dynamic safety stock for 180 days requirements coverage? Please share your knowledge.

Muthu

Please let me know in details how the profile coverage works in SAP. In details means how it is being calculated and what is being considered. As I am figuring how I could make use of this function that my customer require us to keep 15 days inventory and customer forecast flucuates drastically every week.

Thanking all in advance for your kind advice and help.

Alicia

In customizing in MRP calculation menu , you have Range of coverage. Define the range of coverage you want , as you said 15 days for a period of 3 months. Then in the profile first fill the Avg. daily req data and then the range of coverage data.
Use this profile in the material master mrp II view(I think), in range of coverage.
As far as calcualtion are concerned its very to calcualte the Qty for the first period and then for the later periods its difficult.
May be I am wrong, just try and keep us posted

Raj

The Range of Coverage profile is define specific to a plant in IMG and then assigned to materials in master data MRP 2 view. To define the profile, use menu path
IMG->PP->MRP->MRP Calculation->Define Range of Coverage Profile. In the definition, there are two sections of data that you need to fill in.
1. Parameters for calculation of average daily requirements and Period indicator.
2. Minimum, Target, and Maximum stock calculation parameters.

PARAMETERS FOR AVERAGE DAILY REQUIREMENTS CALCULATION:
Choose the period indicator as Month, Period, or Week.
Specify the number of periods. This is used by system to calculate the average daily requirements.
Select the "Type of Period Length", ie. as workdays or calendar days or standard days (days per period). If the type of period length is selected as standard days, they you have to specify the "days per period". Using these three parameters, the system calculates average daily requirements using the formula:
average daily requirements = Sum of requirements in the number of periods / number of days in the number of periods.

PARAMETERS FOR TARGET STOCK AS DAY'S OF SUPPLY
Then you have to specify how many workdays of supply you want to maintain as target stock, in your case 15 workdays. If you wanted to maintain a constant 15 days of supply as inventory through out the planning horizon, just specify the target stock as 15 days and leave rest of the fields as blank, i.e min, max, and number of periods. The number of periods in this section simply maintains the target stock for that many periods from the date of MRP run. This way you can tell the system to maintain different target stock levels for three different period intervals. For example, if you wanted to maintain 15 days stock for first 3 periods, then specify the target stock as 15 days and number of periods corresponding to it as 3. The system then will maintain 15 days supply as inventory for first 3 periods from the date of MRP run and subsequent months zero inventory will be maintained. This will allow you to maintain your 15 days supply constantly for 3 periods.

PP MRP Lose of link between sales order and production order

Issue with production order confirmation

Due to lose of link between sales order and production order due to credit check problem The production order for higher level component lost link and was hanging out in limbo status.

Now the production order at lower level component also loose track and they were already released where as production orders at higher level were not released

So now lower level production orders were tecoed with BDC program as there were 1200 production orders to be tecoed at lower level .

So once I deleted lower level, I saw that there were planned orders for same component and same sales order and item, this was because MRP was running at same time .

So this MRP generated planned orders as the production orders at highrt level were still hanging there and to full fill those production orders lower level component planned orders were generated

So now cleared the production orders in top level and ran MRP in display mode and found that there were no planned orders for lower level component.

But still there were two more planned order created at higher level has I previously tecoed them and did zero confirmation due to some other reason, So I had to unteco them to delete these planned orders and also cancel confirmation to get the production order element on to MD04 screen. Once Iam done with that it show a message 26

So It should be clear that if the exception message is 20 ie cancel process then that production order must be deleted as there is no requirement to consume this order. As all this context was made in MTO stock product.

PP Batch Characteristics while Running MRP

Can batch characteristics be considered while running a MRP? I have a finished good that has acid value as its batch characteristics. Based on this acid value I am trying to pick up a certain batch of raw material that is also batch managed and has its characteristics as acid value.

While running MRP qty requirements are transferred and stock is reserved but the required batch qty (having the acid value required) of raw material is not picked.

MRP does NOT use batch data.

Because, while entering PIR, there's no field to enter batch number. When system creates planned order, also there's no field to enter batch number, both for the header material and planned order components.

There's one exception in PP-PI, where you can use batch specific unit of measure. That is, you can define batch level alternative unit of measure. For example, you may have a liquid, and it may have Liters as base unit of measure, and it may also have the percent based active ingredient, that is Liters of the Active Ingredient can be an alternative unit of measure.

