consumer products beverage

8/3/2019 Consumer Products Beverage

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Consumer Products - BeverageSuppliers &

PartnersConsumers,Customers

(e.g.Retailers) &

Analyze, Plan &Develop

Procure &Manufacture

Market Sell Deliver & Service

Strategic Planning

Time-to-Market

Integrated Supply Chain Planning

Sourcing & Procurement

Go-to-Market

Sales Execution

Demand Fulfillment & Execution

Data Exchange & Legal Requirements

Enterprise Management & Support

Analytics

Financials

Human Capital Management

Corporate Services

Operations Support


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Consumer Products - Beverage ....................................................................................... 11 Strategic Planning .......................................................................................................... 81.1 Strategy Definition and Integrated Business Planning ........................................................................... 91.1.1 Strategy Management .............................................................................................................................. 91.1.2 Financial Statement Planning ................................................................................................................... 91.1.3 Brand Planning ....................................................................................................................................... 10

1.1.4 Demand Planning ................................................................................................................................... 101.1.5 Investment Planning ............................................................................................................................... 102 Time-to-Market .............................................................................................................. 102.1 New Product Development and Introduction ......................................................................................... 112.1.1 Strategic Portfolio Management ............................................................................................................. 112.1.2 Idea and Concept Management ............................................................................................................. 122.1.3 Project Planning and Scoping ................................................................................................................ 122.1.4 Resource and Time Management .......................................................................................................... 122.1.5 Product Development ............................................................................................................................. 122.1.6 Prototyping and Ramp-Up ...................................................................................................................... 122.1.7 Document Management ......................................................................................................................... 132.1.8 Quality Engineering ................................................................................................................................ 132.1.9 Source of Supply Management .............................................................................................................. 13

2.1.10 Supply Network Planning ..................................................................................................................... 132.1.11 Market Launch ...................................................................................................................................... 132.1.12 Recipe Management ............................................................................................................................ 14


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4 Sourcing & Procurement .............................................................................................. 184.1 Strategic Purchasing and Sourcing ........................................................................................................ 19

4.1.1 Analyzing Spend ..................................................................................................................................... 194.1.2 Vendor Evaluation and Monitoring ......................................................................................................... 194.1.3 Source of Supply Management .............................................................................................................. 204.1.4 Managing Catalog Content ..................................................................................................................... 204.1.5 Analyzing Procurement Data .................................................................................................................. 20

4.2 Procure To Pay .......................................................................................................................................... 204.2.1 Supplier Order Collaboration .................................................................................................................. 214.2.2 Requirement Processing ........................................................................................................................ 214.2.3 Processing Purchase Orders ................................................................................................................. 214.2.4 Invoicing.................................................................................................................................................. 215 Go-to-Market ................................................................................................................. 225.1 Brand Management ................................................................................................................................... 235.1.1 Brand Management Analytics ................................................................................................................ 235.1.2 Idea and Concept Management ............................................................................................................. 235.1.3 Strategic Portfolio Management ............................................................................................................. 245.1.4 Strategy Management ............................................................................................................................ 245.1.5 Project Planning and Scoping ................................................................................................................ 245.1.6 Project Execution .................................................................................................................................... 245.1.7 Brand Planning ....................................................................................................................................... 245.1.8 Digital Asset Management...................................................................................................................... 255.1.9 Marketing Planning and Budgeting ........................................................................................................ 255.1.10 Scenario Planning ................................................................................................................................ 255 1 11 Campaign Execution 25


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5.3.6 Planning Account Volume with Mobile Sales ......................................................................................... 295.4 Account Management ............................................................................................................................... 295.4.1 Planning for Key Accounts with SAP BW ............................................................................................... 305.4.2 Account Planning .................................................................................................................................... 305.4.3 Trade Promotion Planning ...................................................................................................................... 305.4.4 Account Processing ................................................................................................................................ 305.4.5 Listing ..................................................................................................................................................... 305.4.6 Price Management ................................................................................................................................. 315.4.7 Contract Processing ............................................................................................................................... 315.4.8 Activity Processing ................................................................................................................................. 315.4.9 Inquiry Processing .................................................................................................................................. 315.4.10 Product and Service Information .......................................................................................................... 315.4.11 Customer Service and Support with Interaction Center ....................................................................... 325.4.12 Self-Service Support through FAQ and Solution Search ..................................................................... 325.4.13 Dispute Resolution ............................................................................................................................... 325.4.14 Sales Quotation and Order Analysis .................................................................................................... 32 5.4.15 Customer Profitability Analysis ............................................................................................................. 32

5.4.16 Sales Performance Analysis ................................................................................................................ 335.4.17 Trade Promotion Evaluation ................................................................................................................. 335.4.18 Complaints and Returns Analysis ........................................................................................................ 335.4.19 POS Data Analytics .............................................................................................................................. 335.4.20 3rd Party Data Analysis ........................................................................................................................ 336 Sales Execution ............................................................................................................ 336.1 Sales Force Management ......................................................................................................................... 346.1.1 Account Planning .................................................................................................................................... 346 1 2 Trade Promotion Planning 34


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6.1.19 Campaign Analysis ............................................................................................................................... 376.1.20 SAP BW Analysis with CRM Mobile Client ........................................................................................... 386.1.21 Analyzing Local Data with Mobile Client .............................................................................................. 386.1.22 Billing Analysis ...................................................................................................................................... 38

6.2 Order-To-Cash ........................................................................................................................................... 386.2.1 Account Processing ................................................................................................................................ 396.2.2 Inquiry Processing .................................................................................................................................. 396.2.3 Quotation Processing ............................................................................................................................. 396.2.4 Contract Processing ............................................................................................................................... 396.2.5 Outbound Telesales ............................................................................................................................... 396.2.6 Sales Order Processing.......................................................................................................................... 406.2.7 Sales Order Processing B2B .................................................................................................................. 406.2.8 Sales Returns ......................................................................................................................................... 406.2.9 Billing ...................................................................................................................................................... 406.2.10 Cash Management ............................................................................................................................... 406.2.11 Rebate Agreement Processing ............................................................................................................ 416.2.12 Enhanced Rebattes Processing ........................................................................................................... 41

6.2.13 Dispute Resolution ............................................................................................................................... 416.2.14 Credit Management .............................................................................................................................. 416.2.15 Inbound Telesales ................................................................................................................................ 416.2.16 Indirect Sales ........................................................................................................................................ 426.2.17 Empties Management........................................................................................................................... 42

