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S I M H A R . M A G A L J E F F R E Y W O R D Grand Valley State University SAP AG Manchester Business School I N T E G R AT E D B U S I N E S S P R O C E S S E S with E R P S Y S T E M S J O H N W I L E Y & S O N S, I N C.
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Vice President & Executive Publisher Don Fowley Acquisitions Editor Beth Lang Golub Production Manager Dorothy Sinclair Senior Production Editor Anna Melhorn Marketing Manager Christopher Ruel Creative Director Harry Nolan Senior Designer Wendy Lai Editorial Assistant Elizabeth Mills Executive Media Editor Thomas Kulesa This book was set in 10/12pt Times Ten by MPS Limited, a Macmillan Company, Chennai, India and printed and bound by RRD/Jefferson City. The cover was printed by RRD/Jefferson City. Copyright © 2012 Simha R. Magal and Jeffrey Word. All rights reserved. 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, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support. For more information, please visit our website: www.wiley.com/go/citizenship. Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge return shipping label are available at www.wiley.com/go/returnlabel. Outside of the United States, please contact your local representative. Printed in the United States of America 10 9 8 7 6 5 4 3 2
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Contents 1 Introduction to Business Processes 1 The Functional Organizational Structure 2 Business Processes 4 Global Bike Incorporated (GBI) 15 How to use This Book 16 2 Introduction to Enterprise Systems 23 Enterprise Systems 23 Data in an Enterprise System 29 Reporting 37 3 Introduction to Accounting 49 Organizational Data 51 Master Data 52 Key Concepts 58 Processes 61 Reporting 72 4 The Procurement Process 83 Organizational Data 84 Master Data 89 Key Concepts 95 Process 102 Reporting 119 5 The Fulfillment Process 127 Organizational Data 128 Master Data 139 Process 145 Credit Management Process 167 Reporting 170 6 The Production Process 179 Master Data 182 Process 196 Reporting 215 vii
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viii Contents 7 Inventory and Warehouse Management Processes 221 Inventory Management 222 Organizational Data in Warehouse Management 234 Master Data in Warehouse Management 239 Processes in Warehouse Management 242 Reporting 257 8 The Material Planning Process 269 Master Data 271 Process 285 Reporting 304 9 Process Integration 315 Procurement, Fulfillment, and IWM Processes 318 Procurement, Fulfillment, Production, and IWM Processes 332 Index 349 *Additional Chapters available on WileyPlus
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Preface As more and more businesses around the world adopt enterprise systems, it becomes increasingly important for students to develop a more process-centric perspective that reflects the realities of the modern business environment in which they will work. Because business operations and enterprise systems are so tightly integrated, we have designed Integrated Business Processes with ERP Systems to reflect the ways in which real-world business processes are man- aged and executed in the world’s leading enterprise resource planning (ERP) system, SAP® ERP. Students, regardless of their functional discipline, will be able to apply the real-world concepts discussed in this text immediately upon entering the workforce and will be better prepared to succeed in their careers. Integrated Business Processes with ERP Systems covers the key processes supported by modern ERP systems. This textbook is designed for use as both a reference guide and a conceptual resource for students taking ERP-focused courses at schools that are members of SAP University Alliances program (http://uac.sap.com). It examines in depth the core concepts applicable to all ERP environments, and it explains how those concepts can be utilized to execute business processes in SAP systems. KEY FEATURES INTEGRATED PROCESS APPROACH Integrated Business Processes with ERP Systems approaches ERP topics using an integrated process perspective of the firm. Each process is discussed within the context of its execution across functional areas in the company, with special emphasis on the role of data in managing the coordination between activities and groups. Students will gain a deep appreciation for the role of enterprise sys- tems in effi ciently managing processes from multiple functional perspectives. ACTIVE LEARNING Consistent with the focus on the process perspective of business operations, this book and the accompanying online supplements are designed to actively engage students through multiple learning activities. Students will be required to apply the concepts covered in the text to real-world situations and to the running case study used in their hands-on exercises. In this way, students can experience what the each employee in a process must do, what data they need, and how their actions impact other people in the company. ix
