PS-advanced Manuf.-Grouping, Pegging, Distri-Transfer Bowwrow-Proj. Related Incoming Order.

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Project System (PS)

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SAP S/4HANA | 2020 (Oct 2020)
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Advanced Manufacturing
Purpose
For the manufacturing segment, applications to support research and development, make-to-order, and engineer-to-order
environments, including serial-number traceability and support for complex costing activities are available:
Grouping, Pegging, Distribution (GPD)
This function includes:
Grouping , which allows manufacturers to group requirements originating from different WBS elements or
projects.
Pegging , which makes it possible to keep track of the origin of the demand
Distribution , which distributes the actual costs and commitments back to the original project.
This means that GPD enables you to utilize the advantages of larger lot sizes while still being able to apply
resource-related billing and project-speci c cost controlling.
Transfer/Borrow-Loan-Payback (TBLP)
During the realization of projects in a complex manufacturing environment, requirements frequently undergo a number
of unplanned changes. TBLP provides an easy way to transfer or loan material items to another project. With respect to
loans, borrowed material items can be repaid either fully or partially.
Project Earned Value
Because of unplanned changes to costs and schedules the actual project becomes increasingly different than the project
plan.
This application allows you to monitor and control your projects effectively, as well as easily access information about
project status and progress at any time.
Project-Related Incoming Orders
This function enables the system to determine key gures from sales orders assigned to projects for incoming and open
order values. This provides you with a report on the expected results for customer projects at an early stage.
Grouping, Pegging, Distribution
Purpose
Grouping, Pegging, Distribution (GPD ) i s an enhancement to the standard functions in the project-based production
environment.
You can combine material requirements from different work breakdown structures (WBS) elements (across several projects or
plants) into one or more grouping WBS elements for common inventory management and material requirements planning
(MRP). Therefore, you can achieve greater efficiency and cost savings when procuring material.
The ability to group and plan material requirements across different projects, however, should not be at the expense of good
nancial monitoring and allocation. GPD also contains functions that allow you to allocate the individual cost types from
grouped stock to the original requirements and also to the WBS elements that caused the requirements. Bene ts such as
optimized lot sizes and resource-related billing help you control project costs.
Implementation Considerations
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 Note
Due to the complexity of GPD, you should discuss your relevant business processes with an SAP consultant.
Integration
GPD functions are based on the standard functions for project-based production processes available in the following:
Project System
MRP
Production components of the S/4HANA system
Project-based production processes integrate planning, procurement and production. During theplanning phase, you need to
assign the required material components for the goods to be produced to the network activities. For warehouse materials, the
system uses this assignment to generate material requirements as planning-relevant network reservations. Planning uses
these in the procurement phase.
If there is insufficient material in stock to cover requirements, scheduled planned orders are generated, which must then be
converted into production orders or purchase orders. This way the required material component can be procured.
Features
GPD comprises the following functions:
Combined Requirements (Grouping)
Pegging
Cost Distribution (Distribution)
Grouping in Individual Project Planning
In the standard system, you can plan planning-relevant materials at the following levels:
Plant stock (planning collective requirements in warehouse material)
Materials at the subordinate bill of materials (BOM) levels that are required in all projects can be planned and procured
in the warehouse, independently of WBS elements. In requirements planning, all the requirements for a material are
determined in one plant. This procurement is made jointly, with no reference to a WBS element.
The material is managed in general stock and is not assigned to a project or sales order.
Project stock (individual project planning)
In individual project planning, materials that are required for a WBS element are planned and procured with reference to
the WBS element. This procedure is used to plan the nished product and important components. The material stock is
assigned to one WBS element in the project and is, from a planning perspective, available only for that WBS element.
Stock is managed separately for each WBS element in a project de nition.
Unlike general stock, you must specify the relevant WBS element and the plant and storage location in all goods
movements that involve project stock.
Requirements grouping as part GPD enhances the standard delivery with an additional planning process in requirements
planning. Requirements grouping allows you to plan and procure material requirements that are caused by WBS elements in a
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project or across different projects. Therefore, you can combine requirements from individual WBS elements in a grouping WBS
element and plan them there.
The grouping WBS element is the organizational unit that produces the goods and to which the material belongs. Requirements
planning creates the replenishment elements (planned orders and purchase requisitions) that are assigned to the grouping
WBS element. A separate planning section is managed for each grouping WBS element in the evaluations in
inventory/requirements planning.
This means that the system manages project stock for each grouping WBS element. This stock contains all the materials that
have been procured for the WBS elements and have been assigned to the grouping WBS element. The materials in the project
stock for the grouping WBS element are available to all the WBS elements that are assigned to the grouping WBS element. If a
goods issue follows on a reservation, the material is taken from the stock in the grouping WBS element.
Requirements Grouping in Projects: Real Project Stock
The system includes an automatic requirements grouping tool that you can use to combine the requirements in the single
grouping WBS element for the project. This means that you have just one stock, called the “project de nition stock” for your
project.
Grouping Across Projects
Requirements grouping across projects occurs when you assign the WBS elements from various projects to one or more
grouping WBS elements.
So, for example, you can combine all the WBS elements from projects of private ordering parties in one grouping WBS element,
and all the WBS elements from public ordering parties in another element.
Pegging
When you group requirements into one grouping WBS element and produce the replenishments, the resulting replenishments
are assigned to the combined requirements under the grouping WBS element. The resulting replenishments are not assigned
to the original requirements (from the individual WBS elements) that caused them.
Therefore, all the production and procurement costs are assigned to the grouping WBS elements and not the original projects
(individual WBS elements) that required them.
Pegging allows you to establish the relationship between the grouped replenishments and the individual WBS elements that
hold the original requirements. This relationship is needed to appropriately distribute the costs and additional value types from
the grouping WBS elements to the requiring individual WBS elements.
Pegging assigns the replenishment elements (planned orders, purchase requisitions, production orders, and purchase orders)
back to the original cause of the requirement (reservations and planned independent requirements).
Distribution components incorporate the distribution of the individual costs and other value types from the grouping WBS
elements (that hold the grouped replenishments and their costs) back to the individual WBS elements (that hold the original
requirements). The distribution results are based on the assignments made during pegging.
 Note
For the most current list of GPD-related issues and solutions, see SAP Notes for theprimary component IS-ADEC-GPD.
Grouping
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Use
You can group requirements from WBS elements belonging to one project or from WBS elements belonging to several projects
for the purpose of MRP.
The joint planning and procurement of material components required for a project leads to improved logistic processes and to
savings due to larger lot sizes.
You can facilitate requirements consumption and stock settlement for individual material components by assigning the
components to other WBS elements in the component assignment detail screen or in transfer control for BOM transfer .
Prerequisites
When you create the projects involved, you must set the stock indicator on the Control tab page of the project de nition.
You must have assigned the materials that are to grouped for MRP to a MRP group that is intended for grouping in the material
master.
To make sure that MRP really only creates one procurement element for all the requirements for one material and grouping
WBS element,
Enter a periodic lot size (for instance MB - monthly lot size ) in the material master.
In Customizing for material requirements planning, work step Check lot-sizing procedure , set the MTO lot size indicator to the
value 2 ( Lot size as in planning horizon) for the periodic lot sizes.
Features
In grouping the system groups several stock owners (WBS elements) together in one Grouping WBS element
MRP creates procurement elements (planned orders or purchase requisitions) for the requirements from the grouped WBS
elements. These procurement elements are account assigned to the grouping WBS element.
The stock in the grouping WBS element contains all materials that are both intended for requirements grouping, and required
by the individual WBS elements.
The procurement costs are settled to the grouping WBS element. When the procured material is withdrawn, the costs are
posted to the original source of the requirements.
The different forms of grouping, which differ in their complexity, are described below:
If you change the grouping WBS element when there are already requirements in the project, you must be aware that the
requirements in the project will then be grouped on different WBS elements.
Manually Assigning WBS Elements to Several Grouping WBS Elements
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You can also assign WBS elements from one or more projects manually to different grouping WBS elements. Choose Logistics
or Accounting → Project System → Materia l → Planning → Requirements grouping → Assign WBS elements individually.
Assigning Materials to Different Grouping WBS Elements According to the MRP Group
If you want to assign the material components in one WBS element to different grouping WBS elements, you can do so by using
the combination of plant and MRP group. To do so, the grouping WBS elements must have the characteristic value Grouping
WBS element for selected MRP groups (2).
To assign the combination of MRP group and plant to the grouping WBS elements, choose Logistics or Accounting → Project
System → Materia l → Planning → Requirements grouping → Assign MRP groups.
Activities
In Customizing for the Project System activate MRP for grouping by choosing Material → Procurement → Activate MRP
Groups for Requirements Grouping. If necessary, create special MRP groups in Customizing for Requirements Planning
beforehand.
In their material masters assign the material components, whose requirements you want to group, to one of the MRP groups
that is intended for grouping.
De ne Grouping WBS Elements for the project or projects.
If you are not working with automatic requirements grouping, assign WBS elements, whose requirements you want to group, to
the grouping WBS elements manually.
If you want to group additional requirements depending on the material, assign the grouping WBS elements valid combinations
of MRP group and plant.
For more information on special scenarios from the MRP point of view, see Material Planning and Requirements Grouping
Grouping WBS element
De nition
A Grouping WBS element is a WBS element that has valuated project stock on which the requirements from several WBS
elements are grouped together for materials requirement planning (MRP).
Use
You determine that a WBS element is a grouping WBS element by making the following settings for the Grouping WBS element
eld on the WBS element detail screen (on the Basic data tab page in the standard system)
If this WBS element is to be the grouping WBS element for all components assigned to the WBS elements that have
been assigned to this grouping WBS element, enter Grouping WBS element for all materials (1).
If the material components assigned to a WBS element are to have different grouping WBS elements, enter Grouping
WBS element for selected MRP groups (2). This could be the case, for instance, if you want to plan electrical and
mechanical parts separately.
The valid grouping WBS element is then selected on the basis of the MRP group and plant of the material.
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MRP Group
De nition
A materials requirement planning (MRP) group is an object that you can use to assign common control parameters to a group
of materials to plan and organize.
Use
You can use MRP groups if planning per plant is too super cial for your business needs and you want to assign control
parameters to speci c material groups that deviate from the plant de nition (for example, the creation indicator for purchase
requisitions, schedule lines, planning horizons and so on).
Integration
In Customizing for requirements planning, you can de ne MRP groups with these speci c control parameters. Then you assign
the materials in the material master record to the MRP groups (view: Planning 1 ).
Overall planning and single-item planning take the following settings for MRP groups into account based on different logic:
Overall Planning
Creation indicators that are entered in the initial screen at the start of a planning run only serve as a proposal. The
system then checks whether the material has been assigned to an MRP group for which creation indicators have been
maintained. If the material has been assigned, the system checks whether a plant-speci c entry exists. If it has not been
assigned, the system uses the creation indicator from the initial screen.
Single-Item Planning
Only the settings you make on the initial screen for the planning run have an effect here. Customizing settings for the
MRP group have no effect.
Non-valuated project stock

De nition
Project stock where each material is managed on a quantity basis only, without being valuated directly in terms of money.
Goods movements to individual stock are not valuated and do not give rise to postings in Financial Accounting. In general you
calculate the value of the project stock in total at the period end by results analysis; the values are then transferred to Financial
Accounting.
Use
From the accounting point of view, working with valuated project stock offers the following advantages over working with non-
valuated project stock:
All the actual production costs appear in the project because no price variances can occur and all external procurement
follow-up costs are debited to the WBS element.
You can use project resource-related billing and show the goods receipt as an expense to be billed.
There are view line items relevant to billing because there are no CO documents for goods movements between project
and production orders/networks.
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See also:
Logistical Processing When Working with Project Stock
Preparing Requirements Grouping
Implementation Options
This process describes the sequence of preparations necessary in order to be able to use requirements grouping for planning
projects, in addition to the master data that you have to maintain.
Prerequisites
For period lot sizes , such as MB (monthly lot size) , you have set the indicator to 2 for Lot size as in planning horizon in the MTO
lot size eld, in Customizing for MRP, in the IMG activity Check lot-sizing procedure.
This causes the system to actually use the monthly lot size in the lot-size calculation for MRP in individual project planning, if
you have entered MB into the material master. If you have not set this indicator, the planning run then creates a procurement
proposal with lot-for-lot order quantity for every requirement in the segment of the MRP element.
Process Flow
1. You de ne how the individual materials are to be planned: with individual project planning , with requirements grouping ,
or as collective requirements in plant stock .
2. You create MRP groups for the materials. To do this, you choose the IMG activity Maintain all MRP areas in Customizing
for MRP.
3. You select the MRP groups, for which you want to activate requirements grouping. For this, set the Grouping indicator in
the IMG activity Activate requirements grouping for individual project planning in Customizing for MRP.
4. You maintain the MRP data in the material master records:
For the materials, which are meant for individual project planning such as nished products, you assign an MRP group,
for which requirements grouping has not been activated.
For the materials, which are to be planned with requirements grouping , you assign an MRP group, for which
requirements grouping has been activated. Enter a period lot size as the lot size, such as, for example, MB (monthly lot
size) so that MRP combines the requirements of a material in a period according to the selected lot size strategy and
creates a procurement proposal in the segment of the grouping WBS element .
For materials that are managed in the plant stock and are planned together, set the indicator to 2 for collective
requirements only in the Individual/coll. eld.
1. You create the BOMs for the nished product and assemblies. You use the material BOM for this.
1. You create a project de nition for a grouping WBS element and select the Non-Valuated stock eld in it. For the project
de nition, you create a WBS element, for which you set the indicator 1 or 2 in the Grouping WBS element eld.
1. You create a project de nition and the appropriate WBS elements for the sales orders.
1. You create a network for each project, assign the project de nition and a WBS element to the network and enter the
necessary activities. You assign the required materials to the network operations.
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1. You combine the WBS elements, whose materials are to be planned using requirements grouping, to a grouping WBS
element. To do this, you assign the WBS elements to a grouping WBS element.
1. If a grouping WBS element is not to be used for all materials but rather for particular materials, you have to maintain the
grouping WBS element’s area of validity. You do this by entering the plant when assigning the MRP groups.
You can nd further information on WBS elements and networks in the SAP document PS – Project System under Work
Breakdown Structure (WBS) and Network .
Create Project De nition and WBS Element for Grouping

Element
Prerequisites
You have created a project pro le in Customizing for Project System.
Procedure
1. Starting from the SAP menu, choose Logistics Project system Basic data Project Project builder.
2. Choose Project .
3. The initial screen for the project builder now appears.
4. Enter a project de nition and a project pro le .
5. Choose .
6. The screen for the maintenance of the project de nition now appears.
7. Enter the description for the project de nition and the necessary basic data.
8. Choose the Control data tab page. Enter the control data. Select the Non-Valuated stock eld.
9. Choose .
10. The overview screen for WBS elements now appears.
11. Enter the WBS element, the description, and so on.
12. Select the WBS element and choose .
13. The maintenance screen for WBS elements now appears.
14. Enter the indicator 1 in the Grouping WBS element eld, if you would like to use this grouping WBS element for
requirements grouping of all materials.
15. Enter the indicator 2 if you would only like to use the WBS element for materials with selected MRP groups. In this case,
you have to create further grouping WBS elements.
16. Choose .
17. The overview screen for WBS elements appears again.
18. Save your entries.
Assigning WBS Elements to a Grouping WBS Element

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Prerequisites
You have created a grouping WBS element.
You have created WBS element for the projects.
Procedure
Starting from the SAP menu, choose Logistics Project system Material Planning Requirements grouping Assign WBS
elements individually or Assign WBS elements using list .
Assigning MRP Groups to a Grouping WBS Element
Use
You de ne the area of validity for a grouping WBS element by assigning the MRP groups, for which the grouping WBS element is
to be used, to the grouping WBS element.
Prerequisites
You have created valid MRP groups and assigned the materials.
You have created grouping WBS elements and have entered the indicator 2 the Grouping WBS element eld.
Procedure
Starting from the SAP menu, choose Logistics Project system Material Planning Requirements grouping Assign MRP
groups.
Planning Material Requirements with Requirements Grouping
Implementation Options
There are several options for grouping requirements of materials that are assigned to different WBS elements. The option you
choose depends on the business and organizational prerequisites .
The following options are available:
Multi-Plant Requirements Grouping with a Grouping WBS Element
Multi-Plant Requirements Grouping with Several Grouping WBS Elements
Requirements Grouping with a Grouping WBS Element for Each Plant
Requirements Grouping with Several Grouping WBS Elements for Each Plant
Requirements Grouping with Hierarchically Structured Grouping WBS Elements
Prerequisites
You have de ned that a material is to be planned using requirements grouping by entering the appropriate MRP group in
the material master.
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You have entered a period lot-size, for example, MB for monthly lot size, in the material master.
You have assigned the WBS elements to one or several grouping WBS elements .
If necessary, you have assigned a grouping WBS element to a plant and an MRP group.
Process Flow
Fundamentally, the planning run for the six different options are the same. The different planning results depend on the settings
made in the master data.
1. The system checks for a material whether requirements grouping has been activated for the MRP group entered in the
material master.
If requirements grouping has not been activated for the MRP group and the Individual/coll. indicator in the material
master has been set to 1 , the material is planned using individual project planning . In this case, material requirements
planning creates procurement proposals that are assigned to the account of the WBS element that has caused the
requirements.
If you have set the Individual/coll. indicator in the material master to 2 , the material is planned at plant level and
managed in the plant stock , irrespective of the MRP group settings.
1. If you have activated MRP for the MRP group entered, the system groups the requirements for the material. The system
determines the assigned grouping WBS element for the WBS elements that have caused the individual requirements.
If the system is unable to determine a valid grouping WBS element, individual project planning is carried out for the WBS
element that caused the requirements. In this case, material requirements planning creates procurement proposals that are
assigned to the account of the WBS element that has caused the requirements.
1. The individual requirements are combined for the grouping WBS element. The system creates procurement proposals
(planned orders, purchase requisitions) to cover these requirements. These planned orders/purchase requisitions are
assigned to the account of the grouping WBS element.
1. In MRP Evaluations, you can view the individual segments for a material that the system created for a grouping WBS
element. The requirements (these are usually reservations, that have been caused by networks) and the procurement
elements are displayed in the individual segment.
Multi-Plant Requirements Grouping with Single Grouping

Element
Use
You use this procedure if you would like to combine the requirements for all materials using a single grouping WBS element . At
the same time, you can use this grouping WBS element in all plants .
Prerequisites
You have created a speci c grouping WBS element and have entered the indicator 1 in the Grouping WBS element eld.
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You have selected the Non-Valuated stock eld in the project de nitions of the WBS elements and the grouping WBS
elements (tab page Control data ).
You have ensured that all WBS elements, whose material requirements are to be grouped, belong to the same
controlling area.
You have assigned the WBS elements, whose material requirements are to be grouped, to the grouping WBS element
(see also Assigning WBS Elements to a Grouping WBS Element ).
Features
In material requirements planning, every material that is allowed to be planned with requirements grouping is planned with the
grouping WBS element. The individual requirements that are caused by the WBS elements are combined and the system
creates a procurement element, which is assigned to the account of the grouping WBS element, for every material.
In MRP evaluations, an individual MRP segment is displayed for the grouping WBS element.
 Caution
If there are material requirements that are caused by a WBS element, such as, for example, reservations, and this WBS
element has not been assigned to the grouping WBS element, the system then carries out individual project planning. The
material is planned for the WBS element and procured with reference to the WBS element.
Multi-Plant Requirements Grouping with Grouping WBS