6.3 Direct Store Delivery ................................................................................................................................. 426.3.1 DSD paperbased .................................................................................................................................... 426.3.1.1 DSD Order Fulfilment .......................................................................................................................... 436.3.1.2 DSD Visit Planning .............................................................................................................................. 436 3 2 Mobile DSD Order to Cash 43


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7.1.7 Quality Improvement .............................................................................................................................. 487.2 Inbound and Outbound Logistics............................................................................................................ 487.2.1 Cross Docking ........................................................................................................................................ 497.2.2 Inbound Processing and Receipt Confirmation ...................................................................................... 497.2.3 Transportation Planning ......................................................................................................................... 497.2.4 Transportation Execution........................................................................................................................ 497.2.5 Outbound Processing ............................................................................................................................. 497.2.6 Physical Inventory .................................................................................................................................. 507.2.7 Warehousing and Storage ...................................................................................................................... 507.2.8 Excise Duties .......................................................................................................................................... 508 Data Exchange & Legal Requirements ....................................................................... 508.1 Traceability and Environmental Compliance ......................................................................................... 528.1.1 Product Classification ............................................................................................................................. 528.1.2 Customs Duty Calculation ...................................................................................................................... 528.1.3 Product Safety ........................................................................................................................................ 528.1.4 Quality Engineering ................................................................................................................................ 528.1.5 Export Control ......................................................................................................................................... 538.1.6 Quality Improvement .............................................................................................................................. 538.1.7 Customs Processing Import ................................................................................................................... 538.1.8 Presentation to Customs ........................................................................................................................ 538.1.9 Waste Management ............................................................................................................................... 538.1.10 Quality Assurance and Control ............................................................................................................. 548.1.11 Sanctioned Party List Screening .......................................................................................................... 54

8.2 Global Data Synchronization ................................................................................................................... 548.2.1 Creating or Changing Trade Items Based on Materials ......................................................................... 55


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9.2.2 Financial Supply Chain Management..................................................................................................... 589.2.3 Treasury.................................................................................................................................................. 589.2.4 Financial Accounting .............................................................................................................................. 599.2.5 Management Accounting ........................................................................................................................ 599.2.5.1 Further Information ............................................................................................................................. 599.2.6 Corporate Governance ........................................................................................................................... 60

9.3 Human Capital Management .................................................................................................................... 609.3.1 Talent Management ................................................................................................................................ 609.3.2 Workforce Process Management ........................................................................................................... 619.3.3 Workforce Deployment ........................................................................................................................... 61

9.4 Corporate Services ................................................................................................................................... 619.4.1 Travel Management ................................................................................................................................ 629.4.1.1 See also .............................................................................................................................................. 629.4.2 Environment, Health, and Safety Compliance Management ................................................................. 629.4.3 Incentive and Commission Management ............................................................................................... 62

9.5 Operations Support .................................................................................................................................. 639.5.1 Life-Cycle Data Management ................................................................................................................. 639.5.2 Project and Portfolio Management ......................................................................................................... 639.5.2.1 639.5.3 Quality Management .............................................................................................................................. 639.5.4 Enterprise Asset Management ............................................................................................................... 649.5.5 Global Trade Services ............................................................................................................................ 6410 Solution Map Product Table ...................................................................................... 6611 Solution Map Partner Interface Table........................................................................67


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1 Strategic PlanningBuilding on market development and consumer trends, Beverage companies define their strategies anddrivers for growth to maximize return across the value chain based on their Vision, Mission and Values. In theplanning phase, individual business units translate these strategic objectives into short-term and long-termaction plans.

Suppliers &Partners

Consumers,Customers

(e.g.Retailers) &




Strategic Planning

Strategy Definitionand Integrated

Business Planning


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1.1 Strategy Definition and Integrated BusinessPlanningTop management sets the strategic targets for brands, sales, operations, and finance. Then, seniormanagement evaluates alternatives and works out more detailed plans to achieve these goals:e.g.,

entering new markets,

extension of the product portfolio to new channels,

improving the existing portfolio in the traditional channels,

or acquisition or selling brands.Once the overall company plan reflects the desired strategy, an integrated business planning process linksstrategic targets with tactical and operative planning on all hierarchy levels of the enterprise. All downstreamplans are assigned specific business targets to ensure the adherence to strategic targets.

Business Objectives

Lower communications expenses

Provide decision support

Gain market share

Optimize profitability by product Monitoring of the success of mergers and acquisitions

Support for the strategic planning process

Business Scenario Maps

Strategy Management

Key Performance Indicators

Market Share

Market Success Factor

Capacity Utilization Break Even Point

Company Growth vs. Market Growth


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1.1.3 Brand Planning

SAP Product Available

Brand Planning enables Brand managers and marketers to monitor the success of a brand and to planactivities for the success of a brand accordingly.

Products / Solutions

SAP ERP (S9)

1.1.4 Demand Planning


Toolbox with flexible interactive planning possibilities, to create a demand plan on any level of detail.Promotion Planning capabilities are included. Different forecasting algorithms and flexible macros, to carryout any kind of calculation or check, are offered as well as collaboration possibilities.


SAP ERP (S9)

1.1.5 Investment Planning


Supports a structured entry of capital requirements by organizational unit.


SAP ERP (S9)

2 Time-to-Market

Developing innovative products is probably the most important process for the Beverage industry, but alsoone of the least well understood. It is important because innovative products provide a huge positive impacton the revenues and margins that a Beverage company can achieve and, therefore, its ultimatevalue. Innovative product development is less understood because few companies assign a single individualto be responsible for the whole process Instead it is usually driven through a series of functional silos This


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2.1 New Product Development and IntroductionNew Product Development & Introduction (NPDI) starts with the identification of an opportunity in the marketand ends with the successful launch of a product. In between are many activities, to define the requirements,develop and test a product concept, fully define and develop the product, source for suppliers involved, planthe manufacturing and supply chain and prepare market programs. Although NPDI is a key process in thebeverage industry, bringing successful new products to market is difficult. Synchronizing people, processesand information is a big challenge. Beverage companies need an integrated, closed-loop solution thatsupports the entire process from the initial idea, to sell-through.NPDI needs the integration of the following key capabilities:- idea management,- product definition support,- recipe management,- design collaboration,- trial management,- strategic sourcing,- supply chain planning,- pilot production,- market launch.

