Page 1 of 2

CIIent Gupta Power and lnfrastructures LImIted(GPlL)

AssIgnment SAF Buslness Blueprlnt Revlew
Module Flnance & Controlllng

Prepared by Fallav Coyal DT: 15-0T-2010
RevIewed by DT: 15-0T-2010

lSSUE LOG Ref. No.
Day & Date Day Frlday, 15 |uly 2010
PIace CFlL, Corporate offlce, Bhubhneshwar


CIIent
PersonneI
Mr.Anll |ha|arla, Mr. Mundra
EY PersonneI Fallav Coyal
Others Mr. Chlnmaya Blswal (KFlT)

The Ernst & Young team had a dlscusslon wlth the CFlL process owners for FInance to appralse
them on the concerns ln the Buslness Blueprlnt (BBF) document for Flnance and Controlllng module
Area Clst of Dlscusslon CFlL Comment
Financial
Accounting
The Business Blueprint (BBP) document does not
contain GPIL specific process. A generic
description of all the Finance process are
mentioned in BBP but how they are applicable to
GPIL or the GPIL specific solution for the finance
process in SAP are not mentioned in BBP.
Agreed, the BBP will be
modified to incorporate
the GPIL specific
solutions.
General Ledger
Exchange
Rate
The Business Blueprint (BBP) document does not
contain the details about the exchange rate
maintenance including customs exchange rates.
Since GPIL has exports and deals with foreign
currencies, it is recommended that the details of
exchange rate maintenance be specified in the
BBP.
Agreed, the same wlll be
lncorporated ln BBF
General
Ledger- Non
Leading Ledger
The Business Blueprint (BBP) document does not
specify that a non leading ledger should be created
for parallel reporting for IGAAP and IFRS. The
GPIL may have to comply with IFRS in near future.
Agreed, the same wlll be
lncorporated ln BBF
General Ledger
- Organization
Structure
As per our discussion with the process owner, the
business area may not be required to be
configured to meet the reporting requirements.
Also SAP does not recommend using business
area concept as there is no further development to
improve the functionality.
2rganlsatlon structure
wlll be changed and
Segments wlll be used
lnstead of Buslness Area.
Cash payment
Advance
Payment
BBP does not specify the process of handling cash
imprest to employee or cash advances to
employee. The standard SAP does not directly
support the Advance cash payment. It is
recommended that the process should be
documented in BBP
Agreed, the Z
development and
process wlll be
lncorporated ln BBF.
Vendor down
payment

The BBP document does not specify the process
for Vendor Advance payment like from creation of
advance request to advance payment. As per the
GPIL requirement the Vendor Advance payment
should be linked with the Purchase Order. It is
Agreed, the same wlll be
lncorporated ln BBF

Page 2 of 2
recommended that process details should be
specified in BBP.
Account
Payable GTA
The BBP document does not specify the process of
GTA payment on the transporters bills. It is
recommended that process details should be
specified in BBP.
Agreed, the same wlll be
lncorporated ln BBF
Account
Payable - TDS
The BBP does not specify the process of deduction
of TDS on the payment to Non Resident. The
process for deduction of TDS on the payment to a
non resident should be included in BBP.
Agreed, the TDS ls pald
on ECBs.
Account
Receivable
Customer
Retention
The BBP document does not specify the process of
retention made by the customer. It is
recommended that process details should be
specified in BBP.
Agreed, the same wlll be
lncorporated ln BBF
Account
Receivable -
TCS
The business blueprint (BBP) document does not
mention the Tax Collection at Source (TCS)
process which is applicable to GPIL.
Agreed, the same wlll be
lncorporated ln BBF
Account
Receivable -
DEPB
The BBP document does not specify the process of
tracking the DEPB licence in SAP. It is
recommended that process details should be
specified in BBP.
Agreed, condltlon type
can be malntalned ln
prlclng procedure to
track the DEFB amount.
Account
Receivable
Sales Billing
BBP does not specify the how the system will
handle export billing wherein taxes are not billed to
client and instead recovered from other
government agencies. It is suggested that a
separate condition type can be used in pricing to
handle the scenario. The same should be
incorporated in BBP.
Agreed, the same wlll be
lncorporated ln BBF
Controlling-
Cost Centers
The current expenses wise Cost Center structure is
not adequate for the GPIL. It is recommended that
the cost center structure should be amended and a
department wise cost center structure should be
formulated.
2rganlsatlon structure
wlll be changed
accordlngly and wlll be
lncorporated ln BBF.
Controlling -
COPA
The sales order wise profitability is mentioned as
GAP in controlling BBP. The same can be
achieved through the COPA. It is recommended
that it should be removed from the GAP and the
scenario should be considered while configuring
COPA.
Agreed, the same wlll be
lncorporated ln BBF
Controlling -
COPA
The BBP does not specify the how the discount
amount on purchase from NALCO (If not realized)
will be apportioned to sales order for getting the
sales order wise profitability. It is recommended
that process for assessment or Z development
should be incorporated in BBP document.
Agreed, the same wlll be
lncorporated ln BBF