You are on page 1of 75

SERVICE REPORT

CONTINUOUS QUALITY CHECK:


Business Process Analysis
Confidential

SAP System ID SID

Product SAP ECC 6.0

605

DB System Oracle

Customer Customer Ltd


Walldorf
Germany

Service Center SAP Support, Dresden


Telephone +49 351 4811 3335
email performance@sap.com

Date of Service 10.12.2013


Date of Report 10.12.2013 Installation No.
Author Author Customer No.

This report contains confidential customer data and may be viewed only by SAP AGS employees, authorized SAP
partners, and customer employees. Do not distribute it to other parties.
BPA Service Session Customer Ltd 10.12.2013

1 Executive Summary
Disclaimer
Bear in mind that all assumptions and ratings in this presentation are based on our general experience with other
customers and that the findings are not necessarily business-critical in your particular case.
The following general rule of thumb applies to most ratings of application-related backlog key figures:
GREEN – the backlog is smaller than one day of typical daily throughput
YELLOW – the backlog is between one and five days of typical daily throughput
RED – the backlog is above five days of typical daily throughput

All recommendations in this report are based on our general experience only. We advise you to test our
recommendations before using them in your production system.
Note
Overdue or exceptional business documents could be included in the measurements as a result of system errors
(for example, user handling issues, configuration or master data issues, open documents on inactive
organizational units or document types). Often, these documents are not processed further by the business
departments and do not have a direct impact on customer satisfaction, revenue, or working capital.
Please note however that these documents could have negative impacts on other areas such as supply chain
planning accuracy, performance (of other transactions, reports, or processes), and data and reporting quality.

1.1 Value Categories

SCALE DEFINITION REGARDING PROBABLE IMPROVEMENT POTENTIAL


Low Medium High
0 - 30 31 - 70 71 -100
The graphic above shows the improvement potential by value category. Key figures are balanced for the
calculation - green by 1, yellow by 50, and red by 100.

Customer Satisfaction targets correct delivery date, billing, as well as service quality and quantity.
Revenue Stream concentrates on correct billing and payments (time and accuracy).
Supply Chain Planning focuses on delays and accuracy in the Order to Cash, procurement and manufacturing
process.
Period End Closing looks into billing documents, final document flags, cost assignments, and runtime aspects.
Working Capital covers delayed or unassigned payments, earnings and expenses in cash discount.

The table below reflects the number of key figures per value category by its rating (green, yellow, red) - along with
the calculated improvement potential and total amount of key figures.
Not collected key figures can be referred to as if rated green (meaning that there is no potential) for calculating the
probable improvement potential (see the ‘Not Collected Equals GREEN’ column). The value will then decrease.
The 'Rating' column is specified as GREEN/YELLOW/RED/UNDEFINED/TOTAL MAXIMUM.
Executive Summary 2/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Value Category Calculated Potential Ratings Not Collected Equals GREEN


Customer Satisfaction LOW - [10] 4/1/0/0/5 
Revenue Stream MEDIUM - [56] 2/3/3/0/8 
Supply Chain Planning LOW - [25] 3/0/1/0/6 
Period End Closing LOW - [17] 2/1/0/0/5 
Working Capital MEDIUM - [42] 2/1/2/0/6 
Interface Management MEDIUM - [57] 1/2/3/0/7 

POSSIBLE NEGATIVE IMPACT ON CUSTOMER SATISFACTION


Rating Finding / Possible Impact
0.0 % of sales order schedule lines were rescheduled for two or more days – a total of 0 sales order items
schedule lines were identified that initially have not yet been confirmed.
The identified schedule lines could indicate situations in which you could not confirm the required delivery
date from your customer.
285 open sales orders were found that were not delivered or only partially delivered with at least one
schedule line that has a goods issue date in the past.
The identified sales orders could indicate situations in which the confirmed delivery date cannot be met
and the delivery to your customer could be delayed. This could have a negative impact on customer
satisfaction.
0 open sales orders were identified that have not been delivered but have already been billed.
The identified sales orders could indicate situations in which you have already fully billed your customer
but have not yet fully delivered. This could have a negative impact on customer satisfaction.
0 return orders were identified in a reference period of the last 30 days (by default).
The identified return orders could indicate situations in which your respective customer was not satisfied
with your delivered service (quality issue, wrong material, or wrong delivery date, for example). This could
have a negative impact on customer satisfaction.
4 outbound deliveries overdue for more than one day without a goods issue posting were identified.
The identified deliveries could indicate situations in which the delivery date cannot be met and the
delivery to your customer could be delayed.

