BBP Ducab PP 1v1

BUSINESS BLUEPRINT
MODULE : PRODUCTION PLANNING
PROJECT IDENTIFICATION
Project Type
Project Name CPI/Project Number
DUCAB SAP Implementation Project - SAP ERP Implementation

Customer Name Customer Number Planned Finish
DUCAB - 2nd April, 2012
SAP Customer Partner Project Sponsor Program Manager
Fujitsu Consulting Graham Cheetham
SAP Project Manager DucabProject Manager Fujitsu Project Manager
Raihan Aamir Dinesh Rupchandani
Document History
AUTHORS & PARTICIPANTS

Role Name
Fujitsu - Lead Application Consultant Sanjay Mehta
Ducab – System Champion Abdullah El. Doukhei, Samih Zamzam,
Ducab – Project Manager Raihan Aamir
REVISION HISTORY
Date Document Version Document Author
Revision
Description
02/01/2012 Ducab_Business Draft for Sanjay Mehta
Blueprint_PP_0V1 customer review
08/01/2012 Ducab_Business Draft for Sanjay Mehta
Blueprint_PP_0V2 customer review
10/01/2012 Ducab_Business Draft 1 for SAP Sanjay Mehta
Blueprint_PP_0V3 review.
15/01/2012 Ducab_Business Final Document Sanjay Mehta
Blueprint_PP_1V0 for SAP Review
09/02/2012 Ducab_Business Final Document Sanjay Mehta
Blueprint_PP_1V1 post SAP review
REVIEWED BY
Name Title Date Signature
Junaid Siddiqi Control Team Member

Abdullah El. Doukhei, System Champion
Samih Zamzam, System Champion
Raihan Aamir Ducab Project Manager
Dinesh Rupchandani Fujitsu Project Manager
APPROVED BY
Name Title Date Signature
Raihan Aamir Ducab Project Manager

Graham Cheetham Ducab Project Sponsor
Ducab_Business Blue Print_PP_1v1 2

For Internal Use Only
TABLE OF CONTENTS
Document History.......................................................................................................................................1
1.0 Introduction.....................................................................................................................................10
2.0 Management / Executive Summary..............................................................................................10
3.0 Project Charter................................................................................................................................12
4.0 Value Determination.......................................................................................................................12
4.1 Business Objectives and Expected Benefits................................................................................................... 12
4.2 Major Business Pain Points (to achieve business objective)...........................................................................15
4.3 Key Performance Indicators (KPIs)................................................................................................................. 17
5.0 SAP ORGANISATIONAL STRUCTURE.........................................................................................18
5.1 Finance Enterprise Structure........................................................................................................................... 18
5.1.1 Operating Concern.................................................................................................................................. 18
5.1.2 Controlling Area....................................................................................................................................... 18
5.1.3 Company................................................................................................................................................. 18
5.1.4 Company Code....................................................................................................................................... 18
5.1.5 Segment.................................................................................................................................................. 19
5.2 Logistics Enterprise Structure......................................................................................................................... 19
5.2.1 Plant........................................................................................................................................................ 19
5.2.2 Storage Location..................................................................................................................................... 20
5.2.3 Purchasing Organization......................................................................................................................... 21
5.2.4 Sales Organization.................................................................................................................................. 22
5.2.5 Distribution Channel................................................................................................................................ 22
5.2.6 Division.................................................................................................................................................... 23
6.0 Master Data Concept PP................................................................................................................25
6.1 PP-Specific Data In Material Master Record................................................................................................... 25
6.1.1 Purpose................................................................................................................................................... 25
6.1.2 Integration............................................................................................................................................... 25
6.1.3 Features.................................................................................................................................................. 25
6.1.4 Information stored at different levels....................................................................................................... 26
6.1.5 Material types and PP Views to be created per material master type (Not yet approved by business)
26
6.2 Bills of Material (BoM)..................................................................................................................................... 42
6.2.1 Purpose:.................................................................................................................................................. 42
6.2.2 Integration......................................................................................................................................................... 42
6.2.3 Features............................................................................................................................................................ 43
6.2.4 BoM types used................................................................................................................................................ 43
6.3 Work Center.................................................................................................................................................... 45
6.3.1 Integration............................................................................................................................................... 45
6.3.2 Features.................................................................................................................................................. 46
6.4 Routings.......................................................................................................................................................... 47
6.4.1 Purpose................................................................................................................................................... 47
6.4.2 Integration............................................................................................................................................... 47
6.5 Production Versions........................................................................................................................................ 48
6.5.1 Purpose................................................................................................................................................... 48
6.5.2 Integration............................................................................................................................................... 48
6.5.3 Features.................................................................................................................................................. 48
6.6 Documents...................................................................................................................................................... 49
6.6.1 Purpose................................................................................................................................................... 49
6.6.2 Integration............................................................................................................................................... 49
6.6.3 Features.................................................................................................................................................. 49
6.7 Characteristics................................................................................................................................................ 50
6.7.1 Purpose................................................................................................................................................... 50

6.7.2 Integration............................................................................................................................................... 50
6.7.3 Features.................................................................................................................................................. 50
6.7.4 SAP Pre-created characteristics.............................................................................................................. 50
6.8 Classes and Classification.............................................................................................................................. 55
6.8.1 Purpose................................................................................................................................................... 55
6.7.2 Types of Classes..................................................................................................................................... 55
6.7.3 Object Dependencies in classification..................................................................................................... 55
6.7.4 Configuration Profile................................................................................................................................ 55
6.7.5 Features.................................................................................................................................................. 55
6.9 Requirements & Expectations............................................................................................................................. 56
6.9.1 Systems List...................................................................................................................................................... 56
6.9.2 Data Conversion Requirements........................................................................................................................ 56
6.9.3 Master Data Ownership.................................................................................................................................... 56
7.0 Data Management...........................................................................................................................59
7.1 High-Level Migration Concept......................................................................................................................... 59
7.2 Transaction Data............................................................................................................................................. 61
7.3 Business Object Scope................................................................................................................................... 61
7.4 Roles and Responsibilities.............................................................................................................................. 61
7.5 Project Roles................................................................................................................................................... 62
7.6 Project Responsibilities................................................................................................................................... 62
7.7 Project Dependencies..................................................................................................................................... 64
7.8 Events and Dependencies.............................................................................................................................. 64
7.9 Legacy Data Archive....................................................................................................................................... 64
8.0 BusinessScenario(Business Area/Process Group) Scope........................................................64
9.0 Business Process and Solution Design.......................................................................................67
9.1 Production Order Execution/Confirmation....................................................................................................... 67
9.1.1 Business Process Description................................................................................................................. 67
9.1.2 Business Requirement............................................................................................................................ 68
9.1.3 Business Process Flow Diagram............................................................................................................. 69
9.1.4 Process Step Detailed Requirements and Solutions...............................................................................71
9.1.5 Integration Points.................................................................................................................................... 72
9.1.6 Functional Solution for Production Order Confirmation/Execution.........................................................73
9.1.7 Organization Structure Considerations.................................................................................................... 77
9.1.8 Master Data Considerations (including all relevant data relationships)...................................................77
9.1.9 System Configuration Considerations..................................................................................................... 77
9.1.10 Technical / Development Related Items (WRICEF) for Process “Production Order
Confirmation/Execution”............................................................................................................................................. 78
9.1.11 Reporting (operational and analytical)..................................................................................................... 78
9.1.12 Interfaces................................................................................................................................................ 78
9.1.13 Data Conversion / Historical Data........................................................................................................... 79
9.1.14 Enhancements........................................................................................................................................ 79
9.1.15 Output (e.g. forms).................................................................................................................................. 80
9.1.16 Workflow................................................................................................................................................. 80
9.1.17 Authorization........................................................................................................................................... 80
9.1.18 Organizational Change Related Items for Process “Production order – Operation confirmation”............81
9.1.19 Change Impact Summary........................................................................................................................ 81
9.1.20 Addressal of Pain Areas from Legacy System........................................................................................82
9.1.21 Pain Points and Solution Obtained.......................................................................................................... 82
9.2 Goods Issue and Goods receipt for Production Order....................................................................................83
9.2.5 Integration Points.................................................................................................................................... 87

9.2.6 Functional Solution for Process “Goods issue and goods receipt for production order”..........................88
9.2.7 Organization Structure Considerations.................................................................................................... 92
9.2.8 Master Data Considerations (including all relevant data relationships)...................................................92
9.2.9 System Configuration Considerations..................................................................................................... 92
9.2.10 Technical / Development Related Items (WRICEF) for Process.............................................................92
9.2.11 Reporting (operational and analytical)..................................................................................................... 92
9.2.12 Interfaces................................................................................................................................................ 93
9.2.13 Data Conversion / Historical Data........................................................................................................... 93
9.2.14 Enhancements........................................................................................................................................ 93
9.2.15 Output (e.g. forms).................................................................................................................................. 94
9.2.16 Workflow................................................................................................................................................. 94
9.2.17 Authorization........................................................................................................................................... 94
9.2.18 Organizational Change Related Items for Process..................................................................................95
9.2.19 Change Impact Summary........................................................................................................................ 95
9.2.20 Addressal of Pain Areas from Legacy System........................................................................................96
9.2.21 Pain Points and Solution Obtained.......................................................................................................... 96
9.3 Scrap Management at all productionstages for cable production,...................................................................97
9.3.5 Integration Points.................................................................................................................................. 100
9.3.6 Functional Solution for Process “Scrap management at all stages for cable production”......................101
9.3.7 Organization Structure Considerations.................................................................................................. 101
9.3.8 Master Data Considerations (including all relevant data relationships).................................................101
9.3.9 System Configuration Considerations................................................................................................... 101
9.3.10 Technical / Development Related Items (WRICEF) for Process...........................................................101
9.3.11 Reporting (operational and analytical)................................................................................................... 101
9.3.12 Interfaces.............................................................................................................................................. 102
9.3.13 Data Conversion / Historical Data......................................................................................................... 102
9.3.14 Enhancements...................................................................................................................................... 102
9.3.15 Output (e.g. forms)................................................................................................................................ 102
9.3.16 Workflow............................................................................................................................................... 103
9.3.17 Authorization......................................................................................................................................... 103
9.3.18 Organizational Change Related Items for Process................................................................................103
9.3.19 Change Impact Summary...................................................................................................................... 104
9.3.20 Addressal of Pain Areas from Legacy System......................................................................................105
9.3.21 Pain Points and Solution Obtained........................................................................................................ 105
9.4 Scrap management at all stages for Copper Rod Production.......................................................................106
9.4.1 Business Process Description............................................................................................................... 106
9.4.2 Business Requirement.......................................................................................................................... 106
9.4.3 Business Process Flow Diagram........................................................................................................... 107
9.4.4 Process Step Detailed Requirements and Solutions.............................................................................107
9.4.6 Functional Solution for Process “Scrap management at all stages for Copper Rod Production”..........108
9.4.12 Interfaces.............................................................................................................................................. 109
9.4.14 Enhancements...................................................................................................................................... 110

9.4.15 Output (e.g. forms)................................................................................................................................ 110
9.4.16 Workflow............................................................................................................................................... 110
9.4.17 Authorization......................................................................................................................................... 110
9.6 Rework of Copper Rod Materials, at different stages....................................................................................123
9.6.6 Functional Solution for Process............................................................................................................. 125
9.6.12 Interfaces.............................................................................................................................................. 127
9.6.14 Enhancements...................................................................................................................................... 127
9.6.15 Output (e.g. forms)................................................................................................................................ 127
9.6.16 Workflow............................................................................................................................................... 128
9.6.17 Authorization......................................................................................................................................... 128
9.7 Hours Accounting in Production.................................................................................................................... 131
9.7.12 Interfaces.............................................................................................................................................. 133
9.7.14 Enhancements...................................................................................................................................... 133
9.7.15 Output (e.g. forms)................................................................................................................................ 134
9.7.16 Workflow............................................................................................................................................... 134
9.7.17 Authorization......................................................................................................................................... 134
9.8 Off-Loading Operations (Operations Subcontracting) within Ducab cable company........................................136

9.8.12 Interfaces.............................................................................................................................................. 140
9.8.14 Enhancements...................................................................................................................................... 141
9.8.15 Output (e.g. forms)................................................................................................................................ 141
9.8.16 Workflow............................................................................................................................................... 141
9.8.17 Authorization......................................................................................................................................... 142
9.9 Printing of Shop Floor Papers (Drum Cards/Core Cards).............................................................................143
9.9.12 Interfaces.............................................................................................................................................. 147
9.9.14 Enhancements...................................................................................................................................... 148
9.9.15 Output (e.g. forms)................................................................................................................................ 148
9.9.16 Workflow............................................................................................................................................... 148
9.9.17 Authorization......................................................................................................................................... 148
9.10 –Simple Cutting Process............................................................................................................................... 151
9.10.1 Business Process Description....................................................................................................................... 151

9.10.12 Interfaces.............................................................................................................................................. 154
9.10.14 Enhancements...................................................................................................................................... 154
9.10.15 Output (e.g. forms)................................................................................................................................ 154
9.10.16 Workflow............................................................................................................................................... 154
9.10.17 Authorization......................................................................................................................................... 154
9.11 –Handling of split Lengths and short lengths................................................................................................. 157
9.11.12 Interfaces.............................................................................................................................................. 162
9.11.14 Enhancements...................................................................................................................................... 162
9.11.15 Output (e.g. forms)................................................................................................................................ 162
9.11.16 Workflow............................................................................................................................................... 163
9.11.17 Authorization......................................................................................................................................... 163
9.12 Process Drums, Baskets and Bobbins Tracking........................................................................................... 166
9.12.12 Interfaces.............................................................................................................................................. 169
9.12.14 Enhancements...................................................................................................................................... 170
9.12.15 Output (e.g. forms)................................................................................................................................ 170
9.12.16 Workflow............................................................................................................................................... 170
9.12.17 Authorization......................................................................................................................................... 170

9.13 Month End Production Order Closing Process.............................................................................................. 173
9.13.12 Interfaces.............................................................................................................................................. 175
9.13.14 Enhancements...................................................................................................................................... 176
9.13.15 Output (e.g. forms)................................................................................................................................ 176
9.13.16 Workflow............................................................................................................................................... 177
9.13.17 Authorization......................................................................................................................................... 177
9.14 Scrap Management Post Generation - (Selling to vendors/Selling to CRP/Reusing) for Cable Plants,
CRP and PVC Plant................................................................................................................................................. 179
9.15 Inter-Site Movement of Raw Materials.................................................................................................. 180
9.16 Subcontracting between Ducab Cable company and Ducab HV company, or any other
Vendor.................................................................................................................................................................... 181
9.17 Material movement from Central Warehouse to Production WIP Stores........................................182
9.18 Rework of Customer sent materials....................................................................................................... 183
10.0 Appendix.......................................................................................................................................196

1.0 Introduction
This document states all of the conceptual results of the project “Ducab” Al Taa’wun SAP Implementation Project”,
for Production Planning Module (hereafter referred as PP) in SAP. These project results were devised and decided
on by the project team and the PP functional experts from Ducab during the Business Blueprint project phase. This
is the main concept document of the project. It is supplemented by separate specifications for custom
developments and Key Data Structure document.
The content of this document forms the basis and the guidelines for the subsequent Realization phase.
This document aims to describe the future business solution based on SAP software. Both, IT subjects and
organizational issues that are required to understand the situation, are described in it.
Any additional explanations that are only relevant when the project is in progress are given in the various project
management plan documents, which the project management team will provide on request.
Authors and contributors can be referred to in section Document History.
2.0 Management / Executive Summary

Ducab Cable Co. Pvt. Ltd. (Ducab) is a technologically advanced cable manufacturing company that was
established in 1979 by the Government of Dubai as a joint venture with BICC cables. Presently it is equally owned
by the Governments of Abu Dhabi and Dubai supplying a range of high quality power cables, accessories to the
customers across the world in 40 countries. Ducab employs around 1000 people.
In addition to the power cable plants, Ducab has a Copper Rod Mill and a PVC manufacturing unit. A new Extra
High Voltage (EHV) / High Voltage plant (a joint venture in which Ducab holds 50% stake) is ready to start
production
Ducab’s corporate headquarters are in Jebel Ali, where all the central functions like QM, Commercial, Purchase,
HR, Sales and Information Technology is based.
Ducab has 4 manufacturing plants within UAE, with total production of approximately 120,000 copper tonnes per
year.
Information Technology plays a strategic role in Ducab’s overall Business strategy. The IT systems need to play
important role in making operational support system very efficient and effective. With this vision, the company is
implementing state-of-the-art ERP package, SAPECC 6.0 with IS-Mill, APO and BW. The modules needs to be
implemented are: SD, MM, QM, FI, CO, PP with APO, HR – Organization structure, ABAP, Workflow, DMS &
integration with Advaris Cable Design Software and Trinity Hedging Software will be done via development of
interface
BBP for PP module covers in details, Ducab business, which is currently involved in manufacturing and distribution
of cables& accessories, PVC and copper rods. Manufacturing facilities at Jebel Ali, Mussaffah Unit 1 & Unit 2, and
Ducab HV unit in Jebel Ali are to be part of the scope.
Standard SAP PPmodule would be used in the all the above mentioned locations for Ducab business.
This document summarizes the findings of the Fujitsu consulting team and Ducab Core Team, with respect to SAP
PP module to be implemented in Ducab.
Reference Documents

As Is Document for Manufacturing
S:\Al Taawun\Project Al Taawun\2Blueprinting\AS IS Business Processes\Functionwise Processes\AS-IS

Signed Copy\AS-IS Ducab Manufacturing Process Signed Copy.pdf
The following describes the foundations of the project work that affected the initial designs and concepts of the
project. The information here is a selection of the most important information. The complete information is available
on the shared project file server at \\dxbfp01\Shared_dubaifp01\Al Taawun\Project Al Taawun
Throughout the document SAP terminology is used unless otherwise noted.

3.0 Project Charter
Pls. refer to “Project Charter” document
Ducab Project
Charter V1.1.docx
4.0 Value Determination

4.1 Business Objectives and Expected Benefits
BUSINESS OBJECTIVES AND EXCPECTED BENEFITS

Business Objectives Process Change Value Owner Biz Case KPI Target Benefit
(Key Business (financial)
Requirement)
Real time production - Planning and JunaidSiddiqi Tangible/Intangible - ATP (Available
data for quick loading factories Abdullah E. To Promise)
decision making and considering Dukhei check at sales
order level will
satisfying customer bottleneck operations SamihZamzam
enable
deliveries and process overlaps reasonably
is not possible in accurate due
BaaN as it considers dating of
all the operations production orders
being done in series considering
- Currently there is bottleneck
delay in production capacities and
raw material
data update due to
availability
paper based - Better visibility
information flow to and easiness of
planner. checking stock
length in all the
company through
the APO module
- Length based
planning which
will allow for auto
generation of
length
requirement at all
operational levels
and will reduce
planning errors
and reduce scrap
generated from
extra length
allowed
- Live update of
system with
operation
confirmations and

machine times
- Reduction in
number of
standalone
systems used
- Opportunity to
review and
correct the
machine speeds
in the new system
to give more
accurate standard
times used for
capacity planning
- Maintenance
time can be
scheduled in SAP
and will be
considered in the
capacity planning
To match physical - Currently the WIP is Junaid Siddiqi Tangible/Intangible - Clubbing the
stock in WIP with a black box and Abdullah E. production of
system stock production Doukhei semi finished
goods against
information is not Samih Zamzam
orders will help
available at individual improve visibility
length level, it is of WIP and
available at order reduce manual
level intervention
- Standalone system - quicker
used for tracking of response in case
semi-finished goods any discrepancy
found in WIP
up to insulation stage
- Production
and the system is not information will
interfaced with BaaN be available at
batch level
To have common - Currently WMS is Junaid Siddiqi Tangible/Intangible - Common

material only implemented in Abdullah E. material
management Jebel Ali site and it is Dukhei management
system across not integrated with Samih Zamzam system across
Ducab site other sites sites providing
- Some of the better visibility
materials (for and reporting
example, white wood) - Visibility of raw
is not handled in material available
warehouse on shop floor and
management system tracking by work
centre group
- Real time
material
movement and
inventory updates
Integration of Currently quality In-process quality

production and management system inspection will be
quality management is not integrated with an integrated part
system to expedite BaaN and hence of production
decision making does not block use of process and will
process in-case of any material on hold result in more
deviations due to quality issues efficient decision
making
Single system for Currently operators The number of
production and have to enter systems will
quality data capture information in seven reduce to two i.e.
different SAP and Maximo
systems/screens
(paper/electronic)
To have better Currently building Standard building
management of wire orders are raised wires/PVC will be
building wire/PVC manually and it planned using
stocks to avoid stock effects the service MTS functionality
outs and sufficient levels to avoid stock
stock levels to serve out/excess stock
customer
Ease of transactions Currently copper rod Since CRP is
between Copper is a separate treated as profit
Rod and Cable Plant company in BaaN centre the
resulting in excessive movement of
transactions for goods between
transfer of goods CRP and DCB
between CRP and will require less
DCB. transactions

4.2 Major Business Pain Points (to achieve business objective)
MAJOR PAIN POINTS FROM WEAKNESSES ANALYSIS

PainPointID Pain Point Description Impact on Business Contact
Manufacturing
1 Production results not accurate in some High Junaid Siddiqi
cases and definitely they don’t reflect Abdullah E.
any live data capture. Doukhei
Samih Zamzam
2 WIP stock count procedure and accuracy High Junaid Siddiqi
(Long time to get results). Abdullah E.
Doukhei
Samih Zamzam
3 Scrap accounting per machine/ per High Junaid Siddiqi
order/ per customer. Abdullah E.
Doukhei
Samih Zamzam
4 Capturing machine time sheet manually. High Junaid Siddiqi
Abdullah E.
Doukhei
Samih Zamzam
5 Manual calculation of wire drawing High Junaid Siddiqi
program Abdullah E.
Doukhei
Samih Zamzam
6 Not possible to associate any special High Junaid Siddiqi
material to special orders Abdullah E.
Doukhei
Samih Zamzam
7 No real time inventory link between High Junaid Siddiqi
actual raw material movement and BAAN Abdullah E.
System. Doukhei
Samih Zamzam
8 Fault Cards system (FC) isn’t linked at all High Junaid Siddiqi
with our Baan system. Abdullah E.
Doukhei
Samih Zamzam
9 Any details can be seen after Short High Junaid Siddiqi
Length BTS only, since the remarks are Abdullah E.
manually entered after extracting them Doukhei
from the quality system. Samih Zamzam
10 Sub-Assembly items with FC raised aren’t High Junaid Siddiqi

easily traceable in the BAAN System; Abdullah E.
hence planners don’t get a clear Doukhei
understanding of the status of the Samih Zamzam
production ID.
11 In BW Accounting of pallets, wrappers High Junaid Siddiqi

and reels demand is not properly linked Abdullah E.

in the system. Doukhei
Samih Zamzam
12 We don’t have operator production High Junaid Siddiqi
efficiency record (measurable manpower Abdullah E.
efficiency in system). Doukhei
Samih Zamzam
13 We don’t have Monthly Plan issued by High Junaid Siddiqi
Central Planning to tabulate with each Abdullah E.
site weekly plan. Doukhei
Samih Zamzam
14 Forecast is done manually and in a High Junaid Siddiqi
primitive way, calculation of tonnage is Abdullah E.
done manually Doukhei
Samih Zamzam
15 Many orders are due dated without High Junaid Siddiqi
checking for sufficient material for Abdullah E.
processing since these checks involve Doukhei
searching through different applications.. Samih Zamzam
16 In sites other than JA, free issue of High Junaid Siddiqi

material without any internal material Abdullah E.
issuance slip. Doukhei
Samih Zamzam
17 Since Production orders created in single High Junaid Siddiqi
level, intermediate products unable to Abdullah E.
swap well Doukhei
Samih Zamzam
18 Cable group item coding to be reviewed High Junaid Siddiqi
methodically and sensibly for Abdullah E.
transparency of all materials and Doukhei
operations in demand of the item Samih Zamzam
19 Manufacturing and Quality activities are High Junaid Siddiqi

not linked in BAAN for better Abdullah E.
transparency, history and traceability Doukhei
details Samih Zamzam
20 Raw material purchasing procedures not High Junaid Siddiqi

opted to meet minimum stock levels as Abdullah E.
well timely Baan demands Doukhei
Samih Zamzam
21 Planning module in BAAN system not High Junaid Siddiqi
used suitably for machine schedules, Abdullah E.
material allocations and production Doukhei
forecasts scientifically Samih Zamzam

4.3 Key Performance Indicators (KPIs)
KEY PERFORMANCE INDICATORS

KPI Name Target
Schedule Adherence >90%
Improvements are expected by use of Advanced planning tools in SAP
which will improve anticipation of material/product availability
Scrap % Extra length Scrap is expected to reduce ~5-10% due to clubbing of
orders at sub assembly levels and proper reporting in the system
More accurate capacity Actual work center utilization between +/-10% of forecasted utilization,
forecasting capacity will be blocked for maintenance activities which will result in
more realistic capacity planning and due dating
Automation of wire Sub-assembly planning programs will be generated through APO and
drawing/stranding/insulatio hence it will reduce the manual effort of Planners/Supervisors
n program calculation.
Improvement in WIP WIP at all manufacturing levels will be visible and hence the differences
inventory visibility between system and physical stocks will be reduced. Discrepancies will
be detected in 48 hours.

