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Production planning follows the same basic principles inboth SAP ECC and SAP APO. This chapter provides an over-view of planning with the two systems. This is followed by adiscussion of the advanced options available to you with

APO.

2 An Overview of Production Plan-ning with ECC and APO-PP/DS

Production planning in APO-PP/DS uses the same processes that arefamiliar from the SAP ECC system. It is based on master data records,specifically plants, material masters, bills of material (BOM), androutings (PP) or master recipes (PP-PI). Planning results in plannedorders, which are converted into manufacturing orders for executingproduction. These may be either production orders (PP) or processorders (PP-PI).

Repetitive Manufacturing (REM) is also possible, whereby produc-tion is executed on the basis of planned orders.

2.1 Production Planning Functions

PP/DS, MRP, CRP PP/DS is short for Production Planning and Detailed Scheduling . Of course, the objectives of this kind of planning did not originate with

APO. Production planning in ECC pursues the same objective, that is,consistent, capacity-based planning. In ECC, these functions arefound under Material Requirements Planning ( MRP) and Capacity

Requirements Planning (CRP).The basic principles of planning in APO and ECC are outlined below,followed by a discussion of the advanced options in APO.



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An Overview of Production Planning with ECC and APO-PP/DS2

2.1.1 Material Requirements PlanningThe goal of Material Requirements Planning (MRP) is to ensure mate-rial availability in good time and in sufficient quantities. Two differ-ent procedures can be used:

Material Requirements Planning In this case, procurement planning is controlled by materialrequirements. The requirements consist of sales orders, plannedindependent requirements, dependent requirements, and so on.Planning is based on backward scheduling from the requirementsdate to ensure on-time availability.

Consumption-Based (Reorder Point) Planning In this case, materials planning is based on consumption. Reorderpoint planning simply checks whether the available stock hasfallen below a defined threshold value or reorder point. Wheneverthis happens, procurement is planned with forward scheduling.

As you can see, the two procedures are essentially different. Con-sumption-based planning is usually used for only low-value, non-critical materials (consumable material, for example), while MRP isused for precise planning. Consumption-based planning thereforeonly plays a secondary role in the context of advanced planning in

APO-PP/DS.MRP type In ECC, you define the MRP procedure in the MRP type field in the

material master. Typical entries in this field are PD for MRP or VB forreorder point planning. However, both these entries are irrelevant for planning materials in APO. If a material is planned in APO, it can-not be planned again in ECC. Therefore, you should select the entry

X0 as the MRP type to exclude it from planning in ECC.

There is no MRP type in the APO product master. Planning in APO isessentially “requirement-driven” (i.e., it is based on the MRP proce-dure described above) unless a different procedure is explicitly cho-

sen by applying a corresponding heuristic.The starting point for MRP is a requirement for a material in a plant.

As a rule, this requirement is in the future. We proceed from the fol-lowing assumption:

Material A is required in quantity B on date/at time C in plant D.



25

Production Planning Functions 2.1

Think of how this applies to a sales order, for example. However,dependent requirements resulting from in-house production canalso be formulated in this way.

Backwardscheduling

With backward scheduling for material A in plant D, a suitable pro-curement element is generated in such a way that the availability date of this element corresponds to the requirements date. The start date of procurement therefore precedes the availability date, and theprocurement lead time represents the time interval between thesetwo dates (backward scheduling).

Procurement typesScheduling of a procurement element depends on the procurement

type:In-House Production

A routing and a BOM or master recipe is required to produce amaterial in-house. The in-house production time is the sum totalof the durations of the individual operations, plus any additionalfloats/time buffers.

External Procurement If you want to procure a material from an external vendor or totransfer your stock from another location, you must schedule adelivery time.

In the system, these two procurement types correspond to theentries E for in-house production and F for external procurement onthe MRP 2 view of the material master (see Figure 2.1). If you enter

X here, both procurement types are permitted, but planning initially assumes in-house production.

Figure 2.1 ECC Transaction “Change Material Master” (Transaction Code MM02,Material Master View “MRP 2” with Field Selection for Procurement Type)



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You can define the procurement type more precisely by specifyingthe special procurement type ( Special procurement field). For exam-ple, you can configure external procurement as a stock transfer fromanother production location. With external procurement, you candefine a vendor-specific delivery time and factor this in your plan-ning.

Order start andfinish dates and

production dates

With in-house production, various dates and times can be defined.The ECC manufacturing order contains both production dates andbasic order start and finish dates. Floats separate these dates: thefloat before production separates the order start date and the produc-tion start date, while the float after production comes between theproduction finish date and the order finish date (see Figure 2.2).

In this context, we must point out the following basic differencebetween ECC and APO: APO-PP/DS ignores the float before produc-tion and the float after production, and APO orders don’t containbasic order start and finish dates. Therefore, you should always entera scheduling margin key (for example, AP1) with a float before pro-

duction and float after production both equal to zero for materialsthat are planned in APO (see Figure 2.3).