POSSIBLE NEGATIVE IMPACT ON REVENUE STREAM


Rating Finding / Possible Impact
5744 open sales orders were identified that have not yet been billed or have only been partially billed.
The identified sales orders could indicate situations in which services have been provided to your
customer, but for which you cannot expect a corresponding customer payment (lost revenue) because a
billing document has not yet been created.
95 credit memo request items were identified.
The identified credit memo requests could indicate situations in which avoidable repayments have to be
made to your customers (for reasons related to order quality or delivery of the wrong material, for
example). This could have a negative impact on revenue stream.
4 outbound deliveries with overdue invoices were identified.
The identified deliveries could indicate situations in which goods have already been shipped to your
customer, but for which you cannot expect a corresponding customer payment because a billing
document has not yet been created.
29 invoices that have not been posted to FI and that are older than one day were identified.
The identified sales invoices could indicate situations in which the corresponding sales transaction is not
reflected in accounts receivable (FI-AR). This could lead to a lack of transparency for overdue customer
payments, and no dunning is possible. With customer payments, this could lead to unallocated cash since
the payment cannot be assigned to an open FI-AR item.
34337 bank statement items were identified that have not been fully posted.
The identified bank statements could indicate situations where bank statements received from your house
bank cannot be posted completely in the SAP ERP system (because the payment reference is missing,
incorrect, or not readable, for example). This means that the payment cannot be assigned to an open
customer item in FI-AR and could lead to unallocated cash.
0 lockbox items were identified that have not been completely posted.

Executive Summary 3/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Rating Finding / Possible Impact


All electronic bank statement (lockbox for US company codes) items received from your house bank are
shown that cannot be fully posted in the SAP ERP system.
16257 overdue open FI-AR items (including two fiscal years in the past) were identified for company code
1101.
The identified open and overdue customer items could indicate situations where your customers did not
pay on time or where customer payments could not be assigned to corresponding open items
(unallocated cash).
72 days of average lead time were identified for all invoice items that were cleared in the analyzed
reference period.
Long lead times could indicate situations in which customer payments are delayed.

POSSIBLE NEGATIVE IMPACT ON SUPPLY CHAIN PLANNING


Rating Finding / Possible Impact
0.0 % of sales order schedule lines were rescheduled for two or more days – a total of 0 sales order items
schedule lines were identified that initially have not yet been confirmed.
The identified schedule lines could indicate situations in which you could not confirm the required delivery
date from your customer.
0 planned orders (external procurement) were identified for which the planned opening date is in the past.
The identified planned orders could indicate current delays in your purchasing process. The identified
planned orders could also indicate (old) supplying elements that are considered in current ATP and
material requirement planning (MRP) calculations, which could lead to inaccurate planning results.
82 purchase requisition items were identified that are open and overdue by more than 10 days.
The identified purchase requisitions could indicate current delays in your purchasing process. The
identified purchase requisitions could also indicate (old) supplying elements that are considered in current
ATP and material requirement planning (MRP) calculations, which could lead to inaccurate planning
results.
9024 purchase order items were identified that are overdue by more than 10 days and that are not yet
completely delivered.
The identified purchase orders could indicate current delays in your purchasing process. The identified
purchase orders could also indicate (old) supplying elements that are considered in current ATP and
material requirement planning (MRP) calculations, which could lead to inaccurate planning results.

POSSIBLE NEGATIVE IMPACT ON PERIOD END CLOSING


Rating Finding / Possible Impact
4 outbound deliveries with overdue invoices were identified.
The identified deliveries could indicate situations in which goods have already been shipped to your
customer, but for which you cannot expect a corresponding customer payment because a billing
document has not yet been created.
29 invoices that have not been posted to FI and that are older than one day were identified.
The identified sales invoices could indicate situations in which the corresponding sales transaction is not
reflected in accounts receivable (FI-AR). This could lead to a lack of transparency for overdue customer
payments, and no dunning is possible. With customer payments, this could lead to unallocated cash since
the payment cannot be assigned to an open FI-AR item.
1 purchase order items were identified that are more than 30 days and without a final invoice indicator.
The "open purchase orders without final invoice indicator" could indicate situations that can lead to
incorrect open commitment items (German: Obligo) in Controlling.