Business Objectives

Develop new markets

Gain market share

Speed innovative products / designs to market

Reduce time-to-market & volume

Increase volume of new products / designs with existing staff

Extend market share


CP: New Product Development & Introduction (Collaborative)


Average Development Cost per New Product

L d ti d t d l t


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SAP Resource and Portfolio Management (SAP RPM) (S32)

2.1.2 Idea and Concept ManagementSAP Product Available

SAP xPD addresses the hurdles and inefficiencies at the critical front-end of product development processes:idea management and concept development. This solution enables organizations to capitalize on everypossible good idea for new products or services, study their market potential and technical constraints,evaluate if and how to efficiently produce them and then come up with a short list of promising productconcepts that match a companys strategy.


SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)

2.1.3 Project Planning and Scoping


Setting up a project plan including the complete project structure, schedule and assigned documents usingcProjects.


SAP ERP (S9)


2.1.4 Resource and Time Management


Assigning resources to work that has to be done in the project including resource search using cProjects.After the project has been released this process covers time confirmation on projects.


SAP ERP (S9) SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)

2.1.5 Product Development


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2.1.7 Document Management


Partner Product Available

An innovative way of integrating all documents in your work processes and making them available at anytime. Any file type (such as text, graphic, CAD, and office) can be managed and linked to many businessobjects (such as material, BOM, sales order, and equipment).


SAP ERP (S9)


2.1.8 Quality EngineeringSAP Product Available

Quality engineering means incorporating quality throughout the entire product development process. Thisstarts with defining deliverables and quality gates within a project, includes inspection planning as well asefficient supplier management and maintenance of quality related documents. In some industries, stabilitystudies are also part of this process.


SAP ERP (S9)


2.1.9 Source of Supply Management


You can use this business process to process all your requirements and optimize your source of supply foreach individual item. You can identify saving opportunities and evaluate suppliers in their ability to providematerials and services at low cost, high quality, and according to schedule. Once you have determined thebest source of supply (e.g. via RFXs or auctions) for your requirements, you can collaborate in project teamsboth internally and with your suppliers, and establish on-going relationships based, for example, on contractsand global outline agreements.


SAP N P d t D l t d I t d ti (NPDI) f C P d t (S30)


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2.1.12 Recipe ManagementSAP Product Available

Recipe Management supports the development from the first idea to the final product by structured productspecifications and adoption of the company wide recipes definition down to the line specific level. RMintegrates the knowledge of R&D, Production and Product Safety (EH&S).



SAP ERP (S9)

3 Integrated Supply Chain PlanningThe successful and optimal production of a product and its delivery to the marketplace requires the planningof required resources - in production, distribution, and transportation (shipping & handling) of the products viadifferent channels to the end consumer. In addition, forecasting and planning of all necessary material tosatisfy the requirements from sales and marketing must be swiftly and accurately addressed. Theseprocesses require collaboration and information across the entire supply chain.

Suppliers &Partners

Consumers,Customers

(e.g.Retailers) &




Integrated Supply Chain Planning

Demand and Supply Planning

Responsive Replenishment


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3.1 Demand and Supply PlanningA volatile consumer demand situation and increased pressures on higher service levels are the maincharacteristics of the trends in our beverage market place today. Demand and Supply Planning capabilitiesenable companies to maximize return on assets and to ensure a profitable match of supply and demand.Therefore, several factors, including planned promotions, seasonal aspects and weather conditions, must beconsidered. Responsiveness to demand changes and flexibility in planning are a must. To obtain moreaccurate information, customer data is needed from the retailer and immediately incorporated into theplanning data, thus providing up-to-date demand and supply situations. Promotion Planning has the highestpriority in the beverage industry. If a manufacturer cannot deliver promotional items, all the growth that shouldhave been generated by the marketing campaign is lost. Beverage companies need the capabilities tomonitor the impact of promotions on the supply side and to minimize out-of-stock situations.

Business Objectives

Collaborate with business partners

Reduce out-of-stock situation

Improve forecast accuracy

Reduce inventory levels

Visibility to vendor/supplier inventory

Lower logistics costsBusiness Scenario Maps

Collaborative Planning, Forecasting & Replenishment

Vendor Managed Inventory (VMI)


Demand, Supply Planning Costs

Forecast Accuracy

Total Supply Chain Costs as a % of Revenue

Percentage of suppliers getting shared forecasts (Supplier Collaboration)

3.1.1 Distribution Planning

S


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3.1.3 Supply Network Collaboration


Supplier Managed Inventory Processing is a replenishment process were the Supplier assumes responsibilityof the replenishment planning and execution, instead of the Customer (or Customer's ERP/MRP system).The Supplier recieves updates on gross demand (dependent requirements) and stock in SAP ICH, and usesmin/max stock level logic to calculate a suitable replenishment plan, and consequently creates PO's andASNs to indicate plan commitment and shipments, which updates the Customer's ERP system accordingly.


SAP Supply Network Collaboration for Consumer Products (S35)

3.1.4 Safety Stock PlanningSAP Product Available

Safety stock is the quantity of additional stock procured and/or held to satisfy unexpectedly high fluctuation indemand. Safety Stock Planning Planning allows you to meet a target service level while creating a minimumnecessary amount of safety stock throughout your entire supply chain for all intermediate and finishedproducts at their respective locations.


SAP Demand and Supply Planning for Consumer Products (S7)

MIPO 5.0 by SmartOps (P3)

3.1.5 Demand Planning


Toolbox with flexible interactive planning possibilities, to create a demand plan on any level of detail.Promotion Planning capabilities are included. Different forecasting algorithms and flexible macros, to carryout any kind of calculation or check, are offered as well as collaboration possibilities.


SAP Demand and Supply Planning for Consumer Products (S7)

Manufacturing Workbench 6.6 by ORSoft (P2)

3 2 R i R l i h t


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Reduce inventory levels




Forecast Accuracy

3.2.1 Responsive Demand Planning


You can use this business process to promote close collaboration with your business partners in a short-termplanning horizon. During this process, all data received from your customer are validated and the short -term

baseline and promotion demands are planned accordingly. Thus, a company can respond very quickly onchanges in the Distribution Supply Chain.



3.2.2 Responsive Replenishment Planning


You can use this business process to plan responsive replenishment based on the results of the Responsive

Demand Planning process. Responsive Replenishment Planning plans the optimal shipments to customerlocations. During this process the netting take place, transport loads are created, and finally the orders arecreated. Promotion and baseline demands can be planned independently.



