Goal of organization structure workshop obtain an Understanding of the Customer’s Key Business Processes


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GOAL OF ORGANIZATION STRUCTURE WORKSHOP

  • Obtain an Understanding of the Customer’s Key Business Processes

  • Define the Chico Creek Brewery’s Organization Structure in SAP based on those Business Processes


AGENDA

  • Customer High Level Business Overview

  • Business Process Review

  • Define the Organizational Elements in SAP based on the Chico Creek Brewery’s Business Processes and Reporting Requirements.

  • Document the Company’s SAP Organization Structure



Company’s Mission Statement

  • Company’s Mission Statement

  • Markets

  • Customer Base

  • Products and Services

  • SAP Implementation Drivers



MISSION STATEMENT

  • Our mission is to successfully implement SAP R/3 at the Chico Creek Brewery in a timely, professional manner so that our client can realize a faster and more productive way to run their business processes.

  • We intend to create a sustainable competitive advantage for Chico Creek Brewery, as well as, substantial profitable results through the implementation of SAP R/3.











Organizational Elements - FI

  • Represents a legal/tax entity - Where do you legally represent the financial events of transacting business?

  • Arms Lengths Transactions

  • Level of External Reporting or Legal Sets of Books



Organizational Elements - FI

  • Company Codes: Identify the proposed company codes if any for customer being evaluated.

  • Benefits: Identify the benefits of recommended usage of company codes.

  • Costs: Identify the costs of recommended usage of company codes.

  • Issues: Identify any open issues/questions.





Organizational Elements - FI

  • G/L Account Master Records Required in One or Several Company Codes

  • Postings are Made to these Accounts

  • Maximum of a 10 Digit Code

  • A company Must be Linked to One Operating Chart of Accounts

  • An Operating Chart of Accounts can be Linked to Many companies



Organizational Elements - FI

  • Different from a lot of other Financial System Applications in that the G/L account is strictly comprised of the natural account code.

  • The management reporting structures (i.e. cost centers, divisions, regions, and job orders) is not embedded within the chart of accounts.

  • In SAP there is a relative relationship between the chart of accounts profit and loss natural account code and the cost centers.



Organizational Elements - CO

  • An organizational unit within a corporation in which comprehensive independent management accounting can be performed.

  • Allows you to group Company Codes from a Cost Accounting View.

  • It links the financial accounting module (FI) to the management accounting module(CO) in SAP.



Organizational Elements - CO

  • The Operating Chart of Accounts Links Financial Accounting(General Ledger) to Management Accounting in the following way:

    • A Company Code is Linked to the Operating Chart of Accounts
    • The Controlling Area is Linked to the Operating Chart of Accounts
    • A Company Code then can be Linked to any Controlling Area as long as they are both Linked to the Same Operating Chart of Accounts
  • Several Companies can be Linked to a Single Controlling Area regardless of the Companies Functional Currency.



Organizational Elements - CO

  • Used to Calculate the Profit of an Area of Responsibility within the Organization (e.g. the Brewery)

  • The Areas of Responsibility (Profit Centers) could be Based on Regions, Functions, or Products (e.g. Production).

  • Supports Calculating Operating Profit using the Cost of Goods Sold P/L Format and/or the Period Accounting Method

  • A Profit Center can also be Viewed as an Investment Center since it is Possible to Transfer at Period End the Balance Sheet Positions for Assets, WIP, AR, AP, and Inventory



Organizational Elements - CO

  • A Profit Center is not an Independent Account Assignment Object at the Moment of Entering a Transaction in SD or MM; It is Derived From Existing Objects and is Allocated to the Correct Cost Object

  • As a Default, Revenue and Costs for Profit Centers are Derived as follows:

    • Sales Order Line Item based on the Product being Sold
    • Direct Costs Based on the Assignment of Production Orders and Direct Costs.
    • Overhead Costs Based on the Assignment of the Cost Center or other Cost Object


Organizational Elements - CO

  • Profit Centers: A division of the functional business areas which CCBC is involved with (e.g. the sale of merchandise).

