Project Simulation Workshop (1)

7/21/2019 Project Simulation Workshop (1)

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Microsoft Dynamics2012 R3 CU8 Works




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Agenda

Introduction to the project functional scope document

Form groups 3‐5 people

Plan your implementation

Make the best use of the VM environments

Present your

solution

after

completion





Suggestions

Allocate tasks amongst your group

Work in your VM to test your task

Implement all the solution in only one VM as production environment

User

1

VM

test User

2

V

User 3 VM test User 4 V

User 5

Production

VM





Do not forget

Refer to

TechNet

MSDN

DLP

Case studies

Ask

questions Learn from each other

Ask Questions





Good Luck!



Implementation of real‐life

scenario in Microsoft

Dynamics AX 2012 R3 CU8

Includes agenda for Financial and Supply Chain Management (Core project)

Microsoft Corporation

Soheil Aghazadeh

6/9/2015



Implementation of real‐life scenario in Microsoft Dynamics AX 2012 R3 CU8

© 2015 Microsoft Corporation All rights reserved. Page 1

Last Revision: July 9th 2015

This workshop is provided “as‐is”. Information and views expressed in this workshop, including URL and other

Internet Web site references, may change without notice. Unless otherwise noted, the examples depicted herein

are provided for illustration only and are fictitious. No real association or connection is intended or should be

inferred. This workshop does not provide you with any legal rights to any intellectual property in any Microsoft

Corporation product.

Complying with all applicable copyright laws is the responsibility of the user. Without limiting the rights under

copyright, no part of this workshop may be reproduced, stored in or introduced into a retrieval system, or

transmitted in any form or by any means or for any purpose, without the express written permission of Microsoft

Corporation.

Copyright © 2015 Microsoft Corporation. All rights reserved.

Microsoft®, Microsoft Dynamics®, Microsoft® PowerPoint®, Microsoft® SQL Server® data management software

and Microsoft Dynamics® AX are trademarks of the Microsoft group of companies. All other trademarks are

property of their respective owners.

This content is designed for Microsoft Dynamics® AX 2012 R3 CU8

Author’s Bio:

Soheil Aghazadeh is a Microsoft Certified Master, and Microsoft Certified Trainer. He holds more than 32 industry

certifications including MCT, MCSE+I, MCSD, MCSA, MCDST, MCITP, MCTS, MCP+I, MCDBA, MSF Practitioner,

Microsoft Dynamics ERP, and Microsoft Windows Embedded. His experience covers a spectrum of areas. He has

over 20 years business experience in retail, service and manufacturing industries. He specializes in Microsoft

Dynamics AX and has been working with it since version 3.0.

He is currently a freelance contractor, in ERP training, development and consulting. His worldwide consulting

engagements range from implementation and designing ERP for small size businesses to large enterprises. He

excels in solution architecture and ERP customization and development and his real‐world experience is one of his

greatest strengths.

As a Microsoft‐endorsed trainer, he has trained worldwide partners, including those attending The Microsoft

Dynamics AX 2012 Enterprise Academy in North America (Fast TrAX), Europe (EMEA), Latin America (LATAM), and

Asia Pacific and Oceana (APAC) as well as Microsoft Consulting Services (MCS), Microsoft Product Support Services

(PSS) technicians, Center of Excellence, and Sr. Technical Product Managers at Microsoft. He also has delivered

Train the Trainer workshop for Microsoft Dynamics AX 2012 R2 and R3, Microsoft Windows CE and Embedded.

Soheil has been a technical reviewer for the Microsoft official curriculum, an author for Microsoft, and created

self ‐paced videos for official Microsoft training on www.GuideToLearn.com, official workshops and webinars for

Microsoft Partner Network program, Partner Academy and in Microsoft Dynamics Partner Source portal.

Specialties:

All functional and technical areas of Microsoft Dynamics AX including retail, public sector and production, as well

as Embedded OS & Mobile





Dynamics AX 2012 R3 CU8 Project Case Studies

In order to demonstrate your knowledge and skills you need to be able to accomplish the following

deliverables:

You will

be

assigned

into

a group

of

3‐5 people

to

implement

this

project.