Elements
Use
You use this procedure if you would like to combine material requirements using several grouping WBS elements . At the same
time, you can use these grouping WBS elements in all plants .
The use of several grouping WBS elements makes sense if you want to form different groups across plants.
 Example
Certain WBS elements of sales orders from Europe are to be assigned to the grouping WBS element 1 in all plants and
certain WBS elements of sales orders from USA are to be assigned to the grouping WBS element 2 in all plants.
Prerequisites
You have entered a period lot-size, for example MB for monthly lot size, in the material master.
You have created several grouping WBS elements and have entered the indicator 1 the grouping WBS element eld for
them.
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You have assigned the WBS elements, whose material requirements are to be grouped, speci cally to one of the
grouping WBS elements (see Assigning WBS Elements to a Grouping WBS Element ).
Features
In material requirements planning, every material that is allowed to be planned with requirements grouping, is planned with the
grouping WBS element that has been assigned the WBS element, which has caused the material requirement.
Example Data
Material A is allowed to be planned with requirements grouping.
Material A is assigned to the WBS elements E1, E2 and E3 in the networks.
You assign the WBS elements E1 and E2 to the grouping WBS element D1. You assign the WBS element E3 to the
grouping WBS element D2.
MRP Procedure
The requirements for material A that have been caused by WBS elements E1 and E2 are combined using the grouping WBS
element D1. To cover these requirements, the system creates a procurement element (planned order or purchase requisition)
that is assigned to the account of the grouping WBS element D1.
The requirements for material A that have been caused by WBS element E3 are combined using the grouping WBS element D2.
The procurement element is assigned to the grouping WBS element D2.
In MRP Evaluations, the two grouping segments for the WBS elements D1 and D2 are displayed with the corresponding
requirements and receipt elements for material A.
Requirements Grouping with a Grouping WBS Element for Each

Plant
Use
You use this procedure if you want to combine all materials requirements of a plant using a single grouping WBS element . You
have to create an individual grouping WBS element for each plant if you want to group requirements for other plants.
Prerequisites
You have entered a period lot-size, for example MB for monthly lot size, in the material master.
You have created a grouping WBS element for each plant and have entered the indicator 2 in the grouping WBS element
eld.
You have selected the Non-valuated stock eld in the project de nitions of the WBS elements and the grouping WBS
elements (tab index Pro le ).
You have assigned the MRP groups of a plant, for which requirements grouping is activated, to the grouping WBS
element of the same plant. Example: All MRP groups in plant 1 that are relevant to requirements grouping are assigned
to the grouping WBS element of plant 1 (see Assigning MRP Groups to a Grouping WBS Element ).
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You have assigned the WBS elements of a plant, whose material requirements are to be combined, to the grouping WBS
element (see also, Assigning WBS Elements to a Grouping WBS Element ).
Features
In material requirements planning, every material in plant 1 that is allowed to be planned with requirements grouping is planned
with the grouping WBS element for plant 1. A prerequisite for this is that the WBS element, which caused the requirement, is
assigned to the grouping WBS element and at the same time, the MRP group is assigned to the grouping WBS element.
 Caution
If you have not assigned the WBS element, which has caused the material requirement, to the grouping WBS element,
individual project planning is carried out for the material with reference to the WBS element. The procurement element is
then assigned to the account of the WBS element.
When planning an assembly across plants, for example, procured using stock transfer or production in an alternative plant,
the dependent requirements are in the planning plant (plant 1) and in the delivering plant/production plant (plant 2). If you
have only assigned the grouping WBS element in plant 1, which has been assigned the WBS element of the assembly, to the
MRP group in plant 1, then only the requirements in plant 1 are planned with the grouping WBS element from plant 1, as plant
2 is unable to determine an assignment for the requirements. In this case, you also have to assign the WBS element from
plant 1 to the grouping WBS element of plant 2.
Requirements Grouping with Grouping WBS Elements for Each

Plant
Use
You use this procedure if you would like to group material requirements of different WBS elements in a plant using several
grouping WBS elements .
This is useful, for example, if you want to group WBS elements in a plant according to certain criteria. You can thus group the
WBS elements according to speci c criteria and plan the material requirements accordingly in every plant.
 Example
In plant 1, all WBS elements from projects with ordering parties from the public sector are to be assigned to grouping WBS
element 1 and all WBS elements from projects with ordering parties from the private sector to grouping WBS element 2.
Prerequisites
them.
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 Example
If you would like to group the WBS elements according to two criteria, such as ordering parties from the public sector/
private sector, you create one grouping WBS element for each grouping criterion in the plant.
You have assigned the MRP groups to every grouping WBS element, for which the grouping WBS element is to be used
(see Assigning MRP Groups to a Grouping WBS Element ).
Features
In material requirements planning, every material in a plant that is allowed to be planned with requirements grouping, is
planned with the grouping WBS element that has been assigned the WBS element, which has caused the material requirement.
However, this is only possible if you have assigned the MRP groups of the material to the grouping WBS element.
Example
Assembly A in plant 1 (the MRP group 1 is entered in the material master) is assigned to the WBS elements E1, E2 and E3
in the networks.
You assign the WBS elements E1 and E2 to the grouping WBS element D1. You assign the WBS element E3 to the
grouping WBS element D2.
You have assigned the grouping WBS elements D1 and D2 to the combination plant1/MRP group 1.
MRP Procedure
The system combines the requirements of the assembly A, which are caused by the WBS elements E1 and E2, and creates a
procurement element for these requirements that is assigned to the account of the grouping WBS element.
The system calculates the requirements of the assembly A, which are caused by the WBS elements E3, and creates a
procurement element for these requirements that is assigned to the account of the grouping WBS element D2.
 Caution
If you have not assigned the WBS element, which has caused the material requirement, to the grouping WBS element,
individual project planning is carried out for the material with reference to the WBS element. The procurement element is
then assigned to the account of the WBS element.
When planning an assembly across plants, that is, for example procured using stock transfer or production in an alternative
plant, the dependent requirements are in the planning plant (plant 1) and in the delivering plant/production plant (plant 2). If
you have only assigned the grouping WBS element in plant 1, which has been assigned the WBS element of the assembly, to
the MRP group in plant 1, then only the requirements in plant 1 are planned with the grouping WBS element from plant 1. This
is because plant 2 is unable to determine an assignment for the requirements. In this case, you also have to assign the WBS
element from plant 1 to the grouping WBS element of plant 2.
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Grouping with Hierarchically Structured Grouping WBS

Elements
Use
You use this procedure if you would like to have several grouping criteria , that is, several grouping WBS elements , in a plant to
group requirements.
The grouping WBS elements are hierarchically structured in this procedure.
Prerequisites
them.
 Example
If you would like to group the WBS elements according to two criteria, for example, ordering parties from the public sector/
private sector, you create one grouping WBS element for each grouping criterion in the plant.
You have assigned the MRP groups to every grouping WBS element, for which the grouping WBS element is to be used
(see Assigning MRP Groups to a Grouping WBS Element ).
You have assigned the grouping WBS elements at lower levels of the hierarchy to the grouping WBS elements at the
higher levels of the hierarchy.
Features
In MRP, a material that is allowed to be planned with requirements grouping is planned:
with the grouping WBS element that has been assigned to the WBS element, which has caused the material
requirement, or
with the grouping WBS element that is assigned to the dependent requirement (that is determined during the BOM
explosion).
Example
You can imagine the material requirements planning of a project in the form of a pyramid. At the top is the nished product that
is planned with the individual WBS element.
The lower levels of the hierarchy represent the hierarchy of the grouping WBS elements. Every level simultaneously represents
a BOM level. The lowest level represents the lowest BOM level with raw materials that are planned without reference to the
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grouping WBS elements as collective requirements and are managed in the plant stock.
The following illustration shows the hierarchical structure of grouping WBS elements in a plant. Every grouping WBS element
has been created for a particular grouping criterion:
Grouping WBS Elements
The grouping WBS elements 1 to 6 correspond to the following grouping criteria:
Grouping WBS element 1 corresponds to domestic orders from the government
Grouping WBS element 2 corresponds to domestic orders from the private sector
Grouping WBS element 3 corresponds to orders from France
Grouping WBS element 4 corresponds to grouping of domestic orders
Grouping WBS element 5 corresponds to grouping of orders from Europe except for domestic orders.
Grouping WBS element 6 corresponds to grouping of all orders from Europe, including domestic orders.
WBS Elements
The following WBS elements have been created in different projects: WBS 1.1, WBS 1.2, WBS 2.1, WBS 2.2
Assignments Between WBS Elements and Grouping WBS Elements
You must maintain the following assignments between WBS elements and grouping WBS elements :
Grouping WBS el. 1 Grouping WBS el. 2 Grouping WBS el. 3 Grouping WBS el. 4 Grouping WBS el. 5 Grouping WBS el. 6
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WBS 1.1 WBS 2.1 WBS 2.2 WBS 1.1 WBS 2.2 WBS 1.1
WBS 1.2 WBS 1.2 Grouping WBS el. 3 WBS 1.2
WBS 2.1 WBS 2.1
Grouping WBS el. 1 WBS 2.2
Grouping WBS el. 2 Grouping WBS el. 1
Grouping WBS el. 2
Grouping WBS el. 3
Grouping WBS el. 4
Grouping WBS el. 5
Assigning the Materials to Grouping WBS Elements in MRP
The nished product is not allowed to be planned with requirements grouping. It is therefore planned with the WBS element .
The assembly underneath the nished product is planned with the grouping WBS element 1, 2 or 3 , if its MRP group has been
assigned to the grouping WBS elements and the WBS elements, which have caused the requirements, have been correctly
assigned.
The materials in the BOM levels underneath this assembly, on the other hand, are planned with the grouping WBS elements
that are correspondingly lower in the hierarchy , if the MRP groups are assigned to the grouping WBS elements and the WBS
elements are assigned as displayed in the table. Important raw materials in the example above are planned with grouping WBS
element 6. This also applies if the raw material is used for the nal assembly and therefore a dependent requirement is at the
highest BOM level.
Materials from the lowest BOM level (usually less important raw materials) are not planned using requirements grouping but
rather as collective requirements .
Displaying Valid WBS Element Assignments
Use
This procedure allows you display the grouping WBS element to which a work breakdown structure (WBS) element is assigned.
Procedure
1. On the SAP Easy Access menu, choose Logistics Project System Material Planning Requirements Grouping Display
Assigned Grouping WBS Elements .
2. Enter a WBS element.
3. Choose Execute .
Transaction Codes for Requirements Grouping

You need the following transaction codes for requirements grouping:
Transaction Activity
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Transaction Activity
GRM4 Assigning WBS Elements to a Grouping WBS Element
GRM3 Assigning WBS Elements to a Grouping WBS Element Using a List
GRM1 Display Assigned WBS Elements
GRM5 Assigning MRP Groups to a Grouping WBS Element
GRM2 Display Assigned MRP Groups
GRM7 Display Assigned Grouping WBS Elements
Pegging
Use
If you implement Grouping, Pegging, Distribution (GPD) for project-based production procedures, you can use pegging to
determine the proportional assignments of replenishment elements (production orders and purchase orders) for a grouping
work breakdown structure (WBS) element to the objects that caused the requirements (reservations, planned, independent
requirements). These assignments form the basis for the cost distribution that follows and distributes the costs for the
procurement elements of grouped requirements to the original projects.
Pegging can be performed in the following ways:
MRP Logic
The assignment of replenishment elements to pegged requirements occurs based on the current requirements planning
situation. Previous assignments are not taken into account.
Fixing Rule
During the assignment process, the attempt is made to copy as many assignments as possible for a replenishment element
form the previous pegged requirements run. This means that cost transfer postings at a later date can be avoided.
Special rules must be applied for the assignment of exceptions (surplus, scrap and stock differences).
The transactions for pegging and cost distribution are not in the SAP menu. The function can only be released after agreement
with SAP. Due to the complexity of GPD, we recommend that you discuss your relevant business processes with an SAP
consultant.
Prerequisites
Grouped material requirements under one or several grouping WBS elements already exist for the WBS elements
In Customizing, you have done the following:
Assigned a distribution pro le to your grouping WBS
Assigned a logic to execute pegging in Customizing under Pegging: General Settings

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Under Pegging: General Settings , you have assigned rules to assign exceptions
Maintained the movement types that are allowed for pegging
For more information, in Customizing, choose Logistics → Project System → Costs → Automatic and Periodic Allocations →
Pegging
To use a cost structure that deviates form the production structure, you have created break points .
You have created special WBS elements to assign exceptions (scrap. surplus, and stock differences) at the plant or grouping
WBS element level.
For more information, see Assigning Exceptions .
You have executed material requirements planning (MRP).
For more information, see Starting a Multi-Level Single-Item Planning Run .
Features
Pegging contains the following functions:
Determining the pegged requirements assignments
Determining break points
Assigning exceptions (scrap, surplus, stock differences)
Processing assignments
Transferring posting plant to plant
Transferring posting group to group
Transferring posting material to material
Reporting
The following functions are not supported in pegging:
Cross-company processes
Serialized materials
Manufacturer part numbers or supersession materials
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Goods Movements that Affect Pegging and Distribution

Several types of goods movements are relevant for pegging. The grouping, pegging, and distribution (GPD) process tracks
goods movements through the GPD goods movements tables.
You can execute Customizing transaction 0PEG02 to set up the relevance for pegging. If a movement type is not classi ed in
transaction 0PEG02, or if it is classi ed as Not relevant for Pegging , it does not create changes in any of the GPD goods
movement tables.
There are seven different categories of goods movements. To allow new movement types for pegging you have to call
transaction 0PEG02 and add the entry to the Customizing table ( PEG_TCHKMT).
You can implement your own logic for the validation of goods movements using BAdI BADI_GPD_MM_PRECHECKING.For more
information, see Customizing for Project System under Costs Automatic and Periodic Allocations Pegging Pegging: Maintain
Movement Types.
The following is a list of the different categories of GPD relevant goods movements:
Relevant to assignments: goods issues, goods receipts, reversals
Scrap back ush: scrapping from stock
Stock differences: lost or found inventory
No in uence
Material-to-material: transfer between materials (only works for externally procured materials)
Transfer posting between groups
Transfer posting between stocks: to transfer materials from one stock category to another (unrestricted, quality
inspection, blocked)
For technical reasons, the following movement types are not supported by pegging:
Movement Type Description
231 Consumption for sales order from unrestricted project stock
232 Consumption for sales order from unrestricted project - reversal
291 Consumption for all account assignments from unrestricted project
292 Consumption for all account assignments from unrestricted project

- reversal
411 Transfer posting project to own
412 Transfer posting project to own - reversal
413 Transfer posting project to sales order
414 Transfer posting project to sales order - reversal
531 Receipt by-product
532 RE by-product
581 Receipt by-product network
582 RE by-product network
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These not supported movement types must be entered in table PEG_TMTNS . To enter them call transaction SM30 .
Make sure that movement types created as a copy of one of these movement types are contained in table PEG_TMTNS .
See also:
Goods Movements Across Groups
Cross-Plant Goods Movement

Stock that belongs to one group work breakdown structure (WBS) element may need to be moved to another grouping WBS
element. This can be done through standard transactions in the SAP system. When the distribution process is executed, costs
follow such goods movements across groups. You cannot have a “no-cost” transfer of stock between groups through standard
grouping, pegging, and distribution (GPD).
The costs are distributed from the account-assigned grouping WBS element (the grouping WBS element that bears the original
cost of the stock) to the individual WBS element that is grouped under the receiving grouping WBS element. If there is a chain
of group-to-group transfers, the sending group WBS element can be different from the account-assigned grouping WBS
element.
The following types of goods movements exist between groups:
Group-to-Group Transfers
This movement involves a stock transfer from one grouping WBS element to another.
Group-to-Group Goods Issue (also called nested groups or grouping hierarchies)
This movement involves a goods issue to a production order, where the sub-component replenishment belongs to one
grouping WBS element and the production order belongs to a different grouping WBS element.
For more information, see Transfer Pegging Processor (Group-to-Group Transfers) .
Limitations
The following limitations exist:
Stock that is in transit cannot be moved between groups.
After a group-to-group transfer, you have to run pegging for both groups together (PEG01N).
See also:
Goods Movements Affecting Pegging and Distribution
Group-to-Group Goods Issue
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A group-to-group transfer involves moving stock from one grouping work breakdown structure (WBS) element to another. This
is not a goods issue to a higher level production order, but a movement of the ownership of stock. Another type of cross-group
goods movement is called group-to-group goods issue.
 Note
This type of goods movement is never planned; it is always actual.
An example of this type of movement is when group A has a sub-component in stock, but does not need it until next month, but
group B needs this sub-component immediately, but does not have it in stock. This could lead to a transfer of the stocked
material from group A to group B.
Movement types 415 and 416 (cancellation of 415) are used to make group-to-group stock transfers.
If you are using MIGO , you can also enter an initial peg (assigned WBS element) in the eld Assigned WBS Element when
preparing the stock transfer order/performing a group-to-group transfer (415Q). This eld only appears when you have entered
all the necessary data for the original grouping WBS element and the receiving grouping WBS element.
In the eld Assigned WBS Element eld, you enter the individual WBS element to which the costs should be assigned and this is
assigned to the receiving WBS element (and is valid for the MRP group of the material being transferred).
If no requirement is created for the material transferred to the receiving grouping WBS or the material is not immediately
withdrawn, then the pegging program assigns the excess quantity to the assigned WBS element.
You can execute transaction TBLP_TRLO to transfer stock from one WBS element to another WBS element.
Reversing or canceling group-to-group transfers has the same outcome as a forward group-to-group transfer in the opposite
direction. When you make a group-to-group transfer of a part with sub-components, you create a pegging dependency between
the two groups.
This dependency requires that you run pegging for the two groups in one pegging run
The transfer pegging program allows you to decouple this dependency between the two groups. It re-establishes the missing
links from when you ran pegging for the two groups in different pegging runs.
You have the exibility to alternate between pegging-dependent groups in one pegging run, pegging them independently, and
later running transfer pegging. But alternating between groups may change the pegging results.
Therefore, we recommend that you do one of the following:
Always use the transfer pegging program
Never use the transfer pegging program
You do not need to run the transfer pegging program if you meet one of the following criteria:
No group-to-group transfers
Group-to-group transfers of only parts with no sub-components (for example, purchased parts)
Running pegging for all groups together
Have group-to-group goods issues
See also:
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A group-to-group goods issue is when your business processes make goods issues where the sub-component replenishment
belongs to one grouping work breakdown structure (WBS) element, the production order belongs to another grouping WBS
element, and you make direct goods issues across groups. This type of goods issue is performed using standard goods issues
transactions.
Prerequisites
To make such a goods issue, you have already de ned the correct nested grouping hierarchies by executing transaction GRM4 .
 Note
You have the following groups:
Group A
Group X
You also have material ABC, and you group all requirements of material ABC under group A. Material ABC is a produced part,
and it needs steel cable as a sub-component. You group requirements for all steel cable under group X. Then you perform
goods issues of steel cable from the stock of group X to production orders of material ABC in group A.
Implications of Group-to-Group Goods Issues on Pegging
You can choose to run pegging independently for the two grouping WBS elements, but the order becomes important. If you
choose to run pegging for the two groups independently, then you must rst run pegging for the group that contains the
higher level replenishment object, followed by the pegging run for the group that contains the lower level replenishment
object.
Your independent pegging runs of nested groups must follow the hierarchy of the bill of material (BOM) structure top down. You
must rst run pegging for the group with the higher level replenishment object and then for the group with the lower level
replenishment object. If you do not follow this order, your pegging is incomplete, and you will not get the correct pegging results.
If you run pegging for both the grouping WBS elements together, the pegging sequence is not relevant.
You do not need to run the transfer pegging program if your business process meets one of the following criteria:
No group-to-group transfers of parts with sub-components
Only group-to-group goods issues
If your business process requires that both the grouping WBS elements have sub-components for each other, then you must run
pegging for both the grouping WBS elements together. In this case, you cannot run pegging for the grouping WBS elements
independently.
Related Information
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Group-To-Group Transfer Restrictions/ Recommendations
Material-to-Material Transfer Postings with GPD Materials

Use
In manufacturing processes (for example, in Aerospace and Defense industry), materials in stock are often reidenti ed using a
material-to-material transfer posting (309/Q). Reidenti cation of GPD parts is supported as a material-to-material transfer
posting in one step using standard goods movement transactions.
A single material-to-material transfer always involves two and only two materials:
Sending material (original/old material)
Receiving material (new material)
There are two action items triggered by a GPD-speci c material-to-material transfer:
Stock maintenance according to the transfer’s materials
A dummy goods issue entry creation in the corresponding GPD assignment maintenance tablebetween the sending and
the receiving material
 Example
During a regular A&D manufacturing process, materials in stock are commonly ʻreidenti ed’ (because of, for example,
a design change) using the material-to-material transfer posting. A selected quantity of the ʻold’ material in stock is
assigned a ʻnew’ material number in stock. The change is usually triggered by the engineering department. Typically, a
material-to-material inventory transfer needs to trigger a follow-on action in the system (for example, a work ow
item) to ensure the physical parts are correctly marked by the warehouse personnel.
Features
● You can carry out material-to-material transfer postings and cancellation in transaction MIGO.
● You can carry out a transfer posting in MIGO
You can carry out a cancellation in MIGO
Constraints
For GPD materials, material-to-material transfer postings are only allowed within one plant and one group.
The sending and the receiving material must be assigned to the same grouping WBS element.
There must be a sufficient amount of the sending material in stock for the actual quantity to be sent.
You cannot carry out material-to-material transfer postings for GPD-relevant materials in transaction TBLP_M2M .

