sap fi

SAP Business ByDesign

SAP BUSINESS BYDESIGNFINANCIAL AND MANAGEMENT ACCOUNTING

TABLE OF CONTENTS

1 Financial and Management Accounting ....................... 14

2 Business Background .................................................... 152.1 Organizational and General Master Data ............................................................. 15

2.1.1 Company ............................................................................................................. 15

2.1.2 Business Residence ............................................................................................... 16

2.1.3 Business Partners ................................................................................................. 17

2.1.4 Cost Center .......................................................................................................... 19

2.1.5 Profit Center ........................................................................................................ 20

2.1.6 Segment ............................................................................................................... 20

2.1.7 Functional Areas .................................................................................................. 21

2.1.8 Org Structures Quick Guide ................................................................................ 23

2.1.9 Movement Types .................................................................................................. 26

2.1.10 Materials .............................................................................................................. 27

2.1.11 Production Lots ................................................................................................... 29

2.1.12 Purchasing Documents ........................................................................................ 29

2.1.13 Resources ............................................................................................................. 30

2.2 Currencies and Rates ........................................................................................... 33

2.2.1 Currencies ........................................................................................................... 33

2.2.2 Currency Conversion Profile ............................................................................... 33

2.3 General Ledger and Subledgers ............................................................................ 35

2.4 Set of Books ......................................................................................................... 35

2.4.1 Set of Books ......................................................................................................... 35

2.4.2 Multiple Sets of Books ......................................................................................... 36

2.4.3 Accounting Principle ........................................................................................... 38

2.4.4 Reporting Principles ............................................................................................ 39

2.4.4.1 Income Statement by Function of Expense .......................................................... 39

2.4.4.2 Income Statement by Nature of Expense .............................................................. 40

2.4.4.3 Income Statement by Function of Expense / Income Statement by Nature of Ex-

pens ..................................................................................................................... 41

2.4.4.3.1 Switching from Function of Expense Method to Nature of Expense Method ...... 41

2.4.4.3.2 Switching from Function of Expense Method to Nature of Expense Method: Data

Collection (Reports) and Manual Postings ........................................................... 46

SAP Business ByDesignTable Of Contents

PUBLIC 2011 SAP AG. All rights reserved. 2

2.4.4.3.3 Switching from Function of Expense Method to Nature of Expense Method: Man-

ual Postings Posting System ............................................................................... 47

2.4.4.3.4 Switching from Function of Expense Method to Nature of Expense Method: Man-

ual Postings - Application Example ...................................................................... 53

2.4.4.4 Derivation of Profit Centers and Segments .......................................................... 56

2.4.5 Chart of Accounts ............................................................................................... 58

2.4.5.1 Chart of Accounts ............................................................................................... 58

2.4.5.2 Open Item Management and G/L Accounts ......................................................... 59

2.4.5.3 Display and Edit Chart of Accounts ..................................................................... 60

2.4.6 Fiscal Year ............................................................................................................ 62

2.4.6.1 Fiscal Year ............................................................................................................ 62

2.4.6.2 Fiscal Year Variant ............................................................................................... 63

2.4.6.3 Shortened Fiscal Year .......................................................................................... 66

2.4.6.4 Closing Steps ....................................................................................................... 67

2.4.6.5 Checking the Accounting Period for Operational Postings .................................. 68

2.4.7 Automatic Account Determination ..................................................................... 70

2.4.7.1 Automatic Account Determination ..................................................................... 70

2.4.7.2 Setting Up an Account Determination Profile ..................................................... 71

2.4.7.3 Process Flow: Business Configuration of Account Determination for a Business

Transaction ......................................................................................................... 73

2.4.7.4 Reconciliation Accounts ..................................................................................... 75

2.4.7.5 Documentation on Special Account Determination ............................................ 77

2.4.7.5.1 Documentation on Special Account Determination ............................................ 77

2.4.7.5.2 Supplier Invoices ................................................................................................. 78

2.4.7.5.2.1 Free-Text Supplier Invoices (Without Purchase Order Reference) (Account De-

termination) ........................................................................................................ 78

2.4.7.5.2.2 Supplier Invoices for Acquisitions with Receipt (Account Determination) ......... 80

2.4.7.5.2.3 Supplier Invoices for Services Received Without Receipt (Account Determina-

tion) ..................................................................................................................... 83

2.4.7.5.2.4 Supplier Invoices for Fixed Assets Without Receipt (Account Determination) .... 86

2.4.7.5.2.5 Supplier Invoices for Consumables Without Receipt (Account Determination) .. 89

2.4.7.5.3 Goods Receipt and Service Receipt ...................................................................... 92

2.4.7.5.3.1 Goods Receipts for Consumables with Receipt (Account Determination) ........... 92

2.4.7.5.3.2 Goods Receipts for Stock Materials (Account Determination) ............................. 95

2.4.7.5.3.3 Goods Receipts for Fixed Assets with Receipt (Account Determination) ............. 97

2.4.7.5.3.4 Provision of Ordered Services with Receipt (Account Determination) ................ 99

2.4.7.5.4 Tax Entries ........................................................................................................... 102

2.4.7.5.4.1 Input Tax Entries (Account Determination) ........................................................ 102

2.4.7.5.4.2 VAT Entries (Account Determination) ................................................................ 104



2.4.7.5.4.3 VAT Returns (Account Determination) .............................................................. 107

2.4.7.5.5 Fixed Asset Entries ............................................................................................... 108

2.4.7.5.5.1 Posting Acquisition (Account Determination) ..................................................... 108

2.4.7.5.5.2 Transfer Postings (Account Determination) ........................................................ 111

2.4.7.5.5.3 Posting the Sale of Fixed Assets (Account Determination) ................................... 112

2.4.7.5.5.4 Posting Write-Ups (Account Determination) ....................................................... 116

2.4.7.5.5.5 Posting Write-Down (Account Determination) ................................................... 118

2.4.7.5.5.6 Transfer of Reserves (Account Determination) ................................................... 120

2.4.7.5.5.7 Posting Revaluations (Account Determination) .................................................. 121

2.4.7.5.5.8 Posting Retroactive Capitalization (Account Determination) ............................. 124

2.4.7.5.5.9 Posting the Scrapping of an Asset (Account Determination) ............................... 126

2.4.7.5.5.10 Posting Depreciation (Account Determination) .................................................. 129

2.4.7.5.5.11 Posting Special Depreciation (Account Determination) ....................................... 131

2.4.7.5.5.12 Posting Low-Value Assets (Account Determination) ........................................... 134

2.4.7.5.6 Cost Accounting .................................................................................................. 136

2.4.7.5.6.1 Overhead Distribution (Account Determination) ............................................... 136

2.4.7.5.6.2 Overhead Absorption by Projects (Account Determination) ............................... 138

2.4.7.5.6.3 Overhead Absorption by Production Lots (Account Determination) .................. 140

2.4.7.5.6.4 Overhead Absorption by Service Order Items (Account Determination) ............. 143

2.4.7.5.6.5 Material Input in Production (Account Determination) ...................................... 145

2.4.7.5.6.6 Resource Consumption in Production (Account Determination) ....................... 147

2.4.7.5.6.7 Reporting Time Worked on Projects and Project Tasks (Account Determination) 149

2.4.7.5.7 Revenue Recognition .......................................................................................... 152

