production planning with sap apo pp-ds

Bonn � Boston

Jochen Balla, Frank Layer

Production Planning with SAP APO-PP/DS

Contents at a Glance

Introduction ....................................................................... 13

1 An Overview of Planning with mySAP SCM ...................... 17

2 An Overview of Production Planning with ECC and APO-PP/DS ................................................................. 23

3 The APO Core Interface ..................................................... 45

4 Master Data ....................................................................... 99

5 Basic Functions of Production Planning ............................ 125

6 Tools to Evaluate and Process Planning ............................ 201

7 Advanced Processes in APO-PP/DS ................................... 249

A Menu Paths ........................................................................ 295

B SAP Notes on APO-PP/DS ................................................. 307

C Heuristics ........................................................................... 315

D Authors .............................................................................. 325

Index .................................................................................. 327

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Contents

Introduction ................................................................................. 13

1 An Overview of Planning with mySAP SCM ............ 17

1.1 mySAP SCM ............................................................... 171.2 SAP APO .................................................................... 19

2 An Overview of Production Planning with ECC and APO-PP/DS ................................................ 23

2.1 Production Planning Functions ................................... 232.1.1 Material Requirements Planning .................... 242.1.2 Multilevel Planning ........................................ 272.1.3 Material Planning and Capacity Planning ........ 29

2.2 Advanced Production Planning with APO-PP/DS ........ 322.2.1 Requirements Planning with Exact Times ....... 322.2.2 Descriptive Characteristics ............................. 332.2.3 Simultaneous Quantity and Capacity

Planning ........................................................ 332.2.4 Production Planning Runs with Several

Steps .............................................................. 332.2.5 Pegging and Control of the Material Flow ...... 342.2.6 Determining the Source of Supply

and Cost-Based Planning ................................ 362.2.7 Advanced Alert Handling ............................... 372.2.8 Advanced Options in Capacity Planning ......... 402.2.9 Simple Options for Enhancement

with Custom Functions and Heuristics ............ 422.3 Planning in APO and Execution in ECC ....................... 44

3 The APO Core Interface ............................................ 45

3.1 Design of the CIF ........................................................ 453.1.1 Plug-In ........................................................... 463.1.2 Connecting the Systems Using RFC ................ 483.1.3 APO-Specific Settings .................................... 52

3.2 The Principle of Master Data Transfer ......................... 583.2.1 Initial Transfer of Master Data ........................ 60

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3.2.2 Transferring New APO-Relevant Master Data .................................................. 71

3.2.3 Change Transfer of Master Data .................... 733.3 The Principle of Transaction Data Transfer ................. 83

3.3.1 Transaction Data in ECC and APO ................. 833.3.2 Initial and Change Transfers for

Transaction Data ........................................... 853.3.3 Transfer of Transaction Data from

APO to ECC ................................................... 873.4 CIF Monitoring .......................................................... 90

3.4.1 The Principle of qRFC .................................... 913.4.2 Tools for Troubleshooting Transfer Errors ...... 943.4.3 Eliminating Transfer Errors ............................. 95

4 Master Data ............................................................. 99

4.1 Mapping Principle ...................................................... 994.2 Locations ................................................................... 100

4.2.1 Transferring Plants and Distribution Centers .. 1014.2.2 Storage Location MRP Areas ......................... 1034.2.3 Customers and Vendors ................................. 1044.2.4 External Procurement Relationships

and Transportation Lanes .............................. 1064.3 Products .................................................................... 107

4.3.1 Header Data .................................................. 1094.3.2 ATP Settings .................................................. 1094.3.3 Requirements Settings ................................... 1104.3.4 Lot Size Settings ............................................ 1124.3.5 Additional Settings ........................................ 112

4.4 Resources .................................................................. 1134.4.1 Resources in APO .......................................... 1144.4.2 APO Resource Data ....................................... 115

4.5 Production Data Structures and Production Process Models ...................................................................... 1164.5.1 PPM, RTO, PDS, and APO Releases ............... 1164.5.2 Release-Dependent Notes for RTO or PDS .... 1174.5.3 PPM and PDS Structures ............................... 1194.5.4 Transfer from ECC ......................................... 120