Given the correct settings (using special procurement keys) on the material master, materials requirement planning (MRP)
plans the production processes across plants (using stock transfer orders or direct transfer of stock across plants). This
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planning leads to cross-plant goods movements during production.
Grouping, pegging, and distribution (GPD) works in a multi-plant manufacturing environment, in which a complex nished
product involves sub-components across multiple plants. The pegging functionality recognizes these logistical relationships and
links replenishments with requirements, regardless of their plants.
Cancellation and reversals of cross-plant transfers are treated alike. It is unclear whether the replenishment that was
transferred with the original goods transfer (forward movement) is the same replenishment that is transferred back to the
sending plant. The receipt date for the new stock record in the receiving plant is set to the actual transfer date.
The following are the scenarios of cross plant goods movements:
Alternate plant procurement of purchased items
Alternate plant production
Plant-to-plant goods transfer of grouped project stock
Stock transfer without reference to a stock transfer order (STO)
1 Step - 301
1 Step reversal - 302
Stock transfer with reference to an STO in the receiving plant without SD
2 Steps - 351 and 101
2 Steps reversal - 102 and 352
Stock transfer with reference to an STO in the receiving plant with SD delivery
2 Steps - 641 and 101
2 Steps reversal - 102 and 642
1 Step - 647
1 Step reversal - 648
Movement Type Description
301 / 302 Goods receipt into production order in another plant.

This is a one-step, cross-plant stock transfer. This
movement type does not use STOs but behaves like a
goods receipt of stock, except that the stock comes
from another plant into the current plant. Movement
302 is the reverse of 301.
351 / 352 Stock transfer that is in transit between two plants.

This is a two-step, cross-plant stock transfer, because
after movement 351, you do not immediately see the
stock in the receiving plant. After movement 351, the
stock is in transit between the two plants. Only after
you have performed a goods receipt (movement
101/102)of this "in-transit" stock into the receiving
plant can you see this stock in the receiving plant.
Movement 352 is the reverse of 351.
641 / 642 Stock transfer that is in transit between two plants, with
delivery documents (Sales and Distribution). This is a
two-step, cross-plant transfer of stock, because after
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movement 641, you do not immediately see the stock
in the receiving plant. After movement 641, the stock is
in transit between the two plants. Only after you have
performed a goods receipt (movement 101/102 ) of this
"in-transit" stock into the receiving plant can you see
this stock in the receiving plant. Movement 642 is the
reverse of 641.
647 / 648 Stock transfer to another plant, with delivery

documents (Sales and Distribution), with STO. This is a
one-step, cross-plant stock transfer because after
movement 647, you can immediately see the stock in
the receiving plant. The stock is never in transit with
this movement type, but the stock is transferred with
reference to an STO with Sales and Distribution
documents. Movement 648 is the reverse of 647.
See also:
Goods Movements for Stock Difference Postings

Stock adjustment movements with project stock (Q) are possible in the GPD environment. However, since these goods
movements are not associated with real replenishment objects, the eld Replenishment Object is not populated in the GPD In
Stock table during the goods movement, and pegging cannot recognize these entries. Instead, the goods movement
transaction populates the Replenishment Object eld with a dummy replenishment object with information from the goods
movement document that posts the stock adjustment, enabling pegging to process these records. The pegging report can
process stock adjustments based on the new dummy replenishment objects (including group-to-group transfer and cross-plant
scenarios).
The following goods movement types are relevant to the operations of project-based manufacturing are available for posting
GPD-relevant stock gain/inventory adjustments.
Mvmt. type Description Stock type Transaction Gain/
Loss
501 Receipt w/o purchase Unrestricted MB11/MIGO gain

order into unrestricted
project
502 Receipt w/o purchase Unrestricted MB11/MBST/MIGO loss

order into unrestricted
project - reversal
503 Receipt w/o purchase Quality Insp. MB11/MIGO gain

order into QI project
504 Receipt w/o purchase Quality Insp. MB11/MBST/MIGO loss

order into QI project -
reversal
505 Receipt w/o purchase Blocked MB11/MIGO gain

order into blocked
project stock
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Mvmt. type Description Stock type Transaction Gain/
Loss
506 Receipt w/o purchase Blocked MB11/MBST/MIGO loss

order into blocked
project stock - rev.
561 Receipt per initial entry Unrestricted MB11/MIGO gain

of stock balances to
unrestr.proj.
562 Receipt per initial entry Unrestricted MB11/MBST/MIGO loss

unrestr.proj. - rev.
563 Receipt per initial entry Quality Insp. MB11/MIGO gain

of stock balances to QI
project
564 Receipt per initial entry Quality Insp. MB11/MBST/MIGO loss

of stock balances to QI
project - rev.
565 Receipt per initial entry Blocked MB11/MIGO gain

blocked proj.
566 Receipt per initial entry Blocked MB11/MBST/MIGO loss

blocked proj. - rev.
701 GR phys.inv.: whse Unrestricted MI10 gain
702 GI phys.inv.: whse Unrestricted MI10 loss
703 GR phys.inv: QI Quality Insp. MI10 gain
704 GI phys.inv: QI Quality Insp. MI10 loss
707 GR phys.inv.:blocked Blocked MI10 gain
708 GI phys.inv.:blocked Blocked MI10 loss
711 GI InvDiff.:whouse Unrestricted MB11 loss
712 GR InvDiff.:wrhouse Unrestricted MB11 gain
713 GI InvDiff: QI Quality Insp. MB11 loss
714 GR InvDiff: QI Quality Insp. MB11 gain
717 GI InvDiff.: blocked Blocked MB11 loss
718 GR InvDiff.: blocked Blocked MB11 gain
Pegging Logic
There are two reports available for running pegging:
● RPEGALL2, which is an advanced pegging report accessed from transaction PEG01N
RPEGALL, which is accessed from PEG01
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For pegging report RPEGALL2 , you can create a run pro le to de ne its behavior, including business-related settings,
performance-related settings and log settings. To do this the following transactions are available: <DS:SIMG.PEGRP>Make
Settings for Pegging Run Pro le
Make settings for pegging run pro le (transaction PEGRP )
Make settings for run pro le messages (transaction PEGRPM )
Make settings for movement types (transaction 0PEG02 ). For more information, see Goods Movements that Affect
Pegging and Distribution .
The following pegging logic types exist:
Not Fixed (always follow MRP logic)
Fixed (follow historical pegging assignments)
Combination (follow historical for purchase orders and production orders and MRP logic for purchase requisitions and
planned orders)
For more information, see Customizing under Project System Costs Automatic and Periodic Allocations Pegging Make
Settings for Run Pro le Messages .
See also:
Pegging Logic: Not Fixed (Follow MRP Logic)
Pegging Logic: Fixed (Follow Historical Assignments)
Pegging Logic: Combination
Pegging Logic: Not Fixed
Use
You can decide whether the assignment of replenishment elements to pegged requirements should take place according to
materials requirement planning (MRP) logic or by using the Fixing Rule .
 Note
Since the distribution of costs for a replenishment element is based on the pegging results that are stored in an assignment
table, all the changes in the requirements display result in cost transfer postings. You should check which of the three logic
types best suit your requirements and business processes.
MRP Logic
The assignments take place based on the current requirements planning situation. If changes are made to the scheduling or
quantities, the assignments/pegs are also automatically changed.
Activities
The system executes the following steps when assignments are made based on MRP logic:
1. All open requirements and replenishment elements for a material are sorted in chronological order.
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2. Beginning with the earliest date, the requirements and replenishment elements per material and grouping WBS element
are compared and assigned.
3. Stock has highest priority.
Since pegging adheres to the top-down principle, based on the requirements comparison, the assignments are inherited from
higher- to lower-level replenishment elements.
Example
Work breakdown structure (WBS) element A requires 6 units of a material, and WBS element B 4 units of the same material.
The assignment of the replenishment elements, in this case 2 purchase orders of 5 units each, takes place as follows:
 Note
You can use a Business Add-In (BAdI) to implement your own customer-speci c logic to check or adjust the assignments
made by the system. For more information, see Transaction Codes/BAdIs for Pegging .
See also:
Pegging Logic
Pegging Logic: Fixed (Follow Historical Assignments)
Pegging Logic: Fixed
Use
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You can decide whether the assignment of replenishment elements to pegged requirements should take place based on MRP
Logic using the xing rule.
 Note
Since the distribution of costs for a replenishment element is based on the results of pegging that are stored in an
assignment table, all the changes in the requirements display as a result of cost transfer postings. You should check which of
the logic types best suit your requirements and business processes.
Using the Fixing Rule
This rule always attempts to copy as many assignments for the replenishment element from the previous pegging run as
possible. The goal is to minimize the number of cost transfer postings as a result of rescheduling or changes to the requirement
quantity. Rescheduling without changing the requirement quantity does not in uence the results displayed in pegging.
Activities
The system executes the following steps during the assignment:

1. The current requirements situation is determined during the rst pegging run and the replenishment elements are
distributed based on materials requirement planning (MRP) logic.
2. The next run checks whether historical assignments exist.
If yes, these assignments are read from the database and copied.
If no, the results based on MRP logic are copied as the result of this pegging run.
Example
Work breakdown structure (WBS) element A requires 6 units of a material and WBS element B 4 units of the same material. The
assignment of the replenishment elements, in this case 2 purchase orders of 5 units each, takes place as follows:
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 Note
You can use a Business Add-In (BAdI) to implement your own customer-speci c logic to check or adjust the assignments
made by the system (for more information, see Transaction Codes/BAdIs ).
See also:
Pegging Logic

Use
You can decide whether the assignment of replenishment elements to pegged requirements should take place according to
MRP Logic or by using the Fixing Rule , or by a combination of the two.
 Note
Since the distribution of costs for a replenishment element is based on results of pegging (stored in an assignment table), all
the changes in the requirements display result in cost transfer postings. You should check which of the three logic types best
suit your requirements and business processes.
Combination Logic
The assignments are based on the current requirements planning situation for planned orders and purchase requisitions.
For purchase orders and production orders, the rule tries to copy as many assignments as possible from the previous pegging
run. If changes are made to the scheduling or quantities, the assignments/pegs are also automatically changed.
See also:
MRP Logic
Fixed (Follow Historical Assignments)
Break Points
De nition
Break points are account assignment elements that allow a cost structure to vary from the production structure. You can
create either work breakdown structure (WBS) elements or network activities as break points ( Creating Break Points ). These
points are inherited from an assembly downwards in the hierarchy until a new one is determined on a lower planning level.
Use
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Break points are important from a controlling perspective. For example, sometimes different departments in a company are
responsible for the costs incurred by different parts of the product or project. The parts of a task list or bill of material (BOM)
can be assigned to different break points.
Another example would be if, in a project, the nished product was assembled by executing different production orders. From a
project perspective, this means that there is only one requirement for the end product, which is accounted to just one WBS
element. As a result, this WBS element is debited with all the actual costs.
If a replenishment element has a break point, the appropriate costs are assigned during cost distribution to the break point
instead of to the WBS element that caused the requirement and was determined during pegging. Pegging inherits break points
in the production hierarchy from the appropriate superior material on the lower-level hierarchy nodes until a new break point is
determined.
 Note
By making an appropriate entry in the break point table (transaction PEG03 ), you can interrupt the inheritance process and
deactivate the break point.
A break point depends on the project de nition, plant, and material; it may also depend on the WBS element that caused the
requirement. The break point and the WBS element that caused the requirement are stored in the assignment table in the
pegged requirement display.
 Note
If the standard settings are insufficient with regard to representing your business processes, you can implement your own
customer-speci c logic for determining break points by using a Business Add-In (BAdI) ( Transactions /BAdIs ).
Assignment of Exceptions
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Use
For different reasons, surplus, scrap or stock differences can often be produced during the execution phase of a project.
You can use this function to appropriately distribute the resulting costs to these exceptions. Here, rules are used for pegging
that enable the amount of material for the exceptions to be assigned to the source work breakdown structure (WBS) elements
or projects.
Features
Assignment of Surplus
Assignment of Scrap
Assignment of Stock Differences
You can nd information on creating special WBS elements for the assignment of exceptions (surplus, scrap, and stock
differences) under Assigning Exceptions .
Use
If the procurement quantity is increased or the requirement quantity is reduced, the sum of the replenishment elements
exceeds the sum of the requirement quantities for a speci c material. This can be caused by minimum purchase quantities of a
supplier/vendor, delivery surplus, and changes in internal production.
To distribute the costs for surplus quantities, you must de ne and implement a special rule in Customizing to assign surplus for
the appropriate replenishment element during pegging .
Prerequisites
In Customizing, you have de ned the rule to assign surplus by choosing System Costs Automatic and Periodic
Allocations Pegging Pegging: General Settings.
Features
Rules to assign surplus include the following:
Proportional assignment to the work breakdown structure (WBS) elements, which are based on existing material
assignment relationships for the appropriate replenishment element.
Historical assignments from the previous pegging run are inherited. To avoid fractional quantities, de ne them in
Customizing
 Example
In a purchase order of 10 units, 6 units of WBS element A and 4 of WBS element B were required. You receive the
ordered goods, with a surplus of 5 units. Proportional assignment would dictate that 3 of the surplus units are
assigned to WBS element A and 2 units to WBS element B. If a historical surplus assignment exists for the
appropriate WBS elements, it is adopted and no new distribution takes place.
Surplus WBS element
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Surplus from a production order or purchase order is assigned to a separate WBS element. This element must be
speci ed in accordance with the grouping WBS element or on a plant level (for more information, see Assigning
Exceptions ).
 Note
If neither of the two rules is adequate for your business process, you can also implement customer-speci c rules for
assigning surplus using a Business Add-In (BAdI).
To nd the appropriate BAdI, on the SAP Easy Access menu, choose Tools ABAP Workbench Overview Object
Navigator. Select the development class GPD and choose Enhancements Business Add-ins .
Assignment of Scrap
Use
This function allows you to de ne a special rule in Customizing to assign the scrap that is produced during the production
process; it cannot be used for anything else. Based on this assignment, the resulting scrap costs can be distributed
appropriately.
Prerequisites
In Customizing you have de ned the rule that you want to use to assign the scrap by choosing Project
System Costs Automatic and Periodic Allocations Pegging and Distribution General Settings.
Features
Possible rules for the assignment of scrap are:
Proportional assignment to the work breakdown structure (WBS) elements, based on existing material assignment
relationships for the appropriate replenishment element.
Historical assignments from the previous pegging run are inherited. If you have de ned it correctly in Customizing, you
can avoid fractional quantities.
 Example
In a production order of 10 units, 6 units of WBS element A and 4 units of WBS element B are required. Five units of
scrap are produced during the production process. A proportional assignment dictates that 3 units of the scrap
quantity are assigned to WBS element A and 2 units to WBS element B.
If a historical scrap assignment exists for the appropriate WBS elements, it is adopted and no new distribution takes
place.
Scrap WBS element
Scrap from a production order is assigned to a separate WBS element. A WBS element for scrap must be speci ed in
accordance with the grouping WBS element or on the plant level (for additional information, see Assigning Exceptions ).
 Note
If neither of the two rules is adequate for your business process, you can also implement customer-speci c rules to
assign scrap using a Business Add-In (BAdI).
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On the SAP Easy Access menu, choose Tools ABAP Workbench Overview Object Navigator. Select the development
class GPD and choose Enhancements Business Add-ins .
Use
Stock differences occur when material is found or when it is missing.
If there is a negative difference, a certain amount of produced or manufactured material is missing. This means that incurred
costs have to be distributed. If there is a positive difference, you can equalize a previous loss. If there is no loss of material, the
amount of material that has been found is posted to stock without a value ow.
In Customizing, you can de ne a special rule to assign stock differences in Pegging .
Prerequisites
In Customizing, you have de ned the rule to assign stock differences by choosing Project System Costs Automatic and
Periodic Allocations Pegging and Distribution Pegging: General Settings.
Features
Possible rules for the assignment of stock differences are:
Proportional assignment to the work breakdown structure (WBS) elements, based on existing material assignment
relationships for the appropriate replenishment element.
Historical assignments from the previous pegging run are inherited. Fractional quantities are avoided provided that you
have de ned this in Customizing
 Example
In a purchase order of 12, 6 units of WBS element A and 6 of WBS element B are required. However, there are only 10
units in the stock of the common grouping WBS element. A proportional assignment would assign 1 unit negative
stock difference to WBS element A and 1 unit to negative stock difference to WBS element B.
If a historical assignment of stock differences exists for the appropriate WBS elements, it is adopted and no new
distribution takes place.
WBS element for stock differences
Stock differences are assigned to a separate WBS element, which is speci ed in accordance with the grouping WBS
element or on plant level ( Assigning Exceptions .
 Note
If neither of the two rules is sufficient for your business process, you can also implement customer-speci c rules to
assign stock differences using Business Add-Ins (BAdI) by doing the following:
1. On the SAP Easy Access menu, choose Tools ABAP Workbench Overview Object Navigator .
2. Select the development class GPD .
3. Choose Enhancements Business Add-ins .
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Preparatory Measures
Before you execute pegging, you must make several settings both in Customizing and in the application.
In Customizing, for more information, choose Project System Costs Automatic and Periodic Allocations Automatic and
Periodic Allocations Pegging.
For more information, see:
Pegging
Creating a Break Point
Assigning Exceptions
Creating a Break Point
Use
You can use this procedure to create a cost structure that deviates from the production structure.
Prerequisites
You have entered a distribution pro le in the project de nition.
You have assigned the individual work breakdown structure (WBS) elements of your project to one or more grouping
WBS elements.
Procedure
1. In Command , enter PEG03 .
The Change View "Breakpoint Maintenance": Overview screen appears.
2. Choose New entries .
3. Enter the required data.
You must name a WBS element or a network activity as the break point.
4. Choose Save .
Result
You can use the break point you have created as a cost assignment element. The costs of a replenishment element are now
assigned to the break point instead of to the WBS element that created the requirement.
Assigning Exceptions
Use
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Surplus, scrap and stock differences are created during the execution phase of a project. You de ne a WBS element on the plant
level and possibly also on the grouping WBS element level to which you can assign these exceptions and their costs during
pegging and cost distribution .
Prerequisites
In Customizing, you have de ned that surplus, scrap and stock differences during pegging should be assigned to a separate
work breakdown structure (WBS) element by choosing Project System Costs Automatic and Periodic Allocations Pegging and
Distribution Pegging: General Settings.
Procedure
1. In Command, enter PEG04 .
2. Choose one of the following:
Exceptions on Plant Level
Excepti ons on Grouping WBS Level
3. Choose New entries .
4. If you chose Exceptions on Plant Level , enter the appropriate plant and WBS element name that you want to use to
assign surplus, scrap, and stock differences.
5. If you chose Exceptions on Grouping WBS Level , enter the appropriate grouping WBS element name and the name of
the WBS element that you want to use to assign surplus, scrap, and stock differences.
6. Choose Save .
Result
Surplus, scrap, and stock differences are assigned to the appropriate WBS element during pegging and the ensuing cost
distribution.
See also:
Assignment of Scrap
Pegging Run Execution
Use
The following information describes the advanced pegging report RPEGALL2.
You enter the pegging run parameters and execute the pegging report for one or more grouping WBS elements from
transaction PEG01N . Once the pegging run is complete, the Pegging Overview screen appears providing an overview of the
results of the pegging run:
Result
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Provides an overview of the general details of the pegging run
Processing Category
Provides an overview of the pegging results, how many records were processed altogether and how many of those
records were not changed during the pegging run so you can work out how many were changed.
Messages
Provides an overview of the log details and you can choose the icons to display the detailed message log for each
message type. Alternatively, you can use the sum function (with the quick info text All Messages ) to see all messages.
Selection
Provides an overview of the objects involved in the pegging run.
Prerequisites
To use advanced pegging functions, you must assign parameter GPD_PEG_FILTER and set the parameter value to 'X' in
your user pro le. Additional elds are then displayed for the selection screen of the pegging report.
To create a run pro le to de ne the behavior of the pegging report, including business-related settings, performance-
related settings and log settings, you make settings for the pegging run pro le (PEGRP) and run pro le messages
(PEGRPM).
Features
You can carry out a test run of the pegging run by setting the Test run indicator which creates a log but does not change
or update the database.
If you set the Detail list indicator, the system generates a list of the database records that are to be updated or which
have already been updated. If the copying transaction is successful, the system issues a bi-level log, the second level of
which lists individual objects and their short texts.
You can see an overview of the assignments of the replenishment elements to the individual WBS elements by choosing
Hierarchy List on the Pegging Overview screen.
Each assignment has one of the following statuses:
means that the replenishment element could not be assigned completely.
This can also happen in the case of group-to-group transfers, when you run pegging only for the sender
grouping WBS element.
means that exceptions have been assigned (surplus, scrap, stock differences).
means that the replenishment element has been assigned completely and no errors have occurred.
The header line for each item lists the grouping WBS element, the appropriate replenishment element and the
material with the total quantity to be produced or ordered. The plant in the header is where the replenishment
element currently resides.
The item lines for each entry contain a list of the source requirements, showing, in each case, the following:
Status of the appropriate material quantity (column Classi cation )
The material quantity assigned by the appropriate replenishment element (column Assigned/Allocated )
The assigned quantity of exceptions (column Surplus, Scrap, Stock Differences )
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The list uses the SAP List Viewer and can be con gured to suit your requirements. You can, for example,
add columns to or delete columns from the display.
Grid list for viewing pegging results. You access this by choosing Grid List on the Pegging Overview screen:
You can display internal IDs for the material numbers, grouping WBS elements, assigned WBS elements, and
breakpoints.
There are columns for different replenishments (purchase orders, production orders, planned orders and
purchase requisitions) which are generated from the replenishment object. It saves you having to copy out the
replenishment ID and subitem ID from the replenishment object.
There is an additional button Switch to unconverted format (F7) which provides the same information as the grid
table but does not contain the internal numbers and the additional replenishment ID elds. You can save the
pegging results in a le. No conversion exits are applied in this grid.
The report handles rework orders with one pegging run. The report reexecutes the pegging logic until all processible
pegs are found.
The report can handle subcontract purchase orders. Stock issued to subcontractor stock when determining the
requirements for the subcontract purchase order is taken into consideration. So when matching up requirements to
replenishments and stock, if there has been a goods issue to the purchase order that is recorded in the pegging goods
issue table, the amount of the open reservation in the reservation table is reduced by that quantity to prevent an
overallocation of pegs to the higher requirements.
You can make cross-plant transfer postings in a nested grouping scenario.
The enhanced rounding function considers parent assignments, group-to-group transfers allow rounding based on full
assignments, and rework orders are rounded correctly. The rounding function rounds to the number of decimal places
de ned in Customizing for the unit of measure.
The report gathers delivery con rmations for adjusting the vendor con rmations. When the pegging report runs, it pegs
replenishment objects (for example, purchase orders) to requirement objects. To determine the order in which
replenishments get pegged, the delivery date in the purchase order is used. All of the purchase order schedule line items
are sorted by delivery date, the earliest date satisfying the earliest requirement. The vendor in the purchase order can
adjust the actual delivery dates of the purchased parts after the purchase order is created with scheduled required
dates. The con rmed delivery dates received from the vendor are recorded on the Con rmation tab of the purchase
order. The original delivery in the purchase order is unchanged but the vendor con rmation ʻconsumes’ the purchase
order delivery date, that is to say it, overrides it. The pegging report gathers the delivery con rmations, if any, and makes
the appropriate adjustments to adjust to the vendor con rmation delivery dates. BAdI BADI_GPD_PEG_VENDOR_CONF
contains the logic for vendor con rmation adjustment logic and is called wherever purchase orders are retrieved from
the database.
Executing Pegging/Pegged Requirements Display

