After installing IDES Retail, I can't find any articles named with T*, what shall I do?

Hi All

Business is having a requirement to forecast values considering the

particular day of previous weeks.

When we set the Forecasting parameters, and run MP30 system considers

the periods just passed.

If we set a historical period of 10, system will consider the latest

past 10 days and suggest forecast values.

But our requiremt is to consider the particular day of previuos weeks.

For eg, if we set historical period to be considered as 10 and forecast

period of 5, and is sytem is proposing a value for a monday, system

should consider previous 10 monday consumption and then apply the model

formula and propose a quantity.

Please suggest,Thanx in advance.

I have two distribution centers, each one with its own products, both plants provide all stores, however, when I run the transaction WRP1 STO's always are created with the same supplying plant, although the material doesn't be listed in the plant because it corresponds to the second. Is there any way either by configuration or user-exit to specify the supplying plant by article?

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Hi All

Business has a requirement to generate purchase orders/requsitions of
the exact quantity forcasted by the system while replenishment planning
(WRP1).

For now the system considers the current stock, the expected goods
receipts and issues.

But our requirement is to neglect the current stock,expected receipts
and issues and raise a requisition of the quantity forecasted by the
system on a particular date.

We kept a "RF" as RP type, Constant model,Daily period Indicator,2 as
lead time,took 10 historical values and forecast period of 5.

After this we run MP30, to run forecast and the system suggets values
for the next 5 days.

Now system was having stock of that particular article.

On run of replenishment planning(wrp1) for two days from present,
system is suggesting 0 quantity, as it is considering current stock.

But the current scenario demands to neglect the current stock.That is
because food articles are having one day as expiry.

Each and everyday the stock is been scrapped.So the quantity comes down
to 0.So we want to raise order/requisition for quantity proposed by the
system for a particular day.

On run of forecast system will suggest a quantity for days after the
lead time.Scrapping of the article in between these days wont make a
difference as the quantity is already raised.

We also require the system to consider only proposed quantity ata RP
type level.For aprticular RP type only the system should behave the way
mentioned above.

Hi,

User had used Transaction code, WF10A to generate the Collective Purchase order.

Now, there is an error in the item pricing.

I try to access using ME22N but it was greyed off.

Can someone guide me on where to change the item pricing for the collective purchase order?

thanks

Hi All,

I am facing an issue with the Net weight & gross weight in the Invoice. Kindly see the issue in more detail.

Third party sales order for customer.

1) The Sales order capture the net weight & gross weight  from article master based on the ordered qty.

     Let say for Example: Article "A" , Net weight (2 Kg per PC) & Gross weight (3 Kg per PC) in article master. Ordered Qty 10 PC, Therefore in Sales Order Net weight (20 KG) & Gross weight (30 KG).

2) Based on the third party Sales order, A Purchase order is created and send to Ext. Vendor and followed by Delivery order, Vendor will do pick & Pack& Weightthe actual Order Qty. Let Say (Net weight- 15 KG) & (Gross weight- 18 KG) & deliver it to the  customer.

3) Vendor invoice the us based on the Actual Net & Gross weight of the ordered Qty printed on the Invoice copy but we invoice the external customer based on the invoice created from Sales Order which reflect the wrong Net weight (20 KG) & Gross weight (30 KG). For Custom purpose, It is required to declare the correct Net weight & Gross weight in the Invoice.

Please suggest a suitable solution..

Thanks & Regards

SD

Dears,

When I'm entering a component for structure article i can't enter decimal places for the component UOM.

ex:need to enter component for sales set article as 1.5 KG.in this case system issue error message to me

Decimal places are not permitted

Message no. 00011

Hi All ,

Our requirement is to distribute stock promotional against order in AFS allocation ...

Ex :

Style code : LEJN2708E ; Stock : 80   ( sku : 34 )

couldn't able to configure as per required mentioned above ..

please help .. thanks

Regards,

Paras

Dear All

I have request from my client. Need authorization object to control Site in the site master and also few customized fields in the Site general of the site master.