3.2.3 Standard Sales Order Processing


You use this business process in order to create and process a sales order and trigger subsequent logisticsprocessing in SAP ERP. A sales order is a customers binding request to an enterprise to deliver a specificquantity of products, or to provide a service at a specific time. A sales organization accepts the sales order,and thus becomes responsible for fulfilling the contract


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Outbound processing comprises the preparation of goods to be delivered from a warehouse to a receivinglocation. Outbound processing within the scope of warehouse management typically comprises activities likethe notification of goods to be supplied from a warehouse to a customer for which the outbound delivery

serves as the reference document, picking, packing, physical goods issue in warehouse, loading, goodsissue and goods issue posting to IM, advising advanced shipping notifications to business partners and,obtaining a proof-of-delivery from the receiving business partner.


SAP ERP (S9)


3.2.6 Inbound Processing and Receipt Confirmation


Inbound processing covers the physical inbound delivery processing that succeeds the procurement process.It includes ASN processing, physical Goods Receipt up to sending the proof of delivery to the businesspartners.



4 Sourcing & ProcurementA reduction of the total cost of procurement significantly influences profit. Consequently, Sourcing andProcurement becomes increasingly significant to Beverage companies. Gaining affectivity in purchasing andtransforming their businesses accordingly is the principal focus of the CPO.

While automation of processes and greater spend visibility in procurement of indirect goods is still a keyobjective, the principal focal point of operational procurement is integration with planning systems to

streamline plan-driven procurement and speed up production cycle times.

Currently sourcing trends require professional purchasers to work more strategically and automateoperational tasks or outsource them internally or externally. They need highly sophisticated analytical toolse g for spend analysis supplier performance measurement procurement controlling etc Purchasers also


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4.1 Strategic Purchasing and SourcingStrategic Purchasing and Sourcing form the strategical and tactical parts of the sourcing cycle. Identifyingand evaluating purchase opportunities, creating and implementing the sourcing strategy are key steps in thisscenario. Based on best practices commodity or category managers are analysing and assessing thesupplier market, spend history and future requirements. According to global purchasing standards supplierselection and contract negotiation takes place.

Business Objectives

Improve RFQ/RFP processes

Maximize profitability by product Lower cost procured goods and services

Improve procurement processes

Reduce time-to-market & volume

Integrate processes across divisions and functions


Strategic Sourcing with Bid Invitation

Strategic Sourcing - Global Spend

Contract ManagementKey Performance Indicators

Number of Supply Sources

Incoming Material Quality

Cost of Goods Sold

Time to Market

Supplier Quality Engineering Costs

4.1.1 Analyzing SpendSAP Product Available

High-quality spend analysis is the cornerstone of any strategic sourcing initiative. By highlighting consolidatedspend volume, supplier redundancies, and demand aggregation opportunities, SAP SRM enables companies


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4.1.3 Source of Supply Management


You can use this business process to invite suppliers to submit bids in response to a bid invitation.Since negotiation is a critical step in the sourcing process, purchasing companies can use bid invitations toinvite qualified suppliers to offer materials or services according to requirements. Typically, the suppliersoffer is final and binding and there is no opportunity for lowering bids. This makes bid invitations slightly lesscompetitive than reverse auctions.This business process supports and streamlines bid invitation processes, enabling users to create bidinvitations out of existing contracts and requisitions. It also provides the tools needed to quickly convertreceived bids into purchase orders or contracts. This accelerates the bid invitation process and vastlyincreases the productivity of purchasing professionals.


SAP ERP (S9)

SAP Extended Sourcing for Consumer Products (S17)

4.1.4 Managing Catalog Content



You use this business process to create, maintain, and publish a product catalog to use in your business-to-business (B2B) or business-to-consumer (B2C) Web shop. You can create a wide range of catalogs usingdifferent variants, layouts, and views.


SAP ERP (S9)

SAP Extended Sourcing for Consumer Products (S17)

4.1.5 Analyzing Procurement Data

SAP Product AvailableYou can use this business process in conjunction with SAP Business Information Warehouse to takeadvantage of a wide range of reporting options. These reporting options cover the entire procurementprocess both from an operational and strategic perspective. Depending on the technical SRM scenario that


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Purchasing Values

Percentage of Purchased Orders sent via Internet

Source Cycle Time

Administration Costs Reductions

Material Management and Planning Costs

4.2.1 Supplier Order Collaboration


The supplier can use this process to create a sales order and send a purchase order response to the

purchasing system. The supplier can change the order, accept it or reject it (also partly), so that the businessprocess relating to the order and purchase order response can include repeat steps, until the purchaser andsupplier are agreed.


SAP Extended Procurement for Consumer Products (S16)

4.2.2 Requirement Processing


A purchase requisition describes a demand that is released to the purchasing department. The demand canbe created automatically, e.g. as result of a MRP run or by assigning components or services to amaintenance or production order. Alternatively, the purchase requisition can be entered manually ortransferred from another system. The accounting data can already be assigned and checked duringprocessing of the purchase requisition. Sourcing (incl. initiating a RFQ process) can be executed based on apurchase requisition as well as assignment of documents.


SAP Extended Procurement for Consumer Products (S16)

SAP ERP (S9)

4.2.3 Processing Purchase Orders



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5 Go-to-MarketAs Beverage companies are becoming more and more consumer centric, the understanding and anticipatingof consumer needs and market trends drive the overall activities to increase consumer satisfaction andsupport corporate strategy. Marketing generates demand by attracting attention of the consumer towards acertain brand. This is accomplished by using innovations and different activities directly towards theconsumer, as well as the Retailer. Effective set-up and control of all marketing support is a necessity tomaintain presence on retailers shelves and in consumers minds.

Suppliers &Partners

Consumers,Customers

(e.g.

Retailers) &




Go-to-Market

Brand Management

Category Management

Trade Promotion Management

Account Management


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5.1 Brand ManagementBeverage companies need a powerful toolset to address the often incoherent business process activities thatrevolve around the management of various marketing activities. Brand Management is a technology enabledbest practice platform for strategic goal setting, planning, and budgeting that is seamlessly connected tomarketing processes for enhanced productivity, greater efficiency, and scientific decision making. BrandManagement will address the management of marketing resources, including money, people, time,knowledge (collateral, data, information, etc), programs (campaigns, promotions) and external resources(Suppliers, partners, agencies).