Figure 2.2 Dates in Planned Orders and Manufacturing Orders in ECC

OperationsFloat beforeproduction

Float afterproduction

10 3020

Production

finish date

Production

start date

Order

start date

Order

finish date

Goods receiptprocessing time

Requirements date

Availability date





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time. The sum total of these times is referred to as the total replenish-ment lead time. This is distinct from the in-house production time,which refers only to the time taken to produce individual materials.

Problems may occur with your procurement plan if the requirementsdate is less than the end of the total replenishment lead time in thefuture. With backward scheduling, this corresponds to a situation inwhich the start date for assemblies or components (or even for thefinished product itself) would have to be in the past.

Forward schedul-ing and scheduling

delays

Since the system does not create orders in the past, forward schedul-ing is generally used in this situation. With forward scheduling, thestart date of the relevant order is the current date, while the end dateis scheduled in the future as the start date plus the lead time of theorder. This kind of order is therefore delayed because the require-ments date that triggered the order (think of a secondary require-

ment, for example) cannot be covered in time.In ECC requirements planning, exception messages normally alert

you to this kind of problem. These messages indicate that procure-ment of a material will be delayed. These delays typically occur inlower-level assemblies, while procurement of the finished product still appears to be on schedule. The exception message is not nor-mally propagated to the relevant finished product. It is the MRP con-

Figure 2.4 Dates in Multilevel Production: Total Replenishment Lead Time and In-House Production Time

Today

Start ofprocurement

Plannedorder ADependent

requirement

Plannedorder BPurchaseorder C

Requirementsdate

Bill of materialsexplosion

A

C

D

B

Time

Purchaseorder D



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Production Planning Functions 2.1

troller’s responsibility to identify problematic supply chains usingthese exception messages and to solve the problem, for example, by changing procurement elements manually or by finding alternativesin the procurement process.

2.1.3 Material Planning and Capacity Planning

In material planning, procurement elements are created with datesthat correspond to the requirements situation. This type of planningis based on the individual in-house production times or delivery times of the materials in question.

With externally procured materials, you therefore have to assumethat the planned vendor will be able to deliver within the planneddelivery time. If in doubt, confirm this with the vendor. You may find that you will need to switch to another vendor with a different delivery time.

MRP IIThe situation is more complex for materials produced in-house. Inthis case, material planning uses the MRP II concept. This means that material planning is initially based on infinite production capacities,with capacity planning following in a second, separate step. When anorder is created, there is therefore no check to determine whether

the required work centers or resources are available for the relevant period or are already fully occupied by another production process.

Available capacityCapacity planning comprises the following steps: First, the availablecapacity at the work centers (or resources (PP-PI)) is established. Forexample, it is established that work center A is available for 40 hourseach week.

Capacityrequirement

The orders (planned orders or manufacturing orders), on the otherhand, have certain capacity requirements, resulting from the routing(or master recipe (PP-PI)). The routing can be broken down intooperations. Each operation is assigned a work center, where it can be

executed. For example, operation 10 requires work center A for 10minutes for each piece of the finished product. This means that workcenter A is required for 50 minutes if you have an order with anorder quantity of five pieces. An order therefore contains not only the planned production start and end dates, but also the operationsdates, including details of the required production resources, and, inaddition, it formulates the corresponding capacity requirement.



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The goal of capacity planning is to ensure that orders can be exe-cuted, in other words, that work centers are available whenrequired. Capacity planning therefore compares the capacity require-ment with the available capacity. Since a work center may naturally be required by different orders for completely different finishedproducts, this comparison is normally carried out as work center-specific.

Scheduling To ensure that a certain order can be executed at a certain time at aspecific work center, the order is scheduled. A production resourcecan only be reserved by an order using scheduling . Scheduling can beperformed interactively in a capacity planning table (or detailedscheduling planning board in APO) for individual orders, or it can beexecuted automatically as a background job. Problems associatedwith capacity planning can be extremely complex. For example,orders may involve several operations that require different resources. Successful scheduling of one operation at a resource may conflict with the dates of the other operations, and so on.

Bottleneckresources

What this means is that capacity planning is restricted to the plan-ning of the bottleneck resources. You therefore must assume that nomore than one resource from the routing actually needs to bechecked for scheduling conflicts, and have to trust that the remainingoperations in the order will work. This focus on bottleneck resourcesis an important principle in capacity planning and is also integral toensuring an executable production planning process in the context of

APO-PP/DS.

Finite and infinitescheduling

If a check is performed to determine the existing production resourceload, that is, to determine whether capacity is available or has already been reserved by another order, this is referred to as finite scheduling .The availability checked in this instance is finite. If this check is not performed, this is referred to as infinite scheduling , whereby the avail-able capacity is assumed to be infinite.

Interaction withrequirements

planning

Finite capacity planning generally results in date shifts because timegaps must be found when the bottleneck resources can be scheduled.If a date is brought forward, the availability date of the order isdelayed as a result. The deadline of the requirements date of the fin-ished product is missed. If, on the other hand, the order is movedbackward in time, the secondary requirements dates for the materi-als required for production are also delayed, with the result that the





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2.2 Advanced Production Planning withAPO-PP/DS

The previous section discussed the basic principles of productionplanning with SAP, which apply equally to ECC-MRP and APO-PP/DS. Even if you use APO-PP/DS, you still need to make the basicsettings for the production planning process in ECC, so that you canthen systematically enhance planning with the functions in APO.This section illustrates the advanced planning options that are avail-able in APO-PP/DS.