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x Preface RUNNING CASE STUDY Many key examples, demonstrations, and assignments incorporated through- out the book are based on a fictional company, Global Bike, Incorporated (GBI). GBI exists virtually in the GBI ERP system, which is used to provide students with hands-on experience with executing the various processes in SAP ERP. Students will become intimately familiar with GBI’s operations and will develop a deep appreciation for the real-world importance of the process concepts in the course. REAL-WORLD EXAMPLES In addition to the integrated approach and the GBI case study, Integrated Business Processes with ERP Systems includes multiple scenarios from compa- nies in diverse industries that demonstrate how businesses actually utilize ERP capabilities. Real-world experiences associated with enterprise systems—both positive and negative—are integrated throughout the chapters to illustrate the key concepts. GLOBAL APPROACH The textbook content, GBI running case study, and real-world examples have all been designed from a global perspective. Differences between U.S. and European business practices are highlighted within the context of process execution to illustrate the global capabilities of ERP systems. In addition, the real-world stories are based on familiar global companies. SAP® ERP SOFTWARE This textbook and its associated demos and exercises were prepared using the most current version of the software, at the time of printing: SAP ERP 6.0, Enhancement Pack 4.The key concepts contained in this textbook are unlikely to change in any significant way. Nevertheless, as SAP continues to innovate and update the core SAP ERP solution, it may become necessary to adjust classroom content in minor ways to better reflect the capabilities of the lat- est version of the software. Please speak with your SAP University Alliances contact to obtain additional information on utilizing SAP ERP software in your classroom. PEDAGOGICAL STRUCTURE Consistent with this textbook’s focus on the integration of business processes with ERP systems, we have divided the book into two key areas. The first area, which consists of Chapters 1–3, focuses on the integrated nature of business processes and the enterprise systems that businesses use to manage them. Chapters 1–2 introduce the foundational concepts, which are subsequently developed in the process chapters in the remainder of the book. Chapter 3 examines the basic concepts in financial and management accounting, which are integrated into the subsequent chapters. The second part of the book contains the process chapters, which are structured based on a standard template that is comprised of two main parts.
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Preface xi The fi rst part of each chapter discusses the organizational and master data associated with the process, and the second part examines each step of the process in detail. Each chapter concludes with a discussion of the reporting capabilities needed to manage the process efficiently. Links to online demonstrations and additional online learning materials are embedded throughout each chapter to reinforce and expand on the most important concepts.
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WileyPLUS WileyPLUS is a research-based, online environment for effective teaching and learning. WileyPLUS is an integral part of the learning experience for this textbook. For this reason we have made it available to students 24/7 from any- where they connect to the Internet. WileyPLUS contains a wealth of supple- mental learning materials designed to enhance students’ understanding of the concepts introduced in the course. Plus, instructors can use these materials to customize the course to meet their particular objectives. Students will complete and submit their hands-on assignments and quizzes through the WileyPLUS environment. In addition, the authors have taken full advantage of the rich multimedia learning environment in WileyPLUS to provide demonstrations of each process step discussed in the text. We have also embedded videos of real- world examples that highlight the key concepts in each chapter. WileyPLUS can complement the printed textbook. Alternatively, stu- dents can purchase the full textbook and additional materials digitally through WileyPLUS. Hands-on Exercises Hands-on assignments are provided to students online. Students will access the assignments via WileyPLUS and complete them in a live SAP system (GBI 2.0). They will then submit the exercises digi- tally to the instructor for easy grading. Demonstrations: Recorded demonstrations of each key process activ- ity in every chapter are available on WileyPLUS for both instructors and stu- dents. Instructors can use the demonstrations in class discussions to illustrate key aspects of the content. Students can also access the demonstrations on WileyPLUS either while they are reading the chapters, to enhance their com- prehension of the material, or when they are completing the hands-on exer- cises, to refresh their memory of the activity. INSTRUCTOR’S SUPPLEMENTS This text is supported by many valuable tools to help instructors prepare and deliver engaging lectures and robust testing for conceptual understanding. Instructor supplements are accessible via WileyPLUS and via the Instructor’s Companion Site at www.wiley.com/college/magal. Supplements include the following: Instructor’s Manual: The Instructor’s Manual is the distillation of more than a decade of classroom experience in teaching an integrated process approach to ERP systems. It contains in–depth pedagogical materials designed xii