4.6 Mass Changes to APO Master Data ............................ 123

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5 Basic Functions of Production Planning .................. 125

5.1 Basic Settings .............................................................. 1255.1.1 CIF Integration ............................................... 1255.1.2 Global Settings ............................................... 1265.1.3 Planning Procedure ........................................ 128

5.2 Independent Requirements ........................................ 1315.2.1 Sales Orders ................................................... 1315.2.2 Planned Independent Requirements in APO .. 1345.2.3 Requirements Strategies ................................. 1375.2.4 Reducing Planned Independent

Requirements ................................................. 1425.2.5 Descriptive Characteristics ............................. 143

5.3 The Planning Procedure .............................................. 1455.3.1 Interactive Planning ....................................... 1465.3.2 Production Planning Run ............................... 1485.3.3 Capable-to-Match (CTM) ............................... 152

5.4 Heuristics ................................................................... 1535.4.1 Product Heuristics .......................................... 1545.4.2 Heuristics for Flow Control ............................. 1605.4.3 Service Heuristics ........................................... 161

5.5 Example of a Complete Planning Run ......................... 1625.6 Firming ....................................................................... 164

5.6.1 Manual Firming .............................................. 1655.6.2 Firming Based on a Firming Period ................. 166

5.7 Net Requirements Calculation and Lot Sizes ............... 1685.7.1 Net Requirements Calculation ........................ 1685.7.2 Lot Size Calculation ........................................ 170

5.8 Determining the Supply Source .................................. 1725.8.1 Procurement Types ........................................ 1725.8.2 Automatic Determination of the Supply

Source ........................................................... 1745.9 Scheduling .................................................................. 176

5.9.1 Scheduling for External Procurement .............. 1765.9.2 Scheduling for In-House Production ............... 1765.9.3 Planning Strategy ........................................... 1795.9.4 Finiteness Level (as of APO 4.0) ..................... 1845.9.5 Alternative Resources ..................................... 1865.9.6 Scheduled Planned Orders ............................. 188

5.10 Pegging ...................................................................... 1885.10.1 Dynamic Pegging ........................................... 190

Contents

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5.10.2 Fixed Pegging ................................................ 1925.10.3 Safety Stocks in SAP liveCache

(as of APO 4.0) .............................................. 1945.11 Setup Times in Planning ............................................. 1945.12 Product Interchangeability (as of APO 4.0) ................. 1975.13 Executing Planning in ECC ......................................... 199

6 Tools to Evaluate and Process Planning .................. 201

6.1 Order Views ............................................................... 2016.1.1 Entering the Product View ............................ 2026.1.2 Structure of the Product View ....................... 2026.1.3 Application of the Product View .................... 2036.1.4 Customizing the Product View ...................... 204

6.2 Product Planning Table .............................................. 2066.2.1 Entering the Product Planning Table .............. 2066.2.2 Structure of the Product Planning Table ........ 2076.2.3 Application of the Product Planning Table ..... 2096.2.4 Customizing the Product Planning Table ........ 210

6.3 Product Overview ...................................................... 2116.3.1 Entering the Product Overview ...................... 2126.3.2 Structure of the Product Overview ................ 2126.3.3 Application of the Product Overview ............. 213

6.4 Detailed Scheduling Planning Board ........................... 2146.4.1 Entering the Detailed Scheduling Planning

Board ............................................................ 2146.4.2 Structure of the Detailed Scheduling

Planning Board .............................................. 2166.4.3 Application of the Detailed Scheduling

Planning Board .............................................. 2176.4.4 Settings for Detailed Scheduling Strategies .... 2206.4.5 Customizing the Detailed Scheduling

Planning Board .............................................. 2306.5 Resource Planning Table ............................................ 232

6.5.1 Entering the Resource Planning Table ............ 2326.5.2 Structure of the Resource Planning Table ...... 2336.5.3 Application of the Resource Planning Table ... 2346.5.4 Customizing the Resource Planning Table ...... 235

6.6 PP/DS Optimizer ........................................................ 2356.6.1 Basics of PP/DS Optimization ........................ 2356.6.2 Entering the Optimizer .................................. 236