So, every movement of material in the system will be done using 2 unit of measures at the same time. e.g. goods receipt of 100 Lt liquid (which is also 80 Liters of Alcohol, because of 80% alcohol potency), for the first batch. also goods receipt of another 100 Lt liquid (which is 60 Liters of Alcohol this time, because of 60% alcohol potency) When you look at your stock, you will see 200 LT liquid, which is equivalent to 140 LT Alcohol ingredient.

What's the use of this active ingredient data during MRP?

When you define the batch unit of measure, you define limits for it. Say, our liquid in previous example can only be between 50% and 90%, therefore we define it like that. Every time we receive this material from vendor, we make the quality inspection and determine the Alcohol percentage. however, while running MRP, system will create purchase requisitions, but it doesn't know the percentage of the liquid our vendor will send.

How will it determine the correct quantity?

In this case, we define a percentage for MRP, and MRP will use that percentage for calculation. e.g. if there's an industry standard that all vendors of that liquid produce it at 75%, or if we are always working with a vendor who produces 68%, then we can enter this data (per material) and MRP will calculate with that percentage.

PP What is Firming Type in the MRP Types

The firming type dictates the behavior of planning with PTR (Planning Time Fence), i.e whether the system should automatically firm the unfirmed planned orders and purchase requisitions, which are outside the PTF as they move to fall within PTF as days progress and also if new planning proposals are needed to be created to cover the shortage within PTF.

There are five firming types, viz. 0, 1, 2, 3, and 4.

Listed below are the characteristics of these four firming types:

0 - PTF has not effect on planning.

1 - All unfirmed planning proposals (planned orders/purch reqs) moving into PTF will automatically be firmed by the system, thus protecting them from anymore automatica changes due to subsequent planning runs). At the same time, if the MRP engine identifies any shortage within PTF, the system will create new planned orders, but schedule them to lie JUST outside the end of PTF, thus leaving them as unfirmed elements.

2 - All unfirmed planning proposals (planned orders/purch reqs) moving into PTF will automatically be firmed by the system, thus protecting them from anymore automatica changes due to subsequent planning runs). BUT, the system will NOT create any new planning proposals to cover the shortages identified within PTF. The shortage is left as a -ve qty for the planner to deal with manually.

3 - No automatic firming of any unfirmed planned orders, even if they move into PTF. They will be moved out to lie JUST outside the PTF. The system will create new proposals to cover the shortage but schedule them outside the PTF and keep them as unfirmed.

4 - No automatic firming / No automatic creation of planning proposals to cover shortage.

PP MRP Functions of Production Version

Can somebody enlighten me on the functions of production version and some tips on its configuration?

Production Versions are used to describe the production process to be used for planned / production order.

You can use the production versions based on:
1. Lot size qty
2. Bom explosion dates
3. Based on MRP Group

Why is it required?

Suppose you have 2/3 production lines and 2/3 alternative BOMs to produce one FG.

How system will come to know which BOM and Routing to be used. This is done thru Prod.Version.

In production version we maintain the combination of BOM and routing.
Also it can be designed with lot size or validity period.
Go to MM02--->MRP4 / Work scheduling view ----> Prod.Version.
Enter the validity period and lot size.
After entering the reqd. routing no. and BOM alternative , carry a check.
After getting the Green signals ,Continue.
Thus you have saved the prod. version.
Mass processing TCode- C223.

Does this mean that I have to activate all the BOM’s if in case I have 3 alternative BOM’s? if yes, then, will it these 3 BOM’s be exploded in MRP? I’m just worried ‘coz I might bloat our inventory if there are three active BOM’s.

No.First of all need not worry about the BOM explosion.

As I told you earlier which BOM and which Routing is decided by Prod.Version.

So in MRP the active prod.version only will be considered. Thus active BOM and active Routing will be used for MRP.

The question comes: How to deactivate the alternative BOMs and Routing?

Two Ways:
1. You lock all other non-relevant Prod.Versions in MM02 of the FG/SFG material.(Every alternative BOM and routing forms a Prod.Version) Thus even if there are 2/3 prod.versions System will go and check for Unlocked prod. version and use it.

2. If you don't want to do this business of "Lock & Unlock" just place the required version at the first place in list of prod.versions in MRP4 view of the material.
Once system finds the first prod.version it will not spend energy in searching other alternatives.

Also please.don't forget to maintain the selection value of "2" in MRP 4 view for BOM selection.

This will enable you to start the use of prod. version functionality in SAP-PP.(very good tool for practical purposes, costing and MRP).

PP MRP What is Discrete Manufacturing, REM and Demand Management?

