SCM244 Produktionsplanung Teil I (R/3 - MRP)

SCM244 Produktionsplanung Teil I (R/3 - MRP)

SCM244Release 470 04/12/2006

DOCPROPERTY "Material" \* MERGEFORMAT

0 Software Components: SAP R/3 4.6C

2002/Q4

5005 5338

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0.3 0.4 Notes for the course participants The training material is not suitable for a self-teach program. The course is only complete with the explanations from the instructor. There is space on the sheets for you to write down additional information.

1 1.2 1.3 1.4 1.5 1.6 1.7 Supply Chain Planning in SAP R/3 covers various steps: Planning takes place in demand management. Consumption of the forecasting with sales orders is possible. Long-term planning is simulative planning, with which you can, for example, analyze a demand program to see how feasible it is. Master production scheduling is requirements planning for master schedule items. Non-master schedule items are planned in material requirements planning.

1.8 2 2.2 2.3 2.4 If you want to plan a material automatically, you must define suitable MRP and lot-sizing procedures in the material master. To do this, use the MRP type and lot size indicators. Regardless of the procedure you choose, you must maintain further data in the material master. You can define different MRP procedures for a material in different plants.

The two main planning procedures are consumption-based planning and material requirements planning.

Consumption-based planning is based on consumption values in the past and uses forecast or statistical procedures to determine future requirements. Consumption-based planning is characterized by its simplicity and is mainly used for B and C parts with a low value. One prerequisite of consumption-based planning is efficient and consistently up-to-date inventory management.

In contrast to consumption-based planning, material requirements planning takes current and future sales as a reference point and is executed for the whole BOM structure. The planned requirement quantities trigger the MRP calculation, which, in general, produces better planning results than consumption-based planning.

2.5 In the first step of detailed planning in material requirements planning (MRP), the procurement dates and quantities for the required assemblies and components are determined based on the requirements dates and quantities for the finished product (for example, a sales order). Bills of material and routings must be triggered to do this.

Procurement for products produced in-house is scheduled on the basis of the routing. The routing specifies which production operations need to be executed and how long the individual operations last. To begin production of the finished product, the assemblies (from the bill of material) needed for production must be available. Procurement of these assemblies must therefore be initiated in good time. Taking the dependent requirements date as the availability date, the system determines the basic order dates of the components by means of backward scheduling using the in-house production time or planned delivery time.

2.6 Material requirements planning is based on current and future requirements. The planned requirement quantities trigger the MRP calculation. In MRP, the requirement elements are sales orders, planned independent requirements, material reservations and so on, as well as the dependent requirements that are created by a BOM explosion for assembly groups and components.

MRP is especially useful for planning finished products and important assembly groups and components (A items).

The planning procedures in consumption-based planning are easy-to-use methods of requirements planning, which assist in achieving certain aims with relatively little effort. Consumption-based planning procedures are preferably used in areas without in-house production or in manufacturing plants in order to plan B and C items and operating supplies.

Consumption-based planning is based on historical data, and uses material forecasts or statistical procedures to determine future requirements. Consumption-based planning procedures do not refer directly to the production plan - requirements calculation is not triggered by independent or dependent requirements. It is either triggered by the available stock level falling below the reorder point, or by forecast requirements calculated from historical data.

One prerequisite of consumption-based planning is efficient and consistently up-to-date inventory management.

2.7 Manual reorder point planning is a typical process in consumption-based planning. It is characterized by its simplicity.

You control the planning using a manually entered reorder point (for example, 50 pieces). In the planning run, the system simply checks whether the available warehouse stock falls short of the reorder point. If that is the case, the system triggers procurement to the amount of the lot size (a fixed lot size of 500 pieces for example).

If scheduling agreement schedule lines are created directly by the planning run, for example for materials procured externally, the administrative work for this sort of planning is minimal.

Consumption-based planning is only appropriate for materials with demand that stays relatively constant. Real-time inventory management is also necessary.

2.8 In reorder point planning the quantity available for planning results from the following calculation: Warehouse stock + fixed receipts (for example, purchase orders, fixed planned orders, fixed purchase requisitions).

The reorder point is made up of the expected average material requirement during the replenishment lead time and the safety stock. Correspondingly, the following points must be considered when defining the reorder point:

Safety stock

Previous consumption or future requirements

Replenishment lead time

The safety stock must cover both the unplanned material excess consumption during the replenishment lead time, as well as the additional requirements caused by delayed deliveries.

The reorder point can be determined manually or automatically using the material forecast.

If the quantity available for planning is less than the reorder point, there is a material shortage. The purchase order quantity is created from the lot-sizing procedure in the material master record.

The system sets the planning date as the basis for the requirements date.

2.9 With the Include external requirements indicator for the MRP type of the reorder point planning (in Customizing of the MRP type), you can control whether external requirements, in other words, sales orders and manual reservations, are to be taken into consideration. You can also consider further requirements (such as order reservations).

You can decide whether these external requirements are to be included in the complete planning horizon (1) or only within the replenishment lead time (2).

2.10 The shortage quantity date for materials planned using reorder points is the date of the planning run. If stock falls short of the reorder point, procurement is triggered immediately. In scheduling, the system defines the date on which the material will be available from the date of the planning run. This procedure is called forward scheduling.

This date specifies the order start date for planned orders and the release date for purchase requisitions ('Release' in this context means the release of the purchase requisition for conversion into a purchase order by Purchasing). The purchasing department processing time is calculated in workdays, and the planned delivery time in calendar days. The delivery date therefore stands firm (for planned orders, this means the order finish date). Finally, the goods receipt processing time is calculated in workdays to the delivery date, giving the availability date.

The purchasing department processing time is the time available to the buyer for converting a purchase requisition into a purchase order. You specify this time for a plant in Customizing.

The goods receipt processing time is the period of time between the receipt of a material and the addition to stock. This time is required, for example, for placing the material into storage.

The planned delivery time and the goods receipt processing time are determined for each material. (You can also determine the planned delivery time in the purchasing info record according to vendor).

2.11 The future requirement development is forecast from historical values of the material consumption based on various forecast models (for example constant model, trend model, season model, trend-season model). This can be used for the following consumption-based MRP procedures:

For forecast-based planning, the forecast values are used directly as requirements. In the MRP run, the procurement of the corresponding quantities is triggered. You can also calculate the safety stock using the forecast.

In time-phased planning, forecast requirements are also calculated. The material is only planned on the days that have been specified by the planning cycle. The forecast requirements are also used to define the procurement quantity for covering the relevant time interval until the receipt of the next procurement quantity. In order to compensate for unforeseen fluctuations in requirements, time-phased material planning can be combined with a reorder point.

For automatic reorder point planning, the reorder point and the safety stock are calculated during the forecast run on the basis of the forecast values, the service level, and the replenishment lead time.

2.12 In forecast-based planning, historical data is used in the material forecast to estimate future requirements. These requirements are forecast requirements and are immediately available in planning.

The system only takes into account forecast requirement quantities as issues. The shortage quantity is calculated by comparing the receipt elements (warehouse stock, order proposals, purchase orders, and so on) with the safety stock and the forecast requirement quantities. Other issue elements such as sales orders or reservations are only displayed in forecast-based planning; they are not taken into account in the net requirements calculations.

The release date of the purchase requisition or the start date of the planned order is determined using backward scheduling based on the date of the forecast requirement.

The forecast requirement is reduced as a result of material withdrawal. This ensures that the part of the predicted requirement which has already been realized is not planned again.

2.13 2.14 Consumption-Based Planning - Exercises

Unit: Consumption-based planning

Topic: Reorder point planning

At the conclusion of these exercises, you will be able to:

Make the settings for reorder point planning

Plan a material using reorder point planning

You want to plan a new raw material screw with material number R-T9## using reorder point planning.