2.4.7.5.7.1 Customer Invoices Without Revenue Deferral (Account Determination) ........... 152

2.4.7.5.7.2 Deliveries Without Revenue Deferral (Account Determination) ......................... 155

2.4.7.5.7.3 Customer Invoices with Revenue Deferral (Account Determination) ................. 157

2.4.7.5.7.4 Deliveries with Revenue Deferral (Account Determination) ............................... 160

2.4.7.5.7.5 Revenue Recognition After Delivery and Invoice (Account Determination) ....... 162

2.4.7.5.7.6 Revenue Recognition After Delivery Without Invoice (Account Determination) 165

2.4.7.5.7.7 Service Confirmations (Account Determination) ................................................ 168

2.5 Document Flow Into Accounting ........................................................................ 170

2.5.1 Document Flow into Accounting ........................................................................ 170

2.5.2 Document Flow ................................................................................................... 171

2.5.3 Journal Entries ..................................................................................................... 178

2.5.3.1 Journal Entries .................................................................................................... 178

2.5.3.2 Journal Entry Types and Number Ranges ............................................................ 179

2.5.3.3 Postings Not Relevant to General Ledger ............................................................. 181

2.5.3.4 Reversal of Journal Entries .................................................................................. 182

2.5.3.4.1 Reversing Journal Entries .................................................................................... 182



2.5.3.4.2 Special Cases for Reversals ................................................................................... 183

2.5.3.5 Automatic Creation of Journal Entries ................................................................ 184

2.5.3.5.1 Automatic Creation of Journal Entries ................................................................ 184

2.5.3.5.2 Derivation of the Posting Date ............................................................................. 185

2.5.3.5.3 Process Control for Operational Postings ............................................................ 186

2.5.3.5.4 Valuation Processes for Automatic Postings ........................................................ 189

2.5.3.5.5 Document Splitting ............................................................................................. 190

2.5.3.6 Business Transactions Leading to Journal Entries ................................................ 193

2.5.3.6.1 Source Documents ............................................................................................... 193

2.5.3.6.1.1 Source Documents ............................................................................................... 193

2.5.3.6.2 Journal Entry Vouchers ....................................................................................... 194

2.5.3.6.2.1 Journal Entry Vouchers ....................................................................................... 194

2.5.3.6.2.2 Creating Journal Entry Vouchers ........................................................................ 196

2.5.3.6.2.2.1 Manual Entry of Journal Entry Vouchers ............................................................ 196

2.5.3.6.2.2.1.1 Manual Entry of Journal Entry Vouchers ............................................................ 196

2.5.3.6.2.2.1.2 Manual Postings in the General Ledger ................................................................ 198

2.5.3.6.2.2.1.3 Manual Entries for Accounts Payable ................................................................... 199

2.5.3.6.2.2.1.4 Manual Entries for Accounts Receivable ............................................................. 201

2.5.3.6.2.2.1.5 Manual Postings to Cash Accounts ...................................................................... 203

2.5.3.6.2.2.1.6 Manual Entries for Materials ................................................................................ 203

2.5.3.6.2.2.1.7 Manual Entries for Production Lots ..................................................................... 204

2.5.3.6.2.2.1.8 Manual Entries for Sales Documents .................................................................... 205

2.5.3.6.2.2.2 Upload a Journal Entry Voucher ......................................................................... 207

2.5.3.6.2.2.3 Recurring Journal Entry Vouchers ...................................................................... 209

2.5.3.6.3 Valuation Runs .................................................................................................... 209

2.6 Custom Financial Reports .................................................................................... 210

3 General Ledger ............................................................. 2143.1 Business Background ........................................................................................... 214

3.1.1 Period-End-Close ................................................................................................. 214

3.1.1.1 Closing Activities - Year-End Closing .................................................................. 214

3.1.1.2 Reconciliation ..................................................................................................... 216

3.1.1.3 Allowance for Doubtful Accounts ....................................................................... 218

3.1.1.4 Balance Carryforward .......................................................................................... 219

3.1.2 Preparation for Consolidation ............................................................................. 220

3.1.2.1 Preparation for Consolidation Overview ......................................................... 220

3.1.2.2 Preparation for Consolidation - Business Processes and Posting Logic ................. 222

3.1.2.3 Preparation for Consolidation Data Provision .................................................. 228

3.1.2.4 Preparation for Consolidation Consolidation Steps .......................................... 232

3.2 Master Data .......................................................................................................... 234



3.2.1 Companies View .................................................................................................. 234

3.2.1.1 Quick Guide for Companies (General Ledger) ..................................................... 234

3.2.1.2 Creating Fiscal Years ............................................................................................ 236

3.2.1.3 Open and Close Accounting Periods ................................................................... 236

3.2.2 Quick Guide for Partner Companies ................................................................... 238

3.3 G/L Accounts View .............................................................................................. 240

3.3.1 Quick Guide for G/L Accounts ............................................................................ 240

3.4 Journal Entries View ............................................................................................ 243

3.4.1 Journal Entries Quick Guide ................................................................................ 243

3.4.2 Journal Entry Vouchers Quick Guide .................................................................. 245

3.4.3 Quick Guide for Recurring Journal Entry Vouchers ........................................... 248

3.5 Intercompany Journal Entry Vouchers View ....................................................... 251

3.5.1 Intercompany Journal Entry Vouchers Quick Guide ........................................... 251

3.6 Closing Cockpit View .......................................................................................... 254

3.6.1 Quick Guide for Closing-Relevant Tasks ............................................................ 254

3.6.2 Quick Guide for Closing Cockpit ......................................................................... 256

3.6.3 Quick Guide for Source Documents .................................................................... 260

3.7 Periodic Tasks View .............................................................................................. 262

3.7.1 Quick Guide for Balance Carryforward ............................................................... 262

3.7.2 Quick Guide for Reconciliation ........................................................................... 264

3.7.3 Quick Guide for Statutory Reports ..................................................................... 265

3.7.4 Quick Guide for Post Recurring Journal Entry Vouchers .................................... 266

3.7.5 Quick Guide for DATEV Export .......................................................................... 269

3.7.6 Extraction Run for Financial Data Quick Guide .................................................. 272

3.7.7 Export Year-End Closing File View ...................................................................... 275

3.7.7.1 Quick Guide for Export Year-End Closing File .................................................... 275

3.7.7.2 Business Background ........................................................................................... 275

3.7.7.2.1 Electronic Export of Year-End Closing File ......................................................... 275

3.7.7.3 Tasks .................................................................................................................... 275

