...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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...produce a better product, to have strong marketing strategy, and to be greater and known by other as well. Database plays an important role as the medium to store and retrieve the document and information. It is about the organizing the collection of data of the company. For the purpose of this assignment, I have chosen to focus on procurement process and how the SAP system has facilitated the overall process between procurement and all other functional departments. Generally, the group procurement aspiration is to be a strategic business partner to the internal customers focusing to deliver based on cost effective, quality and timely service. To accomplish this aspiration, group procurement will adopt procurement practices that uphold good governance, transparency and fairness in all dealing with suppliers and other stakeholders. In this group procurement, it contains with several system that have used variety type of database system. Group procurement serves as “middle person” between staff, user and supplier. For instance, the user creates purchase order (PO) through Supplier Self Service System that based on SAP. The procurement staff will...
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...Table of Contents 1.0 Introduction 2-3 2.0 Summary of case 3-4 3.0 Company Background 4-5 4.0 Issue 5 4.1 Overcoming staff resistance 5-7 4.2 Implementation of the system......................................................................8 4.2.1 Feasibility Study………………………………………………...8-14 4.2.2 Gantt Chart 15 4.3Managing Team Confilct 18-20 5.0 Conclusion 20 6.0 Bibliography 21 1.0 Introduction “It has never been a better time to be an accountant”, stated by a president of IFAC. (International Federation of Accountants , 2005) This is because accountants are recognized as contributing to every sector and aspect of the global economy. Accountants not only need to act as auditors, but also management accountants, business leaders, corporate financiers and business advisers. (International Federation of Accountants , 2005) This shows that professional accountant has great responsibility, not only toward the company itself, but also toward stakeholders and the public. Accountant must also act as project manager to take part in the project management activities in some organization. Nowadays, project management is a very important activity in the organization due to the changing environment. Organization need to cope with these changes by upgrade the technology used in the organization, introduce new products or revise their working practices. As a project manager, accountant will face some conflict that happened in the team. This is because...
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...|SAP BW 7.0 | | |September 2010 | | |EnglishEnglish | | | |B91: CRM Service Analysis | | | | | | | | | | | | | | | | | | | | | | | | ...
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...SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP® NetWeaver™ For Dummies® Published by Wiley Publishing, Inc. 111 River Street Hoboken, NJ 07030-5774 Copyright © 2004 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada 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 Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4447, e-mail: permcoordinator@ wiley.com. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States...
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...and the Sales Order Process November 24, 2015 Overview of Fitter Snacker Fitter Snacker manufactures and sells two types of nutritious snack bars: NRG-A and NRG-B. The NRG-A bar touts “advanced energy,” and NRG-B boasts “body-building proteins. Fitte’s sales force is organized into two groups: the Wholedale Division and the Direct Sales Division. The wholesale division sells to intermediaries that distribute the bars to small shops, vending machines operators, and health food stores. The direct Sales Division sells directly to large grocery stores, sporting goods stores, and other large chain stores. The two divisions operate separately from one another in effect breaking the Marketing and Sales functional area into two pieces. * The two sales divisions differ in terms of quantities of orders and pricing terms The direct sales division offers customer volume discounts to encourage larger sales orders. The wholesales division charges customers a lower fixed price. * Sells snack bars under the Fitter Snacker brand name * Packages the bars in store-brand wrappers for some chain stores Problems with Fitter Snacker’s Sales Process Many of Fitter Snacker’s sales orders have problems, such as: Incorrect pricing, excessive calls to the customer for information, delays in processing orders, and missed delivery dates. Reasons for problems: FS has separate information systems throughout the company for three functional areas: * Sales order system * Warehouse...