First you create the relevant material master record. You then check the planning procedure for this material.

1-1Create the material master for screw R-T9## in plant 1000 with the views Basic Data 1, Purchasing, MRP 1 and 2, and Accounting 1 using the following data:

Industry sector:

M

Mechanical Engineering

Material type:

ROH

Raw material

Basic Data 1:Description:

Screw group ##Base unit of measurement:

PCMaterial group:

001

Purchasing:Purchasing group:

001

MRP 1:MRP type:

VB (Manual reorder point planning)Reorder point:

100MRP controller:001Lot size:

FX (Fixed order quantity)Fixed lot size:

1000

MRP 2:Planned delivery time:10 (calendar) daysGR processing time:

1 (work)day

1-1-1Which procurement type (in the MRP 2 view) does the system propose?

______________________________________________________

1-1-2Can you change this procurement type? Why (not)?

______________________________________________________

Accounting 1:Valuation class:3000Price control:

V (Moving average price)Moving price:

0.02

Save the new material master.

You need the new material master again in the exercises for unit 4.

1-2Test the functions of reorder point planning.

1-2-1In the Materials Management menu, create a goods receipt of 200 pieces of screw R-T9## in storage location 0001 of plant 1000. Use movement type 501 (goods receipt without purchase order).

1-2-2Starting from the MRP menu, carry out single-item, single-level planning for screw RT9## in plant 1000. In the initial screen of the planning run, enter the following creation indicators:

Processing keyNETCH

Create purchase requisition2

Schedule lines3

Create MRP list1

Planning mode1

Scheduling1

Display results before they are savedDo not select

Start the MRP run by choosing Enter and confirm the system warning by choosing Enter again.1-2-3Check the planning results in the stock/requirements list. Was a purchase requisition created for the screw? Why (not)?

______________________________________________________

1-2-4Production requires 150 screws for the assembly stations for the pumps.

In the Materials Management menu, post the corresponding goods issue of 150 pieces from storage location 0001 of plant 1000. Use movement type 201 and cost center 4230 (pump assembly).

1-2-5Execute single-item, single-level planning once more using the settings listed above. Then analyze the new situation in the stock/requirements list. Was a purchase requisition created for the screw? If so, for what amount? Give a reason for the result:

______________________________________________________

______________________________________________________

1-2-6Note down the availability date of the purchase requisition.

________________

1-2-7What kind of scheduling is involved?

______________________________________________________

1-2-8The processing time for purchasing in plant 1000 is 1 workday. Expand the header details of the stock/requirements list. Which other two time elements contribute to the date determination and in what duration and time unit?

Time elementDuration/Time Unit

2.15 Consumption-Based Planning - Solutions

Unit: Consumption-based planningTopic: Reorder point planning

1-1Menu path: Logistics ( Production ( Master Data ( Material Master( Material( Create (General) ( Immediately 1-1-1Proposed procurement type: F (External procurement)

1-1-2Proposed procurement type can be changed: NoReason: The proposed procurement type F cannot be changed for material type ROH because only external procurement is allowed for this material type in Customizing.Menu path: Customizing-Logistics - General ( Material Master ( Basic Settings ( Material Types ( Define Attributes of Material Types1-2

1-2-1Menu path: Logistics ( Materials Management ( Inventory Management ( Goods Movement ( Goods Receipt ( Other1-2-2Menu path: Logistics( Production( MRP( Planning( Single-Item, Single-Level Planning1-2-3Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements ListPurchase requisition created: No

Reason: The quantity available for planning, consisting here of the warehouse stock of 200 pieces, is higher than the reorder point of 100 pieces.

1-2-4Menu path: Logistics ( Materials Management ( Inventory Management ( Goods Movement ( Goods Issue1-2-5Menu path: Logistics( Production( MRP( Planning( Single-Item, Single-Level Planning

Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List

Purchase requisition created: Yes, 1000 pieces

Reason: Due to the goods issue, the warehouse stock and therefore the quantity available for planning fell to 50 pieces and is therefore less than the reorder point of 100 pieces. This meant that a purchase requisition for the amount of the fixed lot size of 1000 pieces was created.1-2-6Availability date of the purchase requisition: Varies1-2-7Type of scheduling: Forward scheduling1-2-8Time element for date determination:Time elementDuration/Time Unit

Planned delivery time10 calendar days

Goods receipt processing time1 workday

3 3.2 3.3 3.4 Requirements strategies represent the business procedures for planning production quantities and production dates. Various requirements strategies are available, ranging from make-to-order production to make-to-stock production.

If strategies are used for make-to-stock production, production usually takes place, without sales orders already having to be present for the material concerned. If sales orders are then received, these can be met by warehouse stock, so that shorter delivery times can be realized. Moreover, in make-to-stock production, it is possible to realize as consistent a production process as possible, independent of current demand.

Make-to-stock production can also be executed for assemblies. In this case, the finished products themselves are not produced to stock, but rather the necessary assemblies are procured. A sales order for a finished product can then usually be fulfilled quickly, as it is only final assembly that has to be executed because the assemblies already exist.

In planning without final assembly, planning is carried out at finished product level. However, planning is not used to procure the finished product itself already; rather, only the relevant quantities of the required assemblies are procured. Final assembly is only triggered upon receipt of the sales order (which consumes the planned independent requirements).

Make-to-order production only takes place without planning at finished product level. Independent of this, the assemblies can be planned in order to shorten the delivery times.

3.5 A number of different planning strategies are available for planning a material.

While the number of basic planning strategies available in SAP APO and SAP R/3 is similar, SAP R/3 offers additional strategies for executing special procedures.

3.6 The make-to-stock production strategies plan production or procurement using planned independent requirements, which can be created from sales or forecast figures. Sales orders are filled by warehouse stock.

Make-to-stock production strategies are used in industries in which demand and sales fluctuate but where production is to be kept at the same capacity. Fluctuations in demand and sales are balanced out using warehouse stock.

3.7 The demand program is defined without reference to sales orders.

Sales orders are not relevant to MRP, but can be displayed for information purposes. You make this setting in the "No MRP" field in Customizing for the appropriate requirements class (work step, "Defining Requirements Classes" in Customizing for SD).

Sales orders are filled from stock. You can carry out the availability check according to ATP logic in Sales and Distribution. Goods withdrawals for a sales order reduce this sales order.

The consumption of the demand program (that is, of the planned independent requirements) occurs on goods issue (the indicator "PIR reduction" in Customizing of the requirements class 30 must be set if you want to reduce the demand program through delivery for a sales order). The oldest planned independent requirement is reduced first according to the FIFO (first-in-first-out) principle according to the requirement date. Future planned independent requirements are also reduced by goods issues, as long as the forward consumption period in the material master allows this.

3.8 In addition to net requirements planning, gross requirements planning is another strategy of make-to-stock production.

Planned orders, production orders, purchase orders, and other elements are taken into account as receipts when determining requirements.

In the case of gross requirements planning, no warehouse stock is taken into account. Only receipt elements are included in the net requirements calculation.

In net requirements planning, the available warehouse stock for planning is taken into account.

3.9 The demand program is defined with no reference to sales orders or existing warehouse stock. This is why this production strategy is also referred to as "forced production". The focus of this strategy is on utilization of production.

Sales orders are not relevant to MRP, but you can display them for information purposes. You have to define this in the "no MRP" field for the relevant requirements class in Customizing.

Sales orders are filled from stock. You can carry out the availability check according to ATP logic in Sales and Distribution.