POSSIBLE NEGATIVE IMPACT ON WORKING CAPITAL


Rating Finding / Possible Impact
16257 overdue open FI-AR items (including two fiscal years in the past) were identified for company code
1101.
The identified open and overdue customer items could indicate situations where your customers did not
pay on time or where customer payments could not be assigned to corresponding open items
(unallocated cash).
72 days of average lead time were identified for all invoice items that were cleared in the analyzed
reference period.

Executive Summary 4/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Rating Finding / Possible Impact


Long lead times could indicate situations in which customer payments are delayed.
32488 early payments before cash discount 1 were identified.
The identified early vendor payment could indicate situations in which you are paying your vendor
liabilities too early even though you still have some days left in which to take your cash discount, which
could lead to a loss of interest on your bank accounts.
0 MM invoices with different payment terms were identified in the reference period.
The identified MM invoices could indicate situations in which you might lose your cash discount.
0 SD invoices with different payment terms were identified in the reference period.
The billing documents identified where the payment terms in the document grant a higher discount to the
customer than in the corresponding customer master data might indicate situations where your company
is losing revenue/cash as it is giving unwanted (high) cash discounts.
Blocked items FI-AP for payment (cash discount loss)

POSSIBLE NEGATIVE IMPACT ON INTERFACE MANAGEMENT


Rating Finding / Possible Impact
15.4 % erroneous inbound IDocs were identified for the analyzed week.
0 qRFC inbound queues have the status "waiting".
1755 qRFC outbound queues have the status "waiting".
4 tRFC errors occurred during the analyzed week.
19 errors in workflows were identified.
524 erroneous batch input sessions (the ratio of erroneous vs. completed sessions is 13.1 ) were
identified in your system.
Erroneous IDocs (Outbound)

Executive Summary 5/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

2 Business Process Summary


2.1 Summary
The CQC Business Process Analysis helps to optimize the return on your investment in SAP ERP software by
identifying optimization potential for your core business processes.
This service can help you identify different problem areas, such as potential for old data reduction, process design
gaps (for example, configuration errors, missing closing steps of business documents), standardization issues,
missing end-user training, and so on. The Business Process Analysis can also help to define an initial scope for a
Business Process Monitoring implementation within SAP Solution Manager.

The CQC BPA Service for SAP ECC 6.0 system SID was delivered on 10.12.2013 in client 200 and revealed
optimization potential. The business throughput for this document was taken from the average working day
(normally Monday to Friday) of the week before the system analysis.

Based on determined 10 business throughput key figures, we derived 22 business backlog key figures. We found
at least 9 key figures with high backlog that we consider relevant for further analysis (see action plan). 7 key
figures have high backlog that is older than one year, and 4 have high backlog from more than 6 months ago. 0
key figures show high backlog that originated from the last 3 months and 0 key figures from the last 6 months.

The following key figures are the top ones with high absolute backlog:
- More than 978.300 Overdue Notifications
- About 523.500 Work Orders in phase released
- More than 34.300 Bank Statement Items not completed

The following key figures are the top ones with high throughput related backlog:
- More than 27.000 Work Orders in phase created [9 days calculated backlog]
- More than 9.000 Overdue Purchase Order Items [28 days calculated backlog]

The following key figures are the top ones with high backlog that is older than one year:
- More than 27.000 Work Orders in phase created [80% older 12 months]
- About 290 Sales Order Schedule Line Items overdue [85% older 12 months]
- About 290 Orders (GI date in past but not delivered) [77% older 12 months]

Based on the business throughput that is shown in section 2.2, the results are outlined in general in section 2.3 of
this service report and an action plan is provided in section 2.4. Detailed data can be found in chapter 3 of this
document.
The results of this report can be discussed in a conference call together with the complete concept of Business
Process Monitoring and Business Process Analytics.

Note: All recommendations provided in this report are based on our general experience only and need further
detailed analysis to evaluate their criticality to your specific business. We advise you to test our recommendations
before using them in your production system.