5.0 SAP ORGANISATIONAL STRUCTURE
5.1 Finance Enterprise Structure

5.1.1 Operating Concern
The operating concern is an organizational unit in accounting which structures enterprise from the Profitability Analysis point of
view.
Proposal: DUCAB will use single Operating Concern
Operating Description
Concern Code
1000 Ducab Operating Concern
5.1.2 Controlling Area
A controlling area in SAP is the organizational unit within an institution, used to represent a closed system for cost accounting
purposes. A controlling area may include one or more company codes which must use the same operative chart of accounts as
the controlling area.
Proposal: DUCAB (all Company Codes) will use single Controlling Area.
Controlling Area Description

Code
1000 Ducab Controlling Area
5.1.3 Company
A company is an organizational unit in Accounting which represents a business organization according to the requirements of
commercial law in a particular country. A company can consist of one or more company codes.
Proposal: The following Companies are proposed for Dubai Cable.
Company Description
1000 Ducab Cable
2000 HV Cable
3000 JVIC
5.1.4 Company Code
Company code is the highest organizational unit for which a complete self-contained set of accounts can be drawn up for
purposes of external reporting.
The process of external reporting involves recording all relevant transactions and generating all supporting documents required
for financial statements (balance sheets, profit and loss statements and so on.)

Company code will also be used to determine a business organization, an economic system (or unit), which has as
Its purpose the extraction, production, or distribution of goods or services. Its internal structures can vary greatly, depending on
the requirements placed by accounting, logistics, and resource management.
Outwardly, a business organization can take the form of a single legal entity (a company) or as a group of several legal entities
(corporate group).
 Legally independent unit

 Mandatory in SAP
 Accounting transactions posted at company code level
 Balanced set of books
 External reporting of Balance Sheet and Profit and Loss.
 Commercial, tax, accounting and legal requirements
Naming Convention: The Company Code is same as the Company
Proposal: Company code & company is having one to one relation. Following company codes are
proposed for Dubai Cable.
Company Code Description

1000 Ducab Cable
2000 HV Cable
3000 JVIC
5.1.5 Segment
Segment is division of a company for which you can create financial statements for external reporting.
The accounting principles US GAAP and IFRS require companies to perform segment reporting.
Proposal: The following Segments are proposed for Ducab.
Segment Description
Code
CABLE Cable
METAL Metal
SERVI Services
5.2 Logistics Enterprise Structure

5.2.1 Plant
Plant is an organizational unit serving to subdivide an enterprise according to production, procurement,

maintenance, and materials planning aspects. It is a place where either material is produced or goods and
services provided
We can track Inventory Movement & Valuation at each Plant level separately.
Naming Convention: The Coding logic is all the Plant Code falling under a Company Code will start with
the initials digit of the Co. Code & followed by the Increments of hundred. (1 st digit = 1st digit of Company
Code and Next 3 digit = Increment of 100).

Proposal:Following Plants are proposed for Dubai Cable.
Company Plant Description

Code
1000 1100 JA Plant
1000 1200 CRP Plant
1000 1300 M1 Plant
1000 1400 M2 Plant
2000 2100 HV Plant
3000 3100 JVIC Plant
5.2.2 Storage Location
Storage locations are sub units under a Plant. A storage location is the place where stock is physically kept
within a plant. A storage location has multiple attributes; There may be one or more storage locations within
a plant. A storage location has a description and at least one address. It is possible to store material data
specific to a storage location. Stocks are managed only on a quantity basis and not on a value basis at
storage location level. Physical inventories are carried out at storage location level. Storage locations are
always created for a plant.
Naming
Convention: Storage locations falling under a Plant will start with the initial two digits of the Plant & followed
by the serial number. (1st two digit = 1st two digit of Plant & Next 2 digit = serial number, Increment of 1).
Proposal: Following Storage Locations are proposed for Dubai Cable.

Apart from bellow storage locations new Storage Locations can be added depending on function requirement for the
specific plant.
Plant Storage Location Description

1100 1101 Raw Material SLoc
1100 1102 MV WIP Cable SLoc
1100 1103 SCU WIP Cable SLoc
1100 1104 PVC WIP Cable SLoc
1100 1105 MV QUA Cable SLoc
1100 1106 SCU QUA Cable SLoc
1100 1107 PVC QUA Cable SLoc
1100 1108 MV Trial Cable SLoc
1100 1109 SCU Trial Cable Sloc
1100 1110 PVC Trial Cable Sloc
1100 1111 Finish Goods Sloc
1100 1112 Drum Sloc
1100 1113 Eng. Spare Parts Sloc
1100 1114 Scrap Sloc
1100 1115 MV Sub assembly Sloc
1100 1116 SCU Sub assembly Sloc

1100 1117 Connect Stores
1100 1118 Project Sloc
------------ ------------------------- ----------------------------
1200 1201 Raw Material Sloc
1200 1203 CRP QUA Sloc
1200 1204 CRP WIP Sloc
1200 1205 CRP Scrap WH
1200 1206 CRP Trial WH
----------------- --------------------------- ------------------------------------
1300 1302 WIP Cable Sloc
1300 1303 QUA Cable Sloc
1300 1304 Trial Cable Sloc
1300 1306 Drum Sloc
1300 1307 Eng. Spare Parts Sloc
1300 1308 Scrap Sloc
1300 1309 LV and Building wire Subassembly Sloc
1300 1310 Project Sloc

------------ ------------------- --------------------------------
1400 1402 WIP Cable Sloc
1400 1403 QUA Cable Sloc
1400 1404 Trial Cable Sloc
1400 1405 Finish Goods SLoc
1400 1406 Drum SLoc
1400 1407 Eng. Spare Parts SLoc
1400 1408 Scrap SLoc
1400 1409 MV Subassembly SLoc
1400 1410 Connect Sloc///
1400 1411 Project SLoc
5.2.3 Purchasing Organization
A purchasing organization in SAP procures materials and services, negotiates conditions of purchase with
vendors, and bears responsibility for such transactions.
The form of procurement is specified through the assignment of purchasing organizations to company codes
and plants.
Naming Convention: The Purchasing Organization which served for all plants under a company code will
follow the Company Code logic.

Proposal: Dubai Cable will use the following Purchasing Organization
Purchasing Org. Description

Code
1000 Ducab Central Purchasing Organization
2000 HV Central Purchasing Organization
3000 JVIC Central Purchasing Organization
5.2.4 Sales Organization
The sales organization represents the selling unit in the legal sense. It is responsible for example - for product
liability and other rights of recourse; customer deliveries; business partner contacts; and direct mailing
campaigns. It also helps you to offset business operations internally.
Naming Convention: The Sales Organization which serve for a Company Code, start with the initials of the
Co Code & followed by the Increment of 100 (1 st digit = 1st digit of Company Code and Next 3 digit = Increment
of 100)
Proposal: Dubai Cable will use the following Sales Organizations.
Sales Organization Description

Code
1000 Dubai Cable Sales Organization
1100 Ducab Metal Sales Organization
2000 Ducab HV Sales Organization
3000 Ducab JVIC Service Organization
5.2.5 Distribution Channel
The distribution channel determines how materials or services are sold and how they are distributed to
customers, for example, retail, wholesale, self-collection.
Naming Convention: The Distribution channel codes follow the serial number.
Proposal: DCB will use the following Distribution Channels.
Sales Distribution Channel Code Description

Organization
1000 01 General Contractors
1000 02 Distributors
1000 03 Key Accounts
1000 04 Utilities
1000 05 Oil Gas & Petrochemicals
1000 06 Cable Manufacturers
1000 07 New Lines of Business
Proposal: DMB will use the following Distribution Channels.

Organization
1100 08 Direct Sales

Proposal: DUCAB HV Business will use the following Distribution Channels

Organization
2000 04 Utilities
Proposal: JVIC will use the following Distribution Channels
Sales Distribution Channel Description

Organization
3000 04 Utilities
5.2.6 Division
The division is an organizational unit in Logistics in SAP System.
You can use divisions to organize materials or services, for example to form product groups or lines. The
division establishes responsibility for profits from materials and services.
Each business transaction in Sales and Distribution is linked to a particular division. It is derived from either:
 The combination of customer and sales area

 The material master
Naming Convention: The Division codes follow the serial number.
Proposal: DCB will use the following Divisions.
Sales Division Code Description

Organization
1000 01 Cables
1000 02 Components
Proposal: DMB will use the following Divisions.

Organization
1100 04 Copper Rods
1100 05 Drawn wires
Proposal: DUCAB HV will use the following Divisions.

Organization
2000 01 Cables
2000 02 Components
2000 03 Services
Proposal: JVIC will use the following Division.

Organization
3000 03 Services

6.0 Master Data Concept PP
Master data is the key in SAP. Major Key information/data is controlled and flows from the master data.
As the master data is maintained at central level in SAP, it would be created once and needs to be extended to the
company codes. Creation of master data needs to be exercised with responsibly. List of master data for PP is -
1. Material Master in PP
2. Bills Of Material (BoM)
3. Work-Centers/ Group of Work Centers.
4. Routings
5. Production Versions
6. Characteristics and values
7. Classes and class types
8. Object dependencies, Configuration profiles
9. Documents
6.1 PP-Specific Data In Material Master Record
6.1.1 Purpose
Production Planning views (Basic Data views, MRP views and Work Scheduling view) in Material Master contains
the general information on material such as drawing number, as well as business critical information for material
requirement planning and shop floor scheduling. Basic data views are maintained at company level, MRP and
work scheduling views are maintained at plant level.
6.1.2 Integration
PP-specific data in the material master plays a part in:

 Managing general information for materials, such as drawing number and manufacturer’s part number
or Unit of measure, the information which is used by every other function in the organization.
 Providing business critical information required for material requirement planning and factory
scheduling used by procurement functions as well as factory planners
 information on storage and supply of materials used in production process
Please Refer to Business Blue Print APO PPDS/GATP 7.0 High Level Migration to understand integration
overview with APO system.
6.1.3 Features
The information in the material master controls the production planning processes throughout the logistics supply
chain. You use the MRP data in the material master to control the machine loading, shop floor scheduling and to
plan procurement process and to define whether a material is to be issued from a specific storage location.
Planning run exception messages can be viewed by a single primary key, such as MRP controller, and plant load
can be viewed by production schedulers.
To control production planning function activities, you can, for example, define the following:

 MRP data
Procurement control key (In-house/external/both procurement types)
MRP Type (to be planned by ECC system or APO planning system)
 Work Scheduling Data

Controls whether to handle material in batches
In-house production time
Time taken by quality function to inspect the material, to be able to be used by production function
6.1.4 Information stored at different levels
Level View
General Basic data 1, 2
Classification (001, 023, 300)
Cable data ,Reel Data
Additional data: Proportion/Prod. Unit
Sales Org./Distribution Sales: Sales org 1, 2
channel Sales: Sales and Distribution text
Plant Sales: General/Plant
Foreign trade Export
Purchasing
Foreign trade Import
Purchase Order text
MRP 1,2,3,4
Work Scheduling
Quality Management
Accounting 1, 2
Cost estimate 1, 2
Storage location Plant data / Storage 1, 2
Warehouse Warehouse Management 1, 2
6.1.5 Material types and PP Views to be created per material master type (Not yet approved by
business)
Material Description Comments

type
Material which cover all varients of the product are created using KMAT
KMAT Configurable materials
material type
This is for Mill Finished Product goods.
MCFE Mill Cable Finished
Materials which have value added and are transformed within the group
products
(DUCAB). They can be produced internally, subcontracted or purchased
through an inter-company flow. It does not include the materials that are
not produced within the sector. Semi-Finished goods and Finished goods
are differentiated by the valuation class.
This is for Mill Trading Goods.Trading goods are always procured
MCHA Mill Cable Trading goods
externally and then sold. A material master record of this material type can
contain purchasing data and sales data.

This is for Mill semi finished products.
MCHF Mill Cable Semifinished
products
This is for Mill raw material.
MCRO Mill Cable Raw materials
Purchased materials to which no value has been added within the group. It
represents basic elements used and transformed in the manufacturing
process, including then raw materials and brought–out parts. They can be
included in BOMs
MRM1 Mill Reel for Shipping This is for Mill reel material.
Reel (suppled from reel
plant, purchasing from
vendor)
are differentiated by the valuation class
MRM3 Mill Reel for WIP in- This is for Mill reel material.
house production Steel reel and Mild steel reel for in-house production
FERT Finished products
Trading goods are always procured externally and then sold. A material
HAWA Trading goods
master record of this material type can contain purchasing data and sales
data.
HALB Semi-finished products
Purchased materials to which no value has been added within the group. It
ROH Raw materials
represents basic elements used and transformed in the manufacturing
process, including then raw materials and bough–out parts. They can be
included in BOMs.
Trading goods are also created with this material type (even if they are not
transformed). These materials are valuated and stored.
DUCAB and Customer owned material (managed in stock but not in value)
LEIH Returnalble packaging
that can be returnable or reusable in multiple logistic cycles and shipped to
the customer or within the sector (DUCAB). They are used in packaging
instructions. Managed in quantity and not valuated.
Services can be performed internally or procured externally (outsourced).
DIEN Services
They cannot be stored or transported.
Operating supplies, replacement parts for production resources and
ERSA Spare parts
consumables for production resources. These materials are managed in
quantity (stored) and are valuated at moving average price. They

areconsumed.
Generic materials used by sales and finance departments to ease account
NLAG Non-stock materials
determination.
Items which are stocked and non valuated. Can be used for materials not
UNBW Non-valuated materials
owned by DUCAB. These material can be included in BOMs.
Operating supplies are procured externally and required for the
HIBE Operating Supplies
manufacture of other products. A material master record of this material
type can contain purchasing data, but not sales data
PP Views to be created, are provided in the below table.
Material Descrip Basic Purch MRP Acc Qual W Cos Ca Reel

type tion Data asing o ity M ting ble Data
Dat
a
KMAT  
MCFE  
MCHA  
MCHF  
MCRO  
MRM1  
MRM3  
FERT  
HAWA  
HALB  
ROH  
LEIH  
DIEN  
ERSA  
HIBE  
DETAILED DEFINITIONOFDUCAB MATERIAL MASTERS’ PP VIEWS
INITIAL SCREEN
Field Name Used Mandatory Description / Comments / Values

(Y/N) (Y/N)
Material Y Y Code of material (refer to codification rules

Number )
Industry Sector Y Y Fix value: "Mechanical engineering"
Matériel Type Y Y Refer to material master data types
chapter
ORGANIZATION LEVEL

(Y/N) (Y/N)
Plant Y Y Code of the plant (Default from user profile)

(Y/N) (Y/N)
Storage Y Y Name of storage location where material is stocked
Location ( Common value list)
BASIC DATA 1

(Y/N) (Y/N)
Material Y Y Description of the material
Description
Base Unit Of Y Y Unit of measure in which the material stock is
Measure managed ( List of common values)
Material Group Y Y This field is mandatory when purchasing views are

activated.
(List of common values)
Old Material Y N Used to keep track of previous material code..
Number
External N N Identify the program. (common value list)
material group
Division Y Y Links a product to the sales area. Division allows
groups of similar products or product lines. This
data will be used for authorization, pricing and
reporting.
Lab./Office N N
Product N N
Allocation
Prod. Hierarchy Y N Define the Module/Family/Line in one single
codification.
X plant material N N
status
Valid from N N
General item Y N
category group
Authorization N N
group
Gross Weight Y Y Gross weight expressed in weight unit for one
material. For all material except packaging, the
gross weight should be equal to the net weight.
Mandatory for goods that are shipped.
Unit of Weight Y Y Material weight unit.
This field is Automatically populated by the system
when sales views are created. It should be
adapted with the right unit when the gross weight is

(Y/N) (Y/N)
used.
Net Weight Y Y Net weight expressed in weight unit for one
material. This field should be left blank for
packaging references. To compute the net weight
the SAP logic is the following: sum of all items
(finished goods and packaging).
Volume Y N Volume of the packaging expressed in the volume
unit for one packaging
Volume Unit Y N Volume unit
Size/Dimension Y Y Size / Dimension “length x width x height” to be
expressed in millimetres
EAN/UPC N N
EAN Category N N
Material Group: N N Packaging type allowed for a given material
Packaging (group)-“0001”
Materials

ADDITIONAL DATA

(Y/N) (Y/N)
Language key Y Y Mandatory for language (EN) and local language.

Material Y Y Mandatory for language (EN) and local language.
description
Units of Y Y ‘B’ Product Unit

measure usage
Product unit: This is a unit of measure that
describes the total quantity of a material as an
alternative to the base unit of measure. For
example, one piece of a given batch weighs 10
Kilogram’s or is a pipe 1250 millimeters long.
(Mandatory For material type MCFE,MCHF)
SU Batch Y Y ‘C’ Handled in Single-Unit Batches
Default Val.
‘ ‘ : Single-Unit Batches not Allowed
‘ A ‘ : Single -Unit Batches Allowed, but Proposed
‘ B ‘ : Single-Unit Batches Allowed and Proposed
Controls whether:
Single-unit batches are allowed for a material
The system proposes new batches as single-unit
batches
Goods Receipt Y Y Allowed
to Posted
Allows receipt postings to single-unit batches to
Single-Unit
which materials have already been posted.
Batch Allowed
A single-unit batch has been posted when a goods
receipt has already taken place for this batch. You
can see this from the date of the last goods receipt
in the material master.
The indicator does not allow you to post materials
to single-unit batches that do not already have
stock.
Characteristic Y Y 0.001 lm
Plan value
The planned proportion of the total amount of the
material. This proportion refers to the base unit of
measure or stock-keeping unit.
The planned conversion of a product unit into the
base unit of measure.

BASIC DATA 2
Field Name Used Mandatory Description / Comment / Values

(Y/N) (Y/N)
Production / N N As required
inspection memo
Industry standard N N As required
description
Page format of N N As required
production memo
CAD Indicator N N As required
As required
Basic material N N
As required
Dangerous goods N N
indicator profile
As required
Highly viscous N N
As required
Environmentally N N
relevant
As required
In bulk / liquid N N
Document Y N Number of the generic drawing number
Document type Y N Type of the document (« CAD »)
Document version N N As required
As required
Page number of N N
document
As required
Document change N N
number
As required
Page format N N
As required
Number of sheets N N
As required
Cross plant N N
configurable
material
MRP1
Field Name Use Mandat Description / Comments / Values

d ory
(Y/ (Y/N)
N)
Base Unit Of
Y Y Refer to the view basic data 1
Measure
MRP Group Y N Group code which drives several planning parameters such as :
. strategy group,
. consumption mode and period of adjustment (backward and
forward)
. horizons (rescheduling, planning, planning time fence)

d ory
(Y/ (Y/N)
N)
. planning horizon, consumption mode,
.production storage location strategy.
Purchasing
Y N Cf. Purchasing view.
Group
ABC
Y N
indicator
Plant
Status limiting material used to some functions (planning,
specific Y N
purchasing,...)
status
Valid from Y N Validity date of plant specific status
MRP Type Description

ND No MRP
PD MRP
MRP type Y Y
X0 W/O MRP, with BOM Explosion (from APO)
The MRP type how order proposals are firmed and scheduled within
the time fence
Reorder Y N If the stock falls below this quantity, the system flags the material for
Point requirements planning by creating a planning file entry
Planning N N Number of workdays representing the horizon inside which PDP or
Time Fence MRP does not perform changes on resources. MRP type should be
M1 or P1
This parameter should be set to “1” for material to be leveled.
Planning N N
Cycle
MRP Y Y Plant Plant Description
MRP
Description
Controller Controller
Code for the person responsible for the material planning.
Codification: 03 digit code &, Name of the planner in the description
Lot size Y Y Lot size code determining the quantity of resources created by
planning processes :
EX: lot for lot – a planned order is created for each requirement.
WB : Weekly lot size – a planned order is created using weekly lot
size quantity field,
Minimum Y N Minimum Procurementquantity
Lot Size
Maximum Y N Maximum Procurementquantity
Lot Size
Fixed Lot N N Required, if lot size is "FX"
Size

d ory
(Y/ (Y/N)
N)
Maximum Y N Quantity of the material in this plant that may not be exceeded
Stock Level
Ordering N N
cost
Storage N N
Costs Ind.
AssemblySc Y N Use of Assembly scrap in BOM if required, this value is used in
rap (%) planning and costing
Takt time N N
Rounding N N
Profile
Rounding N N The resources are rounded to a multiple of this value
Value
Rounding quantity corresponding to packaging size. In case of fixed
lot size, quantity will be similar.
Unit of N N
measure
group
MRP 2
Field Name Use Mandato Description / Comments / Values

d ry (Y/N)
(Y/
N)
Procurement Y Y Determine how procurement is performed :

Type
"F" External procurement
"E" In-house procurement
"X" Both procurement
Batch entry N N
SpecialProcurem Y N Special
ent Procurement Description
Type
10 Consignment
30 Subcontracting
40 Stock transfer (proc.fromalter.plant)

d ry (Y/N)
(Y/
N)
Prod. stor. Y Y Storage location from where material is issued (by default
location should be set to PPRD).
If the material is a component, it is the issuing storage
location to which a backflush is posted.
If the material is produced, it is the receiving storage location
to which the receipt of the material is posted.
Quota arr. Usage N N
Default supply N N
area
Backflush Y N Not mandatory for all materials. Must be set to "1" for
materials that are managed in BOM as component, and to be
backflushed
Storage loc. for N N Storage location proposal at receipt of external procurement
externalProcurem
ent
JIT delivery N N
schedule
Stock N N
determination
group
Co-Product Y N Check (In case of ‘MCFE, MCHF’)
Indicator you can use to specify that the material can also be
used as a co-product
No Y Y Use “1”
Description Y Y Material Code of product
Apportionment Y Y Name or key uniquely identifying a structure
Structure
S1 DUCAB CO Product structure
Assignment Y Y Key identifying an assignment
MAT Material cost
OPA Operating cost
Co-product Y Y Material number that identifies the co product
Valid-to date Y Y End of validity period of an object (such as material, BOM, or
routing) in the SAP System
Equivalence Y Y The activity types created on the cost center can be weighted
Numbers by assigning equivalence numbers to them. The costs not
dependent on the activity types are then allocated to the
activity types in the cost center based on this weighting.
1 Material cost
2 Operating cost

d ry (Y/N)
(Y/
N)
Bulk Material N N
In-house Prodn. N N Specifies the time in workdays needed to produce the

time material in house.
In house production time is independent of the order quantity.
It is used to determine the planned dates in materials
planning.
Should be set to ‘0’ despite the warning message
Plan. delivery Y N Procurement lead-time in calendar days for procured
time materials (by default should not be used)
GR Processing Y N Number of workdays required after receiving the material for
Time inspection
and placement into storage (by default should not be used).
Planning N N
Calendar
Sched. Margin Y Y "000", or as required by Ducab business
key
Safety Stock Y N Safety stock quantity in stock unit of measure. Could be

updated based on stock sizing tool.
Service Level (%) N N
Minimum safety N N
stock
Coverage Profile N N
Safety time N N To activate safety time :
indicator
"1" only independent requirement are considered to bring
forward resource
"2" all requirement are considered to bring forward resource
Safety time N N This field has to be maintained if "safety time indicator" is set
to 1 or 2
Safety time N N
period profil
MRP 3

(Y/N) (Y/N)
Period indicator Y N “M”

Fiscal year varianr N N
Splitting indicator N N

(Y/N) (Y/N)
Strategy group Y N The strategy group groups all the planning strategies
that can be used for a particular material. The planning
strategy represents the procedure used for planning a
material and is (technically speaking) controlled by the
MRP types
"10" – make to stock production (no consumption).
“20” – make to order production.
Consomption mode N N Indicates the way customer requirements will consume
independent requirements (backward, forward or
both).
Consumption modes available are:
1-Backward consumption only;
2-Backward/forward consumption;
3-Forward consumption only;
4-Forward/backward
Backward N N
consumption period
Forward N N
consumption period
Mixed MRP N N
Planning material N N
Planning plant N N
Planning N N
conversion factor
Availability check Y Y "CH" for no availability checking (default value)

Total replenishment N N
lead-time
Cross project N N
indicator
Plant Specific Configuration

Configurable Material Y Y Number uniquely identifying the configurable material.
KMAT material code for configured material
Configure Variant Y Y Insert Characteristics value in pop up window.