The demand program is reduced by the receipt of goods in the warehouse.

A separate segment is created for gross requirements planning in the stock/requirements list and in the MRP list.

3.10 You must have entered the gross requirements planning strategy in the strategy group of the material master (view: MRP 3) and have set the mixed MRP indicator to "gross requirements planning" in the material master (view: MRP 3).

Sales orders are not relevant to MRP, but you can display them for information purposes. You have to define this in the "no MRP" field for the relevant requirements class in Customizing.

3.11 Planning at assembly level (strategy 70 + assembly planning indicator set) is appropriate for production with variants, for example, when it is easier to specify a requirements forecast for certain assemblies than it is for the variant diversity of the finished product.

In this planning strategy, the planned independent requirements for an assembly are planned separately. They are created at assembly level and they trigger the production of the assembly.

If sales orders are received for the finished product, the BOM is exploded for the finished product. Dependent requirements or reservations are also created for the assembly as a result of planned orders or production orders for the finished product. These consume the planned independent requirements of the assembly.

If, due to sales orders, planned orders, or production orders at finished product level, the dependent requirements or reservations exceed the assembly's planned independent requirements, a planned order is created for the assembly during the next planning run.

In Sales and Distribution, the system does not perform a check of the assembly planning quantities.

In the strategy group of the material master record, you must enter strategy 70 and the mixed MRP indicator must be set for assembly planning.

The consumption indicator in the item screen of the planned independent requirements must allow consumption with reservations and dependent requirements.

3.12 To set up consumption of customer requirements or subassembly planning of dependent requirements, or reservations with planned independent requirements, you must set the consumption mode and the consumption period in the material master in the MRP 3 view or in the MRP group.

The consumption mode defines the direction on the time axis in which the consumption with planning should occurs, starting at the date of the sales order to the dependent requirement.

In backward consumption (consumption mode 1), the sales order or dependent requirements consume planned independent requirements that lie before the customer requirement.

In forward consumption (consumption mode 3), the sales order or dependent requirements consume planned independent requirements that lie after the customer requirement.

You can combine backward and forward consumption provided that you take the consumption periods into account (consumption mode 2 or 4).

If no values have been entered for the consumption mode and the consumption interval, the system uses the default setting with backward consumption for 999 days (Note: If consumption mode 1 and the backward consumption period are not maintained, only requirements on the same day are consumed.)

3.13 A phantom assembly can represent a subassembly, which is created in the production process, but is not placed into stock but rather used immediately. Phantom assemblies can also represent a logical grouping. For example, a car radio assembly consists of the radio, speakers and an aerial.

You flag a phantom assembly as such by entering a special procurement type in the material master (view MRP 2) or by entering the indicator (or overriding it) in the BOM item.

In the planning run, the dependent requirements of the higher-level assembly are directly passed down to the components of the phantom assembly.

In exceptional cases, phantom assemblies can be placed in stock and withdrawn at a later date.

3.14 You must have entered strategy 59 (phantom assembly planning) in the material master of the phantom assembly and have set the mixed MRP indicator 1 (subassembly planning) and the special procurement type 50 (phantom assembly).

The planned quantities for the phantom assembly are set in step one (1). This planned independent requirement leads to a dependent requirement for the components of the phantom assembly in MRP. Procurement of the components is triggered (2).

The customer requirement or the planned order/production order at finished product level creates a dependent requirement / reservation at phantom assembly level. Normally this is not the case for phantom assemblies, however with strategy 59, these dependent requirements / reservations are created anyway in order to balance out the planned independent requirements. However, these are not relevant for planning. Consumption of the planned independent requirements also means that the dependent requirements are reduced at component level. However, MRP-relevant dependent requirements / reservations are created at component level as a result of the planned order / production order for the finished product (3).

Once final assembly has been carried out (4), the phantom assembly is confirmed and, if necessary, the components of the assembly backflushed. The planned independent requirement and the reservation of the phantom assembly and the reservations of the components are reduced (5).

Backflushing is important so that the planned independent requirements and the reservations can be reduced consistently. Make sure that all components of the phantom assembly are backflushed simultaneously.

3.15 If you want to use the "Phantom assembly planning (59)" strategy, you must make the following settings in the material master of the assembly ("MRP" view):

- Special procurement type = 50 (phantom assembly)

- Strategy group = 59 (planning at phantom assembly level)

- Mixed MRP indicator = 1 (assembly planning with final assembly)

In the material master of the phantom assembly, set the indicator for backflush (MRP 2 view) to ensure consistent reduction of the planned independent requirements and the reservations. You should also assign the components to the same operation in the routing to ensure that the components are confirmed at the same time.

3.16 When working with the strategies for make-to-order production, the sales order is the only pegged requirement.

In addition to classic make-to-order production, planning without final assembly is also possible. This means that although planning occurs at finished product or assembly level, the final assembly is only triggered by a sales order.

3.17 With strategy 50 (planning without final assembly), the finished product is produced based on the sales order. In order to achieve short delivery times, certain assemblies should be produced or procured before the sales order for the finished product is received.

Planning that is independent of the sales order occurs using planned independent requirements for the finished product. In the MRP run, the system first creates planned orders for the finished product to cover these requirements. These planned orders cannot be converted into production orders (order type VP). However, the system creates planned orders in the MRP run at subassembly and component levels if a material shortage exists. These planned orders can be converted into a production order or a purchase requisition.

Final assembly is triggered upon receipt of the sales order. With strategy 50, the sales order appears in an individual customer planning segment in the stock/requirements list, in which planning is executed separately for the sales order. With strategy 52, the sales order is administered in the net requirements planning segment. This means that during requirements planning and creation of a sales order (order type LA), any existing make-to-stock inventory and other receipt elements can be taken into account in the net requirements planning segment. The quantity produced on the basis of a sales order is also posted to make-to-stock inventory.

You can only carry out the availability check for planned independent requirements. That is, the check of planned independent requirements at finished product level.

3.18 Note for this procedure that the lot-size procedure "lot-for-lot" is used. You also need to make sure that neither rounding values/rounding profiles nor minimum or maximum lot sizes are maintained. Otherwise, the assignment logic is not compatible with an availability check, which could lead to excess planning or incorrect results in the availability check.

3.19 The strategy "Assembly planning without final assembly" (strategy 74) is a mixture of the strategies "assembly planning" (strategy 70) and "planning without final assembly" (strategy 50 or 52). As in strategy 70, in strategy 74 the planned independent requirements for an assembly are regarded separately to the end product and independent of any lot size. You do not have to know the finished production for which the assembly is required.

The planned independent requirements are created at assembly level. As opposed to strategy 70 and as in strategies 50 and 52, the creation of the planned independent requirements does not trigger the production of the assemblies, but rather the procurement of the components. The components are placed into stock until the planned order or the production order for the finished product is received. The production of the assembly is not triggered until the planned order or the production order for the finished product has been received.

The planning run is carried out for the assembly and initially creates planned orders for the assembly's planned independent requirements. These cannot be converted into a production order nor can they be converted in repetitive manufacturing (order type VP). The planned independent requirements and the planned orders for the assembly are in the planning segment. Conversion and procurement (assembly) are not possible until a planned order or a production order for the finished product is created. At component levels below the assembly, however, the system creates planned orders in the planning run if a material shortage exists. These planned orders can be converted into a production orders or a purchase requisition.

At this stage of planning, the stock at assembly level is not taken into account.

3.20 Production of the assembly is not triggered until receipt of the planned order or the production order for the finished product. The dependent requirements and reservations created as a result of the planned order or the production order consume the planned independent requirements of the assembly (as in strategy 70).