I have created customized authorization objects for the customize fields. But unable to control based on site. Please share your knowledge

All suggestions are welcome

Best Regards

Kri

Dear all,

I am an MM consutlant and i am new to IS retail. I would like to ask what are the main differences and key aspects between the MM module i know and the challenges with IS-Retail.

I know that the material is an article in Retail and the Plant is a Site, nut apart from that the whole logic is different.

I would appreciate your help.

BR

Hello ,

I am an MBA graduate in retail with around experience of 4 years and 6 months in retail industry, my concern is I am new to SAP and i dont know how would it boost my career as i have all store based experience.

I will appreciate if i can get in depth guidance with how can i make may career with SAP training & certification.

Thank you in advance.

Nirav shah

A stock transfer between plants that belong to different company codes can be carried out in the one-step procedure and the two-step procedure.

The stock transfer is not posted at the valuation price of the material in the issuing plant. The price of the stock transfer is defined in both the issuing and receiving plants using conditions.

The following applications are involved:

●     Purchasing (MM-PUR) in entering the order

●     Shipping (LE-SHP) in making the delivery from the issuing plant

●     Billing (SD-BIL) in creating the billing document for the delivery

●     Inventory Management (MM-IM) at goods receipt in the receiving plant

●     Invoice Verification (MM-IV) at invoice receipt in the receiving plant

This stock transport order has the following characteristics:

●     The quantity issued is managed neither in the issuing plant nor in the receiving plant. The quantity is not posted to the unrestricted-use stock of the receiving plant until the goods receipt posting. After the goods issue has been posted, the stock overview displays the quantity transferred as Stock in transit (CC). This stock is determined dynamically for stock display.

●     With this transfer posting, pricing is carried out in both Purchasing and Sales and Distribution (SD).

○     In Purchasing, the price of the material in question is determined in the usual manner (from the info record, for example).

○     In SD, pricing is also carried out as normal during the billing process.

●     The goods movements are valuated according to the pricing in each case.

●     Accounting documents are created for the following transactions:

○     Goods issue

○     Goods receipt

○     Billing

○     Invoice receipt

Use

You can use the following procedures to transfer materials from one plant to another:

Stock Transfer Between Plants in One Step

Stock Transfer Between Plants in Two Steps

Stock Transport Order Without Delivery

Stock Transport Order with Delivery via Shipping

Stock Transport Order with Delivery and Billing Document/Invoice

Features

Stock Transfer Procedure Without a Stock Transport Order

In the stock transfer procedures described below, only Inventory Management (MM-IM) is involved.

The following table explains the characteristics of stock transfer procedures without a stock transport order:

Stock Transfer Procedure with a Stock Transport Order

In the stock transfer procedures described below, the following applications may be involved: Purchasing (MM-PUR),Inventory Management (MM-IM), Shipping (LE-SHP), Invoice Verification (MM-IV), and Billing (SD-BIL).

The following table explains the characteristics of stock transfer procedures with a stock transport order:

The document type (NB or UB) determines the posting logic – in other words, whether stock in transit is set up. The item category (U or BLANK) determines whether billing takes place.

You can find an overview of all the movement types in the Implementation Guide (IMG) for Inventory Management in the step Copy/Change Movement Types.

Advantages of the Stock Transport Order

The transfer of stock using a stock transport order has the following advantages over the transfer of stock without a stock transport order:

●     A goods receipt can be planned in the receiving plant.

●     You can enter a vendor (freight vendor) in the stock transport order.

●     Delivery costs can be entered in the stock transport order.

●     The stock transfer order is part of MRP: Purchase requisitions that were created in MRP can be converted into stock transport orders.

●     The system can run an availability check for the stock transfer.

See Availability Check for Stock Transport Orders

●     The goods issue (GI) can be entered using a delivery via Shipping (LE-SHP). For the goods issue in SD, a replenishment delivery is created.

You can enter a goods issue for the stock transport order in either Inventory Management (MM-IM) or Shipping (LE-SHP).

See Posting a Goods Issue in Shipping and Posting a Goods Issue in Inventory Management

If you want to withdraw materials for stock transfers from different storage locations and stocks according to a particular strategy, you can use stock determination.

●     The goods receipt (GR) can be posted directly to consumption.

●     The entire process can be monitored via the purchase order history.