Your team requires to engage each individual to a given task to be completed in this project

decided within your group by group members. You should vote on a project manager who not

only oversees the implementation but also engages in some activities. The role of a project

manager can be changed during the implementation process as needed.

Each group will be required to give a presentation of up to 15‐20 minutes to discuss the

experiences of both successes and challenges of this implementation. As part of the

presentation for each group the tasks and roles played by each individual will be discussed. We

like to hear your feedback regarding this workshop as part of the implementation.

Each person is required to make a presentation of up to 5 minutes. You will be required to show

your presentation

skills

at

the

end

of

implementation.

Each team must complete the core project. The trainer who runs the event will evaluate each

team and have a personal discussion regarding the final solution for best practices for your

future implementation.





Core Project Scope Document Scenario:

Gaba Enterprises (GABA) is a U.S. based organization which owns four legal entities as Gaba Inc. in the

U.S.(GUSA),

as

a

sales/distribution

company,

the

Gaba

de

Mexico

(GMEX)

in

Mexico

and

the

Gaba

GmbH (GADE) in Germany as a manufacturing and Gaba U.K. (GAUK) as a sales /service/project

management organization. The reporting currency in each legal entity is USD and the accounting

currency of each legal entity corresponds to its appropriate country.

This means that the GUSA, GAUK, GMEX and GADE manage their accounting books independently and

comply as required by country code of laws and regulatory requirements. GABA , the parent

organization, needs to measure and report the consolidated company performance to its stakeholders,

that is, shareholders, government, regulatory bodies, and so on. GUSA has three departments Finance,

Sales and Marketing, and IT, while GAUK has Finance and Service and GMEX and GADE has Finance,

Production, and Operation.

The Gaba Enterprises (GABA) CFO made a commitment to fully adapt the International Financial

Reporting Standards (IFRS) (in addition to GAAP US) by end of its current fiscal year.

Deliverables:

Gaba Enterprises (GABA) has evaluated many different ERP systems and has decided to go with

Microsoft Dynamics AX 2012 R3 CU8. You need to comprehend and analyze all the following facts prior

to implementation of Microsoft Dynamics AX 2012;

1.

Gaba Enterprises

(GABA)

shares

the

same

chart

of

accounts

with

the

other

four

legal

entities. The controller has requested for all necessary accounts to be created in the shared

chart of account. The ledger account will require a format of MainAccount‐Department‐

CostCenter‐ GTLServices.

2. The GABA requires balancing dimension feature to be implemented for GTLServices

financial dimension for all its legal entities.

3. All organizations share the same fiscal calendar with the first year start on August 1st 2012.

The fiscal periods are based on 4‐4‐5. The 4–4–5 calendar divides a year into 4 quarters. Each

quarter has 13 weeks, which are grouped into two 4‐week "months" and one 5‐week

"month". GABA controller has asked you to name the first year with the format FY‐20XX and

to allow posting to the system until 2019.





4. GABA need to analyze financial data based on the USD, GBP, EUR and MXN

currencies. GABA needs to setup main accounts in the COA. The opening

balances for each company, which is the actual amount of cash available on

all legal entities are as follow as of August 1st 2012:

Legal Entity Opening Balance

GUSA

7,500,000.00 USD

GAUK 4,200,000.00 GBP

GMEX 87,400,000.00 MXN

GADE 9,300,000.00 EUR

5. The controller of GUSA requires enabling budget control for purchase expenditure account

and cash flow analysis for 100% of purchase expenditure transactions as well as 80% of all

approved budgets allocated for the purchase expenditure accounts. The budget should be

approved based on a workflow. GUSA requires to set departmental budget per fiscal year

and do not allow any amount above the available fund to be posted for vendor invoices and

general journals.

6.

Each legal

entity

has

few

customers

and

vendors.

Some

of

which

are

shared

among all or some of the legal entities.

