Product Cost Controlling with SAP

John Jordan

• Publisher: SAP PRESS
• Year: 2016
• Print ISBN: 9781493212699
• eBook ISBN: 9781493212705
• Edition: 3
• Topic: Computer Science
• Subtopic: Computer Science General
• Index: Computer Science

Looking for a comprehensive guide to product costing in SAP (SAP CO-PC)? With this best-seller, you'll begin with a breakdown of how to manage master data and configure settings in SAP CO. Next, you'll learn the nitty-gritty details of integrated planning, from creating cost estimates to handling planned costs, actual costs, and final settlements. Contains coverage of SAP HANA, current trends in product cost controlling, and other new functionalities! Configuration Learn to manage your master data and tailor your configuration settings based on your particular business requirements. Functionality Understand and implement key functionalities including standard cost estimates, work in progress and variance calculations, reporting, and analysis. Advanced Topics Find answers to your questions about the Material Ledger, subcontracting, delivery costs, user exits, mixed-cost estimates, and more.

Highlights:

• Integration planning
• Master data
• Configuration settings
• Material Ledger confirmation
• Costing variants
• Unit cost estimates
• Simultaneous costings
• Overhead
• WIP calculations
• Settlement
• -Reporting and analysis

Part I

Integrated Planning

Integrated planning begins during the budget preparation for future fiscal periods or years. Sales mangers enter planning data into either Profitability Analysis (CO-PA), sales and operations planning (S&OP), or some other planning component or system. This initial sales planning data is transferred seamlessly to other components such as long-term planning, material requirements planning (MRP), and cost center planning, where detailed procurement and operations plans are derived from the sales plan.

Planning information is generated from projected sales plans over the next one to three years or longer. Sales information entered into CO-PA can provide a basis for planning future purchasing and production requirements in other components. Standard cost estimates are created from the detailed production plan information. They can then be returned to CO-PA to allow margin analysis based on budget sales and cost information provided by standard cost estimates.

After integrated planning is completed, we’ll examine the Product Cost Planning process in Part II, followed by the Cost Object Controlling process in Part III, and finally the information system and trends in Part IV.

Let’s get started with Part I by looking at the integrated planning process.

Integrated planning allows you to plan production and procurement costs based on planned sales quantities.

1Integrated Planning

Integrated planning allows you to take advantage of a fully integrated system such as an SAP system. You can enter a sales plan to determine a production plan and manufacturing costs. Together with cost center plan costs, this allows you to calculate planned activity rates and standard cost estimates, which plan the cost of manufacture for each product. This process, also known as driver-based planning, allows you to plan costs based on sales quantities, which is a best practice in the manufacturing industry.

One of the main advantages of using the integrated planning functionality is that you can compare planned costs with actual costs, and you can determine the reason for the difference between them, which forms the basis for variance analysis. You can then use this as an iterative process to improve your period-by-period and year-by-year sales and production planning.

Many alternatives for entering and processing plan data are available in SAP systems. In this chapter, we’ll examine entering sales data in Profitability Analysis (CO-PA) and then follow a typical flow from sales and operations planning (S&OP) to long-term planning to Cost Center Accounting (CCA). A sales manager typically enters a sales plan into either CO-PA or S&OP and analyzes multiple sales scenarios. You can then convert a preferred sales plan into a production plan, which you can then transfer to long-term planning.

Long-term planning then accesses the bill of materials (BOM) and routingto determine component procurement and cost center capacity requirements. A BOM is a hierarchical structure of components and subassemblies, whereas a routing lists operations and standard values required to manufacture a finished product.

Activity-scheduled quantities are then transferred from long-term planning to CCA, where, together with cost center planning data, activity and overhead rates are calculated. We'll start initial planning by entering a sales plan in CO-PA.

1.1Profitability Analysis

Sales managers can enter the quantity of finished products they expect to sell in future budget periods with Transaction KEPM or by following the menu path Accounting • Controlling • Profitability Analysis • Planning • Edit Planning Data. Enter the operating concern and press (Enter) to display the Planning levels section of the screen shown in Figure 1.1.

Figure 1.1Planning Package for CO-PA Planning

Expand Planning levels IDES100 and double-click planning package IDES100 to display Planning methods in the lower left of the screen. Expand the Enter planning data node and then double-click IDES100 to enter planning data on the right side of the screen.

After you have entered sales planning data in CO-PA, you can do one of the following:

• Transfer quantities to S&OP (or other components) by following the menu path Accounting • Controlling • Profitability Analysis • Planning • Integrated Planning.
• Create a planning scenario with Transaction MS31 and access the CO-PA data directly with long-term planning, which we'll discuss further in Section 1.4.

We'll follow an example of transferring CO-PA data to S&OP so you can see this functionality.

1.2Sales and Operations Planning

You can enter a sales plan for future periods and fiscal years directly into the standard S&OP component, or you can transfer the data from other components such as CO-PA. You can enter the sales plan for a product group, which you can disaggregate to lower members or enter directly for individual materials. The production plan is determined from the sales plan and then transferred from S&OP to long-term planning. If the production plan is determined from the sales plan on a spreadsheet, you can enter it manually into planned independent requirements in demand management.

Flexible planning with advanced functionality is also available, although this requires configuration and advanced settings. You should first see if the standard, preconfigured S&OP meets your busines...

Table of contents

• Dear Reader
• Notes on Usage
• Table of Contents
•   Preface
• Part I   Integrated Planning
• 1   Integrated Planning
• Part II   Product Cost Planning
• 2   Controlling Master Data
• 3   Material Master Data
• 4   Logistics Master Data
• 5   Costing Sheets
• 6   Cost Components
• 7   Costing Variant Components
• 8   Costing Variant Tabs
• 9   Standard Cost Estimates
• 10   Preliminary Cost Estimates
• 11   Unit Cost Estimates
• Part III   Cost Object Controlling
• 12   Preliminary Costing
• 13   Simultaneous Costing
• 14   Overhead
• 15   Work in Process
• 16   Variance Calculations
• 17   Settlement
• 18   Special Topics
• Part IV   Information System and Trends
• 19   Information System
• 20   Trends in Product Cost Controlling
• 21   Conclusion
• A   Additional Resources
• B   Bibliography
• C   Glossary
• D   The Author
• Index
• Service Pages
• Legal Notes