BPP_PTP_Relea Strategy
Relea Strategy (1)
1. Relea Strategy (3)
情人节是那天1.1. Overview (3)
1.2. Documents (6)
屹立不动1.2.1. Purcha Requisition Types (6)
1.2.2. Purcha Order types (7)
1.3. Relea Strategy for Local Requirements (14)
1.3.1. Business Context (14)
1.3.2. Current / Desired Process Flow (14)
1.3.3. Current Solution (15)
1.3.4. Gap Identification and Evaluation (15)
6.2 Other Alternatives (15)
1.3.5. Impact on Business (15)
1.4. Ur Exit (15)
1. Relea Strategy
1.1. Overview of Procurement Types
Management of Standard Purchas
Direct materials are typically procured bad on existing contracts and MRP
generated orders, so the vast majority of the procured items will come from
previously approved sources. MRP will generate purcha requisitions and pre-
描写人物的开头assign a vendor, if possible, bad on existing contracts. Requisitions may also
be created manually for emergency demand. The requisition can then be
converted into a purcha order and nt to the vendor. If MRP cannot assign a source of supply, the requisition must manually be assigned a source of supply or identified for the RFQ process (which is managed outside of SAP)
Management of Indirect Purchas
Indirect materials are items not directly involved with the production of finished
goods. They are procured very similar to direct materials with just a few
exceptions. The materials may or may not have an SAP material number
assigned to them. They may or may not be kept in SAP inventory, which would
keep material requirements planning from automatically reordering the material
早人bad on a stock level. Also non-stocked indirect materials are expend
against a cost center as soon as they are received in the facility.
Whether or not the system generates the request or a ur enters the request,
the process begins with a demand for an item and a purcha requisition being
created in the SAP system. Once approved, the requisition is forwarded to
procurement for sourcing and fulfillment. If there is no supplier determined, the
RFQ process will be triggered to lect the most cost-effective supplier for the
situation (Managed outside of SAP).The vendor is then assigned to the
requisition and it is converted into a Purcha order. The PO will go through the
approval process if needed and then nt on to the vendor.
.
1.2. Relea Strategy for Requisitions and Other Purchasing
Documents.
Definition
The relea strategy for requisitions and other purchasing documents determines whether the document requires approval before further processing can take place, and how this relea is affected.
For purcha requisitions there are two methods for determining the requisition relea strategy, without classification and with classification. Relea for requisitions can be at item or document level. Other purchasing documents have only relea using classification at document level.
Each strategy consists of a one or more relea codes, and identifies the order in which the codes can be relead and the effect that the relea will have. For example, if a relea strategy has two relea codes the strategy can be defined to require relea using both codes, or just one or other of the codes. For each strategy values are assigned to a number of characteristics which determine when the strategy should be activated.
自然无为When using relea with classification, the characteristics ud within the relea strategy to determine the relea codes can be lected. When using relea without classification they are fixed.
Standards, Conventions & Rule s
For Federal Mogul, relea strategies are applied to Purcha Requisitions, using relea with classification at item level.
The characteristics ud to identify the applicable relea code(s) are
∙Creation indicator
∙Account Assignment Category
∙Plant
∙Item Value
The relea strategies themlves are defined at a local level according to the following conventions:
∙Approval is required only when a requisition is created manually (typically for non-stocked indirects and rvice purchas, including tho relating to capital expenditure projects), and is above a certain material value. This value is to be defined locally by the business
units, subject to audit approval. There is a potential for tting the approval limit for a
single purcha at the same level as the purchasing card transaction limit. Requisitions
created automatically from the MRP process are not subject to approval.
∙Capital expenditure purchas which relate to an ast will already have been subject to the controls associated with both the capital expenditure, and the creation of an ast. No further approval should be necessary. However, purchas as part of a capital
expenditure project which is to be ttled to an ast under construction may need to be
more tightly controlled, and as such should be subject to approval by the appropriate
person.
∙The approval process is workflow enabled to make u of the organisational structure to identify approvers, and to make the process as efficient as possible. The workflow us a combination of Purchasing Group and Relea Code to identify the appropriate position
in the HR hierarchy to which the workflow should be directed.
∙No more than 2 approval steps are required for a single purcha. Pre-requisites are avoided where possible. A pre-requisite means for example that B can only approve the
requisition after A has approved it. Pre-requisites are suppod to be avoided becau
they lengthen the time required for the approval process.
∙The number of different approval levels is kept to an absolute minimum, with local variations bad primarily on value requirements. The same value limits are ud across an organisation wherever possible.
∙There will be circumstances where any approval process impod is simply adding a redundant step to the process becau either the characteristics of the purcha mean
that it will always be approved, or the costs associated with approving a purcha are
greater than the cost of the purcha itlf. The approval strategy must ensure that the purchas are not subject to approval.
Naming conventions
印记作文
To avoid confusion the relea strategy codes and relea codes (which are both two digits) have different naming conventions.
∙Relea strategy codes
Alphanumeric, following the quence starting AA, AB, AC, AD…etc
∙Relea Codes
Numeric quence starting 00,01,02, etc.
Options or De sign Alternative s not pursued
Relea at document level rather than item level was considered, but this was not adopted for the following reasons:
∙The characteristics available for determining the relea strategy fro requisitions were restricted
∙For purcha requisitions with multiple line items, some line items would require approval by different individuals
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∙It was anticipated that in the realms of tho requisitions requiring approval the majority of requisitions would have only one line item.
The following were considered as possible characteristics to be ud in the relea strategy:
∙Material group
Potential variances in relea strategy could not be limited to a material group – on
occasions a different relea strategy may be required within the same group, and on
other occasions many or all material groups would be considered together.
This would also have resulted in many relea strategies, possibly more than can be
accommodated with a two character code. Maintenance of the relea strategies
would have become unwieldy.
∙Company Code
∙Not included as an option in the standard system
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∙Purchasing Group
Would have resulted in more relea strategies than can be accommodated with a
two character code. Ud in the workflow determination instead.
∙Cost centre
Many purchas do not relate to a cost centre, but are either allocated to another
cost collector or to a stock account.