APO-PP/DS offers an extremely wide range of additional processesand options. In practice, any one of the points discussed below would be enough to justify using PP/DS—you don’t have to use all of the functions simultaneously. Indeed, a gradual and selectiveenhancement of the core processes is often much more useful.

Note that the following description of the advanced options is not exhaustive. Rather, it focuses on just some of the main features, by way of an introduction to the more detailed descriptions of the indi-vidual functions in the following chapters.

2.2.1 Requirements Planning with Exact TimesRequirements planning in ECC is generally accurate to the day. Evenif you can enter an availability date with an exact time, as would bedone in sales orders, requirements planning still takes into account only the date. Similarly, requirements planning takes into account only the dates of dependent requirements, which are derived fromthe exact start time of an operation. This means that it is impossibleto distinguish between two different requirements that relate to themorning and afternoon of the same date. Orders created to coverrequirements in ECC only contain an availability date.

In APO-PP/DS, requirements planning is based on exact times (accu-rate to the second). Sales orders, dependent requirements, and allother requirements are assigned an exact time. Orders to cover therequirements are scheduled for precisely this time.

If, for example, you need a precise requirement coverage for a just-in-time processing, this can be planned with APO-PP/DS.



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Advanced Production Planning with APO-PP/DS 2.2

2.2.2 Descriptive CharacteristicsPlanning withfinal assembly

If you use the Planning with final assembly planning strategy, theplanned independent requirements are consumed by sales orders,which are generally received at a later stage. In ECC, this consump-tion is both plant-specific and material-specific.

In APO, you can control consumption more precisely across plantsand materials. For example, consumption can be specific to individ-ual customers. For this purpose, planned independent requirementsare created with reference to individual customers, that is, they areassigned additional descriptive characteristics. Sales orders that are

received then only consume the forecasts for these customers.

2.2.3 Simultaneous Quantity and Capacity Planning

In ECC, quantities and capacities are planned separately. This appliesto requirements planning, but the possibility of taking into account capacities is similarly limited when you manually create or move anorder. Instead, this must be done in a second step.

In APO-PP/DS, you can plan quantities and capacities simultaneously.For example, the capacity situation can also be considered when anadditional order is created in a short-term horizon in which capacity

planning has already been completed and the production plan isalready defined. The order can be created only if periods of availablecapacity are found for the operations in the order, and it is then auto-matically scheduled for this period.

2.2.4 Production Planning Runs with Several Steps

In APO-PP/DS, it is easy to construct the automatic production plan-ning process from several steps. The individual steps are simply spec-ified in the production planning run. An example of how individualsteps can be placed in a logical sequence is shown below:

1. Requirements planning based on MRP logic

2. Scheduling of capacities for bottleneck resources

3. Requirements planning for the materials for which capacity plan-ning has resulted in shifts in requirements

HeuristicsThese steps can be easily defined using procedures referred to as heu-ristics, and can be limited to specific materials or resources (see Fig-



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ure 2.6). The result of this kind of planning run (which, in practice,often comprises up to 10 steps) is a procurement plan, which allowsfor as many conditions of planning as possible (capacity bottlenecks,deadlines).

2.2.5 Pegging and Control of the Material Flow

In ECC, dynamic references are created between requirement andprocurement elements in order to evaluate requirements planning.These references can be seen in the MRP list or in the current stock/requirements list as part of the Pegged Requirements and

Order Report functions, and they can be used to edit the planningresult manually. Because these references are generated dynamically and are not stored in the database, they are not available for othertransactions or functions.

Pegging In APO-PP/DS, dynamic references are similarly created betweenrequirements and procurement elements following requirementsplanning or the generation of orders. In APO, these references are

Figure 2.6 APO Transaction “Production Planning Run,” Transaction Code/SAPAPO/CDPSB0, Production Planning Run with Multiple Steps



35


called pegging relationships. These relationships are created in multi-level production across all BOM levels. This network of relationshipsis referred to as a pegging network. In contrast to ECC, pegging rela-tionships are stored in the APO database and are therefore availableto all applications in APO. The pegging network can be used incapacity planning, for example, to shift the corresponding orders forcomponents whenever an order is shifted.

Dynamic and fixedpegging

Dynamic pegging can be influenced by a range of settings, and can beadjusted to suit the specified planning situation (see Figure 2.7). Youcan also fix pegging relationships so that the relevant orders andrequirements remained fixed in a relationship with one another,even if the planning situation changes and new dynamic peggingrelationships are created as a result. You can create (and delete) thesefixed relationships manually or automatically with the relevant func-tions or heuristics.

Figure 2.7 APO Transaction “Product,” Transaction Code /SAPAPO/MAT1,Product Master and Pegging Settings





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case, which means that different vendors may be used, depending onthe lot size.