Depending on the strategy of the finished product and the individual/collective indicator of the assembly in the net segment, the dependent requirements and reservations of the assembly and the accompanying planned orders of the assembly appear in an individual customer segment or in the individual customer planning segment.

In the planning run, dependent requirements and reservations in the net requirements segment or an individual customer segment result in planned orders that can be converted or that can be dispatched in repetitive manufacturing. This then allows the production of the assembly. At this stage of planning, stock at assembly level is regarded as stock in the net segment or as sales order stock. In the planning segment, the planned order quantity of the VP planned order is reduced according to the new requirements situation.

3.21 In the first step, you create the requirement quantities expected in the future for the assembly. You do this in demand management.

Sales orders, planned orders, or production orders are created for the finished product.

The resulting dependent requirements or reservations (for the assembly) consume the planned independent requirements of the assembly.

The consumption mode and the consumption periods are calculated according to the reservation or the dependent requirements.

3.22 If you want to use the "Planning without final assembly" strategy (74) for the assembly, you must make the following settings in the material master record ("MRP" view):

- Strategy group 74 (planning without final assembly at assembly level) for the assembly

- Mixed MRP indicator = 3 (assembly planning without final assembly)

- Consumption parameters (consumption mode, backward consumption period, forward consumption period)

Individual / collective indicator = 2 (collective requirements only) for the components to be procured and stored before receipt of the planned or production order.

Individual / collective indicator = 1 (individual requirements only) or blank (individual and collective requirements) for the components not to be procured until receipt of the planned order or the production order for the finished product.

3.23 Assembly processing is a form of sales order processing. The procurement elements are created when you create the sales order

3.24 Assembly processing is a form of sales order processing. The procurement elements are created on creation of the sales order item. In general, the components of the finished product have already been manufactured.

Once you have created the sales order, the system checks the availability of the components (for the production order). It also determines a possible delivery date and costs the order.

With strategy 82, creating the sales order triggers the creation of a production order. You do not need to carry out a separate MRP run. With strategy 81, when you create a sales orders, the system creates a planned order for repetitive manufacturing and with strategy 83, it creates a network for engineer-to-order production.

Order processing is carried out using the tools available in production control. Delivery is made in Sales and Distribution.

The total confirmation date depends on the date of the component which is available last. The confirmation quantity depends on the available quantity of the component with the lowest confirmed quantity on the requirements date.

Assembly processing can either be carried out statically (one assembly order per sales order item) or dynamically (several assembly orders per sales order item). Dynamic processing enables you to execute partial deliveries. In this case, however, the direct reference to the sales order is lost.

3.25 Schedule lines are automatically changed in the sales order.

Changes have an effect on the assigned production order until an operation has been confirmed or until the order header has the status deleted, locked, or technically completed.

3.26 The independent requirements of make-to-stock production, strategy 10 (requirements type LSF) are reduced as a result of the goods issue. The oldest planned independent requirement is reduced first based on the FIFO (first-in-first-out) principle according to the requirement date. Future planned independent requirements are also reduced by goods issues if the consumption mode and the forward consumption period allows this. It is important that the main strategy in the strategy group corresponds to make-to-stock production. On goods issue for a sales order, the requirements are also reduced, provided that this has been set in the requirements class.

In strategy 30, the sales order requirements are reduced when withdrawals are made for the sales order, the planned independent requirements upon sale from stock (similar to strategy 10).

In strategy 59, the planned independent requirements are reduced as a result of the goods issue for the production order of the finished product. You must backflush the material components.

In strategies 70 and 74, the assembly's planned independent requirements are reduced as a result of the goods issue for the production order or a cost center.

The corresponding movement type must allow the reduction of the planned independent requirements. In addition, the system only reduces the planned independent requirements of the requirements type controlled by the main strategy of the strategy group assigned to the material. Planned independent requirements of the requirements types of the alternative strategies are not usually reduced by the material movements.

3.27 The period of adjustment defines a period in which planned independent requirements are not taken into account in the requirements calculation, but rather only have an MRP-effect for customer requirements. However, the planned independent requirements remain in the database.

You maintain the period of adjustment in workdays in the Customizing of the MRP group. The corresponding adjustment indicator defines whether the period of adjustment points to the past or to the future. The adjustment indicator also defines whether the adjustment is valid for planned independent requirements for all strategies or only for planned independent requirements that are planned using a strategy with which there is consumption of customer requirements and planned independent requirements.

The adjustment can be used, for example, to eradicate "planning errors". The period of adjustment could therefore correspond to the period in which only the customer requirements that exist up to now are to be covered, and no new ones are expected.

3.28 During the adjustment, planned independent requirements that lie within the period of adjustment are simply ignored in material requirements planning but remain in the database. The aim of reorganization is to delete old planned independent requirements from the database.

Reorganization takes place in 3 steps:1) "Adjust requirements" (transaction MD47): Quantities that have not been assigned before the specified reorganization key date (this date can also be in the future) are set to 0 and are flagged for reorganization.2) Reorganization of schedule lines (MD75): Schedule lines with quantity 0 before the key date are deleted from the database.3) Delete history (MD76): The history can be deleted by determining a (further) key date.

As an alternative to the key date, you can maintain a reorganization period per plant (in the Customizing for demand management). This is calculated backwards from the current date.

It is recommended that you execute reorganization periodically, for example once per month.

3.29 The planning strategy is an effective procedure for planning a material.

You define the planning strategy using a requirements type from planned independent requirements management, a requirements type from sales order management, or by effectively combining both requirements types.

The strategy group enables you to combine several planning strategies.

3.30 You can create the strategy groups in Customizing, in the work step "Defining Strategy Groups". A strategy group can contain a main strategy and up to seven alternative strategies. You can also create the strategies in the Customizing for Demand Management.

You assign the strategy group to the material in the material master record (MRP view) or via the MRP group.

When you create the customer requirements or the planned independent requirements, the system uses the customer requirements type or planned independent requirements type defined in the main strategy of the strategy group assigned to the material. You can do this provided that the requirements type is not defined by user parameters or manual entry when creating the planned independent requirements or customer requirements (sales order). You can determine the requirements types that can be used for a material in the alternative strategies.

In the sales order, you can access the customer requirements type in the sales order item on the "procurement" tab.

You can also determine the customer requirements type from the item type of the sales order if no strategy group has been assigned to the material (in Customizing for SD, work step "Determination of Requirements Type Using Transaction").

3.31 Generally, a planning strategy groups two requirements types - for planned independent requirements and for customer requirements.

The requirements type is allocated to exactly one requirements class. Therefore, the requirements class represents a kind of "values list" for the settings of the requirements type. This means that any changes to the requirements type are made via the corresponding requirements class.

In the requirements class you control, for example, how the customer requirements should be settled against the planned independent requirements.

The definition of the requirements class is made in the Customizing for Demand Management for planned independent requirements classes and in the Customizing for SD for customer requirements classes.

3.32 The requirements class controls requirements-relevant functions for sales orders in logistics. In the requirements class, you define the type of availability check, whether the requirement is relevant to MRP ("No MRP" field), and which type of consumption is to be executed ("Assignment indicator" field). The exact type of assembly processing is defined using the customer requirements type of the corresponding sales order.

Furthermore, you save specifications that are used in cost accounting (for example, in the settlement profile for settling a requirements class).

3.33 The settings for material requirements planning are controlled on three levels:

- Material master (MRP views)

- MRP group (Customizing step "Carry Out Overall Maintenance of MRP Groups")

- Plant parameters (Customizing step "Carry Out Overall Maintenance of Plant Parameters")

If a setting is possible on several levels, the setting in the material master takes priority over the setting in the MRP group that the material is assigned to. The setting in the MRP group takes priority over the setting in the plant parameters.