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6.6.3 Structure of the Evaluation View of the Optimizer ................................................ 237

6.6.4 Parameterization of the Optimizer ................. 2386.7 Alert Monitor ............................................................. 243

6.7.1 Entering the Alert Monitor ............................. 2436.7.2 Structure of the Alert Monitor ....................... 2446.7.3 Application of the Alert Monitor .................... 2456.7.4 Customizing the Alert Monitor ....................... 247

7 Advanced Processes in APO-PP/DS ......................... 249

7.1 Finite Planning with the Planning Run ........................ 2507.1.1 Finite Requirements Planning ......................... 2507.1.2 Finite Planning as Multi-Step Procedure ......... 250

7.2 Setup-Optimal Sequencing with the PP/DS Optimizer ........................................................ 2637.2.1 The PP/DS Optimizer as an Interactive

Planning Tool ................................................. 2637.2.2 Sample Process for Interactive Setup

Optimization .................................................. 2647.3 Capable-to-Promise (CTP) ........................................... 272

7.3.1 Prerequisites for the CTP Procedure ............... 2737.3.2 The CTP Process ............................................. 273

7.4 Planned Material Flow ................................................ 2807.4.1 Fixed Material Flow Using Pegging ATP ......... 2817.4.2 Fixed Material Flow Using the Material

Requirements Planning .................................. 2837.4.3 Fixed Material Flow to Support the

Optimization .................................................. 2837.4.4 Fixed Material Flow to Support the

CTP Procedure ............................................... 2857.5 Multi-Resource Planning with the Wave Algorithm .... 286

7.5.1 Prerequisites for the Multi-Resource Planning ........................................................ 286

7.5.2 Multi-Resource Planning Process ................... 2877.5.3 Alternative to Multi-Resource Planning .......... 294

Appendix ........................................................................ 295

A Menu Paths .......................................................................... 295A.1 ECC Core Interface ...................................................... 295A.2 ECC Customizing ........................................................ 297

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A.3 APO-PP/DS Master Data ............................................ 298A.4 APO-PP/DS Planning ................................................. 300A.5 APO Monitoring ........................................................ 301A.6 APO Administration ................................................... 302A.7 APO Customizing ....................................................... 303

B SAP Notes on APO-PP/DS .................................................... 307B.1 PP/DS in General ....................................................... 307B.2 Master Data in General .............................................. 307B.3 Production Process Model, Runtime Object

and Production Data Structure ................................... 307B.4 MRP Areas ................................................................. 308B.5 Product Interchangeability ......................................... 308B.6 Integration ................................................................. 308B.7 Production Planning in General .................................. 308B.8 Production Planning Run, Heuristics, MRP ................. 309B.9 Product View and Product Planning Table .................. 309B.10 Pegging ...................................................................... 310B.11 CTP, Multilevel ATP ................................................... 310B.12 Conversion of Orders ................................................. 310B.13 Safety Stock ............................................................... 311B.14 Characteristic Dependent Planning/Block Planning .... 311B.15 Special Planning Processes ......................................... 311B.16 Detailed Scheduling—Integration ............................... 311B.17 Detailed Scheduling Planning Board ........................... 311B.18 Scheduling ................................................................. 312B.19 Customer-specific Heuristics ...................................... 313B.20 Optimization .............................................................. 313B.21 Alert Monitor ............................................................ 313

C Heuristics ............................................................................. 315C.1 Heuristics for APO 3.0 ............................................... 316C.2 New Heuristics Introduced in APO 3.1 ....................... 319C.3 New Heuristics Introduced in SCM 4.0 ....................... 320C.4 New Heuristics Introduced in SCM 4.1 ....................... 322C.5 New Heuristics Introduced in SCM 5.0 ....................... 323

D Authors ................................................................................ 325

Index ........................................................................................... 327

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What are the objectives of this book? Which APO releases does it cover? How is the book structured?

Introduction

With SAP Advanced Planning and Optimization (SAP APO) and SAPSupply Chain Management (SAP SCM), SAP has offered a powerfulsystem to support a whole range of processes in supply chain man-agement for many years now. The APO-PP/DS (Production Plan-ning/Detailed Scheduling) component is used for plant-specific pro-duction planning and detailed scheduling. The objective of this bookis to provide an in-depth introduction to the functions, applications,and customizing of APO-PP/DS.