Business Process Summary 6/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

2.2 Considered Business Throughput


The following table provides an overview of the business throughput that was determined. These throughput
values are compared with backlog values to estimate the backlog in terms of days, which is the basis for an
evaluation in this report.
BUSINESS THROUGHPUT OF CONSIDERED TIME FRAME
ID Business Object Context Maximum Average
Value Value
1 Sales Orders Order to Cash: Sales Orders 237 109
2 Outbound Deliveries Order to Cash: Outbound Deliveries 8 3
3 Invoices Order to Cash: Invoices 218 157
4 Planned Orders w. Opening Date in Procure to Pay: Planned Orders (external 0 0
Offset (next 7days) (ext.) procurement)
5 Purchase Requisition Items Procure to Pay: Purchase Requisitions 368 129
6 Purchase Order Items Procure to Pay: Purchase Orders 555 272
7 Inbound Deliveries Procure to Pay: Inbound Deliveries 0 0
8 Stock Transport Order Items Replenishment: Stock Transport Orders 0 0
9 Notifications Plant Maintenance: Notifications 6376 3180
10 Work Orders Plant Maintenance: Work Orders 5574 2580

2.3 Business Process Summary


BUSINESS PROCESS OVERVIEW
Rating Business Process
Order to Cash
Procure to Pay
Plant Maintenance
Finance
Cross Application

The following tables list our findings in relation to the determined weekly maximum throughput (TP Max), the
backlog within the last 3 months (BL Young), and the backlog older than 12 months (BL Old).
FINDINGS - ORDER TO CASH
Rating Context Finding BL BL TP
Young Old Max
Sales Orders 0.0 % of sales order schedule lines were rescheduled for two or - - 237
more days – a total of 0 sales order items schedule lines were
identified that initially have not yet been confirmed.
Sales Orders 91 missing fields were found in sales order items that were not 24% 20% 237
maintained.
Sales Orders 285 open sales orders were found that were not delivered or only 4% 77% 237
partially delivered with at least one schedule line that has a goods
issue date in the past.
Sales Orders 291 open sales order schedule line items were found that were 2% 85% 237
not delivered or only partially delivered with at least one schedule
line that has a goods issue date in the past.
Sales Orders 5744 open sales orders were identified that have not yet been 23% 7% 237
billed or have only been partially billed.
Sales Orders 0 open sales orders were identified that have not been delivered - - 237
but have already been billed.
Sales Orders 0 return orders were identified in a reference period of the last 30 - - 237
days (by default).
Sales Orders 95 credit memo request items were identified. - - 237
Outbound 4 outbound deliveries overdue for more than one day without a 0% 100% 8
Deliveries goods issue posting were identified.
Business Process Summary 7/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Rating Context Finding BL BL TP


Young Old Max
Outbound 4 outbound deliveries with overdue invoices were identified. 0% 75% 8
Deliveries
Outbound 35 days of average lead time were identified for all delivery items - - 8
Deliveries with posted goods issue that have been invoiced within the
analyze d reference period.
Invoices 29 invoices that have not been posted to FI and that are older 21% 3% 218
than one day were identified.

FINDINGS - PROCURE TO PAY


Rating Context Finding BL BL TP
Young Old Max
Planned Orders 0 planned orders (external procurement) were identified - - 0
(external for which the planned opening date is in the past.
procurement)
Purchase 82 purchase requisition items were identified that are 6% 76% 368
Requisitions open and overdue by more than 10 days.
Purchase Orders 9024 purchase order items were identified that are 16% 70% 555
overdue by more than 10 days and that are not yet
completely delivered.
Purchase Orders 1 purchase order items were identified that are more than 0% 100% 555
30 days and without a final invoice indicator.
Invoices 322 vendor invoices items were identified which were 10% 42%
created more than 30 days ago and still have not been
released for payment.

FINDINGS - PLANT MAINTENANCE


Rating Context Finding BL BL TP
Young Old Max
Notifications 978341 notifications were identified that are overdue by more than 5% 70% 6376
30 days.
Work 27038 work orders in the "created" phase that are older than 30 4% 80% 5574
Orders days were identified.
Work 523502 work orders were identified that are in the "released" 4% 68% 5574
Orders phase, created more than 60 days ago, and that have not yet
been technically closed.
Work 50 failed goods movements (COGI entries) have been identified 4% 74% 5574
Orders for which the creation date is more than one day ago.

Business Process Summary 8/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

FINDINGS - FINANCE
Rating Context Finding BL BL TP
Young Old Max
Bank Statements 34337 bank statement items were identified that have not 5% 24%
been fully posted.
Lockbox 0 lockbox items were identified that have not been completely - -
posted.
Open Items 16257 overdue open FI-AR items (including two fiscal years - -
(customer) in the past) were identified for company code 1101.
Open Items 19773 overdue open FI-AP items (including two fiscal years - -
(vendor) in the past) were identified for company code 1101.
Payments 72 days of average lead time were identified for all invoice - -
(customer) items that were cleared in the analyzed reference period.
Payments 32488 early payments before cash discount 1 were identified. - -
(vendor)
Payment Terms 0 MM invoices with different payment terms were identified in - -
the reference period.
Payment Terms 0 SD invoices with different payment terms were identified in - -
the reference period.