3.7.7.3.1 Complete Additional Files Template ................................................................... 275

3.7.8 Golden Audit Export Files View ........................................................................... 276

3.7.8.1 Quick Guide for Golden Audit Export Files ......................................................... 276

3.7.8.2 Business Background ........................................................................................... 276

3.7.8.2.1 ............................................................................................................................. 276

3.7.8.2.2 ............................................................................................................................. 276

3.7.8.2.3 ............................................................................................................................. 276

3.7.8.2.4 ............................................................................................................................. 276

3.7.8.2.5 ............................................................................................................................. 277

3.8 Reports ................................................................................................................ 277



3.8.1 Financial Statements ............................................................................................ 277

3.8.2 Financial Statements - Two Years ........................................................................ 279

3.8.3 Journal ................................................................................................................. 281

3.8.4 Trial Balance ....................................................................................................... 282

3.8.5 G/L Accounts - Line Items ................................................................................... 283

3.8.6 G/L Accounts - Open Items .................................................................................. 284

3.8.7 Accounts Payable - Trial Balance ......................................................................... 285

3.8.8 Accounts Receivable - Trial Balance ................................................................... 286

3.8.9 Cash - Trial Balance ............................................................................................ 287

3.8.10 Tax - Trial Balance .............................................................................................. 288

3.8.11 Reconciliation of General Ledger and Subledgers ............................................... 289

3.8.12 Accounts Payable Reconciliation ......................................................................... 291

3.8.13 Accounts Receivable Reconciliation .................................................................... 294

3.8.14 Cash Reconciliation ............................................................................................ 296

3.8.15 VAT / Sales Tax Calculation - Details .................................................................. 299

3.8.16 VAT / Sales Tax Reconciliation ............................................................................ 301

3.8.17 Withholding Tax Reconciliation .......................................................................... 301

3.8.18 Financial Reporting Structure ............................................................................. 302

3.8.19 Production Information for Income Statement by Nature of Expense ................ 302

3.8.20 Sales Information for Income Statement by Nature of Expense .......................... 304

3.8.21 Schedule of Changes ............................................................................................ 305

3.8.22 Accounts Payable - Balance Audit Trail ............................................................... 306

3.8.23 Accounts Payable - Open Items ............................................................................ 307

3.8.24 Accounts Receivable - Balance Audit Trail ......................................................... 308

3.8.25 Accounts Receivable - Line Items ......................................................................... 309

3.8.26 Accounts Receivable - Open Items ....................................................................... 311

3.8.27 Cash - Balance Audit Trail ................................................................................... 312

3.8.28 Cash - Line Items ................................................................................................. 313

3.8.29 Cash - Open Items ............................................................................................... 314

3.8.30 Tax - Balance Audit Trail .................................................................................... 315

3.8.31 Tax - Line Items ................................................................................................... 316

3.8.32 Deferred Tax Items .............................................................................................. 317

3.9 Common Tasks .................................................................................................... 318

3.9.1 Exchange Rate, Exchange Rate Type, and Conversion Type ................................ 318

4 Fixed Assets .................................................................. 3204.1 Business Background ........................................................................................... 320

4.1.1 Life Cycle of a Fixed Asset .................................................................................... 320

4.1.1.1 Life Cycle of a Fixed Asset .................................................................................... 320

4.1.1.2 Procurement of a Fixed Asset ............................................................................... 323



4.1.1.3 Posting Assets Under Construction ..................................................................... 325

4.1.1.4 Automatic Fixed Asset Depreciation .................................................................... 327

4.1.1.5 Sale of a Fixed Asset .............................................................................................. 333

4.1.1.6 German Accounting Law Modernization Act (BilMog) in Fixed Asset Accounting 335

4.1.2 Fixed Assets .......................................................................................................... 338

4.1.2.1 Fixed Assets .......................................................................................................... 338

4.1.2.2 Assets and Subassets ............................................................................................. 340

4.1.2.3 Legacy Asset and Subasset - Legacy Data .............................................................. 341

4.1.2.4 Individual Materials ............................................................................................. 343

4.1.2.5 Individual Materials and Acquisitions .................................................................. 346

4.1.2.6 Fixed Assets Master Data ...................................................................................... 348

4.1.2.7 Fixed Assets Valuation View and Value Simulation ............................................. 353

4.1.2.8 Fixed Asset Classes ............................................................................................... 355

4.1.2.9 Fixed Asset Valuation Views ................................................................................ 358

4.1.3 Manual Postings in Fixed Assets ........................................................................... 359

4.1.3.1 Manual Postings in Fixed Assets ........................................................................... 359

4.1.3.2 Manual Posting Acquisition ............................................................................ 363

4.1.3.3 Manual Posting Individual Material Scrapping .................................................. 364

4.1.3.4 Manual Posting Complete Scrapping ................................................................. 365

4.1.3.5 Manual Posting Manual Depreciation ............................................................... 366

4.1.3.6 Manual Posting Write-Down ............................................................................. 367

4.1.3.7 Manual Posting Special Depreciation ................................................................ 369

4.1.3.8 Manual Posting Write-Up ................................................................................ 370

4.1.3.9 Manual Posting - Retroactive Capitalization ....................................................... 372

4.1.3.10 Manual Posting - Complete Transfer of Individual Material ................................ 374

4.1.3.11 Manual Posting - Partial Transfer of Individual Material ...................................... 376

4.1.3.12 Manual Posting Revaluation ............................................................................. 378

4.1.3.13 Transfer of Reserves ............................................................................................. 380

4.1.4 Periodic Tasks in Fixed Assets ............................................................................... 382

4.1.4.1 Depreciation ........................................................................................................ 382

4.1.4.1.1 Automatic Fixed Asset Depreciation .................................................................... 382

4.1.4.1.1.1 Period Control ..................................................................................................... 382

4.1.4.1.1.2 Period Control Methods and Keys ........................................................................ 385

4.1.4.1.1.3 Changeover Method ............................................................................................ 389

4.1.4.1.1.4 Multi-Level Method ............................................................................................. 390

4.1.4.1.1.5 Shift-Dependent Depreciation ............................................................................. 391

4.1.4.1.2 Depreciation Methods ......................................................................................... 392

4.1.4.1.2.1 Depreciation Methods - Germany ........................................................................ 392

4.1.4.1.2.2 Depreciation Methods - USA ................................................................................ 398



4.1.4.1.3 Low-Value Assets ................................................................................................. 401

4.1.4.1.3.1 Low-Value Assets ................................................................................................. 401

4.1.4.1.3.2 Low-Value Assets for Germany ............................................................................ 403

4.1.4.2 Replacement Values and Interest ......................................................................... 409

4.1.4.2.1 Replacement Values ............................................................................................ 409

4.1.4.3 Depreciation Run ................................................................................................ 411

4.1.4.3.1 Fixed Asset Depreciation Run .............................................................................. 411

4.1.5 Valuation Reserve- Austria .................................................................................. 412

4.2 Fixed Assets View ................................................................................................. 415

4.2.1 Quick Guide for Fixed Assets ............................................................................... 415


4.3.1 Quick Guide for Depreciation ............................................................................. 420

4.4 Reports ................................................................................................................ 422