After you make the required settings in Customizing and in the application, you can execute the pegged requirements display
using transaction PEG05 . The proportional assignment of replenishment elements (production orders and purchase orders)
and stocks in a grouping work breakdown structure (WBS) element are determined for the requirements that gave rise to them
(reservations and planned independent requirements). These assignments form the basis for the cost distribution that follows
and that distributes the costs for the procurement elements of grouped requirements to the original projects.
Editing Pegs
Use
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This function enables you to change the assignments that have been determined for a replenishment element during pegging .
As a rule, revising an assignment involves changing the quantity, which is assigned to the pegged work breakdown structure
(WBS) element/project by the replenishment element.
Features
You have the following options to change the assignments determined during pegging:
Manual change
You can implement your own customer-speci c logic for changing assignments by using Business add-ins (BAdIs).
 Note
Changes to the assignments that are determined by the system should only be used to make corrections to data. If
the Fixing Rule has been set appropriately, changes are only taken into account during the next pegged requirements
run.
See also:
Changing Pegs Manually
Changing Pegs Using BAdIs
Changing Pegs Manually
Use
This procedure enables you to manually change an assignment that has been made in pegging .
 Note
A change to the assignments determined by the system should only be used to make corrections to data. If the Fixing Rule
has been set appropriately, changes are only taken into account during the next pegged requirements run.
Prerequisites
You have performed requirements pegging at least once, so pegs already exist.
Procedure
1. In Command , enter transaction PEG02 .
The Pegging: Assignment Changes screen appears.
2. Enter a plant, material, or grouping work breakdown structure (WBS) element as a selection criterion.
3. Choose Enter .
Plant, materials, and grouping WBS elements are displayed in a tree structure.
4. Choose the appropriate grouping WBS element.
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The system then displays a list of the replenishment elements for this grouping WBS element on the right-hand side of
the screen.
You can change the assignments to the pegged WBS elements per replenishment element. You can also change the
existing quantities of surplus, scrap and stock differences.
5. Choose Save .
Changing Pegs Using BAdIs

Use
You can use the following BAdIs to change or check allocations/pegs made by the system before the data is updated on the
database:
For pegging report RPEGALL2:
BADI_GPD_PEG_BEFORE_UPD_ADJUST (check and adjust before update)
BADI_GPD_PEG_CHECK_ADJUST (check and adjust assignments)
For more information, see Customizing for Project System under Costs Automatic and Periodic Allocations Pegging Business
Add-Ins.
Reporting
Use
This function allows you to check whether the assignments made during pegging have been executed correctly and to analyze
them.
Features
You can use the following reports:
Assignment Overview (transaction PEG05)
This report provides an overview of the assignments made to source work breakdown structure (WBS)
elements/projects, breakpoints, and assignments of exceptions (surplus, scrap, and stock differences) during pegging
and according to the logic implemented. These assignments form the basis for the cost distribution that follows.
Surplus and scrap quantities serve as information elds but are also used in algorithms for calculating assignments and
for cost distribution.
Quantity Structure (transaction PEG06)
This report provides an overview of assignments to source WBS elements break points and surplus/scrap/stock
differences based on posted goods movements.
The quantity structure means that the costs should be formed from the quantity ow. The source table is copied when
the goods issues are made. If a material is posted from the stock of a grouping WBS element, the quantity structure
table indicates which replenishment elements were involved and in which quantity.
Stock Overview (transaction PEG07)
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This report provides an overview, per grouping WBS element, in whose special stock segment (unrestricted-use stock,
quality check stock, blocked stock) the material quantity for a planning element has been posted. In addition, the system
displays whether transfer postings and loan transactions exist in connection with this planning element. Exception
quantities that were created (scrap/stock differences) are also displayed.
The stock table obtains its data during pegging from the material documents.
Display Change Documents (transaction PEG08)
This report allows you to display change documents for break points with new and old values.
Reconciliation Report: Compare GPD Stock with Project Stock Table (transaction PEG10)
By comparing two stock tables you have the added the option of checking the assignments made during pegging.
The stock table MSPR displays the appropriate grouping WBS element, plant, and material. In addition, you can view the
replenishment element and batch in table TSTK. If the quantity entries in both tables do not coincide, a warning is
created in the report.
 Recommendation
This report should be run regularly to analyze errors.
Stock In-Transit Overview (transaction PEG14)
This transaction shows the stock that is in transit between two plants. The overview shows each sender plant, grouping
WBS element, and material. You can also choose to see the stock based on the replenishment element--the stock
transport order (STO).
Transfer Pegging Processor (Group-to-Group Transfers)

 Note
The following applies to PEG01N.
If you have group-to-group transfers, each grouping WBS element must have a unique exception WBS element assigned to each
exception.
 Note
You have two groups, G1 and G2. They have some stock transfers between them. Transaction PEG04 must have a unique
(different) WBS element de ned for the scrap, surplus, and lost/found for each group.
Pegging stops running under the following conditions:
Exception WBS elements are the same for the two different grouping WBS elements.
You have group-to-group transfers between the groups.
You are running pegging only for one of the groups.
If you have group-to-group transfers, and you only want to run pegging for the groups independently, you cannot de ne
exceptions on the plant. (Because this step results in non-unique exception WBS elements for the groups.)
See also:
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Transaction Codes/BAdIs for Pegging

The following transaction codes and BAdIs are available for pegging.
Customizing Transactions
The following transactions are found in Customizing for Project System under Costs Automatic and Periodic Allocations
Pegging.
Transaction Description
PEGRP (for pegging report RPEGALL2) Make settings for pegging run pro le
PEGRPM (for pegging report RPEGALL2) Make settings for run pro le messages
0PEG02 (for pegging report RPEGALL2) Maintain movement/transaction types
Business Add-Ins (BAdIs)

If the delivered functions are not sufficient for your requirements, and/or do not represent your business processes, you can
also build your customer-speci c logic into pegging by using the following BAdIs:
Pegging Report RPEGALL2
These can be found in Customizing for Project System under Costs Automatic and Periodic Allocations Pegging Business
Add-Ins BAdIs for New Pegging Report.
BAdI Description
BADI_GPD_PEG_BEFORE_UPD BAdI: Change of Pegging Assignments Before Database Update
BADI_GPD_PEG_BEFORE_UPD_ADJUST BAdI: Check and Adjust Before Update
BADI_GPD_PEG_BREAKPOINT BAdI: Breakpoint Determination
BADI_GPD_PEG_CHECK_ADJUST BAdI: Check and Adjust Assignments
BADI_GPD_PEG_CUST_DATA BAdI: Customer-Speci c Adjustments for Pegging
BADI_GPD_PEG_FIXING_RULE BAdI: Build Pegging Assignments Based on MRP Pegging

Assignments
BADI_GPD_PEG_LOST BAdI: Pegging of Stock Differences
BADI_GPD_PEG_MAT_GRP_SEGM BAdI: Create Tables for Pegging Each Material Group Segment
BADI_GPD_PEG_REPL_LOG BAdI: Create Replenishment Log
BADI_GPD_PEG_SCRAP BAdI: Pegging of Scrap
BADI_GPD_PEG_SURPLUS BAdI: Pegging of Surplus
BADI_GPD_PEG_TECO_LOGIC BAdI: Apply TECO Logic
Application Transactions
On the SAP Easy Access menu, choose one of the following pegging and distribution transactions:
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Project Systems Financials PeriodEndClosing SingleFunctions Pegging
Transaction Description
PEG01N Pegging: Collective processing
PEG02 Manual maintenance of assignments
PEG03 Maintenance of break points
PEG04 Distribution of exceptions
PEG09 Assignment of grouping WBS element to plant
PEG05 Report: assignment overview
PEG06 Report: quantity structure
PEG07 Report: stock overview
PEG08 Report: display change documents
PEG10 Reconciliation report: compare stock
PEG11 Pegging: Table Maintenance
PEG12 Filling of Pegging Worklist (dis_wlst)
PEG13 Pegging: Unassigned Replenishments
PEG14 Pegging: In-transit Stock Report
History Copy for Pegging Report (RPEGHISTCOPY)

On executing this report, the pegging data of purchase requisitions, purchase orders, and production orders are captured and
stored in a custom table. Every job run will create a header document where the document number and doc item number are
the key elds from PEG_TASS table for the PEG_TASS copy table. The created date of custom header table uses original
postings from COEP/COBK tables using the system doc create date. The report uses actual time and date and not the posting
date to retrieve the data. If posting dates are used, then some records before the actual date may not exist and are not
validated.
Use
If you use the component Grouping, Pegging, Distribution (GPD) for project-based production processes, the costs and other
value types of the replenishment elements are allocated to the pegged/source requirements that use the distribution
component.
Based on the assignments made during pegging , you can distribute actual costs from the following:
Production orders
Purchase orders
Commitments and payments
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Non Valuated GPD project stock
Work in process
You can use these values for reporting and additional period-end closing activities.
When used as a period-end closing activity for the previous month, cost distribution usually takes place at the beginning of the
next month. For more information on all the pegging and distribution transactions, on the SAP Easy Access menu, choose
Project Systems Financials Period End Closing Single Functions Distribution .
 Caution
The distribution of commitments for future periods is always updated in the current period.
Prerequisites
You have assigned the work breakdown structure (WBS) elements whose material requirements should be grouped to
the grouping WBS elements (for more information, see Assigning WBS Elements to a Grouping WBS Element ).
You have de ned a distribution pro lefor the grouping WBS elements in which you have de ned the values to be
distributed.
For more information, in Customizing, choose Project System Costs Automatic and Periodic
Allocations Distribution Maintain Distribution Pro le.
You have executed requirements planning.
You have executed pegging for the appropriate replenishment elements.
Features
If you are using non-valuated stock in your project, goods movements for the project stock have no values, and the total costs
remain with the grouping WBS elements even after the material has been withdrawn.
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Distributing Values from Production Orders

Internal procurement is handled with production orders that are assigned to the grouping WBS element. The values from the
production orders are distributed on the basis of totals records. The value distribution can contain the following:
Actual costs
Payments
Distributing Values from Purchase Orders
External procurement is handled with purchase orders that are assigned to the grouping WBS element. The data distribution
can contain actual costs, payments and commitments.
 Caution
If no purchase order is referenced, cost distribution does not takes place for costs that you manually post to a
grouping WBS element.
After you distribute the costs for a speci c period, you cannot execute distribution for preceding periods.
Distribution of Costs from Production Orders

Use
Based on the assignments that have been determined during pegging , you can now distribute the costs and other value types
that resulted from procurement to the pegged requirements.
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Prerequisites
the grouping WBS elements.
For more information, see Assigning WBS Elements to a Grouping WBS Element .
You have de ned a distribution pro lefor the grouping WBS elements in which you have de ned the data to be
distributed. You have assigned this distribution pro le to your grouping WBS element
Allocations Distribution Maintain Distribution Pro le .
You have executed pegging.
Features
When you execute requirements planning, the system creates a planned order for the material in the given quantity. This step is
based on the basis of the network requirements de ned in your project.
Then you need to the following:
1. Convert a planned order to a production order
2. Release it.
3. Post a goods issue for the production order or con rm working hours for the production order.
4. Execute pegging.
5. Execute a cost distribution based on the assignments that have been determined.
The individual value types are distributed as follows:
The costs are distributed from the production order to the WBS elements that were determined during pegging.
If the status of a production order is set as closed (CLSD), distribution does not run for that order.
The following occurs for valuated project stock:
If scrap is produced, it is distributed from the production order to the WBS elements or the appropriate scrap
WBS element.
At period-end closing, work in process can be determined.
When you perform the determination, the work in process is distributed from the production order to the WBS
elements that caused the requirements.
When the production order has been completed you can distribute variances.
The variances are distributed from the production order to the WBS elements that caused the requirements.
You can nd further information under Executing Cost Distribution .
Distribution of Costs from Purchase Orders
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Use
Based on the assignments that have been determined during pegging , you can now distribute the costs and other value types
that resulted from procurement to the pegged requirements.
In connection with purchase orders you can distribute actual costs, commitments, and payments.
Prerequisites
For more information, see Assigning WBS Elements to a Grouping WBS Element .
You have de ned a distribution pro lefor the grouping WBS elements in which you have de ned the values types to be
distributed.
Allocations Distribution Maintain Distribution Pro le .
You have executed pegging.
Features
When you execute requirements planning, the system creates a purchase requisition on the basis of the network requirements
that were set up in the project.
Then you need to do the following:
1. Convert the purchase requisition to a purchase order.
2. Execute pegging.
3. Execute a cost distribution based on the assignments that have been determined.
For the individual value types, actual costs and commitments are distributed from the grouping WBS element to the pegged
WBS elements.
For more information, see Executing Cost Distribution .
Distribution Report Execution
Use
The following information describes the advanced pegging report RDISALL2, which you can access using transaction DIS01N .
Prerequisites
You can nd further information under Assigning WBS Elements to a Grouping WBS Element .
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You have de ned a distribution pro le for the grouping WBS elements in which you have de ned the values types to be
distributed.
In Customizing, you have assigned this distribution pro le to your grouping WBS element.
De ne a distribution run pro le under Project System Costs Automatic and Periodic Allocations Distribution Make
Settings for Distribution Run Pro le (Advanced Distribution Report).
You have executed the pegging run and assigned the replenishment elements to the causing/pegged requirements.
Features
Depending on how you have set up your distribution run pro le, you can:
Run the distribution report either on for one or more grouping WBS elements or speci ed replenishment objects. For
more information about how the report behaves depending on the input you specify, see Distribution Report Behavior .
You enter the following parameters:
Controlling area
Grouping WBS element (or range thereof)
Replenishment object
Undistribute costs for replenishment objects that are not fully pegged, or for all replenishment objects in scope for the
particular distribution execution. To do this, you must set the Undistribute Unpegged Replenishment or Undistribute All
indicators in Customizing under Project System Costs Automatic and Periodic Allocations Distribution Make Settings
for Distribution Run Pro le (Advanced Distribution Report).
For more information about making settings for the distribution run pro le, see the IMG documentation for this
Customizing activity.
Improve messaging and logging using the distribution run pro le
Carry out a test run of the distribution run by setting the Test run indicator which creates a log but does not change or
update the database.
Result
Once the cost distribution run is nished, the Cost Distribution screen appears providing an overview of the results of the run:
Result
Provides an overview of the general details of the distribution run
Processing Category
Provides an overview of the distribution run results, how many records were processed altogether and how many of
those records were not changed during the distribution run so you can work out how many were changed.
Messages
Provides an overview of the log details and you can choose the icons to display the detailed message log for each
message type. Alternatively, you can use the sum function (with the quick info text All Messages ) to see all messages.
Selection
Provides an overview of the objects involved in the distribution run.
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From the Cost Distribution screen, you can also:
Choose Total Postings to display all the cost assignments in a list. The grouping WBS element, replenishment element,
and value type with the total procurement costs is displayed in the header line for each entry.
The cost assignments for the individual WBS elements, each with assigned exception costs (columns surplus, scrap, and
stock differences) are displayed in the item lines of each entry.
Choose Delta Postings to display the costs that have been posted since the last cost distribution run.
Choose Messages to display possible errors.
See also:
Distribution of Costs from Production Orders
Distribution of Costs from Purchase Orders
Distribution Report Behavior