MRP 4
Field Name Use Mandator Description / Comments / Values

d y (Y/N)
(Y/N
)
Selection Y N Must be set to 2 only for the materials that will have a production
method version = the manufactured goods. The materials to be planned
in APO must have a production version
Blank for the others.
Component N N
Scrap (%)
Individuel / Y Y Availability
Description
Collective check
"" Individual and collective requirements for MCFE
1 Individual requirements only
2 Collective requirements only for MCHF
Requirements Y N If applicable,
group
MRP Y N
dependent
requirement
Discontinuatio N N
n indicator
Effective-out Y N Date from which follow-up material could be used
date
Follow-up Y N Material that will replace existing part. If effective-out date is over
material and there is no stock anymore on material, follow-up material will
be used instead (effective for planning and production)
Bill of material
Alternative BOM Y Y Key that identifies the valid BOM unambiguously
(standard value “1”).
BOM usage Y Y “1” - Production
Apportionment N N This determines how the costs are distributed to co-
structure products.
Repetitive manufacturing
REM allowed N N
Production line N N
Planning ID N N
Other data
Other header mat. N N
Distribution key N N

Issue storage Y N Issue storage location from which components are
location issued when no issue storage location has been
maintained in the BOM items. (Detailed List as created
in realization)
Receiving location N N PPRD
Storage location in which the produced material is
placed when backflushing.
Default supply area N N
WORK SCHEDULING

(Y/N) (Y/N)
Y Y Unit of measure in which stocks of the material are

Base unit of managed. The system converts all the quantities you enter
measure in other units of measure (alternative units of measure) to
the base unit of measure.
Unit of issue N N Unit in which the material is issued from the warehouse.
Production unit N N Unit relating to the production quantity.
N N Indicates whether, for a specific plant, the material may be
used in the following areas:
Materials management (for example, in purchasing and in
inventory management)
Production planning and control
P-S matl status
Plant maintenance
Warehouse management
Costing with a quantity structure
N N Materials planning
The valid-from date of the material status is considered
only if it precedes or is the same as the planning date; that
is, if the valid-from date is later than the planning date, it is
not considered, even if it is within the planning horizon.
Example
I<-------------Planning horizon------------->I
Valid from -----I--------------------I-----------------------I-->
Planning date Valid-from date Time
In this case, the valid-from date is not considered in
materials planning since it is later than the planning date.
Purchasing
The valid-from date of the material status is checked
against the current date.

(Y/N) (Y/N)
Production Y N Scheduler responsible for a material in production activity
scheduler control.
N N In the case of a material produced in-house, this is the key
of the storage location that is copied to the planned order,
production order, or run schedule quantity.
Issue stor.loc. If the material is a component, it is the issuing storage
location to which a backflush is posted.
If the material is produced, it is the receiving storage
location to which the receipt of the material is posted.
N N Profile that you can use to
specify that certain business transactions are carried out in
parallel in a production order / process order (you can, for
Prod.sched.profile example, create and release an order at the same time, or
release an order and print the shop papers)
trigger an automatic goods receipt
Specify an overall profile for capacity leveling.
N N This field combines materials on the basis of setup
properties, referring to a resource or a resource group. It is
Mat.pricinggrp used to define the transition matrix in Customizing.
No checks take place for this field.
N N Freely definable four-digit key that provides unique
Serial no. profile
identification for a serial number profile.
N N Controls change management for production orders.
In an overall profile you assign change profiles to the
following processes:
sales order process
Overall profile
master data process
assembly order process
That means that each of these processes can be
controlled individually.
N N Specifies whether the material is subject to quality
inspection (without inspection lot processing) and whether
Insp.Stock a goods receipt is posted to inspection stock. The indicator
is copied to purchase order items and goods receipt items
as a default value.
N N Specifies whether the material is a critical, that is,
Critical part
particularly important part.
Y N Indicator which specifies whether production versions exist
Version Indicator
for this material.
N N You use this indicator to specify that the following activities
may only be performed after the relevant batch record has
been approved:
Batch rec.req
Making the usage decision for an inspection lot of the
origin Goods receipt from production
Changing the batch status from Restricted to Unrestricted

(Y/N) (Y/N)
Batch Y N
Management
Specifies whether the material is managed in batches.
N N Defines when batches have to be determined when using

Batch entry
the PP/WM interface.
N N Percentage rate that specifies the percent below which the

Underdelytol quantity posted for a goods receipt may drop below the
production order quantity.
N N Percent by which the quantity that is posted to goods
Overdelytol.
receiptmay exceed the production order quantity.
N N Indicator that specifies whether the quantity actually
Unltdoverdely delivered may infinitely exceed the required production
order quantity.
N N Specifies the number of workdays needed to set up and

tear down the various work centers where the material is
processed. This value is the total of the setup and
Setup time teardown times.
The setup and teardown time is independent of the order
quantity.
N N Specifies the number of workdays required for the
transition of a produced material between work centers or
work center groups. It includes the following times:
Move time
Queue time
Interoperation
Wait time
Float before production
Float after production
Planned delivery time of an operation processed externally
N N Specifies the time needed to process the material in the
Processing time operations at the different work centers.
The processing time depends on the order quantity.
N N Quantity to which the in-house production time and the
Base quantity
processing time of the material relate.
Please refer to Key Data Structure, for key fields.

6.2 Bills of Material (BoM)
6.2.1 Purpose:
A bill of material (BoM) is a structured list of all the components and quantities thereof, required to produce
the material for which a BoM is created. It collects all the data, necessary to define the structure of a
manufactured material for production planning, costing and production execution activities. The data
stored in the bill of material master record will be used by default for many functional transactions and by
many functions such as materials management and costing functions. Though BoM can be created and
managed at a group level, plant specific BoM gives flexibility to users.
Below are different types of BoM

Simple/Alternate BOM: A simple BOM describes a single object with different combinations of materials for
different processing methods.It is proposed to use this type of BOM for Ducab manufacturing purposes. This BOM
type is realitively easy to create and maintain. It is desirable to create a plant specific BOM so that individual plants
are in position to compare their material usage performance against a Design BOM.
Order BOM: A bill of material, which is generated from a material BOM and is modified for a specific sales order.
The material BOM, however, does not change. An order BOM is generated when a material BOM is changed for a
specific order.
An order BOM has the same structure as the material BOM from which it is generated.
A BOM that is created with reference to a specific sales order is described as an order BOM. A sales order
number, a sales order item and a material number uniquely identify an order BOM.
Both material BOMs and order BOMs can be contained in the multi-level BOM for the material that you entered in
a sales order item.
Create an order BOM if work in make-to-order production (MTO) Process and want to respond to special customer
wishes, or if manufacturing a product, which have never before produced in that form. to change one or more
assemblies specific to a particular order, without having to change the material BOM.
Variant BOM: A variant BOM describes different object with high degree of common parts. The variant describes a
specific variant with all the components and there quantities. The variant BOM is used in the case of Variant
configuration which is created at the time of the sales order creation. In make to order with variant configuration
scenario will use the Variant configuration

6.2.2Integration
Depending on usage, different BoMs can be created by different functions.(i.e production BoM, Costing BoM etc)
Usually a production BoM is used for costing the material/product.
A production BoM also can be a basis for calculating material quantity calculations, while providing material to
vendor, in a subcontracting scenario.
In order controlled environment, its a production BoM which gets copied to order document, quantities can be
withdrawn from stores for production order consumption
Following BOM usages which are standard may be used for various Ducab business applications
BOM USAGE:
1) Production:This BOM contains items that are relevant to production. These items are
copied to the planned order. Dependent requirements are generated for them, and
they are copied to the production order.
2) Engineering/Design: This BOM contains items as created by Design without scrap
percentages etc.
3) Universal – N/A to Ducab. Contains items which are generally used by production also
can be used by all other functions.
4) Plant Maintenance - N/A to Ducab
5) Costing- N/A to Ducab
6) Sales & Distribution – This BOM may contain component quantites which are higher /
different than production requirements. Normally used by SD function for customer
purposes.
For Ducab Applications: The BOM which will be created outside the SAP system using advaris or excel can be
migrated to SAP with BOM usage 2, Engineering /design. It may then be copied/modified manually to generate
BOM with usage 1, for production.
Sales& Distribution function of Ducab may choose to copy a design BOM and modify/create a SD specific BOM
with usage 6, which may be used for serving SD purposes.
Please Refer to Business Blue Print APO PPDS/GATP 7.0 High Level Migrationto understand integration
6.2.3 Features
A BoM of a typical cable product/material differs from a simple BoM used by other generic products. Being a
product handled in lengths, it’s BoM has components managed in length as well. To suit and accomodate the
requirements of cable manufacturing plants, and products thereof, Length calculation data is maintained in BoMs
of length managed materials, which allows easy maintenance of different fixed scraps per product/material (Each
Length, First Length, Last Length), based on legth calculation method to be used (Pass on Length, Full Reel and
Summarized Length). Maximum Prod. Length also can be maintained per material in a BoM. This information then,
is used for calculating requirement quantities by ECC system or APO system.
6.2.4 BoM types used
A Simple BoM/alternate BoM is proposed to be used, for production function’s usage. BoM levels will be
determined for different group of materials, at a later time during realization phase. BoM usages (1 for production,
2 for Engg/Design, 3 for Universal usage, 4 for Plant Maintenance, 5 for SD, 6 for 6 costing application) may be
used by Ducab’s different functions as suitable for their use.

DUCAB Product Group - BOM LEVELS suggested by PP team (to be fine-tuned during realization phase)
Low Voltage Cables (comprising of MA1, MA2, MA3, MA4, MA5 and MF1) – 4 levels.
Medium Voltage Cables (MB1 and MB3) – 4 levels
High Voltage Cables (MB4 and MB5) – 4 levels
Special Cables (MF2 and MF3) – 5 levels (pairing when required)
Wiring & Flexible Cables & Cords (ME1, ME2, ME3, ME4, MD1 and MD2) – 2 (wiring), 3(cables)
Bare Wires and Conductors (MG1, MG2, MG3, MG4, and MW1) 1-2 levels
Cables to UL Specs (currently only ME5) – 2 levels
Following table shows the levels of BoM to be created for Ducab products. All the products in the particular product
group will have same BoM levels, as shown in the table below.
C P
Product No. of Wi Cond Conductor Lay-up Jack Armo Jack Rewi
or ai
Group Levels re uctor Assembly Assembly eting uring eting nding
e r
LV 4 1 2 3 4
MV 4 1 2 3 4
HV 5 1 2 3 4 5
SCU 5 1 2 3 4 5
Wiring/
2/3 1 2 3
flex/cord
Bare
wire/Condu 1/2 1 2
ctor
UL spec 2 1 2

6.3 WorkCenter
6.3.1 Purpose
An organizational unit that defines where and when an operation must be performed.
The work center has an available capacity. The activities performed at or by the work center are valuated by
charge rates, which are determined by cost centers and activity types. Work centers can be:
Machines
People
Production lines
6.3.1Integration
Each work center will be assigned a cost center, for collecting and reporting the costs.
The product costing will be done using the standard values from the routing and formulae in the work center and
the activity prices from the cost center accounting. Using the formulae in the work center the amount of the each
activity is calculated which in turn will be multiplied by the activity prices. Activity and activity types used at Ducab,
will be decided during realization phase
Following table shows the activities associated with every work center at Ducab. As SAP system can
accommodate only six activities against a work center, work center 1104 proves to be a problem, as it has
7 activities. Option of creating a dummy work center for accommodating the 7th activity for work center
1104, OR somehow merging 7activities into 6, will be evaluated during realization phase.
Work Description Standard

Center Values
101 Copper Wire Set Machi Wire
Drawing-101 up ne drawing
102 Copper Wire Set Machi Wire
Drawing-102 up ne drawing
202 Aluminium Set Machi Wire
Wire up ne drawing
Drawing
501 Stranding- Set Machi Stranding
501 up ne
504 Stranding- Set Machi Stranding
504 up ne
904 Laying up Set Machi Laying up
up ne
1003 Bedding/ Set Machi Poly-Al Bedding Outer-
Sheathing- up ne Lamination sheathing
1003
1004 Bedding/ Set Machi Bedding Outer-
Sheathing- up ne sheathing

1004
1005 Bedding/ Set Machi Bedding Outer-
Sheathing- up ne sheathing
1005
1104 Laying-up/ Set Machi Cu Wire Taping Laying up Wire GST
Screening/ up ne Screening Armouring Armourin
Armouring g
1106 Armouring Set Machi Wire
up ne Armouring
1301 Re-winding - Set Machi Re-winding
1301 up ne
1305 up ne
1306 Re-winding/ Set Machi GST Re-winding
Steel Taping up ne Armouring
1601 Taping-1601 Set Machi Taping Re-winding
up ne
1602 Taping-1602 Set Machi Taping Re-winding
up ne
1701 Taping & Set Machi Cu Wire Taping Re-winding
Wire up ne Screening
Screening
2000 CV-Triple Set Machi Insulation
Extrusion up ne
2001 CV-Triple Set Machi Insulation
Extrusion up ne
5005 Core Set Machi Recycling
stripping up ne
machine
601 Remnant Set Machi Re-winding
Wire Winder up ne
1303 up ne
6.3.2Features
The work centers are used in other master data, such as routings. Work centers also can be used in work center
hierarchies, to represent group of similar work centers cumulative capacity, for example.

6.4 Routings
6.4.1 Purpose
Routing is a master data, which contains operations to be carried out to manufacture a material. This information is
used in transactions in production planning, capacity evaluation and leveling and also for product costing. Either
material specific routings are created, or materials are assigned to routings. Routings contain information on
production operation steps, work center where the operation takes place alongwith information on activities which
are consumed on a work center.
As for Ducab - The existing routing data in Baan is not accurate or up to date. Fresh data needs to be entered.
As for Machine times – the data shall be collected and entered into SAP system via (Advaris dump and/or Manual
data collection in Excel sheet).
6.4.2 Integration
Routing data is used for costing the products, for assessing the work center load, to provide component
assignment information to plant personnel and also for maintaining the operations done in outside plant
(subcontracting).
Linked with QM,CO modules tightly so that quality operations and product costing is performed using the
information in routing.

6.5 Production Versions
6.5.1 Purpose
A production Version is combination of a single BoM and a Routing. Production Versions are used to create
different combinations of BoM and Routings for the same material to be produced.
6.5.2 Integration
PP Master data is sent to planning system APO, using a production version. A production planner may use
different production versions, to differentiate/distinguish alternate production routes, or alternate BoMs or both, for
a material.
6.5.3 Features
Only one BoM and one routing can be used for defining one production version. Prod. Versions can have validity
period. Several production versions can be maintained for a material. A production version is method available, to
maintain route specific details and route specific consumption of components.

6.6 Documents
6.6.1 Purpose
Documents, which are required to manufacture a component, also form the part of master data for the
component. For Ex, a drawing can form a part of material master record. (documents can be
managed, using SAP DMS (document management system))
Examples of a document are,

In the design office, document management can be used to manage drawings.
All design drawings can be linked to material masters.
Using classification functions, you can search for an assembly and copy the drawing of the assembly
to a CAD system (via the CAD interface).
6.6.2 Integration
Documents are firstly created and stored in Document Management Syatem. They are linked to and referred by
the respective master data in SAP system with the reference numbers
6.6.3 Features
Documents may be used, for example, to describe the specifications of a product, or to store inspection
requirements.

6.7 Characteristics
6.7.1 Purpose
Characteristics are a set of traits/attributes that are used to describe an object. Value of a Characteristic, specify
these properties such as length, color and voltage for example
Characteristics form part of a class. In other words, group of characteristics become a class.
6.7.2 Integration
Characteristics are used in different application areas, such as given below,

Variant Configuration
Batch Classification
Material classification
6.7.3 Features
When characteristics are created, following choices are available,
Format: Numeric format is for figures, and character format is for alphanumeric characters, for example.
Units of measure for numeric values
Templates for entering values
Required entries for a characteristic (required characteristics)
Whether intervals are allowed as values
Language-dependent descriptions and texts for characteristics and characteristic values
Display options for characteristics on the value assignment screen
Allowed values
6.7.4 SAP Pre-created characteristics
The following characteristics, which are provided and recommended for IS-MILL use by SAP, will be used, along
with Ducab specific characteristics
Characteristics Descripti Module Class

on
SD PP/ PP MM CO Q 023 300 001
DS M
Type
Applicati √
SAP_MILLCA_APPL_ID O O
on ID for
Config
Lagging √
SAP_MILLCA_C_LAGGING O O √
Indicator
SAP_MILLCA_C_PACKAGIN Packing √
O O √
G Indicator
SAP_MILLCA_FACTOR Factor O O O √

on
SD PP/ PP MM CO Q 023 300 001
DS M
SAP_MILLCA_GROSS_WEIG Gross √
O
HT Weight
Additiona
SAP_MILLCA_LAGG_MAT O O √ √
l Lagging
SAP_MILLCA_LENGTH Batch
Individual O O O O √ √
Length
Max.Len
gth in
SAP_MILLCA_LENGTH_MAX Base O √
UoMVar.
Tab
Min.Leng
th in
SAP_MILLCA_LENGTH_MIN Base O √
UoMVar.
Tab
Ind.
Length in
SAP_MILLCA_LENGTH_SUB Base O O O O √
UoM
="M"
SAP_MILLCA_MATNR Material O O √
No
SAP_MILLCA_NO_CUTTING Cutting of O O √ √
Pieces
Additiona O √
SAP_MILLCA_PACK_MAT O
l Packing
Packagin
g
SAP_MILLCA_PACKAGING Materials O O O √ √
, Drum
Material
SAP_MILLCA_PACKAGING_ Drum O O O √ √
CAT type
Packagin
SAP_MILLCA_PACKAGING_ g O √ √
O O
NO Material
Number
SAP_MILLCA_QUANTITY Quantity O O √
Underdeli
very O O √
SAP_MILLCA_TOL_MINUS O
Toleranc
e
O O √
SAP_MILLCA_TOL_PLUS Overdeliv O
ery

on
SD PP/ PP MM CO Q 023 300 001
DS M
Toleranc
e
ReelInd.
SAP_MILLCA_USER_REEL Specified O O √
by User
Cumul.
Order
SAP_MILLCA_VBAP_KWME O √
Qty in O
NG
Sales
Unit
Weight O √
SAP_MILLCA_WEIGHT_UNIT
Unit
SAP_MILLCA_WERKS Plant O √
Please refer to attached document, for additional Ducab specific characteristics and values thereof. Some
or all of Ducab specific characteristics will be used in class type 300. Identification of characteristics to be
added, will be done in early days of realization phase. It is likely that Ducab specific charecteristics and
SAP standard characteristics are similar.A comparision needs to be made and final call needs to be taken
on which charecteristics to be used. It is suggested that SAP charecteristics are copied and then used in
applications so that standard SAP characteristics remain untouched.
DUCAB SPECIFIED PRODUCT CLASSIFICATION:
S:\Al Taawun\Project Al Taawun\2Blueprinting\To Be Business Processes\Business Processes - Product

Classfication.docx
Though the Ducab specific classification information, along with variant configuration information is
available on Al Taawun project repository, as suggested by SAP audit team, the same has been brought
into the BBP document. Below sheet shows the definitions for Ducab products. Additions to these values,
if any, which may happen during realization phase, will be maintained in the repository document, for
saving the BBP document from creating versions for every such change..

Ducab Product
Group Configurable Material Class 300 Class 023
All Cable Products Ducabcable Ducabcable Ducabcable

at Jebel Ali,
Musaffah 1 and M2
plants
Copper Cathode NA NA CATHODES

at Musaffah 1 plant
Copper Rod 8 MM NA NA CR8MM

at Musaffah 1 plant
Data Migration Legacy System Migration Legacy System Migration

Approach for above Legacy System Migration Work Work bench Upload Work bench Upload
objects bench Upload method. method. method.

Characteristics in Class Type Characteristics in Class Type Object
300 300 Configuration Profile Dependencies
10 PROFILE FOR DUCAB

SAP_MILLCA_FACTOR SAP_MILLCA_LENGTH_SUB CABLE CS_SET_FACTOR
CS_SET_LENGTH_AP
SAP_MILLCA_LENGTH SAP_MILLCA_LENGTH O
CS_SD_SET_QUANTI
SAP_MILLCA_QUANTITY SAP_MILLCA_PACKAGING TY
SAP_MILLCA_PACKAGING_N CS_MM_SET_QUAN
SAP_MILLCA_TOL_PLUS O TITY
SAP_MILLCA_TOL_MINUS SAP_MILLCA_C_LAGGING CS_REEL_CALC
SAP_MILLCA_VBAP_KWME
NG DC_ENDCAP DC_VARKOND
SAP_MILLCA_APPL_ID DC_PROCESSDRUM_NO
SAP_MILLCA_PACKAGING
SAP_MILLCA_C_LAGGING
SAP_MILLCA_C_PACKAGING
SAP_MILLCA_MATNR
SAP_MILLCA_WERKS
DC_ENDCAP
DC_VARKOND
SAP_MILLCA_LENGTH_MIN
SAP_MILLCA_LENGTH_MAX
BUNDLE_NO NA NA NA
SUPPLIER
PALLET_NUMBER NA NA NA
GRADE
OXYGEN_CONTENT
Legacy System
Legacy System Migration Legacy System Migration Legacy System Migration Migration Work
Work bench Upload Work bench Upload Work bench Upload bench Upload
method. method. method. method.

6.8 Classes and Classification
6.8.1 Purpose
One or more characteristics used to group similar objects together form a class. Classes, characteristics and other
master data, like configuration profiles and object dependencies, together form classification system.
6.7.2 Types of Classes
The class type is a central concept in the classification system. The class type determines how classes are
processed, and how objects can be classified and retrieved in these classes. Class types 001, 300, and 200 are
defined for materials. All materials can be classified with class type 001. Class type 300 is for variant configuration.
Class type 200 is for classes that are used as class items in bills of material.
More information on Batch Managemnt and Variant Configuration is available in documents (LO-BM and LO-VC)
provided in appendix. It is suggested to read this documents, for detailed understanding of these solution areas.
6.7.3 Object Dependencies in classification
Dependencies are used in classification, as an aid to entry for classifying objects. For example, Voltage_11kV can
only be selected for Medium Voltage Cables.
Following table provides overview of object dependencies and usage thereof.
Dependency type Object

Preconditions Characteristic, characteristic value
Selection conditions Characteristics
Actions Characteristic, characteristic value
6.7.4 Configuration Profile
A configuration profile is the place where the material is assigned to the variant class so that the material becomes
configurable.
6.7.5 Features
Using the classification system, SAP users find out the required objects Before classification system can be used,
it is important that classification system is set up as required. There are below three steps necessary, before
classification system can be put to use, for
 Defining the properties of an object, using characteristics and classes.
 Creating classes for classifying the objects.
 Assigning the objects to the classes.
Above completes the classification system and users will be able to use the classification system to find the
objects, using the classification system.

More information on Batch Management and Variant Configuration is available in documents (LO-BM and LO-VC)
provided in appendix. It is suggested to read this documents, for detailed understanding of these solution areas.
6.9Requirements & Expectations
At Ducab, cable design software Advaris is in use for designing new products. Exisiting master data BoMs,
Routings are available in Advaris, which need to be used in SAP, to create SAP master data. A suitable interface
will be built to transfer Advaris data to SAP. Exact mapping of Advaris and SAP fields, complimenting Advaris data
with additional information as required by SAP system, possibility of using defaults values, by adopting logics, are
the activities which will be addressed during realization.
Fact checking of Advaris data is required before they are fed into SAP. Recommend that all the data is reviewed
and cleansed before pushing it into SAP. Also need to know clear steps on editing/append the data once pushed
into SAP.
6.9.1Systems List
Advaris cable design software (version S2)
APO 7.0
SAP DMS
6.9.2Data Conversion Requirements
Master Data will be provided by PP System champions/Key users, in the form of excel sheets in the templates
provided by consulting team.
Following upload tools will be used, to upload the data into SAP system -
LSMW and Batch Data Communication (BDC). Depending on the data volume, manual creation of master data will
also be considered.
Material Masters – LSMW
BoM Headers – LSMW
BoM Components - LSMW
Routings complete with inspection characteristics – BDC
Characteristics – LSMW
Characteristics Values – LSMW
Classes – LSMW
Object dependencies – Manual creation
Configuration profiles – Manual creation
6.9.3Master Data Ownership
Cable design software Advaris, or a customized Excel sheet is used at Ducab, for designing cable products.
Material master firstly be created in SAP system, and then enhanced with master data information from
Advaris/excel.
BoM levels as arrived at this point of time in project, are available in this BBP document, which will be created by
following approach.
A design BoM is created in SAP, using Advaris. This BoM will have no allowances for scrap etc, and will have only
design quantities of components.