4.4.1 Depreciation ........................................................................................................ 422

4.4.2 Fixed Assets Inventory List ................................................................................ 423

4.4.3 Fixed Assets Line Items ...................................................................................... 424

4.4.4 Fixed Assets - Trial Balance .................................................................................. 425

4.4.5 Fixed Assets - Master Data .................................................................................... 426

4.4.6 Schedule of Fixed Assets ...................................................................................... 427

4.4.7 Fixed Assets - Valuation Comparison- Austria ..................................................... 429

4.5 Common Tasks .................................................................................................... 430

4.5.1 Deactivate a Fixed Asset Class .............................................................................. 430

4.5.2 Edit Asset Class Determination ............................................................................ 430

5 Inventory Valuation ..................................................... 4325.1 Business Background ........................................................................................... 432

5.1.1 Valuation ............................................................................................................. 432

5.1.2 Valuation of Business Transactions ..................................................................... 433

5.1.3 Valuation of Material Inventories ........................................................................ 434

5.1.3.1 Valuation of Material Inventories ........................................................................ 434

5.1.3.2 Cost Types for Inventory Valuation .................................................................... 435

5.1.3.3 Inventory Cost History ........................................................................................ 437

5.1.3.4 Perpetual Cost Methods ....................................................................................... 439

5.1.3.4.1 Perpetual Cost Methods ....................................................................................... 439

5.1.3.4.2 Standard Cost Method ......................................................................................... 440

5.1.3.4.3 Moving Average Cost Method .............................................................................. 441

5.1.3.4.4 Negative Inventories ............................................................................................ 442

5.1.4 Material Cost Estimates ........................................................................................ 443

5.1.5 Material Cost Estimate Runs ................................................................................ 446

5.1.6 GR/IR Clearing .................................................................................................... 451



5.1.6.1 GR/IR Clearing .................................................................................................... 451

5.1.6.2 GR/IR Clearing Runs ........................................................................................... 454

5.1.6.3 Marked Final Clearing Date for Purchasing Document Items .............................. 457

5.1.6.4 Price Differences, Exchange Rate Differences, and Cash Discounts ...................... 459

5.1.6.5 GR/IR Clearing Run Moving Average Cost Method .......................................... 460

5.1.6.6 GR/IR Clearing Run Partial Invoice and Completion of Purchase Order Item . . 461

5.1.6.7 GR/IR Clearing Run Subsequent Credit ........................................................... 462

5.1.6.8 GR/IR Clearing Run Credit Memo .................................................................... 463

5.1.6.9 GR/IR Clearing Run Cash Discount ................................................................. 464

5.1.6.10 GR/IR Clearing Run Invoice Receipt Before Goods Receipt ............................. 465

5.1.6.11 GR/IR Clearing Run Price Difference with Standard Cost Method ................... 466

5.1.6.12 GR/IR Clearing Run Standard Case (Without Differences) ............................... 466

5.1.7 Work in Process .................................................................................................... 467

5.1.7.1 Work in Process .................................................................................................... 467

5.1.7.2 Valuation of Work in Process ............................................................................... 468

5.1.7.3 Work-in-Process Clearing Runs ........................................................................... 469

5.2 Master Data View ................................................................................................. 472

5.2.1 Materials Quick Guide (Inventory Valuation) ..................................................... 472

5.2.2 Material Unit Costs Quick Guide ......................................................................... 475

5.2.3 Production Lots Quick Guide .............................................................................. 479

5.2.4 Purchasing Document Items Quick Guide ........................................................... 480

5.3 Material Cost Estimates View ............................................................................... 484

5.3.1 Material Cost Estimates Quick Guide ................................................................... 484


5.4.1 Material Cost Estimate Rollup Quick Guide ........................................................ 486

5.4.2 Material Cost Estimate Release Quick Guide ........................................................ 488

5.4.3 Update Inventory Costs Quick Guide .................................................................. 490

5.4.4 Production Lots Overhead Absorption Quick Guide ....................................... 492

5.4.5 WIP Clearing Quick Guide ................................................................................... 493

5.4.6 GR/IR Clearing Quick Guide ............................................................................... 495

5.5 Reports ................................................................................................................ 499

5.5.1 Material Inventories Balance History ................................................................ 499

5.5.2 Material Inventories Balance Summary ............................................................. 500

5.5.3 Material Inventories Line Items ......................................................................... 501

5.5.4 Material Inventories Reconciliation .................................................................. 502

5.5.5 GR/IR Inventories Balance Summary ............................................................... 504

5.5.6 WIP Inventories Balance Summary .................................................................... 505

5.5.7 Purchase Price Variances ...................................................................................... 506

5.5.8 Production Variances ........................................................................................... 507



5.5.9 Production Lots Line Items ................................................................................ 508

5.5.10 Material Unit Costs .............................................................................................. 509

5.5.11 Purchasing Documents Line Items .................................................................... 510

6 Cost and Revenue ......................................................... 5126.1 Business Background ........................................................................................... 512

6.1.1 Cost Center Management Accounting ................................................................. 512

6.1.1.1 Cost Center Management Accounting ................................................................ 512

6.1.1.2 Overhead Distribution Between Cost Centers ..................................................... 514

6.1.1.3 Service Cost Allocation to Cost Objects ............................................................... 518

6.1.1.4 Overhead Absorption by Cost Objects ................................................................. 519

6.1.1.5 Calculation Bases for Overhead Absorption ........................................................ 522

6.1.2 Project Cost and Revenue Management ............................................................... 523

6.1.2.1 Project Cost and Revenue Management ............................................................... 523

6.1.2.2 Overhead Cost Projects ........................................................................................ 526

6.1.2.3 Customer Projects ............................................................................................... 528

6.1.2.4 Direct Cost Projects ............................................................................................. 529

6.1.2.5 Cost and Revenue Distribution Between Projects ................................................ 532

6.1.2.6 Service Cost Allocation to Projects ...................................................................... 535

6.1.2.7 Overhead Absorption by Projects ........................................................................ 535

6.1.2.8 Revenue Recognition for Project Sales ................................................................ 537

6.1.2.9 Project Cost and Revenue Planning ..................................................................... 539

6.1.3 Sales and Profit Analysis ...................................................................................... 540

6.1.3.1 Sales and Profit Analysis ...................................................................................... 540

6.1.3.2 G/L Account (Origin) ........................................................................................... 542

6.1.3.3 Service Cost Allocation to Sales and Service Orders ............................................. 543

6.1.3.4 Overhead Absorption by Service Order Items ...................................................... 544

6.1.3.5 Revenue Recognition .......................................................................................... 545

6.1.3.5.1 Revenue Recognition .......................................................................................... 545

6.1.3.5.2 Revenue Recognition for Product Sales and Customer Returns .......................... 548

6.1.3.5.3 Revenue Recognition for Project Sales ................................................................ 549

6.1.3.6 Profit Analysis ...................................................................................................... 551