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WileyPLUS xiii to help instructors prepare their courses and deliver an engaging, multi-modal learning experience. Classroom Presentation Slides: Each chapter includes detailed class- room presentation slides with key concepts, lecture notes, textbook graphics, and discussion questions. Test Bank: A detailed test bank for each chapter is provided on the Instructor’s Companion Site. Each chapter contains multiple-choice, fill-in- the-blank, and true/false questions with multiple levels of difficulty for each question type. FEEDBACK The authors and publisher invite students and instructors to ask questions, provide comments, and communicate directly with the textbook team on the following Web site: www.extrabandwidth.com/forum
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Acknowledgments “Innovation is a team sport.” Tom Kelley, IDEO Integrated Business Processes with ERP Systems is the final product of thousands of hours of work, including invaluable contributions from a diverse group of people located around the world. The authors wish to acknowledge the following individuals for their assistance in preparing and reviewing the book. The authors are extremely grateful for the collaboration and technical efforts of Stefan Weidner and his team at the SAP University Competency Center at the Otto-von-Guericke-Universität Magdeburg to bring the GBI 2.0 system to life. Faculty and students in the ERP program in the Seidman College of Business at Grand Valley State University (http://www.gvsu.edu/business/erp/) were also instrumental in developing the GBI system. In particular, we would like to acknowledge the contributions of the following Seidman students: James Anderson, Philipp Claus, Kevin Coolman, Jacob DeLuca, Morgan Hickman, Corey Holstege, Michael Martin, Steve Merritt, John Morrissey, Brandon Stickel, Alice Yamada, and Sandell Wall. We also appreciate the technical assis- tance provided by Chris Gillespie. Particularly helpful was Prof. David Cannon, who patiently clarified numerous concepts in accounting. We are very grateful for the efforts of Robert Weiss, our development editor, who tirelessly reviewed and edited our work and provided invaluable guidance in improving it. We also wish to thank the “super” reviewers and reviewers for their efforts to ensure that this book achieved the high standards we set for it. “SUPER” REVIEWERS: • Anthony Pittarese, East Tennessee State University • Jane Fedorowicz, Bentley University • Paul Hawking, Victoria University • Rod Sager, Grand Valley State University • Robert Szymanski, University of Central Florida xiv
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Acknowledgments xv REVIEWERS: • Donna Everett, Morehead State University • William Mackinnon, Clarkson University • Earl McKinney, Bowling Green State University • Jeff Mullins, University of Arkansas • Al Pilcher, Algonquin University • Pamela Schmidt, University of Arkansas • Felicitas Ju Huang Seah, National University of Singapore • Venkataramanan Shankararaman, Singapore Management University • Catherine Usoff, Bentley College • Bindiganavale Vijayaraman, University of Akron • William Wagner, Villanova University • Tom Wilder, California State University, Chico A very special thanks to Lou Thompson at the University of Texas- Dallas, who helped to create the instructor’s manual and supplements, and to Ross Hightower from Texas A&M, who assisted us greatly with the Material Planning chapter. Finally, we wish to recognize the efforts of Beth Lang Golub, Mike Berlin, Elizabeth Mills, and their colleagues at Wiley for keeping us moving and get- ting this book completed. Writing a book can be stressful at times, especially for the authors’ fami- lies. Their patience and encouragement throughout this long and arduous pro- cess have been invaluable. They have our deepest gratitude and appreciation. We are very grateful to Don Bulmer and Bob Lobue for their executive support for this book at SAP, with an extra special thanks to Charla Pachucki from SAP Education for ensuring that we stayed true to the SAP material. The authors and publisher gratefully acknowledge SAP’s kind permis- sion to use its trademarks in this publication. This publication contains references to the products of SAP AG. SAP, R/3, SAP NetWeaver, other SAP products and services mentioned herein are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. Business Objects and the Business Objects logo, BusinessObjects, Crystal Reports, Crystal Decisions, Web Intelligence, Xcelsius and other Business Objects products and services mentioned herein are trademarks or registered trademarks of Business Objects in the United States and/or other countries. SAP AG is neither the author nor the publisher of this publication and is not responsible for its content, and SAP Group shall not be liable for errors or omissions with respect to the materials.