This design BoM then will be referenced to create a production BoM, in SAP. This is a manual activity, wherein
design BoM can be copied and then component quantities changed to suit the production requirement.
Other function like Costing and SD may use either of Design BoM OR Production BoM, or they may choose to
create the BoM suitable for their usage.
Routing information in Advaris is not accurate. This information needs to be cleansed from operations time
perspective only, and then may be used in SAP system to create SAP routing.
Ceartion of production version remains a manual activity, wherein LSMW conversion programs may be used to
create PV in SAP system.
It is strongly recommended that a Master Data Management team be formed at the early stage of realization
phase, which will oversee creation of PP master data in SAP system, transfer of master data to planning system
APO, enhancing of APO master data in APO, and administer changes to any of the master data. The MDM can be
made single point of contact and authority for all activities related to PP master data in ECC and APO systems.
Recommendations from SAP auditors are as follows, towards master data in Ducab,
Define a responsible owner (process expert). Every project team member should know & understand the cable
data models usage and importance.
Class changes after go live are nearly impossible. Only adding characteristics is allowed.
Finalize and freeze the classes and characteristics for SD, PP, MM In order to avoid cross module issues
(Mandatory activity). Reasons: Cross process/ solution usage. Only minor changes of variant configuration and
batch management setup should be done in realization phase. Reasons: a) Later technical changes can be
difficult. b) Project team must start in realization phase with a finalized product group (LV, MV,…) setup.
Characteristic SAP Millca_Factor should not be used in 023 class. (as mentioned in file Ducab_Business Blueprint
SD_Cables & HV_0v3.docx).
Copy the “SAP_*” characteristics to Ducab own version. In SAP name space you cannot do changes.
Define the Ducab specific logic for fix scrap/ allowances. Decide which LPP length calculation master data and
logic will be used.

7.0 Data Management
7.1 High-Level Migration Concept
Data Migration would be done using the LSMW or BDC (Batch Data Communication) methods.
The following master data would be uploaded:

Material Master Data (Extend material master)
Bills of Material
Routings
Production Versions
Characteristics and Values
Classes of class type 023,class type 300 and Class type 001
Following master data will be created manually in SAP phase 1 by fujitsu consultants:
Object Dependencies
ConfigurableMaterial Masters
Configuration Profiles
Below table shows the details of High Level Migration approach, towards Ducab specific objects,
Object
Configurabl Class Class Class Characteristics in Characteristics in Configuration Dependenci
e Material 300 023 001 Class Type 300 Class Type 300 Profile es
Ducab Ducab SAP_MILLCA_FAC SAP_MILLCA_LEN 10 PROFILE FOR CS_SET_FAC

Ducabcable cable cable TOR GTH_SUB DUCAB CABLE TOR
SAP_MILLCA_LEN SAP_MILLCA_LEN CS_SET_LEN

GTH GTH GTH_APO
SAP_MILLCA_QU SAP_MILLCA_PAC CS_SD_SET_
ANTITY KAGING QUANTITY
SAP_MILLCA_TOL SAP_MILLCA_PAC CS_MM_SET
_PLUS KAGING_NO _QUANTITY
SAP_MILLCA_TOL SAP_MILLCA_C_L CS_REEL_CA
_MINUS AGGING LC
SAP_MILLCA_VB DC_VARKON
AP_KWMENG DC_ENDCAP D
SAP_MILLCA_APP DC_PROCESSDRU
L_ID M_NO
SAP_MILLCA_PAC
KAGING
SAP_MILLCA_C_L
AGGING
SAP_MILLCA_C_P
ACKAGING
SAP_MILLCA_MA

TNR
SAP_MILLCA_WE
RKS
DC_ENDCAP
DC_VARKOND
SAP_MILLCA_LEN
GTH_MIN
SAP_MILLCA_LEN
GTH_MAX
CATH
NA NA ODES BUNDLE_NO NA NA NA
SUPPLIER
CR8M
NA NA M PALLET_NUMBER NA NA NA
GRADE
OXYGEN_CONTE
NT
Lega
cy
Legac Legac Syste
y y m
Syste Syste Migr
m m ation
Migra Migra Wor
Legacy tion tion k
System Work Work benc Legacy
Migration bench bench h System
Work Uploa Uploa Uplo Legacy System Legacy System Legacy System Migration
bench d d ad Migration Work Migration Work Migration Work Work bench
Upload meth meth meth bench Upload bench Upload bench Upload Upload
method. od. od. od. method. method. method. method.
Above information on High Level data migration approach at Ducab, is also available on Al Tawun project
repository. The same information has been brought into BBP document, as per SAP auditor’s recommendations.

7.2 Transaction Data
Transaction data need to be migrated in to SAP from the legacy system using BDC. Following transaction data
would be migrated:
Production Orders
Confirmations Batches with qty and Characteristics values, at GR stage
It is advised to roll back/roll forward the actual manufacturing WIP to the nearest GR stage. It helps to keep the
transaction data to be uploaded to the minimum, resulting in better visibility/clarity to shop floor personnel for
confirming cut-off transactions, post go-live
Following is the advice from SAP auditors, towards transaction data migration. (Post SAP audit)
1. High Level mapping of current master data to LPP Length calculation logic (BAAN
may not have all the related data. In that case, further effort is needed)
2. Data Migration “Open PP orders”, Try to finalize thr open PP orders in the BAAN
system. For LPP materials, start with SD order entering, MRP run, Planned order
transfer to PP orders.
3. 3. Data upload of PP order to ERP does not link the orders in APO to SD orders (in
case of APO LPP setup)
7.3 Business Object Scope
The following table lists the Business Objects that will manually migrated.
MIGRATION OBJECT
ID SAP Business Object Source Application Source Table / File Data Volume
1 NA
2
3
4
5
6
7
8
9
10
7.4 Roles and Responsibilities

The following section is designed to define the project roles required to support the manual migration plan and to identify the
appropriate project members who will be responsible for fulfilling these roles.
PROJECT ROLES
ID Project Role Description
1 Legacy Data Owner Business owner of legacy data. This role could be involved in the data
mapping, creation of manual procedures, performing data entry and
reconciliation.

2 Legacy Analysts Data analysts responsible for the legacy data. This role could be involved
in the data mapping, creation of manual procedures, cleansing of legacy
data, performing data entry and reconciliation.
3 Data Entry Clerk Resource tasked with the entry of manual data.
4 Subject Matter Expert Consulting resource knowledgeable about the specific business object
and application module. This role could be involved in the data mapping
and creation of manual procedures.
5 Migration Analyst Migration team member responsible for supporting the development of
the data migration plan and management of the manual data migration
effort.
7.5 Project Roles

The table below contains recommendations on project roles and descriptions. This information should be adjusted to align to
the individual project structure and requirements.
PROJECT ROLES
ID Project Role Description
1 Legacy Data Owner Business owner of legacy data. This role could be involved in the data
mapping, creation of manual procedures, performing data entry and
reconciliation.
2 Legacy Analysts Data analysts responsible for the legacy data. This role could be involved
in the data mapping, creation of manual procedures, cleansing of legacy
data, performing data entry and reconciliation.
3 Data Entry Clerk Resource tasked with the entry of manual data.
4 Subject Matter Expert Consulting resource knowledgeable about the specific business object
and application module. This role could be involved in the data mapping
and creation of manual procedures.
5 Migration Analyst Migration team member responsible for supporting the development of
the data migration plan and management of the manual data migration
effort.
7.6 Project Responsibilities
The table below contains a mapping of the project roles and the individuals assigned to these roles for each of the business
objects.
PROJECT RESPONSIBILITIES
ID Business Object Project Role Responsible Resource
1 PP Specific Data in Material Master Legacy Data Owner To be decided by business
Legacy Analysts To be decided by business

Data Entry Clerk To be decided by business
Subject Matter Expert To be decided by business
Migration Analyst To be decided by business
2 BoMs Legacy Data Owner To be decided by business

3 Routings Legacy Data Owner To be decided by business

4 Production Versions Legacy Data Owner To be decided by business

5 Characteristics and Values Legacy Data Owner To be decided by business

6 Classes Legacy Data Owner To be decided by business

7 Object Dependencies Legacy Data Owner To be decided by business

8 Configuration Profiles Legacy Data Owner To be decided by business

9 Transaction Data Legacy Data Owner To be decided by business


7.7 Project Dependencies
The following section identifies the execution events for the manual data entry throughout the project lifecycle and
dependencies to other project tasks and milestones. This is not intended to replace the function of the project plan, it is simply
provides the migration team a high level view of the timing for delivery and resource planning purposes. The events and
milestones need to be adjusted to align with the specific project implementation strategy and requirements.
7.8 Events and Dependencies

The table below outlines the various execution events for the manual entry process.
EVENTS AND DEPENDANCIES

ID Execution Event Dependent Task / Milestone Data Volume
Required
1 Unit Testing Unit Testing of manual data migration process Partial
2 Application Configuration Application setup approval Partial
3 Automated Migration Unit Testing Unit Testing of automated data migration process Partial
3 Automated Migration System System Testing of automated data migration Partial
Testing process
4 Integration Testing Integration Testing of SAP Application Partial
5 User Acceptance Testing User Acceptance Testing of SAP Application Partial
6 Data Migration Production Production Simulation of full data migration Full
Simulation process
7.9 Legacy Data Archive

No legacy data will be archived in SAP.
8.0 BusinessScenario(Business Area/Process Group)

Scope
ID Process Name In Scope SAP Solution
12 Production Order Yes PP, CO, QM, MM
Execution/Confirmation
13 Goods Issue and Receipt for Yes PP, MM, QM, FI

Production Orders

14 Scrap management at all Yes PP, MM
production stages for Cable
Production
15 Scrap Management Post Yes MM

Generation - (Selling to
vendors/Selling to CRP/Reusing)
for Cable Plants, CRP and PVC
Plant
16 Scrap management at all Yes PP, MM

production stages for Copper
Rod production
17 Rework in production process Yes PP, QM, MM
18 Rework of Customer sent Yes SD, QM, PP, MM

materials
19 Rework of Copper Rod materials Yes PP, QM, MM

at different stages
20 Hours Accounting in Production Yes PP
21 Offloading Operations Yes PP, MM,

(Operations subcontracting) at
other Ducab Manufacturing
Facilities within Ducab Cable
Company.
22 Inter-Site Movement of Raw Yes MM,

Materials
Subcontracting between Ducab

23 Cable company and Ducab HV MM
company, or any other Vendor
24 Printing of Shop Floor Papers Yes PP

(Drum Cards/Core Cards)
25 Simple Cutting Process - (Sub Yes PP, MM, SD

process of selling from stock)
26 Handling of Split Lengths and Yes PP, MM

Short Lengths
27 Material movement from Central Yes MM

Warehouse to Production WIP
Stores

28 Process Drum, Baskets and Yes PP
Bobbins Tracking
29 Month End Order Closing Yes PP, CO

Process
30 MTS production planning in ECC Yes PP,MM,SD

(For selected Building Wire
Products, PVC Products and Copper
Rod products )

9.0 Business Process and Solution Design
9.1 Production Order Execution/Confirmation
9.1.1Business Process Description
In an integrated process, sales orders are firstly created in ECC system. Subsequently, GATP check is performed
in APO system. Depending upon the stocks and requirements situation, a planned order will be created for item.
These planned orders will be converted to production order in APO.
While planned orders are converted, availability checks and capacity checks may be performed, details of which
will be available in APO documentation. For ECC system, APO production will become an input for execution to
start. Production orders, are transferred from APO system to ECC system using CIF (Core Interface)
Planner views the production orders for plants and selects the orders to be released to shop floor. There are many
keys available by which selection of orders can be restricted. (Plant, MRP Controller, Production scheduler, Basic
dates, for example)
Planner chooses the orders to be released to floor, and releases the production orders. Releasing the order
creates the load on work centers to be used by production order. Goods (components and raw materials) can be
issued to the released order; batches are created for order header material, if the header material is managed in
batches.
Released production order provides all the necessary information to shop personnel, for them to start execution
and complete the same.
 Material/product to be produced and the quantities thereof,(along with product classification including
information maintained at sales order classification)
 Components and raw materials to used and quantities thereof,
 Operations to be performed along with long text with key operational information i.e. lay lengths, diameter,
number of wires.
 Work centers at which the order operations are expected to be carried out,
 The basic dates and order schedule dates
Above information which is available on a released order becomes input to shop floor personnel. This information
can be suitably printed. At Ducab core cards, drum cards are the documents which carry above information. Going
forward, SAP released production orders will provide the necessary information for execution. Exact information to
be printed, and format will be decided during realization phase.
Released Production Orders become an input to the shop floor/plant personnel, for them to execute and complete
the tasks as required by production order. The feedback to the system about completion of the production order /
operations is provided through entering the confirmations into the system. Though the confirmations can be either
entered for an entire order or for the operations, it is suggested to enter the confirmations for operations, for
obtaining the details.
PROCESS CHARACTERISTICS
Process Trigger APO created production Order is available in ECC system for execution.
Process Input Production order number and completed operation number for which
confirmation is to be entered, with details of batch/reel on which operation
was performed
Process Output Confirmation with partial/full completion for a production order operation
Process Owner PP
Process Volumes Moderate

Process Frequencies Every 8 HRS or as and when required
9.1.2 Business Requirement
BUSINESS REQUIREMENT (HIGH LEVEL)

Req. ID Requirement Description Standard / Priority Contact
Gap
Real Time, Stage wise and accurate Standard Medium JS/AED/SZ
production information with work center
used and process drum information
Accurate WIP stocks, stage wise, based Standard High JS/AED/SZ
on real time production information, at any
time instance
Inspection results linked to operations and Standard High JS/AED/SZ
record of defects/faults thereof
Traceability of faults & operations with Standard High JS/AED/SZ
production ID/batch
Accurate Forecasting of production Standard High JS/AED/SZ
volumes, for short term periods (weekly
per say)
Automatic capacity load ,updating post Standard High JS/AED/SZ
confirmation
Capturing of machine time sheets/events GAP High JS/AED/SZ
with predefined codes in a single screen
For PVC manufacturing, each bag of PVC Standard High JS/AED/SZ
shall have a unique identification number
for end to end traceability.

9.1.3 Business Process Flow Diagram

9.1.4 Process Step Detailed Requirements and Solutions
Step Step Name External Business Role Transact Expected Results

Process Condition ion Code
Referenc
e
1 View APO APO Production Central COOIS/ Selected orders are
Production order available in Planner COHV displayed. Orders have
Orders in ECC ECC system, with MD04 CRTD status. If you
system. Select CRTD status choose to see the orders
suitable orders, for a single material, use
using MRP MD04 report, which
Controller, shows stocks and
Plant and dates requirements for a single
as necessary material
2 Choose those Production Central COHV/ Order status changes to
orders which Orders are Planner MD04 REL.
are to be released Capacity requirements
released. are now seen for work
Release the centers in order.
orders, either Batch is created for
using mass header material.
processing Printing shop floor papers
transaction or can be automated at this
release stage. Goods issue and
individual shop floor execution may
orders start
3 View Released APO MRP Production MD04 / Individual Order OR a list
Production planning is Planner CO03/ of orders is available to
Orders in ECC complete COOIS view. Segregation by
system with Company code and
system status Plants is a standard
“REL” feature
4 Operation Operation Production CO11N Confirmation & updating
Confirmation & completed Operator/P of activities and material
Goods (partial/final roduction in stocks through posting
movement for confirmation) Supervisor the material documents
operations, if and accounting
any for selected documents towards good
production issued or goods received.
order
5 Reversal of Correction Production CO13 Changes in confirmation
confirmation required in Supervisor data, including quantities,
Confirmed data activities and material
for production movements
order
6 Goods Good Production CO11N Stock updated at Storage
Movement for consumed Operator/P location. GI batches and
Operations /Produced/Proces roduction GR batches provide
sed Supervisor traceability during
operation.

7 Goods receipt Goods received Production CO11N Stock updated at Storage
for production Operator/P location. Maintain batch
order, after the roduction classification for cable
final operation Supervisor products
defined by
production
order is
completed
9.1.5 Integration Points
INTEGRATION POINTS
ID Integration Point SAP Component Data Element Contacts
Process : Material receipts MM Material Munirathnam/
MM_IM_01 and Issues Documents and Mohammed
accounting/
Controlling
documents
Process Planned Order to APO Production Order Milind /
APO Production Order Nouman/Junaid/S
PPDS/GATP 6 conversion in amih/Abdullah
and 7 APO,
Synchronization in
two systems,
Transfer of
transaction data
Process QM_02 For In-process QM QM lots, QM Vivek/Manoj
Inspection process operation
completion
Process 1.7.1.1 FI Document FI FI Document Arvind/Riaz
FI
FB03

9.1.6 Functional Solution for Production Order Confirmation/Execution
Operation Confirmation
Use
In the shop floor confirmation transactions, plant personnel enter the confirmation for operations of production
order. SAP IS-Mill cable solution provides environment, where users can enter all the operation relevant data,
along with Goods Issue batch on which production processes are carried out, on a single screen.
All the components/raw materials consumed during this operation also are entered simultaneously on the same
screen. Operation relevant data, like dates and time, work center where the operation was executed etc are also
entered at the same instance, making it a user friendly transaction.
SAP ECC Menu Logistic >Production>Shop Floor Control>Confirmations>For

operations>Time ticket confirmation > Enter
Transaction code CO11N

Business Role Production Technician/Production Supervisor
 Production Technician OR a Production Supervisor or operators, upon completion of an operation on a

particular batch/reel, will confirm the same back to SAP system through confirmation transactions.
 Operation dates, Times, along with work center involved in completing the operation, Reel and process
drum numbers involved/batches involved, Personnel number, with a detailed confirmation text can be
entered at one go.
 Standard SAP transaction screen for entering time ticket confirmation is optimized already, and has a
minimal chance of adding any further fields on it. It provides a single field for entering reasons for
variances, whereas business requirement is to capture detailed “Events” information. It is suggested that a
separate screen be designed where “Events” can be entered in a more detailed way. – to be seen in
realization phase. It is also possible to add the details like “events” and “process parameters” on
confirmation screen itself. Somehow, final call on this will be taken during realization phase.
Following write-up is added to explain the functionality of WIP batches, which may help Ducab in having
traceability of inprocess batches.
1. WIP Batches Functionality, to be used at Ducab Cable plants
(To be used by cable plants for traceability of cable drums during production process. It can also be used by
PVC plant and CRP plant, for maintaining important process parameters, during production process)
A write-up about WIP batch functionality - > to be added to production execution process
WIP Batch:
Ducab will use WIP batch functionality to confirm operations carried out on a particular drum number. This helps
users track the drum information processed at a particular operation.
The work in process Batch is a partial quantity of production order confirmed per operation. WIP batch represent
an intermediate status of a product which is in production. WIP batches may be created for material which is being
produced as a header material of a production order, OR a reference material also can be used(A reference
material can be termed as, early OR preliminary stage of manufacturing of a finished cable). Usage of WIP batch
functionality provides help in terms of confirming batches. A WIP batch is a special type of a batch, which exists
only inside a production order.
It is possible to “Merge” WIP batches or “Split” WIP batches. Reference of a WIP batch with a predecessor batch
(Goods Issue batch) can be created at first operation. WIP batches created during intermediate operations can be
split/merged, and the reference is maintained within WIP batches. A reference of a WIP batch can be created with
a GR batch during confirmation of last operation.
At Ducab, where SAP batches lose their identity during operation confirmation, WIP batch functionality may be
particularly helpful. Lay-up operation, where individual cores are issued to a production order, and assembled to

form one integrated unit, is where the first WIP batch may be created. Subsequent WIP batches may be created
and depending on situation, may be either merged OR split so that tracking individual drum becomes possible at
every subsequent operation like bedding, stranding and sheathing.
“Where used List” functionality may be used to view the relationship between GR batches, WIP batches and GI
batches. Batch management cockpit provides information on work in process stocks. Classification system will
provide the information of characteristics and status of a WIP batch.
WIP batches may be used to support subcontracting operations within production order, to send components to
subcontractor.
Following screen captures show the linkages established in WIP batches created in manufacturing operations.
This data is available in Ducab Sandbox server.
It should be noted that creation of WIP batches, in accordance with Ducab cable usage, will be a manual activity.
WIP batches will be created manually and if required merged OR split, as required, manually.
1. Batch Management Cockpit: Enter the material and plant, and execute the selection.
2. System shows the material and its batches available in the selected plant

3. Choose the appropriate goods receipt batch, for which WIP batches are required to be known
4. Click details and select Usage option

5. SAP system displays all the batches, including WIP batches and production order which held these
batches.
6. System shows the Goods Issue batches as well, from which the WIP batches were generated/created.

Result
A confirmation for production order operation with Reel/Batch details is entered, with relevant material movements
posted through a single screen entry.
9.1.7 Organization Structure Considerations
All the Ducab cable manufacturing facilities (including HV) will use Time ticket confirmations transaction to enter
confirmation for operations completed. PVC and Copper Rod manufacturing plants as well will use the same
confirmation transactions. While cable manufacturing facilities will use drums/reel/batch/pallet data to confirm reels
processed, Copper Rod Plant will use the GI information screen to provide cathode and scrap batches gone into
processing.
A different confirmation screen can be used by assigning it to the user’s profile, if need arises.
9.1.8 Master Data Considerations (including all relevant data relationships)
 Material master MRP Views, Work Scheduling view, Accounting and Costing views
 BoM data
 Routing data
 Work Center data
 PRT Data
 Batch information
9.1.9 System Configuration Considerations
Refer to KDS sheet for this. Ducab is not planning to integrate MES/SFS with SAP system, during 1st OR 2nd
phases of Al-Taawun SAP implementation project.
Linkage of PP orders in MTS scenario – A Sales Order number OR a higher level production order number can be
entered in lower level production orders, as a characteristics value, for a selected characteristic.

9.1.10 Technical / Development Related Items (WRICEF) for Process “Production
Order Confirmation/Execution”
A screen to be included on CO11N standard screen OR a separate screen and related developments, which will
enable to capture “Shop Floor Events and process parameters”. Details to be decided in REALIZATION phase.
9.1.11 Reporting (operational and analytical)
REPORTING
WWRICE Description Report Type Data Relevant Owner
F-ID (ABAP, BI, BOBJ) Element KPI
s
XX-xx- Order information report ABAP Order JS/AED/SZ
R001 enhanced with operation and No, to provide
events details along with Operatio details
reported process parameters n No,
Process
paramet
ers and
Event
details
etc
XX-xx- Report of production orders
R002 committed to be delivered in
current and subsequent week.
Over Due Orders with delay
reasons
XX-xx- Production orders detailed list
R003 – (Due date, customer - etc)
XX-xx- Production Data Analysis
R004
XX-xx- Detailed Job report to execute
R005 the production orders (For all
SFG levels. i.e. Wire Drawing,
core, cable).
XX-xx- Enhancement to pass on ABAP, as
R006 sales order information to suggested by
production orders of all Stefan Haag
levels, in ECC system and Samir
only, in MTS scenario. Damag
9.1.12 Interfaces
INTERFACES
WRIC Description Interface Applications Data Elements Frequency / Owner
EF-ID Method Volumes

XX-xx- NA
I001
XX-xx- NA
I002
9.1.13 Data Conversion / Historical Data
CONVERSIONS
WWRICE Conversion Source Conversion Conversion # of Objects Owner
F-ID Object Activities Method (manual to be
(e.g. / automated) converted
cleansing)
XX-xx- NA
C001
XX-xx-
C002
9.1.14 Enhancements
ENHANCEMENTS
WRIC Description Data Object Functional Alternative SAP Reason Owner
EF-ID (Sales Order) Gap Standard
XX-xx- NA
E001
XX-xx-
E002
XX-xx-
E003

9.1.15 Output (e.g. forms)
OUTPUT / FORMS
WRIC Descrip Data Output Type Frequ Vol Owner
EF-ID tion Object (Form, EDI, ency um
(Sales etc.) es
Order)
XX-xx- NA
O001
XX-xx-
O002
XX-xx-
O003
9.1.16 Workflow
WORKFLOW
WRICE Description Data Object (Sales Engaged Owner
F-ID Order) Parties
XX-xx- NA
W001
XX-xx-
W002
XX-xx-
W003
9.1.17 Authorization
AUTHORIZATIONS
ID Authorization Role Data Objects Reason # of
(Sales Order em
/ TA code) plo
yee
s
A0 To View order Production Production To view and find -
01 operator/su Order/CO03/ the relevant
pervisor MD04/ order
COOIS
A0 To enter Production Confirmation To Enter -
02 confirmation operator/su number / confirmation for
for operation pervisor Order the order
number/ operation
CO11N
A0 Goods Production MIGO/ To perform -
03 Issue/Goods operator/su CO11N/ goods
Receipt pervisor MB1A/MB1C movements
A0 Stock Production MMBE To view the
04 Overview operator/su stocks
pervisor

9.1.18 Organizational Change Related Items for Process “Production order – Operation
confirmation”
Refer below table
9.1.19 Change Impact Summary
ORGANIZATIONAL CHANGE IMPACT

Change Impact Old Way New Way Positive Negative
Summary Impacts Impacts
To Company To
To individual Company
roles To
individual
roles
Process Strategy Confirmation Confirmation Near real Increased
e.g., process is s will be time transaction
Principles currently entered real information al load to
How handled as time, by shop on shop floor
High-level data an isolated floor completion of personnel,
flows process, personnel. production though in
based on orders. an
shop floor Immediate integrated
inputs, in the reduction in single
form of excel capacity system
sheets and load,
then improved
uploaded to visibility to
current planners.
system Improved
BAAN. Many inventory
isolated management
software and
used information,
Process & BAAN A Single Completion NA
Metrics (focus on entries screen entry of
key changes to currently are to capture all confirmation
specific steps not done by the relevant transactions
and production information along with
transactions) floor inventory
personnel transactions,
in one go
Roles, NA Production Improved NA
responsibilities Technicians information
and organization and flow to shop
Who’s supervisors floor
accountable? (front line personnel
Who’s associates) and to the
responsible? will be management
Who’s responsible .
consulted? for
Who’s informed confirmation
entries

9.1.20 Addressal of Pain Areas from Legacy System
Pls refer to below table for addressal of pain areas, in details.
9.1.21 Pain Points and Solution Obtained
LEGACY PAIN AREAS FOR THE PROCESS

Pain Legacy Pain Area Addressed in which manner i.e. Solution from
Area Standard/Development/Workflow etc.
ID
Production results not accurate Standard (Real time entries with inventory
in some cases and definitely movements. Through standard confirmation
they don’t reflect any live data single screen entry) – it is possible to capture
capture. the details on a separate screen with data.
WIP stock count Standard (Real time WIP report in APO, with
procedure and operation wise details)
accuracy (Long time to
get results
Capturing machine Development, to suit the exact business
time sheet/events requirement
manually
Fault cards (FC) Standard (Quality operations confirmation and
system isn’t linked at subsequent management of LOT UD)
all with our BAAN
system
Sub assembly items Standard (Status on UD of every copper
with FC aren’t easily coil/drum,/batch/reel/pallet available in SAP
traceable in the BAAN system)
system, hence
planners don’t get a
clear understanding of
the status of the
production ID
Manufacturing and Manufacturing activities, quality activities as

quality activities are not well as produced Lots are well linked in SAP,
linked in BAAN for for authorized users to refer, at any time.
better transparency, Batch Traceability is a standard feature in
history and traceability SAP system. Each cable product drum may
details be treated as a batch. Information on batch
classification and issue-receipt batch relations
can be viewed in SAP in batch management
cockpit
Linkage of PP orders in MTS scenario – A Sales Order number OR a higher level production order number can be
entered in lower level production orders, as a characteristics value, for a selected characteristic.