6.1.3.6.1 Earned Profit Analysis .......................................................................................... 551

6.1.3.6.2 Profit Analysis Based On Orders and Invoices ...................................................... 552

6.1.3.6.3 Profitability Setup ................................................................................................ 553

6.1.3.6.3.1 Profitability Setup Guide ..................................................................................... 553

6.1.3.6.3.2 Profitability Setup: Business Configuration ......................................................... 554

6.1.3.6.3.3 Profitability Setup: Market Segments ................................................................... 558

6.1.3.6.3.4 Solving Problems with Profit Data ....................................................................... 559

6.1.4 Production Costing .............................................................................................. 561



6.1.4.1 Service Cost Allocation to Production Lots ......................................................... 561

6.1.5 Financial Planning ............................................................................................... 562

6.1.5.1 Financial Planning ............................................................................................... 562

6.1.5.2 Financial Plans ..................................................................................................... 562

6.2 Master Data and Allocations View ....................................................................... 568

6.2.1 Cost Centers Quick Guide ................................................................................... 568

6.2.2 Distribution Rules View ...................................................................................... 570

6.2.2.1 Distribution Rules Quick Guide .......................................................................... 570

6.2.2.2 Create a Distribution Rule for Cost Centers ........................................................ 572

6.2.2.3 Create a Distribution Rule for Projects ................................................................ 574

6.2.3 Overhead Rules Quick Guide ............................................................................... 575

6.2.4 Quick Guide for Resources (in Cost and Revenue) .............................................. 579

6.2.5 Resource Cost Rates Quick Guide ........................................................................ 581

6.2.6 Quick Guide for Services (in Cost and Revenue) .................................................. 583

6.2.7 Service Cost Rates Quick Guide ........................................................................... 585

6.2.8 Projects Quick Guide ........................................................................................... 587

6.2.9 Sales Document Items Quick Guide ..................................................................... 589

6.3 Planning View ...................................................................................................... 592

6.3.1 Planning Quick Guide .......................................................................................... 592


6.4.1 Quick Guide for Service Orders Overhead Absorption .................................... 597

6.4.2 Quick Guide for Overhead Cost Projects Overhead Absorption ...................... 599

6.4.3 Quick Guide for Direct Cost Projects Overhead Absorption ........................... 601

6.4.4 Revenue Recognition Quick Guide ...................................................................... 603

6.4.5 Overhead Distribution Quick Guide .................................................................... 605

6.5 Reports ................................................................................................................ 607

6.5.1 Cost Center List ................................................................................................... 607

6.5.2 Cost Centers Line Items ..................................................................................... 608

6.5.2 Cost Centers Line Items My Area .................................................................... 608

6.5.3 Cost Centers Plan/Actual .................................................................................. 610

6.5.3 Cost Centers Plan/Actual My Area ................................................................. 610

6.5.4 Cost Centers Plan/Actual Version Comparison .............................................. 611

6.5.5 Financial Statements Plan/Actual ..................................................................... 612

6.5.6 Financial Statements Plan/Actual Version Comparison ................................. 613

6.5.7 Free Cost Object List ............................................................................................ 615

6.5.8 Free Cost Objects Line Items ............................................................................. 616

6.5.9 Profit Detail by Contribution Margin Scheme ..................................................... 617

6.5.10 Profit Overview by Key Figure .............................................................................. 619

6.5.11 Project Plan Data Details ...................................................................................... 621



6.5.12 Project Cost and Revenue Details by Project ....................................................... 622

6.5.13 Project Cost and Revenue Details by Project Structure ....................................... 626

6.5.14 Project Cost and Revenue by Project ................................................................... 628

6.5.15 Project Cost and Revenue by Project Structure ................................................... 631

6.5.16 Total Costs by Cost Center and Assigned Projects ............................................... 634

6.5.16 Total Costs by Cost Center and Assigned Projects My Area ............................... 634

6.5.17 Sales Accruals ...................................................................................................... 636

6.5.18 Projects Line Items ............................................................................................ 637

6.5.19 Sales Documents Line Items .............................................................................. 639

6.6 Common Tasks .................................................................................................... 641

6.6.1 Quick Guide to Maintaining Projects ................................................................... 641



1 FINANCIAL AND MANAGEMENT ACCOUNTING

OverviewThe SAP Business ByDesign solution helps you integrate your core business processes and financials so that youhave a single, up-to-date view of the financial state of your business. This single source of corporate truth serves asa centralized general ledger with related subledgers and includes standard accounting logic. It helps you makeinformed business decisions and at the same time serves as the basis for your financial reporting.

RelevanceThe Financial and Management Accounting business area is relevant if you need support for:

General ledger Fixed assets Inventory Management accounting Consolidation

Benefits You gain company-wide integration of your business processes.

With the SAP Business ByDesign solution, your companys processes in areas such as purchasing, manufacturing,and sales are integrated seamlessly with your financials processes, including payables and receivables processing,expense and reimbursement management, general ledger management, and inventory accounting. You havea single set of up-to-date data from which you can quickly view and report on the financial state of your business.

You make only one journal entry for a business transaction, and your books are reconciled at all times.You enter data related to a business transaction only once with SAP Business ByDesign as a single journalentry in a single set of integrated books. These journal entries are valid for use by the general ledger and byrelevant subledgers of a set of books. As a result, your general ledger and subledgers are reconciled at all times,and you can always track a document back to where it originated.

You have instant access to online, interactive, and comprehensive financial reporting and analytics.SAP Business ByDesign puts online, interactive reporting and analysis tools at your fingertips, giving you un-paralleled visibility of your business operations at any level of detail. This transparency is enabled by the cen-tralized and standardized accounting logic within financial and management accounting. Your employees canrun financial reports whenever needed, create what-if analyses, and drill down instantly to details.

You can easily maintain multiple sets of books using different accounting standards.The centralized general ledger within SAP Business ByDesign enables you to view the financial state of yourcompany through different sets of accounting rules such as United States generally accepted accountingprinciples (U.S. GAAP) and International Financial Reporting Standards (IFRS). Centralized accounting dataallows your accounting department to efficiently manage the financial operations of your company and providethe financial information that your management needs, quickly and easily.

SAP Business ByDesign accelerates your period-end closing.The SAP Business ByDesign solution leverages tight connections with other business areas and built-in auto-mation to streamline the closing of financial periods. Your accounting staff has a significant head start sincethey are already working with real-time reconciled data from across your company. Where possible, period-endtasks are automated or automatically routed to the responsible employee for execution.

SAP Business ByDesignFinancial and Management Accounting


2 BUSINESS BACKGROUND

2.1 ORGANIZATIONAL AND GENERAL MASTER DATA2.1.1 COMPANY

OverviewIn Organizational Management, a company represents an org unit that is financially and legally independent,that is not tied to a geographical location, and is registered under business law. It includes all legally registeredentities, such as associations, cooperatives, or any other legal persons that release annual financial statements.

Each company has an official country of registration and a default currency.

Each org structure must contain at least one org unit that is defined as a company.