Use
With the GPD distribution report RDISALL2 (transaction DIS01N ), you can run distribution on:
Replenishment objects
A grouping WBS element
Several grouping WBS elements
The report behaves differently depending on the combination of the entries you make in the Grouping WBS Element and the
Replenishment Object elds of the selection screen. Some of the combinations have the same effect as the others. The
following combinations are possible:
Grouping WBS Element Replenishment Object Behavior
Include Exclude Include Exclude
Blank Blank Blank Blank All the costs on all the

grouping WBS elements
and their associated
replenishment objects
are distributed
Entered Blank Blank Blank All the costs on the

selected grouping WBS
elements and their
associated
are distributed
Blank Entered Blank Blank All the costs on the

except those selected
are distributed
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Entered Entered Blank Blank All the costs on the

elements and their
associated
are distributed
Blank Blank Entered Blank All costs on the selected

are distributed
Entered Blank Entered Blank All costs on the selected

are distributed
Blank Entered Entered Blank All costs on the selected

are distributed
Entered Entered Entered Blank All costs on the selected

are distributed
Blank Blank Blank Entered All costs on the grouping

WBS elements except
those for the selected
are distributed
Entered Blank Blank Entered All the costs on the

elements except those
for the selected
are distributed
Blank Entered Blank Entered All the costs on the

except those for the
elements and the
selected replenishment
objects are distributed
Entered Entered Blank Entered All the costs on the

elements except those
for the selected
are distributed
Blank Blank Entered Entered All costs on the selected

are distributed.
Replenishment object
include/exclude must be
mutually exclusive
Entered Blank Entered Entered All costs on the selected

are distributed
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Blank Entered Entered Entered All costs on the selected

are distributed
Entered Entered Entered Entered All costs on the selected

are distributed
Reporting
Use
This function allows you to do the following:
Check whether cost distribution has taken place correctly
Analyze the distributed costs
Features
You can select speci c cost allocations according to different criteria.
 Note
The transaction code for the information report is DIS05 .
For more information on the pegging and distribution transactions, on the SAP Easy Access menu, choose Project
Systems Financials Period End Closing Single Functions Distribution.
This report allows you to see information on the transactions you select:
The system displays details, such as year and company code for the appropriate grouping work breakdown structure
(WBS) element in the header for each entry.
The appropriate cost allocations for the source WBS elements are displayed in the item lines.
The list uses the SAP List Viewer and can be con gured to suit your requirements. You can, for example, add columns to or
delete columns from the display.
Transaction Codes for Cost Distribution

Customizing:
DISRP Maintain distribution run pro le
Application:
DIS01N Collective Processing – Cost Distribution
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DIS05 Report: Cost Overview
Business Add-Ins (BadIs)

If the functions delivered are insufficient for your requirements and/or do not represent your business processes, you can build
your customer-speci c logic into Distribution by using the following BAdIs:
BAdI Description
BADI_GPD_07 Distribution of other costs/payments
BADI_GPD_09 BADI Before Database Update of Distribution Values
GPD Administration Tables

Grouping, pegging, and distribution (GPD) administration tables on the database are the following:
PEG_DIS_ADMIN - lled by the pegging and transfer pegging.
DIS_ADMIN - used for the distribution processes.
These tables show the name of the group for which pegging, transfer pegging, or distribution is run with the time when it
was run. The tables also log the Customizing settings against each group.
Locking in GPD
Locking, which is an issue in grouping, pegging, and distribution (GPD) when there is a read or an update to the database tables,
is done to protect data integrity.
If you run a goods movement on a replenishment object, the plant, group, material combination of that replenishment object is
locked. This lock lasts until the end of that goods movement transaction.
Until this lock is lifted, you cannot run the following:
A goods movement for the same plant, group, and material combination
Pegging
Transfer pegging
Distribution
If you run pegging for one group, the following locks exist:
The group is locked.
This lock lasts until the end of the transaction.
All plants are locked while the goods movement historical data is read from the database.
This time can vary from a fraction of a second to a few minutes, depending on the system. This lock is lifted once the
goods movement historical data is read.
If the plant lock fails, the new pegging report PEG01N keeps trying to set the plant lock. The number of attempts can be
de ned in the pegging run pro le PEGRP .
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Until the rst lock (on groups) is lifted, you cannot run the following:
A goods movement involving the same group
Pegging for the same group again
Transfer pegging involving same group
Distribution for the same group
Until the second lock (on plants) is lifted, you cannot run the following:
A goods movement involving replenishments from the locked plant
Pegging
Transfer pegging
Distribution
If you run transfer pegging, the following locks exist:
All plants are locked, but while the goods movement historical data is read from the database.
This time can vary from a fraction of a second to a few minutes, depending on the system. This lock is lifted once the
goods movement historical data is read.
All groups involved in group to group transfers are locked.
Until the rst lock (on plants) is released, you cannot run:
A goods movement involving replenishments from the locked plant
Pegging
Transfer pegging
Distribution
Until the second lock (on groups) is released, you cannot run:
Pegging
Transfer pegging
Distribution
If you run distribution for one group, that group is locked. This lock is lifted when the transaction ends.
Until the lock is lifted, you cannot run:
Pegging for the same group again
Transfer pegging involving same group
Distribution for the same group
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If a lock attempt fails because there is a competing lock, the lock attempt is repeated after a waiting period. The transaction
fails only if a certain time limit has elapsed since the rst lock attempt. The waiting time and the time limit are de ned by pro le
parameters. For more information, you can read documentation on Computing Center Management System (CCMS) .
Authorization Issues in GPD

The user pro le must be set with the correct role for pegging and distribution-related transactions, so that you are authorized
to run them. This gives the system administrator more control on who can update through the pegging and distribution
processes, and who can only view its results.
The authorization object for GPD is I_PEG_XP.
This authorization object has two authorization elds:
Transaction code (TCD)
Activity (ACTVT)
Cost Validation for Distribution Report (RDISCOSTVAL)
Use
The report RDISCOSTVAL validates and displays cost data for a project at a granular level and the prorated cost data based on
pegging information (pegging changes at selected time intervals). The report displays the following data:
Purchase costs including the data of payment, quantity paid for, and material numbers
Labor costs and hours such as personnel number with names, hours charges, Order, or operation numbers worked, the
original date of the cost posting, and material numbers
Weekly, monthly, and quarterly costs with the associated pegging changes
Features
In order to validate costs at the time of posting date, the pegging table (PEG_TASS) is captured each time the report is
executed. You can run this report with a single date (To Date) or with both Start and End dates.
When you run this report with a single date (To Date), the system does the following:
Checks for the validity of To Date from the new PEG_TASS header table
Cost data is retrieved depending on the cost type, Actual or Commitment
Actual: The report retrieves cost data from the cost tables, COBK and COEP for the entered To Date
Commitment: Retrieves the cost data (“BA” and “BE” types) with INSTK “IN-Procurement” on custom PEG_TASS
table from the COOI table
Excludes all of the GPD costs on the cost tables COEP
Adds the calculated GPD costs to the report
Excludes the settlement costs from non-GPD orders
Adds the calculated costs for non-GPD orders to the report
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Displays the prorated costs
When you run this report with a From Date and To Date or From Date to current date, the result is a delta report that displays
the additional costs and any cost shifts with respect to the pegging data. When you use a time period, two inception to date
reports are generated and the data displayed is the associated cost data where the cost data from the From Date is subtracted
from the data of To Date.
Grouping, Pegging, and Distribution Archiving

Use
In grouping, pegging, and distribution (GPD), various goods movements, pegging and distribution runs create huge amounts of
data in the pegging and distribution tables. For performance reasons, it is essential to archive obsolete data. Due to the
complex nature of GPD, the archiving function also has to be able to handle all the required dependencies between
replenishment objects (mainly purchase orders ( PO ) and production orders (PPO)), satisfying the rules of archivability checks
and taking dependencies between replenishments into account.
Because in GPD there are long running replenishment objects (purchase orders and production orders), it is necessary to be
able to archive as many objects as possible, even if the total order tree cannot be archived.
You can archive all objects starting from the top of the order tree until a non-archivable object is reached. From that point on all
objects below the non-archivable one are considered non-archivable.
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To overcome the complications that arise when combining core purchase/production order (PO/PPO) archiving object
preprocessing, and GPD validation logic, it is necessary to create a standalone archiving object for the GPD data and execute
archivability checks within the GPD scope only. GPD data that is valid for archiving is marked and archived on its own, and core
archiving objects use this information during their pre-processing phase. The core check is only passed if the relevant GPD data
is marked as archivable or is already archived.
Archiving GPD data without archiving the corresponding core data (PO/PPO) at the same time can leave the system in an
inconsistent state from a GPD perspective. Therefore a follow-on step in core archiving after GPD archiving is necessary to
make sure GPD and the core are in sync.
The standalone GPD archiving object follows the following approach: archivability checks are carried out in the preprocessing
programs, the write phase does the actual copying to the archiving le and the delete phase erases the archived data records
from the GPD tables.
In the preparation phase, you de ne the scope of replenishment object archiving and gain an overview of the archiving
validation (pre-processing) results.
The pegging process assigns replenishment objects to individual WBS elements that have assigned status(es). Typically, all the
WBS elements belonging to a closed project contain closed or technically closed WBS elements. This means that these closed
WBS elements do not play an active role anymore in the system. No movement types should be posted that are assigned to a
closed WBS element, and no costs should move to or from this WBS element. From a GPD perspective this means that pegging
assignments of a closed WBS element should not change, and therefore the cost distribution should also not change. GPD
considers replenishment objects assigned to a closed WBS element as candidates for archiving.
Report RGPDARCHWBS selects closed WBS elements to provide scope for replenishment object selection. All replenishment
objects assigned to the selected WBS elements ( eld ASS_PSPNR in table PEG_TASS) are candidates for archiving.
Replenishment objects in the GPD area are related to each other; this relation is de ned by the order tree. If an element in a
particular tree changes (for example it gets archived) this change may affect all elements of the order tree. In GPD this means
that the cost associated with the replenishment object may move from one individual WBS element to another, which may not
be correct. Therefore you can analyze the consequences of an archiving run before the actual archiving is executed.
Report RGPDARCHREPOBJ carries out replenishment object archiving checks based on the WBS elements selected in report
RGPDARCHWBS and provides input for the next phase of archiving (pre-processing).
For more information, see GPD Archiving WBS Element Selection Report (RGPDARCHWBS) and GPD Archiving WBS Element
Display Report (RGPDARCHWBSDISPLAY) .
Tables To Be Archived
Table Description
PEG_TASS Pegging: Assignment Replenishment Element to WBS Elements
PEG_TACTASS Pegging: Current Assignments Based on Goods Movements
PEG_TSTK Pegging: Stock table
PEG_TGTG Pegging: Record of group-to-group transfers
PEG_TGTG_EXC Pegging: Group-to-group with initial peg
DIS_TOBJS_COSP Distribution: Objects distributed to per Group WBS (Cost)
DIS_TOBJS_COSS Distribution: Objects distributed to per Group WBS (Cost)
DIS_TOBJS_FMSU Distribution: Objects distributed to per Group WBS (Cash)
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GPD Archiving WBS Element Selection Report

(RGPDARCHWBS)
Use
Report RGPDARCHWBS selects WBS elements considered to be closed/not used/not changing. It is used by key users
responsible for projects. The selected WBS elements serve as an input for the replenishment object preparation
RGPDARCHREPOBJ and pre-processing report RGPDARCHPRE ; all replenishment objects assigned to the WBS elements
selected are potential candidates for archiving and need to be checked from archivability point of view by the report in a follow-
on step. WBS element archiving data is stored in table GPD_TARCH_WBS.
Prerequisites
The GPD archiving WBS element selection report is used by non-technical and technical personnel. Therefore the authorization
concept for the report distinguishes between the two types of usage. Non-technical employees (mainly people responsible for
projects) include or delete WBS elements in the archiving ow ( Freeze, Archiving Analysis and Remove indicators). Technical
employees with GPD knowledge start off the archiving process by setting particular WBS elements to archivable status (after
examining the archiving analysis results in the replenishment object archiving report), and checking the core status of the WBS
elements (using the check functionality of the GPD archiving WBS element selection report).
To provide the most exible authorization possibilities, all elements of the report options are assigned to different activities in
the same authorization object. Standard activities already introduced in table TACT are reused to avoid creating unnecessary
activity types.
Authorization object: I_GPD_ARCH
Fields:
GPDARCHPS (GPD Archiving Process Step): WBS
ACTVT (Activity)
Report Option Activity ID Activity text
Freeze 01 Create or generate
Archiving analysis 02 Change
Archivable 24 Archive
Remove 06 Delete
Check 39 Check
Features
Selection
You can select WBS elements from a particular project or specify individual WBS elements. Selected WBS elements (or WBS
elements contained in the selected projects) either have Technically Completed (TECO) or Closed (CLSD) status by default.
The user can control the desired statuses using the corresponding checkboxes on the selection screen, or add user-de ned
statuses in the status range eld. Customers can select WBS elements based on their own criteria and input statuses other
than TECO and CLSD. WBS elements that are not in one of the selected statuses are excluded from processing.
Report Options
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WBS elements selected on the selection screen can be classi ed in the following ways:
Freeze
Archiving analysis
Archivable
Remove
Check
For more information, see Report Options .
Run Options
The report can be run in update mode and non-update mode, depending on how you set the indicator Update Mode .
In non-update mode, no locking is applied to the GPD archiving WBS element table, and results are only displayed, not saved in
the database.
In update mode, locking is applied (only on WBS elements selected on the selection screen) and the results are saved.
If the report is executed in batch mode, no results are displayed.
The report handles the application log during execution. Messages issued are similar to the new pegging report ; all main
subroutines of the report issue a message when entering the routine and when exiting from the routine to be able to track
report execution.
The application log can be checked by choosing Application Log (on the results page) or in transaction SLG1 (object: PS-PER,
subobject: GPDARCH01). If the report is executed in batch mode, similar job log messages are issued as the application log
messages.
Output Display
The output/results of the report are displayed in an ALV table. The ʻstatus’ column is used to inform the user about the current
status of the entry.
New entry was created
Status was changed
Removed
Status cannot be changed
Choose Messages to view the application log. The application log provides useful information for key users about processing
WBS elements. A log entry is created when entering and leaving important forms/loops.
Locking
Entries in the database table for the GPD archiving WBS elements should not be maintained in parallel for the same WBS
element. Therefore entries about to be changed are locked during the entire process in update mode. Locking the whole table is
not necessary. A new lock object ʻEGPD_TARCH_WBS’ has been created for this task.
Report Options
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Use
The GPD archiving WBS selection report ( RGPDARCHWBS ) has the following report options:
Freeze
Archiving analysis
Archivable
Remove
Check
Basic Report Options

WBS elements selected on the selection screen can be classi ed in the following ways:
Freeze
Pegging assignment of the replenishment objects assigned to a WBS element that has ʻfreeze’ status cannot be
changed by a new pegging run if the replenishment object meets all the requirements to have ʻfreeze’ status. This check
is carried out by the report RGPDARCHREPOBJ . All archivability checks except the 'fully distributed’ rule are carried out
for these replenishment objects. ʻFreeze’ status has no corresponding eld in the table (GPD_TARCH_WBS). If the WBS
element is entered in the table, it means it has ʻfreeze’ status if the deletion eld (ARCHDEL) is initial.
Archiving analysis
Same as ʻfreeze’ status, except the ʻfully distributed’ check is also applied during the archivability check.
Archivable
Same as ʻarchiving analysis’ status, except the replenishment objects have no such status as archivable. All
replenishment objects in status ʻarchiving analysis’ are candidates for archiving, and these objects are processed by the
pre-processing report.
These statuses are incremental in the given order above, meaning that the status of a ʻfrozen’ WBS element can be changed to
ʻarchiving analysis’ and ʻarchivable’, but for example a WBS element in ʻarchiving analysis’ status cannot be reclassi ed to
ʻfreeze’ status.
If the status of a WBS element is changed by report RGPDARCHWBS , the report RGPDARCHREPOBJ is also executed to
change the corresponding replenishment object statuses. It is possible that replenishment objects do not pass the validation
rules of the status of the WBS element, therefore the replenishment object does not have the same status as the
corresponding WBS element.
Additional (Non-Classifying) Report Options

Remove
If the user uses the ʻremove’ option on the selection screen, the selected WBS elements are logically deleted from the
database table. You can enter an X in the ARCHDEL eld of table GPD_TARCH_WBS for the corresponding WBS element,
but the record stays in the table so you can track which user deleted it. Deletion of a particular WBS element involves
deleting the ʻarchiving analysis’ status. This makes it possible to easily distinguish between deleted and non-deleted
entries in the table when checking the results overview display (ALV grid). The subsequent run of the replenishment
object validation report RGPDARCHREPOBJ ignores entries with ʻdeleted’ status. WBS elements in archivable status
cannot be deleted because archivable is an irrevocable status. Replenishment objects (and all descendants) assigned to
a WBS element about to be deleted from the table GPD_TARCH_WBS are no longer archivable nor freezable, therefore
the respective replenishment objects are deleted from table GPD_TARCH_REPOBJ.
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Check
Core WBS element statuses (created, released, and so on) can be changed anytime if required. Therefore it may be that
a particular WBS element is entered into the GPD archiving WBS element table with ʻtechnically completed’ or ʻclosed’
status, but at that moment the WBS element is not closed. This can happen if a user reverts a status of a 'closed' or
ʻtechnically completed' WBS element (which was already inserted into the GPD_TARCH_WBS table) to 'released' or a
customer-speci c status. To automatically delete these entries from the archiving table, the user can use the ʻcheck’
option in the report RGPDARCHWBS . In this case no project/WBS element select option is taken into consideration; all
WBS elements in the archiving table are checked. In non-update mode, non-archivable entries are displayed. In update
mode, all entries that fail the core status check are logically deleted from the table (deletion rules described above still
apply; no WBS element with archivable status is deleted). A replenishment object (and all its subobjects) that is assigned
to a WBS element about to be deleted from table GPD_TARCH_WBS is no longer archivable nor freezable; therefore the
respective replenishment objects are deleted from table GPD_TARCH_REPOBJ.
GPD Archiving WBS Element Display Report

(RGPDARCHWBSDISPLAY)
Use
Report RGPDARCHWBSDISPLAY is used to lter WBS elements by a particular status or to display all records of the table
GPD_TARCH_WBS regardless of the current status. The result of the selection is displayed in an overview table. On the
selection screen, the user can lter by:
Project de nition (display all WBS element of the project)
Grouping WBS element (display all associated WBS elements based on table GRPGA)
Individual WBS element
All elds (create/change/status) of the table GPD_TARCH_WBS.
Prerequisites
GPD archiving WBS display report execution is only possible with the following authorization:
Fields:
GPDARCHPS (GPD Archiving Process Step): WBS
ACTVT (Activity)
Activity ID: 03
Activity text: Display
GPD Replenishment Object Archiving Report