Business Objectives Improve customer retention and loyalty

Extend market share

Reduce administration, improve business processes

Increase data transparency


Campaign Management

Customer Segmentation

Lead Management

Marketing Planning

Consumer Products: Brand Management


Gross Profit

Market Share

Return On Sales

Number of End Products,SKUs

Percent Revenue Growth Existing Customers

5.1.1 Brand Management Analytics



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5.1.3 Strategic Portfolio Management


The primary challenge of strategic portfolio management is to provide a comprehensive up-to-date view of acompany?s entire project portfolio and answer several important questions. Is the portfolio aligned withcorporate goals? What is the future demand for resources and what is the capacity? Are the most skilledemployees working on the most appropriate projects? Will the portfolio meet its business performancetargets? What are the risks and impact of a delay? Timely answers to these questions are critical indetermining which projects to pursue and which ones to fix or cancel. Project registration and enforcing anenterprise-wide decision making process for approving projects is an additional critical area in strategicportfolio management. Strategic portfolio management combines and gives visibility into the financial,strategic and operative aspects across your entire project portfolio to enforce governance, to make fact-

based decisions and to maximize return on existing assets.Products / Solutions

SAP Brand and Category Management for Consumer Products (S4)

5.1.4 Strategy Management


In this process, you analyze your enterprises current strategy. For this analysis, you use measures that aremanaged in SAP Strategic Enterprise Management Corporate Performance Management (SEM-CPM) andthat are presented in Balanced Scorecard form. The analysis itself entails developing alternative strategiesand then comparing these against your current strategy.


SAP ERP (S9)


5.1.5 Project Planning and Scoping


Setting up a project plan including the complete project structure, schedule and assigned documents usingcProjects.


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5.1.8 Digital Asset ManagementSAP Product Available

Brings digital assets into the system and makes their users, customer, or partners available.



5.1.9 Marketing Planning and Budgeting

SAP Product AvailableCombines and coordinates all initiatives and resources across the organization to condense planning anddevelopment cycles, while ensuring that this streamlined process still adheres closely to the BusinessProcess. Reduces planning costs.



5.1.10 Scenario Planning

SAP Product AvailableModels and compares a number of different scenarios of marketing projects. The integration with thebusiness intelligence capabilities of SAP NetWeaver helps you to forecast and assess the appropriateness ofa scenario.



5.1.11 Campaign Execution


The campaign can be sent to one of the various channels for execution.



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Extend market share


Efficient sales planning and management

Efficient promotion planning and trade spending Maximize profitability by product

Reduce out-of-stock situation


Sales

Contribution Margin Rate

Market Share

Project Profit Margin

RevenueProducts / Solutions

Category Management for Consumer Products (S1)

5.2.1 Category Definition


This steps enable users to defining consumer-oriented/driven hierarchies to analyse, plan, and executecategory management stratgies and tactics.


SAP ERP (S9)


5.2.2 Category Definition Account View


This steps enable users to defining consumer-oriented/driven and account specific hierarchies to analyse,

plan, and execute category management stratgies and tactics.Products / Solutions

SAP ERP (S9)



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5.2.5 Account Evaluation and Joint Goal SettingSAP Product Available

Sets achievable goals per category. Uses category management to enhance a brand's perception by thetrade. Helps establish joint marketing efforts with key customers. Determines customer objectives, needs,and approach to the process.


SAP ERP (S9)


5.2.6 Account Review


The progress of the account category plans towards the target performance measures will be monitored toidentify business gaps and opportunities. The outcome wll be used to reset existing and to set new businessgoals.


SAP ERP (S9)


5.2.7 Promotions and Pricing


Based on consumer, competitors, and retailer insights, solutions users are able to analyse, compare, monitorand communicate indivdual product/category prices and promotions to retailer?s. It may contain anintegration to support the complete trade promotion spending and volume planning business process (TPM).


SAP ERP (S9)


5 2 8 P f R i


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Efficient promotion planning and trade spending


CP: Trade Promotion Management (Collaborative)Key Performance Indicators

Campaign/Event Cost Revenue Ratio

Market Share

Selling Expenses To Sales Ratio

Percentage of Sales New Products

Company Growth vs. Market Growth

5.3.1 Trade Promotion PlanningSAP Product Available

Armed with volume objectives, spending targets and the appropriate deal structure for their geography thesales forece can plan a total volume forecast including both promoted and nonpromoted products, account byaccount. The sales forece has accesss to both shipments and consumption data sources to determineoptimal timin gdecisions and volumes for their accounts. Depending on the merchandising activity chosen,SAP TPM features calculate the event spending base don the associated case rate and trade funds so youcan compare the cost of the event to the abjectives set for the account. In addition to the promted volumeforecast, your sales force needs to estimate nonpromoted volume to create a total volume forecast. The total

volume forecast helps the sales force understand volume mix and, ultimately, profitability.Products / Solutions

SAP Account and Trade Promotion Management for Consumer Products (S3)

5.3.2 Planning for Key Accounts


Allows to plan the non-promoted sales for an account, incorporating results from promotion planning into onetotal plan. Planning for Key Accounts enables account managers not only to plan their non-promoted sales,but also to have a total forecast on the planned sales with their accounts.




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The customer place products orders. The manufacturer's system apply pricing conditions to each order,shipment and invoice to ensure that funds are being transferred at the appropriate time. The customerreceives promotion discounts in support of the display, feature and reduced-price activity. Many of the

payments made to the customer are based on fixed-fund commitments. As shipments are made, the balancewithin these accounts remains whole until the account manager releases the payment upon receivingvalidation of the performance. Payments need to be made and accepted via check, credit memo, invoicededuction or other method.



SAP Incentive Administration by Vistex (S25)

SAP Paybacks and Chargebacks by Vistex (S31)

5.3.5 Trade Promotion Evaluation


At a headquarters level the evaluation focuses on reviewing the amount and type of promotional activities.Not only for a company's own products, but for those of the competition as well by customer and region.

Critical to this analysis is an understanding of baseline volume and the impact various tactics have had onincremental volume.

Not only does this show which programs should be replicated and which ones should be abandoned, but acloser look at the activity of competitors might lead to a rethinking of programs once seen as unproductive.



5.3.6 Planning Account Volume with Mobile Sales


Allows users to plan accounts in an offline environment. Integrates seamlessly with SAP SEM.Products / Solutions



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5.4.1 Planning for Key Accounts with SAP BW


Allows to plan the non-promoted sales for an account, incorporating results from promotion planning into onetotal plan. Planning for Key Accounts enables account managers not only to plan their non-promoted sales,but also to have a total forecast on the planned sales with their accounts.



SAP ERP (S9)

5.4.2 Account Planning


Allows to plan the non-promoted sales for an account, incorporating results from promotion planning into onetotal plan. Planning for accounts enables account managers not only to plan their non-promoted sales, butalso to have a total forecast on the planned sales with their accounts.



