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SAP ECC.600

March 2008

English

SAP Best Practices for

Retail

SAP AGDietmar-Hopp-Allee 16

Solution Scope



69190 Walldorf Germany

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SAP Best Practices SAP Best Practices for Retail: Solution Scope

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Contents

1 SAP Best Practices for Retail: Solution Scope................................................................................. 6

1.1 Purpose...................................................................................................................................... 6

2 Functional Scope – Supported Business Processes and scenarios.................................................7

2.1 Planning .................................................................................................................................... 7

2.1.1 R11: Item Management....................................................................................................... 7

2.1.2 R12: Retail Pricing...............................................................................................................7

2.1.3 R35: Promotion Management..............................................................................................8

2.1.4 R13: Assortment Operations............................................................................................... 9

2.2 Buying........................................................................................................................................ 9

2.2.1 R21: Procurement of Replenishable Merchandise...............................................................9

2.2.2 R50: ECR-Compliant Procurement Processes..................................................................10

2.2.3 R23: Perishables Buying................................................................................................... 11

2.2.4 R25: Subsequent Settlement.............................................................................................11

2.2.5 R26: Invoice Verification.................................................................................................... 12

2.3 Supply Chain ........................................................................................................................... 13

2.3.1 R41: Warehouse an DC Management (Lean WM)............................................................13

2.3.2 R42: Warehouse and DC Management (WM)................................................................... 13

2.3.3 R43: Merchandise distribution........................................................................................... 14

2.4 Store & Multi Channel.............................................................................................................. 14

2.4.1 R31: Sales Order Management......................................................................................... 142.4.2 R33: Store Connectivity.....................................................................................................15

3 Functional Scope – Functions.........................................................................................................17

3.1 Planning................................................................................................................................... 17

3.1.1 Merchandise and Assortment Planning ............................................................................ 17

3.1.2 Item Management..............................................................................................................17

3.1.3 Retail Pricing Management................................................................................................17

3.1.4 Promotion Management.................................................................................................... 18

3.2 Buying...................................................................................................................................... 18

3.2.1 Operational Buying............................................................................................................ 18

3.3 Supply Chain............................................................................................................................ 25

3.3.1 Warehouse and DC Management..................................................................................... 25

3.4 Store & Multi Channel.............................................................................................................. 27

3.4.1 Store Operations................................................................................................................27

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1 SAP Best Practices for Retail: Solution Scope

1.1 Purpose

This Solution Scope provides an overview of the processes and functions covered by SAP BestPractices for Retail. It describes the functions and explains their business purposes.

Under Functional Scope – Supported Business Processes and scenarios, you will find a scenario-based view of the functions. Under Functional Scope – Functions, you will find a view arrangedaccording to groups of functions and based on the relevant SAP Solution Map.

The Solution Scope does not provide technical explanations of how to use the functions.For further information on this topic, see the business process procedure documents.

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2 Functional Scope – Supported BusinessProcesses and scenarios

2.1 Planning

2.1.1 R11: Item Management

Process Flow

The following processes are supported by the scenario:

• Creating an Single Article

• Creating a Generic Article

• Creating a Prepack

• Creating a Salesset

• Creating a Display

Key Points

• Maintaining Articles (including core master article)

• Creating listing conditions

• Using integrated article maintenance

• Reference handling in the article master.

• Using maintenance groups

• Characteristics management

• Article discontinuation

• Article list

• Follow up and replacement article

2.1.2 R12: Retail Pricing

Process Flow

The following processes are supported by the scenario:• Sales Price Calculation

• Creation of Site Price Lists

• Calculating Sales Prices Using Competitors’ Prices

• Market-Basket Calculation

• Calculation with Price Points

• Performing a Wholesale Calculation

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• Maintain a Vendor Condition at Purchasing Level

• Sales Price Calculation – Calculation with Price Lists

• Customer-Specific Markups and Markdowns

• Processing the Pricing Worklist

Key Points

• Pricing settings for Retail (two step pricing)

• Pricing settings for wholesale (one step pricing with price lists)

• Settings for competitor based and Market Basket Pricing

• Pricing Work List

2.1.3 R35: Promotion Management

Process Flow Retail


• Goods Receipt at the Distribution Center

• Creation of Site Group

• Creation of Promotions without (Standard Retail Promotion) or with budget check (in the Price

Planning Workbench)

• Subsequent Processing

•

Delivery of Merchandise to the Stores

• Subsequent Processing in the Distribution Center

• Goods Receipt in the Stores

• Evaluations

Process Flow Wholesale


• Goods Receipt at the Distribution Center

• Creation of Promotion without budget check

• Assigning further Sales Agreements to a Promotion

• Activation of Prices

• Creation of Sales Order

• Creation of Delivery

• Picking: Creation of Transfer Order

• Confirmation of Transfer Order and Posting

of Goods Issue

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• Creation of Billing Document

• Evaluations

Key Points

• Promotion prices can be downloaded to POS

for a defined validity period

• Special purchase and sales agreements can be assigned to promotions

• Themes and product catalogs can be assigned to promotions

• Different validity periods and vendors can be defined for

participating stores

• Promotion dates can be announced to stores

• Promotion and normal stock can be valuated separately

• standard sales prices are automatically valid again when a promotion has expired

• Analysis tools can be used

2.1.4 R13: Assortment Operations

Process Flow


• Assortment Creation, Defining Fixtures

• Creating a Layout Module

• Assignment of Products to Layout Modules

• Assignment of Assortments to Assortment Users

• Listing -Assignment of Articles to Assortments and Creating Listing Conditiones

Key Points

• In this building block the layout module is defined, assortment specific customizing is made and

space management profiles are created

• Using the Features of the Layout Workbench

2.2 Buying

2.2.1 R21: Procurement of Replenishable Merchandise

Process Flow


• Requirements Planning (Forecasting)

• Supply Source Determination

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• Contract Processing

• Purchase Order Processing

• Order Optimizing (Quantity Optimizing, Investment Buying, and Load Building)