  • Benefits: The ability to capture costs in Profit Centers, and perform profitability analysis on a single part of the business.

  • Issues: Identify additional Cost Centers in the Organizational Structure, and map them to existing processes..



Organizational Elements - CO

  • Departmental Breakdown of your Legal Entity Structure

  • Lowest Level of Organization where you want to Collect and Analyze Costs/Departmental Performance

  • Departmental Budgets and Expense Analysis

  • Interdepartmental Cost Allocations

  • Each Cost Center is Assigned to a Profit Center, which is Assigned to a Company Code

  • Cost Centers are Structured into Organizational and/or Functional Hierarchical Groups







AM - Depreciation Areas



AM - Asset Number Structure



Asset Classification



IM - Hierarchical Structure





Organizational Elements - MM

  • Responsible for procurement for the brewing, tap room and retail plants

  • Responsible for negotiating pricing and delivery terms with vendors for each purchasing organization



Organizational Elements - MM

  • Purchasing Organization: Each company will have its own purchasing organization

  • Benefits: A purchasing organization is assigned to a cost center where inventory is tracked and costs are incurred



Organizational Elements - MM

  • It is a production facility that can have multiple locations associated with it

  • Usually a manufacturing facility, warehouse or a location that stocks, manages and valuates inventory

  • May be a physical site with multiple manufacturing/production lines

  • Can be a physical location (cost centers may or may not be associated to a plant i.e. administrative vs. manufacturing cost centers)

  • SD availability checking is normally done at the plant level



Organizational Elements - MM

  • Links to production (PP), materials management (MM), and sales and distribution (SD)

  • A plant is assigned to a company

  • Purchasing organizations are assigned to plants



Organizational Elements - MM

  • Plant: There are three plants: brewing, tap room and retail

  • Benefits: Being able to keep track of the profits and costs of each plant



Organizational Elements - MM



Organizational Elements - MM

  • Storage Locations: Brewery and tap room will have two separate storage locations: one for “dry” goods and one for “wet” or cold goods.

  • Benefits: Assets and incurred costs can be tracked by the different storage locations.





Organizational Elements - SD

  • A representation of a selling unit responsible for product liability and other claims made by customers

  • Each business transaction is processed within a sales organization

  • Master Data Maintenance for Customers, Pricing at Sales Organization Level

  • Sales Organization Assigned to a Company Code where Sales Revenue is Recognized (Links SD & FI)

  • Plants Assigned to a Sales Organization



Organizational Elements - SD

  • Sales Organization: United States, Australia, Canada, Japan, Singapore, Tap Room, Catering, Bakery, Merchandise

  • Benefits: To produce statistics for each of the sales organizations.

  • Costs: A manager will be required to head up each sales organization, therefore, costs may be slightly higher.



Organizational Elements - SD

  • Used to define how different products reach consumers (I.e. retail, wholesale, or direct sale)

  • Relevant Master Data such as price, minimum order qty, and ship-from location may differ between each channel

  • Each Sales Order travels through one Distribution Channel

  • Distribution Channel assigned to a Sales Organization (I.e. direct sale for Merchandise items)



Organizational Elements - SD

  • Distribution Channels: Wholesale, Direct Sale, and Retail

  • Benefits: We can determine the profitability of each channel within a specified sales organization.

  • Costs: By having additional distribution channels (wholesale, retail), we will incur transportation costs.



Organizational Elements - SD

  • A way of Grouping Materials, Products, or Services

    • Assign each product line to a particular division
  • Define customer-specific agreements for each division, including partial deliveries, pricing, and payment terms



Organizational Elements - SD

  • Division: 5 types of beer, menu items, souvenirs, and services provided by catering.

  • Benefits: To keep track of how well each product sells within a given area.

  • Costs: By making the divisions equal to each type of product and service, the divisions will become more difficult to configure and maintain.





Sales Area for Chico Creek Brewing Company





Human Resource Structure






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