This is the third blog post in the “Road to SAPPHIRE” series chronicling the SAP Retail team’s efforts before, during, and after the SAPPHIRE 2013 conference.  Click here to read other posts in the series as well as additional writings by Michael Schulze.

By the time this blog is published, there will be twelve days left until SAPPHIRE NOW takes off in Orlando.  So far we have over 11,300 people registered to attend with a very large contingent representing our retail industry.  If you’re reading this and have not yet made your plans to register, please consider doing so. 

Over the past few weeks, I've written about some of the exciting things going on behind the scenes with the SAP Retail team and some of our customers.This week, I want to focus on our outstanding SAP Retail partner ecosystem– a topic that’s near and dear to my heart since I was responsible for our large SI and ISV partner ecosystem in 2011-2012 before leading the North American Retail team last April.

SAP has always been at the center of a vibrant partner ecosystem, and rightfully so.  The strength of a rope depends on its individual threads.  We’re constantly adding threads to our rope because we believe in partnership that benefits everyone.  Partners are integral to how we create value and bring it to the market.  More important, partners are essential to helping us deliver the value our customers expect.

“Our ever expanding partner ecosystem and multi-channel go-to-market is core to our growth strategy,” said SAP co-CEO Bill McDermott when announcing our Q2 2011 earnings.

That was around the time SAP announced a number of very ambitious goals to reach by 2015, including:

• Doubling our addressable market to US $230 billion
• Generating  €20 billion in annual revenue
• Achieving a 35% operating margin
• Reaching 1 billion users

Our ever expanding partner ecosystem and multi-channel go-to-market is core to our growth strategy: McDermott

Just a few weeks ago, we closed our first quarter defying industry trends and grabbing a sizable chunk of market share from our competitors.  SAP confirmed to the press that we are on target for our 2013 guidance and announced that we fully expect to meet our 2015 goals.  None of this is possible without partners.  Throughout my business career, I have clung to the principle that winners win and teams of winners win more.   SAP is successful in its own right, but including partners as part of our team helps make SAP more successful and allows us to run better than our competition through a strategy of innovation.

In its 2012 Integrated Report, SAP counted over 12,000 partners in its ecosystem. This network includes some of the biggest names in services, vendors, channels, and technology innovation.  It even includes some of our biggest competitors! In a fantastic interview on Forbes.com with Eric Duffaut, President of the SAP Global Ecosystem and Channels, Dan Woods laid out our company’s strategy of investing in our partner ecosystem through improved leadership, co-innovation, and improved service enablement.

Real partnership is a two-way street.  Our partners are key to helping us achieve our 2015 goals, and we are committed to their success as well.  One of the ways we want to pour our value back into our partner community is through the SAP Partner Summit at SAPPHIRE NOW on May 13, 2013.  

Why should you attend the SAP Partner Summit?  It’s a unique opportunity to:

• Get new sales leads
• Grow your pipeline
• Increase sales
• Book one-on-one face time with SAP customers
• Network with SAP executives and leaders
• Discover the latest innovations in applications, analytics, mobile, database and technology, and cloud computing
• Learn how to tap into SAP marketing, sales, and technology resources

Now is a better time than ever to be an SAP partner and to participate in our culture of co-innovation and shared value.  Partnes are an extension of our company and we value them as much as we value our own employees.  We're in this together and there's plenty of opportunity for everybody.  Working together we can continue the “retail revolution” with SAP solutions leading the way in delivering measureable value to our customers.

I hope you take advantage of the tremendous opportunities afforded at SAPPHIRE NOW – if you’re in the neighborhood, stop by the Retail and Consumer Products booth.  We’d love to know how we can help our partners deliver value like never before.

Register for SAPPHIRE and ASUG (May 14-16, 2013 in Orlando, Florida).

Hi Aram,

Is anyone has exprience on SAP POS?

Dear All

I am unable to lock the supplying site of STO by users.

EG:

Site A should only create STO to send from Site A.Site A is able to create STO which is sent from Site B or Site C.

In short STO need to create if Supplying Site and Receiving Site are equal

Best Regards

Krishna

Hello All,

Can anyone suggest how to replenish Non value Articles(UNBW) or any suggestion for replenishing Articles without value.