FINDINGS - CROSS APPLICATION


Rating Context Finding
Background Job 0.7 % of jobs were canceled on the peak day of the analyzed week.
Management
IDocs Inbound 15.4 % erroneous inbound IDocs were identified for the analyzed week.
Queues 0 qRFC inbound queues have the status "waiting".
Queues 1755 qRFC outbound queues have the status "waiting".
Queues 4 tRFC errors occurred during the analyzed week.
Workflow 19 errors in workflows were identified.
Batch Input 524 erroneous batch input sessions (the ratio of erroneous vs. completed
sessions is 13.1 ) were identified in your system.
Update Tasks 52 errors in update tasks occurred during the analyzed week.

Business Process Summary 9/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

2.4 Action Plan


The following table contains the backlog key figures that, according to our rating rules, lead to a red rating when
compared with the related throughput key figures.
ACTION PLAN
Issue Recommended Action
[1] Order to Cash: Together with your business department, assess whether the orders
5744 open sales orders were identified that should be relevant for billing. If not, evaluate whether the current
have not yet been billed or have only been configuration settings can be changed based on your business
partially billed. requirements. Also consult with your business department to
determine whether the open sales documents still need to be billed
or whether the document can be rejected and archived with archiving
object SD_VBAK.
[2] Order to Cash: Together with your business department, analyze why the lead time
35 days of average lead time were between goods issue posting for the delivery item and invoice
identified for all delivery items with posted creation is so long.
goods issue that have been invoiced within
the analyzed reference period.
[3] Procure to Pay: Together with the relevant business units, determine which of the
9024 purchase order items were identified overdue purchase order items are still active and have open
that are overdue by more than 10 days and quantities that are still to be delivered. For overdue purchase order
that are not yet completely delivered. items for which the outstanding goods receipt quantity will no longer
be delivered, ask the business units to set the 'Delivery Completed'
indicator. Otherwise, these purchase order items with open goods
receipt quantities cannot be archived and will continue to remain in
the system.
[4] Plant Maintenance: Assess whether end-users are bypassing the system and not
978341 notifications were identified that are following proper procedures to close the notifications. Also assess
overdue by more than 30 days. whether the notifications can be completed (Menu bar: PM
Notification > Functions > Complete and PM Notification > Functions
> Deletion Flag > Set) and archived with archiving object PM_QMEL
or SM_QMEL.
[5] Plant Maintenance: Together with your business department, determine whether the
27038 work orders in the "created" phase work orders still need to be released from a business perspective. If
that are older than 30 days were identified. not, assess whether you can set the deletion indicator (by choosing
Functions > Deletion flag > Set). Also assess whether the obsolete
work orders can be archived with archiving object PM_ORDER.
[6] Plant Maintenance: Together with your business department, determine whether
523502 work orders were identified that are technical closure of the work orders is required. Also assess whether
in the "released" phase, created more than you can set the deletion indicator (by choosing Functions -> Deletion
60 days ago, and that have not yet been flag -> Set) and whether the obsolete work orders can be archived
technically closed. with archiving object PM_ORDER.
[7] Finance: Together with your business department, assess why the bank
34337 bank statement items were identified statement items could not be completely posted.
that have not been fully posted.
[8] Finance: Together with your business department, analyze why the lead time
72 days of average lead time were between invoice item creation and customer payment is so long.
identified for all invoice items that were
cleared in the analyzed reference period.
[9] Finance: Together with your business department, assess why the FI-AP
32488 early payments before cash discount payments have been posted so early (before cash discount 1).
1 were identified.
[10] Cross Application: Assess the IDoc errors for the respective message type using
15.4 % erroneous inbound IDocs were transaction BD87 and resolve any problems.
identified for the analyzed week.
[11] Cross Application: Assess the qRFC errors in transaction SMQ1 and resolve any
1755 qRFC outbound queues have the problems in accordance with SAP Note 378903.
status "waiting".

Business Process Summary 10/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Issue Recommended Action


[12] Cross Application: Evaluate the batch input errors using transaction SM35 and resolve
524 erroneous batch input sessions (the any problems. Also verify whether a proper governance process is
ratio of erroneous vs. completed sessions established for batch input processing.
is 13.1 ) were identified in your system.

