...habla do d e ir a Noru ega. La ma dre: So is tonte ares. Yo n o qui ero que via jéis. Voso tras no sap éis na da so bre el pa ís. El hi jo de l ve cino con oce un a chi ca que tra baja en Ver gen. No e s fác il. Del B La situ ación d e Ye sica y Ana stasio es m uy proble mática. N o tie nen tra bajo o alo jam iento en Esp aña, aun que acab an a i r a Es paña de sde Gre cia porq ue crey eron q ue ha y má s traba jo. Pe ro Esp aña n o ha y tr abajo a ca usa de la cris is econó mica. Aho ra h an bus cado trab ajo ca da dí a pe ro sin gr an éx ito. Está n desesp erado po rque no tien en di nero y tien en q ue dor mir en u n sop ortal. Yo pien so q ue ha n he cho mucha s co sas p ara sac ar trab ajo. Yes ica ha ma ndado 300 cur rículos y l o q ue es m uchos. L a ún ica co sa qu e h ay es qu e visi tar las ocu paciones a efe ctos de l os emplea dores pue den verlo s. Pued en emp ezar a estu diar tambi én. Pe ro yo cre o qu e a lo m ejo r es ca ro. E n el tex to 2 encon tramos do s chic as, Susa na y Sis sy q ue está n en Be rgen en N oru ega p ara trabaj ar. E n Ber gen limpia n y frie gan p ara gan ar din ero. Ga nan 18 eur os l a ho ra y traba jan tre s hora s al d ía. ¡E s ni siqu iera 150 eur os al me s en tota l! Ademá s de es o dic e un es pañol an ónimo qu e él trab aja cua tro o ci nco hor as pe ro sola mente re cibe s alario par a t res hor as. E s incali ficable, pe ro no sap en ha cer nad a. Lo s sind icatos noru egos ha n res uelto q ue lo s inmi grantes tien en per miso...
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...BDC Step-by-Step BDC Step-by-Step Applies to: SAP ABAP Summary This article demonstrates in a step-by-step process to write Backup Domain Controller (BDC) reports to do data transfer from legacy system, which is important work during SAP implementation projects. Author(s): Renjith Kumar. P Company: PRICOL Technologies Created on: 21 January 2007 Author Bio P. Renjith Kumar is SAP BI Consultant with PRICOL Technologies. He has extensive cross-functional experience and has been with end-to-end SAP implementations as ABAP Consultant. SAP DEVELOPER NETWORK | sdn.sap.com © 2007 SAP AG BUSINESS PROCESS EXPERT COMMUNITY | bpx.sap.com 1 BDC Step-by-Step Table of Contents Overview: How It Works .................................................................................................................. 2 Steps in data transfer....................................................................................................................... 2 Data Transfer Methods .................................................................................................................... 3 Step-by-Step Process...................................................................................................................... 3 Task 1: Recording............................................................................................................................ 3 Task 2: Creating ABAP Report based on recording done........................................
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...SAP NetWeaver BI – Integrated Planning IM256 Exercises / Solutions MARC BERNARD, SAP LABS, LLC. KAREN COMER, SAP LABS, LLC. HARTMUT KÖRNER, SAP AG CLAUDIA PHILIPP, SAP AG INGO RAASCH, SAP AG Im256 EXERCISE 1: PLANNING IN A BEX ANALYZER WORKBOOK 1. Open BEx Analyzer Open BEx Analyzer as stated by the instructor. Go to the menu “Tools” ( Macro ( Security ->Trusted Publishers and mark “Trust access to Visual Basic objects”. 2. Open Workbook Click on “Open Workbook “. Connect to the system as stated by the instructor. Choose role "PM_BI70" from the pop up. Then choose folder "BEx Analyzer". Open here workbook "TechEd IM256 Sales Planning". [pic] 3. You have accessed the Sales Planning Workbook. You have accessed the Sales Planning Workbook. The Global Sales Manager has to plan the Sales figures for each country and the country managers plans for the different distribution channels within a country. At the moment you are in the initial status of the workbook. [pic] 4. This is a query view with 'Country' and the deviation between plan and actual data. This is a query view with 'Country' and the deviation between plan and actual data. The planning starts with -100% because there is no plan data yet. In this case -100% is displayed as (100)% [pic] 5. This is another query view with 'Distribution Channel' and 'Percentage Share Total Revenue (Plan) This query view displays the 'Percentage Share Total Revenue (Plan)'...