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...explains an integrated materials management process in detail and thus fosters a thorough understanding of each process step and underlying SAP functionality. Product SAP ERP G.B.I. Release 6.04 MOTIVATION The data entry requirements in the materials management exercises (MM 1 through MM 5) were minimized because much of the data was stored in the SAP system. This stored data, known as master data, simplifies the processing of business transactions. In the procurement process, we used master data for vendors, materials (products we purchased) to simplify the procurement process. In this case study, we will create the master data for a new vendor and a new trading good. PREREQUISITES Before you use this case study, you should be familiar with navigation in the SAP system. In order to successfully work through this case study, it is not necessary to have finished the MM exercises (MM 1 through MM 5). However, it is recommended. Level Undergraduate Graduate Beginner Focus Materials Management NOTES This case study uses the Global Bike Inc. (G.B.I.) data set, which has exclusively been created for SAP UA global curricula. Authors Bret Wagner Stefan Weidner Version 2.01 © SAP AG CASE STUDY Process Overview Learning Objective Understand and perform a purchasing process cycle Time 140 min Scenario In order to process a complete purchasing process you will take on different roles within the GBI company, e.g. purchasing agent, warehouse worker...
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...explains an integrated materials management process in detail and thus fosters a thorough understanding of each process step and underlying SAP functionality. Product SAP ERP G.B.I. Release 6.04 MOTIVATION The data entry requirements in the materials management exercises (MM 1 through MM 5) were minimized because much of the data was stored in the SAP system. This stored data, known as master data, simplifies the processing of business transactions. In the procurement process, we used master data for vendors, materials (products we purchased) to simplify the procurement process. In this case study, we will create the master data for a new vendor and a new trading good. PREREQUISITES Before you use this case study, you should be familiar with navigation in the SAP system. In order to successfully work through this case study, it is not necessary to have finished the MM exercises (MM 1 through MM 5). However, it is recommended. Level Undergraduate Graduate Beginner Focus Materials Management NOTES This case study uses the Global Bike Inc. (G.B.I.) data set, which has exclusively been created for SAP UA global curricula. Authors Bret Wagner Stefan Weidner Version 2.01 © SAP AG CASE STUDY Process Overview Learning Objective Understand and perform a purchasing process cycle Time 140 min Scenario In order to process a complete purchasing process you will take on different roles within the GBI company, e.g. purchasing agent, warehouse worker...
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...Corporate Express Australia Limited solves the challenges of growth Switching to integrated software creates new opportunities Published on 06 Aug 2012 "With the new SAP software we can scale the business at a much more rapid rate, with fewer resources, which will allow us to be more aggressive in going to market. The IBM Global Business Services team provided us with the robust infrastructure that we can rely on to support the business as it continues to grow." - Garry Whatley, Chief Information Officer, Corporate Express Australia Limited Customer: Corporate Express Australia Limited Industry: Retail Deployment country: Australia Solution: Business Intelligence, Enterprise Resource Planning, Information Integration, Transforming Business IBM Business Partner: SAP Overview A wholly-owned subsidiary of US parent company Staples, Corporate Express Australia Limited is one of Australia and New Zealand’s leading single-source suppliers of business essentials. The company employs more than 2,500 people at some 38 locations throughout the region. Corporate Express offers products and services ranging from IT solutions to office products, and provides a reliable one-stop-shop for all business supply needs. Business need: Corporate Express Australia is a steadily-growing company, having acquired some 71 different businesses to date. Acquisition had led to a lack of consistent processes across the company. Corporate Express wanted to move from this environment and introduce...
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...companies need an integrated and flexible enterprise system that supports all aspects of their business with state-of-the-art functionality. An Enterprise Resource Planning (ERP) system helps companies to run their businesses in an effective and efficient manner by providing integrated and consistent information flow. It makes the task of keeping track of all the transactions so much easier. A retail ERP system allows automatic recording of the transactions in real-time environment. They have become indispensable tools to survive and increase profitability in race of running the large organization. SAP ERP system is tightly integrated with the Sales and Distribution module. This integration enables the mapping and supply of single-site or multi-site organizations. Developing precise logistics planning for just-in-time deliveries, this system can also generate replenishment orders by using defined warehouse requirements. The ERP Information Systems facilitates faster and better management decisions by providing crucial information in a timely manner. The research focuses on to gain in general understanding of SAP Sales and Distribution module of SAP ERP as a theoretical and real-world perspective. As increased efficiency in sales and distribution is a key factor to ensure that companies retain a competitive edge and improve both profit margins and customer service. “ERP – THE CHANGES TRENDS SALES AND DISTRIBUTION” Introduction In today’s...