2.5 Age Distribution of Backlog Key Figures


The following table provides a complete age distribution overview of all backlog key figures that are the focus of
the detailed sections further below in the report. It is sorted according to the share of the backlog that is older 12
months (>12 mths).
AGE DISTRIBUTION OVERVIEW
Nr < 3 3 - 6 6 - 12 > 12 Total Rating Backlog Specification
mths mths mths mths Backlog
1 21% 45% 31% 3% 29 Order to Cash: Invoices
- Invoices not posted to FI
2 23% 33% 37% 7% 5744 Order to Cash: Sales Orders
- Orders not billed (Order related billing)
3 24% 48% 8% 20% 91 Order to Cash: Sales Orders
- Missing fields in incomplete sales order items
4 5% 48% 24% 24% 34337 Finance: Bank Statements
- Bank Statement Items not completed
5 10% 16% 32% 42% 322 Procure to Pay: Invoices
- Blocked invoices for payment
6 4% 11% 17% 68% 523502 Plant Maintenance: Work Orders
- Work Orders in phase released
7 5% 7% 18% 70% 978341 Plant Maintenance: Notifications
- Overdue Notifications
8 16% 6% 8% 70% 9024 Procure to Pay: Purchase Orders
- Overdue Purchase Order Items
9 4% 8% 14% 74% 50 Plant Maintenance: Work Orders
- Failed goods movements
10 0% 25% 0% 75% 4 Order to Cash: Outbound Deliveries
- Outbound Deliveries with overdue Invoices
11 6% 1% 17% 76% 82 Procure to Pay: Purchase Requisitions
- Overdue Purchase Requisition Items
12 4% 12% 7% 77% 285 Order to Cash: Sales Orders
- Orders (GI date in past but not delivered)
13 4% 6% 10% 80% 27038 Plant Maintenance: Work Orders
- Work Orders in phase created
14 2% 9% 5% 85% 291 Order to Cash: Sales Orders
- Sales Order Schedule Line Items overdue
15 0% 0% 0% 100% 4 Order to Cash: Outbound Deliveries
- Overdue Outbound Deliveries
16 0% 0% 0% 100% 1 Procure to Pay: Purchase Orders
- Purchase Order Items without Final Invoice Indicator

Business Process Summary 11/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

KEY FIGURES WITH NO AGE DISTRIBUTION


Nr Total Backlog Rating Backlog Specification
1 16257 Finance: Open Items (customer)
- Overdue open items FI-AR - 2 fiscal years in past
2 19773 Finance: Open Items (vendor)
- Overdue open items FI-AP - 2 fiscal years in past
3 72 Finance: Payments (customer)
- LT: Invoice Item -> Clearing
4 32488 Finance: Payments (vendor)
- Early Payments FI-AP (before cash discount 1)
5 35 Order to Cash: Outbound Deliveries
- LT: Delivery Item PGI -> INV
6 95 Order to Cash: Sales Orders
- Credit Memo Requests

Business Process Summary 12/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Table of Contents
1 EXECUTIVE SUMMARY ....................................................................................................................................... 2
1.1 VALUE CATEGORIES ..........................................................................................................................2
2 BUSINESS PROCESS SUMMARY ....................................................................................................................... 6
2.1 SUMMARY .........................................................................................................................................6
2.2 CONSIDERED BUSINESS THROUGHPUT ...............................................................................................7
2.3 BUSINESS PROCESS SUMMARY..........................................................................................................7
2.4 ACTION PLAN ................................................................................................................................. 10
2.5 AGE DISTRIBUTION OF BACKLOG KEY FIGURES ................................................................................. 11
TABLE OF CONTENTS ......................................................................................................................................... 13
3 SYSTEM SID ....................................................................................................................................................... 14
3.1 ORDER TO CASH ............................................................................................................................ 14
3.1.1 Sales Orders ........................................................................................................................................ 15
3.1.2 Outbound Deliveries ............................................................................................................................. 28
3.1.3 Invoices ................................................................................................................................................ 30
3.2 PROCURE TO PAY ........................................................................................................................... 34
3.2.1 Purchase Requisitions .......................................................................................................................... 34
3.2.2 Purchase Orders .................................................................................................................................. 37
3.2.3 Invoices ................................................................................................................................................ 41
3.3 PLANT MAINTENANCE ..................................................................................................................... 44
3.3.1 Notifications .......................................................................................................................................... 44
3.3.2 Work Orders ......................................................................................................................................... 48
3.4 FINANCE ........................................................................................................................................ 57
3.4.1 Bank Statements .................................................................................................................................. 57
3.4.2 Open Items (customer)......................................................................................................................... 60
3.4.3 Open Items (vendor) ............................................................................................................................ 62
3.4.4 Payments (customer) ........................................................................................................................... 64
3.4.5 Payments (vendor) ............................................................................................................................... 66
3.5 CROSS APPLICATION ...................................................................................................................... 68
3.5.1 Background Job Management ............................................................................................................. 68
3.5.2 IDocs Inbound ...................................................................................................................................... 69
3.5.3 IDocs Outbound ................................................................................................................................... 70
3.5.4 Workflow............................................................................................................................................... 72
3.5.5 Batch Input ........................................................................................................................................... 73
3.5.6 Update Tasks........................................................................................................................................ 74
3.5.7 Miscellaneous....................................................................................................................................... 75