Thanks in advance.

Hi All,

I am facing an issue with the Net weight & gross weight in the Invoice. Kindly see the issue in more detail.

Third party sales order for customer.

1) The Sales order capture the net weight & gross weight  from article master based on the ordered qty.

     Let say for Example: Article "A" , Net weight (2 Kg per PC) & Gross weight (3 Kg per PC) in article master. Ordered Qty 10 PC, Therefore in Sales Order Net weight (20 KG) & Gross weight (30 KG).

2) Based on the third party Sales order, A Purchase order is created and send to Ext. Vendor and followed by Delivery order, Vendor will do pick & Pack& Weightthe actual Order Qty. Let Say (Net weight- 15 KG) & (Gross weight- 18 KG) & deliver it to the  customer.

3) Vendor invoice the us based on the Actual Net & Gross weight of the ordered Qty printed on the Invoice copy but we invoice the external customer based on the invoice created from Sales Order which reflect the wrong Net weight (20 KG) & Gross weight (30 KG). For Custom purpose, It is required to declare the correct Net weight & Gross weight in the Invoice.

Please suggest a suitable solution..

Thanks & Regards

SD

Basis stuff :

SUSE Linux (SLES) 11 OS on Fujitsu hardware.

Oracle 11.2.0.2.0 database. Size 800 GB / free space 190 GB.

FRP environment is placed in a file system on the SAP server.

Approximately 800 locations (stores & warehouses).

Upgrade source + target :

Source : SCM 2007 SP17 w/F&R 5.1 (FRP executables v4.1.0.XXX)

Target : SCM 7.02 SP05 w/F&R 5.2 (FRP executables v5.4.0.XXX)

After the upgrade we continue to use F&R 5.1 functionality. F&R 5.2 business functions have not (yet) been activated on the SCM system or the ERP 6.06 system.

Preparations :

The first upgrade was performed on a copy of our development system.

Initially we had the impression that we were able to use the FRP 4.1 executables on the upgraded SCM system. Tests (FRP runs) showed that this was not possible - issues were solved by replacing the 4.1 executables with 5.4 executables. Now the FRP runs were executed without errors. Remember to set execute permission on the FRP executables (safcleanup, safcnfg, safdetect etc).

The F&R 5.4 patches can be found this way :

To download the FRP program version, enter the following address in the Internet browser:

http://service.sap.com/support and choose "SAP Support Portal". Then choose the "Software Downloads" tab page.

Choose "Support Packages and Patches" in the download area that is displayed.

From the menu on the left-hand side, choose "A - Z Index" and, from the letters displayed, choose F.

Choose "SAP F&R" from the list that is then displayed.

Choose the relevant release ("SAP F&R 5.2" in this case). Then choose "Entry by Component".

Choose "SAP F&R" from the following list.

After you have chosen the program version "FRP 5.4.0", choose the operating system-dependent program version (patch).

For the operating systems AIX6.1 and AIX7.1, select Version AIX 64bit. For the operating systems Linux Suse 64 bit, select Version Linux Red Hat on x86_64 64bit.

Path overview:

http://service.sap.com/support -> Software Download -> Support Packages and Patches-> A - Z Index -> F -> SAP F&R -> SAP F&R 5.2.0 -> Entry by Component --> SAP F&R --> FRP 5.4.0 -> relevant operating system.

3-4 weeks before the upgrade, the test system (both SCM and ERP) was refreshed with a copy of the production system. This gave us better test data and our hosting partner could do the technical upgrade on a test system which was very similar to the productive environment.

Go Live :

We did not have any serious issues -  the technical upgrade ran for approximately 14 hours (hand-over to hosting partner Day 1 at 1800h - upgraded system was delivered back to us on Day 2 at 0800h.). Business test activities took around 4-6 hours.

The first FRP run after the upgrade was done manually for 2-3 locations just to make sure that the FRP 5.4 executables would be able to handle the "old" v4.1 SAF files. During the first run an upgrade/conversion of the v4.1 SAF files was done by the safupgrade_410to5x_base410 program.

Important OSS notes :

1556270, 1487615, 1487733, 1656160, 1497083