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...KAPIL SHARMA AND ASHUTOSH MUTSADDI Configuring SAP ERP Sales and Distribution ® SERIOUS SKILLS. Configuring SAP ERP Sales and Distribution ® Kapil Sharma Ashutosh Mutsaddi Acquisitions Editor: Agatha Kim Development Editor: Laurene Sorensen Technical Editor: Dheeraj Oswal Production Editor: Liz Britten Copy Editor: Kim Wimpsett Editorial Manager: Pete Gaughan Production Manager: Tim Tate Vice President and Executive Group Publisher: Richard Swadley Vice President and Publisher: Neil Edde Book Designer: Franz Baumhackl Compositor: Craig Johnson, Happenstance Type-O-Rama Proofreader: Word One, New York Indexer: Ted Laux Project Coordinator, Cover: Lynsey Stanford Cover Designer: Ryan Sneed Copyright © 2010 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-40473-7 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken,...
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...pet nutrition products in over 200 countries and territories. Since implementing its first SaP® solution in 1994, Colgate has significantly improved global visibility for its supply chain management processes, automated many of these processes, improved supply chain decision making, increased the speed to market for its products, and reduced costs. SAP Business Transformation Study Consumer Products Oral, Personal, and Home Care and Pet Nutrition CONteNt 3 4 7 9 10 11 13 14 Colgate-Palmolive Creating a Global Supply Chain Supporting an International Enterprise Helping Ensure Supply Chain Success Reducing Total Cost of Ownership Transforming Business Processes Future Road Map Building a Firm Foundation Colgate-Palmolive better Data Quality, timeliNeSS, aND aCCeSSibility QuiCk faCtS Industry Consumer products – oral, personal, and home care and pet nutrition Revenue uS$15.3 billion Employees 36,000 Headquarters New york City Web Site www.colgate.com SAP® Solutions and Services SaP® Supply Chain management application Implementation Partner SaP Consulting organization Implementation Best Practices • involved global cross-functional business and it teams • appointed a global owner to drive process standardization across subsidiaries • tested real-life scenarios and used pilots in significant markets before global rollouts • Worked closely with business owners and the SaP® Consulting organization • used an internal project management process Financial and Strategic...
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...Case study of ERP Topic:Compare SAP at TATA Steel and SAP at CO-OPERATIVE BULK HANDLING LTD.(CBH) Submitted to:Mr. Pradeep Kumar Date: April 6, 2013 Section: K1108 Roll no: B34, B36, B40 Index: 1. Introduction 2. SAP 3. TISCO 4. Implementation of ERP at TATA Steel 5.1 Problems occurred 5.2 Solution and implementation 5.3 Benefits 5. What change has occurred after the SAP implementation at Tata steel? 6. Sap at Co- Operative Bulk Handling ltd (CBH) 7.4 Problems occurred 7.5 Solution and implementation 7.6 Benefits 7. Comparison SAP at Tata steel and Co -operative bulk handling 8. References Acknowledgement Through this case study we get the opportunity to learn about the process of implementation of ERP so we thanks to all those who guided us and corrected us at each step in making of this case study and helped us for making successful and satisfactory completion of this case study. We are highly thankful to our subject teacher Mr. Pradeep Kumar for providing his active support, valuable time, guidance and sincere cooperation during the study and in completing the assignment of preparing the said project within the time. Lastly, we are thankful to all those, particularly the group friends, who have been helped us in creating proper and conductive environment and including new and fresh innovative ideas for us during the project. Introduction: Through this case study we...
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...------------------------------------------------- Study on SAP Training Satisfaction of the Students ------------------------------------------------- A Research Paper Presented to The General Education and Accountancy Department In Partial Fulfillment of the Requirements for the Course in Research Submitted by: Ronel Katrina Kishia Marie Nyalyn Reymund Elmer Rennaly Ruby Angelica Mae Anne TABLE OF CONTENTS Title Page 1 Acknowledgment 2 Chapter I Introduction 4-7 Background of the study 8 Framework of the Study 9-11 Statement of the Problem 11-12 Significance 13 Scope and Delimitation 14 Definition of Terms 15 Chapter II Review of Related Literature 17-21 Chapter III Methodology 22-24 Chapter IV Presentation, Interpretation and Analysis of Data 25-32 Chapter V Summary of Findings, Conclusions and Recommendations 33-36 References 37-38 Appendices Appendix 1 Schedule of Expenses 39 Appendix 2 Letter of Approval 40-41 Appendix 3 Letter to Respondents 42 Appendix 4 Questionnaire 43-46 Curriculum Vitae 47-55 CHAPTER I Problem and Its Background INTRODUCTION Companies nowadays use systems that would help them streamline operations and improve their customers’ experience to enhance their competitive position and drive growth. By which the SAP or Systems, Applications, and Products in Data...