APO releasesAs of Release 4.0, SAP APO is contained in SAP SCM, along withother applications. This book explicitly refers to the following APOreleases:

� SAP APO 3.0

� SAP APO 3.1

� SAP SCM 4.0 (containing SAP APO 4.0)



We will refer to the differences between the releases, but this “deltaknowledge” will not be in the foreground of the discussion. Unlessotherwise indicated, the screenshots in this book are taken from thecurrent release, SAP SCM 5.0 (SAP ERP Central Component (SAP ECC6.0), respectively).

Challenges associated with advanced planning

The large number of processes supported and the basic flexibility ofAPO-PP/DS make simple and secure access difficult. In addition, thefollowing challenges present themselves:

� The concepts and technology behind advanced planning with SAPAPO are based on “normal” production planning with SAP ECC.

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Introduction

To fully benefit from using PP/DS, a knowledge of the basic pro-cesses is required.

� “Advanced planning,” by its very nature, is more complex thanstandard processes.

� Planning is distributed across more than one system. In additionto SAP SCM or SAP APO, an SAP ECC or SAP R/3 system isrequired as the executing system.

� Master data and transaction data are exchanged between the sys-tems involved. Knowledge of the relevant interface (the CoreInterface, or CIF) is essential.

You can gain this knowledge through the usual channels (the SAPHelp Portal, SAP training courses, the SAP Corporate Portal). In addi-tion, many SAP Notes provide detailed explanations of specific func-tions. However, even with this support on hand, it is still difficult toget a clear overview of the essential functions and understand how tobenefit from their use.

Objectives ofthis book

The goal of this book is to provide an in-depth explanation of theessential functions of PP/DS and how they relate to one another. Itwill equip you with essential background knowledge, specify the rel-evant customizing settings, and explain the relationship betweenPP/DS and SAP ECC. You should note that we have deliberatelyrestricted the scope of the book, so that the focus remains on provid-ing an overall context and an understanding of the core concepts.Furthermore, an extensive index will help you to pinpoint specificinformation, and the explanations in the book are supplemented bynumerous references to other sources of information, as well as sev-eral appendices.

In addition, this book will help you to make the essential system set-tings in accordance with your specific requirements. Numerousscreenshots will enable you to reproduce the settings without systemsupport. Finally, a selection of sample processes illustrates how thevarious functions can be optimally used.

Structure ofthe book

This book is structured as follows:

Chapter 1 provides an overview of planning with the mySAP SCMsolution. Planning with APO-PP/DS is placed in an overall context,and its relationships with other SAP components and concepts areexplained.

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Introduction

Chapter 2 begins by explaining the basic features of production plan-ning in SAP, which apply equally to SAP ECC and SAP APO. This partof the chapter is intended for readers who have little or no experi-ence using SAP ECC.

The second part of the chapter examines the special features of plan-ning with SAP APO and focuses on the advantages of planning withAPO-PP/DS.

Chapter 3 is devoted to the CIF, which plays an integral role in APO-PP/DS, but is also significant to other applications.

Chapter 4 describes the APO master data required for PP/DS, againstthe background of transferring this data from ECC.

Since the contents of Chapter 3 and 4 are also relevant for other APOapplications (for example, Global Available-to-Promise), they may beof interest to you, irrespective of PP/DS.

Chapter 5 introduces the basic functions in APO-PP/DS and thereforeforms a central part of this book.

Chapter 6 describes the main tools for planning and evaluation inAPO-PP/DS and their options and practical applications. It thereforeprovides essential information about the practical work of the plan-ner in the system.

Chapter 7 uses various examples of processes to explain how theindividual components interact to create a finite production plan.The examples cited provide insight into how you can get the mostout of using APO-PP/DS.