• Purchase Order Monitoring

• Vendor Evaluation

Key Points

• Requirements Planning

• Forecast: Standard Model

• Requirements Planning Procedure

• Planning Run

• Supply Source Determination

• Quota Arrangement

• Source List

• Purchasing Info Record

• Contract Processing


• Contract Handling

• Requirements Planning Workbench

• Online Requirements Planning

• Order Cancellation

• Order Release

• Goods Receipt in the Distribution Center

• Order Optimizing

• Quantitiy Optimizing

• Investment Buying

• Load Building



• Automatic Reevaluation

• Ranking List

2.2.2 R50: ECR-Compliant Procurement Processes

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Process Flow


• Process purchase order in the retailer system

•Process sales order in the vendor system

• Process delivery in the vendor system

• Perform goods Check purchase order confirmation in the retailer system

• Receipt with reference to shipping notice in the retailer system

• Create billing document in the vendor system

• Carry out invoice verification in the retailer system

Key Points

• Inbound Processing ORDRSP

• Purchase Order Confirmation

• Process Delivery

• Inbound Processing of IDoc DESADV

• Display Incoming Invoice

• Buyer-Managed Inventory (BMI)

• Vendor-Managed Inventory (VMI)

2.2.3 R23: Perishables Buying

Process Flow


• Perishables Planning in the Store (PULL)

• Perishables Planning in the Distribution Center (PUSH)


Key Points

• Configuration of Perishables Planning Workbench

• Order and Goods Receipt Management

• Executing Automatic Reevaluation of Vendors

2.2.4 R25: Subsequent Settlement

Process Flow


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• Creation of Arrangements

• Order and Goods Receipt

• Invoice Verification

• Updating of Business Volume

• Interim Settlement

• Partial Settlement

• Final Settlement

Key Points

• Partner Settings in Rebate Arrangements

• Condition Techniques for Subsequent Settlement

• Comparison of Business Volume

2.2.5 R26: Invoice Verification

Process Flow


• Purchase order

• Goods receipt

• Invoice Verification

•

Invoice creation• Invoice Adjustment

Key Points

• Maintenance of Tolerance Limits

• Maintenance of vendor-dependence Tolerance

• Automatic Evaluated Receipt Settlement (ERS)

• Executing Different Invoice Status

• Re-evaluation

• Invoice Verification in Background

• Automatic Settlement

• Output of Messages

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2.3 Supply Chain

2.3.1 R41: Warehouse an DC Management (Lean WM)

Process FlowThe following processes are supported by the scenario:

• Goods Receipt Processing

• Return Deliveries

• Goods Issue Processing

• Processing of Physical Inventory

• Tools and Workbenches

Key Points

• Warehouse structure

• Warehouse operations

• Goods receipt (appointment -door usage- profile, expiration date check etc.)

• Return delivery

• Wave picks

• shipping

• Workload estimate

• Connection of warehouse to a site (DC).

2.3.2 R42: Warehouse and DC Management (WM)

Process Flow


• Receipt of Incoming Goods

• Goods Issue Processing, Mass Processing of Deliveries

• Putaway Preparation

• Carrying Out Putaway

• Return Deliveries

• Internal Warehouse Replenishment

• Warehouse Physical Inventory

Key Points

• Warehouse structure

• Warehouse procedures

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• Goods return deliveries

• Wave picks

• Shipping

• Physical inventory

• Mobile data entry

• Warehouse activity monitor

• Workload estimate

• Connecting the warehouse to a DC (Site).

2.3.3 R43: Merchandise distribution

Process Flow


• Distribution Planning (with allocation table (push), with collective purchase Order (pull)

• Distribution Processing (with: stock placement, cross-docking, flow-through recipient-driven

distribution, flow-through merchandise-driven distribution)

Key Points

• Lean WM structures for merchandise-driven flow-through

• Site profiles for merchandise distribution

• Screen layout of the purchase order

• Allocation table for customer

• Connection of warehouse to a site (DC)

2.4 Store & Multi Channel

2.4.1 R31: Sales Order Management

Process Flow


• Creation of Standard Orders, Rush Orders, Third-Party Orders

• Backorder Processing and Rescheduling

• Creation of Customer Billing Documents

• Payment Handling

• Customer Returns Handling

• Subsequent Settlement

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• Customer Consignment Handling

• Customer Contract Handling

• Product Catalog Handling

Key Points

• Sales Order

• Standard Order

• Third-Party Order

• Rush Order

• Credit Limit Check

• Availability Check

• Cross Selling

• Dynamic Product Proposal

• Customer Return

• Consignment Goods at Customer

• Customer Contract

• Quantity Contract

• Value Contract

• Backorder Processing/Rescheduling

• Product Catalog

• Customer Billing Document

• Handling of Payments

• Subsequent Settlement: Sales

2.4.2 R33: Store Connectivity

Process Flow


•

POS Outbound - Download of: Information on Merchandise Categories, Article Data, EANReferences, Follow-On Items, Set Assignments

• Transfer of: Personal Data, Bonus Buy Data, Promotion Discounts, Assortment List

• POS Inbound

• Sales

• Cash Removal

• Clearing of Credit Cards

• Store Order

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• Store Order Return

• Store Procurement Directly from Vendor

• Store Replenishment

• Multistep Replenishment

• Store Physical Inventory and Freeze Book Inventory

• Physical Inventory with Posting Block

• Goods Movements

• POS Messages

• Bonus Buy and Coupons

Key Points

• General POS Settings Outbound/Inbound

• Settings for Store Order/Store Order Return

• Store Physical Inventory

• Store Replenishment,

• Error Messages in Inbound,

• Goods Movements,

• Coupon & Bonus Buy,

• Workflow Customizing.