9.2 Goods Issue and Goods receipt for Production Order
9.2.1 Business Process Description
Broadly, there are three kinds of products which are manufactured at Ducab manufacturing facilities at
Jebel Ali and Musaffah Abu Dhabi locations, from SAP goods movement perspective. These include,
PVC products
Copper Rod product
Cable Product
Each of the above product line has a different manufacturing process, and so is the goods issue process.
Copper Rods manufacturing processes and PVC processes are relatively straight forward processes from
Goods issue perspective, wherein produced material has a simple Bill of Material, which gets consumed
in a single manufacturing step and an output material is generated. Issued quantities are determined by
knowing final output/produced material quantities.
Goods Issue to PVC materials Production Order

Automatic Goods Issue/Back flushing is an effective and useful tool which will be used to issue raw
materials to PVC manufacturing orders.
Though the back flush way of goods issue can be used at Copper rod manufacturing plants, for issuing
raw materials to Copper Rod production orders as well, keeping in mind the high value of raw materials
issued (Copper Cathode/copper scrap) it is recommended to use “ Planned Goods Issue (PGI)” for
Copper Rods production orders.
Traceability is another requirement which makes copper cathodes to be handled in batches, wherein each
bundle, which has a unique number provided by manufacturer, will be treated as a batch and batches will
be issued to Copper Rod Production Orders, using PGI method, using transaction MB1A. Each copper
cathode bundle is recommended to be weighed, before changing to the furnace. Copper Scrap received
from cable manufacturing plants OR scrap procured from other sources will also will handled in batches
and will be issued to copper rod production orders, in PGI way, same as the copper cathode batches.
This will provide exact quantities charged to furnace, for a production order. It is critical that copper
cathodes are handled in batches, each bundle of cathode to be treated as a batch, and each bundle to be
weighed, so that bundle weight/batch quantity is validated before charging to the furnace. Process water,
Alcohol, lubrication materials and other consumed materials can be issued using “back flush” method of
goods issue.
Goods Issue to Cable Production Order
Cable products are manufactured at Jebel Ali, Musaffah1 and Musaffah2 manufacturing locations. Each
location has its requirements, for handling manufacturing BoM levels for a same material to be produced.
In other words, a material might have 3 different BoM levels, depending on the location. Raw materials,
depending on the level of BoM, are issued to individual operation.
Due to the nature of items being consumed, is not possible to issue exact quantities of raw materials to
the production order. Production orders consuming similar materials are clubbed together for processing
and total raw material consumption can be known, by quantifying raw material stock available post
production. Quantity of the raw material issued for the particular production order can at the most be
calculated, only after the clubbed production run is over and total consumption for many production orders
in known. Expectation is, once the balance raw material quantity post production run is known, consumed
quantity should be compared with standard consumption, and overconsumption/underconsumption
proportionately be distributed over many production orders, which were part of the clubbed production
run. WIP STORAGE LOCATION WILL ISSUE MATERIAL TO PRODUCTION ORDER

This process describes
 Automatic Goods Issue to production order, based on standard consumption quantities, also known
as Back flush
 Planned Goods Issue, to production order
Process Trigger Automatic/Manual
Process Input production order
Process Output Consumption quantities posted through material documents
Process Owner PP/Manufacturing function
Process Frequencies Daily / As and when required
9.2.2Business Requirement

Gap
Automatic goods issue to production Standard High
orders - Back flush
Option of issuing RM/SFGs manually to Standard High
production orders
Automatic creation of “Receipt/GR Standard High
batches”
Allocation of extra consumption to GAP High
production orders, on and above planned
GI quantities, in proportion of PGI, based
on periodic physical stock
verification/checks
Creation of a pallet ID, in case of Copper Standard High
Rod production and printing of pallet
identification stickers. Similar
requirements for PVC product GR
For copper rod, back flushing not to be Standard High
used. Use planned goods issue instead

9.2.3Business Process Flow Diagram
Flow chart for Goods issue
Raw material store
Stock Transfer
Back flush
Production store/s : Production Order
could be specific for
a group of work
centers. i.e Can be issued to Cost
bedding/sheathing. center, Production
Unplanned consumption Orders
Cost center, Production

Planned goods
Orders.
----------------------------------------------------------------------------------------------
Flowcharts for GI/GR to production order.

Goods Receipts.

9.2.4Process Step Detailed Requirements and Solutions
Step Step Name External Business Role Transaction Expected Results

Process Condition Code
Reference
1
2 Enter GI CO11N/MB1A Propose
components proportionate
and batches quantities..
3 Enter CO11N/ Goods Receipts in
Quantities of MB1C pre created GR
pre-created batches is done.
GR batches,
if last
operation has
completed
4 Propose TBD Components to be
components scrapped are
issued to proposed by the
previous system.(by a
operations, negative sign)
as scrap in
proportion to
quantity
reported as
scrap for the
operation
9.2.5Integration Points
INTEGRATION POINTS
MM Process : Material PP, MM, FI Material doc, Munirathnam/
MM_IM_01 Documents and accounting doc Mohmmed
accounting
documents
generated while GI
and GR is posted
MM_PUR_02 Documents and accounting doc Mohmmed
accounting
documents
generated while
GI/GR for STO is
posted
MM_PUR_03 Documents and accounting doc Mohmmed
accounting
documents
generated while

GI/GR for inter
plant movement is
posted
Process 1.7.1.1 FI Document FI FI Document Arvind/Riaz
FI
FB03
9.2.6 Functional Solution for Process “Goods issue and goods receipt for production
order”
Goods Issue: Using this component, a material withdrawal or a material issue can be posted. A goods issue leads
to a reduction in warehouse stock.
Return: Reversal of a material movement that was entered with reference to a reservation. (Or if the quantity
withdrawn is returned, for example because it is not needed until later),
Ducab users will adopt stock transfer procedure for moving raw material stocks from RM stores to Production WIP
stores and Transfer Posting procedures for moving SFG/FG goods from quality inspection stocks to unrestricted
stocks, whenever applicable. Goods issue and return procedures then will be used to issue raw materials to shop
floor/production orders and return the unused materials back to production wip stores/RM stores.
Goods Issue: There are different types of Goods Issues; here we shall refer to goods issues for
Material withdrawals for production orders
Other types of internal staging of material
Scrapping/sampling
Goods issue can be entered in the system, with or without reference to a document.
Following documents can be a reference,
Reservations
Production Orders
Bills of Materials
If a reference documents exists (reservation/order), it is important to enter goods issue, with reference to this
document. This is done with following reasons,
The goods issuing department (RM stores for ex.) can check whether what was requested, is actually issued.
During entry of goods issue, the system can suggest data from the reference document (for example, account
assignment, requested material, quantity, etc.). This simplifies both data entry and checking (over deliveries and
under deliveries) when entering a goods issue.
After a withdrawal, the quantity withdrawn is updated in the reference document and the reserved quantity is
reduced accordingly. Thus, Inventory Management can monitor the withdrawal process and Materials Planning can
update the stock/requirements list.
Goods Issue with Reference to an Order

Use: When withdrawing components for an order, the system distinguishes between the following types of goods
issues:
Planned Goods Issue (for Reservation/Order)
With this type of withdrawal the system automatically creates a reservation for the components planned in the
order. When you enter the goods issue, you can reference the order or the reservation. The system determines all
components to be withdrawn.
Unplanned Goods Issue
With this type of withdrawal, it is determined during the production process that an additional material or an
additional quantity of a component already withdrawn is required for an order. This withdrawal is unplanned
because there is no reservation to be referenced. You enter this withdrawal as a goods issue without reference
Back flush
This type of withdrawal means that the components are already available at the production site. They are
physically consumed during the production process. However, the quantity consumed is not reported until it is
known how much has been actually consumed, that is not until order completion confirmation. For these
components, you need not enter a goods movement in the Inventory Management system.
Ducab users will use above procedures for issuing raw materials/consumables to production orders. Following
table briefly elaborates materials and GI procedures to be used.

Material Group Planned Goods Unplanned Goods Back flush
Issue Issue
Cathode YES - -
COPPER SCRAP YES - -
ALL ELSE - - YES
Goods Issue without Reference:

When there is no reference to a production order, or if there is an urgent requirement of a material, goods issue will
be carried out without a reference.
Note: Transfer of material from RM Store to Production WIP Store can be done, by transferring bulk quantities of
raw materials, either with a reference to many production orders, by using PICK LISTS, or by manually calculating
quantities.
Sr. No Material Consumption for Data to be entered, against which GI will be done
1 Cost center Cost center
2 Project WBS element/networks
3 Sales Cost center
4 Network Network or operation
Following is the exemplary list of materials, which may be issued to cost centers/Project/Sales for Ex,
Materials Cost Center Project Sales

Welding Rods Y - -
Cable testing samples - - Y
Samples - - -
HV installation - Y -
materials
Goods Issue For Sampling: Drawing a samples is a goods movement that has usually to do with quality
inspection. Often, only a small subset of the total quantity in quality inspection stock is actually inspected. The
result of this inspection is then used as a basis for the usage decision that determines further processing of the
entire amount.
If you want to ensure that the quantity inspected is removed from stock, you can draw a sample. This type of
sampling can be destructive, that is, you can no longer use the material after the inspection. In this case, then,
sampling is the same as scrapping the material.
If the material is actually still usable after the inspection, you can post it back into stock (using a reversal posting).
You can draw a sample from the following types of stock:
Unrestricted-use stock
Quality inspection stock
Blocked stock
Material Cost Center T-Code

Cable for test - MB1A
Cathode, for example - MB1A
for Material testing
Lab
And issue to the cost center specified.
The value used is the value from the material master record at the time Goods Issue for Scrapping
You might scrap a material if you cannot use it any more, for example because:
The quality has been reduced due to long storage time
It is out of date

the material has been destroyed (for example, a color batch/copper wire bobbin for example, falls off the forklift
during transport). You have to enter this as a scrapping.
In the SAP System, you post a scrapping like a goods issue without reference.
You can scrap materials from the stock types below:

Quality inspection stock
Blocked stock
A scrapping has the following results in the system:
the relevant stock is reduced
the value of the scrapped material is posted from the stock account to a scrap account
The costs of the scrapped material are assigned of the posting.
Results of a Goods Issue Posting

A goods issue has the following results in the system:
Material document is created
Accounting document is created
Goods receipt/issue slip is created
Stock update
Update of G/L accounts
Consumption update
Reservation update
Order update
Update in other applications
Transfer requirement is created when the Warehouse Management System (LE - WM) is connected
Inspection lot is created when QM is connected
Goods Returns
Reversing a Planned Goods Issue

If a material movement that was entered with reference to a reservation to be reversed (or if the quantity withdrawn
is returned, for example because it is not needed until later), you can enter the reversal (or return) with reference to
a document
In such cases, the system references the reservation during reversal; the "old" reservation is re-activated and the
open required quantity in the reservation is increased by the quantity reversed.
Results of a Cancellation/Reversal
Regardless of whether you reference the material document or the reservation, all of the updates carried out
during the goods issue posting are reversed as a result of a reversalPartial reversals are not allowed. The most
important results of a reversal for a reservation are listed here:
A material document (reversal document) is created. This document serves as proof of the reversal.
An accounting document is created. This document contains the account postings that are necessary for the
reversal.
The following stocks are increased due to the reversal:
Total valuated stock
Reserved stock
The consumption of the material is reduced by the quantity reversed.
The following updates occur in the reservation item: The quantity withdrawn is reduced by the quantity reversed.
Step Step Name External Business Role Transact Expected

Process Condition ion Code Results
Referenc
e
1 Stock Transfer Stock MB1B
Controller
2 Transfer posting Store MB1B Stock

Supervisor movement
from Central
Store to
Production
WIP stores.
3 Goods issue Store MB1A Reduction in
Supervisor stock. Increase
in WIP
4 Goods Return Production MB1B for Increase in
Supervisor stock stock
transfer
5 Planned goods Store/ MB1A Reduction in
issue Production stock. Planned
Supervisor issue for order
Reduction in
stock. Increase
in WIP
6 Unplanned Stock MB1A Reduction in
goods issue Controller stock. Not
planned – due
to various
factors.
Increase in
WIP
7 Back flush Production Automatic Reduction in
Operator/S by system stock. Increase
upervisor. after in WIP
ticking
back flush
indicator
in Material
master /
Work
center /
Routing
Goods Receipt
The goods receipt for finished material will add to the stock of the material. GR will done, in the pre-created GR
batches for the production order material, as well as items which are termed as co-products or by-products.
A material document (Goods Receipt document) is created. This document serves as proof of the Goods Receipt
An accounting document is created. This document contains the account postings that are necessary for the
Goods Receipt
The following stocks are increased due to the reversal:
Total valuated stock
Quality Inspection Stock
Step Step External Business Role Transact Expected

Name Process Condition ion Code Results
Reference
1 Goods Production MB1C GR is posted,
Receipt Operator Stock is
increased

Reduction in WIP
& capacity load.
Results of a Goods Receipt Posting
A goods Receipt has the following results in the system:

Material document is created
Accounting document is created
Goods receipt/issue slip is created
Stock update
Update of G/L accounts
Order update
Update in other applications
Transfer requirement is created when the Warehouse Management System (LE - WM) is connected
Inspection lot is created when QM is connected
9.2.7Organization Structure Considerations

Refer to Plants and Storage locations described in SAP organisational structure mentioned in the beginning of this
document.
9.2.8Master Data Considerations (including all relevant data relationships)
 Finished goods, Co-products as well as by-products will be created as material masters, along with
materials to be scrapped.
9.2.9System Configuration Considerations

Refer to KDS sheet for this.
9.2.10 Technical / Development Related Items (WRICEF) for Process

Goods Issue for Production Order operation
Calculation of scrapped components, based on scrap qty reported for the operation and component quantities
issued to previous operations, and proposal on confirmation screen.
REPORTING
WWRICEF- Description Report Type Data Elements Relevant KPI Owner
ID (ABAP, BI,
BOBJ)
XX-xx-R001 Calculation of ABAP
scrapped
components,
based on
scrap qty
reported for
the operation
and
component
quantities

issued to
previous
operations,
and proposal
on
confirmation
screen.
XX-xx-R002 Copper
tonnage
(output report)
– storage
location wise.
Cu Rod
(Daily/weekly/
monthly)
output report
with
transactional
details.
WIP inventory
report
XX-xx-R003
9.2.12 Interfaces
INTERFACES
WRICEF-ID Description Interface Applications Data Elements Frequency / Owner
Method Volumes
XX-xx-I001 NA
XX-xx-I002
XX-xx-I003
CONVERSIONS
WWRICEF-ID Conversion Source Conversion Conversion # of Objects Owner
Object Activities Method (manual to be
cleansing)
XX-xx-C001 NA
XX-xx-C002
XX-xx-C003
9.2.14 Enhancements
ENHANCEMENTS

XX-xx- NA
E001
XX-xx-
E002
XX-xx-
E003
OUTPUT / FORMS
WRIC Description Data Output Frequen Volu Ow
EF-ID Object Type cy mes ner
(Sales (Form,
Order) EDI, etc.)
XX-xx- NA
O001
XX-xx-
O002
XX-xx-
O003
9.2.16 Workflow
WORKFLOW
WRIC Description Data Object (Sales Engaged Owner
EF-ID Order) Parties
XX-xx- NA
W001
XX-xx-
W002
XX-xx-
W003
AUTHORIZATIONS
ID Authori Role Data Reason # of
zation Objects employees
(Sales
Order /
TA
code)
XX-xx- For Produc MB1A, To provide
A001 Goods tion CO11N, necessary
Issues Operat MIGO, authorizations to
and or/Prod CO13, shop floor
revers uction CO14 associates,
als Superv executing the
isor transactions (org

objects to be
finalized later
XX-xx- For Produc MB1C, To provide
A002 Goods tion CO11N, necessary
receipt Operat MIGO authorizations to
and or/Prod shop floor
revers uction associates,
als of Superv executing the
posting isor transactions (org
s objects to be
finalized later
XX-xx-
A003
9.2.18 Organizational Change Related Items for Process

“Goods issue and goods receipt for production order”
Please refer to flowing table for change impact summary

Change Old Way New Way Positive Negative
Impact Impacts Impacts
Summary To Company To
roles To
individual
roles
Process Informal Structured Real time na
Strategy reporting of issuance, goods
e.g., Goods receipt of FG movements,
Principles issued, as well as with
How Goods scrap. reporting of
High-level received and produced
data flows scrapped and
material. consumed
More than quantities,
one system with scrap, in
to work with a single
for system
production, environment
scrap
management
.
Process & Issue Simultaneou na
Metrics postings and s
(focus on receipts transactions
key changes postings, and postings
to specific both in SAP for issue and
steps and system. receipt
transactions)
Roles, Production
responsibiliti Operator/Pro
es and duction

organization Supervisor
Who’s
accountable
?
Who’s
responsible?
Who’s
consulted?
Who’s
informed
Roles,
responsibiliti
es and
organization
Who’s
accountable
?
Who’s
responsible?
Who’s
consulted?
Who’s

Please refer table below.

ID
Scrap accounting per Standard
machine/ per order/ per
customer.
Calculation of scrapped Development (Collective reporting of scrap on work

components, based on center)
component and quantities
issued to previous
operations
In sites other than JA, free Standard
issue of material without any
internal material issuance
slip..

9.3 Scrap Management at all production stages for cable production,
Cable production starts with manufacturing of drawn wires. Product goes through several production stages and is
reported as SFG at the completion of specific operation for those stages.
When SFG are being produced certain amounts of same product is also reported, as unusable or scraps length or
weight. As the scrap length/weight contains many raw materials, including high value metal copper, lead,
aluminum etc. It is essential that while such scrap length is booked to the stock; all the components which have
gone in the manufacturing of that length should be known from quantity and value perspective and properly
accounted for in the system.
- Approach towards Scrap system in SAP
- Scrap needs to be accounted at three stages

o Operation Input
o Direct RM scrap – Head waste, armour wire, tapes
o Operation Output
- Scrap can only be generated if a scrap code is available

o If Operation input/output is SFG, code is already available
o Else it is recommended to have generic scrap codes to cover various physical forms of operation
inputs/outputs i.e. Code for Laid-up Cable, Code for Bedded cable
o Each type of direct raw material is recommended to have one scrap code i.e. one generic code
representing various sizes/types. For example, one code for all widths of Polyester tapes, one
code for all sizes of Fillers, one code for all Armour wire sizes, one scrap code for all types of
XLPE head waste irrespective of color, etc.
- Scrap boxes will be represented by batch numbers
- Direct raw material scrap will only be weighed either when the box is full or at month end, whichever
comes first. This is the time when direct raw material scrap appears in the system and it is without any
reference of production order.
- Operation input/output scrap will be recorded at the time of operation confirmation i.e. this information will
be available at production order level. Alternatively, these can be handled in the same way as direct raw
materials by generating scrap either when the box is full or at month end, whichever comes first.
- All scrap quantities need to be measure in weight. Measurements are restricted to weighing since the
generic scrap codes (bedded cable, laid-up cable, etc.) does not contain any information of the cable build-
up and is devised to facilitate mass reconciliation.
- Batches of direct raw material to be sold, will be handled through MM scrap disposal/selling process.
- Recycling/Copper recovery of batches with operation input/output scrap can be handled in two ways:
1- Through stripping order with generic code scrap as input and various components (copper,
pvc, armour wire) as outputs.
2- Generic code scrap can be removed from the system using movement type ?? and the
recovered components can be recorded in new batches (boxes).
Pros/Cons of new approach

- Scrap information split into base raw materials will not be available (BoM explosion cannot be applied on
generic codes as “Laid-up cable”)
- Direct raw material scrap will appear in the system once the box is full or at month end only.

- Missing/additional quantities in mass balance can be assigned as over-consumed/under-consumed
material.
(“Approach towards Scrap system in SAP” is added to this document, post SAP audit.)
Process Trigger Manual – 1. Reporting of a scrap length/weight during operation OR 2.
reporting of a unusable length, which is termed as scrap length 3.Scrap
weigh
Process Input 1. Input the scrap length while carrying out confirmation process. 2.
Include unusable length in GR, as a separate line item
Process Output 1. Scrapped components included in goods movement, by calculating
quantities, depending upon the operation at which scrap is
reported2.Report unusable length/weight of FG/SFG. 3.System
accountability, valuation and adjustment
Process Owner PP
Process Frequencies Frequent

Gap
Reporting of scrap quantity, in a base Standard High JA/AED/SZ
UoM (meters,kgs
for example) for operation
Interpretation of reported operation GAP High JA/AED/SZ
scraps quantity, in terms of scrapped
components, which are issued in earlier
operations. System should propose
quantities, in proportion of reported
scrap quantity.
Information on Input Material versus GAP High JA/AED/SZ
Output material, along with scrap reported
(Mass Balancing) at operational level.
accountability, valuation and adjustment Standard High JA/AED/SZ
in the relevant plants/warehouses
Management consolidated report per Standard Medium JA/AED/SZ
plant/product group with comparable
features.

Step Step Name External Business Role Transaction Expected

Process Condition Code Results
Referenc
e
1 Enter Production CO11N Confirmation
confirmation Supervisor/Tech is saved
for operation nician
2 Enter Scrap Production CO11N Scrap
quantity for Supervisor/Tech Quantifie
operation nician
d.
3 Enter System CO11N Stock
/Acknowle Proposal movemen
dge ts
componen complete
ts d for
proposed operation.
by the
system.
Change
the
quantities,
if

necessary
4 Save the Production Confirmat
confirmati Supervisor/Tech ion is
nician
on saved.
Compone
nt scrap
and co-
products
are
generated
and
posted in
the
system
9.3.5Integration Points
INTEGRATION POINTS
Process Material MM/FI Material Munirathnam/
MM_PUR_01 Document, Document, Mohammed
accounting accounting
document posted, document
while posting the
co-products GR,
STO for co-
products
MM_PUR_02 STO for materials MM PO Documents for Munirathnam/
information only Mohammed
Process FI Document FI FI Document Arvind/Riaz
1.7.1.1 FI
FB03

9.3.6Functional Solution for Process “Scrap management at all stages for cable
production”
Confirmation
Use
This activity is carried out for entering confirmation for operation.
Procedure
SAP ECC Menu Logistic >Production>Shop floor control>Order>Confirmation>Enter > for

operation > Time ticket

Business Role Production Supervisor/Operator
Result
 Confirmation will be saved with scrapped components with proposed quantities.

.
9.3.7Organization Structure Considerations

document. A configuration profile will differentiate cable confirmation from other confirmation, which may not use
proposal of scrap components.
 BoM components with component assignment to each routing operation/production version.