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Author Biographies Simha R. Magal, Ph.D., is professor of management (MIS) and director, ERP initiative, in the Seidman College of Business at Grand Valley State University. He received his doctorate from the University of Georgia. His pri- mary research interests include e-business and enterprise systems. Dr. Magal’s articles have appeared in such publications as MIS Quarterly, Journal of MIS, and Information and Management, among others, and he has served on the editorial boards of several journals. He also served as co-chair of the inaugural conference of the Midwest Association for Information Systems (MWAIS) in 2006 and as president of MWAIS during 2008–2009. Dr. Magal has taught courses related to business processes and enterprise systems that utilize SAP for more than a decade. He is an SAP-certified associ- ate consultant and a TERP10 academy instructor. Jeffrey Word, Ph.D., is vice president of product strategy at SAP AG. He is responsible for defining SAP’s future product strategy and for fostering prod- uct innovation within SAP. Dr. Word has worked for several Global 1000 com- panies in the high-tech industry for nearly 20 years, specializing in business consulting and IT strategy. At SAP, he has driven the evolution of the com- pany’s enterprise technology strategy, with a special focus on corporate process improvement initiatives and services-based IT architecture design. Dr. Word earned his Ph.D. in information systems at Manchester Business School in England. His research focused on event-driven process design and next-generation enterprise architecture. He previously earned an MBA in international management from the Thunderbird School of Global Management and a BA in European studies and Spanish from the University of Oklahoma. Other books by these authors: Magal, S. and Word, J. (2009). Essentials of Business Processes and Information Systems. John Wiley & Sons. Hoboken, NJ. Word,J (ed.) (2009).Business NetworkTransformation:Strategies to Reconfigure Your Business Relationships for Competitive Advantage. Jossey-Bass (Wiley), San Francisco, CA. Woods, D., and Word, J. (2004).SAP NetWeaver for Dummies. Wiley Publishing Inc., Indianapolis, IA. xvi
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CHAPTER 4 The Procurement Process1 1 C H A P T E RC H A P T E R Introduction to Business Processes LEARNING OBJECTIVES After completing this chapter you will be able to: 1. Define the functional organizational structure, and explain why this structure creates problems for modern businesses. 2. Describe key business processes in an organization. 3. Identify the main integration points between and among processes. 4. Understand the cross-functional nature of processes and their relationship to organizational areas. 5. Adopt and apply an integrated perspective to business processes. 6. Describe organizational structure of Global Bike Incorporated. 7. Explain how the SAP® ERP system promotes an integrated approach to business processes. Acourses in accounting,t this point in your university career, you have probably begun takingoperations,MIS,and other disciplines. These courses have introduced you to some basic business concepts and exposed you to different aspects of how a business operates. You have also begun to master several technology tools that will be very useful in your future career, such as office productivity tools to create spreadsheets, presentations, and docu- ments. The course for which you are using this textbook deals with integrated business processes and the enterprise systems (ES) that support them. The con- cepts and skills you will gain from this course are different from what you have experienced previously, and you will need to approach this course with a different perspective. 1
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2 CHAPTER 1 Introduction to Business Processes THE FUNCTIONAL ORGANIZATIONAL STRUCTURE To successfully master the concepts in this textbook, you must first begin to think holistically about the operations of a business. The most common orga- nizational structure you are likely to encounter is the functional structure. Organizations that utilize a functional structure are divided into functions, or departments, each of which is responsible for a set of closely related activities. For example, the accounting department sends and receives payments, and the warehouse receives and ships materials. Typical functions or departments found in a modern organization include purchasing, operations, warehouse, sales and marketing, research and development, finance and accounting, human resources, and information systems. The vertical columns in Figure 1-1 identify the key functions in a typical company. Figure 1-1: The functional structure Although most companies maintain vertical (or functional) silos to compartmentalize their operational units, the integrated business processes that companies use to perform their work cut across these silos horizontally. Business processes, such as the procurement and fulfillment processes dis- cussed later in the chapter, consist of activities that occur in different, seemingly unrelated functions or departments. In other words, these processes are cross- functional, meaning no single group or function is responsible for their execu- tion. Rather, it is a shared responsibility among many functional areas. The cross-functional nature of business processes is also illustrated in Figure 1-1. For a process to be successfully completed, then, the company must rely on each functional group to execute its individual steps in the process in a coor- dinated way, which, as we shall see, may not be an easy thing to accomplish. THE SILO EFFECT The functional structure served organizations well for a number of years because it enabled them to cope with the challenges generated by their rapid growth. Over time, however, this system developed a serious drawback. Put
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