The process is exactly the same for the planning of in-house produc-

tion. There may be differences in terms of lead times and productioncosts in the various production versions (transferred to APO as pro-duction process models or production data structures).

2.2.7 Advanced Alert Handling

Exception messages (alerts) indicate problems with planning. In ECC,exception messages are displayed in the MRP list (or in the current

Figure 2.8 ECC Transaction “Change Material Master,” Transaction Code MM02,Material Master with Several Production Versions



38


stock/requirements list). Collective evaluation is possible if you callup the collective display of all MRP lists. In the material overview,

you can display all exception messages that appear in the individualmaterials, sorted by exception group (see Figure 2.9). To examine aproblem, you must then access the individual list.

Alerts In APO-PP/DS, the options for alert handling are much moreadvanced than they are in ECC. First, you can display alerts in theevaluation lists (for example, in the order views) in many different ways. In addition, alerts that are issued in relation to the supply of animportant component are also propagated to and displayed in the fin-ished product (network alerts). Alerts are propagated based on therelevant pegging relationships. The pegging network can also be usedto evaluate the entire order structure for orders (see Figure 2.10).

Alert Monitor Finally, the Alert Monitor provides a comprehensive tool for the cen-tralized evaluation of alerts. The Alert Monitor provides an overview of all relevant alerts. Alerts can be evaluated across all materials,resources, plants, and so on (see Figure 2.11).

Figure 2.9 ECC Transaction “MRP List Collective Display, Transaction Code MD06,”Display of MRP Lists for the MRP Controller with Exception Messages inVarious Exception Groups



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Figure 2.10 APO Transaction “Product View,” Transaction Code /SAPAPO/RRP3,Accessing the Context for an Order in Multilevel Production from the Product View

Figure 2.11 APO Transaction “Alert Monitor,” Transaction Code /SAPAPO/AMON1,Alert Monitor with PP/DS Alerts



40


If you incorporate the Alert Monitor into the product planning tableas a chart, this enables alert-based planning in the sense that you canmake manual changes in one chart (for example, you shift orders inthe capacity planning table) and simultaneously monitor the alertsthat are triggered or resolved as a result in the Alert Monitor chart.

2.2.8 Advanced Options in Capacity Planning

In ECC, capacity planning can be performed manually (in the capac-ity planning table), or executed automatically as a background job.

All orders that require the same work center can be scheduled in

chronological sequence.Improved

performanceOne general benefit of using capacity planning in APO is theimproved performance. Due to the liveCache architecture, thedetailed scheduling planning board in APO can be used for many orders, without affecting runtime (in ECC, the time it takes to import a large number of orders from the database can lead to situations inwhich the planning table can almost no longer be used). The consid-erably enhanced performance in APO also enables the inclusion of new features, such as an Undo function, which allows you to manu-ally undo individual steps.

A range of advanced options A whole range of advanced options and selection criteria are pro-

vided for manual and, in particular, automatic scheduling andrescheduling of orders. These options are merely listed at this stage.You can use the strategy profile (see Figure 2.12) to define, amongother things:

Finite or infinite scheduling, using a finiteness level if required

Scheduling sequence

Whether alternative resources (modes) are to be taken intoaccount

Compact scheduling

Whether pegging relationships are to be considered

Whether order-internal relationships are to be taken into account

Various functions and heuristics are available for capacity planning;(fixed) pegging can be used in various ways; resource overload alertscan be used for troubleshooting; and so on.





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sistently taking into account all constraints in a multilevel produc-tion plan.

2.2.9 Simple Options for Enhancement with CustomFunctions and Heuristics

In ECC (as in APO), the exact steps involved in planning can be deter-mined by a range of customizing settings. However, if you want totake things a step further and, for example, create special new plan-ning algorithms, a modification of the ECC system is required.

Figure 2.13 APO Transaction “Detailed Scheduling Planning Board—Variable View,”Transaction Code /SAPAPO/CDPS0, Accessing the Optimizer from the DetailedScheduling Planning Board



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In APO-PP/DS, it is very easy to incorporate new algorithms and pro-cesses into the planning process by adding them to the system asadditional functions or heuristics. They are then available alongsidethe standard algorithms (see Figure 2.14) and can simply be used asalternatives in the applications. A system modification is not required.

Figure 2.14 APO Customizing Setting “Change Heuristics,” Transaction Code/SAPAPO/CDPSC11, List Showing Some of the Delivered Heuristics



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2.3 Planning in APO and Execution in ECCTo fully benefit from using APO-PP/DS, an understanding of themain options for advanced planning is essential. This includes a clearunderstanding of how an APO function affects the final productionplan that is to be executed.

Document flowin production

planning

Planned orders and purchase requisitions represent the direct result of production planning in APO-PP/DS. These orders are createdbased on APO master data, which was transferred from ECC. Whenthey are converted into manufacturing orders or purchase orders,the orders must be transferred to the executing ECC system. The cor-responding ECC master data is again essential for this purpose. TheECC master data design is therefore very important in APO planning.

