Archive for August 2013

P2P Table Descriptions

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P2P Tables With Details


1.PO_REQUISITION_HEADERS_ALL

2.PO_REQUISITION_LINES_ALL
When you raise the Requisition these tables effected 

3.PO_REQUISITION_HEADER_ID is the join between the tables



4.PO_REQ_DISTRIBUTIONS_ALL
It distribute the Requisition Account information.



5.PO_HEADERS_ALL  (PO_HEADER_ID)



6.PO_LINES_ALL
When PO Created PO stores in tables(PO_HEADER_ID) is the join for tables



7.PO_DISTRIBUTIONS_ALL
It will distribute the PO# Account information



8.PO_ACTION_HISTORY
Here you can get Approvals notification Status



9.PO_VENDORS  (VENDOR_ID)



10.PO_VENDOR_SITES_ALL  (VENDOR_SITE_ID)



11.PO_VENDOR_CONTACTS  (VENDOR_CONTACT_ID)
Contacts Vendor ,Vendor site and contact information Vendor_id,Vendor_contact_id, (VENDOR_SITE_ID)


12. RCV_SHIPMENT_HEADERS   (SHIPMENT_HEADER_ID)
Common information about the source of your receipts or expected receipts


13. RCV_SHIPMENT_LINES
When you issue the receipt The recipient number , Shipment location stores in the table.


14. RCV_TRANSACTIONS  (TRANSACTION_ID)


15. MTL_MATERIAL_TRANSACTIONS  (TRANSACTION_ID)
Stores material transaction information (Transaction_id)



16.PO_RELEASES_ALL
To see the which purchase order is released.



17.PO_AGENTS
Contains information about buyers and purchasing managers.



18.PO_NOTIFICATION_CONTROLS
Contains information about the notification control rules for blanket, planned, and contract purchase orders.



19.PO_APPROVAL_LIST_HEADERS
List of approves for the purchasing document used for requisition approvals only



20.PO_APPROVAL_LIST_LINES
Approval list lines for the requisition approval list.



21.PO_POSITION_CONTROLS_ALL
Assignment of control groups to jobs and/or positions


22.PO_DOCUMENT_TYPES_ALL_B

Default, control, and option information you provide to customize



23.PO_CONTROL_GROUPS_ALL

Control groups you use in your business



24.PO_RFQ_VENDORS

Information about the set of suppliers assigned to a request for quotation (RFQ)



25.PO_VENDOR_LIST_HEADERS  (VENDOR_LIST_HEADER_ID)

Stores information about supplier quotation lists you create.



26.FINANCIALS_SYSTEM_PARAMS_ALL

This Tables stores common and default information between AP and PO.


What is Supply chain management (SCM)

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Supply chain management (SCM) is the process of planning, implementing, and controlling the operations of the supply chain as efficiently as possible. Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point-of-origin to point-of-consumption.

The definition one American professional association put forward is that Supply Chain Management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies.

Some experts distinguish Supply Chain Management and logistics, while others consider the terms to be interchangeable.
Supply Chain Management is also a category of software products.
Supply chain event management (abbreviated as SCEM) is a consideration of all possible occurring events and factors that can cause a disruption in a supply chain. With SCEM possible scenarios can be created and solutions can be planned.

Supply Chain Management


Activities/functions

Supply chain management is a cross-functional approach to managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and then the movement of finished goods out of the organization toward the end-consumer. As organizations strive to focus on core competencies and becoming more flexible, they have reduced their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect has been to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. Less control and more supply chain partners led to the creation of supply chain management concepts. The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and improving inventory velocity.
Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. SCOR is a supply chain management model promoted by the Supply Chain Management Council. Another model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be grouped into strategic, tactical, and operational levels of activities.