5.4.3 Trade Promotion Planning


Armed with volume objectives, spending targets and the appropriate deal structure for their geography thesales forece can plan a total volume forecast including both promoted and nonpromoted products, account byaccount. The sales forece has accesss to both shipments and consumption data sources to determineoptimal timin gdecisions and volumes for their accounts. Depending on the merchandising activity chosen,SAP TPM features calculate the event spending base don the associated case rate and trade funds so youcan compare the cost of the event to the abjectives set for the account. In addition to the promted volumeforecast, your sales force needs to estimate nonpromoted volume to create a total volume forecast. The total

volume forecast helps the sales force understand volume mix and, ultimately, profitability.Products / Solutions



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5.4.6 Price Management


Enables companies to provide online and offline pricing tailored to each customer based on the type ofcustomer, product, customer-specific pricing, contracts, or specific quotes. Establishes pricing rules,processes, and data centrally and then deploys them across all selling channels including enterprise sales,telesales, field sales, and e-selling. Develops, manages, and deploys complex pricing rules, and providesspecialized pricing by product, customer, organization, or other pricing criteria in the system -- seamlesslyand consistently.Provides single source of pricing with support for discounts, surcharges, rebates, volume-based pricing, taxcalculations, and price overrides. Supports call-offs to specially negotiated contracts. Allows campaign-specific pricing. Gives access to appropriate pricing data for sales professionals, business partners, and

customers. Calculates pricing based on individual products, product grouping, or special partner, customer,or group rates.



SAP ERP (S9)

5.4.7 Contract Processing


Contract processing comprises the steps you follow in order to create and work with sales contracts in theSAP CRM system.



5.4.8 Activity Processing


In this process, you create a business activity, and the data you enter in the business activity is automaticallytransferred to your groupware administration system, in this case, Microsoft Outlook or Lotus Notes. Next,you document the business activity, for example, using an activity journal or questionnaire.



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5.4.11 Customer Service and Support with Interaction Center


Allows customer service agents to handle complaints, address customer concerns, answer technicalquestions, assist with returned materials, and make exchanges. Customers can be identified using therelevant partner information or data about their installed base. Agents use the solution database to search fora suitable solution for their customer?s problem, create service orders, determine existing contracts, andselect products from proposals if needed.



5.4.12 Self-Service Support through FAQ and Solution SearchSAP Product Available

In this process customers try to solve their product problems through searches of frequently asked questions(FAQs). FAQs are sorted by product. Each FAQ is linked to a list of possible solutions. FAQ Search is a self-service tool that reduces interaction costs, increases customer satisfaction and improves efficiency andprofitability.



5.4.13 Dispute Resolution


The business process Dispute Resolution addresses the management of receivables disputes. Each disputeis captured in a dispute case, an electronic record that stores centrally all relevant information. Workflowintegration and escalation capabilities streamline the cross-department dispute resolution process within yourcompany. Automatic and manual customer correspondence allows keeping customers informed and toinvolve them in the process. With this process you can improve the liquidity and cash forecast and optimize

the dispute management.Products / Solutions


SAP ERP (S9)


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SAP ERP (S9)

5.4.16 Sales Performance Analysis


The Sales Performance Analysis measures performance from different perspectives in order to give salesmanagers an overall picture of what is happening into salesProvides a balanced view of sales figures so sales managers can view them from the financial, internal,customer, or employee perspective.



5.4.17 Trade Promotion Evaluation

At a headquarters level the evaluation focuses on reviewing the amount and type of promotional acitivities.Not only for a company's own products, but for those of the competition as well by customer and region.Critical to this analysis is an understanding of baseline volume and the impact various tactics have had onincremental volume.Not only does this show which programs should be replicated and which ones should be abandonded, but acloser look at the activity of competitors might lead to a rethinking of programs once seen as unproductive.



5.4.18 Complaints and Returns Analysis


You can use this business process to analyze key figures that provide information about the quality of yourservices and enable you to draw conclusions about the level of customer satisfaction.



5.4.19 POS Data Analytics


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6.1 Sales Force ManagementSales organizations of beverage companies, with their different sales channels, have to create andunderstand consumer demand across segments and channels. Furthermore, execution of merchandisingactivities must be ensured. Some of the major challenges here are:ineffective forecasting methodologies, lack of information and motivation for new products, and the missingalignment of sales promotions and new product introductions.

Business Objectives

Efficient sales planning and management

Improve customer retention and loyalty Reduce order processing costs

Reduce administration, improve business processes


Incentives & Commission Management


Percent of New Customers per Year

Sales

Salesperson's Time Spent Selling (Percentage) Percent Revenue Growth Existing Customers

Customer Satisfaction Index

6.1.1 Account Planning


Provides a sophisticated picture of all planned revenue, associated costs, and contribution margins. Thisenables you to make more informed decisions during planning, and to better control costs from trade spends

and discounts.Products / Solutions

SAP Sales Execution for Consumer Products (S34)


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6.1.4 Campaign Execution


The campaign can be sent to one of the various channels for execution.



6.1.5 Visit Planning


This process switched into DSD Visit Planning and is represented in the DSD scenario.



6.1.6 Account Processing


Provides you with a solution for managing and processing business partners and contact persons.

In addition, the integration of business transactions, contacts, marketing attributes and so on provides quickaccess to and easy maintenance of all the information on business partners or contact persons.



6.1.7 Territory Processing


Once you have uploaded existing territories from an external planning tool, you can create a new territory inCRM Enterprise and place it in the territory hierarchy.


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6.1.10 Quotation Processing


You use this business process in order to give your business partner confirmation that you will deliver aspecific quantity of products at a specific time, and to a specific price. Within the framework of quotationprocessing, various sales functions are available to the sales employee, as well as special functions forquotations.



6.1.11 Sales Order Processing


This business process makes it possible for you to deliver a specific product configuration and quantity, or toprovide a service at a specific time. During sales order processing, a sales organization accepts the salesorder and is responsible for fulfilling the contract.



6.1.12 Credit Memo Processing


You can create a credit memo request if customers are charged too much, or a defective product is returned,or a complaint is made about a service performed.After a detailed check, you can either release or reject the credit memo request. If the credit memo isreleased, the customer receives a credit memo for the full amount to be credited.



6.1.13 Recording Time and Labor Data


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Provides applications for business travel management that support and optimize travel processes and toenter and edit receipts offliine, using mobile devices.