Table of Contents 13/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3 System SID
3.1 Order to Cash
The following table summarizes the key findings for the analyzed key figures of the Order to Cash business
process.
FINDINGS
Rating Finding Comment
Orders not billed (Order related billing): 23% within last 3 months & 7% older 1 year.
5744 open sales orders were identified that have not 100.00% of "CusSales Org." <1000>.
yet been billed or have only been partially billed. 99.97% of "Order - Std Price" <ZST>.
LT: Delivery Item PGI -> INV: No age distribution.
35 days of average lead time were identified for all
delivery items with posted goods issue that have
been invoiced within the analyze d reference period.
Orders (GI date in past but not delivered): 4% within last 3 months & 77% older 1 year.
285 open sales orders were found that were not 100.00% of "CusSales Org." <1000>.
delivered or only partially delivered with at least one 58.25% of "Stand Pipe Hire" <ZSH>.
schedule line that has a goods issue date in the past. 36.14% of "Stand Pipe Return" <ZSR>.
Missing fields in incomplete sales order items: 24% within last 3 months & 20% older 1 year.
91 missing fields were found in sales order items that 100.00% of "CusSales Org." <1000>.
were not maintained. 74.73% of "CusApplication Fees" <ZAF>.
Credit Memo Requests: No age distribution.
95 credit memo request items were identified. 100.00% of "CusSales Org." <1000>.
52.63% of "Credit Memo Request" <ZCR>.
26.32% of "Refund Request" <ZRR>.
Sales Order Schedule Line Items overdue: 2% within last 3 months & 85% older 1 year.
291 open sales order schedule line items were found 100.00% of "CusSales Org." <1000>.
that were not delivered or only partially delivered with 58.08% of "Stand Pipe Hire" <ZSH>.
at least one schedule line that has a goods issue 36.43% of "Stand Pipe Return" <ZSR>.
date in the past.
Invoices not posted to FI: 21% within last 3 months & 3% older 1 year.
29 invoices that have not been posted to FI and that 100.00% of "CusSales Org." <1000>.
are older than one day were identified. 65.52% of "Cancel. Invoice (S1)" <S1>.
34.48% of "Cancel of Cred Memo" <S2>.
Overdue Outbound Deliveries: 100% older 1 year.
4 outbound deliveries overdue for more than one day 100.00% of "CusShipping Point" <1000>.
without a goods issue posting were identified. 100.00% of "Outbound Delivery" <LF>.
Outbound Deliveries with overdue Invoices: 0% within last 3 months & 75% older 1 year.
4 outbound deliveries with overdue invoices were 100.00% of "CusSales Org." <1000>.
identified. 100.00% of "Outbound Delivery" <LF>.
Orders billed not delivered: No age distribution.
0 open sales orders were identified that have not
been delivered but have already been billed.
Percentage of SL items rescheduled for two or more No age distribution.
days:
0.0 % of sales order schedule lines were rescheduled
for two or more days – a total of 0 sales order items
schedule lines were identified that initially have not
yet been confirmed.
Return Orders: No age distribution.
0 return orders were identified in a reference period
of the last 30 days (by default).

System SID 14/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.1.1 Sales Orders


3.1.1.1 Sales Orders created
The 'Sales Orders Created' key figure measures the throughput of sales orders created each day in system SID
during the analyzed week 02.12.2013 - 08.12.2013.
The following table shows the number of sales orders created on each individual day and on the peak day, which
is used for the analysis.
SALES ORDER VOLUME OF ANALYZED WEEK
Date Sales Order Volume Used for Analysis
02.12.2013 91 
03.12.2013 83 
04.12.2013 109 
05.12.2013 237 
06.12.2013 29 
07.12.2013 0 
08.12.2013 0 
The following table shows how the throughput of sales orders is distributed across your sales organizations. You
can see the top sales organizations with the highest throughput, along with the number of sales orders created for
other sales organizations on the identified peak day.