3.34 3.35 Special Planning Strategies - Exercises

Unit: Special planning strategies

Topic: Subassembly planning without final assembly

At the conclusion of these exercises, you will be able to:

Explain the functions of subassembly planning without final assembly

Understand the consumption of the assemblys planned independent requirements against dependent requirements or reservations created by the procurement elements for the finished product.

Explain the purpose and the characteristics of planned orders in the planning segment

During the phase-in period, the new pump R-F1## is to be assembled in make-to-order production. However, in order to trigger procurement of the necessary components before sales orders arrive, subassembly planning is executed since this is more reliable than planning the finished product. Final assembly should only take place once a corresponding sales order for the finished product has been received.

1-1In order to be able to directly call the transactions that are used regularly in the following exercises, assign a navigation profile to your user. Review the stock/requirements list for material R-F1##.

1-1-1From the environment of the stock/requirement list, choose Assign navigation profile. Enter the SCM001 profile in the Navigation profile field using the F4 help and Save.

Make use of the material tree to switch quickly between the individual materials.

1-2During the phase-in period of the pump R-F1## in plant 1000, assembly is to occur in make-to-order production. To do this, set the strategy group 20 (make-to-order production) in the material master for R-F1## in plant 1000 in the view MRP 3. Save the change.

1-3To plan the assemblies, create planned independent requirements for the assemblies for pump R-F1## with a corresponding requirements type. Execute subassembly planning using assembly R-B1## in plant 1000 as an example.

1-3-1Modify the material master for R-B1## accordingly. Enter the following parameters in the MRP 3 view in plant 1000:Strategy group: 74 (subassembly planning without final assembly)

Consumption mode:2 (Backward/forward consumption)

Consumption period forward:

12 (workdays)

Consumption period backward:12 (workdays)Mixed MRP: 3 (subassembly planning without final assembly)

Save the material master.

1-3-2Enter a planned independent requirement of 180 pieces for the current month + 3 for material R-B1## in plant 1000. Set the planning period to monthly by entering the indicator M in the planning period field in the initial screen of the transaction for maintaining planned independent requirements.

In the table screen, enter a planned independent requirements quantity of 180 pieces in the line which contains material R-B1## for the current month + 3. Switch to the Sched. lines tab page and note the requirements type VSEM.In the Split field enter W for the weekly format and confirm with Enter so that the split into weeks is effective. Save the planned independent requirements.

1-4Carry out an MRP run for assembly R-B1## in the form of single-item, multi-level planning. Use the following creation indicator:

Processing keyNETCH

Create purchase requisition2

Schedule lines3

Create MRP list1

Planning mode1

Scheduling1

Also plan unchanged componentsSelect

Display results before they are savedDo not select

Display material listSelect

Simulation modeDo not select

Save the settings of the creation indicator for the MRP run by choosing Settings -> Save and confirming. Start the planning run by choosing Enter twice.

1-5Look at the planning results in the stock/requirements list.

1-5-1Call the stock/requirements list for material R-B1## in plant 1000. Note that the planned independent requirements quantities and corresponding planned orders are listed in a separate planning area.

Go to the details of the planned order with a double-click or by choosing the Details of element button. Can the planned orders be converted to production orders? Why (not)?

______________________________________________________

______________________________________________________

1-5-2Assembly R-B1## consists of components R-T1##, R-T2##, and R-T3##. Look at the stock/requirements list for the component R-T2## (flat gasket) in plant 1000.

Are the dependent requirements also administered in a planning segment? Why (not)?

______________________________________________________

______________________________________________________

______________________________________________________

1-6You receive a sales order for the finished product with a desired delivery date of the last day of the current month plus 3.

1-6-1Create a customer requirement of 20 pieces of material R-F1## in plant 1000. Pay attention to the requirements type KE (individual customer order) and save your entries.

1-6-2Carry out an MRP run for material R-F1## in plant 1000 in the form of single-item, multi-level planning. Use the creation indicators as listed above. Start the planning by pressing Enter twice.

1-7 Call the stock/requirements list for assembly R-B1## in plant 1000.

1-7-1Was a dependent requirement created for the assembly? _________

1-7-2In which planning segment is the dependent requirement administered?

______________________________________________________

1-7-3Can the corresponding planned order be converted? ___________________

1-7-4Explain the new situation in the planning segment.

______________________________________________________

______________________________________________________

3.36 Special Planning Strategies - Solutions

Unit: Special planning strategiesTopic: Subassembly planning without final assembly

1-1Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List1-2 Change the material master from the stock/requirements list via Environment ( Change Material or viathe menu path: Logistics ( Production ( Master Data ( Material Master( Material( Change ( Immediately1-3

1-3-1Change the material master from the stock/requirements list via Environment ( Change Material or viathe menu path: Logistics ( Production ( Master Data ( Material Master( Material( Change ( Immediately1-3-2Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Planned Independent Requirements ( Create

1-4Menu path: Logistics( Production( MRP( Planning( Single-Item, Multi-Level1-5Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List1-5-1Planned order can be converted: No

Reason: Planned orders which have the order type VSEM are used for planning and cannot thus be converted or changed (the detail view does not, for example, feature any pushbutton for converting the planned order into a production order and no change mode). They merely serve to create dependent requirements on subordinate BOM levels.1-5-2Dependent requirements of component R-T2## in the planning segment: No

Reason: The dependent requirements for component R-T2## are not administered in the planning segment, but rather in the collective segment due to the individual/collective indicator 2.

1-6

1-6-1Menu path: Logistics ( Production ( Production Planning ( Demand Management ( Customer Requirements ( Create

1-6-2Menu path: Logistics( Production( MRP( Planning( Single-Item, Multi-Level1-7Menu path: Logistics( Production( MRP( Evaluations( Stock/Requirements List1-7-1Dependent requirement created: Yes1-7-2Planning segment: Collective planning segment due to the individual/collective segment indicator 21-7-3Corresponding planned order convertible: Yes1-7-4Situation in planning segment: The dependent requirements consumed the planning quantities in the planning segment and the planned orders were adjusted accordingly.

Menu path: Environment( Total reqmnts display4 4.2 4.3 4.4 Material requirements planning takes current and future sales as its reference point. The planned requirement quantities trigger the MRP calculation. In MRP, the requirements elements include sales orders, planned independent requirements, material reservations, the dependent requirements created by exploding the BOM, and so on.

If during MRP the system discovers material shortage quantities, it generates procurement proposals: Purchase requisitions and planned orders are internal planning elements that you can change, reschedule, or delete at practically any time.

In the case of in-house production, the system creates planned orders for planning the production quantities. When planning is complete, planned orders can be converted into production orders.

In the case of external procurement, the system creates either a planned order or directly creates a purchase requisition for planning the external procurement quantity. When planning is complete, the planned order is converted into a purchase requisition, which is subsequently converted to a purchase order. Using the creation indicator for purchase requisitions on the initial screen of the planning run, you control whether the system immediately creates purchase requisitions or first creates planned orders.

If a scheduling agreement exists for a material and is relevant to MRP in the source list, then you can also create schedule agreement schedule lines directly through MRP. You control this using the creation indicator for schedule agreement schedule lines on the initial screen of the planning run.

4.5 In the case of in-house production, the system creates planned orders for planning the production quantities. In multilevel production, that is, when a finished product is made up of assemblies or components, the corresponding assembly group requirements are mapped via dependent requirements.

Dependent requirements enter the MRP of the assembly as requirements. This ensures timely staging of the assemblies.

When planning is complete, planned orders can be converted into production orders. When this is done, the system transforms the dependent requirements of the planned order into production order reservations.