6.1.15 Commission Simulation


You use this business process in order to view the possible value of a commissionable sales opportunityusing the Commission Simulation iView accessed through the Sales Manager or Sales Representative Portal.Commission simulation processing uses actual incentive plan contract data from ICM. By adjusting the salesparameters, you can view multiple what-if commission scenarios for the same sales opportunity.



6.1.16 Sales Analysis by Territory


Sales Analysis by Territory enables you to report on sales transactions and processes, such as opportunities,

incoming sales orders or activities at territory level, so that you can see exactly how well your sales strategyis being implemented in each of your territories. You can use the results of the analysis to determine whetheryou need to re-align your territory assignments or to implement different strategies for different territories.



6.1.17 Sales Performance Analysis

SAP Product AvailableThe Sales Performance Analysis measures performance from different perspectives in order to give salesmanagers an overall picture of what is happening into salesProvides a balanced view of sales figures so sales managers can view them from the financial internal


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6.1.20 SAP BW Analysis with CRM Mobile Client


This process provides an overview of how SAP Business Information Warehouse (SAP BW) reports arereplicated to the mobile client. SAP BW is a proprietary data warehouse that is used to collect informationfrom various sources be it internal or external. This information is saved as workbooks and embeddedbusiness queries, which are downloaded to CRM Enterprise and then to the mobile client, for analyticalpurposes. This process ensures that a mobile client user has access to the information pool available in SAPBW .



6.1.21 Analyzing Local Data with Mobile Client


This process allows you to use a sophisticated and graphical tool to better understand, manage, and forecastthe success analysis for various prospects.



6.1.22 Billing Analysis


You use this business process in order to analyse customer invoices.



6.2 Order-To-CashOrder to cash is a business process the sale of goods and distribute it to the retailer's warehouses. It


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6.2.1 Account Processing


Provides you with a solution for managing and processing business partners and contact persons.In addition, the integration of business transactions, contacts, marketing attributes and so on provides quickaccess to and easy maintenance of all the information on business partners or contact persons.



SAP ERP (S9)

6.2.2 Inquiry Processing


You use this business process in order to respond to requests made by prospects for information on specificgoods, and in particular, on prices. The prospect contacts the vendor and asks for detailed information onproducts.



SAP ERP (S9)

6.2.3 Quotation Processing


With this business process you can assure your business partners that you will deliver a certain productconfiguration and quantity of products at a specific time and price. During sales order processing, the salesemployee can make use of a variety of sales functions and special quotation functions:



SAP ERP (S9)

6.2.4 Contract Processing

SAP P d t A il bl


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SAP ERP (S9)

6.2.6 Sales Order Processing


This business process makes it possible for you to deliver a specific product configuration and quantity, or toprovide a service at a specific time. During sales order processing, a sales organization accepts the salesorder and is responsible for fulfilling the contract


SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)

6.2.7 Sales Order Processing B2B


B2B for occasional users is the Business-to-Customer (B2C) process of the SAP Internet Sales applicationwith integrated Business-to-Business (B2B) User Management.The main difference between B2B for occasional users and the B2C process is that Web shop users do not

have the option of registering personally that they have in the B2C scenario. They must be created by theoperator of the Web shop.



SAP ERP (S9)

6.2.8 Sales Returns


Enables companies to manage full products that a customer has returned because of a complaint. Thereason for rejecting the merchandise must be due to defective quality, not because of incorrect deliveries.



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SAP ERP (S9)


6.2.11 Rebate Agreement ProcessingSAP Product Available

You can use this business process to update and create billing documents that are relevant for granting acustomer a rebate agreement


SAP ERP (S9)

6.2.12 Enhanced Rebattes ProcessingSAP Product Available

Manages special discounts paid retroactively to a customer based on the sales volume over a specified timeperiod or by a fixed amount.


SAP ERP (S9)

6.2.13 Dispute ResolutionSAP Product Available

The business process Dispute Resolution addresses the management of receivables disputes. Each disputeis captured in a dispute case, an electronic record that stores centrally all relevant information. Workflowintegration and escalation capabilities streamline the cross-department dispute resolution process within yourcompany. Automatic and manual customer correspondence allows keeping customers informed and toinvolve them in the process. With this process you can improve the liquidity and cash forecast and optimizethe dispute management.

Products / Solutions SAP ERP (S9)

6 2 14 C dit M t


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SAP ERP (S9)

6.2.16 Indirect SalesSAP Product Available

Gives beverage manufacturers information about the actual sales and turnover realized in the various salesoutlets, enabling manufacturers to check restaurateurs' adherence to contractual obligations and to carry outbusiness analyses. The sales data required are indirect sales. The Pendulum List supports beveragemanufacturers with the recurring processes of sales requests and sales reporting.


SAP ERP (S9)

6.2.17 Empties Management


Provides tracking functions for returnable empties articles within the customer-vendor relationship. Displaysthe quantity-based and/or value-based stock and movement situation between the producer and thecustomer. Likewise, enables customers to determine the balance of their empties accounts through thedocuments. Empties are a type of returnable packaging.


SAP ERP (S9)

6.3 Direct Store DeliveryDirect Store Delivery (DSD) is a business process often used in the beverage industry starting with orderentry, followed by selling and distributing goods directly to the customers store - bypassing the retailerswarehouses.

The order entry can be done through different channels, and the entry via telesales plays a very importantrole in beverage companies.


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Improve customer retention and loyalty

Lower risk of employee accidents


Personalized customer interaction Automate - eliminate errors due to manual processes

Strengthen partnerships and account management


CP: Direct Store Delivery (Collaborative)

Outbound Telesales



Returns % Sales Salesperson's Time Spent Selling (Percentage)

Volume Per Outlet (VPO) Change Per Route

Number/Percentage Routes Settled Late

Route time

% Incomplete Visits

6.3.1.1 DSD Order Fulfilment

SAP Product AvailableIn this process, transportation and warehousing are executed in the SAP ERP solution.This includesdispatching of deliveries onto vehicles, as well as picking, packing, and loading in the warehouse. Outputcontrol triggered from transportation provides shipping papers for your mobile worker. Those papers can alsobe used as backup papers if you later use a mobile solution


SAP ERP (S9)

6.3.1.2 DSD Visit PlanningSAP Product Available

You can use this business process to coordinate visits to customers to increase customer satisfaction andminimize driving time You use the SAP ERP Central Component (SAP ECC) to maintain customer


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Better service levels



Speed innovative products / designs to market Personalized customer interaction

Automate - eliminate errors due to manual processes






Salesperson's Time Spent Selling (Percentage) Volume Per Outlet (VPO) Change Per Route


Route time


SAP ERP (S9)

6.3.2.1 Preseller Order Taking


You can use this business process as your main order entry channel in the scenario variant Mobile DSDOrder-to-Cash.Preseller order taking focuses more on making a large number of sales visits for capturingmaterial order quantities and providing customers with prices rather than having sophisticated, timeconsuming, highly skilled presales discussions.