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3 Functional Scope – Functions

3.1 Planning

3.1.1 Merchandise and Assortment Planning

This scenario contains processes to optimize assortments by defining products for store groups or single stores. Assortment Management is one of the key tasks within determining the rightassortments matching consumer needs. Product plans are integrated to capacity planning for themost efficient and profitable use of space.

Following article related functions are available:

• Assortment Creation (scenario R13)

• Assignment of Assortments to Assortment Users (scenario R13)

• Listing -Assignment of Articles to Assortments (scenario R13/R23/R33)

• List condition (scenario R11/R13)

3.1.2 Item Management

This scenario supports various functions for creating and maintaining items with all necessaryattributes in your company. It includes also all discontinuation related functions to exclude items fromassortments.

By entering additional information such as article type, merchandise category, vendor or referencearticle, the user already supplies the article being created with important control information andreference values.

Following article related functions are available (scenario R11):

• Creating an single article

• Creating a generic article

• Creating a prepack

• Creating a sales set

• Creating a display

3.1.3 Retail Pricing Management

Price and Revenue Management allows retailers to stay profitable in highly competitive markets,faced with the challenge of low margins and broad assortment breadth. To better manage productlifecycles, in-season performance of merchandise dictates the pricing strategies needed to bestachieve profitable goals, often at the store level (scenario R12).


• Pricing Settings for Retail (two step pricing)

• Pricing Settings for wholesale (one step pricing with price lists)

• Settings for Competitor based and Market Basket Pricing

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• Pricing Work List

• Manual Price Changes in the Price Planning Workbench

3.1.4 Promotion ManagementPromotion management comprises all processes, which retailers need for setting up their strategicmerchandise budget plans, then buy and price the promotional assortment as well as implementingthe promotion program. This means all necessary steps starting with the planning, procurement of actual quantities, announcement and distribution of promoted items and prices to stores andcustomers as well as reporting and analysis of realized sales in the target group (R35).

Following related functions are available:

• Promotion prices can be downloaded automatically to POS

for a defined validity period (scenario R35/R33)

• Special purchase and sales agreements can be assigned to promotions

• Topics and product catalogs can be assigned to promotions

• Different validity periods and vendors can be defined for

participating stores

• Promotion dates can be announced to stores

• Promotion and normal stock can be valuated separately

• Promotion prices can be reverted to standard prices when a promotion has expired

• Promotions can be determined automatically when you create

orders and purchase orders, as well as in POS Inbound

3.2 Buying

3.2.1 Operational Buying

3.2.1.1 Requirements Planning

Requirements planning components in a computer-based retailing system must be able to procurespecific goods in accordance with demand. The integrated concept of the SAP ERP System ensuresthat users always have the very latest sales data. Alongside article-specific inventory management,the SAP ERP System provides an accurate data basis for using the comprehensive range of requirements planning methods. The main task in requirements planning is to monitor stocks and, inparticular, generate automatic order proposals for purchasing. This is achieved by means of various

MRP procedures.

The following MRP procedures are available:

• Replenishment planning

• Manual planning by visual inspection

• Stock allocation

• Consumption-based planning

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Consumption-based planning is the most common procedure used in retail. In consumption-basedplanning, future requirements are planned on the basis of past consumption values. In retail, thoseresponsible for requirements planning must ensure that the goods are available for the recipientsand consumers. This is achieved by means of various MRP procedures. Requirement quantitiesmust be procured on time. The following activities are carried out:

• Stock levels are monitored, that is, you determine which quantity of which articles are

required by what deadline.

• Sales and purchase orders from the recipient are taken into account.

• Forecasts are created.

• Requirement quantities are determined.

• Importantly, purchase orders are generated automatically for purchasing.

Four different consumption-based planning procedures are available (scenario R21):

• Automatic reorder point planning

•

Time-phased planning• Combination: time-phased planning with reorder point planning

• Forecast-based planning

3.2.1.2 Supply Source Determination

A supply source is a potential for procuring an article. A supply source can be external (a vendor, for example) or internal (a firm's own site, for example).Purchasing manages internal or external supply sources using the source list and quotaarrangement.

Source list entries are rarely used in retail.

Purchasing can use the source list to manage supply sources centrally. The source list contains thepermitted (and not permitted = blocked) supply sources for an article in a specified site and period.This enables you to assign an internal or external supply source and a validity period to anarticle/site combination. Each supply source is defined in the source list in a source list record.You can also enter outline agreements as supply sources or define fixed vendors or preferred outlineagreements. You can use the source list to fine-tune the supply source determination for individualarticles.

There are four kinds of supply sources are available (scenario R21):

• Supply Source 1: Quota Arrangement

• Supply Source 2: Source List

• Supply Source 3: Purchasing Info Record

• Supply Source 4: Outline Agreements (Contracts)

3.2.1.3 Purchase Order Processing

Purchase order processing is part of the procurement of article. The main task is to convertdemands created as requests for quotations/quotations and purchase requisitions to purchaseorders (with or without reference to a contract) and to monitor the fulfillment of these documents.

The following purchasing activities are available in SAP Best Practices for Retail:

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• Creating Purchase Orders Manually (scenario R21)

• Order Cancellation(scenario R21)

• Online Requirements Planning(scenario R21)

There is also inclusion of the IEPS taxation processes (scenarios R87 and R87B) and puchase of specific merchandise.

3.2.1.4 Order Optimizing

In order optimizing, the system combines open purchase requisitions and purchase orders androunds off ordered quantities in order to fully utilize transportation capacities.

Usually the following activities are performed sequentially overnight in a SAP Retail system:

• Forecasting

• Planning run to determine net requirements

• Investment Buying (the system uses the larger quantities determined in steps 2 and 3)

• Automatic Load Build with quantity optimizing

• Conversion of purchase requisitions into purchase orders with quantity optimizing

Subsequently, you evaluate the results of the automatic load build via the results list and if necessary conduct a manual load build.