The Appendix contains supplementary lists of:

� Menu paths

� SAP Notes that pertain to APO-PP/DS

� Heuristics

Lastly, we should point out that this book cannot cover everythingyou can do with APO-PP/DS. Suffice it to say that APO-PP/DS isextremely flexible and other applications are possible, especiallywhen used with industry-specific enhancements, which will not beaddressed here. Nevertheless, the basic and detailed knowledge pro-vided in this book should help you to acclimate to and cope with anyPP/DS environment.

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Production planning follows the same basic principles in both SAP ECC and SAP APO. This chapter provides an over-view of planning with the two systems. This is followed by a discussion 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, CRPPP/DS is short for Production Planning and Detailed Scheduling. Ofcourse, the objectives of this kind of planning did not originate withAPO. 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 CapacityRequirements 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 Planning

The 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 PlanningIn 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) PlanningIn 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 inAPO-PP/DS.

MRP type In ECC, you define the MRP procedure in the MRP type field in thematerial master. Typical entries in this field are PD for MRP or VB forreorder point planning. However, both these entries are irrelevantfor planning materials in APO. If a material is planned in APO, it can-not be planned again in ECC. Therefore, you should select the entryX0 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.

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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.

Backward scheduling

With backward scheduling for material A in plant D, a suitable pro-curement element is generated in such a way that the availabilitydate of this element corresponds to the requirements date. The startdate 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 procurementtype:

� In-House ProductionA 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 ProcurementIf 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 enterX here, both procurement types are permitted, but planning initiallyassumes 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

Productionfinish date

Productionstart date

Order start date

Orderfinish date

Goods receiptprocessing time

Requirements date

Availability date

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2.1.2 Multilevel Planning

With in-house production, you generally use multilevel planning,where the material is produced from other materials that must beavailable in time for the production process. You can refer to theBOM for information about the required materials. Since a BOM itemmay be the header of another BOM, planning may encompass severalBOM levels. The objective of multilevel planning is therefore to cre-ate procurement elements at the right time across all relevant BOMlevels (see Figure 2.4). The procurement dates for the assemblies andcomponents are calculated from the BOM structure using backwardscheduling from the requirements date of the finished product.

This enables operation-specific material staging.

Multilevel planning uses backward scheduling from the require-ments date for the finished product. This means that the start datesfor procurement of the required assemblies and components are cal-culated to ensure that production of the finished product can start on

Figure 2.3 ECC Transaction “Change Material Master” (Transaction Code MM02, Material Master View “MRP 2” with Field Selection for Scheduling Margin Key)

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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 alertyou 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 productstill 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 of procurement

Plannedorder ADependent

requirement

Plannedorder B

Purchaseorder C

Requirementsdate

Bill of materialsexplosion

A

C

D

B

Time

Purchaseorder D

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troller’s responsibility to identify problematic supply chains usingthese exception messages and to solve the problem, for example, bychanging 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 deliverytimes 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 mayfind that you will need to switch to another vendor with a differentdelivery time.

MRP IIThe situation is more complex for materials produced in-house. Inthis case, material planning uses the MRP II concept. This means thatmaterial 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 whetherthe required work centers or resources are available for the relevantperiod 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.

Capacity requirement

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 beexecuted. 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 onlythe 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 naturallybe 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 differentresources. Successful scheduling of one operation at a resource mayconflict 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 ofAPO-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 alreadybeen reserved by another order, this is referred to as finite scheduling.The availability checked in this instance is finite. If this check is notperformed, 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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receipt elements cannot cover these requirements in time. In short,capacity planning generally impacts the requirements plan (see Fig-ure 2.5). Operation 0020 shown in Figure 2.5 is executed using thebottleneck resource. The total order is based on the bottleneckresource, which means that the availability date and secondaryrequirements have to be shifted.

You will need to react to these shifts with a new requirements plan,with which any new orders are generated with the scheduledrequirement, and so on.

Material requirements planning and capacity planning are thusclosely interwoven. The goal of production planning is to take intoaccount these interdependencies and to create a consistent procure-ment plan.

FirmingTo facilitate the planning process, the production plan is oftenfirmed in the short term after capacity planning is completed. Indi-vidual orders or all orders can be firmed in a defined planning timefence. Firming means that the dates and quantities of the orders can-not be changed automatically; however, they can still be changedmanually. The component requirements used for an order can alsobe firmed. This is useful if the required components are manuallychanged for an order in a way that deviates from the BOM explosion,with the result that a new BOM explosion is no longer possible.