 Strategic

  • Strategic network optimization, including the number, location, and size of warehouses, distribution centers and facilities.
  • Strategic partnership with suppliers, distributors, and customers, creating communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics.
  • Product design coordination, so that new and existing products can be optimally integrated into the supply chain, load management
  • Information Technology infrastructure, to support supply chain operations.
  • Where-to-make and what-to-make-or-buy decisions
  • Aligning overall organizational strategy with supply strategy

 Tactical

  • Sourcing contracts and other purchasing decisions.
  • Production decisions, including contracting, locations, scheduling, and planning process definition.
  • Inventory decisions, including quantity, location, and quality of inventory.
  • Transportation strategy, including frequency, routes, and contracting.
  • Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise.
  • Milestone payments

 Operational


  • Daily production and distribution planning, including all nodes in the supply chain.
  • Production scheduling for each manufacturing facility in the supply chain (minute by minute).
  • Demand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers.
  • Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliers.
  • Inbound operations, including transportation from suppliers and receiving inventory.
  • Production operations, including the consumption of materials and flow of finished goods.
  • Outbound operations, including all fulfillment activities and transportation to customers.
  • Order promising, accounting for all constraints in the supply chain, including all suppliers, manufacturing facilities, distribution centers, and other customers.

Advantage of ERP

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Advantage of ERP

According to Anthony, R. A, organizational processes fall into three levels - strategic planning, management control and operational control. Even though much of ERP success has been in facilitating operational coordination across functional departments, successful implementation of ERP systems benefit strategic planning and manegment
control one way or other.

Help reduce operating costs

ERP software attempts to amalgamate commerce processes across departments onto a single enterprise-wide information system. The major benefits of ERP are enhanced harmonization across functional departments and increased efficiencies of doing business. The instant benefit from implementing ERP systems we can imagine is abridged operating costs, such as inferior inventory control price, inferior production costs, inferior marketing costs and inferior help desk support costs.

Facilitate Day-to-Day Management

The other benefits from implementing ERP systems is facilitation of day-to-day management. The implementations of ERP systems care for the organization of backbone data warehouses. ERP systems offer better convenience to data so that management can have up-to-the-minute access to information for decision making and managerial control. ERP software helps track actual costs of activities and perform activity based costing.

Support Strategic Planning

Strategic Planning is "a deliberate set of steps that assess needs and resources; define a target audience and a set of goals and objectives; plan and design coordinated strategies with evidence of success; logically connect these strategies to needs, assets, and desired outcomes; and measure and evaluate the process and outcomes."
Part of ERP software systems is intended to support resource planning section of strategic planning. In reality, resource planning has been the weakest link in ERP practice due to the difficulty of strategic planning and lack of sufficient integration with Decision Support Systems (DSS).


Enhances flexibility

Organizations followed rigid procedures and formalities prior to ERP intervention. One had to seek permission to view the details or data of the other department in the same company. This had to be routed through departmental heads. Of course there was nothing wrong because confidentiality had to be maintained at the interdepartmental levels itself in order to ensure the security of data. With the advent of ERP this practice has been given a go by. Whatever a person needs can be immediately accessed by him subject to the delegated authority and essentiality. ERP function has thus helped individuals.

Improves Quality

ERP support has vastly helped to improve the quality of services and products offered by the companies. ERP has been instrumental in identifying the areas for improvement In the event of speeding and improving the manufacturing process or other core functions of the company. This has greatly helped to improve the over all quality. For example in the course of implementing ERP software the company would have found some obsolete practice. They can devise a novel and productive measure in consultation with the ERP vendor which will double the benefits given the ERP software implementation. Thus ERP project helps to identify the existing mistakes and improve upon them in a better manner. The ERP function will accrue only if ERP is carried properly in an organization.

Economizes the resources

ERP support will help to save manpower, time and money not only on a large scale but also in the case of many sub process. During the course of ERP implementation the company can identify many areas that where resources are not properly put in use. This will help the company to decide on them and devise a suitable measure to properly use those resources. For E.g. during the course of ERP implementation the company can get to know the misallocation of the resources due to reasons like wrong organizational structure and procedures. These would not have been otherwise possible but for ERP function.

Helps decision making


ERP support has increased the autonomy and thereby the process of decision making process becomes easy in departments. Formerly departments had to get the consent and consensus from one another before finalizing or processing the end information. ERP has eliminated this need in the right time. Individual departments can function like separate entities (with good faith) because they can access the information required from other departments from the system in their table.



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