Master data should be maintained in a way that both supports therelevant APO process and enables a smooth transfer of the planningresult from APO back to ECC.

Executingplanning in ECC

The planning steps executed in APO only make sense if the resultscan have a rippling effect in the manufacturing order or purchaseorder in ECC. Note also that certain process steps in the ECC manu-facturing order must be transferred back to APO (production back-flushes result in the reduction of the corresponding capacity require-

ment in APO, for example). But, it is not useful to exploit all of theoptions that are theoretically possible in the ECC manufacturingorder. For example, you could manually reschedule an operationfrom the production order by changing the default values. However,the result could not be taken into account in APO because the APOorder is based on the APO master data. Therefore, this step is not permitted. The reasoning behind this constraint in this example isthat rescheduling is a function of production planning and thus of

APO, and therefore should be executed in APO.

It follows that you should therefore verify the integrity of all process

steps with APO. These include creating master data, transferringmaster data to APO and enhancing it there as required, using trans-action data, planning in APO, converting orders and transferringthem to ECC, and backflushing manufacturing orders.



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Index

A

Absolute optimum 235 Accessibility 232 Action at scheduling error 226 Activation of sequence-dependent setup

activities 230 Active model 78 Active planning version 78 Active strategy 180 Activities 216 Additional status 247 Advanced planning 19 Alert 38, 229, 234 Alert based planning 209 Alert management 246 Alert Monitor 38, 209, 213, 219, 243 Alert notification engine 248 Alert object type 247 Alert profile 204, 244 Alerts 206

redefine 245 Alternative mode 220, 228, 240

Alternative procurement source 249 Alternative production data structure

286 Alternative resource 186, 209, 218, 220,

249, 289, 291 Alternative work center 240 Analytical solution 235 Anonymous make-to-stock 138 APO indicator 70 APO master data 58 APO resource 79 APO target system 52 APO-relevant 73 APO-specific data field 59 Append operation from behind 222 Append structure 77 Application errors 90 Application log 94 Ascertaining planned independent

requirements 162 Assignment mode 137

ATP category 127 ATP check 273 ATP Customizing 273, 274 ATP Available to Promise (ATP) Automated Planning 251 Automated production control 237 Automatic determination of the source of

supply 174 Automatic mode selection 225, 229 Automatic planning 210 Availability check 273 Availability situation 213 Available capacity 220, 234 Available to Promise (ATP) 272

B

Background processing 241Backlog 234Backlog rescheduling 235Backorder processing 283, 285, 286Backward planning 221, 257Backward scheduling 25

Backward with reverse 221BAdI 56Basic date 26BD61 75Block limit 225, 226Block planning 222, 224BOM 27Bottleneck 264Bottleneck resource 30, 214, 239, 265,

266, 286Bottleneck workstation 256Bottom-up planning 251Breaks 177BSG 54Bucket 224, 280Bucket capacity 222Bucket oriented planning 224Bucket-finite 227Bucket-oriented capacity check 222Bucket-oriented CTP 273, 280Bucket-oriented planning 235



328

Index

Business system group 54Button profile 235By period 171

C

Calendar 242Calendar resources 176Campaign 225Campaign optimization 241Campaign requirement 225Capable to Match (CTM) 152Capable to Promise (CTP) 250, 272

Capacity availability 243Capacity leveling 235, 258Capacity load 214Capacity planning 29, 206, 214, 216,

221, 232Capacity requirement 29, 204, 209, 218Capacity requirements planning (CRP)

17, 23Capacity situation 206, 209Category 83Category group 137Change fixing/planning intervals 230Change material master 173Change mode 204Change pointer 75Change transfer 60, 73Change transfer of master data 73Characteristic 134Characteristic evaluation 281Chart 216, 220, 234, 237Chart selection 208, 209, 232Check control 281Check instructions 274Check mode 132, 273, 281

maintain 132Checking horizon 283CIF 45

CIF cockpit 95CIF comparison/reconciliation function96

CIF interface 21CIFCUS 75CIFMAT 75CIFMTMRPA 77CIFSRC 75

CIFVEN 75Clipboard 233, 234Close slots 222Collective access 211, 212Collective display 211Collective requirements 139, 142Communication errors 90Compact scheduling 227Comply with block planning 225Configuration 209Configuration-dependent setup 249Consider Maximum Intervals 226Consider safety stock requirements in

SAP liveCache 194Consider time buffer (pegging) 227, 228Constraint 214, 217, 221, 229, 235, 236Constraint programming 242Constraint propagation 242Consumption group 144Consumption-based planning 24Context menu 232, 233, 234Context of an order 189Continuous input and output 156Continuous time CTP 275Control parameter 153Conversion 204Conversion flag 199Conversion of Orders 199Conversion of Orders/Purchase Requisiti-

ons 140Conversion rule 139Costs 240Cross-order relationship 227CRP Capacity requirements planning

(CRP)CTP check 224CTP confirmation 278CTP scenario 222Current date 224Current modes 223

keeping 228Customer exit 56Customer requirements class 273Customer requirements type 273Customer’s required date 230Customizing 204, 210, 215, 218, 230,