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...Problems with Fitter Snacker’s Sales Process Fitter-Snacker Case and SAP Configuration • Fitter Snacker has separate information systems for three functional areas: – Sales order processing – Warehouse management – Accounting • Sales transaction data is shared with accounting via periodic file transfers • Credit data is shared between accounting and sales via paper printout – High number of manual transactions leads to many opportunities for data error 4 Overview of Fitter Snacker • Fictitious Fitter Snacker Company produces two snack bars: – NRG-A: “Advanced Energy” – NRG-B: “Body-building proteins” • Fitter Snacker has two sales divisions: – Wholesale: sells to middlemen who distribute bars to small shops, vending machine operators, health food stores – Direct: large grocery stores, sporting goods stores, other large chain stores Sales Process • The Sales Process involves a series of steps that require coordination between: – – – – Sales Warehouse Accounting Receiving • Note that manufacturing is not generally involved in the sales process as NRG bars are usually sold from warehouse stock 2 5 Overview of Fitter Snacker Sales Process • Direct Sales: offers volume discounts to encourage large orders which are more efficient to process • Wholesale: charges lower fixed price because customer orders are already large (otherwise, the customer would be handled by Direct division) • Both divisions offer terms...
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...whole debacle looks like it will cost Jollibee Php 600 million, not including the cost of all the man-days that Jollibee's management and staff are probably devoting to fixing this problem. I asked some of my friends in the industry (who shall not be named) on their take on what happened. Below is the information I got so far, and I'll update this post as I get more information. I've also reached out to some friends in Jollibee hoping to get some inside information. Please note that none of these are from official statements. If anyone wants to provide me with more accurate information on this, or better yet, official statements from the parties concerned, please send me a message and I will gladly incorporate it into the article. My objective here is to provide lessons to the IT and business community so that we can hopefully avoid the all-too-often costly mistakes of IT projects in the future. The Issues 1. Rip and Replace Jollibee had originally been using an Oracle product for managing its supply chain - including deliveries of supplies to stores. Because of a dispute with Oracle, Jollibee decided to move its entire supply chain over to Oracle’s rival in this space, SAP. Now, supply chain software aren’t just out-of-the-box products that you can just install and run. These need to be customized heavily in order to fit a company’s business processes, which...
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...Business Information Warehouse (BIW) or Data Warehousing is a process of extraction, transformation and loading of the data from different source systems that are able to provide data which are relevant to a business organization. This data is mainly from its core applications that are used by the business units to execute the enterprise business processes across them. The ETL is also a Strategy about how data from different known source systems can be extracted, transformed and loaded into the BIW or data-warehouse system which then can be used for designing queries, reports and dashboards to enable the business to make decision at different level of the organization (Top Level, Middle Level and Operational Level). (a) extracting data from outside sources, (b) transforming it to fit business needs, and ultimately (c) loading it into the data warehouse Enterprise Data Warehouse (EDW) is mega data mart where all the data from various source systems get consolidated and let the other data marts within other systems use it by pushing the relevant into these data marts through ETL process. So EDW can be a data provider (like any other source system) to various data marts, decision support system applications, data-mining or exploration warehouse applications ETL Concept: Components: (a) (b) (c) (d) Source Systems Data Source (PSA – Persistent Staging Area) Transformation Loading Source Systems can be one or more of these which can become the initiation of the data for the SAP BIW...
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...this study was to better understand the capabilities of some of the application software (ASW) modules (commercial-off-the-shelf software packages) in order to assess the level of customization needed to meet the MoF technical requirements while implementing an integrated Financial Management Information System (IFMIS) in Moldova. This study shows that all ASW solutions can provide the desired core Treasury (budget execution) functions with minimal customization. Additional PFM functions can be supported through custom developed software and be integrated with these software packages to provide the full PFMS functionality. In 2006, the MoF kindly agreed to share this annex with other public sector organizations and related specialists for their internal use while designing or studying the PFM systems. This document is intended to present the functional modules of several available ASW solutions which were implemented in similar projects in Europe and Central Asia (ECA) region of the World Bank. A summary of PFMS functions vs modules of selected ASW is presented below: • • • FreeBalance eFinancials Oracle E-Business Suite SAP R/3 (FreeBalance Software, Canada) (Oracle Corporation, USA) (SAP AG, Germany) FreeBalance eFinancials www.freebalance.com Budget Preparation Budget Appropriations Management of Payments Management of Revenues Accounting (General Ledger) Cash/Fund Management Commitment/Purchasing Asset/Inventory Management Financial Reports HR Management and Payroll Interfaces...