Figure 2.5 Capacity Planning for the Bottleneck Resource of an Order

Occupied Occupied0020

003000200010

Order A

Time

Dependentrequirements

Requirementsdate

0010 0030

Order AResource foroperation 20

Scheduling of bottleneck operation 20

Position of order after capacity planning

Availabilitydate

32


2.2 Advanced Production Planning with APO-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 belowwould be enough to justify using PP/DS—you don’t have to use all ofthe 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 notexhaustive. Rather, it focuses on just some of the main features, byway of an introduction to the more detailed descriptions of the indi-vidual functions in the following chapters.

2.2.1 Requirements Planning with Exact Times

Requirements 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 accountonly the date. Similarly, requirements planning takes into accountonly 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.

33

Advanced Production Planning with APO-PP/DS 2.2

2.2.2 Descriptive Characteristics

Planning 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 arereceived 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 accountcapacities 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 capacityplanning 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-

34


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 currentstock/requirements list as part of the Pegged Requirements andOrder Report functions, and they can be used to edit the planningresult manually. Because these references are generated dynamicallyand 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 fixed pegging

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

36


2.2.6 Determining the Source of Supply and Cost-Based Planning

The procedure for selecting a source of supply in ECC is describedbelow.

Source of supplyfor external

procurementin ECC

You may have several different vendors for externally procuredmaterials. If you want one of several vendors to be automaticallyselected in materials planning, all planning-relevant vendors mustfirst be defined in the purchasing info record, scheduling agreement,or contract in the source list. If several MRP-relevant vendors exist,the selection of a single vendor must be defined using a quotaarrangement. In this case, scheduling of the replenishment lead timemay be vendor-specific.

Source of supplyfor in-houseproduction

in ECC

Several sources of supply may also exist as alternative productionversions for materials produced in-house.1 Production versions aredefined in the material master, and they, in turn, define which man-ufacturing process is to be used, usually by specifying a routing anda BOM (or master recipe in PP-PI). Production versions can be lim-ited in terms of their validity periods and lot-size range (see Figure2.8). If several valid production versions exist simultaneously, ECCsimply selects the first valid version, or a quota arrangement is usedto distribute production among several production versions.

Sources ofsupply in APO

The ECC sources of supply described above are the same in APO afterthey are transferred. However, the process for selecting a source ofsupply is different in APO, in that costs may play a crucial role.

First, a check is performed to determine whether a specific source ofsupply can deliver by the required delivery date. If this is not possi-ble because the replenishment lead time is too long, APO searchesfor an alternative source of supply with a shorter replenishment leadtime. For example, the vendor with the shortest delivery time can beautomatically selected if scheduling problems arise.

Cost-basedplanning

Costs can also be considered in relation to supply. You can ensurethat, among several possible vendors, the one with the lowest costsis always automatically selected (provided that there are no schedul-ing problems). Various price scales can be taken into account in this

1 At this point, we'll focus on using production versions, because only they arerelevant to APO.

37


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 differentways. 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 overviewof 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

39


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 inchronological sequence.

Improvedperformance

One 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 manyorders, without affecting runtime (in ECC, the time it takes to importa 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 ofnew features, such as an Undo function, which allows you to manu-ally undo individual steps.

A range ofadvanced 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.

41


OptimizerAPO is ultimately a production planning system, which contains apowerful optimization tool, the PP/DS Optimizer. Optimization isthe final step in the production planning process, which can there-fore be logically broken down into the following three steps:

1. Requirements planning (quantity planning)

2. Capacity planning

3. Optimization

Steps 2 and 3 can also be merged and executed by the Optimizer (seeFigure 2.13). The Optimizer thus represents the only option for con-

Figure 2.12 APO Transaction “Detailed Scheduling Planning Board—Variable View,” Transaction Code /SAPAPO/CDPS0, Detailed Scheduling Planning Board with DS Planning Strategy

42


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

2.2.9 Simple Options for Enhancement with Custom Functions 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 Detailed Scheduling Planning Board

43


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 notrequired.