A program requires to be developed, which will calculate scrap raw materials quantities, in proportion of the
operation scrap reported. Detailed Functional specifications will be determined during realization phase.
REPORTING
WWRICE Description Report Type Data Elements Relevant KPI Owner
F-ID (ABAP, BI,
BOBJ)

R001 A report ABAP Prod order, Existing PP
providing confirmations, scrap business
details of components and object scrap
production quantities index report to
order, be considered
operation when
wise developing this
scrapped reporting
component requirements.
quantities
9.3.12 Interfaces
INTERFACES
XX-xx- NA
I001
CONVERSIONS
cleansing)
XX-xx- NA
C001
9.3.14 Enhancements
ENHANCEMENTS
XX-xx- NA
E001
OUTPUT / FORMS
WRICE Descrip Data Output Type Frequ Vol Owner
F-ID tion Object (Form, EDI, ency um
(Sales etc.) es
Order)
XX-xx- NA
O001

9.3.16 Workflow
WORKFLOW
WRICE Description Data Object (Sales Engaged Owner
F-ID Order) Parties
XX-xx- NA
W001
AUTHORIZATIONS
(Sales
Order /
TA
code)
To Produc Co11N/ To Report
A001 Create tion MIGO/ creation of co-
GR for Operat MB1C products/scrap
CO- or/Prod etc
Produc uction
ts Superv
isor
A002 Transf Produc MB1B Transfer posting
er tion
stocks Operat
from or/Prod
WIP uction
storag Superv
e/scrap isor
storag
e
locatio
n to
other
locatio
n

Scrap management at all stages for cable production


Change Impact Old Way New Way Positive Negative Impacts
Summary Impacts To Company
To To individual roles
Company
To
individual
roles
Process Strategy Customize On-line Immediate Potential incorrect
e.g., d reports confirmati realization entries, if not
Principles and on of of scrap corrected, can lead
How sessions scrap quantities to incorrect scrap
High-level data in Baan. compone stock
flows nts,
quantities
and
generatio
n
Process & Metrics Manual Reporting Zero NA
(focus on key maintenan of compilatio
changes to specific ce and operation n errors.
steps and compilatio scrap, Establishe
transactions) n of along d pegging
operation with between
scraps operation production
quantity. orders and
sales
orders and
scrap
quantities
and scrap
costs
Roles, Production Productio NA NA
responsibilities and operator/P n
organization roduction operator/
Who’s Supervisor Productio
accountable? n
Who’s Superviso
responsible? r
Who’s consulted?
Who’s informed
Roles,
responsibilities and
organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informed

List provided below

Pain Legacy Pain Area Addressed in which manner i.e.
Area ID Solution from
Standard/Development/Workflow etc.
Scrap accounting per machine/ Standard
per order/ per customer.
Discrepancy in accounting of scrap Standard

generation
Over/under usage of Raw materials in Standard

production are not verified with
accounts.
Report on Cost Saving from RM Cost; Standard

report on actual Scrap generated by
Production order…
Scraps are segregated based on the Standard

sample Cables (based on Copper
Contents) and chances of error in copper
weight calculation
Invoicing of scrap is done manually in Standard

excel sheets thereby errors noticed many
times in invoice value because of rates
applied and quantity.
Manually inventories are adjusted in

scrap warehouse for quantity sold Standard
MIS Related to Scrap Sales are manually Development

prepared for Auditors
System to interpret/calculate Development

scrapped component quantities,
based on reported scrap length
for the operation

9.4 Scrap management at all stages for Copper Rod Production
Copper Rod manufacturing process generates many kinds of scraps, and byproducts which have metal
contents in it, and so has commercial value. Manufacturing process, if disrupted for some reason like a
breakdown, or a planned start-up/shut down, also generates metals in undesired physical forms, which
can go back into furnace. It is critical that the above two types of materials are identified and segregated
so that mass balancing of metal can be achieved successfully and scrap level can be controlled.
Process Trigger Production order - operation Confirmation -
Process Input Production order no, operation number for which confirmation is to be
carried out
Process Output GR for co-products/by-products is done, scrap components are included
in goods movements
Process Owner PP

Gap
Reporting of generated scrap (mill scale, Standard High JS/AED/SZ
copper dust and copper spillage for
example)
Reporting of co-products generated Standard High JS/AED/SZ
during manufacturing, which are
interpreted as “metal, which goes back to
furnace” (Cut Bars, partial rod pallets,
lumps, chips etc)
Reconciliation of incoming and outgoing GAP High JS/AED/SZ
metal, also called mass balance (for
production order and/or per period) With
detailed breakdown of the types of
scrap/co products generated.

Step Step Name External Busi Role Transactio Expected

Process ness n Code Results
Reference Cond
ition
1 Enter Production CO11N Confirmatio
confirmation for Supervisor/Technic n is saved
operation ian
2 Enter Scrap Production CO11N
quantity for Supervisor/Technician
operation
3 Enter co-products Production CO11N

generated (cut Supervisor/Technicia
billets, slabs, n
spillage, cobble
material etc)
Save the Production Confirmation
confirmation Supervisor/Technician is saved.
Component
scrap and

co-products
are
generated
and posted
in the
system

INTEGRATION POINTS
Process Material MM/FI Material Munirathnam/
MM_IM_03 Document, Document, Mohammed
Scrap process accounting accounting
document document
generated during
GR of co-products
and scrap
materials
Process Material MM Material Munirathnam/
MM_IM_01 documents documents Mohammed
Stock transfer
process
Process FI Document FI FI Document Arvind/Riaz
1.7.1.1 FI
FB03
9.4.6 Functional Solution for Process “Scrap management at all stages for Copper Rod
Production”
Confirmation
Use
This activity is carried out for entering confirmation for operation
Procedure
SAP ECC Menu Logistic >Production>Shop floor control>Order>Confirmation>Enter > for

operation > Time ticket

Business Role Production Supervisor/Technician
Result
 Confirmation will be saved with scrapped components and co-products generated during operation, with
proposed quantities.

It is critical that operation quantity, operation scrap quantities are entered correctly, and system proposed scrap
component quantities are validated, before saving the confirmation.
document.
Scrap co-products’ master data needs to be created, along with BoM.

Scrap management at all levels for Copper Rod Production
Not applicable
REPORTING
F-ID (ABAP, BI,
BOBJ)
Mass Metal ABAP Copper Cathode
Balancing input quantity,
Report finished material
quantity, scrap and
co-product
quantities, order
nosetc
9.4.12 Interfaces
INTERFACES
XX-xx- NA
I001

CONVERSIONS
cleansing)
XX-xx- NA
C001
9.4.14 Enhancements
ENHANCEMENTS
XX-xx- NA
E001
OUTPUT / FORMS
WRICEF Descrip Data Output Type Frequ Vol Owner
-ID tion Object (Form, EDI, ency um
(Sales etc.) es
Order)
XX-xx- NA
O001
9.4.16 Workflow
WORKFLOW
WRICEF Description Data Object (Sales Engaged Owner
-ID Order) Parties
XX-xx- NA
W001
AUTHORIZATIONS
(Sales

Order /
TA
code)
XX-xx- Gener Produc MB1C, Report co-
A001 ation of tion CO11N, products receipts,
co- operat MIGO, transfer if
produc or/Prod MB1B necessary.
ts/scra uction
p items Superv
isor

Change impact summary is listed below

.
Change Old Way New Positive Negative Impacts
Impact Way Impacts To Company
Summary To Company To individual roles
To individual
roles
Process Accounti All the Complete and NA
Strategy ng of co- finished accurate metal
e.g., products coils, accounting
Principles (Cut unfinish with
How bars, ed segregation of
High-level reject coils, usable/unusab
data flows coil, rejected le metal and
cobble coils, scraps will be
and co- available.
chips product Stock of
currently s like metals with
not being cut metal in
done bars, different forms
cobble, will be
chips available real
and time.
scraps
will be
account
ed for.
Process & Manual Reporti Zero NA
Metrics maintena ng of compilation
(focus on nce and operati errors.
key compilati on
changes on of scrap,
to specific operation along
steps and scraps with
transactio operati
ns) on
quantity
.
Roles, Producti Product NA NA
responsibil on ion
ities and operator/ operato
organizati Producti r/Produ
on on ction

Who’s Supervis Supervi
accountab or sor
le?
Who’s
responsibl
e?
Who’s
consulted
?
Who’s
informed
Roles,
responsibil
ities and
organizati
on
Who’s
accountab
le?
Who’s
responsibl
e?
Who’s
consulted
?
Who’s
informed

List provided below

ID
Discrepancy in accounting of Standard – reporting on production order GI and
scrap generation GR quantities with breakup of material codes for
co-products and scraps
Clear identification of copper in Standard – reporting of products, co-products with
WIP at any moment is not scraps
possible
Mass balance from RM to FG GAP – A report needs to be created, as written in

takes lot of time due to WRICEF list
involvement of manual
accounting

9.5 Rework in Production Process
9.5.1Business Process Description
This process is about rework in manufacturing. Objective is to monitor rework being done on products,
quantify the rework, find out areas frequently doing rework, analyze the root cause and minimize the
rework.
Out of Ducab product range manufactured in house, cable products are the ones, where rework takes
place most frequently. Though Copper rod manufacturing process also generates rework, the CRP plant
rework necessarily means re-melting the product in question. PVC products cannot be reprocessed.
It is necessary that products being reworked upon must be reported, along with rework quantities,
component quantities consumed in excess of planned consumption due to rework, with reasons of
rework. Impact on manufacturing costs should be known, to the stake owners.
Process Trigger Manual
Process Input Rework operation quantity
Process Output Rework Production Order or operation is complete
Process Owner PP
9.5.2Business Requirement

Gap
Capturing rework at operations, with Standard High JS/AED/SZ
quantity and reason
Carry out rework operations Standard High
Capture materials consumed during Standard High
rework
Analysis of material consumption for Standard High
normal production and rework production

9.5.3Business Process Flow Diagram


Reference
1 Insert Rework Operation Production CO02 Rework
operation into confirmat Supervisor operation is
existing ion for entered
production order faulty with all the
operations operation necessary
is details
entered,
and
rework
operation
needs to
be
entered

2 Issue extra Material Production CO11N/MB1A Material for
material/compon required Supervisor rework
ents, as required to operation is
for rework complete issued
operation the
rework
operation
3 Alternately, Rework Planner CO01 Rework
create a separate needs to order is
rework done on created
production order faulty with
operation manually
created
operation,
as required
4 Confirm the Rework is Rework
operations in complete order is
rework order, as confirmed
described in
process 9.1
INTEGRATION POINTS
Process Creation of a APO Production Milind/
PPDS 06/07 rework order Order Nouman
QM 02 Quality QM QM operation Vivek/Manoj
Inspection confirmation
operation
MM_IM_01 document document Mohammed
Process FI Document for FI FI Document Arvind/Riaz
1.7.1.1 FI GI/GR
FB03
9.5.6 Functional Solution for Process
Change production Order

Use
This activity is carried out for Inserting a rework operation into existing production order
Procedure
SAP ECC Menu Logistic > Production > Shop floor control > Order > Change >
Transaction code CO02

Business Role Production Supervisor
 Wherever there is a rework situation, a new rework operation is inserted into production order

Result
A new rework operation is inserted into production order.
Create a rework order

Use
When production order is released to shop floor, is expected to deliver as expected, in terms of quantity, schedule,
and costs. Sometimes, execution gets into problem situation and product needs to undergo a rework. A rework
order is a tool to capture rework time, resources used and components, if any are used.
A rework order is always created with a suitable settlement rule, without any header material so as to complete the
rework operation and the costs should be accumulated to the original production order which generated rework.
Procedure
SAP ECC Menu Logistic > Production > Shop floor control > Order > Create>

Business Role Production Supervisor
 A rework order relieves user of inserting operations into existing order. It is also administratively easy to
monitor rework costs, which are captured through rework production order.

Result
A rework production order is created
Use
Create a rework production, with suitable operations and issue goods/components, required for execution of the
order.

Plant specific Production Order Types will be created.
 Plant specific rework routings may be created, which will help users with ease of copying the same.
Refer to KDS sheet for this. Rework

Order Types with suitable number ranges will be created, as documented in KDS. It should be noted that
settlement of rework order is controlled through a settlement profile, wherein original orders should normally
become settlement receiver, so as to capture the rework cost on correct original orders.

Not applicable
REPORTING
F-ID (ABAP, BI,
BOBJ)
XX-xx- List of ABAP Production orders,
R001 production rework orders, cost,
orders, having components used,
rework order work centers
associated involved
with it
9.5.12 Interfaces
INTERFACES
XX-xx- NA
I001
CONVERSIONS
cleansing)
XX-xx- NA
C001
9.5.14 Enhancements
ENHANCEMENTS
WRICEF-ID Description Data Object Functional Alternative SAP Reason Owner
(Sales Order) Gap Standard
XX-xx-E001 NA
OUTPUT / FORMS
(Sales etc.) es
Order)

XX-xx- NA
O001
9.5.16 Workflow
WORKFLOW
WRICEF Description Data Object (Sales Engaged Owner
-ID Order) Parties
XX-xx- Inform rework Rework order, Production PP
W001 order / fault card Inspection lot Planner/Quali
creation to ty Manager
planner/Identifie
d roles
AUTHORIZATIONS
ID Authorizatio Role Data Reason # of
n Objects em
(Sales plo
Order / yee
TA code) s
XX-xx- Create Production CO01 To create
A001 rework Planner CO07 a rework
order (fine order
tuning with
APO
required)
XX-xx- Issue goods Production MB1A, To issue
A002 to an order Planner MIGO necessary
componen
ts to the
order
XX-xx- Rework Production CO11N, To confirm
A003 confirmatio Operator/Producti COST, the
n on Supervisor CO15 operations
or orders.

Pls refer to below table for information

Change Impact Summary Old New Positive Negative
Way Way Impacts Impacts
To Company To
roles To
individual
roles
Process Strategy e.g., No Rework Formal NIL
Principles formal will be acknowledge
How rework capture ment and
High-level data flows orders d, record of
create either nature of
which through rework,
record operati volume,
rework ons or material
. through consumption
Except an for rework
JA, order and time
free invested in
issue the rework
of will be
goods available
to within a
orders single
system.
Process & Metrics (focus Recor Rework On time NIL
on key changes to d operati information
specific steps and outsid ons and on rework
transactions) e rework and its
BAAN orders impact on
syste within deliveries.
m SAP
system.
Immedi
ate
informa
tion to
planner
s and
other
stake
holders
Roles, responsibilities and Super Product Improved NIL
organization visors ion Visibility of
Who’s accountable? keep supervi conformance
Who’s responsible? record sors to schedules,
Who’s consulted? of are and non-
Who’s informed rework account value adding
able for activities
rework
operati
ons,
wherea
s
planner
s will be
respons
ible for

rework
order
creation
.
Roles, responsibilities and Produ Product NA NA
organization ction ion
Who’s accountable? Super Supervi
Who’s responsible? visor sor
Who’s consulted?
Who’s informed
Pls. refer list provided below

ID
Fault Cards system (FC) isn’t Faulty operations, inserted rework operations and
linked at all with our Baan rework orders will provide sufficient information in
system. SAP system (PP, MM and QM area associates will
be benefited)
Production results not accurate Production results, including rework information
in some cases and definitely will be accurate and timely
they don’t reflect any live data
capture.
9.6 Rework of Copper Rod Materials, at different stages

Ducab’s state-of-the-art copper casting plant,uses Copper Cathodes and converts them into 8mm diameter
Electrolytic Touch Pitch (ETP)Copper Rods as per BS EN 1977:1998 and ASTM-B49-08astandards. These Rods
are highly recommended for use in Power Cables, Automobile Wire Harnesses, Communication Cables, House
Wiring, Overhead Copper Conductors (SDBC) and Transformer Windings.
Ducab Rod Mill uses"CONTIROD®" Technology, a process that involves - Melting, Casting and Rolling. It uses
novel gas control systems to ensure that each of the 15 burners perform independently. The final result is a copper
rod that is more efficient to produce and has the best metallurgical structure. The plant is fully computerized and
has the capacity of producing 110,000 tonnes per year.
To summarize, following forms are generated due to process issues or mechanical breakdowns, which need
rework in copper rod plant.
 Cut Bars
 Molten metal poured in metal containers, also called ingots in many industries
 Wire Rod 8 mm cable
 Edge scalping scrap.
 Rolling mill chips and copper spillage & dust which are generated during normal production run. These
materials should be treated as byproducts that can be sold externally.
Process Input Quantified rework in different physical form, to be issued to a regular
production order
Process Output Issue to a production order
Process Owner PP

Gap
Accounting of co-products (cut bars, Standard High
ingots, cobble, reject wire rods)
Accounting of scrap (mill scale etc) Standard High
Mass balance of metal(Weekly, Monthly Standard High
and per production order)


Reference
1 Report co- Production CO11N/ GR for co-
products supervisor MB1C products is
done.
2 Validate the Stores In- Outside SAP
quantities charge
reported
3 Report scrap Production CO11N/MB1C Scrap is
supervisor produced
4 Issue co- Production MB1A/CO11N co-products
products to supervisor are issued
production order to
production
order
INTEGRATION POINTS

MM_IM_01 Documents Document Mohammed
generated during
GR of co-
products and
scrap materials
Process FI Document for FI FI Document Arvind/Riaz
1.7.1.1 FI GI/GR
FB03

Operation Confirmation (Reporting of co-products)
Use
In the shop floor confirmation transactions, plant personnel enter the confirmation for operations of production
order. SAP IS-Mill cable solution provides environment, where users can enter all the operation relevant data,
along with Goods Issue batch on which production processes are carried out, on a single screen.
All the components/raw materials consumed during this operation also are entered simultaneously on the same
screen. Operation relevant data, like dates and time, work center where the operation was executed etc are also
entered at the same instance, making it a user friendly transaction.
SAP ECC Menu Logistic >Production>Shop Floor Control>Confirmations>For

operations>Time ticket confirmation > Enter

Business Role Production Technician/Production Supervisor
 Production Technician OR a Production Supervisor, upon completion of an operation on a particular shift,

will confirm the same back to SAP system through confirmation transactions.
 Operation dates, Times, along with work center involved in completing the operation, finished goods, co-
products like cobble and cut billets involved, Personnel number, with a detailed confirmation text can be
entered at one go.
Result
A confirmation for production order operation with co-products details is entered, with relevant material movements
posted through a single screen entry. Co-products and scrap are generated, waiting to be charged back to furnace
Unplanned Goods Issue (For Reservation/Order)

Use
With this type of withdrawal the system automatically creates a reservation for the components planned in the
order. When you enter the goods issue, you can reference the order or the reservation. The system determines all
components to be withdrawn.
Procedure
SAP ECC Menu Logistics > Production > Shop floor > Order > Confirmation > For operation >
Time ticket > Enter
Transaction code CO11N/MB1A

Result
Planned Goods issue to production order is done.
Unplanned Goods Issue:

With this type of withdrawal, it is determined during the production process that an additional material or an
additional quantity of a component already withdrawn is required for an order. This withdrawal is unplanned
because there is no reservation to be referenced. You enter this withdrawal as a goods issue without reference.
Procedure
SAP ECC Menu Logistics > Production > Shop floor > Order > Confirmation > For operation >
Time ticket > Enter
Transaction code CO11N/MB1A
Result
Unplanned Goods Issue to production order is done

document.
 Master data for co-products is maintained

 Master data for scraps is maintained


Not applicable
REPORTING
F-ID (ABAP, BI,
BOBJ)
XX-xx- Production
R001 report,
quantifying

the co-
products
XX-xx- Mass
R002 Balance of
metals
9.6.12 Interfaces
INTERFACES
XX-xx- NA
I001
CONVERSIONS
cleansing)
XX-xx-
C001
9.6.14 Enhancements
ENHANCEMENTS
WRICEF- Description Data Object Functional Alternative SAP Reason Owner
ID (Sales Order) Gap Standard
XX-xx- NA
E001
OUTPUT / FORMS
(Sales etc.) es
Order)
XX-xx- NA
O001
9.6.16 Workflow
WORKFLOW

XX-xx-
W001
AUTHORIZATIONS
(Sales
Order /
TA
code)
XX-xx- To Produc CO11N To report
A001 enter tion completion of
confirm Operat operation and
ation or/Sup GI/GR
and ervisor simultaneously
perfor
m GI
and
GR

Pls refer to below list

<Identify business process changes and the impact to the company and to individual roles.>
To Company To
roles To
individual
roles
Process Strategy e.g., No Co- CO- Complete NIL
Principles products products stock
How in system to be situation
High-level data flows created available, at
and one go,
managed including raw
in SAP materials,
system scrap
materials
and co-
products
Process & Metrics Lot wise Batch Manage NIL
(focus on key issuance wise Copper
changes to specific of copper issuance cathode and
steps and cathode and co-products
transactions) reporting in small
of co- manageable
products batches,
as well which can be
weighed, if
required for
validation
purposes
Roles, responsibilities Yard Increased
and organization superviso transactions
Who’s accountable? r/producti to yard
Who’s responsible? on supervisor
Who’s consulted? superviso
Who’s informed r
Roles, responsibilities
and organization
Who’s accountable?
Who’s responsible?
Who’s consulted?
Who’s informed

Pls refer to below list

Pain Legacy Pain Area Addressed in which manner i.e. Solution
Area ID from Standard/Development/Workflow etc.
Standard - All the physical forms, other
than 8 mm copper rod, will be created as
Clear identification of copper co-products in SAP system, and will be
in WIP at any moment is not accounted for, as produced during
possible production order execution.
Scrap form (mill scales etc) will also be
created in SAP system, and will be
reported as produced.
Mass balance from RM to FG
takes lot of time due to
involvement of manual GAP - A report needs to be generated
accounting
Daily/Weekly production
reports at present are not
Standard - Refer to standard SAP
possible from BaaN as
production reports (COOIS for example).
attached in Appendix 2.
Production order discrepancy

as the receipt and issued
All the physical forms, other than 8 mm
should be adjusted in such a
copper rod, will be created as co-products
way that it should be matched
in SAP system, and will be accounted for,
before closing the same. This
as produced during production order
will cause the deviation during execution.
the stock count.
Discrepancy in accounting of
scrap generation Standard – User discipline required

9.7 Hours Accounting in Production
Hours accounting is a process of providing a detailed break up of events, which have taken place during time
period. Hours accounting is currently done by shop floor personnel, for a particular work center, for a shift. All non-
productive activities, which kept the work center idle/non-productive, are accounted for, in a soft/hard form.
Process Input Events/breakdowns during a shift
Process Output Accounting of Events/breakdowns is complete
Process Owner PP
Process Volumes High
Process Frequencies Every Shift

Gap
Break-up of shift time with productive GAP High
and non-productive time, as per current
format
Wait time, Idle time, Stops should be GAP High
recorded as being done in the current
way

Not applicable

Reference
1 Event Recording Provide Production TBD Hours
breakup of Technician accounting is
shift times done
INTEGRATION POINTS

NA
SAP ECC Menu Logistics > Production > Shop floor control
Transaction code TBD
Business Role Production Technician
 Every shift, production operator enters into the system, the breakup of shift time (8 hrs)
 It is expected to provide the breakup in detail for various elements.
 The available data may be analyzed later for SFC improvement purposes
 Though the standard confirmation screen provides the place to enter the “Reason for Variance”, it is
associated with a production order and does not provide options to capture events in detail, as required by
Ducab business. A development to the standard solution is proposed, wherein detailed events can be
captured, stored suitably, to be analyzed at any point.
Result
Hours accounting is complete and entered in system for every shift

document. A plant specific production order type for hours accounting may be created, wherein all the shift event
details can be entered by production technician
Refer to KDS sheet for this. Detailed event codes as required by the business will be created

A screen to capture details of events, along with manual entry of selected process parameters

REPORTING
F-ID (ABAP, BI,
BOBJ)
XX-xx- Hours ABAP Dates, time with
R001 accounting event details
report
Production
Data
Analysis
Machine
utilization
report
Detailed
report of
events and
process
parameters
from
Logbook
data.
9.7.12 Interfaces
INTERFACES
XX-xx- NA
I001
CONVERSIONS
cleansing)
XX-xx- NA
C001
9.7.14 Enhancements
ENHANCEMENTS

XX-xx- NA
E001
OUTPUT / FORMS
(Sales etc.) es
Order)
XX-xx- NA
O001
9.7.16 Workflow
WORKFLOW
XX-xx- NA
W001
AUTHORIZATIONS
(Sales
Order /
TA
code)
XX-xx- To Produc TBD To enter details of
A001 enter tion HRS accounting
details operat and events
of HRS or
accoun
ting
and
events

Pls refer to the list below

To Company To

roles To
individual
roles
Process Strategy Outside Within SAP Events nil
e.g., BAAN, with system details
Principles Excel available
How spreadsheet online, can
High-level data s, on local be co-related
flows machines, with
compiled manufacturin
periodically g
performance
Process & Event Event
Metrics (focus on recording in recording in
key changes to Excel sheet SAP system
specific steps
and
transactions)
Roles, Production No change Centralized

responsibilities technician is information is
and organization responsible available for
Who’s for entering further
accountable? the events analysis
Who’s data for
responsible? hours
Who’s accounting
consulted?
Who’s informed
Roles,
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s
consulted?
Who’s informed

Production results not
accurate in some cases
and definitely they don’t
Standard
reflect any live data
capture.