Order Optimizing consists of the following functionality:

• Quantity Optimizing(scenario R21)

•Investment Buying(scenario R21)

• Factors That Influence the ROI

• Investment Buying Run

• Simulate an Investment Buying Run

• Load Building(scenario R21)

3.2.1.5 Vendor Evaluation

Vendor Evaluation eases the selection of supply sources and the control of vendor relationships. Itprovides exact information about the lowest prices and conditions, helping to ensure your competitiveness. Difficulties that may arise during procurement can be detected quickly and, usingdetailed information, resolved with the vendor.

The main criteria of the evaluation:

• Price

• Quality

• Delivery

• Service

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The following activities are available in SAP Best Practices for Retail (scenario R21/R23):

• Maintaining Vendor Evaluation Manually

• Automatic New Evaluation

•Comparing Evaluations

• Ranking Lists

• Evaluation per Article / Merchandise Category

3.2.1.6 Seasonal Procurement

This business process is suitable for the external procurement of merchandise with short life cyclesand long procurement lead times. It is intended primarily for the procurement of seasonalmerchandise that is not purchased through the regular replenishment process. Processing thepurchasing-relevant documents in the Order Manager helps buyers become more efficient bysimplifying their day-to-day work. The process covers OTB checks as well as Purchase Order

tracking.

• Planning-based Purchasing (push)


• OTB-Integration

• Purchase Order Scheduling


3.2.1.7 Procurement of Replenishable Merchandise

The "Procurement of Replenishable Merchandise at Vendor" scenario begins with the requiredplanning steps. The forecasting processes (also with different historical data) and four differentconsumption-based MRP procedures are then explained in detail.

The supply source determination schema in SAP ERP is then outlined in brief and the variousoptions explained. Purchase order processing begins with the planning Workbench, which is aworking environment for stock planners. In this process, you will also be shown how to carry outquantity optimizing when converting a purchase requisition to a purchase order, the new order cancellation function, and the automatic purchase order block and release function. You will also beshown how to carry out manual optimization using the planning Workbench, which is based on arestriction profile.

Order optimizing comprises the following process steps: quantity optimizing, investment buying, andload building.

Functions available:

• Execute Forecast: Initial

• Forecast Reprocessing

• Display Planning File Entries

• Requirements Planning Single-Item, Single-Level

• Maintain Source List

• Automatic Creation of Purchase Orders from Requisitions

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• Stock Overview

• Planning Workbench

• Display Stock/Requirements Situation

• Determining Requirements for Investment Buying

• ROI-Based PO Proposal for Purchase Price Changes

• Investment Buying Analysis

• Results List for Automatic Load Building Run

• Combine a Number of POs to Create a Collective Purchase Order

• Maintain Vendor Evaluation

• Calculate Scores for Semi-Automatic and Automatic Subcriteria

• Evaluation Comparison

• Ranking List of Vendors

• Release Purchasing Document

• Ranking List of Vendor Evaluations Based on Material/Material Group

3.2.1.8 Procurement of non-replenishable Merchandise

The trend and fashion dependent clothing industry regularly has the problem of determiningcompetitive prices for the new assortments and collections to be listed, since the goods move in ashort product life cycle and are subject to dramatic swings in demand. Sales of seasonal goods aretherefore controlled with calculation strategies.

The vendor selection shows the classic selection process of comparing quotations from differentvendors.

Purchase order processing begins with the planning workbench as the working environment for theplanner. The use of quantity optimizing during the conversion of a requisition into an order will beshown, along with the new function order cancellation and the automatic locking of an order withsubsequent release. In addition, we will show manual optimization using the planning workbench,with a restriction profile as the basis.


(See the chapter before)

3.2.1.9 ECR Compliant Procurement ProcessesTrade and industry are increasingly developing joint concepts in the context of merchandise control,marketing and the use of IT and communication technologies. This means that collaborationconcepts such as efficient consumer response (ECR) are becoming more and more important. Newtechnologies are also enabling small and mid-sized companies to handle structural change andimprove their competitiveness.

In conjunction with the Federal Association of the German Textile Retail Trade and SAP BusinessConsulting, GS1 Germany (formerly CCG) has put forward recommendations for using ECR whichare aimed particularly at process optimization between apparel trade and industry using electronicbusiness data interchange.

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In particular, efficient merchandise control is an essential process in ECR requirements.

A distinction is made here between the “pull” scenario, that is, continual filling of replenishable basicarticles or NOS articles and the “push” scenario, that is, initial filling of changing fashion articles thatare not replenishable in the classical sense. In the push scenario, the retailer's inventory dataenable the manufacturer to create collections in a trend-oriented and customer-oriented manner.

Trade and industry are increasingly developing joint concepts in the context of merchandise control,marketing and the use of IT and communication technologies and the companies are movingincreasingly closer together. This means that collaboration concepts such as efficient consumer response (ECR) are becoming more and more important. New technologies are also enabling smalland mid-sized companies to handle structural change and improve their competitiveness.


• Test tool for IDoc processing

• Idoc list

• Transfer of Stock and Sales Data

3.2.1.10 Perishables Buying

The procurement of fresh items is characterized by short shelf life, variability in supplying source,price, available quality and quantity. Purchase decisions need to be made to meet aggregated storedemands based on actual sales or store orders. The buyer can perform price discovery and initiatevendor negotiations at any time. The buyer needs the ability to view all possible vendors for anysingle article with available costs in order to establish that day's selling price with automatedpurchase order generation. Both push and pull processes are supported with flow of goods directlyto stores (DSD) or via the distribution center (flow through). Vendor evaluations on price, quality,accuracy and timeliness of deliveries are also maintained for future vendor selections. Mobileusability for buyers operating in a fresh item market (e.g., fish market) Single point, portal approach(sourcing cockpit) to an integrated view of all procurement and delivery of fresh items to the store by

extending to other applications and services required to execute the procurement process.

Use the PULL way of Perishables Planning, you can be automatically updating the perishablesplanning list. This transaction is used to generate, use and update the perishables planning list. Theperishables planning list can be created for the stores and for the distribution centers. This enablesthe creation of purchase orders by store or by a single-level organization.