GuidelineSpecify all companies that are part of your enterprise and that you want to represent in SAP Business ByDesign.Note the following:

We recommend that you do not define a company and a business residence in the same org unit. Instead, createall business residences of a company on the level below the company.

You can choose to arrange your companies in a hierarchy, representing any hierarchical relationships, forexample, the structure of an affiliated group. However, this has no effect on financial consolidation.

You can add the abbreviation of the legal form in the Company Name field. The name, including the legalform, is used in all business documents.

The Country of Registration is used to propose the default currency for a set of books and the reportingcurrency for a company in the financial business area. The country of registration and the country of thecompanys legal address can differ if the company is registered in a different country under the legal form of,for example, a European Company or a Limited Company.

The default currency is used to propose the currency for purchase orders and contracts.

ExampleThe company Akron Heating is based in the United States, and has two subsidiaries in Canada and Mexico. Bothsubsidiaries are legally registered companies. The following three companies should be created in SAP BusinessByDesign:

Akron Heating US, registered in the United States with the default currency US Dollar. Akron Heating Canada, registered in Canada with the default currency Canadian Dollar. Akron Heating Mexico, registered in Mexico with the default currency Mexican Peso.

See AlsoGuide: Setting Up Your Org Structure

Org Structures Quick Guide

SAP Business ByDesignBusiness Background


2.1.2 BUSINESS RESIDENCE

OverviewIn Organizational Management, a business residence represents a part of your company within a geographic area.The business activity of this business residence is subject to uniform tax processing, its registration with publicauthorities is unique, and there is only one valuated stock per material for this business residence.

A business residence can be, for example, a city or region, even if your company has several locations with differentaddresses within this city or region.

GuidelinesYou must create at least one business residence below each company. All business residences should be modeledbelow the company and should not have any functions or employees assigned to them.

An org unit that reports to another org unit located in a different business residence, needs to be manually assignedto its correct business residence using the Deviating Business Residence Assignment field. You can make this as-signment in the attributes of the business residence.

The graphic shows a sample org structure, including a company and business residences and a deviating businessresidence assignment:

Sample Org Structure

Also note the following:

If you have several companies at the same location, you have to create a business residence for each company. The business residence should be named based on its location, for example, the town, city, or area.

ExampleThe company Akron Heating has several offices and a warehouse in various locations in the city Atlanta. All of theselocations are subject to local tax law. Stock is valuated for the whole area. The company is registered with publicauthorities in Atlanta. Therefore, the company should consist of one business residence called Akron HeatingAtlanta.

See AlsoDeviating Business Residence Assignments

Guide: Setting Up Your Org Structure




2.1.3 BUSINESS PARTNERS

OverviewA business partner is a person or organization in which your company has a business interest. A wide range of peopleand organizations are considered business partners. For example, business partners are used in human resources(employees) and financials (bank, clearing house).

The Business Partners view of the Business Partner Data work center provides you with an overview of all thebusiness partners that are currently in your system. You can maintain general data of a business partner, such asaddress and communication data, the status of the business partner, business partner roles and relationships.

You can maintain all information about a business partner in one place, even when a business partner has multipleroles. For example, if a supplier becomes an account, you can add the new information to the existing informationabout this business partner. It is also possible to create a business partner without assigning a specific role to it. Thisis suitable for a business partner such as a courier company.

There are the following types of business partners that are relevant for different business processes:

AccountsA person (private account) or an organization (corporate account), with which a company has a businessrelationship, that orders, purchases, or receives a product.

SuppliersA company that provides materials or services.

Service agentsA person who performs a service on behalf of a company.

ContactsA contact person in an organization.

EmployeesA person who contributes or has contributed to the creation of goods and services in the company based on awork agreement.

PartnersA partner is a company with which your enterprise has a mutually contractual agreement, for example, awholesaler or a channel partner.

My banksA financial institution that provides banking services such as holding deposits, providing credit and other fi-nancial services for your enterprise.

Clearing housesAn intermediary agency where payment information is processed between suppliers and financial institutions.The clearing house authorizes the supplier to accept a payment card transaction.

Tax authoritiesA government agency authorized to levy taxes.

CompetitorsAnother company that competes for sales in the same target market.

Social insurance fundsAn organization that runs a social insurance fund.

There is a distinction between a business partner and a partner. A partner is a company with whom youhave a mutually beneficial contractual agreement, for example, a wholesaler. A partner is a type of businesspartner. However, a business partner can also be a competitor and is therefore defined as a stakeholder orinterested party.



Prerequisites

Configuration Settings

Configuration settings are normally performed by a key user. If you do not have the required authorization,contact your key user.

You have checked and adapted the predelivered settings for business partner-specific data.

To find this activity, go to the Business Configuration work center and choose the Implementation Projectsview. Select your implementation project and click Open Activity List . Select the Fine-Tune phase, then select theGeneral Business Partners activity from the activity list.

Features

Business Partner Organizations and PersonsIn addition to the business partner types in the different business processes, business partners can be of the followingtypes:

Business partner organizationsYour business partner is a company.

Business partner personsYour business partner is an individual.

Depending on whether your business partner is an organization or a person, you will be shown different fields. Forexample, persons require person-related fields, such as name fields, whereas organizations require fields for organ-izations, such as the legal form of a company or the main contact.

Business Partner RolesYou can assign multiple roles to a business partner. For example, a supplier can also be your customer. Some detailsfor the business partner may be identical for each role, such as address data. You do not have to enter this informationagain when assigning a new role to an existing business partner.

You can maintain different information for each role. For example, if you specify that Jane Smith is an employee,you will need to add employee data, such as payroll information, and user access data. However, if you specify thatJane Smith is an account, you will have different information, for example, sales and financial data.

Miller and Son, a supplier of Akron Heating Technologies, has recently become an account of Akron. Kate Jacobwants to add new details to the existing information about Miller and Son. She goes to the Business Partners viewof the Business Partner Data work center. She selects Miller and Son from the worklist and clicks Create as and chooses Account to open the account quick activity. The address and communication data is already available.She opens the editor and adds the new information for the account.

Private address data, bank details, the date of birth, and the social insurance number of the employeemaintained in the Personnel Administration work center is protected. You can access this data in thePersonnel Administration work center, the Payroll Processing work center , the Time Administra-tion work center, the Compensation work center, and in the employee Self Services views of theHome work center only.

Business Partner RelationshipsYou can specify the relationships of a business partner to other business partners in your system. For example, youcan specify that a supplier is also the supplier of a customer.



General Data for Business PartnersApart from the data mentioned before, you can also maintain a number of additional business partner-specific data.

You can maintain the following general data for a business partner:

Number rangesNumber ranges control how the system creates numbers for new business partners. They define the highestand the lowest number that can be used in a system.

You can maintain the following data for a business partner organization:

Industries Legal formsYou can maintain the following data for a business partner person:

Name formatsName formats define the sequence in which the name components of a person's name are displayed. Formattednames are used, for example, in the business partner overview.