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...6C HELP.FIBL Bank Accounting (FI-BL) SAP AG Copyright © Copyright 2001 SAP AG. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft , WINDOWS , NT , EXCEL , Word , PowerPoint and SQL Server are registered trademarks of Microsoft Corporation. IBM , DB2 , OS/2 , DB2/6000 , Parallel Sysplex , MVS/ESA , RS/6000 , AIX , S/390 , ® ® ® AS/400 , OS/390 , and OS/400 are registered trademarks of IBM Corporation. ORACLE is a registered trademark of ORACLE Corporation. INFORMIX -OnLine for SAP and Informix Dynamic Server Informix Software Incorporated. ® ® ® ® ® ® TM ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® are registered trademarks of UNIX , X/Open , OSF/1 , and Motif are registered trademarks of the Open Group. HTML, DHTML, XML, XHTML are trademarks or registered trademarks of W3C , World Wide Web Consortium, Massachusetts Institute of Technology. JAVA is a registered trademark of Sun Microsystems, Inc. JAVASCRIPT is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, SAP Logo, R/2, RIVA, R/3, ABAP, SAP ArchiveLink, SAP Business Workflow, WebFlow, SAP EarlyWatch, BAPI, SAPPHIRE, Management Cockpit...
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...Assessment Activity 1. In your opinion, what decision option does IBM have in the case situation? • The main decision option on the case was to create a new business model that integrate all plants together and manage the same information. This will allow better management of the supply chain across all of its plants and quicker response in changes in the business environment. 2. What criteria are important to making this decision? • The first criteria that they need to consider on getting stated with the SAP was to define the cooperate standards for data, technical platforms and SAP implementation and tools. Also in what process areas would be implemented. • Second, they need it to create a team to implement PR2, they needed to consider the complexity due to the size of the plant and divided the implementation within multiple phases. 3. What implications and consequences does each of the options present? • The go live approach for the RTP production ramp down had some unresolved issues like; problems with the data DB2 data based, R/3 still being tested and end to end system testing was not completed. • The team had a very sort period of time to completed the implementation, under the time pressure exist the possibility of something going wrong, no meeting the deadlines and as a consequences a disruption of the project. • On of the implication was that in order for the PR2 to ramp up they had concentrated...
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...enhancing efficient productivity. Established in 1972, NDC was the first venture among the ADNOC Group of Companies. Today, the company operates a huge fleet (over 60 nos.) of land, offshore drilling rigs, island rigs, Multi-Purpose Service Vessel, as well as water well rigs. Since Rig ND-1 began work in 1973, NDC has drilled over 6,000 wells land, offshore and island. Although NDC has celebrated its 40 years in 2012, IT and its involvement in NDC throughout that have only been felt and appreciated in the last 10 to 15 years. Many IT related projects, step-change initiatives, and high profile implementations occurred during the said period and I’m going to mention four main ones, namely: SAP ERP implementation, VSAT connectivity of the remote sites, corporate intranet portal and video conferencing. SAP ERP implementation Prior to the introduction of an ERP platform into the organization, most of the legacy applications that NDC was using were built in-house, not scalable, and lacked proper and adequate integration. Moreover, the hardware and software to support those applications were old, perform as silos, and found to be expensive and difficult to maintain. With that in mind, the goals and objectives for the project were listed as follows: * Replace an ageing...
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...Hershey Foods Inc By David F. Carr | Posted 2002-12-16 Was it a fluke? In September, Hershey Foods said it had completed an upgrade to mySAP.com—on schedule and below budget. It was a significant turnaround for a company that had become an example of how not to do a major software project. In 1999, Hershey stumbled while rushing to complete an enterprise systems overhaul, with a new SAP implementation at its core. Basic order management and fulfillment processes broke down, causing the company to fail to meet many retailers' orders. The immediate impact was about $150 million in lost sales for the year. The damage to sales and retailer confidence lingered into early 2000. Hershey is still reluctant to discuss what happened and what caused it; the company declined repeated requests for interviews from Baseline over the past year, and asked SAP and Accenture (which helped with the mySAP implementation) not to talk, either. But we gathered insight from insiders and former employees, and from some public statements Hershey has made about its supply-chain improvements. Here's a look at three things that went wrong at Hershey—and the subsequent lessons learned. #1: The Big Bang"> What Went Wrong #1: The Big Bang The overriding problem appears clear: Hershey was simply trying to do too much at once. In cosmology, the Big Bang theory tells us the universe sprang into being in an instant, wiping out everything that went before. In Hershey's case, it was the old logistics systems that...
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