(RGPDARCHREPOBJ)
Use
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The second step of GPD archiving preparation is to validate replenishment objects from an archivability point of view. The
bene t of checking (and archiving) replenishment objects instead of purchase or production orders is that the report can go one
level deeper into details allowing partial archiving of core replenishment objects. This function cannot be provided by core
purchase/production order archiving objects; in core either the whole purchase order can be archived with all the sub-objects,
or the purchase order is non-archivable.
The purpose of the report is to assign particular statuses to the replenishment objects processed if they pass the archivability
checks.
Prerequisites
 Note
The replenishment archiving report should only be used by users with knowledge in the GPD area, since the archiving of
replenishments may have an impact on the results of later pegging runs. This needs to be carefully analyzed. Additionally,
replenishment objects that cannot be archived need to be adjusted according to the error type. This activity requires a
broader understanding of the PS, CO, MM, and GPD areas.
Because of the nature of the report, the execution of the report requires proper authorization. It is not necessary to be able to
differentiate between the processing types (freeze/archiving analysis/archivable).
Fields:
GPDARCHPS (GPD Archiving Process Step): REPOBJ
ACTVT (Activity)
Activity ID: 16
Activity text: Execute
Features
Replenishment Object Selection
The base set of replenishment objects to be processed come from the WBS elements saved by the GPD archiving WBS
selection report. The selection screen of the report provides the following options:
Update Mode
Display Dropped Replenishments
Create Log
All replenishment objects assigned to any particular WBS element in table GPD_TARCH_WBS are processed during the
validation.
Status Update of Replenishment Objects
Freeze
Replenishment objects that have ʻfreeze’ status are not reassigned by pegging anymore. This means that pegging excludes the
replenishment object during pegging execution. The pegging results for the replenishment object are not saved, and pegging
excludes the replenishment object entirely from scope. This also helps improve performance.
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Freeze is a revocable status, which means that if the replenishment object does not pass the archivability checks the next time
the archiving report is executed, then the replenishment object can be deleted from the replenishment object archiving status
table. (This is a physical deletion, since there is no deletion ag in the table de nition).
Archiving Analysis and Archivable
Assigning archiving analysis/archivable status to a replenishment object means that the replenishment object can be archived
in the near future, because it meets all criteria of archivability. Archiving analysis status implicitly contains everything described
for the freeze status; pegging assignment of the replenishment object cannot be changed, and the status is revocable. The
difference is in the archivability checks; validation rules are stricter (fully distributed rule shall be applied).
Archived
Archived status of a replenishment object means that the replenishment object is physically deleted by the ADK-compliant
deletion report, and is written to the archive le. The same archivability checks (during the preprocessing phase) are executed
as for the archiving analysis status. This status is irrevocable.
GPD leaves entries in GPD_TARCH_REPOBJ (and does not archive them along with the replenishment object during the GPD
archiving process) because the pegging report excludes replenishment objects that still exist in the core, but are fully archived
from the GPD tables.
Filtering and Validation
The ltering and validation phase of the replenishment object archiving report checks replenishment objects from an
archivability point of view. Filtering contains basic validations (in terms of runtime and complexity) and can be enhanced by
customers. Validation contains complex standard checks.
If a replenishment object does not meet the necessary lter or validation rule, the object cannot be archived (or assigned to any
of the archiving statuses) and is considered as non-archivable.
Non-Archivable Replenishment Object Handling
If the process nds a replenishment object, which does not meet the necessary archivability requirements, all replenishment
objects in the order tree below the non-archivable one are also marked as non-archivable. Additionally, all replenishment objects
one level above the non-archivable replenishment object are marked as a border point with the exception of phase 3, phase 5
validations and inherited error cases.
Because of performance reasons, the process ensures that no replenishment objects already marked as non-archivable are
validated further (except when they are already validated, but found to be non-archivable later; for instance by a non-archivable
replenishment object above the validated object on a different branch of the order tree).
The way replenishment object errors are stored in the application/job log depends on the Customizing settings. Using BAdI
BADI_GPD_ARCH_LOG, you can customize a function to deal with errors. No fallback class is implemented and no default
implementation provided.
Filtering
Planned orders (PA) and purchase requisitions (BA) are active replenishments, therefore they cannot be archived. These types
of objects are marked as non-archivable. Additional ltering conditions can be added by customers using BAdI
BADI_GPD_ARCH_FILTER with the restriction that objects can only be marked non-archivable by the standard error handler
subroutine. This ensures consistent error handling. For more information, check the example implementation of the BAdI.
Validation
Several validation rules are applied to check the archivability of a replenishment object. These different rules are referred to as
ʻvalidation phases’.
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Validation phases shall be applied to the replenishment objects in complexity (expected runtime) order. By this we can ensure
that the process recognizes that is not possible to archive a particular replenishment object as quickly as possible. The
implementation prevents further validation of replenishment objects already known as ineligible for archiving.
For more information see Validation Phases .
Locking
Since the replenishment object archiving report does not have a de nable scope when it is executed (no lter conditions can be
maintained on the selection screen) to stay on the safe side, a full table lock shall be applied to table GPD_TARCH_WBS by lock
object EGPD_TARCH_WBS. No WBS archiving status shall be maintained during the entire replenishment object archiving
process. This mutually prevents parallel execution of the reports RPEGALL, RPEGALL2, RDISALL, RDISALL2, RGPDARCHWBS
and RGPDARCHREPOBJ as well. Locking shall only be applied if the report is executed in update mode.
Validation Phases
Use
Several validation rules are applied to check the archivability of a replenishment object. These different rules are referred to as
ʻvalidation phases’.
Validation phases shall be applied to the replenishment objects in complexity (expected runtime) order. By this we can ensure
that the process recognizes that is not possible to archive a particular replenishment object as quickly as possible. The
implementation prevents further validation of replenishment objects already known as ineligible for archiving.
For more information, see:
Validation Phase 1: Assignment (WBS) Validation
Validation Phase 2: Peg Validation (Including Stock Validation)
Validation Phase 3: Fully Distributed Rule
Validation Phases 4 & 5: Non-Processed Replenishment Objects and Border Points
Validation Phase 1: Assignment (WBS) Validation
Purpose
While de ning the set of replenishment objects to be checked from an archivability point of view, the process fetches all WBS
element entries from database table GPD_TARCH_WBS. The selected WBS element data is available during the rst phase of
the validation. At the same time, all network activities assigned to a WBS element in GPD_TARCH_WBS is made available to be
able to check replenishment objects break-pointed to a network activity.
Process Flow
All pegging assignments from table PEG_TASS are made available for the processed replenishment objects and checked as
follows:
Field to Check Prerequisite Check Logic
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Field to Check Prerequisite Check Logic
ASS_PSPNR BRK_OBJNR eld is initial Replenishment object is assigned to a WBS

element selected from table
GPD_TARCH_WBS
BRK_OBJNR ʻPR’ type break point Replenishment object shall be break-

pointed to a WBS element selected from
table GPD_TARCH_WBS
BRK_OBJNR ʻNV’ type break point Replenishment object shall be break-

pointed to a network activity that is
assigned to a WBS element selected from
table GPD_TARCH_WBS (if the network
activity has no corresponding WBS
element, then the ASS_PSPNR eld is
considered)
All assignments of the replenishment object fall into one of the groups above, otherwise the replenishment object is considered
as non-archivable.
If a replenishment object passes the phase one validation rule, the possible archiving status of the replenishment object is
generated based on the assigned WBS statuses. For example:
Status indicator Description
0 WBS assignment found that is not in table GPD_TARCH_WBS
1 All WBS assignments have at least ʻfreeze’ status in table

GPD_TARCH_WBS
2 All WBS assignments have at least archiving analysis status in

table GPD_TARCH_WBS
3 All WBS assignments have archivable status in table

GPD_TARCH_WBS
Replenishment object OR1 has assignment to WBS1 and WBS2. WBS1 is in freeze mode, WBS2 is in archiving analysis mode. The
highest status that OR1 can have is 1 (freeze status) according to the description above. An additional constraint in that a
replenishment object cannot gain a higher status than its next higher replenishment object(s) status.
Validation Phase 2: Peg Validation (Including Stock Validation)

Purpose
All replenishment objects in scope are fully assigned; under/over pegged replenishment objects are considered non-archivable.
This means that the process sums up all pegs (assigned, excess, scrap and lost quantities) of the processed replenishment
object, and the sum equals the total order quantity of the replenishment object ( eld GAMNG).
During the sum up, the following check condition is applied to the PEG_TASS entries for the replenishment object:
PEG_TASS
Assigned Surplus Scrap Lost
In procurement ***Cannot be archived ***Cannot be archived * Can be archived Not possible
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Assigned Surplus Scrap Lost
In stock ***Cannot be archived ***Cannot be archived ** Can be archived if ** Can be archived if

only scrap/lost quantity only scrap/lost quantity
exists in PEG_TSTK for exists in PEG_TSTK for
the replenishment object the replenishment object
Withdrawn in group ** Can be archived in Not possible Not possible Not possible
case a scrapped / lost
replenishment object
exists above in the
hierarchy on the same
branch
Withdrawn from group * Can be archived Not possible Not possible Not possible
In transit ***Cannot be archived Not possible Not possible Not possible
All PEG_TASS quantities need to fall into one of the boxes marked by either ʻ*’ or ʻ**’ in order for a replenishment object to be
eligible for archiving.
The case ʻ Withdrawn in group ’ – ʻ Assigned ’ refers to cases ʻ In procurement ’ – ʻ Scrap ’ and ʻ In stock ’ – Scrap/Lost’ .
For a particular replenishment object that is eligible for archiving, the entries in table PEG_TASS can have:
Scrapped/lost items (cases ʻ In procurement’ – ʻ Scrap ’ and ’In stock’ – ʻ Scrap/Lost ’)
Items that are descendant of a scrapped replenishment on the same branch of the order tree (case ʻ Withdrawn in the
group ’ – ʻ Assigned ’)
Items that are withdrawn from the group (case ʻ Withdrawn from the group ’ – ʻ Assigned ’)
If the replenishment object has a corresponding record in PEG_TASS that does not fall into one of the types above, then the
replenishment object is non-archivable.
Additionally, customers can rede ne phase 2 validation by making it stricter, based on the in-stock indicator of the
replenishment object. It means that for certain rows of the sheet above with archivable cells (**), the customer can set the cell
to ʻCannot be archived’. The function will be provided for ʻIn procurement’, ʻIn Stock’ and ʻWithdrawn in the Group’ indicators, and
the settings for it can be made in Customizing. Based on the in-stock indicator ( eld INSTK) you can de ne replenishment
objects ineligible for archiving, or the replenishment object is validated according to standard logic.
Validation Phase 3: Fully Distributed Rule

Purpose
The purpose of phase 3 (fully distributed rule) validation is to check the cost balance of replenishment objects at grouping WBS
element level. A replenishment object can only be considered as eligible for archiving from a GPD perspective if there is no cost
on the grouping WBS element for the particular replenishment object. This can be achieved by a distribution run on the
replenishment object.
Actual cost holder replenishment objects in the GPD area are the production orders (type OR) and purchase orders (type BE).
Therefore these types of replenishment objects are checked from a controlling perspective (using core controlling tables),
mainly by summing up all the costs at account-assigned grouping WBS element level.
The fully distributed rule of archiving validation can be modi ed by customers to be able to introduce, for example, threshold
level of cost balance, or consider certain value types. BAdI BADI_GPD_ARCH_DIS provides a default implementation containing
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the recommended validation implementation.
Massive amounts of data is expected to be fetched from core controlling tables for the validation, therefore the implementation
of the validation is very critical from a performance perspective (memory usage and runtime). The proposed default
implementation tries to optimize the code as far as possible.
The process is executed on all purchase and production order replenishment objects still eligible for archiving (objects that have
passed phase 1 and phase 2 validations) and can have at least archiving analysis status. Account assigned grouping WBS
elements of these replenishment objects are used:
When purchase order controlling enters the associated cost on the WBS element as an object number ( eld OBJNR in
table COEP and COFP). However, the process has to sum up the cost at grouping WBS element level only (excluding the
operative individual WBS element(s) found by pegging as pegging assignment(s)), therefore the process will fetch cost
data from the database for the account assigned grouping WBS element only.
When it needs to be checked that the account assigned grouping WBS element of the replenishment object is relevant
for payment distribution by checking the corresponding ( eld PRPS-PGPRF) setting in table TPGPRF ( eld DICASH for
production orders, eld DECASH for purchase orders). Only in case of relevancy shall Funds Management related data be
fetched and processed.
If the process nds the cost balance of the replenishment object at grouping WBS element level equal to zero, then the
replenishment object passes the phase 3 rule, and all the next lower-level replenishment objects are validated recursively to
see if they are fully distributed. If the cost balance is not zero, then the replenishment object is ineligible for archiving from a
GPD perspective.
Purchase Order Relevant Controlling Data

The purchase order cost balance is checked based on table COEP (CO Object: Line Items (by Period)) using the following
ltering conditions:
Field Description Value
EBELN Purchasing Document Number Purchase order ID
EBELP Item Number of Purchasing Document Purchase order line item ID
OBJNR Object Number Account assigned grouping WBS element

internal ID with the ʻPR’ pre x
WRTTP Value Type Equals either:
04 (Actual)
12 (Down Payment as Operating

Expense)
LEDNR Ledger for Controlling Objects ʻ00’
Business transaction type GPDP (GPD primary cost) is fetched to be able to consider grouping WBS element credit and debit
postings as well. The controlling version is not used as a ltering condition to be able to deal with both valuated and non-
valuated project stock.
The process sums up cost in controlling area currency ( elds WKGBTR) for all periods and all years.
If the account-assigned grouping WBS element is relevant for external payment distribution ( eld TPGPRF-DECASH), then the
cash balance has to be checked in table COFP (Document Lines (Project Cash Management)) using the following ltering
conditions:
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EBELN Purchasing Document Number Purchase order ID
EBELP Item Number of Purchasing Document Purchase order line item ID
OBJNR Object number Account assigned grouping WBS element

internal ID with the ʻPR’ pre x
57 (Payments)
61 (Down Payments)
63 (Down Payment Clearings)
64 (Funds Transfers)
Business transaction type GPDP (GPD primary cost) is fetched to be able to consider grouping WBS element credit and debit
postings as well.
The process adds up cash in controlling area currency ( elds WKGBTR) for all periods and all years.
Table COOI (Commitments Management: Line Items) is not considered. Purchase orders with commitments must have already
failed phase 2 (pegging) validation.
Production Order Relevant Controlling Data

Production order cost balance is be checked based on tables COSP (CO Object: Cost Totals for External Postings) and COSS (CO
Object: Cost Totals for Internal Postings) using the following ltering conditions:
OBJNR Object number Production order number with the ʻOR’

pre x
LEDNR Ledger for Controlling objects ʻ00’
VRGNG CO Business Transaction Does not equal:
KOAO (Actual settlement)
KOAQ (Debit from actual

settlement)
KOAR (Credit from actual

settlement)
KOAV (Settlement of variance data)
KOAW (Settling results analysis

data)
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04 (Actual)
12 (Down Payment as Operating

Expense)
22 (Purchase Order Commitment)
30 (Scrap)
31 (Variances)
32 (Results Analysis and WIP

Calculation)
Business transaction type GPDO, GPDP and GPDS is fetched to be able to consider grouping WBS element credit and debit
postings as well. Controlling versions are not used as a ltering condition to be able to deal with both valuated and non-valuated
project stock.
The process adds up costs in controlling area currency ( elds WKG*) for all periods and all years for both COSP and COSS.
If the account assigned grouping WBS element is relevant for internal payment distribution ( eld TPGPRF-DICASH) then the
cash balance has to be checked in table FMSU (FI-FM Totals Records) using the following ltering conditions:
OBJNR Object number Production order number with the ʻOR’

pre x
WRTTP Value Type Equals to either:
57 (Payments)
61 (Down Payments)
63 (Down Payment Clearings)
64 (Funds Transfers)
Business transaction type GPDP is fetched to be able to consider grouping WBS element credit and debit postings as well. The
process sums up cash in elds BTR* for all periods and all years.
Validation Phases 4 & 5: Non-Processed Replenishment Objects

and Border Points
Purpose
Phase 4: Non-Processed Replenishment Objects

During the validation process, all archivability checks are applied on all replenishment objects in scope (with the exception of
phase 3 if the highest status that the replenishment object can have is ʻfreeze’). It may happen (due to a bug in the coding or by
an incorrect BAdI implementation) that some of the validation rules do not get applied to some of the replenishment objects.
Therefore phase 4 validation collects replenishment objects that are not fully validated and marks them as ineligible for
archiving.
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Phase 5: Border Points

If there are border point replenishment objects that have a maximum status that is higher than 'freeze', they have to be
marked as ineligible for archiving. This ensures that the assignments of the border point remain in the database to be able to
peg the next lower level replenishment objects to the border point. Border points can be frozen to make sure that assignments
of the border point remain intact during pegging.
For marking border points as non-archivable, there is an error-handling mechanism because there may be lower-level
replenishment objects of the border point that are eligible for archiving (in other words, border point type of error are not
inherited). Additionally, a border point error does not create new border point(s) on the next higher level.
The lower-left replenishment object in the gure can still be archived, even though a replenishment object ineligible for
archiving (due to its border point setting) can be found on the next higher level. To support a more conservative approach, such
replenishment objects can be considered as ineligible for archiving. You can de ne border point error handling logic using
transaction GPDARCH04 .
GPD Archiving ADK-Compliant Reports
Use
Archiving development kit (ADK) compliant reports require special programming techniques to be used, and assess the usage
of the archiving log. They provide a uni ed interface for archiving programs, enabling the customers to understand, use and
maintain the archiving solution more easily.
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Prerequisites
All ADK reports execute the same authorization check.
 Note
ADK reports should only be executed by personnel with extensive knowledge in the GPD area.
Fields:
GPDARCHPS (GPD Archiving Process Step): ADK
ACTVT (Activity)
Activity ID: 24
Activity text: Archive
Features
The following reports are available:
GPD Archiving Preprocessing Report (RGPDARCHPRE)
GPD Archiving Write Report (RGPDARCHWRI)
GPD Archiving Deletion Report (RGPDARCHDEL)
GPD Archiving Read Report (RGPDARCHREAD)
GPD Archiving ADK-Independent Deletion Phase (RGPDARCHPOST)
GPD Archiving Preprocessing Report (RGPDARCHPRE)

Use
The result of the validation process described for report RGPDARCHREPOBJ is an internal table with replenishment objects
with error codes (non-archivable objects) and replenishment objects that can be archived. This internal table can be used to
execute the (ADK compliant) preprocessing.
For all replenishment objects that have passed the archivability checks, the deletion indicator ( eld LOEVM) is set to ʻX’. This
provides the scope for the write phase of archiving.
If the GPD table contains the archivable replenishment object in any of the corresponding elds, then the eld LOEVM is set to
ʻX’.
Table Field(s) to check
PEG_TASS REPOBJ
PEG_TACTASS S_REPOBJ & R_REPOBJ
PEG_TSTK REPOBJ
PEG_TGTG REPOBJ
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Table Field(s) to check
PEG_TGTG_EXC REPOBJ
DIS_TOBJS_COSP OBJNR
DIS_TOBJS_COSS OBJNR
DIS_TOBJS_FMSU OBJNR
The preprocessing report also maintains table GPD_TARCH_REPOBJ ensuring that the result of the preprocessing validation
can be analyzed after the archiving run.
GPD Archiving Write Report (RGPDARCHWRI)

Use
The write phase is intended to write records (marked as deleted by the preprocessing program RGPDARCHPRE ) into the
archive le.
The scope is de ned as the records of the GPD tables, where the LOEVM eld is set to ʻX’. There is no need to de ne additional
selection screen parameters other than what the standard speci es.
Since the header element of the GPD archiving business object is the replenishment object, the process aggregates all
replenishment objects from the archivable records. This can be achieved by creating a set based on the replenishment objects
in PEG_TASS and PEG_TACTASS.
This method enables efficient data retrieval based on the replenishment object.
The goods issue table PEG_TACTASS has two replenishment object elds; receiving (R_REPOBJ) and sending (S_REPOBJ). One
record of PEG_TACTASS appears in both archiving business objects de ned by the sending and the receiving replenishment
objects, making it easier to analyze archived data at the expense of storage space of the archive le.
GPD Archiving Deletion Report (RGPDARCHDEL)

Use
The (ADK) deletion phase is intended to delete records (successfully saved in archiving les) from the database. Beside the
standard process de ned by the ADK, the only thing that needs to be done is set the replenishment object status to ʻarchived’
in table GPD_TARCH_REPOBJ. This information is used by core archiving objects (check GPD replenishment object status
without data retrieval from all GPD tables to check existence) and by the ADK-independent deletion phase (entries are deleted
from table GPD_TARCH_REPOBJ where the core object corresponding to the replenishment object is archived).
GPD Archiving Read Program (RGPDARCHREAD)