4.6 In the Customizing activity "Activate MRP and Set Up Planning File", you can specify for which plant an MRP run is to be carried out by activating material requirements planning. You can only make entries in the planning file once this indicator has been set, which means that:

- When a material that is relevant for MRP is created, the system copies the material number to the planning file and sets both the "total change indicator" and the "net change indicator",

- Whenever a change relevant to MRP is made, the system makes an entry in the planning file for the material.

If materials have been created before the MRP run for a plant has been activated, you must create an entry in the planning file for all MRP-relevant materials in this plant. This function can only be executed in background processing. You activate this function in the activity "Set up planning file" in the Customizing activity "Activate MRP and Set Up Planning File", which you can access directly from the MRP menu.

If these prerequisites are fulfilled, materials already in the planning file can be excluded from the MRP run using the MRP type in the material master (for example, by using the MRP type ND).

In addition, you can lock a material using the material status for MRP or generate a warning regarding the planning.

4.7 The material status enables you to control how a material is used in various business applications. You define this in the Customizing for Materials Management under "Define Material Status".

You can define the material status for several plants ("Basic data 1" view) or for an individual plant ("MRP 1" view). If both statuses have been maintained, the more restrictive of the two applies for the respective application.

In general, you can limit how a material is used in various ways:

- It can be flagged for deletion.

- It can be locked for specific business transactions by the material status from Materials Management and Production Planning and Control views.

You can display whether a material is subject to certain restrictions by means of the status information function. You call up this function from the MRP 1 view of the material master by choosing the pushbutton "Information on material".

4.8 The Customizing settings for the requirements planning are basically controlled at three levels:

- Material master

- MRP group (Customizing step "Carry Out Overall Maintenance of MRP Groups")

- Plant parameters (Customizing step "Carry Out Overall Maintenance of Plant Parameters")

The MRP group is an organizational object that is used to allocate certain control parameters for MRP to a group of materials. This includes the creation indicators for purchase requisitions, schedule lines, the planning horizon, and so on. In Customizing, you define the MRP group with these specific control parameters and assign the material to the corresponding MRP group in the material master record (MRP 1 view).

If a setting is possible on several levels, the setting in the material master takes priority over the setting in the MRP group to which the material is assigned. The setting in the MRP group takes priority over the setting in the plant parameters. Note: If material master is utilizing an MRP Group, the settings of the MRP group will not be visible in the material master.

4.9 You can execute the planning run on two levels: As total planning for a plant or for an individual material. It is also possible to execute a total planning run for several plants and/or MRP areas.

You can execute single-item planning either for one BOM level only (single-level) or for all BOM levels (multilevel). Interactive planning of a material is also possible. During single-item, multi-level planning, users can indicate that they wish to run MRP for members of a certain product group. Product groups are a function of SOP.

You can execute total planning online or as a background job.

Total planning for a plant encompasses all materials relevant to MRP for this plant and includes the BOM explosion for materials with BOMs.

From the MRP menu, you can execute total planning "Online" or "As background job". In order to execute total planning as a background job, you select a report variant limiting it to the corresponding plant and schedule the job.

A user exit enables you to limit the total planning run specifically to those materials which fulfill the freely definable criteria. You can use this, for example, to select all the materials belonging to a particular MRP controller.

4.10 The total planning run can be triggered per plant, for example, as a background job with a variant for each plant to be planned. If there are mutual dependencies (for example, due to stock transfer), plants may have to be planned several times (plant 1000 in the slide).

It is therefore possible to group together several plants (or MRP areas) in the scope of a planning run in a planning sequence and to plan on a cross-plant basis in a total planning run. The system automatically takes into account mutual dependencies, such as those arising through stock transfer, (the situation displayed in the slide requires that MRP area 1000 and plant 1100 are entered in the scope of planning - planning takes place for each material in the proposed sequence MRP area 1000, plant 1100 instead of in MRP area 1000, and where necessary in plant 1000 again).

You define the scope of planning for total planning in the MRP Customizing activity "Define scope of planning for total planning". If you have activated MRP with MRP areas, you can group together plants and MRP areas within a planning scope. In particular, it is possible to plan all of the materials in an MRP area.

The planning scope allows you to execute a total planning run online or as a background job for a plant, for several plants, for an MRP area, for several MRP areas in MRP, in master production scheduling, and in long-term planning. The planning run with planning scope must always be started with parallel processing.

4.11 When planning with a planning scope, you must set the indicator "Parallel processing" in the planning run.

Parallel processing means that the planning run is divided into several independent work packages that run parallel to each other in different sessions. You define the sessions in the Customizing activity "Define parallel processing in MRP". You can access this activity directly from the MRP menu.

Advantages of parallel processing:

- Improving performance: If several computers or processors are available for these sessions, the time required for a planning run can be reduced significantly.

- Robustness: The planning run can then continue further if there is a runtime error for a material. This material is indicated with a corresponding entry in the material list. (Without parallel processing, the planning run terminates with a dump and the remaining materials are not planned.)

The work packages are divided up by low-level code. The improvement in performance is particularly clear if the BOMs have a wide structure, that is, if the individual elements in the BOM are made up of many components.

4.12 The low-level code is the lowest level at which the material appears in a BOM. A material's low-level code is always greater than the low-level code of all its predecessors in all BOMs.

The low-level code controls the planning sequence: First materials with low-level code 0 are planned, then with low-level code 1, and so on. This allows all materials to be planned in the correct sequence in one run.

The low-level code is calculated and saved at client level during BOM maintenance. You can display the low-level code in the material master from the MRP 1 view by choosing "Information on material" or in the planning file entry, provided that an entry for that material exists in the planning file.

4.13 When starting the planning run, specify the following control parameters for materials planning:

- Processing key: You define the planning type as regenerative planning or net change planning over the whole period or restricted to the planning horizon.

- The indicators "Create purchase requisition" and "Schedule lines" are only relevant for materials that are procured externally. You can determine if and when purchase requisitions and schedule lines are required as a result of the planning run.

- You can also determine whether the planning run is to generate MRP lists. It is also possible to have the system generate MRP lists only when certain exception messages have appeared for a material (the exception messages that should trigger an MRP list to be generated can be defined in the Customizing activity "Define and group exception messages").

- With the planning mode, you define whether the existing planning data should simply be adjusted, whether BOMs and routings should also be re-exploded, or whether the existing (unfirmed) plan should be deleted and re-scheduled from the very beginning again (caution - performance).

You can also set the creation indicator for purchase requisitions, schedule lines, and MRP lists in the MRP group. The materials that are assigned to this MRP group are then planned accordingly in the total planning run.

4.14 During regenerative planning, the system plans all materials of a plant. This is practical when carrying out the planning run for the first time and in a productive system when, due to technical errors, the consistency of the data cannot be guaranteed.

In a working plant, it usually makes sense (especially when you use a lot of materials) to execute MRP only for those materials that have undergone MRP-relevant changes (through goods issues, new sales orders, changes to the BOM structure, for example). Due to its short run-time, net change planning - which is used to plan only these materials - enables you to carry out the planning run in short time intervals, so that you can always work with the current planning results.

During net change planning in the planning horizon, the system only takes changes within the planning horizon into account. The system only plans those materials that have been subject to an MRP-change within the planning horizon. The materials are planned within this horizon only.

You set the planning horizon in Customizing for MRP as a plant or MRP group parameter. The planning horizon should at least span the time period in which sales orders are received, and, furthermore, contain the delivery and total lead times for the material.

You specify the type of planning run via the "processing key" field in the initial screen for planning. In single-item planning, you can only decide whether "net change planning" (NETCH) or "net change planning in the planning horizon" (NETPL) is executed. In total planning, you also have the option of using the key NEUPL, with which all materials in the planning file are planned.