231, 235, 238, 247



329

Index

D

Data channel 91Database 204Database alert 248Date 242Date alert 191Date and time entry 217Date fixed 166Date/time violation 219Days’ supply 202, 213Days’ supply type 205, 210Deallocation 217, 218

Deallocation costs 237Define activities for mass processing 136Define finiteness level for resources 185Degree of freedom 243Delay 229, 240, 244Delay costs 239, 240Deletion flag 77Delivery time 26Demand Planning (DP) 19Dependent operation 226, 229Descriptive characteristics 33, 143Desired date 224Detailed planning function 253Detailed planning heuristic 251Detailed scheduling board 209, 236Detailed scheduling heuristic 214, 218,

229, 234Detailed scheduling planning board 206,

210, 214, 216, 217, 230, 231, 266Detailed scheduling strategy 217Determining the source of supply 172Diagram area 216Diagram section 232Direction of interchangeability 197Display operation in work area 233Display period 234Distribution definition 53, 87

Downtime 234DP Demand Planning (DP)Drag and Drop 217, 233, 234DS strategy 217DS strategy profile 220DS view 180Dynamic exception alerts 206Dynamic exception condition 292Dynamic exception message 204, 209

Dynamic pegging 190, 228, 229Dynamic setup 239

E

Earliest date 224Eliminating transfer errors 95End of horizon 236End run at the first solution 242Enhanced backward scheduling 230Error 209, 244Error-tolerant scheduling 226, 229Evaluation tool 201

Exact solution to a problem 235Exception based planning 209Exception group 212Exception message 28, 37, 203, 209,

213, 217, 222, 234, 243Exception-based planning 292Executing the integration model 64Expanded selection 212Expert view 180Explain result 241Extended selection 207, 210External capacity 79External procurement 25, 174

F

Factorial 235Feasible plan 209, 229Feasible production plan 280, 282, 292Feasible production program 217, 260Feasible solution 242Field selection 232Filter object 85Find slot 217, 221Finite 217Finite capacity 224Finite forward planning 221

Finite MRP run 250Finite planning 184, 221, 249Finite requirements planning 179, 250,

277, 287Finite resource 183, 221Finite scheduling 30Finite strategy 250Finiteness level 184, 224, 229, 241Firming 31, 164



330

Index

Firming date 166Firming horizon 166Fixed costs 240Fixed date 133Fixed lot size 171Fixed material flow 281, 283Fixed pegging 192, 227, 229, 280Fixing interval 218, 230, 234Flexible planning 17Float after production 26Float before production 26Follow-up rescheduling 229Forward scheduling 28

Fragmentation 279, 285Function 150

G

GATP 20General selection options for materials

61Genetic algorithm 242Global ATP 20, 273Global parameters and default values 89,

126maintain 126

Goods issue time 176Goods receipt time 176Graphic object 232

H

Hard constraint 243Heuristic 130, 153, 204, 206, 210, 231,

236Heuristic for flow control 160Heuristic profile 147, 229Heuristically 242Heuristics package 159Highlighting 218

Horizon 236, 241

I

Ignore error 68Inbound queue 57Inbound resource 176Individual customer requirement 142Industry solution 22

Industry-specific process 241Infinite planning 179Infinite scheduling 30, 222Infinite sequencing 223Information 209, 244Inheriting fixed pegging 194In-house production 25In-house production time 25, 28Inifinite 217Initial dialog 236Initial transfer 59Input firmed 165Insert operation 217, 221

Integration model 60, 85 Activate 65Create 61

Delete 72 Execute 63

Interactive 214Interactive detailed scheduling 230Interactive optimization 236Interactive planning 146, 217, 229, 236Interactive setup optimization 263Interruptibility of activities 243Inventory management 216

K

Key figure 134, 239Kl++ 251

L

Layout 205, 210, 213, 217, 232Lean manufacturing 206, 207, 286Line utilization planning 287, 293Line-loading planning 209List area 234LiveCache 20Location 177

Location product 201Log 220, 241, 291Log Deactivated Material Masters 65Logical unit of work 93Loser products 180Lot size 156Lot size settings from heuristic 170Lot-for-lot 170Lot-sizing procedure 156



331

Index

Lowest mode priority 225Low-level code 150, 253, 262, 287, 291Low-level code alignment 253Low-level code method 250, 253LTP 17LUW 93

M

Maintain conversion rules 140 Maintain heuristics 154, 193 Maintain interchangeability group 197 Maintain strategy profile 181

Make span 239 Make-to-order production 141 Make-to-order segment 203 Make-to-stock strategy 274 Manual planning 217, 234 Manual postprocessing 262 Manual sequence scheduling 230 Manual sequencing 262 Mass conversion 204 Mass data 211 Mass rescheduling 229 Mass selection 211 Master recipe 29 Material availability 242 Material requirements planning 24 Maximum delay costs 239, 240 Maximum integration model 69 Maximum interval 226 Maximum lot size 171 Maximum runtime 241 Message types 75 Middle-out planning 251 Minimize runtime 230 Minimum lot size 171 Mixed resource 78 MM 17 MM02 173