Use
You can display archived GPD data (data reload is not supported).
Activities
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To display archived data, you rst select archive les. You can use multiple archive les to display data. Additionally, users can
select speci c replenishment objects to retrieve from the archive le(s). This method is supported by the archiving information
system, providing the fastest way from performance perspective of data retrieval.
You can select all archiving les based on:
A period ( Date Speci c )
A replenishment object ( Select by Replenishment Object ),
Manually selected archiving les ( File-Speci c )
Archiving les in the GPD area are most likely to contain millions of records from the GPD tables. This amount of data is not
displayed on the screen for usability and performance reasons.
Since the header element (main business object) of the GPD archiving le is the replenishment object (as described in the write
phase), it makes sense to group data about to be displayed based on the replenishment objects. The user can still select
replenishment objects and navigate between the GPD tables displaying records of the selected replenishment objects.
The process provides a grid view of all the replenishment objects from the selected archive les and enables navigation
between the GPD tables displaying the records corresponding to the replenishment object(s) selected.
When you choose one of the navigation buttons (for example, Assignments, Goods Issues) , the report provides a grid view of
the records (from the selected table) corresponding to the replenishment objects selected.
GPD Archiving ADK-Independent Deletion Phase

(RGPDARCHPOST)
Use
Replenishment object entries in table GPD_TARCH_REPOBJ are deleted after core archiving runs. Since the
GPD_TARCH_REPOBJ table only contains technical information about the replenishment object, it is not necessary to store
these entries in archive les along with the core objects. The report fetches all archived replenishment objects from table
GPD_TARCH_REPOBJ ( eld ARCHIVED = ʻX’), and checks if the corresponding core object exists. If the core object does not exist
(in other words, it has been archived), then the replenishment object entry in table GPD_TARCH_REPOBJ is deleted by the
report.
Mechanism for Checking if Core Object Exists
Replenishment Object Type Table to Check Fields to Check
Network activity (NV) AFVC AUFPL & APLZL
Purchase order (BE) EKPO EBELN & EBELP
Production order (OR) AFKO AUFNR
Material-to-material transfer (M2) MSEG MBLNR, MJAHR & ZEILE
Stock gain (SG) MSEG MBLNR, MJAHR & ZEILE
Consumption posting to WBS element (PR) PRPS PSPNR
Delivery document (VC) LIKP VBELN
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Planned orders (PA) and purchase requisitions (BA) type replenishment objects do not have to be considered, since these type
of objects are not archived by GPD.
The report also deletes WBS entries from table GPD_TARCH_WBS if the corresponding core WBS object has already been
archived. This needs to be checked in table PRPS, using eld PSPNR.
The report can be executed in update and in test mode.
The report shall provides an ALV grid view of the results of the check. Replenishment objects about to be deleted
(corresponding core object already archived) are marked green, non-archivable objects (core object still exists) are marked red.
The same applies for WBS elements.
Cost Validation for Distribution Report (RDISCOSTVAL)
Use
The report RDISCOSTVAL validates and displays cost data for a project at a granular level and the prorated cost data based on
pegging information (pegging changes at selected time intervals). The report displays the following data:
Purchase costs including the data of payment, quantity paid for, and material numbers
Labor costs and hours such as personnel number with names, hours charges, Order, or operation numbers worked, the
original date of the cost posting, and material numbers
Weekly, monthly, and quarterly costs with the associated pegging changes
Features
In order to validate costs at the time of posting date, the pegging table (PEG_TASS) is captured each time the report is
executed. You can run this report with a single date (To Date) or with both Start and End dates.
When you run this report with a single date (To Date), the system does the following:
Checks for the validity of To Date from the new PEG_TASS header table
Cost data is retrieved depending on the cost type, Actual or Commitment
Actual: The report retrieves cost data from the cost tables, COBK and COEP for the entered To Date
Commitment: Retrieves the cost data (“BA” and “BE” types) with INSTK “IN-Procurement” on custom PEG_TASS
table from the COOI table
Excludes all of the GPD costs on the cost tables COEP
Adds the calculated GPD costs to the report
Excludes the settlement costs from non-GPD orders
Adds the calculated costs for non-GPD orders to the report
Displays the prorated costs
When you run this report with a From Date and To Date or From Date to current date, the result is a delta report that displays
the additional costs and any cost shifts with respect to the pegging data. When you use a time period, two inception to date
reports are generated and the data displayed is the associated cost data where the cost data from the From Date is subtracted
from the data of To Date.
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General Restrictions/Recommendations in GPD

 Note
For a complete and current list of GPD-related issues and solutions, see the SAP Notes under the primary component IS-
ADEC-GPD.
The list below provides a general list of restrictions and recommendations for GPD:
Grouping for individual project planning with valuated project stock already exists in the SAP standard system.
To use grouping without pegging and distribution, SAP recommends that you use valuated project stock.
When you use grouping with non-valuated project stock, costs collect on the grouping work breakdown structure (WBS)
element.
Pegging and distribution is the only automated process of moving the costs out of the grouping WBS element.
If you use grouping with non-valuated project stock, some goods movements are restricted.
These restrictions cannot be lifted by SAP to support the GPD business processes. See SAP Note 571882 for additional
information on using grouping without pegging and distributing in a non-valuated stock environment.
GPD does not support cross-company business processes.
GPD does not support delivery costs (cost of transporting stock from one plant to another).
Only requirements from network activities, production orders, sales orders and planned independent requirements are
supported by GPD.
By-products are not supported.
Negative stock quantities are not supported.
Material part number interchangeability is not supported.
Effectivity is not supported.
Serial numbers in stock and goods movements are ignored.
You can not use breakpoints with valuated project stock because of the standard value ow of the valuated project stock.
Valuated project stock with breakpoints leads to incorrect reporting gures.
 Note
For the most current list of restrictions, see SAP Note 436238.
See also:
Grouping Restrictions/Recommendations
Goods Movements Restrictions/Recommendations
Group To Group Transfer Restrictions/Recommendations
TBLP Restrictions/Recommendations
Pegging Restrictions/Recommendations
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Distribution Restrictions/Recommendations
Grouping Restrictions and Recommendations

The following is a list of recommendations and restrictions for grouping, pegging, and distribution (GPD):
The primary purpose of grouping is to take advantage of larger lot sizes.
Grouping does not enable a larger project-related data volume. See SAP Note 206264 for more information about the
restrictions concerning the size of projects.
If you do not use automatic requirements grouping, you must maintain the assignment of individual work breakdown
structure (WBS) elements to grouping WBS elements manually using transactions GRM3 or GRM4 .
For type 2 grouping WBS elements, you also need to execute transaction GRM5 to assign plant and materials
requirement planning (MRP) groups to the grouping WBS element. Because of the data structure of grouping, you
cannot include all consistency checks in these transactions. To detect problems in the assignment of your WBS elements
to grouping WBS elements, execute transaction GRM6 regularly.
Grouping is not a replacement for plant stock or a kind of plant stock.
Assigning thousands or more WBS elements to one grouping WBS element can cause performance problems in the
following:
Grouping
The MRP run
The availability check
The pegging run
It can also slow down the posting of material movements.
Never choose a grouping WBS element as a WBS element for network components.
Do not choose a grouping WBS element if it is only valid for other materials and not for the material of the network
component. This is valid especially if you want to use pegging and distribution. Such a setting leads to several con icts
with grouping. It does not work with pegging and is much harder to verify after the cost distribution run. A network
component should always be assigned to an individual WBS element, never to a grouping WBS element.
Use grouping to leverage the bene ts of larger lot sizes and an easier handling compared to project stock for individual
WBS elements.
You must decide which materials you will manage in the grouped project stock. Usually the materials at the top of a bill of
material (BOM) are so unique that they are managed in the stock of individual WBS elements.
Materials at medium levels in the BOM or externally procured materials, where you can leverage the advantages of
larger lot sizes, are usually grouped materials. However, you should use plant stock for lower value materials to reduce
the number of materials relevant for grouping and pegging. Grouping with pegging and distribution is not a replacement
for plant stock.
Avoid groups valid for an entire plant, if you use pegging.
Pegging processes materials according to their MRP low level code from the top to the bottom. Grouping WBS elements,
which de ne a hierarchy for the materials to be grouped, have to be processed together in one pegging run. That means
if you are using grouping WBS elements valid for an entire plant, you have to process the entire plant in one pegging run.
Depending on the data volume and the hardware, this is not possible beyond a given data volume, or it may lead to
performance issues. Set up your groups so that they are only valid for a number of your projects instead of the entire
plant, so that you can split the data volume.
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Cost distribution can always be carried out for a single grouping WBS element, a number of grouping WBS elements
(selection variant) or an entire plant.
If you have a huge volume of data, split all your grouping WBS elements in a number of selection variants and run these
different jobs at the same time.
Make sure that one group is only in one selection variant.
See also:
Goods Movements Restrictions/Recommendations

Only movement types that can be customized by standard Materials Management (MM) are supported by grouping,
pegging, and distribution (GPD).
You can never move stock from a grouping work breakdown structure (WBS) element to an individual WBS element and
vice-versa.
SAP does not support such movements; they can lead to residual costs on the grouping WBS element that cannot be
distributed by the distribution process.
Stock that is in transit between plants cannot be moved between groups while they are in transit.
GPD has several database tables required for the pegging process.
One of these tables is the stock table PEG_TSTK , which contains all the production orders and purchase orders that
have any quantity in stock. This table must be constantly synchronized with the project stock table MSPR. If the system
detects an inconsistency during a goods movements it raises an "x" message to avoid the database update, and the
program terminates.
There is check report (transaction PEG10), which nds inconsistencies between the two tables (PEG_TSTK and MSPR).
You should run this report regularly, especially when migrating existing data. The Compare at batch level indicator
should be switched on.
When you move stock between WBS elements, the sending and receiving WBS elements must be in the same company
code.
See also:
Group-To-Group Transfer Restrictions/ Recommendations

Use the standard SAP transactions, such asMIGO(with movement type 415/416) to perform group-to-group transfers.
You can enter the initial peg (assigned WBS element) in the eld Assigned WBS Element when preparing the stock transfer
order/performing a group-to-group transfer (415Q) in transactionMIGO. This eld only appears when you have entered all the
necessary data for the original grouping WBS element and the receiving grouping WBS element.
In the eld Assigned WBS Element eld, you enter the individual WBS element to which the costs should be assigned and this is
assigned to the receiving WBS element (and is valid for the MRP group of the material being transferred).
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If no requirement is created for the material transferred to the receiving grouping WBS or the material is not immediately
withdrawn, then the pegging program assigns the excess quantity to the assigned WBS element.
You cannot enter initial pegs in transfer posting transaction MIGO.
After a transfer of stock between groups, you have to run one of the following:
Pegging for both groups together in one pegging run
The transfer pegging program after running pegging independently for each group involved in group to group transfers.
For group to group goods issues, if you do not want to run pegging for both groups together, run it in the following order:
For the highest level group
For the lower level group, followed by even lower level groups, going top-down on the bill of material (BOM).
For more information, see Group to Group Goods Issue .
Replenishments that are pegged during the transfer pegging process do not follow the pegging logic rules (MRP/Fixing rule) or
the pegging exceptions.
The pegging logic Business Add-Ins (BAdIs) and the pegging exceptions BAdIs are not called in the transfer pegging program.
This program only pegs the sub-components of a part that is transferred between groups, so its sub-components should follow
the pegging assignment of the parent that is transferred. This is true also for sub-components that have not been issued to the
transferred production order at the time of the transfer, possibly because of data entry sequence.
When you transfer stock from one group to another, the GPD process moves the costs during the distribution process.
To move stock between groups without costs, you need to “lose” the material to be transferred in one group, and “ nd” it for
the new group. (You can, for example, use 501/502.)
Fixing rule 1 is not supported for the sub-components of group to group transferred stock.
If you have group to group transfers, each group work breakdown structure (WBS) element must have a unique exception WBS
element assigned for each exception.
You have two groups, G1 and G2 with stock transfers between them. To run pegging independently for the two groups,
transaction PEG04 must have a unique WBS element de ned for the scrap, surplus, and lost/found for each group.
Pegging stops running if the following conditions exist:
The exception WBS elements are the same for two different group WBS elements.
You have group to group transfers between the groups.
You are running pegging only for one of the groups.
If you have group to group transfers and you only want to run pegging for the groups independently, you cannot de ne
exceptions on the plant; this de nition leads to non-unique exception WBS elements for the groups.
See also:
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TBLP Restrictions/Recommendations
1. The Transfer Borrow Loan Payback (TBLP) processes are related to grouping, pegging, and distribution (GPD).
TBLP is only supported for individual work breakdown structure (WBS), not group, WBS elements.
2. A transfer or loan can be performed for a material with serial numbers.
You need to enter the serial number when you perform the transfer or loan.
See also:
Pegging Restrictions/Recommendations
If you have huge data volumes, or if it is not required for your business process, you shouldswitch off the pegging for
purchase requisitions and planned orders.
Since these objects are never debited with costs, switching pegging off has no effect on the cost distribution. Technically
the pegging run skips the reading and processing for purchase requisition and planned orders with external procurement
(PLAF-BESKZ = 'F').
Planned orders with internal procurement must be read and processed to process-dependent purchase orders or
production orders. The assignments for the planned orders are not stored to the database. Whether purchase orders or
planned orders are processed and stored at the database is controlled in the general settings for pegging - transaction
PEGRP .
Pegging does not see the serial number of a material.
An in-stock grouped material is pegged, without considering its serial number.
Rounding mechanism/fractional pegging
The rounding mechanism in the pegging report PEG01N is consistent and has better performance. Therefore fractional
pegging is not necessary for performance improvements.
SAP recommends the use of material requirements planning (MRP) pegging logic, not the xing rule pegging logic.
MRP pegging logic is based on the current MRP and pegging run. Fixing pegging logic stores the historical pegging
assignments, but over time, this storage causes the pegging results to deviate from the MRP pegging results.
For cross plant goods movements, you can have stock that is in transit between plants.
If an exception rule is set to follow historical pegging assignments and peg proportionally, the pegging assignments of
exceptions does not peg proportional to the in-transit replenishment’s pegging assignments. When the in-transit
quantity is brought into stock, exception replenishments will peg proportionally.
See also:
Distribution Restrictions/Recommendations
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A distribution run cannot be cancelled.
Distribution cannot be re-run for past periods.
If you have huge data volumes or if the distribution of commitments is not required for your business process, you should
switch off the distribution for commitments.
Switching the distribution of commitments off or on is controlled in the distribution pro le (transaction DISRP ). The
same rule is valid for payments. The payment distribution indicator is only necessary for postings updated by the PS cash
management. The distribution of value type 12 cash postings is not in uenced by this indicator but by the one for cost
distribution.
If you use grouping, pegging and distribution (GPD) only for externally procured materials, SAP recommends that you
switch off the distribution of costs, cash, and commitment for internally procured materials.
The same is true if GPD is only used for internally procured materials.
See also:
Transfer/Borrow-Loan-Payback (TBLP)
Purpose
The requirement situation can often change unexpectedly during the execution of a project.
You can use the component Transfer/Borrow/Loan/Payback (TBLP) to transfer or lend material to another project, whereby
borrowed material can be paid back either in a lump sum or in installments.
Implementation Considerations
 Caution
The TBLP transactions are not in the SAP menu. This is not to be used for Grouping, Pegging, and Distribution (GPD) stocks
or requirements. We recommend that you get in touch with a solution consultant for implementation.
Integration
The Transfer/Borrow-Loan-Payback functions enhance the standard functions in the project-based production environment of
the components Project System, Requirements Planning and Inventory Management and also the functions in the industry-
speci c component Grouping, Pegging and Distribution.
Features
The component Transfer/Borrow-Loan-Payback contains the following functions:
Posting or Loaning Material
Cancelling Transfer Postings and Loan Transactions
Paying Back of Borrowed Material
Material Costing
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Report: List Overview
Constraints
The following functions are not supported:
Transfer postings and loan transactions between individual WBS elements and grouping WBS elements
Loan transactions between grouping WBS elements
Postings between grouping WBS elements with non-valuated stock
Postings between grouping WBS elements across different plants
Posting or Loaning Material
Use
You can use this procedure when the requirements situation in your project changes unexpectedly during the execution of the
project.
You can transfer or loan material to another project, whereby borrowed material has to be paid back at a later date either in
one lump sum or in installments.
 Example
Example 1:
During the execution of a project withnon-valuated stock, surplus has been produced that you would like to transfer to
another project. In this case, no value ow takes place - only a quantity ow. If you want to use the material later for another
project, no costs are calculated to the new project since the material has already been paid for in the preliminary project.
Example 2:
Project A has reserved 20 units of a certain amount of a material for the 1st November and has them in stock. Project B,
however, requires 20 units of the same material on 15th October. Although both material reservations are assigned to the
appropriate projects, it makes sense from a production point of view that project B takes project A's allocation, whereby B is
debited and A credited. Project B is still responsible for the procurement of the unit of the material it originally orders,
although A will receive the material that is delivered in response to B's purchase order (to replace the quantity that was
loaned to B).
Prerequisites
Both projects have the same stock valuation (valuated/non-valuated stock).
Sending and receiving WBS elements have been released.
The desired amount of material is in the available stock of the sending project.
Features
Transfer posting:
A material posting can take place either on Grouping WBS Element level or on WBS Element level.
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There are no special features for valuated stock in the value ow. During a transfer posting, the sending project is credited and
the receiving project debited with a stock value.
If you use non-valuated project stock, the sending project is credited and the receiving project debited with the costs that are
calculated using Product Costing. This means that the cost component split is clear and visible for both parties.
Loan transaction:
You can execute a loan transaction on WBS element level.
There are no special features for valuated stock in the value ow. During a loan transaction, the sending project is credited and
the receiving project debited with a stock value.
The costs are calculated using product costing for non-valuated stock.
Since the receiving project is responsible for the replenishment of borrowed materials, the system automatically generates an
appropriate dummy material reservation. On the side of the sending project, the system creates a dummy planned order that
cannot be converted to a production order. This means that requirements planning is prevented from replacing the material
that has been lent out.
 Note
Material quantities that are lent receive the status OnLoan in the Stock/Requirements List for the sending WBS element
and the status Borrow on the side of the receiving WBS element.
For further information, see:
Performing Material Transfer Postings
Loaning Material
Performing Material Transfer Postings
Use
You post an amount of a material that you no longer require in your project to another project.
Prerequisites
Both projects have either valuated or non-valuated stock.
Procedure
1. Enter transaction TBLP_TRLO in the command eld.
2. The Transfer/Loan Reservation/WBS Stock List screen appears.
The Transfer/Loan Reservation/WBS Stock List screen appears.
3. Enter the desired material, plant, and, if required, a speci c WBS element.
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4. All open reservations are displayed on the receiving side. Select the appropriate WBS element if you want to want to
make a posting with reference to a material reservation.
5. The stock for the individual projects is displayed on the sending side. Select the appropriate WBS element from which
you want to send material to another project.
6. Choose either Create Transfer if you want to make the posting with reference to a material reservation or Create
Open Transfer if you want to post without entering a material reservation.
7. Enter the required data in the dialog box.
8. Choose Yes to con rm your entries.
Result
The appropriate amount of material has been posted from one project to another and can be used.
It may be necessary to undo the posting transaction. For more information, see Crancelling Postings and Loan Transactions.
Loaning Material
Use
Due to an unplanned change in requirements, for example due to rescheduling, you borrow a speci c quantity of material for
one of your projects from another project.
Prerequisites
Both projects have either valuated or non-valuated stock.
Procedure
1. Enter transaction TBLP_TRLO in the command eld.
2. The Transfer/Loan Reservation/WBS Stock List screen appears.
3. Enter the desired material, plant, and, if required, a speci c WBS element.
4. Select the WBS element indicator.
5. All open reservations are displayed on the receiving side. Select the WBS element that is to receive the material.
6. The stock for the individual projects is displayed on the sending side. Select the WBS element that is to lend the
material.
7. Choose Create Transfer in the application toolbar.
8. A dialog box for creating the transfer appears.Enter data as required.
9. Choose Yes to con rm your entries.
Result
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The appropriate quantity of material has been posted from the sending project to the receiving project and can be used by the
receiving project. The borrowed quantity has to be paid back later either in one lump sum or in installments. For more
information, see Paying Back Material.
It may be necessary to undo the loan transaction. For more information, see Crancelling Postings and Loan Transactions.
Cancelling Transfer Postings and Loan Transactions
Use
You want to undo speci c transfer postings or loan transactions.
Prerequisites
You have created a transfer posting or a loan transaction.
Procedure
1. Enter transaction TBLP_CANC in the command eld The Transfer/Loan Cancellation List screen appears.
2. Enter the required data. Choose the transactions that you want to be displayed.
3. Con rm with Enter .
4. All the relevant transfer postings and/or loan transactions are displayed. Select the transactions that you want to
cancel.
5. Choose Cancel Transfer /Loan in the application toolbar.
6. A dialog box appears displaying the data for your chosen transaction. Con rm the query.
Material Costing
Use
You can use this procedure if you want to post or loan materials between projects with non-valuated project stock . Projects are
credited and debited using material costing with quantity structure.
Prerequisites
You use non-valuated project stock
A BOM exists for the appropriate material
A routing/task list exists for the appropriate material
You have de ned a costing variant in Customizing (transaction 0TBLP01 )
Features
Create costing
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The system draws the data for material and assembly costs from the material master record and the appropriate task list. This
takes place as background processing.
Material costing differentiates between different costing variants that control the explosion of the quantity structure from BOM
and task list.
Assignment of existing costing
If costing already exists for the appropriate material, it can be assigned.
You can also assign costing that already exists for the combination of the material with a speci c WBS element and a speci c
plant.
You can nd further information under Executing Material Costing .
Executing Material Costing
Use
You want to debit and credit projects with non-valuated project stock appropriately when you execute transfer postings/loan
transactions.
Prerequisites
Both projects have non-valuated project stock.
A BOM exists for the appropriate material.
A routing/task list exists for the appropriate material
You have de ned a costing variant in Customizing (transaction0TBLP01 ).
Procedure
1. Enter transaction TBLP_COST in the command eld The Transfer/Loan Costing List screen appears.
2. Enter the required data. Choose the transactions that you want to be displayed.
3. All the relevant transactions are displayed. Select your desired transaction.
4. Choose Post costs in the application toolbar if you want to create a new material costing.
Choose Assign Mat. Cost Est. in the application toolbar if you want to assign material costing that already exists for the
material.
Choose Assign Seiban Cost Est. in the application toolbar if you want to assign material costing that already exists for the
combination of material, WBS element and plant.
Choose Cancel Cost Estimate in the application toolbar if you want to undo the costing.
Result
Material and assembly costs are calculated for the chosen transaction. The sending and receiving projects can now be debited
and credited with the appropriate costs when materials are posted or lent/borrowed.
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For more information, see Material Costing .
Paying Back of Borrowed Material