1. What is Discrete Manufacturing?
2. What is REM?
3. What is Demand Management?

Here are difference between Discrete and REM and small explanation about discrete and repetative manf.:

- A typical characteristic of discrete manufacturing is the frequent switching from one manufactured product to another. The products are typically manufactured in individually defined lots, the sequence of work centers through production varying for each one of these. Costs are calculated on the basis of orders and individual lots.

- In Repetitive Manufacturing, products remain unchanged over a longer period and are not manufactured in individually defined lots. Instead, a total quantity is produced over a certain period at a certain rate.

- Discrete manufacturing typically involves varying the sequence of work centers through which the products can pass during production. The order of work centers is determined in routings, which can often be very complex. There can be waiting times between the individual work centers. Also, semi-finished products are frequently placed in interim storage prior to further processing.

- Repetitive Manufacturing, on the other hand, normally involves a relatively constant flow on production lines. Semi-finished products are usually processed further immediately without being put in interim storage. Routings tend to be relatively simple.

- In discrete manufacturing, component materials are staged with specific reference to the individual production lots. Completion confirmations for the various steps and processes document the work progress and enable fine-tune controlling.

- In Repetitive Manufacturing, components are often staged at the production line without reference to a particular order. Completion confirmations are less detailed, and the recording of actual data is simplified.

- The function of Demand Management is to determine requirement quantities and delivery dates for finished products assemblies. Customer requirements are created in sales order management. To create a demand program, Demand Management uses planned independent requirements and customer requirements.

To create the demand program, you must define the planning strategy for a product. Planning strategies represent the methods of production for planning and manufacturing or procuring a product.

Using these strategies, you can decide if production is triggered by sales orders (make-to-order production), or if it is not triggered by sales orders (make-to-stock production).You can have sales orders and stock orders in the demand program. If the production time is long in relation to the standard market delivery time, you can produce the product or certain assemblies before there are sales orders. In this case, sales quantities are planned, for example, with the aid of a sales forecast.

PP MRP Discrete Manufacturing - The Made To Order Cycle

In sap there is specific transaction flow for a particular Mfg. Process.it all depends upon the req. of client and process.

Here is the basic flow of transactions which is req. for creating master data, planning and order processing...

The Made TO Order Cycle:

The sale department passes on the Made to order-Sales Order to the Material department so that material requirement is analyzed. This is done in SAP by carrying on an MRP Run for all the levels of the product BOM. This MRP Run would create Planned Orders for the shortages. Here the planned orders for fert sub assemblies, Components etc, are created. This planned orders for materials produced in house are converted in to Production order and planned orders for materials
procured from outside are converted in to Purchase order. The creation of Production order through the planned orders will convert all the dependant requirements in to dependant reservations.

The dates of production or purchase are decided through the total replenishment time mentioned in the material master, If it is, in-house production, then the Route times precede over the total replenishment time entered in the material master. And the availability of all the components is ruled by the availability checking rules and by availability checking scopes. Thus whenever the system declares a product to be ready or available by a date it implies that the system has checked the availability of the material with respect to the Ware house stock, in coming stock (Receipts) and all other planned orders already existing for the product or material.

In the Made to order production, sales order produced for Fert and Sub assemblies are converted in to production order during MRP run. The production orders created have a specific quantity, specific Basic start date and a specific Basic Finish Date, a set of operations and a set of component attached from the BOM. In course of production the quantities produced in the operation for an order should be confirmed so that the current status of work is available in real time situation. The components required for production are issued to the production order through goods issue by a movement type 261 and the issue is always made to the reservations or to the order, thereby clearing the reservations. Issues of unplanned components are made as new items issue and not as order issue. The quantities, for an order which are produced completely are the put in to stock i.e. a Goods Receipt is done.

Thus the made to order cycle starts with the sales orders and converting them to Production Orders through MRP Run and there off confirming produced quantities for an order and finally putting the order in to stock.

The Cycle of Made to order: Steps: MTO Scenario

1. Material Creation (Made To order Material with major changes of: Item Category: 0004-make to order/assem.,or 0001-make to order)
2. Route Creation
3. Creation of BOM
4. Sales order
5. Production order Scheduling, Costing, Release and Save
6. Production order Quantity confirmations for operations, Parallel task of material issue to order or to reservations (261)
7. Fully Produced Production Quantities will be put into stock (GR)
8. Delivery against sales order
9. Invoicing.

PP MRP Discrete Manufacturing - The Made To Stock Cycle

The Made To Stock Cycle

The Made to stock scenario will start from Demand Management here we can create Planed independent requirements manually or by using data from SOP. After MRP run system will create planned orders which we can convert to Production order As the Stocks produced there off are not customer stock or the stock is not attached to any specific customer. Further confirmations are done and issues of material are carried out to the production order. Finally the production is put in to stock (GR).