7. In all legal entities the terms of payment for both customers and vendors

are Net 45. There are two separate methods of payments; one uses the

bridging concept with 3 days gross period to simplify the reconciliation

process, the other uses direct pay from their bank using the check to be

used to issue one check for all invoices. Each legal entity uses the proper

format of the check for the corresponding country they operate in. GADE

has an agreement with its vendor to pay its invoices based on 4 installment

payments as 10%, 25%, 35%, and 30% of the total invoice amount.

8.

The GMEX

has

been

offered

to

receive

cash

discounts

of

7%

if

decided

to

pay its invoices within the first 10 days and 3% if paid between 11th to 20th

days of the invoice amount. GMEX uses bridging posting.

9. GUSA and GADE requires to use Vendor Invoice document, while GAUK uses invoice journals

and GMEX uses invoice registers and approval for posting vendor invoices.

10. The current balance of vendor invoices and number of vendors in each legal entity are as

follow:

Legal Entity Total Vendor Balances Number of Vendors Paid Amount

GUSA 1,400,000.00 USD 4 850,000.00 USD

GAUK 350,000.00 GBP 2 130,000.00 GBP

GMEX

21,900,000.00 MXN 3 12,025,000.00

MXNGADE 393,750.00 EUR 3 255,937.50 EUR

11. GMEX requires the accounting distribution as well as allocation feature to be

demonstrated for its charges on free text invoices. The allocation of the

expense should be equally done among different departments and cost

centers.





12. GADE requires to leverage posting a vehicle lease for 24 months in advanced

based on scale. The cost of the lease is 75,000.00 EUR.

13. Both GUSA and GAUK require intercompany relationships with, GMEX while GMEX require

intercompany relationships with GADE.

14. GMEX owns an old packaging machine which has been acquired for the

amount of

6,200,000.00

MXN

and

already

has

been

depreciated

1,350,000.00 MXN. GMEX wishes to sell this machine in an auction to a

customer for the amount of 4,800,000.00 MXN. GMEX has replaced this

machine with a new one via purchasing module for the amount of

7,850,000.00 MXN. GMEX requires enabling the integration from purchasing

module into fixed asset module to allow acquisition of the asset. The life

time of the new device is 10 years. The GMEX uses progressive

depreciation.

15.

GMEX is a manufacture of a configurable product, a new eSurfPro which will

be produced and assembled internally, to be able to have sales agents of US,

UK, to

sell

this

product

based

on

different

configurations.

Both

products

have

to have at least two attributes, Screen Size and Camera Resolution. Both

products come with two colors option for external keyboard and cover.

16. GADE is a manufacture of the Cases with two colors and LCDs of the product assembled in

GMEX.

17. You need to create BOMs for both GADE and GMEX, and produce the final goods.

18. GADE and GMEX are using standard cost method for the cost accounting for items and FIFO

for Services. GUSA uses FIFO and GAUK uses LIFO.





19. eSurf Pro consists of the following subcomponents:

Attribute Value

Software Windows 8.1 Pro

Exterior

Casing:

Magnesium

•

Color:

Silver

•

Physical

buttons:

Volume, Power, Home

Dimensions 11.50 x 7.93 x 0.36 in (292.10 x 201.42 x 9.14 mm)

Weight 1.76 lbs. (0.79 kg)

Hard drive size2 Solid state drive (SSD) options: 64GB, 128GB, 256GB, or

512GB

Memory 64GB or 128GB version with 4GB RAM 256GB or 512GB

version with 8GB RAM

Display Screen: 12" Clear Type Full HD Display • Resolution: 2160 x

1440 • Aspect Ratio: 3:2 • Touch: Multitouch input

Processor 64GB/Intel i3 version

128GB and 256GB/Intel i5 version

256GB and 512GB/Intel i7 version

Wireless 802.11ac/802.11a/b/g/n

Bluetooth

Bluetooth 4.0

Low

Energy

technology

Battery Life Up to 9 hours of web browsing5

Cameras and Video 5MP and 1080p HD front‐ and rear‐facing cameras • Built‐in

front‐ and rear‐facing microphones • Stereo speakers with

Dolby Audio‐enhanced sound

Audio Stereo speakers with Dolby Audio‐enhanced sound

Ports Full‐size USB 3.0 • micro SD card reader • Headphone jack •

Mini DisplayPort • Cover port • Charging port

Sensors Ambient light sensor • Accelerometer • Gyroscope •

Magnetometer

Warranty 1‐year limited hardware warranty6

Surface Pen Dimensions: 135mm (length), 9.5mm (diameter) • Weight:

20 grams

Pre‐

installed

Apps

Flipboard

•

Skype

Wi‐

Fi

•

Skype

•

OneNote

MX

•

Solitaire

•

Mahjong • Sudoku/Microsoft Number Puzzle • Fresh Paint

In the box Surface Pro 3 • Surface Pen • 36‐watt power supply • Quick

Start Guide • Safety and warranty documents





20. eSurf Pro product comes in with two colors of Dark Gray and Dark Blue,

with a specific order of having 64 GB of RAM and 1.5 GHz Processor on the

Dark Gray and 128 GB RAM and 1.9 GHz Processor the Dark Blue and 256

GB RAM and 1.7 GHz Processor the Dark Blue and 512 GB RAM and 1.7 GHz

Processor the

Dark

Gray.

21. Each eSurfPro product needs to be tracked using unique identifier.

22. GMEX has an agreement based on product quantity commitment to buy

touch screen based LCD f or the manufactured products from a German

company (GADE) in the amount of 1,460,000.00 EUR with an auto charge of

350 EUR per each shipment of LCDs and 2% as a handling fee.

23. The LCDs must be quarantined upon arrival in the GMEX for visual

inspection. In the case of any problems the LCDs, must be returned to the

vendor and the invoices should not be accepted.

24.

GMEX, has

two

sites

and

each

site

has

two

warehouses.

GMEX,

need

to

use

transfer

orders

from main warehouse to production warehouse to consume raw materials.

25. GUSA and GAUK require GMEX to perform quality tests on the final

products prior to shipment to the US and UK market for the finished goods.

GUSA handles the customer returns and sends the returned products back

to GMEX however the GAUK requires their customers to directly send the

returns back to GMEX. Both GUSA and GAUK have a policy of replacing the

product which has been returned by the customer at no additional charge.

26. GAUK requires creating automatic intercompany chain order to be initiated from its original

sales order to its customers in the UK. The original sales orders from GAUK must be setup as

direct delivery

from

GMEX

and

to

avoid

any

extra

handling

time

the

status

of

the

delivery

and invoice must be synchronized between all documents. There is an internal agreement

between GAUK and GMEX for any order initiated from the GAUK.

27. GAUK uses periodic payment journal for rental of new office in Victoria, London. However it

requires for journals to be approved via a workflow.

28.

GAUK has sold all of their old office furniture to an interested buyer via an ad in a newspaper

for amount of 75,000 GBP and wishes to distribute the profit among sales and marketing as

well as customer service departments with 60% for sales and marketing and 40% for

customer service.

29. GUSA needs to write off an amount of 30,000 USD from one of its

customers due to a bankruptcy.





30. GUSA, GADE, GMEX and GAUK require paying sales taxes to the

authorities of their countries. In UK VAT is 20%, DE VAT is 19%, IVA in

Mexico is 16% and in the US it is based in California and the city of

Newport Beach which is 8%. For simplicity assume all authorities in all

countries collect taxes bi‐weekly.

31.

GUSA has

a policy

of

applying

payments

received

from

its

customers

to

be

applied towards the smallest amount first.

32. GABA requires to print profit & loss and balance sheet statements monthly after

consolidation using either management reporter or traditional financial statement.

33.

GMEX sometimes accepts more or less than what has been ordered from

its vendors due to its agreement with GADE. However the threshold is only

5% for over and 10% for under deliveries.

34. GMEX manages categories and attributes for each component of the eSurf Pro.

35. GADE due to their transportation delays occasionally deliver the finished goods partially.

36. GMEX requires three way invoice validation.

37.