4.15 The planning file contains all of the materials relevant to MRP for each plant.

Net change planning only plans those materials that have been subject to a change relevant to MRP. Changes relevant to MRP lead to a planning file entry being created specific to the plant and material. Examples of MRP-relevant changes include changes to the procurement type, changes to the operation times, and also creation of sales orders, dependent requirements, stock changes, and so on.

The respective entries in the planning file are made automatically by the business application of the system. They can, however, also be made manually from the MRP menu in individual cases. (When doing this, you should remember that a change in the routing does not automatically cause an indicator to be set in the planning file.)

The planning file entry includes the following information:

- The low-level code of the material,

- Whether the material has been subject to an MRP-relevant change (NETCH or NETPL indicator),

- Whether the BOM has to be re-exploded or whether all existing order proposals are to be deleted.

You can use the transaction "Display planning file entry" from the MRP menu to analyze the contents of the planning file entry record for the materials.

4.16 During the planning run, the system checks every entry for a material in the planning file.

- In the case of regenerative planning, the system plans all materials contained in the planning file without taking the indicators into account.

- In the case of net change planning, the system only plans those materials that have been flagged with the "NETCH planning file entry" indicator.

- In the case of net change planning in the planning horizon, the system only plans those materials that have been flagged with the "NETPL planning file entry" indicator.

Once the planning run has been executed, the entry in the planning file is automatically deleted. The "NETCH planning file entry" and "NETPL planning file entry" indicators are reset upon regenerative and net change planning. During net change planning in the planning horizon, only the "NETPL planning file entry" indicator is reset.

The planning horizon is maintained in the Customizing for MRP as a plant parameter or per MRP group.

You can define whether a planning entry is to be retained or deleted if a termination should occur while planning a material. You can do this in the IMG activity "Define error processing in the planning run" in the Customizing for MRP calculation by choosing "Del. planning flag". This determines whether or not the material is taken into account in the next planning run.

4.17 You can only restrict material requirements planning to the planning horizon if it is necessary to accelerate MRP for performance reasons. Only those requirements within the planning horizon are then covered by goods receipts. If you only execute net change planning in the planning horizon, the system does not plan those requirements that are outside the planning horizon.

It is important to note that, as time lapses, requirements may fall into the planning horizon that have not yet been covered by goods receipts. As long as no other changes relevant to MRP are made, these requirements will not be covered until the next planning run for the whole time axis ("NETCH" indicator). This kind of planning run should therefore be carried out on a regular basis.

A further possibility for dealing with the problem shown in the slide is to set the indicator "Regular MRP" in the Customizing for the MRP type of the material and to also maintain the maximum MRP interval in the MRP group. The material is then included automatically in MRP after the maximum MRP period is over, regardless of the settings in the planning file.

In order to be able to plan the changes outside the planning horizon, you must carry out net change planning at larger intervals.

4.18 During single-item, multilevel planning, the system explodes the material's BOM and creates and plans the dependent requirements of the assemblies and components. If the components also have BOMs, these are also exploded and the components are planned. This is repeated until all BOM levels have been exploded. All materials are planned according to the parameters entered in the initial screen of single-item, multilevel planning. Planning is carried out as "top-down planning". The MRP controller has the option of displaying and manually changing the planning result of assemblies or components before planning is resumed.

During single-item, single-level planning, the system generates dependent requirements for materials at the next BOM level. Single-item, interactive planning is available as a variant in which the system displays the current planning situation before the planning run can be triggered manually.

You can check and process planning results for single-item, single-level, or multilevel planning before saving them (indicator "Display results before they are saved" in the initial screen). The MRP controller is able to create, change, delete, and reschedule procurement proposals before planning is resumed.

4.19 You have the following options for influencing the planning result interactively:

- "Single-level planning, interactive": You plan on a single-level, the system displays only the current planning situation when you access the function, you trigger the planning manually from the menu for single-item, interactive planning and save the result when closing the function.

- "Single-item, multi-level" setting the indicator "Display results before they are saved" (function also possible for multi-level planning). This has the advantage that the results are not saved until they have been checked and, where necessary, changed by the MRP controller. The materials to be planned this way are displayed as breakpoints, and you are able to control at which material you would like to stop. You are then able to display the planning result for the desired breakpoint and change the planning result before proceeding with further planning. The changes take immediate effect on subsequent planning.If you do not set the "Display results before they are saved", the planning results are automatically written to the database in the planning run. In addition, you have the option of checking the result for all planned materials directly at the end of planning by selecting the "Display matl. list" on the initial screen.

- "Single-item, multi-level", setting the indicator "simulation mode": You can plan a planned order on multiple levels.

4.20 A simulation mode is available for single-item, multilevel planning (indicator "Simulation mode" on the initial screen). You can use this planning type to analyze and, if necessary, change the planning situation for a planned order on all BOM levels.

This example depicts a BOM structure with a replenishment lead time of 20 days. This time period is eight days longer than the requirements date of the finished product, which lies in the future.

There is an eight day delay in the procurement of the finished product, when taking the whole BOM structure into account. The procurement or production process for several assemblies or components should have already been triggered in order for the requirements date for the finished product to be met. In this situation, the system generates an exception message "Opening date in the past" for the affected procurement proposals.

4.21 Simulative MRP performs a multilevel BOM explosion and schedules the procurement elements in the same way as non-simulative MRP. Using the requirements date of the finished product as a starting point, the MRP run schedules backwards over all BOM levels. Procurement elements with opening dates in the past are scheduled forward from the current date.

When scheduling problems arise (for example, with dates in the past), the system creates an exception message in all affected planned orders of the higher-level materials. The time delay is also displayed. The system indicates the total number of days that you are behind schedule as a result of the scheduling problems in the lower-level assemblies or components. This presupposes that, in Customizing, you have not permitted the start date to be in the past.

The procurement element (or elements) which have caused the time delay or exception message are easily identified and analyzed using the tools provided by the simulative MRP.

You initiate simulative planning by selecting the "Simulation mode" field in addition to the usual parameters in the initial screen for single-item, multilevel planning and choosing "Enter" twice.

In simulative MRP, the system stores all of the procurement proposals from the whole BOM structure in the main memory. The planning results can be checked and changed by the MRP controller. You also have the option of carrying out planning again without having to leave and re-enter the transaction.

4.22 You can analyze scheduling problems in simulative MRP by looking at the delay. The delay for planned order 3 of the finished product shows the number of days by which the procurement chain must be moved into the future, so that the start dates of all the planned orders for the assemblies and components do not lie in the past.

The delays are calculated for each element as the time that the element is behind based on the start date of the superior element in the BOM. The delay for the procurement chain is the total of these individual delays. In our example, the delay is 8 days.

Delays stemming from the planned order for the finished product are not taken into account. These delays only come about, if the planned order's start date, which is correct with regards to the requirements date, already falls in the past and there is already a corresponding exception message for this order.

4.23 In order to resolve problem situations, you can change the procurement elements and repeat the planning process for the dependent BOM branches. So that the changes made to the planning process remain effective, you must set the "firming" indicator in the modified procurement element.

In the planning results, the MRP controller moves the planned order finish date of the finished product eight days into the future and firms the planned order. The MRP controller then selects the planned order in the individual line overview and, using the "Execute planning run" function, repeats the planning run for the dependent BOM branches, specifically for this planned order. You do not need to exit the transaction to do this.

4.24 All changes are stored in the main memory and the results are only written to the database when you save. Once you have accepted the planning results, all simulation results are transferred from the main memory into the database and saved there. If you do not want to accept the planning results and do not save them, the system discards them.