Here at any point of time a sales order might come in and delivery to the customer is done from the existing stock.

Production Master Data

The Production Master Data consists of Material Master, Bill of Material, Work Center, Route, and Production Line Design.

The Material Master is created first for all components involved in making the Final product. Then these components are put in a product relationship i.e. a list of materials required to make the final product are put in a hierarchy, this is called a Bill of Material.

The next task is to identify the work centers required to produce the product; if the work centers are already created then they can be readily put in a sequence, which would be a sequence of work centers required to produce the product. This sequence of work centers one after the other (in the sequence of work to be done) is called a Route.

The Cycle of Made to stock: Steps: MTS Scenario

1. Material Creation (Made To Stock Material with major changes of: Item Category: NORM )
2. Creation of BOM
3. Route Creation
4. Demand requirements
5. MRP Run
6. Creation/conversion of Production order (Made To stock), Scheduling, Costing, Release and Save
7. Production order Quantity confirmations for operations, Parallel task of material Issue to order or to reservations (261)
8. Fully Produced Production Quantities will be put into stock (GR)
9. Sales order Creation
10. Delivery against sales order
11. Invoicing.

PP MRP Discrete Manufacturing - The Step By Step Tcodes

Step 1: Material Master
Logistics > Production > Master Data > Material Master > Material > Create General > Immediately MM01

Step 2: BOM creation
Logistics > Production > Master Data > Bills of Material > Bills of Material > Material BOM > Create CS01

Step 3: Work Center creation
Logistics > Production > Master Data > Work Center > ( New Screen ) Work Center > Create CR01

Step 4: Route creation
Logistics > Production > Master Data > Routings > Routings > Routing > Create CA01

Step 5: PIR Generation
Logistics> Production>production planning>demand management>PIR>Create MD61

Step 6: MRP Run
Logistics>Materials Management>Material planning>MRP>MRP>Total Planning>Online MD01

or

Logistics > Production > MRP > MRP > Sng-Item, Multi-Level MD02

Step 7: Evaluation through MRP list and Stock requirement list
Logistics>Materials Management>Materials Planning>MRP>Evaluations>MRP List>Individual Display MD05

Logistics>Materials Management>Materials Planning>MRP>Evaluations>Stock Requirements List MD04

Step 8: Conversion of Planned order to Production order

Logistics > Production > Production control > Order > Create > With a planned order CO40

or

Logistics >Production > Production control >Order > Create >With material CO01(For creating production order Without planned order)

Step 9: Order management
Logistics >Production > Production control >Order > Change >With material CO02

Step10: Confirmations
Logistics >Production >Production control >Confirmation >Enter >For order CO15

or

Logistics >Production >Production control >Confirmation >Enter >For Operation >For time ticket CO11N

Step11: Goods issue
1. Logistics >Production >Production Control >Environment >Goods Movement >Goods Issue
2. Logistics >Materials Management >Inventory Management >Goods Movement >Goods Issue MB1A--261Movement type

Step12: Goods receipt
Logistics > Production > Production Order > Environment > Material Movement > Post Mat to Stock

or

Logistics > Materials Management > Inventory Management > Goods Movement > Good Receipt > For Order MB31

Step13: Techo Or Close Order.

This can be done from Prd. Order Header menu.

PP MRP Steps To Do Repetative Manufacturing

Repetative manufacturing is period based planning and not based on orders. Normally same products will be manufactured over longer period of time..products will not change frequently. Confirmation is from backflushing and settlement is through from product cost collector for the period. Confirmaton will be without ref to planned orders. Planned orders are sufficient to carry out shop floor activity. In master data production versions and cost collector is must where this is not mandatory in discreate.

You do these steps for rem production:

mm01 : Material Master
- MRP - 4 view you click rem

cs01 : Create Bom

cr01 : Create Work Center

ca21 : Create Rate Routing

mm02 : Prodn Version

md61 : Create PIR

mc74 : Transfer PIR to Demand

kkf6n : Create Product Cost Collector

mb1c : Create Stock

md02 : MRP run

mfbf : Rem Back Flush

The detailed sequence of T.Codes for REM including Std cost estimate.

Material master - MM01

BOM - CS01

Price Planning - KP26

Work Center - CR01

Rate Routing - CA21

Material Master Change, enter production version - MM02 (MRP 4 View)

Product Cost Collector - KKF6N

Costing - CK40N

Backflushing - MFBF