6.3.2.2 DSD Visit Planning


You can use this business process to coordinate visits to customers to increase customer satisfaction andminimize driving time. You use the SAP ERP Central Component (SAP ECC), to maintain customerrestrictions and visit plans in the customer master.


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The manufacturer gets directly contacts the customers store at the Point-of-Sale. He can use this contact toimprove customer retention and customer relationship through personal service. He can also realizeadditional sales opportunities and obtain first-hand information about the market.

The driver can sell to the customer using mobile equipment.

Business Objectives

Better service levels




Personalized customer interaction

Automate - eliminate errors due to manual processes






Salesperson's Time Spent Selling (Percentage)

Volume Per Outlet (VPO) Change Per Route


Route time


SAP ERP (S9)

6.3.3.1 Mobile DSD Vansales Processing



You can use this scenario variant to sell and immediately deliver products to customers who have not placedan order in advance.

6 3 3 2 DSD Order Fulfilment


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7.1 ManufacturingBeverage companies need to control their batch oriented manufacturing on the shop floor. The most commonmanufacturing strategy is make-to-stock. It starts with the integrated planning of production, waste disposal,and transport activities within a plant. With production process management, a beverage manufacturer plansthe quantities, dates, quality inspections and resources of the manufacturing process. The company controlsthe process order execution. Production-relevant data must be exchanged from process control systems tothe backend system directly, ensuring that all data from lot start to lot finish can be captured by the batchmanagement before the product is released for final delivery. All relevant data of production, including all QMdata must be collected and be available for review.

Business Objectives

Reduce cost-of-goods-sold (COGS)

Improve product quality

Improve auditability of information and actions

Improve capacity utilization

Improve resource tracking, availability and uptime


Manufacturing Execution


Capacity Utilization

Cost of Goods Sold

Machine wait time

Production Cycle Time

7.1.1 Production Planning (Process Manufacturing)

SAP Product AvailableMake-to-order production is carried out with reference to a sales order meaning that, as a rule, the items in amanufacturing order are only manufactured for a certain customer. The order is used to plan materialrequirements across all BOM levels, based on the customer requirements for the configured finished


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SAP Extended Manufacturing for Consumer Products (S15)

7.1.3 Production Scheduling


In production planning, detailed scheduling is combined with procurement planning. Detailed scheduling isused to compare the capacity requirements from the production orders with the available production capacity.The process includes problem analysis, scheduling in the DS planning board, and the analysis and evaluationof planning results.


SAP ERP (S9)


7.1.4 Manufacturing Execution


Manufacturing using production orders in SAP ERP enables you to carry out production with reference to anorder, on the basis of bills of material and routings. It is mainly used in industries with discrete manufacturing,such as the automotive industry and mechanical engineering, where production control and the internalactivity planning and accounting of materials/assemblies is carried out using orders. You can use repetitivemanufacturing for production planning and shop floor control as part of repetitive and flow manufacturing.

Repetitive manufacturing is mainly used in industries with discrete manufacturing such as the automotiveindustry and industries with continuous processes, such as the chemical industry.


SAP ERP (S9)

SAP Manufacturing Integration and Intelligence (SAP MII) (S28)

Production Execution PCA 1.5 by Wonderware (P4)


7.1.5 Manufacturing Monitoring and ControlSAP Product Available

Manufacturing Monitoring and Control involves the execution of manufacturing orders, no matter whether it is


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SAP ERP (S9)


7.1.7 Quality ImprovementSAP Product Available

Quality improvement means: Notification of quality problems as well as systematic search for solutions andeffective processing of actions which are aimed on sustainably controlling and assuring the quality ofprocesses and products. In SAP ERP the quality notification tool is available for this purpose. The qualitynotificationcan be equally used for processing improvements of a company's own processes and products,and for processing complaints against suppliers as well as from customers.


SAP ERP (S9)


7.2 Inbound and Outbound LogisticsTo keep supply chains running smoothly, beverage companies need to efficiently store, move, and transportbeverage products while keeping inventory levels down and tracking the shelf life. Outsourcing requireslogistics service providers to be more closely involved - managing an entire warehouse, delivering quicktransportation services, or executing sub-processes. At the same time, inbound and outbound costs have tobe minimized, while processes, flexibility, and customer service must be improved. Beverage companies dealwith distribution centers as well as with production warehouses.Beverage companies have to face the following logistical problems:

All of the processes in the warehouse must be covered, from goods receipt through goods issue.

Goods Issue and goods receipt processes can be supported by the use of RFID.

Complete stock transparency, so that warehouse contents are always known.

For some individual articles, it is necessary to trace and track the history of the warehouseprocesses in detail.

The accuracy of deliveries must be improved, thus increasing customer satisfaction.

Working with mobile devices and in a paper-free environment.

Building optimal loads with the routing and scheduling allowing a close collaboration between shipperand carrier via optimized carrier selection and tendering.

O i l hi i if i f i h i f i h l d f i d h ld l


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7.2.1 Cross Docking


Cross-docking is a way to move materials directly from the goods receipt area to the shipping area withoutfirst being stored. Cross-docking can be planned or opportunistic, as well as executed in one step (directlyfrom GR to GI) or two steps (going first to a specified cross-docking storage type for repacking or labeling forexample).


SAP Extended Warehousing and Logistics for Consumer Products (S18)

SAP ERP (S9)

7.2.2 Inbound Processing and Receipt ConfirmationSAP Product Available

Inbound processing covers the physical inbound delivery processing that succeeds the procurement process.It includes ASN processing, physical Goods Receipt and putaway of materials in Warehouse Management upto sending the proof of delivery to the business partners


SAP Extended Warehousing and Logistics for Consumer Products (S18)

SAP ERP (S9)

7.2.3 Transportation Planning


The Transportation Planning process as part of SAP SCM creates optimizes shipments and transfers theseshipments into the connected R/3 systems for execution. To do so, it reads transportation relevant businessdocuments from the connected SAP R/3 systems, assigns the loads represented by these documents, toresources (trucks, railcars, ) to create planned shipments, assigns carriers to these shipments and tendersthese shipm

consumer products beverage

Documents