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

44


2.3 Planning in APO and Execution in ECC

To 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 resultof 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 notpermitted. The reasoning behind this constraint in this example isthat rescheduling is a function of production planning and thus ofAPO, and therefore should be executed in APO.

It follows that you should therefore verify the integrity of all processsteps 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.

327

Index

A

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

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

redefine 245Alternative mode 220, 228, 240Alternative procurement source 249Alternative production data structure

286Alternative resource 186, 209, 218, 220,

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

requirements 162Assignment mode 137

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

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

B

Background processing 241Backlog 234Backlog rescheduling 235Backorder processing 283, 285, 286Backward planning 221, 257Backward scheduling 25Backward 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, 272Capacity 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 45CIF cockpit 95CIF comparison/reconciliation function

96CIF 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, 218Deallocation 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, 87Downtime 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 201Exact 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 221Finite 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 28Fragmentation 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 218Horizon 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, 221Integration model 60, 85

Activate 65Create 61Delete 72Execute 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 177Location 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 140Maintain heuristics 154, 193Maintain interchangeability group 197Maintain strategy profile 181Make span 239Make-to-order production 141Make-to-order segment 203Make-to-stock strategy 274Manual planning 217, 234Manual postprocessing 262Manual sequence scheduling 230Manual sequencing 262Mass conversion 204Mass data 211Mass rescheduling 229Mass selection 211Master recipe 29Material availability 242Material requirements planning 24Maximum delay costs 239, 240Maximum integration model 69Maximum interval 226Maximum lot size 171Maximum runtime 241Message types 75Middle-out planning 251Minimize runtime 230Minimum lot size 171Mixed resource 78MM 17MM02 173Mode 221, 223, 225Mode costs 239, 240Mode priority 182, 187Model 78Model and planning version management

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

MRP II concept 29, 250MRP list 211MRP planner 206MRP type 24, 61MRP type X0 61Multi-activity resource 78Multilevel costs 175Multiple loading 218Multi-resource 223Multi-resource planning 286, 287, 291Multi-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 262squeeze in 217

Operation list 219, 234Optimization 237, 251, 266Optimization 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, 235Pegging 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 134Planned 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, 229Planning 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 247Priority 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 210Production 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 95qRFC 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 70RCIFIMAX 69, 72RCIFMTDE 65, 72RIMODAC2 72RIMODDEL 72RIMODGEN 72

Representative 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 230Resource 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

S

Safety 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 192SAP_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 242Search 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 263Setup time 194, 218, 239, 263Setup-condition-dependent setup time

263Setup-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 230Stage 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 216Table-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 28TP/VS � Transport Planning/Vehicle

Scheduling (TP/VS)Trade-off 240Transaction codes

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

336

Index

/SAPAPO/CDPSC11 154, 193/SAPAPO/CDPSC7 195/SAPAPO/CQ 94/SAPAPO/CSP1 144/SAPAPO/LOC3 177/SAPAPO/MAT1 130/SAPAPO/MC90 135, 145/SAPAPO/MD74 142, 143/SAPAPO/MVM 127/SAPAPO/RES01 183/SAPAPO/RRP_NETCH 151/SAPAPO/RRP3 133/SAPAPO/RRP7 140/SAPAPO/SCC03 173/SAPAPO/SDP94 135CFC1 58CFC2 94CFM1 61, 62CFM2 65CFP4 81CR02 80CURTO_CREATE 81PIMG 48

Transaction data 85Transaction data integration 83Transfer of planning results 127Transferring new APO-relevant master

data 71Transport Planning/Vehicle Scheduling

(TP/VS) 20

U

Undo 218, 234User settings 204, 210Use-up strategy 197Utilization rate 177

V

Validity area 229Validity periods for orders 225Variable costs 240Variable heuristic 146, 204Variable view 214, 215Variants 208Viable production plan 249, 251Visualization profile 205, 210

W

Warning 209, 244Wave algorithm 286, 291Weighting criterion 240Weighting factor 239Window technique 241WIP list 219Work area 214, 215, 231, 233Work center 29, 78Work in progress 219Worklist 233, 241

production planning with sap apo pp-ds

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