Mode 221, 223, 225 Mode costs 239, 240 Mode priority 182, 187 Model 78 Model and planning version management

127 Monitoring 90 MRP 17, 23, 213 MRP element 206

MRP II concept 29, 250 MRP list 211 MRP planner 206 MRP type 24, 61 MRP type X0 61 Multi-activity resource 78 Multilevel costs 175 Multiple loading 218 Multi-resource 223 Multi-resource planning 286, 287, 291 Multi-resource planning primary

resource 287mySAP SCM 17

N

Navigation area 216Navigation structure 208, 233, 234, 266Navigation tree 205, 210Net change planning 150Net requirements calculation 168Network alert 191Network display 216, 220, 232Network view 268, 271Non-availability 272, 273, 283, 285Non-working time 217, 224, 225, 234Number range 126, 247, 277, 278

O

Objective function 239Offset 176Offset time 178, 221, 223Online transfer 73Open selection criteria 71Operation 216, 217

insert 262 squeeze in 217

Operation list 219, 234Optimization 237, 251, 266

Optimization concepts 235Optimization horizon 236, 240Optimization objective 239Optimization parameter 237, 238Optimization procedure 242Optimization profile 210, 231, 236, 238,

241, 259Optimization result 235Optimization run 236



332

Index

Optimized setup 214Optimizer 164, 214, 234, 259, 263Optimizing lot-sizing procedure 156Optimum 235Order 204, 216Order list 219, 232Order liveCache 20Order priority 240, 249, 263Order processing 201Order report 34, 190Order structure 221Order view 201, 206Order-internal relationship 182, 226,

227, 228Outbound queue 57Outbound resource 176Outlet 226, 229, 289Output firmed 165Overall lead time 239Overall planning 252Overall production costs 239Overall profile 210, 214, 220, 231, 243,

244Overall setting 210Overlap 234Overload 206, 209, 219, 222, 258

P

Parallelize 65Parameterization 238Parisian parking 221Pegged requirement 34Pegging 188, 229, 281Pegging area 188Pegging ATP 281Pegging consider 281Pegging network 189Pegging overview 201Pegging relationship 35, 188, 217, 235

Pegging requirements 190Pegging strategy 191Pegging structure 228Performance 215Period factor 171Period of adjustment 162Period profile 235Period split 234Periodic change transfer 74

Periodic planning 210Periodic product view 206Periodic view 234Period-oriented 234Period-oriented plan 235Period-oriented planning 206, 208Permutation 235Phase-out control 197PI 17Pick and Drop 233, 234Plan explosion 172Planned delivery time 176Planned independent requirements 134

Planned order quantity 220Planning 203Planning adjustment 142Planning board profile 217, 232Planning date 212, 234Planning direction 217, 221, 222, 224,

234Planning file 150

display 151Planning group 152, 212Planning interval 230Planning log 234Planning mode 179, 221, 223, 229Planning object 254, 257Planning of shortage quantities 155Planning of standard lots 155Planning package 197Planning period 206, 234Planning procedure 128, 218, 262

maintain 128Planning product 141Planning reservation 150Planning result 214Planning run 212Planning segment 203Planning strategy 179Planning submode 226, 229

Planning table 207Planning time 223Planning versions 78Planning with final assembly 138, 274Planning with planning product 141Planning without final assembly 139Planning-related minimum interval 227Plant stock 275Plug-in 46



333

Index

PP 17PP strategy profile 220PP view 180PP/DS alert 246PP/DS alert profile 209, 244PP/DS bucket capacity 224, 280PP/DS horizon 148PP/DS Optimizer 210, 218, 235, 263,

282, 285, 292PP-Firmed 166PPM change transfer 81Primary resource 288Prioritization 247

Priority 132, 162Priority category 244Process heuristic 282, 283Processing indicator 213Process-related minimum interval 226,

227Procurement date 204Product 216Product alert 191Product heuristic 146, 154, 204Product hierarchy 141Product interchangeability 197Product interchangeability groups 197Product inventory 216, 220Product overview 211Product planning board 291Product planning table 206, 207, 213,

236, 265Product stock 232Product view 201, 202, 213

periodic 209, 291Production costs 239, 240Production data structure 81, 206Production date 26Production in a different location 172Production line 287Production list 210

Production order 199, 204Production overview 219Production planner 207, 244Production planning 23Production planning run 148, 149, 236,

250Production Planning/Detailed Scheduling

20Production process 214

Production process model 81, 173, 206Production program 209, 210Production quantity 219, 220Production rate 288Production version 36, 288Profile 204, 210, 232Profile maintenance 231Propagation range 149, 206, 210, 214,

215, 231, 240

Q

qRFC alert 95

qRFC monitor 94Quantity alert 191Quantity planning 220Queued Remote Function Call (qRFC) 91Quota Arrangement 294Quotation heuristic 294

R

Receipts view 201Reconciliation 251Redirection of exception messages 246Reducing planned independent require-

ments 142Reduction of lead time 227Regenerative planning 217, 218, 220Relationship 217, 221, 227, 229, 235,