Capturing machine time
Standard
sheet manually.
We don’t have operator
production efficiency
record (measurable Standard
manpower efficiency in
system).
Planning module in BAAN
system not used suitably
for machine schedules,
Standard
material allocations and
production forecasts
scientifically
9.8 Off-Loading Operations (Operations Subcontracting) within Ducab cable

company
 As part of augmenting processing capabilities of all the cable manufacturing plants, or to adhere to the
delivery schedules despite equipment breakdowns, operations are off-loaded from one manufacturing
plant to other. This process of off-loading or subcontracting is explained below.
Process Input Production order operation to be offloaded/subcontracted
Process Output Offloaded operation
Process Owner PP
Process Frequencies As and when required

Gap
Offloading operations, with visibility to Standard High
both involved plants
Material Provision should be possible Standard High
Work center capacities shall reflect off- Standard HIGH
loaded operations
Part Finished materials/cables must be Standard HIGH
traceable in real-time.

Step Step Name External Business Role Transactio Expected

Process Condition n Code Results
Reference
1 Select the Production CO03/ Selected
Production Planner MD04/ order is
Order, whose COOIS displayed
operations
need to be
offloaded
2 Enter “ Change Production CO02 Selected
order” mode Planner order is
ready for
change
3 Change the Production CO02 Operation is
work center Planner changed.
and plant, to
desired values,
for the
operation to be
off-loaded, in
the operations
overview of the
order
4 Insert an Production CO02 Operation to
operation for Planner be off-
balance loaded is
operation created in

quantity, in the
case partial production
confirmation is order.
done for the Change the
operation control key
suitably.
5 Check activities Production CO02 Operation
to be Planer activities are
consumed for correct, or
the operation to as required.
be off-loaded
6 Use Production Production COOIS Off-loaded
order Planer operation
information (Executing and the
system report, plant) details are
to find out the available to
off-loaded executing
operation and plant
it’s details in personnel.
the new
executing plant
7 Carry out Production CO11N Operation is
execution in the Planer executed in
changed plant (Executing the changed
and enter the plant) executing
confirmation in plant
the system
INTEGRATION POINTS
Material document MM Material document
Refer to MM MM Munirathnam/
process “ Mohammed
MM_PUR_02” for
interplant material
movements
involved
Refer to MM PR MM PR Munirathnam/
process “ Mohammed
MM_PUR_03”
and
MM_PUR_16for
subcontracting
MM with outside
vendors,
including Ducab
HV company

Change production Order
Use
This Activityis carried out to change the operation, so that work center details of the new executing plant can
be entered into the production Order
Procedure
SAP ECC Menu Logistics Production>Shop floor control
>Order>Change
Business Role Production Planner
 Operation details, like work center and plant are changed, as required, to the new executing plant, along
with operation details like activities. Planner may choose to change the operation control key, suitably.
Changing the control key suitable to subcontracting option will enable creation of a purchase requisition.
 Refer to MM process “ MM_PUR_02” for interplant material movements involved
Note: In view to have visibility of components, it is necessary to create a material master (item code) at all the
Intermediate operations, from where unfinished component goes to processing to subcontractor. Without a
Material master (item code), it will be possible to generate a requisition for purchase of service (painting for
Ex) wherein component going to subcontractor and coming back will not reflect in the requisition. Only
Components provided to subcontractor (paint for ex) will be visible in a requisition.
Above illustration shows the operation which is being subcontracted and document flow .
Result
Production order is changed, to execute the operation in a changed plant
Production Order information System
Use
This Activity is carried out to find out the off-loaded operations and the work center at which this operation is
to be executed.
Procedure
SAP ECC Menu Logistics >Production>Shop floor control > Order Information system
Transaction code COOIS

Business Role Production planner
 Production order operation details are known in the new executing plant.
Result
Production order is changed to suit the operation taking place in other plant

Confirmation
Use
This activity is carried out for carrying out confirmation for operation which was off loaded.
Procedure
SAP ECC Menu Logistic >Production > Shop floor control > Confirmation > Enter > For
operation

Business Role Production technician
Confirmation for operation is entered in the changed plant

Result
Confirmation for operation is entered in the changed plant

document.
 Required master data should be extended in the both plants

Not applicable. Standard report will provide all the necessary information
REPORTING
F-ID (ABAP, BI,
BOBJ)
XX-xx-
R001
9.8.12 Interfaces
INTERFACES

XX-xx- NA
I001
CONVERSIONS
cleansing)
XX-xx- NA
C001
9.8.14 Enhancements
ENHANCEMENTS
XX-xx- NA
E001
OUTPUT / FORMS
(Sales etc.) es
Order)
XX-xx- NA
O001
9.8.16 Workflow
WORKFLOW
XX-xx- Event “Change Production Order Planners PP
W001 Operation and identified in
work center in involved
production plants
order” to trigger
a mail
notification to
Planners in both
plants

AUTHORIZATIONS
ID Authori Role Data Reason #of
zation Objects emplo
(Sales yees
Order / TA
code)
XX-xx- CO02 Planner Prod order Change/insert
A001 operation in a
production
order. Change
Control Key for
the operation

Change Impact Old Way New Way Positive Negativ
Summary Impacts e
To Company Impacts
To individual To
roles Compa
ny
To
individu
al roles
Process Strategy e.g., Operations Capacity Will enable
Principles offloaded situation Informed
How without visible decision making
High-level data flows visibility of across all
capacity locations
situation of
other plants
Process & Metrics Creation of Option of Less hassles in Material
(focus on key assembly sending creation of traceabi
changes to specific codes the master data lity is
steps and operation limited
transactions) without
creating
an
assembly
code
Roles, responsibilities Planner Planner
and organization
Who’s accountable?
Who’s responsible?
Who’s consulted?
Who’s informed


Production results
not accurate in some
cases and definitely Standard
they don’t reflect any
live data capture.
WIP stock count
procedure and
Standard
accuracy (Long time
to get results).
Since Production
orders created in
Standard - 4-5 levels of BOM shall
single level,
be created depending upon the
intermediate
product group.
products unable to
swap well
9.9 Printing of Shop Floor Papers (Drum Cards/Core Cards)

 Shop floor papers play a critical role at Ducab, to communicate to shop personnel, all the information
essential for them to produce the product required by the customer, with all the specifications.
 Product/material codes to be produced, length required on individual drums with unique ID, operations
instructions to shop personnel, specifications etc is communicated to the floor personnel using shop floor
papers, called drum cards and core cards.
 Lay-up operation onwards processes use drum cards, whereas operations from conductor formation till
insulation use core card.
Process Characteristics
Process Trigger Manual / Automatic

Process Input Production Order for which shop floor papers are to be printed
Process Output Printed Drum Cards and Core cards
Process Owner PP
Process Frequencies As and when required.
Business Requirement (High level)

Gap
Drum card with all the information GAP High
necessary for plant to produce the
product in question
Core card with all the information GAP High
necessary for plant to produce the Core
in question


Reference
1 Display Prod Production CO03/COOIS Production order
production order is Planner is displayed
order for released,
which a drum cable
card/core products
card is to be handled in
printed batches,
batches
are
created,
before
releasing
the order
2 Check Planner/ Batches are
batches are Supervisor ensured to be
created for available as
order header necessary
material, as
required
3 Display drum Planner/ TBD Drum Card/Core
card/core Supervisor card is displayed
card for the
order
4 Print Drum Planner/ TBD Drum Card/Core
Card/Core Supervisor card is printed
card
5 Repeat the Planner/
above Supervisor
process for
all the
required
production
orders

Integration Points

Not applicable
Print Drum Card/Core Card
Use
Drum card carries all the necessary information for cable plants to produce the products, with all the product
specifications, customer spefic requirements, special operation instructions, reel ID (the batch number for which
the information is provided) etc.
Procedure
SAP ECC Menu Logistics > Production > Shop floor Control > TBD
Transaction code TBD
Business Role Planner/Supervisor
 Order controlled production solution is proposed for Ducab cable plants

 All the necessary information is available on production order, as below
 Sales Order if applicable, and production order number
 Product to be produced with total quantity (Material number with description)
 Batch number (Batch creation logic –Batch to be created while production order is created and NOT when
GR is taking place)
 Operations as available in operation overview of the order, along with work center, plant where operations
are taking place.
 Long text if maintained for the operation
 Components required, with quantities of each component, from component overview
 Basic dates and scheduled dates for the order
 Above information which is available on order, can be viewed and printed, as required.
 ,
Result
Drum Card/Core card is printed

document.
No special considerations

Not applicable
Reporting

F-ID (ABAP, BI,
BOBJ)
XX-xx- Drum Card ABAP Production Order No,
R001 Sales order no if
applicable, header
material number with
description, batch no,
operations with long
text, work center, plant,
customer name, special
order specific
information.
XX-xx- Core Card ABAP Production Order No,
R002 Sales order no if
applicable, header
material number with
description, batch no,
operations with long
text, work center, plant
XX-xx-
R003
9.9.12 Interfaces
Interfaces

XX-xx- N/A
I001
Conversions

cleansing)
XX-xx- NA
C001

9.9.14 Enhancements
enhancements

XX-xx- NA
E001
Output / Forms
WRIC Description Data Object Output Type Frequency Volumes Owner

EF-ID (Sales (Form, EDI, etc.)
Order)
XX-xx- Drum Card Production Form Frequent High
O001 Order
XX-xx- Core Card Production Form Frequent High
O002 Order
XX-xx-
O003
9.9.16 Workflow
Workflow
WRIC Description Data Object (Sales Order) Engaged Parties Owner

EF-ID
XX-xx- NA
W001
Authorizations
ID Authorization Role Data Objects Reason # of employees

(Sales
Order / TA
code)
XX-xx- Printing the Prod TBD To provide the
A001 shop floor supervisor necessary
papers inputs/instructions to
floor
XX-xx-
A002

Pls refer to below table,for summary

Organizational Change Impact
Change Impact Old Way New Way Positive Impacts Negative Impacts
Summary To Company To Company
To individual roles To individual
roles
Process Strategy SAP production The information Authorizations,
e.g., order will on all elements if not provided
Principles
How
provide (sales order, with „Need to
High-level data necessary production order Know“ policy,
flows information and it’s status, may lead to
about product to components, situation
be produced, and operations and wherein
related it’s status etc) is information will
information available in be available to
necessary to system, to all the roles which
produce the users, depending dont need to
same, to floor on have the
personnel authorizations. information
Process & Drum cards/Core Control on no
Metrics (focus on cards can be printing, as to
key changes to
specific steps and
printed, once the when to print.
transactions) production order Reprints are
is released to allowed though,
shop floor for only till a ceratin
execution. status. Released
Printed drum orders can only
cards can be be printed,
stored in confirmed order
document can not be
management printed for
system as well, at example.
a later stage, so Reference to old
that those can be cards can be
reviewed in case done in case of
of discripency discripency
Roles, Production Production No no
responsibilities supervisor supervisor
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informed
Roles,
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informe


Pain Area ID Legacy Pain Area Addressed in which manner i.e Solution from

9.10 –Simple Cutting Process
Simple cutting explains the process of cutting the products into smaller lengths, as required by the customer. Also
when the products are available ex stock, then customers can be serviced by providing the products from stocks,
by simply doing the required change to the available product, cutting into smaller lengths for example

Process Input Product available in a batch with longer length
Process Output Multiple lengths are produced
Process Owner PP
Process Frequencies as reuired by the business

Gap
Possibility of cutting the available stocks Standard High
into many smaller lengths and properly
account for the old and new lengths.
Less transactions volume, and ease to Standard High
carry out the activity in system
To capture the work center details, Gap Medium
activities booking, and scheduling of the
activity

Not Applicable

Reference
1 Identify the Planner MMBE/MMCL Product’s
product and batches with
stock batch selected
which is required characteristics
to be cut are displayed.
2 Execute Planner MILL_CUT Screen is

transaction displayed
“Cutting stock
transfer”
3 Enter “Sending Planner MILL_CUT Data Entry
Item details”, of
the product/batch
which requires to
be cut
3 Select a rule, Planner MILL_CUT Based on
which determines rule
the approach selecte
towards d the
remaining item
quantity will be
1-Remainder in cut.
scrap
2-remainder in
issuing batch
3.Remainder is
scrap material
4. Remainder is
stock difference.
3 Enter “Receiving Planner MILL_CUT Receive

Item details”, of details
the product.
3 Enter “Receiving Planner MILL_CUT Receive
Item details”, of details
the co-product, if
necessary
3 Check the Planner MILL_CUT Document
document. Save, posted.
once there are
no errors
INTEGRATION POINTS
Process Material MM Material Document Munirathnam/
MM_IM_01 Documents Mohammed
generated during
GR of FG, co-
products and
scrap materials
Process 1.7.1.1 FI Document for FI FI Document Arvind/Riaz
FI GI/GR
FB03

Cutting Stock Transfer
Use
This activity is carried out for cutting the longer length stocks into multiple shorter length stocks
Procedure
SAP ECC Menu Logistics > Materials management > Inventory management > Goods
movement > MILL_CUT
Transaction code MILL_CUT
Business Role Planner
Call the transaction and enter all the details, as described in solution steps. In view to achieve cutting from stocks,
without creating production orders and other transaction data, cutting stock transfer comes handy. A product with
longer lengths can easily be cut into smaller lengths, as required. Co-products and scrap also can be taken care
of, depending on the business situation.
Result
Product with longer length batch is cut to customer required length. Simultaneously, co-products and scrap also
are reported.

document. Cutting stock transfer can be used in all the cable manufacturing plants.
 Material Master for products and co-products is in place

Not applicable
Reporting

F-ID (ABAP, BI,
BOBJ)
XX-xx- NA
R001

9.10.12 Interfaces
Interfaces
WRICEF- Description Interface Applications Data Elements Frequency / Owner

ID Method Volumes
XX-xx- NA
I001
Conversions

cleansing)
XX-xx- NA
C001
9.10.14 Enhancements
enhancements

XX-xx- NA
E001
Output / Forms

Order)
XX-xx- NA
O001
9.10.16 Workflow
Workflow

EF-ID
XX-xx- NA
W001
Authorizations

(Sales
Order / TA
code)
XX-xx- Cutting Planner MILL_CUT To cut the stock
A001 stock products to required
transfer customer lengths,
lengths and maintain
old lengths vs new
length.

N/A
roles
Process Strategy Central planning Stock Stock no
e.g., looks into stocks information information is
Principles
How
available. Yard available in SAP available
High-level data supervisor is system, with centrally, to be
flows informed to length for all the used by
provide the batches for a authorized
stocks product. length personnel. Easy
information. maintenance will and instant
be done locally. access to stock
Where the information
relevant
processes are
carried out.
(Improvement –
only the
authorized
personell at plant
level will be able
to maintain the
length)
Process & Outside BAAN Within SAP Transparency
Metrics (focus on system, without and traceability
key changes to
specific steps and
production of stocks
transactions) transactions like available with
order, BoM and cutting options.
routings It will be done
through
MILL_CUT
order.
Roles, Central Planning Central Planning
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informed
Roles,
responsibilities

and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informe

NA

Pain Area Legacy Pain Area Addressed in which manner i.e Solution from
ID Standard/Development/Workflow etc.
Any details can be seen
after Short Length BTS
Standard – QM module will have necessary
only, since the remarks are
details if short length is manufactured in
manually entered after
plant.
extracting them from the
quality system.

9.11 –Handling of split Lengths and short lengths
In the event of faults in product, within lengths produced, or due to issues in production, sometimes product finish
lengths or part finish lengths are cut into two individual lengths.
In such cases, the product with new lengths becomes unusable, as per the sales order specifications. Central
planning in this case approaches the end customer, to expedite the possibility of delivering him the new lengths
produced. At times, customer opts to accept the new length. Products with new lengths are then sent to the
customer. In the event the customer refuses to accept the product with short lengths, it becomes necessary to
produce the same product with required length again.
A decision must be taken on short lengths manufactured. Rules to be decided by business based on cable types.
The above process is explained below.

Process Input Cable product outside customer tolerence is produced
Process Output New requirements are generated for the cable product
Process Owner PP
Process Volumes Low
Process Frequencies According to predefined schedules

Gap
Deviation must be reported/alerted (Short Standard High
length manufactured)
Mechanism to pass information to central Standard High

planning to take decision on short length.
The decision taken must be visible to all
stakeholders within the system
Unaccepted short lengths should be Standard High

uniquely identifiable in the inventory and
should be considered in the GATP check.
Incase of remake, A new demand must be Standard High
created automatically in the system.
Incase short length can be used in another Standard High
production order, swapping must be
allowed within the system.


Reference
1 Book to stock Split MB1C/CO11N Product with out of
length/Sh specification
ort length (length) is booked
is booked into the inventory
into
inventory
2 Notify the Interaction Split Sales Outside SAP Customer
Responsible with length/Sh Manager provides his
person to trigger Customer ort length acceptance/non-
the interaction is booked acceptance for
with customer into short length
inventory product

3 Change the sales Customer Split Sales VA02 Sales order item is
order item, accepts length/Sh Manager changed, with new
tolerance, or add the short ort length product
a new line item length is booked specifications, so
product into that the same can
inventory be serviced with
existing stock
4 Break the Customer Split TBD MIGO Pegging of the
pegging of the refuses to length/Sh short length batch
product’s batch, accept the ort length is broken with
which is out of short is booked original sales
specification length into order. The product
(Transfer posting product inventory now is in free
using movement stock and can be
type delivered against
309/reversal) some other order.
5 New APO MD04 New production
planned order is order can be
generated for the executed
product. Process
the order again
Integration Points

Material document MM
SD
For Sales Order Sales order Sales Order Roshan/Keshav
change, refer to required to be
BBP changed, to
SD_OR_01 dispatch the short
length to customer
For GR, Sales Accounting FI Accounting Arvind/Riaz
Order Stocks, documents documents
Free stocks refer
to BBP
MM_IM_01
Transfer Posting
Use
This activity is carried out for breaking the pegging between the stocks and the sales order for which the stocks
were produced.
Procedure
SAP ECC Menu Logistics >Materials Management > Inventory Management > Goods
Movement > MIGO
Transaction code MIGO
Business Role Production Planer/Supervisor

Call the transaction and provide the necessary inputs, like product, stock, batch number, storage location and plant
etc. Select the appropriate movement type (311E/312) which will enable breaking of the pegging. Check and post
the document. This posting will break the pegging between sales order and stocks.
Result
Pegging between product’s stock batch and sales order is broken. Stock starts appearing as plant’s free stock,
ready to be delivered against any sales order.
Once APO MRP is done, it then will provide a new planned order, on which planners can act and provide a
released production order for fulfillment of original sales order item.

document.
 No special considerations
Not applicable
Reporting

F-ID (ABAP, BI,
BOBJ)
XX-xx- A report ABAP Sales Order, item,
R001 showing sales selected characteristics
orders and their like individual length
product and factor, qty, short
batches, which length produced etc
have been
booked to the
stock
XX-xx- A report
R002 showing list of
all short-
lengths
produced due
to
manufacturing
defects.
XX-xx- Short Lengths
R003

9.11.12 Interfaces
Interfaces

XX-xx- NA
I001
XX-xx-
I002
Conversions

cleansing)
XX-xx- NA
C001
XX-xx-
C002
enhancements

XX-xx- NA
E001
XX-xx-
E002
Output / Forms

Order)
XX-xx- NA
O001

9.11.16 Workflow
Workflow

EF-ID
XX-xx- A mail information Sales order number, item Production PP
W001 to production number, Planners
planner, at Quality
operation
confirmation when
short length is
produced
XX-xx-
W002
Authorizations

(Sales
Order / TA
code)
XX-xx- MIGO, Production MIGO Out of customer
A001 with movt Planners/ specification product
type 309 length is produced
and reversal
To Break
the pegging
of Sales
order stocks
XX-xx-
A002
Pls refer to below table for summary
roles
Process Strategy 1. Short length 1.Reported short
e.g., product GR is length is visible
Principles
How
done. to stake holders
High-level data 2.Stocks appear 2. Once stocks
flows in plant stock and S.O. pegging

overview is broken, short
3.Delivery not length stocks
possible, unless become available
S.O. item in free stocks, for
specification like other sales orders
length and 3. New
tolerence are dependent
changed requirements are
4.Planner is created
notified of the
short length
posted to the
stock
5. New planned
order is created
by system
Process & Confirmation of Improved
Metrics (focus on Production seggregation of
key changes to
specific steps and
activities and GR responsibilities
transactions) for short length for BTS and
MIGO
Roles, Production
responsibilities Supervisor for
and organization
Who’s
BTS and
accountable? Production
Who’s Planner for
responsible? breaking the
Who’s consulted? pegging, if
Who’s informed
necessary
Roles,
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informe
Pls refer to below table

legacy Pain Areas for the process

Any details can be seen after
Short Length BTS only, since the
remarks are manually entered after Standard: Short lengths are visible in system,
extracting them from the quality immediately once they are reported as produced.
system.
Fault Cards system (FC) isn’t Inspection lots are generated, once batch is created, and
linked at all with our Baan system. result recording, Usage decision is available to stake
holders once lot is inspected

9.12 Process Drums, Baskets and Bobbins Tracking
Cable manufacturing plants use Process Drums for handling cable products during manufacturing process.
Baskets and bobbins are used for drawn wires, for same purpose. To maintain traceability/linkage of input and
output materials, take-up drums and pay-off drums used for every material length produced; need to be tracked,
with one –to-one relation. This helps plant manufacturing and Quality personnel to trace the product’s input
materials used, in case there is a quality issue or customer complaint. This system of tracking is useful in absence
of an ERP system which provides traceability even without tracking physical drum IDs.
Process Trigger Automatic

Process Input Process Drum/Baskets/Bobbins ID during GR process
Process Output Process Drum /Baskets/Bobbins ID is maintained for every batch
Process Owner PP
Process Frequencies At GR stage of each coil/length production (book to stock for SFG/FG)

Gap
There should be provision in system to Standard High
capture process drum ID, basket ID and
bobbins ID
Inventory of all process drum/ Standard Medium
baskets/bobbins shall be maintained in
the system.
At any given instance, we must be able GAP Medium
to view the product available on any
drum/bobbin/basket or if it is available
for use.

Not applicable

Reference
1 Last Production CO11N/
operation supervisor MB1C
is
Create complete Batch is generated for
confirmation for and the product which is
last operation product manufactured.
ready for
GR (book
to stock)
2 Create a GR Product is Production CO11N/
batch for the ready to supervisor MB1C/
Product batch is posted
product OR post be posted MSC2N
to the stock
a product batch in stocks
into stocks.
3 Enter the Product Production CO11N/
classification batch is supervisor MB1C/ Product batch is saved
values for the generated MSC2N with all the
batch, including and characteristics values
Process Drum, classificati including Process Drum
Basket ID or on view is ID, Bobbin ID or Basket
Bobbin ID, as being ID, as applicable
applicable. edited
Integration Points

Pls refer to BBP MM Batch information
MM_IM_01 for
general inventory
management
explaination
Characteristics and values to maintain process drum/bobbin/basket ID

Use
Necessary Characteristics will be created to represent process drums, baskets and bobbins ID. These
characteristics will be assigned to classes applicable. This will help users to maintain ID information for every batch
of the product which is produced. Users will also information on issue batch drum ID/bobbin ID/Basket ID which is
being consumed in the production.
It is required to be noted here, the limitations of this approach. Though the characteristics are created with option
“Entry required”, so that every time a product batch is generated, system makes it mandatory to enter the
characteristics value before batch classification is saved, navigation/diverting to batch classification itself is a
manual activity. User discipline is a must in this case, as there are limitations on account of features available in
SAP system for process drum ID tracking and usage of standard functionality of classification. Also there is no
validation possible for characteristics values entered in batch classification.
System users responsible for reporting and changing product batch characteristics will either maintain all the batch
information, including one representing drum/bobbin/basket ID, OR change the batch characteristics of the existing
batch.
Procedure
SAP ECC Menu Logistics > Central Functions > Batch Management > Batch > Change
Transaction code MSC2N
Business Role Production operator/Person entering Book to stock
 Shop floor operator/supervisor/data entry person responsible for maintain the product batch classification,
will enter the values for all the necessary characteristics including ID, and save the batch.
Result
Product batch is saved with all the necessary characteristics values, including Process Drum ID, Bobbin ID OR
Basket ID.

document. No special considerations
 Classes
 Characteristics and values
 Batches

Pls refer to Reporting below
Reporting
F-ID (ABAP, BI,
BOBJ)
XX-xx- Report for ABAP SO,Prod ORD, Process
R001 SO,PROD drum ID for takeup and
ORDER, payoff at wire,
Process drum conductor, core and
for all levels of cable levels.
manufacturing
XX-xx-
R002
XX-xx-
R003
9.12.12 Interfaces
Interfaces

XX-xx- NA
I001
XX-xx-
I002
XX-xx-
I003
Conversions

cleansing)
XX-xx- NA
C001
XX-xx-
C002
XX-xx-
C003

enhancements

XX-xx- NA
E001
XX-xx-
E002
XX-xx-
E003
Output / Forms

Order)
XX-xx- NA
O001
XX-xx-
O002
XX-xx-
O003
9.12.16 Workflow
Workflow

EF-ID
XX-xx- NA
W001
XX-xx-
W002
XX-xx-
W003
Authorizations

(Sales
Order / TA
code)
XX-xx- Change Production Product To maintain
A001 batch Operator, Batch information on
Supervisor MSC2N classification of batch
XX-xx-

A002
XX-xx-
A003
Pls. Refer below table
roles
Process Strategy Drum ID data Drum ID data single system for Increased data
e.g., maintained will be maintaining all entry work
Principles
How
outside BAAN, maintained in the business
High-level data in log books SAP system for critical
flows every relevent information
product batch
Process & Enetr the Enetr the Business critical No validation
Metrics (focus on information in information for information entry and checks for
key changes to
specific steps and
log boks batch in SAP possible incorrect entry
transactions) system
Roles, Production Production Drum tracking Rigorous data

responsibilities Operator Operator available in entry.
and organization
Who’s
system.
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informed
Roles,
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informe


Production results not
accurate in some cases and
definitely they don’t Standard
reflect any live data
capture.
Process Drum traceability
not possible through Standard
standard system.