If you wish to distribute articles using the PUSH procedure, you can in the role of stock planner of the distribution center, create purchase orders for the stores by means of the integrated purchaseorder function. As well as stock transport orders for the stores, the system also creates purchaseorders for the vendor(s), thus ensuring that the required replenishment is also taken into account. Atthis stage you can also decide to have goods delivered directly to the sites by the vendor by creatinga direct delivery order.

You can conduct price and quantity negotiations with the vendor directly from the perishablesplanning list. When negotiations with the vendor have been concluded, you enter the new salesprices in the system. The link to pricing allows you to calculate sales price and determine revenue,the results of which can usually be saved as valid terms. When you enter delivery phases, thesystem automatically creates the purchase orders with the split quantities.


There are 2 ways of perishables planning in SAP Best Practices for Retail (scenario R23):

• Perishables Planning in the Store (PULL)

• Creating a Direct Delivery for Stores

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• Creating a Store Purchase Order

• Generating collective Purchase Order

• Goods Receipt and Shipping (Flow-Through) in DC

• Posting Goods Receipt in the Store

• Perishables Planning in the Distribution Center (PUSH)

• Stock Transport from Distribution Center

• Creating a Direct Delivery for Stores

3.2.1.11 Subsequent Settlement

Subsequent Settlement is a calculation of and an accounting for the amounts due in accordance withconditions agreed between a purchasing party (customer) and a supplier at the end of an agreedperiod. This process can be performed on a once-only or periodic basis.


• Interim Settlement



3.2.1.12 Invoice Verification

In Logistics Invoice Verification (3-way-match), incoming invoices are verified in terms of their content, prices and arithmetic. When the invoice is posted, the invoice data is saved in the system.The system updates the data saved in the invoice documents in Materials Management andFinancial Accounting. An invoice can be processed in Logistics Invoice Verification in backgroundmodus:

• Invoice Verification in the background You receive an invoice, only enter the total amount of the

invoice and match the invoice up with another system document. The system then checks theinvoice in the background. If no errors occur, the system also posts the invoice in thebackground. If errors do occur, the system saves the invoice and you then have to process it in aseparate step. You can post invoices with reference to purchase orders or to goods receipts.You can post invoices without reference to a purchase order, too.

• Invoices received via EDI or XML You can process invoices also via EDI or XML, i.e. the invoice

information enters the SAP ERP System via electronic data interchange and the system tries topost the invoice automatically.


• Goods Receipt-Based Invoice Verification

• Purchase Order-Based Invoice Verification

• Automatic Settlement

• Correcting an Invoice

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3.3 Supply Chain

3.3.1 Warehouse and DC Management

3.3.1.1 Warehouse and DC Management (Lean WM)This scenario describes the processing of merchandise in the distribution center with inventorymanagement done at the level of storage location – Lean Warehouse Management. In this scenario,distribution center (DC) means a warehouse that receives deliveries from vendors, storesmerchandise and provides merchandise for shipment to customers or stores. Since storageprocedures depend on space limitations, organization and the type of merchandise being stored.

Warehouse stocks are managed summarily on the level of storage location in the InventoryManagement (IM) of the SAP ERP System. For warehouses with a simple structure, the functionalityof Lean WM is recommended.

Lean WM administers stocks at the level of storage location. This enables mapping of simplewarehouse structures that have only one fixed storage bin per article.

Lean WM is used exclusively for processing goods receipt and goods issue. You will work withoutbound deliveries and create transfer orders for these deliveries. These transfer orders serve aspicking lists.

For this scenario, a simple warehouse structure that is typical for commerce has been mapped.

• Creating Inbound Delivery

• Enter Return Delivery

• Output from Goods Movements

• Create Outbound Delivery Without Order Reference

• Create Piching Waves According to Delivery Compare Times

•

Outbound Deliveries for Picking

• Create TOs by Mult.Processing

• Transfer Order for Each Group

• Subsequent Outbound-Delivery Split

• Outbound Deliveries for Goods Issue

• Create physical inventory document

• Enter inventory count

• List of Inventory Differences

•

Display Physical Inventory Overview• Outbound Delivery Monitor

• Wave Pick Monitor

• Rough Workload Estimate

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3.3.1.2 Warehouse and DC Management (WM)

Warehouse management helps to store and move goods efficiently and thus keeps the inventory lowby guaranteeing a high service level. Picking and packing, controlling logistics documents, and inand outbound monitoring are all part of the process. One addition that facilitates warehouse

management is the integration of mobile devices that provide reliable information about goods storedand moved through warehouse locations in real time.

The following two warehouse management processing is provided in SAP Best Practices for Retail:

• For warehouses with a simple structure, the functionality of Lean WM is used. Warehouse

stocks are managed summarily on the level of storage location in the Inventory Management(IM) of the SAP ERP System. (scenario R41)

• To map more complex warehouse structures, a warehouse management system with inventory

management at storage bin level is used. (scenario R42)

Goods Receipt Processing

The following activities are available:

• Inbound Delivery Processing(scenario R41/R42)

• Appointment Planning(scenario R41/R42)

• Rough Goods Receipt(scenario R41/R42)

• Carrying Out Putaway (scenario R41)

Return Deliveries

There are two different ways to start a return delivery. You can create a return item in a purchaseorder, thereby notifying the vendor of the return. This return item will cause a negative stock postingduring the goods receipt of the order. With this method, the reference to the original goods receiptand thereby to the original purchase price is lost, since the return order item calls on the current

purchasing conditions (scenario R41/R42):

Goods Issue Processing

For stock removal in the outbound processing, the system generates transfer orders for all ready-to-ship outbound deliveries, which can be compiled to picking lists by multiple criteria. The generationof transfer orders is done either manually by selecting an outbound delivery, by multiple processingusing the outbound delivery monitor or time-based via picking waves, all depending on the processvariant. The completion of the picking again has to be confirmed (paper-based, with manual or multiple processing afterwards). When the picking of an outbound delivery is finished, the goodsissue can be posted (manually per outbound delivery or by multiple processing).