Marital statuses Professions Academic titles Titles

2.1.4 COST CENTER

OverviewIn Organizational Management, a cost center represents a defined location of cost incurrence, for which costsare recorded separately. In SAP Business ByDesign, a cost center is used in cost center management accounting tocollect and allocate overhead costs.

Cost Center AttributesThe Cost Center Type classifies all postings of the cost center, including postings to projects assigned to this costcenter. Based on this classification, a functional are - such as administration or marketing - can be derived for allpostings. By assigning functional areas to lines in financial reporting structures, the costs can then be distinguishedin profit analysis (cost center management accounting), and in income statements by function of expense.

The Profit Analysis Attributes of the cost center determine the assignment of its costs to market segments forprofit analysis. All postings to the cost center are characterized with the selected attributes, allowing for an analysisof operating income by market segments. You can use the attributes in the reports Profit Overview by KeyFigure and Profit Detail by Contribution Margin Scheme.

GuidelineYou should set the Cost Center definition for an org unit if it represents either a primary cost center or a supportcost center.

We recommend that you specify a cost center type when creating the cost center. Once postings have been made,the cost center type cannot be revised. The profit analysis attributes can be adjusted at a later point in time.

When you define an org unit as a cost center, the cost center automatically carries the org unit ID. Thereis no separate cost center ID and this ID cannot be changed.

See AlsoCost Center Management Accounting



Cost Centers Quick Guide

Functional Areas

Income Statement by Function of Expense

Income Statement by Nature of Expense

Profit Overview by Key Figure

Profit Detail by Contribution Margin Scheme

2.1.5 PROFIT CENTER

OverviewIn Organizational Management, a profit center represents a company area for which a separate period-basedprofit is determined. It is used for evaluating and regulating the activities of the company area in a profit-orientedmanner.

In SAP Business ByDesign, the profit center provides visibility on profit and loss with reports that are available inthe Managing My Area work center.

GuidelineIf profit center accounting is activated, the system requires at least one org unit to be defined as a profit center.

You must also define a profit center above every business residence, to collect profit and loss from material changesin the corresponding site, and above every sales organization to collect profit and loss from sales activities.



2.1.6 SEGMENT

OverviewIn Organizational Management, a segment defines the org unit as an operating segment as defined by the 'In-ternational Financial Reporting Standard 8'. A segment represents a company area whose business activities resultin revenue and expenditure, and whose operating income is regularly monitored for the purpose of assigningresources and evaluating performance.

In SAP Business ByDesign, the segment collects the balances of all lower-level profit centers and offers additionalfinancial reports to those provided at profit center level.

GuidelineIf segment reporting is activated, the system requires that at least one org unit be defined as a segment. The segmentdefinition should be set at company or business residence level.





2.1.7 FUNCTIONAL AREAS

OverviewYou can use functional areas to structure the income statement of your company. You need to use functional areasif you opt for the Income Statement by Function of Expense reporting principle.

With the functional layout, the function of expense method portrays the activities for which costs and revenuesoccurred in the company.

By contrast, the Income Statement by Nature of Expense reporting principle uses the account structure to portraywhich costs and revenues occurred (for example, material costs).

Activating Functional AreasYou activate functional areas during Scoping.

To find this business option, go to the Business Configuration work center and choose the ImplementationProjects view. Select your implementation project and click Edit Project Scope .In the Questions step, expand the Financial and Management Accounting scoping element and select GeneralLedger. Choose Income Statement by Function of Expense.

With this question, you can decide whether you want to base the function of expense method on functional areas.

1. The system hides any questions that you have already answered as a result of having answered anotherquestion. You can show these questions by choosing Show > All Elements.

2. You define how functional areas are used in Scoping.To find this business option, go to the Business Configuration work center and choose the Imple-mentation Projects view. Select your implementation project and click Edit Project Scope .In the Questions step, expand the Financial and Management Accounting scoping element andselect Management Accounting Revenue Accounting Reporting & Analysis Type ofRevenue Accounting Earned Profit Analysis.Ensure that you have answered this question with yes:

If you have activated the use of functional areas in Scoping, you then need to assign a reporting principle to yourset of books.

For information about specifying a reporting principle, see Reporting Principle.

Defining Functional AreasTo find this activity, go to the Business Configuration work center and choose the Implementation Projectsview. Select your implementation project and click Open Activity List . Select the Fine-Tune phase, then select theSettings for Income Statements by Function of Expense and Earned Profit Analysis activity from the activitylist.

Select Edit Functional Areas.

You can create your own functional areas. Ensure that any functional areas that you create start with Z.

Assigning Accounts and Cost Center Types to Functional AreasTo find this activity, go to the Business Configuration work center and choose the Implementation Projectsview. Select your implementation project and click Open Activity List . Select the Fine-Tune phase, then select theSettings for Income Statements by Function of Expense and Earned Profit Analysis activity from the activitylist.




Here, you can use the Determination with G/L Accounts and Determination Using Cost Center Types tabpages to make the corresponding assignments.

To enable functional areas to be derived from a cost center, you need to have assigned a cost center type toeach cost center.

To define cost center types, you need to access the Business Configuration.To find this activity, go to the Business Configuration work center and choose the ImplementationProjects view. Select your implementation project and click Open Activity List . Select the Fine-Tune phase, then select the Cost Center Types activity from the activity list.

To assign cost center types to cost centers, go to the Organizational Management work center andchoose the common task Edit Organizational Structures. Here, you can activate the Cost Centercharacteristic for individual organizational units and assign a cost center type.

Assigning Functional Areas to Reporting StructuresYou define reporting structures as the basis for different reports.

To be able create an income statement by function of expense, you need to ensure that you have defined a corre-sponding reporting structure with functional areas.

Deriving Functional Areas During PostingThe system derives functional areas as follows:

1. The system first derives a cost center type from the relevant account assignment: Cost Center: You have assigned a cost center type to the cost centers, such as development. Projects and Fixed Assets: You have assigned your projects and fixed assets to the responsible cost centers.

The system derives the cost center type from the cost center.

2. To manage how the cost center type in derived for individual accounts, you can assign individual accounts tofunctional areas. When an account is assigned explicitly to a functional area, the system uses that particularfunctional area.

3. For manual postings, you can override the derivation by specifying an functional area when creating the journalentry voucher.Note:

Note: If you do not specify a functional area and the system cannot derive a functional area, the system uses thedefault functional area 9900. You can change the default functional area to suit your requirements.

To find this activity, go to the Business Configuration work center and choose the Implementation Projectsview. Select your implementation project and click Open Activity List . Select the Fine-Tune phase, then select theSettings for Income Statements by Function of Expense and Earned Profit Analysis activity from the activitylist.


For more information on determining the function area, see Edit Functional Area Determination.