During simulative MRP, you can change all of the data in the database independent of the data in the main memory, since the database is not locked. However, you cannot execute any subsequent data transfer from the database during simulative MRP, for example, if a further requirement has been received by the system.

4.25 The planning table enables the work scheduler to process the master production schedule. They can check the production quantities at a glance, change them if required, and create new production quantities (planned orders). The work scheduler can also determine the capacity load utilization of the production line and the availability of the products. Pegging can also be executed by double clicking on the capacity requirements.

In repetitive manufacturing, orders are generally planned according to quantity and period, and this is reflected in the planning table display. You can choose from any planning period (shift, day, week, month, planning calendar period).

In the assignment mode, the work scheduler can assign production quantities (planned orders) to a production version and therefore to a production line. If this has already been executed in the MRP run, the work scheduler can also change assignments that have already been made . Planned orders that have already been manually assigned to a production line are classified as order type PE (run schedule quantities) and are usually firmed. This firming method can either be limited to the planning time fence or completely deactivated per material using the repetitive manufacturing profile.

In the planning table, you can display various key figures (the range of coverage, the available quantity, and so on) and define the display sequence.

Changes made to the planning table are only written to the database when you save.

4.26 The whole repetitive manufacturing planning process can be carried using the planning table. Alongside planned orders, you also have the possibility of displaying and processing production orders for discrete production and process orders for process manufacturing in the planning table. Production and process orders are displayed in a separate row - PR.ORD: You can make changes to production orders or process orders by branching directly from the planning table to the orders via the change mode. It is, however, not possible to execute mass change functions such as distribution according to shifts for production and process orders.

You can convert planned orders to production orders directly via the "convert quantities" function in the planning table. The system then shows the line PR.ORD:, where you can view these orders. You must call the planning table again in order to be able to make changes to these newly created orders.

A prerequisite for displaying production and process orders in the repetitive manufacturing planning table is a valid production version in the material master. You are not required to create run schedule headers in order to display orders in the repetitive manufacturing planning table.

4.27 At least one production version must exist in the material master of the corresponding material in order to work with the planning table. The production version contains data relevant to production that describes a manufacturing process:

- You determine in which period the version can be used in the fields "Valid from" and "Valid to". You can enter a lot size range for the version in the fields "From lot size" and "To lot size".

- You can define a routing for detailed planning, rate-based planning, and rough-cut planning. You enter a task list group and a group counter for detailed planning. The routing entered is then used for capacity requirements planning.

- You can assign a particular BOM to the version using the fields "BOM usage" and "Alternative BOM".

- In the field "Production line", you define the work center (production line) for the assignment of production quantities in the planning table. The system only displays the capacity requirements for this work center in the planning table. In order to execute capacity planning, this work center (production line) must be contained in the routing.

4.28 4.29 4.30 MRP Run - Exercises

Unit: MRP Run

Topic: Planning file

At the conclusion of these exercises, you will be able to:

Explain the relationship between the planning run and the planning file.

The project team familiarizes itself with the relationship between the planning run and the planning file. You should also examine the effect of a change to the BOM and a change to MRP-relevant material master data.

1-1Analyze the relationship between the planning run and the planning file.

1-1-1Display the planning file for material R-F1## in plant 1000, either via the MRP menu or directly via the navigation profile in the stock/requirements list.

Which of the following indicators are set?

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

1-1-2Create a customer requirement:

Material:

R-F1##Plant:

1000Requirements date:Today +6 months (date in day format)Quantity:

50 piecesSelect the planning file entry for material R-F1## in plant 1000. Which of the following indicators are set now?

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

Give a reason for the answer by analyzing the planning horizon. Where in Customizing can you set the planning horizon and what value is entered there?

______________________________________________________

______________________________________________________

Which value is relevant for material R-F1## in plant 1000? Why?

______________________________________________________

______________________________________________________

1-1-3Execute multi-level planning as net change planning for material R-F1## in plant 1000. Use the NETCH processing key. Then select the planning file entry for R-F1## in plant 1000.

Which of the following indicators are set?

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

1-1-4Enter an additional customer requirement as follows:

Material:

R-F1##Plant:

1000Requirements date:Today +1 month (date in day format)Quantity:

60 piecesSelect the planning file entry for R-F1## in plant 1000. Which of the indicators are set now?

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

1-1-5Execute multi-level requirements planning as net change planning for material R-F1## in plant 1000. Use processing key NETPL. Then select the planning file entry for R-F1## in plant 1000.

Which of the following indicators are set now?

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

Give a reason for the result:

______________________________________________________

______________________________________________________

1-1-6Carry out multilevel planning with the processing key NETCH for the material R-F1## in plant 1000. Then check the indicators in the planning file entry.

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

1-2Now execute the BOM change: Enter screw R-T9##, which you created in the last unit, in a quantity of 6 pieces in the BOM of R-F1## in plant 1000, as the final item.

1-2-1Call transaction Create material BOM in the master data for production and enter the following parameters in the initial screen:

Material:

R-F1##

Plant:

1000

Usage:

1

Choose Enter or the Item button to go to the item overview. Enter the new item with the following data:

Item number:

0060

Item category:

L

Material:

R-T9##

Quantity:

6

Confirm with Enter; the system copies the component description and the unit of measurement from the material master. Save the BOM changes.

1-2-2Check the effect of the BOM changes on the planning file entry.

Which of the following indicators are set now?

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

1-2-3Carry out multilevel planning for material R-F1## in plant 1000 again with the processing key NETCH and check again the result in the planning file.

PlgInd. NETCH ____

PlgInd. NETPL ____

BOMExpl. ____

1-3Analyze the effect of an MRP-relevant change to the material master. Component R-T9## is now contained in the BOM structure for material R-F1##. In the last step, you have executed a multilevel planning run. You have therefore planned all the components.

1-3-1 Select the planning file entry for R-T9## in plant 1000. Which of the following indicators are set?

PlgInd. NETCH ____PlgInd. NETPL ____

BOMExpl. ____

1-3-2Change the material master of material R-T9## in plant 1000 by entering a value of 50 pieces as the safety stock in the view MRP 2. Save the material master.

Select the planning file entry for R-T9## in plant 1000. Which of the following indicators are set?

PlgInd. NETCH ____PlgInd. NETPL ____

BOMExpl. ____

MRP Run - Exercises

Unit: MRP Run

Topic: MRP in simulation mode

At the conclusion of these exercises, you will be able to:

Execute the MRP run in simulation mode,

In particular, analyze situations with scheduling problems based on the delay and implement measures for solving the problem in the simulation mode.

As a member of the project team, you familiarize yourself with the functions of simulative material requirements planning.

2-1 In the previous exercise you created and planned a customer requirement of 60 pieces of the pump R-F1## for the date today + 1 month. This means that you fulfilled the requirement with a planned order.

If you did not complete the previous exercise, create a customer requirement now and execute multi-level planning.

Note the change in the stock/requirements list.

2-1-1Note the number of the customer requirement: _____________________________

2-1-2Note the number of the planned order: _____________________________

2-2Analyze the planned order as far as the dates are concerned.

2-2-1Was the planned order for the customer requirement created on time? ______________________

(Note that the availability date of a planned order always falls on a workday, which is not necessarily the case for the customer requirements date)

2-2-2What is the start date of this planned order? ____________

What does this mean for the procurement of the components for the planned order (is there enough time)?

_____________________________________________________

2-2-3From the stock/requirements list, execute the Order report function for the planned order and choose the Open all lines button. Based on this evaluation, do you foresee problems in fulfilling the sales order?

_________________