The following activities are available (scenario R41/R42):

•Creating an Outbound Delivery

• Stock Removal/Picking

• Asynchronous Warehouse Management

• Synchronous Warehouse Management

• Posting Goods Issue

• Mass Processing of Deliveries

• Deliveries with Planned Picking Time

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• Creating Wave Picks

Processing of Physical Inventory

When performing a physical inventory, the actual stock figures are determined by weighing,

counting, measuring and estimating and compared to the stock levels in the inventory managementsystem (scenario R41/R42/R33):

• Creating Physical Inventory Document

• Process Physical Inventory

• Clearing Differences

Analysis Physical Inventory

3.3.1.3 Merchandise Distribution

All merchandise distribution processing methods assume that the distribution area in the distribution

center is empty and that it will be empty again once the distribution process has been carried out,that is, after the goods received have been completely distributed to all recipients. In the case of cross-docking, the merchandise is prepacked for all recipients by the vendor before it is deliveredand then simply reloaded. With the flow-through method, the total requirement of a distribution cycleis delivered and picked in the distribution zone for recipient quantities. Two different procedures areused for this. With article-driven flow-through, the total quantity of an article has to be distributed toall recipients before the next article can be processed, whereas in the case of recipient-driven flow-through, all the articles have to be combined for a recipient before the next recipient can beprocessed.

The following processing procedures are used (scenario R43):

• Stock placement

•

Cross-docking• Flow-through recipient-driven distribution

• Flow-through merchandise-driven distribution

3.4 Store & Multi Channel

3.4.1 Store Operations

3.4.1.1 Sales Order Management

This is a Business-to-Business (B2B) scenario that is processed without a store being involved. Inother words, you sell to your known customer(s) (with master data record), who in turn sell(s) themerchandise to their customers (wholesale function).

In addition to these process-oriented sales order processing functions, this scenario also includesthe following process steps: credit limit check and availability check, consignment, backorder processing, customer contract, product catalog, online store, customer billing document, paymenthandling, and subsequent settlement.

Functions show how you can map and process sales orders for sales to business customers (B2B)in SAP Retail. You sell to your known customer(s) (with master data record), who in turn sell(s) themerchandise to their customers (wholesale function).

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3.4.1.2 In-Store Merchandise and Inventory Management

Procurement, goods movement and sales postings make up the mass business of a store. With

SAP Retail Store, these postings can be executed by employees directly in the store.In combination with SAP Retail, SAP Retail Store completes and optimizes the existing instrumentsfor the processing of store processes by providing both the already existing SAP Retail functions andspecially developed functions to store personnel. In addition, it has an internet-based user surfacetailored for the requirements of the stores. This surface combines the intuitive usability of the webbrowser with the store-compatible transactions of the central SAP Retail system. Therefore, it iseasily learnable and useable for part time employees without extensive training.

Interfaces for the connection of PDC devices are also available.

SAP Retail Store is a separate product that is built on SAP Retail. It is designed for small- tomedium-sized stores with business processes of limited complexity. These stores need thefunctionality of SAP Retail in a limited scope, so that simplified screens and function flows aresufficient.

3.4.1.2.1 Sales Order Processing (B2B)

Functions show how you can map and process sales orders for sales to business customers (B2B)in SAP Retail. You sell to your known customer(s) (with master data record), who in turn sell(s) themerchandise to their customers (wholesale function).

The following order types are used (scenario R31):

• Standard Orders(OR),

• Rush Orders(SO),

• Third-Party Orders (ZST)

3.4.1.2.2 Backorder Processing and ReschedulingThis function (backorder fulfillment from returns stock) allows you to manage how returns are to beallocated for backorders and stock transfers.

The following activities are available (scenario R31):

• Monitoring the Returns Stock

• Distributing Returns Stock to Backorders

• Monitor the Returns Stock after Distribution

• Reschedule Sales Documents

• Analyzing Sales Document Rescheduling

3.4.1.2.3 Customer Billing Documents

“Customer billing document” is an umbrella term for invoices, credit memos, debit memos, pro-formainvoices, and cancellation documents. Billing represents the final processing stage for a businesstransaction in Sales and Distribution and is integrated into the organizational structure. This meansthat you can assign the billing transactions to a specific sales organization, distribution channel, or division. The structure of a billing document is the same as that of a sales document. A billingdocument consists of a header and as many items as required.

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The following activities are available (scenario R31):

• Creating Billing Document Online on the Basis of the Outbound Delivery

• Generating Collective Billing Document in the Background

Also the activitiy of billing document including IEPS (scenarios R87 and R87B) are included.

3.4.1.2.4 Payment Handling

Milestone billing is used in the billing plan for the down payment. Milestone billing means distributingthe total amount to be billed over multiple billing dates in the billing plan with partial amounts(percentage or absolute).

Down payments are payments made by the customer before they receive the goods, with nointerest. A down payment is used to purchase the goods, for example, so that you do not have tocome up with the full amount in the reference document or simply to bind the customer to thepurchase. Down payments represent short or medium-term outside capital procurement and,therefore, improve your liquidity situation.

• The following down payment processing activities are available (scenario R31):

• Down Payment Request in SD

• Incoming Payment for the Down Payment Request in FI

• Final Billing with Down Payment Clearing in SD

• Clearing the Payment that Has Already Been Made in FI

• Payment with POS interface(scenario R33):

The electronic retail POS takes care of the payment in conjunction with a multifunctionalpayment terminal. This comprises an operator’s panel with a card reader. A payment can beprocessed offline or online. As far as the customer is concerned there is no difference betweenthe two. The advantage of online terminals in which the magnetic strip on the card is scanned isthat payment is authorized immediately. The authorized amount is guaranteed by the creditinstitution. A printer unit or the POS system is responsible for printing out the document and for EDI via public networks.