See AlsoReporting Principle

Income Statement by Function of Expense

Income Statement by Nature of Expense

Edit Functional Area Determination



2.1.8 ORG STRUCTURES QUICK GUIDEIn the Org Structures view of the Organizational Management work center, you can create, edit, and displayyour enterprises org structures. The initial screen of this view displays the active org structures that are availablein the system in what is known as the Active Area. To create and edit org structures, you must switch to thePlanning Area by choosing Edit or using the Edit Org Structures common task. You can only access the PlanningArea if you have the authorization to do so.

Active AreaIn the Active Area, the information shown is read-only. You can do the following:

View the org structure for a particular date (past, current, or future) View the selected org structures in either table or chart format Navigate the org structure and find org units using the options under Navigate, the Find button, and by

zooming Print an org structure by choosing Print. Select an org structure

If there are more than five org structures activated in the system, the Select Org Structures button will appear.This allows you to select which org structures you want to display in the active area. You can choose to displaythe selected org structures in either table or chart format.

Planning AreaIn the Planning Area, key users can create and change your org structures as required. In addition to the functionsavailable in the Active Area, key users can also do the following:

Enter the date from which changes are to be valid Create or edit an org structure and save your changes Check the consistency of part or all of your org structure Activate part or all of your org structure Perform a rollback to a previously activated org structureWhen you activate your new org structure or your changes in the Planning Area, the org structure is moved tothe Active Area.

When working in organizational management, you should enable onscreen texts. Onscreen texts providecontext-specific information when you move the cursor over a field. To do this, choose Personalize MySettings Onscreen Help Display Additional Onscreen Explanatory Texts.

Business Background

Organizational ManagementOrganizational management (OM) is the central source of organizational information in SAP Business ByDesign.In the Org Structures view of the Organizational Management work center, a key user can model your com-pany's org structure. This defines the structure of your company and provides a single, consistent view of yourorganization from all perspectives of the business. It is comprised of org units that represent departments or divisionsand provides a unified, graphical representation of your organizational data. The org structure reflects your busi-ness's:

Legal hierarchy - determines which org units belong to which company or business residence, for example Financial hierarchy - costs and profits are aggregated along this hierarchy Reporting line hierarchy - personnel-relevant tasks are forwarded along this hierarchy and it shows where

personnel responsibility lies within the org structure Functional hierarchy - tasks and approvals related to functions are forwarded along this hierarchy and it is the

basis for employee and organizational work distribution



The information you enter in the Organizational Management work center is used by the different business areasin the system to support business processes that require organizational information. It is used, for example, toautomatically push work items, such as requests for approval, to the appropriate managers.

For more information, see Organizational Management.

Guide: Setting Up Your Org StructureThis document supports you in setting up your org structure, which you do in the Org Structures view of theOrganizational Management work center.

Follow this guide when setting up your org structure to avoid inconsistencies and problems at activation.Note that this document should be used in conjunction with the background information and instructionsprovided in the Org Structures Quick Guide.

Depending upon the size and complexity of your company, this task can take several hours. Be aware that theremay be several ways to model your company in the system. You may need to adapt your org structure after activationto match your processes or to reflect organizational changes.

For more information, see Guide: Setting Up Your Org Structure.

DefinitionsA definition is a property of an org unit. It can, for example, define an org unit as a cost center. It is used to describethe role of an org unit in the org structure. When you create your org structure in the Org Structures view of theOrganizational Management work center, you must assign the relevant definitions to the org units. The Defi-nitions tab displays the definitions and attributes that can be assigned to a selected org unit. You can assign severaldefinitions to an org unit.

To assign definitions to an org unit, click Edit in the Org Structures view.

For more information, see Definitions.

FunctionsA key part of org structure maintenance is the assignment of functions, such as sales, personnel administration,and cost management, to org units. The function reflects what the department represented by the org unit does.You can assign as many functions as required to org units in your structure. A function is used to determine an orgunit's involvement in an area of business. This org unit is integrated into business processes in this area. For example,an org unit that is flagged as a sales unit, is used in sales processes and sales documents.

For more information, see Functions.

Business Constraints and Veto ChecksIn the Org Structures view of the Organizational Management work center, you are free to model your orgstructure as you wish, but the system imposes certain constraints to ensure that the business areas can work withcorrect organizational data. The system uses a set of rules to ensure that the information you enter is consistent. Ifthere are inconsistencies, the corresponding rules are displayed as messages on the UI. The rules are divided intothe following types:

Business constraintsThe system checks the org structure data to ensure your structure is correct. The data you enter is comparedto the business area rules.

Veto checksThe system checks the org structure data for consistency with business area data, for example, the systemprevents changes to the validity of data that is already used in the business areas.

For more information, see Business Constraints and Veto Checks.



Manager AssignmentManagers assigned in the Org Structures view of the Organizational Management work center are responsiblefor approving tasks. They are employees or service agents who have been assigned to an org unit as a manager.

For more information, see Manager Assignment.

Setting Up ApprovalsFor more information, see Setting Up Approvals.

External Business IdentifiersIn Organizational Management, you can assign external business identifiers to org units. These identifiers are issuedby external authorities for identification of your company, or parts of your company, in business to business trans-actions and in other transactions with external partners.

For more information, see External Business Identifiers in Organizational Management.

Deviating Business Residence AssignmentsWhen you assign an org unit to a Business Residence that is not directly below in the org structure, the assignmentis known as a deviating Business Residence assignment, because you are defining a deviation between the standardand legal hierarchies. You are stating that the org unit legally belongs to a different geographical area within thecompany. This functionality is needed for specific cases, where it allows you to correctly reflect your reportingstructure and to avoid the duplication of Business Residences in the system.

For more information, see Deviating Business Residence Assignments.

Time DependencyAll information entered in the Org Structures view of the Organizational Management work center is timedependent. Time dependency supports the continuous change of your business you can adapt your org structurein the system so that it changes as your business changes.

For more information, see Time Dependency: Effective-From Date, Start Date, and Validities.

Org Data Requirements for ApplicationsThe following documents contain organizational management related data that is required for the applications:

Organizational Data Requirements for Human Resources Organizational Data Requirements for Financials Organizational Data Requirements for Customer Relationship Management Organizational Data Requirements for Supply Chain Management Organizational Data Requirements for Supplier Relationship Management Organizational Data Requirements for Projects

Tasks

Create and Edit the Org StructureFor information about this task, see here.

Assign an EmployeeFor more information about this task, see here.

Assign a ManagerFor more information about this task, see here.



2.1.9 MOVEMENT TYPES

OverviewYou can use movement types to classify postings in General Ledger Accounting and in Asset Accounting on thebasis of the account movements they relate to (such as adjusting entries or depreciation). The movement types areprovided by system are fixed and cannot be changed.

Movement types are assigned to movement type profiles. In the settings for a set of books, you can define whichmovement type profile you want to use. By default, the system uses the Default Movement Types profile. If youhave activated consolidation preparation in scoping, you have the option of using the Movement Types forPreparation for Consolidation profile as an alternative. This profile contains special movement types that meetthe requirements for consolidation preparation.

Configuration settings are normally performed by a key user. If you do not have the required authorization,contact your key user.

To find this business option, go to th