Use
You can use this procedure to return/pay back materials that you have borrowed from another (sending) project due to
unforeseen changes in the requirements situation.
You have the option of paying back the material in one lump sum or in installments.
Prerequisites
Open loan transactions exist for the sending and receiving WBS element
The receiving WBS element has sufficient material in stock to be able to return the borrowed amount of material to the
sending WBS element
Features
This function provides an overview of all the open loan transactions and the option of choosing to pay back in one lump sum or in
installments from the overview.
When you pay back borrowed material quantities, primary and secondary costs are transferred back to the sending project.
At the same time, the planned order created for the sending WBS element during the Loan Transaction , the material
reservation for the receiving WBS element and the appropriate cost postings are deleted.
 Note
The material receives the status P - paid back in the Stock/Requirements List .
You can nd further information under Paying Back Materials .
Paying Back Materials
Use
You have borrowed a certain amount of a material due to unforeseen circumstances and changes in requirements in a project
and you now want to return/pay back this material to the sender/loaning project completely (in installments).
Prerequisites
Open loan transactions exist for the sending and receiving WBS element
The receiving WBS element has sufficient material in stock to be able to return the borrowed amount of material to the
sending WBS element
Procedure
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1. Enter transaction TBLP_PBCK in the command eld The Loan Payback List screen appears.
2. Enter the required data. Choose the transactions that you want to be displayed. Con rm with Enter .
3. The system displays a list of all the open loan transactions. Select the transactions that you want to process and choose
Payback in the application toolbar.
4. A dialog box appears displaying the data for your chosen transaction. The system automatically proposes the largest
possible amount that you can payback. Con rm this amount or enter a lesser amount if you want to pay back the loan in
installments.
5. Con rm your entries.
Report: List Overview
Use
You can use this report to analyze data for existing transfer postings and loan transactions.
Prerequisites
Transactions exist for the selection criteria you have entered in the system
Features
You can select speci c transfer postings and loan transactions according to different criteria.
 Note
The transaction code for the info. report is TBLP_INFO.
This report allows you to see information in list form on the transactions you select. All existing data such as status, CO posting
documents is displayed.
The list uses the SAP List Viewer and can be con gured to suit users' requirements if necessary. You can, for example, add
columns to or delete columns from the display.
Transaction Codes for TBLP

Customizing Transaction
Name Description
0TBLP01 Customizing TBLP
Application Transactions
Name Description
TBLP_TRLO Transfer/Loan Reservation/WBS Stock List
TBLP_CANC Transfer/Loan Cancellation List
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TBLP_COST Transfer/Loan Costing List
TBLP_PBCK Loan Payback List
TBLP_INFO Analyze Borrow/Loan/Payback Data
Project-Related Incoming Orders

Use
The system uses this function to determine key gures for incoming order and open order values from sales orders assigned to
projects. This means you can obtain a statement on the expected result for the customer projects at an early stage.
The key gures for the incoming orders are the costs, revenues, and quantities expected to arise from sales orders closed or
changed in the current period.
The open order value is the incoming order value, reduced by the billing documents with revenue.
You can evaluate the expected result, and the key gures listed below, in the project information system and in Pro tability
Analysis:
Incoming order values
Order history
Open order value
Integration
If you use the SD application component, you can assign sales orders to a project. In the Project System IMG, you stipulate that
the system should record the planned revenue from the sales order item in the relevant billing element.
For more information on assigning sales orders to projects, read Sales Pricings .
If you use Pro tability Analysis (CO-PA), settlement means that the key gures for incoming orders and open orders from
customer projects are also available for company-wide pro tability accounting.
Prerequisites
You must have Pro tability Analysis live.
You must make the settings necessary for the incoming orders function in the Project System IMG.
The system determines the incoming order key gures only for WBS elements which satisfy the following conditions:
The WBS element is a billing element.
A results analysis key must be de ned in the WBS element master data.
A sales order value (value type 29) must be recorded in the WBS element:
In the billing element, the system records the sales order value from:
The assigned sales order item
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You must activate the update of planned revenues from sales and distribution documents in the Project System IMG:
From an external system, using BAPI.
The commercial transaction "Automatic results analysis, actual" must be active in the billing element - that is, the billing
element must have system status "Released".
Features
For each billing element, the system determines the costs, revenues, and quantities for the different categories of incoming
orders ( order history ) and the amount by which the open order value is reduced. The system records the data in the project
information database. In addition to the key gures so determined, you can also view the open order value in the information
system as the difference between the incoming order value and the reduction amount.
 Note
You can allocate internal activity using transfer prices , if you are using parallel valuation. When determining the project-
related incoming order value, the system ignores internal billing documents using transfer prices for projects.
With regard to determining the key gures, you should, depending on the billing element status, distinguish between the
following scenarios:
The nal invoice has not been issued for the billing element.
The system determines the incoming order key gures from any CO version you want, on the basis of the costs, revenues, and
quantities planned by cost element. You store the CO version you want to use as the valuation basis for determining the
incoming order value in the Project System IMG (In the additional settings for the results analysis key). Depending on timing,
the system includes the total plan values from the following objects:
Planned revenues in the billing element
Planned costs in the billing structure objects
Usage quantities from the billing structure objects
Order quantity from manual revenue planning in the billing element
The system does not update the order quantity from the sales order item to the billing element.
The system determines the open order value reduction amount based on actual data (revenues affecting the result and costs of
sales) for results analysis version 0. The calculation takes account of all the actual data in the billing element up to the period
speci ed in the initial screen. If there is no such data, - that is, if results analysis has not yet been carried out- the reduction
amount is zero and the open order value is the same as the accumulated incoming orders.
 Example
Open order value (revenues) = incoming order value (revenues) - revenues affecting the result
Open order value (costs) = incoming order value (costs) - costs of sales
The nal invoice has been issued for the billing element.
The system determines the key gures for incoming order values based on actual data for results analysis version 0. The
calculation takes account of all the actual data in the billing element up to the period speci ed in the initial screen.
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In this case, the reduction amount is the same as the incoming order value, reducing the open order value to zero.
 Note
If you are billing a project on a resource-related basis, there will not generally be any planned revenue for the project. In the
Project System IMG, you can stipulate that the incoming order values for such projects should be determined on the basis of
results analysis actual data.
The actual values exceed the planned values.
Regardless of the status of the billing element, the system determines the incoming order key gures on the basis of the actual
data in results analysis version 0.
The system makes separate decisions, split by cost and revenue, on whether the actual value or the plan value is used to
determine the incoming order value. It always uses the larger of the two values.
 Example
Costs (actual) > Costs (planned) Costs (incoming orders) = Costs (actual)
Revenues (actual) < Revenues (plan) Revenues (incoming orders) = Revenues (plan)
The graphic below illustrates how the incoming order value and open order value are determined, taking revenues as an
example:
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As a rule, you will determine the incoming order value periodically, directly after results analysis. When determining the key
gures on the basis of the plan data, the system generally only considers the changes made since the last run. Note that this
covers all the changes made since then.
 Example
An order was changed on May 5. You run the incoming order calculation for period 4 on May 10. The run takes account of the
order change and records it in period 4.
If you carry out more than one run in a period, the system determines only what has changed since the previous run. To
determine the changes relating to the period-end close for previous period, you must cancel the interim runs.
See Canceling Incoming Order Key Figures .
Activities
You can:
Evaluate the key gures in the project information system
Settle the key gures to Pro tability Analysis
See Settlement to Pro tability Analysis .
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In the project information system, you can evaluate the costs, revenues, and expected result for the different categories of
incoming order assigned to projects. The standard system contains the Incoming Orders hierarchy report. The report contains
the following values:
Category Revenues (R) Costs (C) Result
New order R1 C1 R1 - C1
Changed order R2 C2 R2 - C2
Cancellation R3 C3 R3 - C3
Plan change R4 C4 R4 - C4
Incoming order (IO) total IO(R) = IO(C) = IO(R) - IO(C)
R1 + R2 + R3 + R4 C1 + C2 + C3 + C4
Results analysis actual Revenues affecting the result Cost of sales (COS) RAR - COS
data(reduction by billing (RAR)
document)
Open order value (OO) IO total - RAR IO total - COS OO(R) - OO(C)
Order History
De nition
The order history records the origin of the values for incoming orders.
Structure
The system represents the order history divided into the following categories:
AENA – New order
The current run is the rst occasion that incoming orders have been determined for this billing element or project.
AEAB – Cancellation
Incoming orders have been determined for this billing element or project. In the current run, all sales order items for the billing
element or project are cancelled.
AEGA – Order change
The sales order has been changed - that is, the total incoming order value for the billing element has changed since the last run.
In this area, the system only considers the values record in the incoming order cost element of type 50 (sales revenues).
AEPA – Plan change
None of the previous criteria is relevant. Cost planning in the billing structure has changed since the last run.
The system determines the order history in the sequence listed here. If, for example, the plan or order changes in a period, the
values for the incoming order are treated as "order changes".
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For "New order" and "Cancellation", you can use the Project System IMG to de ne whether this characteristic is to apply to the
whole project or just the billing structure. The former is a good idea if only one sales order is assigned to the project.
 Note
The system uses the accrued actual data to calculated the values for reducing incoming orders. The system records the
values under the category ABAF -
Orders on hand, reducing using billing documents
Costs of sales incurred up to now and revenues affecting the result are recorded under this category.
Determining Key Figures for Incoming Orders
Use
As a rule, you will execute the incoming order valuation run at the period end. You can then evaluate the values in the project
information system and settle them to Pro tability Analysis.
You can execute the run more than once in a period. The system generally determines what has changed since the last run.
When determining the key gures based on the plan data, the system considers incoming orders and changes up to the data of
the program run. If you want to display changes since the previous period or transfer them to Pro tability Analysis, you must
cancel any interim runs.
See Canceling Incoming Order Key Figures .
 Note
If you are now determining incoming order values for a period in the past, the system cancels all the incoming order key
gures for periods since then.
Prerequisites
When determining the key gures, the system only considers billing elements:
In whose master data a results analysis key has been de ned
Where a sales order value (value type 29) has been recorded
Which have been released
You must make the settings necessary for the incoming orders function in the Project System IMG.
If actual data has already been recorded in the project, you must carry out results analysis before determining the incoming
order value. In results analysis, the system determines, among other things, the revenues and cost of sales relevant to the
result. It then uses this data to determine the reduction amount on the open order value.
You need a selection variant for collective processing. You can de ne the selection variant in one of the following ways:
In the Project System IMG
Directly from the application
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Procedure
1. Choose Logistics or Accounting Project System Financials Period-End Closing Individual Functions Incoming
Orders Individual Processing or Collective Processing.
2. Enter the controlling area, as required.
3. Specify the selection criteria:
In collective processing, a selection variant
In individual processing, either a sales document, project de nition, or WBS element
1. Specify the period and scal year.
By specifying the period, you regulate:
The period to which incoming order key gures are updated
The period up to which the actual data is considered
The period for which incoming order key gures are cancelled
1. Select the process control elds you require: The following options are available:
Background
Test run
Detailed list
1. If you want to select a display variant for the detailed log, choose Extras Display variant .
2. To show or hide information messages in the log, choose Extras Log options.
3. Choose .
 Note
To cancel values for the current period, choose Incoming orders Cancel . The system cancels the values for incoming
orders in the speci ed period.
Result
The system determines the values and category ( Order history ) for the incoming orders in the billing element. The system
records the values determined in the incoming order cost elements. You de ne these for the speci ed period in the Project
System IMG; the value type is 19. The system calculates the incoming order reduction values using the actual results analysis
date and updates the resulting value to the open order category (ABAF).
Following the run determining the incoming order value, the system outputs a two-level log:
Basic list
This list shows the parameter output and statistics on the number of objects processed.
Detailed list
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This contains detailed information on the individual objects processed:
Category
Cost element
Sales revenues
Other income
Costs
Quantity
You can enter your own display variants for the detailed log.
If the run was a live run, you can view the resulting values in the project information system. The standard system contains
report 11ERL1F Incoming orders. You can access the report directly from the log, as follows:
For the object: choose Order history
For the project, choose Environment Report
Canceling Incoming Order Key Figures

Use
You can use this function to cancel the incoming order key gures for a particular period. This would be necessary in cases like
the following:
You have executed the incoming order valuation run more than once in the current period. To be able to evaluate the
changes in the key gures between this period and the previous one, you must cancel the interim incoming order
valuation runs. To do this, proceed as follows:
1. Cancel the values for incoming orders in the current period.
2. The system cancels the values for incoming orders in the period speci ed in the initial screen.
3. Run the incoming order valuation again.
The system includes changes between the current period and the previous one.
You then delete the results analysis key or the billing indicator in the billing element. You can only make these changes if
no incoming order values have been recorded in the billing element.
Settlement to Pro tability Analysis
Use
You can use this function to settle the values for project-related incoming orders to Pro tability Analysis. Pro tability Analysis
includes the values for business-wide pro tability accounting.
Integration
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You must be using the Pro tability Accounting (CO-PA) application component.
Prerequisites
You must de ne an actual settlement rule or an incoming order settlement rule with a pro tability segment as the receiver for
the billing element. The most important factor for this settlement is the incoming order settlement rule de ned for the billing
element. If none is de ned, the system uses the rule for settling actual values to the pro tability segment.
In the Pro tability Accounting IMG, the order history characteristic (SORHIST) must be assigned to the operating concern.
Features
The system transfers the costs, revenues, and quantities with the relevant categories ( order history ) and the results analysis
actual data (reduction amount for open order value) to Pro tability Accounting. The system also transfers the reduction
amount for the incoming order value with incoming order category ABAF (Open order value: reduction by billing document).
The system transfers the order history to Pro tability Accounting as technical characteristic SORHIST. If the characteristic
cannot be transferred (for example, because it is not assigned to the operating concern), the system displays an appropriate
error message. The settlement is not carried out.
Two processing types are available for settling incoming order values:
Processing type 0
The system only settles the data for project-related incoming orders to Pro tability Accounting.
Processing type P
The system settles the actual data in accordance with the settlement rule maintained in the object (automatic settlement). In
addition, the data for project-related incoming orders is also settled.
For more information, read Settlement of Orders/Projects in the Pro tability Accounting documentation.

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8/5/2022

Project System (PS)

SAP S/4HANA | 2020 (Oct 2020)

Original content: https://help.sap.com/docs/SAP_S4HANA_ON-PREMISE/4dd8cb7b1c484b4b93af84d00f60fdb8?locale=en-

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Grouping, Pegging, Distribution (GPD)

This function includes:

Project Earned Value

Project-Related Incoming Orders

Grouping, Pegging, Distribution

Production components of the S/4HANA system

Combined Requirements (Grouping)

Cost Distribution (Distribution)

Grouping in Individual Project Planning

Plant stock (planning collective requirements in warehouse material)

Project stock (individual project planning)

Requirements Grouping in Projects: Real Project Stock

Grouping Across Projects

Cost Distribution (Distribution)

Manually Assigning WBS Elements to Several Grouping WBS Elements

De ne Grouping WBS Elements for the project or projects.

Grouping WBS element

Non-valuated project stock

Logistical Processing When Working with Project Stock

Preparing Requirements Grouping

4. You maintain the MRP data in the material master records:

Create Project De nition and WBS Element for Grouping

3. The initial screen for the project builder now appears.

4. Enter a project de nition and a project pro le .

10. The overview screen for WBS elements now appears.

11. Enter the WBS element, the description, and so on.

12. Select the WBS element and choose .

13. The maintenance screen for WBS elements now appears.

17. The overview screen for WBS elements appears again.

18. Save your entries.

Assigning WBS Elements to a Grouping WBS Element

You have created WBS element for the projects.

Assigning MRP Groups to a Grouping WBS Element

Planning Material Requirements with Requirements Grouping

The following options are available:

Multi-Plant Requirements Grouping with a Grouping WBS Element

Multi-Plant Requirements Grouping with Several Grouping WBS Elements

Requirements Grouping with a Grouping WBS Element for Each Plant

Requirements Grouping with Hierarchically Structured Grouping WBS Elements

Multi-Plant Requirements Grouping with Single Grouping

Multi-Plant Requirements Grouping with Grouping WBS

Material A is allowed to be planned with requirements grouping.

Material A is assigned to the WBS elements E1, E2 and E3 in the networks.

Requirements Grouping with a Grouping WBS Element for Each

Requirements Grouping with Grouping WBS Elements for Each

Grouping with Hierarchically Structured Grouping WBS

The grouping WBS elements are hierarchically structured in this procedure.

Grouping WBS Elements

The grouping WBS elements 1 to 6 correspond to the following grouping criteria:

Grouping WBS element 1 corresponds to domestic orders from the government

Grouping WBS element 3 corresponds to orders from France

Grouping WBS element 4 corresponds to grouping of domestic orders

Assignments Between WBS Elements and Grouping WBS Elements

WBS 1.2 WBS 1.2 Grouping WBS el. 3 WBS 1.2

WBS 2.1 WBS 2.1

Grouping WBS el. 1 WBS 2.2

Grouping WBS el. 2 Grouping WBS el. 1