9.13 Month End Production Order Closing Process
Fully delivered production orders, or those production orders which are not expected to deliver more, are closed in
SAP system.

Process Input Production Order number, which is to be closed
Process Output Changed status of the production Order
Process Owner PP
Process Frequencies As and when required OR every month end

Gap
Possibility of closing the orders when Standard High
fully delivered
Possibility of closing the orders, partially Standard High
delivered
Not applicable

Reference
1 Select the Order has Production COOIS
production delivered supervisor CO03
A single order or list of
orders, which
orders is available
are required to
be closed
2 Production COHV/CO02 Orders are selected for
Enter the order supervisor mass processing
in change mode function, OR a single
order can be changed
3 Set the status of Production COHV/CO02 Production Order status
the order to supervisor is set to TECO. Order
TECO can be processed by
CO for month end

processing
4 Please refer to CO BBP
process no 11.7 for
further processing
Integration Points

APO APO FI Documents
PPDS/GATP
BBP for
Synchronization
in APO and ECC
systems
CO BBP process CO CO documents
no 11.7 for further
processing
Technical completion of a production order
Use
Technical completion means ending a production order from a logistical viewpoint. This function is usually used, if
production is complete or if the execution of an order has to be stopped prematurely or if the order could not be
executed in the required manner and open requirements for the order (reservations, capacities) should be deleted.
The following actions are executed if an order is set to technically complete.

The order is not relevant for MRP planning
 Reservations are deleted
 Capacity requirements are deleted
 Purchase requisitions for external operations or non-stock materials are deleted
 The order and its operations receive the system status Technically Completed (TECO)
If an order is technically complete, you cannot change it. The fields in the order are displayed but cannot be
changed. You can however cancel technical completion, for instance if order data has to be changed.
After technical completion you can still make postings for the order by revoking TECO. For instance, material
withdrawal or a confirmation can be posted if they were previously forgotten.
Procedure
SAP ECC Menu Logistics > Production > Shop floor Control > Order > Change
Business Role Production Supervisor/Person entering Book to stock/
Each process order will be technically completed by process dept. after final confirmation will be done at the end
of the month. Once the Process order is technically complete, it will be settled by costing dept as a period end
activity. This activity called settlements of process orders.
You can execute this function in two ways:
When you are changing an order, choose Functions > Restrict processing >Technically complete.
You can reverse technical completion as follows:
When you are changing an order, choose Functions > Restrict processing > Revoke technical completion.

Result
Order will be technically complete and no change in production related activity is
possible for Production order.
Please refer to CO BBP process no 11.7 for further processing

All Ducab plants, including cable manufacturing plants, CRP and PVC plant will use the functionality

Pls. refer to KDS document for production order types and related configuration values

Not applicable
Reporting
F-ID (ABAP, BI,
BOBJ)
XX-xx- Customized ABAP customer order no& PP
R001 report for quantites, delivered
customer order quantities for prod
quantites, order, open quantities,
delivered short close quantities,
quantities, open rejection, scrap
quantities,
short close
quantities,
rejection, scrap
etc.
XX-xx-
R002
XX-xx-
R003
9.13.12 Interfaces
Interfaces

XX-xx- NA
I001
XX-xx-
I002
XX-xx-
I003
Conversions

cleansing)
XX-xx- NA
C001
XX-xx-
C002
XX-xx-
C003
enhancements

XX-xx- NA
E001
XX-xx-
E002
XX-xx-
E003
Output / Forms

Order)
XX-xx- NA
O001
XX-xx-
O002
XX-xx-
O003

9.13.16 Workflow
Workflow

EF-ID
XX-xx- NA
W001
XX-xx-
W002
XX-xx-
W003
Authorizations

(Sales
Order / TA
code)
XX-xx- NA
A001
XX-xx-
A002
XX-xx-
A003
roles
Process Strategy Single level Multilevel Realistic creation Large amount
e.g., production production of production of production
Principles
How
orders created in orders in SAP, orders, instead of orders
High-level data BAAN execution, phantom
flows delivery and
closure at actuals
in SAP
Process & Creation of prod Step by step nil
Metrics (focus on orders in APO advancing of
key changes to
specific steps and
planning system, orders from

transactions) closure in ECC planning to
system and closure, with
synchronization vibility on
in both systems progress at each
stage
Roles, Production Involvement of nil
responsibilities planners, all levels in
and organization
Who’s
production production cycle
accountable? operators, in system,
Who’s production resulting in real
responsible? supervisors for time and correct
Who’s consulted? creation, information
Who’s informed
confirmation and
closure of
production
orders
Roles,
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informe


9.14 Scrap Management Post Generation - (Selling to vendors/Selling to
CRP/Reusing) for Cable Plants, CRP and PVC Plant
Solution expected from MM and SD modules.
Explanation:
1. The generation of scrap materials/ co-products in SAP will be done through production orders execution,
and GR for co-products will generate these scraps in respective storage locations. Further to generation,
the movements of materials is expected to be explained by MM module, via BBP MM_IM_02 Physical
Inventory process, MM_IM_03 scrap process, MM_PUR_02 Intra company stock transfer process,
MM_PUR_03 Inter company purchase and sell process
2. Sale of scrap of explained by SD BBP SD_SC_01

9.15Inter-Site Movement of Raw Materials
Explanation:
1. The inter-site movements of materials is material movement within two plants in SAP system, and is
expected to be explained by MM module, via BBP MM_PUR_02 Intra company stock transfer process,
MM_PUR_03 Inter company purchase and sell process

9.16Subcontracting between Ducab Cable Company and Ducab
HV Company, or any other Vendor
Explanation:
1. The subcontracting process is expected to be explained by MM module, via BBP MM_PUR_16Cathode
tolling process

9.17Material movement from Central Warehouse to Production
WIP Stores
Explanation:
1. Material movement from Central Warehouse to Production WIP Stores, is material movement within a
plant in SAP system, called transfer posting and is expected to be explained by MM module, via BBP
MM_PUR_02 Intra company stock transfer process, MM_PUR_03 Inter company purchase and sell
process
Write-up also available in PP process Goods Issue and Goods Receipts for production order, wherein
Transfer posting has been explained.

9.18 Rework of Customer sent materials
Explanation:
1. Rework of customer sent materials, is explained in SD BBP SD_TL_01, wherein customer owned materials
are received into a plant storage location as non-valuated materials, and subsequently can be processed
using a manually created production order with necessary operations.

9.19 MTS production planning in ECC (For selected Building Wire Products,
PVC Products and Copper Rod products )
At Ducab, most of the length based cable products will be planned using Adavnced Planner and Optimizer (APO)
There are critical products though, for which it has been agreed to carry out planning in ECC system for keeping
away the complexities in APO planning. Business requirement is to keep the planning process simple and flexible.
The said decision was taken on 14th January 2012, to keep the APO complexities to a minimum. It was also
agreed to split the available capacity of work centers shared between APO and ECC systems. Intermediate wire
drawing is one such work center, which produces drawn wires for building wire prorducts planned in ECC and
Cable products planned in APO. This planning situation is only arising in M1 Plant.
These critical products include Copper Rod 8 MM which goes into cable manufacturing apart from selling to
outside Ducab customers, PVC products which mainly are consumed within cable manufacturing plants and some
of the products in product range known as „Building Wires“, which does not call for length based APO planning,
and the same is planned as discrete products.
For above and such products, it proposed to use ECC demand management component alongwith ECC MRP
process and SFC process, wherein SFC process will also have production orders coming in from APO planning.
Demand Management – MRP – Production Order cycle for above products is explained below in brief. Though
SAP ECC offers many planning features and functionalities, to keep the solution simple and flexible it is proposed
to use only select functions. It should be noted that Ducab’s main business area, and also the planning pain area is
cable products manufacturing which will be handled in APO planning, and not products which are planned in ECC
system.
The function of Demand Management is to determine requirement quantities and delivery dates for finished
products. Customer requirements are created in sales order management. To create a demand program, Demand
Management uses planned independent requirements and customer requirements. As per Ducab PP team, the
planned independent requirements and customer requirements quantities, can be given and readily available after
formal meeting between the Sales & Central Planning persons every month end for the next month, at every month
end.
To create Demand Program, planning strategies are to be defined for the materials or at a higher level like “MRP
group”. Planning strategies represent the methods of production for planning and manufacturing or procuring a
product.
For all the Building Wire products (products up-to 10 MM wire size, which are to be planned within ECC system),
either Sales order or planned independent requirements can trigger the planned order. For the PVC products and
Copper Rod products – for those that can be stocked, planned independent requirements to be given by a
combined team of Sales & Production. Examples of such products are PVC products manufactured at Jebel Ali
plant and 8 MM Copper Rod, manufactured in CRP manufacturing facility at Musaffah M1 in Abu Dhabi.
Plan for all these products may be reviewed by the PP team/Central Planning team/Sales team and can be
finalized in the month beginning. Sales orders received from customers for such products, and Planned
Independent Requirements are to be punched then and there in SAP system, so that MRP run is done for products
and Planned orders created for scheduling purposes.
What is Planned Independent Requirement?

Planned independent requirements are used to perform Demand Management functions. A planned independent
requirement contains one planned quantity and one date, or a number of planned independent requirements
schedule lines, that is, one planned quantity split over time according to dates.
For the purpose of Ducab, the creation of Planned Independent requirements will be done manually by entering
the quantities and dates. Materials/components which are referred to as PVC products, Building Wire Products and
Copper Rod, can be planned using PIRs. A suitable planning strategy will be used for such materials, which will
ensure that these products will be produced for stocks and are consumed for sales orders and in-house
consumption.
What is Customer Requirement?

Customer requirements represent the sales orders in the system. A sales order is a contractual agreement
between a sales organization and a sold-to party. A sales order contains information on the delivery of a quantity of
materials (or service) for a certain date.
The use of PIR (Planned Independent Requirement) and Customer Requirement will not alone suffice the
Demand management. The Demand Management uses the Planning strategies to represent the business
procedures for the planning of production quantities and dates. A range of planning strategies is available in ECC
6.0, where we will be using the following strategies, though the list is not complete,
1. Planning Strategy (20) – Make to Order Production

2. Planning Strategy (10) – Make to Stock Production
Depending on the strategies, it is possible to use/not to use Sales orders, move the stocking level down to the
assembly level and carry out Demand Management specifically for the assembly. Detailed work of segregating
products into manageable groups shall be done at a later phase. Also finalization of strategies to be used at Ducab
will be done at a later phase.
Material Requirement Planning
(MRP Run for a Material for which PIR is created) – This process shall be executed by Central Planning for PVC
products, Building Wires and Metals Department will do MRP for Copper rod products (8 MM Copper Rod till
Copper Cathodes etc)
The main function of material requirements planning is to guarantee material availability, that is, it is used to
procure or produce the requirement quantities on time both for internal purposes and for sales and distribution.
This process involves the monitoring of stocks and, in particular, the automatic creation of procurement proposals
for purchasing and production. In doing so, MRP tries to strike the best balance possible between,
· Optimizing the service level and
· Minimizing costs and capital lockup
The MRP controller is responsible for all activities related to specifying the type, quantity, and time of the
requirements (components); in addition to calculating when and for what quantity an order proposal has to be
created to cover these requirements. The MRP controller needs all the information on stocks, stock reservations,
and stocks on order to calculate quantities, and also needs information on lead times and procurement times to
calculate dates.
PIRs and customer orders become an input to MRP process and Planned Orders, Purchase requisitions and
schedule lines typically are the MRP outputs.
Planned Orders are then converted to Production Orders, which form the basis for shop floor execution.
Production Orders
The work processes within a company are executed using orders. It is proposed to use order controlled production
at all the Ducab manufacturing facilities, including cable manufacturing, PVC manufacturing and Copper Rod
manufacturing.
A production order defines which material is to be processed, at which location, at what time and how much work
is required. It also defines which work centers are to be used and how the order costs are to be settled.
Production order is required to know the schedule and have control over the execution of the planned values for
the order.
Entry for production order at the shop floor level should be user friendly for confirmation of operations or having
confirmation for whole order. Consumption of materials and Goods receipts for orders should also propose the
values that are planned in the order.
A production order specifies which material is to be produced, where it is to be produced, which operations are
required to do this and on which date production is to take place. It also defines how the order costs are to be
settled.

As described in this procedure, production orders can be created manually without being previously requested.
Alternatively, converting a planned order can automatically create them. During requirements planning (MRP run),
planned orders are created at every BOM level to cover requirements. For materials produced in -house, a
secondary requirement is also generated when the BOM is exploded, which is necessary for producing the end
product or assembly.
Planned orders generated in the MRP run can be converted individually into production orders from the current
stock/requirements list. They can also be grouped together by the MRP run and converted into production orders
together. These production orders can be released together.
Master Data for the Production Order

ECC 6.0 Business Blueprint for SPSL
2.0
The Master data essential for the Production order are
Material Master,
BOM,
Work Center,
Routing
Production Resources/Tools.
Following illustration explains, tasks of a Production Order
Operation and Order Scheduling
1. Operation scheduling
Every operation in planned and production orders is divided into operation segments:
· Queue time
· Setup time
· Processing time
· Teardown time
· Wait time
The sum of the setup time, the processing time and the teardown time forms the execution time (see following
graphic).

The system calculates dates for all the above operation segments.
The system generates relationships automatically. The system links the operations for every sequence in the order
using relationships. It links them in ascending order of operation number. You must explicitly maintain the
relationships between the operation sequences.
In planned and production orders the move time represents the duration of the relationships.
The system takes the floats before and after production into account for planned orders and production orders. The
float before production is between the order start date and the first operation, the float after production between the
finish date of the last operation and the order finish date.
2. Order Scheduling
Following are the scheduling types available for a production scheduler to use.
Forward scheduling
With this scheduling type the system schedules forwards starting from the basic start date or the scheduled start
date of the order.
Backward scheduling
With this scheduling type the system schedules backwards starting from the basic finish date or scheduled finish of
the order. This scheduling type is recommended for PVC and Copper Rod production plants at Ducab’s production
plants.
Today scheduling
With this scheduling type the system uses today’s date as the basic start date and schedules forwards.
Following graphics illustrates how a production order is scheduled

Process Trigger Demand Management – MRP – Execution cycle
Process Input Requirement quantities for a material and for a period are available, and
MRP needs to be carried out for subsequent execution
Process Output PIR - planned orders – production orders
Process Owner PP/Central Planning
Process Volumes Medium
Process Frequencies Monthly for PIRs, weekly & daily for MRP

Requirement Description Standard / Priority Contact
Gap
Create a requirement plan for material, Standard Medium JS/AED/SZ
which becomes input for manufacturing to
start execution (products which are
planned independent of sales
order/customer requirements)

Not applicable
Step Step Name External Business Role Transacti Expected Results

Process Condition on Code
Reference
1 Create Planned External Sales planning is MRP MD61 PIR for a material
Independent and complete Controller created
Requirements for Internal
a material Demand
for a
material is
known
2 Change Planned External or Sales planning is MRP MD62 PIR for a material is
Independent Internal undergoing change Controller changed
Requirements for Demand
a material for a
material is
changes
for a
period
3 Display Planned PIRs are MRP MD63 PIR for a material is

Independent displayed Controller/A displayed
Requirements for for a uthorized
a material material personnel
4 MRP Multi level, Periodic Material MRP MD02 MRP is carried out
single item for a requirement Controller for a material, for
material planning is to be all levels of BoM
carried out
5 MRP single item, Periodic Material MRP MD03 MRP is carried out
single level requirement Controller for a material, for a
planning is to be single level
carried out
6 Multi level Sales order MRP is MRP MD50 MRP is carried out
planning for a to be carried out Controller for a sales order
sales order Item item
7 View Released APO MRP planning MRP MD04 / Individual Order

Production is complete Controller CO03/ OR a list of orders
Orders in ECC COOIS is available to view
system with
system status
“REL”

8 Operation Operation MRP CO11N Confirmation &
Confirmation & completed Controller updating of
Goods (partial/final activities and
movement for confirmation) material in stocks
operations, if any through posting the
material documents
and accounting
documents towards
goods issued or
goods received
9 Reversal of Correction required MRP CO13 Changes in

confirmation in Confirmed data Controller confirmation data,
for process order including quantities,
activities and
material
movements
10 Goods Good consumed MRP CO11N Stock updated at

Movement for /Produced/Process Controller Storage location
Operations ed
11 Goods receipt for Goods received MRP CO11N Stock updated at

Process order, Controller Storage location
after the final
operation is
completed
Integration Points

APO APO FI Documents
PPDS/GATP
BBP for
Synchronization
in APO and ECC
systems
CO BBP process CO CO documents
no 11.7 for further
processing

Create PIR
Use
Planned independent requirements are used to perform Demand Management functions. A planned independent
requirement contains one planned quantity and one date, or a number of planned independent requirements
schedule lines, that is, one planned quantity split over time according to dates.

SAP ECC Menu Logistic >Production>Production Planning>Demand
Management>Planned Independent Requirements>Create
Transaction code MD61

Business Role MRP Controller
MRP Controller/Person Responsible, will enter requirement quantities for products, to create demand in system.
This activity is carried out quarterly or yearly, though monthwise PIRs also can be created
Result
PIR for a material and a period are created
MRP RUN
Use
The main function of material requirements planning is to guarantee material availability, that is, it is used to
procure or produce the requirement quantities on time both for internal purposes and for sales and distribution.
This process involves the monitoring of stocks and, in particular, the automatic creation of procurement proposals
for purchasing and production
SAP ECC Menu Logistic >Production>MRP>Planning>Multilevel single- item planning
Transaction code MD02

PIRs and customer orders become an input to MRP process and Planned Orders, Purchase requisitions and
schedule lines typically are the MRP outputs.
Planned Orders are then converted to Production Orders, which form the basis for shop floor execution.
Result
MRP run for a material is carried out and planned orders/Purchase requisitions are generated.
Convert Planned Orders to Production Orders

Use
Planned orders are output of a planning run whereas production orders become input to plants to execute. Finite
planning function/Central planning in Ducab plants will convert the planned orders to production orders
SAP ECC Menu Logistic >Production>MRP>PlanningPlanned order > Convert to

production order > individual conversion

Material availability check may be performed during conversion of planned orders to production orders
Capacity check also may be performed during conversion process
Result
Planned orders are converted to production orders.
Execution process of production orders is explained in process “Production Order execution/confirmation”.

N/A

Pls. refer to KDS document for production order types and related configuration values

Not applicable
Reporting
F-ID (ABAP, BI,
BOBJ)
XX-xx- NA
R001
XX-xx-
R002
XX-xx-
R003
9.19.12 Interfaces
Interfaces

XX-xx- NA
I001
XX-xx-
I002
XX-xx-
I003
Conversions

cleansing)
XX-xx- NA
C001
XX-xx-
C002

XX-xx-
C003
enhancements

XX-xx- NA
E001
XX-xx-
E002
XX-xx-
E003
Output / Forms

Order)
XX-xx- NA
O001
XX-xx-
O002
XX-xx-
O003
9.19.16 Workflow
Workflow

EF-ID
XX-xx- NA
W001
XX-xx-
W002
XX-xx-
W003
Authorizations

(Sales

Order / TA
code)
XX-xx- NA
A001
XX-xx-
A002
XX-xx-
A003
roles
Process Strategy Requirements are Requirements - Automation of
e.g., generated will be generated planned
Principles
How
manually with through MRP run orders/productio
High-level data the use of Excel based on PIR or n orders
flows files re-order point generation
method - Optimum FG
stocks
Process &
Metrics (focus on
key changes to
specific steps and
transactions)
Roles,
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informed
Roles,
responsibilities
and organization
Who’s
accountable?
Who’s
responsible?
Who’s consulted?
Who’s informe

NA


10.0 Appendix.
The Following documents are available for reading on AL Taawun folder.
S:\Al Taawun\Project Al Taawun\2Blueprinting\IS-Mill-Documentation
Related/Referenced Documents
Document Name Version Brief Description

Variant Configuration - A brief description to functionalities to make user
READ familiar with LOVC component in SAP system.
Batch Management - A brief description to functionalities to make user
(READ) familiar with LOBM component in SAP system. Basic
information on creation of batches and further
processing within system.
Cable Industry Overview Presentation created by IBU cable – SAP AG.
Mill Products
IDES Main process flow chart for order to cash cycle.
_OVERVIEW_CABLE
IS-Mill-Documentation Demo scripts for all processes in IS-Millcable
solution in SAP IDES system
PP/APO BBP workshop Presentation made to Ducab project steering
presentation given on committe members, Mr. Andrew Shaw, Mr.
January 26, 2012 Graham Cheetham and other senior Ducab
members.
Attachments
Document Name Version Brief Description
KDS document Key data structure document explaining configuration
values for Ducab SAP PP configuration


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BUSINESS BLUEPRINT

MODULE : PRODUCTION PLANNING

DUCAB SAP Implementation Project - SAP ERP Implementation

AUTHORS & PARTICIPANTS

Ducab – System Champion Abdullah El. Doukhei, Samih Zamzam,

Ducab – Project Manager Raihan Aamir

Junaid Siddiqi Control Team Member

Raihan Aamir Ducab Project Manager

Ducab_Business Blue Print_PP_1v1 2

Ducab_Business Blue Print_PP_1v1 3

Ducab_Business Blue Print_PP_1v1 4

Ducab_Business Blue Print_PP_1v1 5

Ducab_Business Blue Print_PP_1v1 6

Ducab_Business Blue Print_PP_1v1 7

Ducab_Business Blue Print_PP_1v1 8

Ducab_Business Blue Print_PP_1v1 9

Authors and contributors can be referred to in section Document History.

2.0 Management / Executive Summary

Ducab_Business Blue Print_PP_1v1 10

S:\Al Taawun\Project Al Taawun\2Blueprinting\AS IS Business Processes\Functionwise Processes\AS-IS

Throughout the document SAP terminology is used unless otherwise noted.

Ducab_Business Blue Print_PP_1v1 11

4.0 Value Determination

BUSINESS OBJECTIVES AND EXCPECTED BENEFITS

Ducab_Business Blue Print_PP_1v1 12

To have common - Currently WMS is Junaid Siddiqi Tangible/Intangible - Common

Ducab_Business Blue Print_PP_1v1 13

Ducab_Business Blue Print_PP_1v1 14

MAJOR PAIN POINTS FROM WEAKNESSES ANALYSIS

10 Sub-Assembly items with FC raised aren’t High Junaid Siddiqi

11 In BW Accounting of pallets, wrappers High Junaid Siddiqi

Ducab_Business Blue Print_PP_1v1 15

16 In sites other than JA, free issue of High Junaid Siddiqi

19 Manufacturing and Quality activities are High Junaid Siddiqi

20 Raw material purchasing procedures not High Junaid Siddiqi

Ducab_Business Blue Print_PP_1v1 16

KEY PERFORMANCE INDICATORS

Ducab_Business Blue Print_PP_1v1 17

5.1 Finance Enterprise Structure

Proposal: DUCAB will use single Operating Concern

5.1.2 Controlling Area

Controlling Area Description

Proposal: The following Companies are proposed for Dubai Cable.

5.1.4 Company Code

Ducab_Business Blue Print_PP_1v1 18

 Legally independent unit

Naming Convention: The Company Code is same as the Company

Company Code Description

Proposal: The following Segments are proposed for Ducab.

5.2 Logistics Enterprise Structure

Plant is an organizational unit serving to subdivide an enterprise according to production, procurement,

Ducab_Business Blue Print_PP_1v1 19

Company Plant Description

5.2.2 Storage Location

Proposal: Following Storage Locations are proposed for Dubai Cable.

Plant Storage Location Description

Ducab_Business Blue Print_PP_1v1 20

1300 1310 Project Sloc

5.2.3 Purchasing Organization

Ducab_Business Blue Print_PP_1v1 21

Purchasing Org. Description

5.2.4 Sales Organization