GUSA and

GAUK,

need

to

be

able

to

refund

their

customers

in

case

of

any

product

defect.

38. GUSA, requires to plan for its budget for the next fiscal year based on the expense accounts

with a factor of 2.4 and auto create budget entries off of general ledger.

39. GADE, requires not to record any inventory transactions until the purchase order is

confirmed.

40. GUSA, requires to implement full text search.

41.

GADE, requires to enable date delivery control with 3 day lead time on its sales orders.

42. GADE, buys colors based on liter. They need to register the vendor batch upon registration.

43. Both GUSA and GAUK require to setup commissions for their sales staffs. The commission

has to be reserved in GUSA in case of customer return, but GAUK does not reserve the

commission for

its

sales

people.

Use

the

same

rate

of

7%

before

line

discount

as

commission

calculation.

44. GMEX requires the product change case process for any changes in its BOM products.





Reading and Reference Materials + DLP

80219A‐ Financials I in Microsoft Dynamics AX 2012

Chapter 1: General Ledger Setup

80220A‐ Financials II in Microsoft Dynamics AX 2012Chapter 5: Multicurrency

80219A‐ Financials I in Microsoft Dynamics AX 2012

Chapter 2: Chart of Accounts Setup

Chapter 7: Cash and Bank Management Setup

Chapter 3: Journal Setup

Chapter 9: Accounts Payable Setup

Chapter 11: Accounts Receivable Setup

Chapter 8: Cash and Bank Management Daily Procedures

Chapter 4: General Ledger Daily Procedures

Chapter 9: Accounts Payable Setup

80220A‐ Financials II in Microsoft Dynamics AX 2012

Chapter 6: Advanced Payments

80219A‐ Financials I in Microsoft Dynamics AX 2012Chapter 10: Accounts Payable Daily Procedures

Chapter 11: Accounts Receivable Setup

Chapter 12: Accounts Receivable Daily Procedures

80220A‐ Financials II in Microsoft Dynamics AX 2012

Chapter 1: Budgeting

Chapter 2: Use and Manage Budgets

Chapter 4: Cash Flow Management





80302A‐ Fixed Assets in Microsoft Dynamics AX 2012

Module 1: Introduction Module 2: Setup Procedures Module 3: Setup of Assets

Module 4: Asset Transactions

Module 5: Inquiries and Reports

80305A‐ Supply Chain Foundation in Microsoft Dynamics AX 2012

Chapter 2: Product Information Management

Chapter 3: Inventory Management Setup Chapter

5: Serial and Batch Numbers

80339A‐ Bill of Materials in Microsoft Dynamics AX 2012

Chapter 1: Bill of Materials Overview Chapter 2: Creating Simple BOMs

Chapter 3:

Creating

BOMs

with

Versions

Chapter 4: Working with BOM and Item Configurations

80306A‐ Distribution and Trade in Microsoft Dynamics AX 2012

Chapter 3: Customer and Vendor Agreements


Chapter 4: Purchase Orders

Chapter 6: Vendor Returns

Chapter 8: Inventory Journals

80339A‐ Bill of Materials in Microsoft Dynamics AX 2012

Chapter 8: Report a BOM as Finished


Chapter 7: Quality Management

Chapter 7: Sales Quotations

80306A‐ Distribution and Trade in Microsoft Dynamics AX 2012Chapter 6:

Sales Orders Chapter

Chapter 10: Customer Returns

Chapter 8: Item Reservations

Chapter 9: Sales Order Picking




© 2015 Microsoft Corporation All rights reserved Page 11

© 2015 Microsoft Corporation. All rights reserved.

Microsoft, Microsoft Dynamics, and the Microsoft Dynamics logo are trademarks of the Microsoft group of companies. The information herein is for informationa

purposes only and represents the current view of Microsoft Corporation as of the date of this presentation.

Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot

guarantee the accuracy of any information provided after the date of this presentation.

MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Project Simulation Workshop (1)

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