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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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...still increasing to this day. Why decide to use ERP implementation SAP? During the 1990’s, Nestle USA companies were operating as independents and were selling their vanilla product that was purchased from the same vendor 29 different prices. This became a concerning issue with the CIO and therefore something had to be done. In the year of 1997 the company made the decision to “standardize” their software systems to be all of one unit between its seven different divisions. In order to standardize the system, Nestle USA decided that the SAP modules would be based on: financials, sales and distributing, purchasing, accounts payable and accounts receivable. With these five SAP modules and using the Manugistic’s supply chain model, Nestle USA knew that implementing this ERP would take time but also benefit them in the long run. What issues may have caused concern with using the SAP model? During the phase of planning, the company realized that Y2K was soon approaching which caused a lot of worry in trying to get the standard software to be moved prior to January 1, 2000. Once the SAP began the stakeholder management team began to receive a lot of unwanted feedback, and this is when Jeri Dunn the VP and CIO of Nestle USA stepped in and expressed concern that the company did not fully comprehend the tasks it would take to completely change the culture and modify its business processes. These concerns on the SAP rolling out ultimately led to...
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...usually filled with incoming supplies, were empty. The 2,500 employees who normally worked in the plant each day were gone. The plant, which normally produced 20,000 PCs a week, was shut down. The date was April 6, 1999. On this date, the plant was to ‘go live’ with an implementation of the SAP R/3 system known as Production Release 2 (PR2). As John Corcoran, Director, SAP Production Project, waited for the first transaction to be processed by PR2 on April 6, he reflected on how PSG had come to this milestone event. Several years before, PSG had recognized the need for an integrated system that would allow better management of the supply chain across all of its plants and quicker response to changes in the business environment. Most recently, the success of Dell made clear to PSG the value of creating a CTO (Configure-to-Order) business model in addition to its standard MTM (Machine Type Model) business model. Having a set of autonomous plants, each with a multitude of independent legacy systems that supported different business processes was a significant obstacle to implementing this or any other new business model. On January 1, 1998, the first version of an integrated production system based on SAP R/3, known as Production Release 1 (PR1), went live in the PSG plant in Guadalajara, Mexico. Given the experience with implementing PR1 in the Guadalajara plant, the dedicated work of his 170-person international team, strong executive support, and an adherence to a disciplined project...
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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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...Resource Planning systems, more commonly referred to as ERP, were developed. Simply put, an ERP system is a set of software modules that handle the core functions of a business. Various functions that include a wide range of business applications are integrated into one system that allows them to communicate seamlessly in order to provide reliable, real-time information to base business decisions upon. No matter what marketplace a company operates in, there is a need to have precise and accurate information which provides keen insight that allow for swift, flexible, and efficient actions. SAP, one of the pioneers of ERP software, is one of the industry leaders that specialize in providing solutions to meet the ever evolving ERP demands of modern business. Their goal is to provide products that consistently deliver high quality solutions in the form of software applications that help businesses operate more efficiently in their daily activities (Quality Vision, n.d.). SAP’s sole focus is on the development of superior enterprise applications which has allowed them to maintain its customer base for over 40 years. Like many other ERP solutions, SAP offers a variety of products that can be scaled and tailored to meet the needs of the firm. Their solutions are easily integrated with new applications which can help a business in achieving a competitive advantage. This paper will discuss the use of SAP’s key ERP systems, identifying each ERP and providing a list and description...
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