262Release sales planning to SNP 134, 145Removal of backlogs 230Reorder point method 128Repetitive manufacturing 286Report 220

RAPOKZFX 70 RCIFIMAX 69, 72 RCIFMTDE 65, 72 RIMODAC2 72

RIMODDEL 72 RIMODGEN 72Representative 246Requested delivery date 133Requested quantity 133Required date 221, 222Requirement ascertainment horizon 162Requirement check 139Requirement class 132



334

Index

Requirement coverage element 229Requirement date/time 214, 217, 221Requirement planning 222Requirement planning with exact times

32Requirement strategy 131Requirement type 131Requirement view 201Reschedule 209, 257Rescheduling 214, 217, 218, 220Rescource planning table 231Resource 78, 183, 207, 214, 216Resource assignment 230

Resource buffer 241Resource chart 266Resource load 210, 220, 234Resource overload 209Resource overload alert 184Resource planning table 231, 232Resource pool 233Resource schedule plan 216Resource selection 214Resource situation 216Resource time buffers 227, 228Resource utilization 234Resource utilization planning 286Resource view periodic 209, 210Reuse mode 155Reverse 222Reversing the planning direction 229RFC 49RFC connection 48Right mouse buttom 220Rounding profile 171Rounding value 171Routing 29Row format 232Rules-based availability check 274Runtime 242

SSafety days’ supply 169Safety stock 169, 194Safety time 169SALE 49Sales order 131, 275SAP APO 19SAP APO customizing 205

SAP ECC 17SAP R/3 17SAP SCM 18SAP_MRP_001 160SAP_MRP_002 161SAP_PP_002 130, 155, 168SAP_PP_003 131, 155SAP_PP_004 155SAP_PP_005 155SAP_PP_007 155SAP_PP_009 161SAP_PP_010 162SAP_PP_011 192

SAP_PP_012 162SAP_PP_013 155SAP_PP_014 162SAP_PP_015 162SAP_PP_018 194SAP_PP_019 192SAP_PP_020 163SAP_PP_C001 155SAP_PP_CTP 131SAP_PP_I001 197Schedule deallocated operations 230Schedule sequence 230Schedule sequence manually 230Schedule slippage 257Scheduling 30, 176, 214, 217, 218Scheduling at block limits 226Scheduling attempt 217Scheduling error 229Scheduling offset 223Scheduling on the required date 221Scheduling problem 229Scheduling sequence 182, 217, 223,

230, 263Scheduling state 218SCM Queue Manager 94SD 17Search area 242

Search for gaps 183Search procedure 242Selection 214Selection criteria 243Selection rule 202, 206Selection variant 244Sequence 218, 220, 221, 242Sequence planning 234, 235Sequence-dependent setup activity 230



335

Index

Sequence-dependent setup time 223Sequencing 209, 214, 224, 232, 262,

270Service heuristics 161Set 215Set requirements strategy 137Set user parameters 87Setup activity 196, 230, 287Setup costs 239Setup key 196Setup matrix 195, 249, 263, 264, 267Setup optimization 266, 267, 268Setup sequence 263

Setup time 194, 218, 239, 263Setup-condition-dependent setup time263

Setup-status-dependent setup time 239SFC 17Shift 209Shop floor control 210Shop floor papers 237Shortage 168, 209, 213Shuffler 216, 233Simultaneous quantity and capacity plan-

ning 33, 250, 293Single level costs 175Single resource 221, 223Single-activity resource 78SM59 50SNP Optimizer 235SNP Supply Network Planning (SNP)Soft constraint 243SOP 17Sort sequence 263Sorting sequence 223Source of supply 225Special procurement key 172Special stock 202Specified date 224Stable forward scheduling 230

Stage numbering 253, 262Stage-numbering algorithm 163Standard optimization profile 242Start of horizon 236Start of optimized schedule 236Status information 217Stock available for MRP 168Strategy 157Strategy profile 180, 231

Strategy setting 218, 220Subassembly forecast 138Submode 226Subprofile 214Substitution orders 198Supersession chain 197Supply chain management 17Supply Network Planning (SNP) 20Surplus 213

T

Table area 216

Table-oriented 232Target host 50Temporal termination criterion 229Temporary requirement 277Termination criterion 229, 236, 241,

242Threshold value 244Time buffer 178Time constraint 217, 221Time decomposition 241Time factor 177Time interval between activities 178Time profile 148, 215, 231Time relationship 242Time series liveCache 20Time window 236Time-continuous capacity 224Time-continuous CTP 273Timeliness 270Toolbar 232Top-down planning 251Total delays 240, 270Total of the delay costs 239Total of the mode cost 239Total of the setup costs 239Total of the setup times 239, 266Total replenishment lead time 28

TP/VS Transport Planning/VehicleScheduling (TP/VS)Trade-off 240Transaction codes

/INCMD/UI 197 /SAPAPO/C4 53, 87 /SAPAPO/C41 94 /SAPAPO/C5 88 /SAPAPO/CDPSB0 150



Documents

Chapter on PP on Ecc and Apo