The payment cards, in other words, the credit and customer cards are usually settled via aclearing house. This clearing house assigns the authorizations, processes the settlement dataprovided by the retailer and transfers it to the bank that issues the cards. The issuing bankcollects the appropriate amounts from the cardholder’s bank account and transfers the amountsto the clearing house which in turn transfers them to the retailer’s house bank.

The following payment processing is available:

• Cash payment with various currencies

• Payment with credit and customer cards as well as granting item discounts

• Payment with credit and customer cards as well as for invoices with a header discount

granted

• Payment of Voucher

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3.4.1.2.5 Customer Returns Handling

The goods delivered to the customer by means of a standard order. The customer returns a specificquantity or the entire quantity because the goods were damaged in transit and wants one item to bereplaced and a credit memo for the other item.

Returns with subsequent delivery free of charge: You create a return for a specific quantity of goodsand, therefore, initiate the complaint procedure in the system.

If the returned goods arrive in your warehouse, you create a returns delivery for these as the goodsreceipt and post the stock.

The following return processing is available (scenario R31):

• Return Processing

• Distributing and Transferring the Returns Stock

• Return with Free-of-Charge Subsequent Delivery

3.4.1.2.6 Subsequent Settlement

As part of the subsequent settlement procedure, you can offer a reduced price, for example, when acustomer buys certain quantities of particular articles together, uses a customer card for payment, or reaches or exceeds the sales volume in a period that has been agreed upon in advance.

The following processing is available (scenario R31):

• Rebate Processing (in SD)



3.4.1.2.7 Customer Consignment Handling

In inventory management, the consignment stock is managed as special stock in your inventory andis assigned to specific customers. This enables you to keep track of returnable packaging stock bycustomer.

There are four main transactions for processing consignment stock in the System, all of whichsupport separate management of stock (scenario R31):

• Consignment fill-up (KB, checks against the plant stock)

• Consignment issue (KE, checks against the current customer consignment stock)

• Consignment pick-up (KA, checks against the current customer consignment stock)

• Consignment returns (KR)

3.4.1.2.8 Customer Contract HandlingCustomer contracts are outline customer agreements that display when goods are purchased withina certain time period. The contract does not contain schedule lines or, therefore, delivery quantitiesor delivery dates. The same functions are available in the contract as in the sales order. Additionalspecial price agreements or delivery times can, however, be agreed.

The following categories of contracts exist (scenario R31):

• Quantity contracts

• Value contracts

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3.4.1.2.9 Product Catalog Handling

First, create a document info record that will be assigned to a product catalog at a later stage. Thisdocument info record is a reference to a picture file (or other multimedia files) that is stored on a fileserver in your network. Next, create a product catalog. There are several ways in which you can

create a product catalog: you can set up the layout structure either manually or automatically.The following processing is available (scenario R31):

• Product Catalog

• Pricing in the Product Catalog

• Layout Hierarchy of the Product Catalog

• Maintaining Texts and Documents for Articles and Layout Areas

• Promotion Product Catalog

3.4.1.2.10 Inventory Management in SAP Retail Store

With these functions, you can execute tasks in the area of Inventory Management with the help of SAP Retail Store.

Goods Receipts

Depending on the type of the goods receipt (actual goods receipt, reversal / return delivery or use of a PDC device), you will different entries for reference documents and for article identification.

You can refer to a known reference document by entering a document number, or, if you do notknow the document, search for it in the system with the Search function. If you have previouslymarked the flag ‚without reference’, the system assumes a Goods receipt without Reference andcreates an order in the background.

Stock Transfer

With this function, you can post the stock transfer within your company. This means you can post astore transfer within your store or between two stores.Within a store, the following two transfer types are possible:

• Transfer of articles to Promotion (value-only article)

• Break-up of article sets

Miscellaneous Goods Movement

The following movements are offered:

• Breakage/spoilage of warehouse articles

• Goods spoilt/sell-by date expired

• Goods receipt unplanned

• Theft

• Various withdrawal forms

• Free of charge delivery from vendor

Physical Inventory

• Creating Document in SAP Retail Store

• Entering Count

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• Editing differences

3.4.1.3 Store Connectivity

You can use this business scenario to connect external store systems to SAP Retail via interfaces.This allows you to send data to and from SAP Retail. The main focus in the stores is on the supply of master data from SAP Retail to external store systems and cash registers, and the receipt andposting of sales, goods movements and financial transactions sent from external store systems toSAP Retail. Data is downloaded with Point of Sales (POS) outbound or the assortment list, data isuploaded with the POS inbound.

• Data Download

• Data Upload

• Batch File Transfer

• POS Outbound Conversion

• POS Inbound Conversion

3.4.1.3.1 POS Outbound Processing

You use the POS interface - outbound to provide your store POS systems with all the relevant datathat the external systems require to handle the store processes independently.

The ALE technique enables all the messages that can be exchanged between ERP Systems to besent to store systems. In distributed retailing, independent application systems are asynchronouslylinked, enabling business information to be exchanged at different periods and for different events.Settings are made to define which applications run on which systems and which information(messages) is exchanged in the form of intermediate documents (IDocs). Checks are made toensure that the data arrives even if the receiving system cannot be accessed when the data is sent.Distributed retailing is used, for example, to exchange information via the POS interface. You can

regularly supply the POS systems in the stores with current data (master data, such as EANs,conditions and merchandise categories) via the POS interface - outbound. This means that themaster data only has to be maintained in the central system. Information can be uploaded from thestore systems to the central Retail system via the POS interface - inbound.

In addition to the initial supply of data, another important aspect is the continuous preparation of change data, such as price changes. If master data is changed, the system prepares the data inquestion in IDoc format after initialization (initial supply of data to the store), taking account of thecurrent store assortment. As soon as a user maintains master data, the application creates a changedocument. If the modified field is relevant for the store, a change pointer is created. In addition, areport is scheduled to be run after the close of business. The report analyzes the changes that havebeen made since the last time data was correctly prepared, and sends these changes to the POSsystems. In addition to this procedure, you have the option of making a direct request, in other words, you can request specific data directly without scheduling beforehand. This procedure is usedin the following section. Initialization is necessary in all cases, however.

The following data can be distributed via the POS interface – outbound (scenario R33):

• Article

All the information that is required in Sales for the POS, such as texts, prices, EANs.

• EAN references

The additional EANs for the main EAN of an article are prepared here for the POS so that thePOS does not have to keep a complete master record for each EAN.

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• Follow-on items

The empties bill of material in the ERP system is mapped for cash registers as a combination of main articles and empties articles, since the cash register has to include the additional deposititems on the cash register receipt.

•

Sales setsThe BOM of the sales set components is prepared.

• Merchandise categories

The merchandise categories assigned to a store and merchandise category hierarchy levelsabove the particular merchandise category.

• Exchange rates

All the exchange rates in a configurable exchange rate type for the local currency.

• Tax

The tax rates of the store country are always transferred in full.

• Customer master

Transfer of the customer master for the customers that belong to the store’s distribution

channel.

• Personal Data

• Bonus Buy Data

• Promotion Discounts

• Assortment List

3.4.1.3.2 POS Inbound Processing

You can use the POS interface - inbound to receive transaction and master data, such as sales,purchase orders, goods receipts, or changes to article data, from your stores. The data is thenprovided in the POS interface - inbound in the form of IDocs.

The IDocs are processed in the ERP System, in other words, the necessary postings are carried outand corresponding documents are created, and so on.

You can only use the POS interface - inbound if you also use the POS interface - outboundcomponents and the Retail article master.

The POS interface - inbound is discussed here using the POS inbound simulation functionality, sinceno real POS system is available for the Best Practices solution. The IDocs from the simulation areposted in exactly the same way as ‘real’ IDocs from external systems. The steps described here can,therefore, be applied to real-life situations on a one-to-one basis

The following processing is available (scenario R33).

Sales (POS)You can use this business process to transfer sales transactions or returns carried out in stores withanonymous or known customers at the point of sale (POS) to the central retailing system SAPRetail. The sales and the related transaction at the POS is carried out using electronic POS systemsor distributed (external) retailing systems.

Cash Removal

At the end of the day, the cash register is counted and closed, cash register differences are posted,money is taken to the bank, or change is placed in the cash register. This type of transaction is

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transferred using WPUFIB. In this example, money is taken to the bank. The cash register isreduced on the credit side, while the bank account is increased on the debit side.

Clearing of Credit Cards

•

Displaying Clearing Account• Executing Settlement

• Posting Incoming Payments

Store Order

This process is used for communication between a distribution center (DC) and a store with its ownretailing system. The store requires articles that are obtained from the DC

Store Order Return

When goods are returned from a customer, a store order is created with return items (item category). A stock transport order is generated from the IDoc. This order also contains return items. A deliveryis then generated in the DC. This delivery logically represents a goods receipt, however, as well as agoods receipt in the store, which in turn logically represents a goods issue for the faulty goods. In theDC the returns are first posted to a storage location which contains restricted-use goods. The goodscan be checked here. In this case, some of the returns are undamaged and can be posted to the‘unrestricted-use’ stock. The damaged goods are returned to the vendor by the DC.

Store Procurement Directly from Vendor

In this process, the store procures goods from an external vendor. This means that the store ordersgoods from a vendor from its own retailing system and sends the information from this system to thecentral system. In the central system, a purchase order is created for this vendor.

The vendor then delivers the goods to the store and the store sends the central system the relevantgoods receipt via POS. In the central system, the vendor order generated previously is set to‘processing complete’.

Billing is handled by the head office. This means that the vendor sends the invoice to the headoffice, which is then also responsible for payment.

The head office bills the store by means of an invoice, either with or without a markup, depending onthe type of settlement.

Store Replenishment

Replenishment with MM-based inventory management is carried out as follows:

• Sales in the store

• Stock transport order

• Replenishment planning

• Process delivery

• Goods receipt in the store

Store Physical Inventory and Freeze Book Inventory

The process flow is as follows:

• Stock check

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• Prepare physical inventory

• Run physical inventory

• Process differences

• Evaluate physical inventory

Physical Inventory with Posting Block

When creating physical inventory document, set the posting block is selected in the physicalinventory document. The book balance is not frozen.

POS Messages

POS messages are sent with particular messages, either from a POS system to the central systemor vice versa. In both cases, a type WPUERR01 IDoc is used.

The following messages can be processed:

•Messages from Cash Register

• Messages to Cash Register

• Inbound Error Message

• Outbound Error Message

Bonus Buy and Coupons

Coupons are treated as articles in ERP. You create an article master data record for each coupontype. For example, article type COUP is delivered with the standard system.

If the coupon is good for a set amount on a particular article (such as CNY 1 off for a box of laundrydetergent), when the coupon is scanned at the POS, it appears on the cash register receipt as a

negative amount.

This process describes how to create a coupon. The required conditions are then linked between thecoupon and article by means of the bonus buy. This data is transferred to the POS in subsequentprocessing.

Coupon information is downloaded to the POS at the same time as other promotion data. Bonusbuys can only be processed if you configure the POS system to process the bonus buy conditions.Before the coupon is used, the POS system has to check whether the prerequisites and conditionsdefined in the bonus buy have been met for the relevant POS transaction, for example whether therelevant articles (such as 3 CDs from a particular shelf) are being purchased in the right quantities.

The bonus amounts are then posted to the relevant cost objects (such as vendor, Retail Company,store) in line with the coupon profile.

Finally, you can display the sales data in the POS monitor to see how the coupon data was posted.

Analysis Reports WPER2

You can use transaction WPER2 to call up the initial screen for various analysis reports for the POSinterface - outbound, the assortment list, and the general download.

Retail Solution Scope en MX

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