Sales Organization Sales Org. Descr. No. of Orders created Percentage


1000 CusSales Org. 237 100.00
The following graphic and table show how the throughput of sales orders is distributed across your order types.
You can see the top order types with the highest throughput, as well as how sales orders are created for the other
order types on the identified peak day.

Order Type Order Type Descr. No. of Orders created Percentage


ZIR Invoice Request 133 56.12
ZST Order - Std Price 45 18.99
ZAF CusApplication Fees 43 18.14
ZSH Stand Pipe Hire 8 3.38
ZSP Stand Pipe Order 3 1.27
ZSR Stand Pipe Return 3 1.27
ZCI Capital Inv. Request 1 0.42
ZWW Order - Waste Water 1 0.42

System SID 15/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.1.1.2 Missing fields in incomplete sales order items


Rating Finding
91 missing fields were found in sales order items that were not maintained.

Business Risk
The identified sales document items with missing fields could indicate situations in which you could encounter
delays in order management and in the subsequent warehouse and distribution processes. This is because
important required information, such as pricing information, shipping point, shipping instructions, and scheduling
dates is missing.

Recommendation
Determine with the business department the possible reasons for the high number of incomplete sales order items
being created.

Description
All sales document items are shown that were created in a certain period and that have missing fields in the
incompletion log according to the customer's incompletion rules (similar to V.02).

Rating Rule
The rating of this key figure is based on the number of detected sales order items and is rated by absolute values:
- 0 is GREEN.
- 1–100 is YELLOW.
- >100 is RED.

The following table shows how the backlog of sales orders with missing fields in sales order items is distributed
across your sales organizations. You can see the top sales organizations with the highest backlog, along with the
number of missing fields in your system for other sales organizations.

Sales Organization Description No.of Sales Order Items Percentage


1000 CusSales Org. 91 100.00
The following graphic and table show how the backlog of sales orders with missing fields in sales order items is
distributed across your sales document types. You can see the top sales document types with the highest backlog,
along with the number of missing fields in your system for other sales document types.

Sales Doc. Type Description No.of Sales Order Items Percentage


ZAF CusApplication Fees 68 74.73
ZSH Stand Pipe Hire 18 19.78
ZST Order - Std Price 4 4.40
ZSP Stand Pipe Order 1 1.10
The following graphic and table show the top missing fields in sales order items in which most of the expected
information is missing.
System SID 16/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Missing Fields No.of Sales Order Items Percentage


KWMENG 17 18.68
LDDAT 13 14.29
MBDAT 13 14.29
TDDAT 13 14.29
WADAT 13 14.29
WERKS 13 14.29
ARKTX 3 3.30
ZTERM 3 3.30
SAKN1 2 2.20
PRCTR 1 1.10
The following graphic and table show the top missing fields distributed across the top plants in sales order items in
which most of the expected information is missing.

Missing Field Plant Plant Description Count


KWMENG 2101 CusLogistics Plant 17
LDDAT [Blank] 13
MBDAT [Blank] 13
System SID 17/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Missing Field Plant Plant Description Count


TDDAT [Blank] 13
WADAT [Blank] 13
WERKS [Blank] 13
ARKTX 2101 CusLogistics Plant 3
ZTERM 2101 CusLogistics Plant 3
SAKN1 2101 CusLogistics Plant 2
PRCTR 2101 CusLogistics Plant 1
The following table shows the age structure of the backlog of sales orders items with missing fields based on the
date on which the record was created.
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 22 24.18
Between 3 and 6 months 44 48.35
Between 6 and 12 months 7 7.69
Older than 12 months 18 19.78
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Sales Sales Sales Document Plant Table Name Field Name Creation
Document Document Organization Category Date
Item
7500045979 000010 1000 C 2101 KONV SAKN1 26.11.2013
0035025589 000010 1000 C VBEP WADAT 11.11.2013
0035025589 000010 1000 C VBEP TDDAT 11.11.2013
0035025589 000010 1000 C VBEP MBDAT 11.11.2013
0035025589 000010 1000 C VBEP LDDAT 11.11.2013
0035025589 000010 1000 C VBAP WERKS 11.11.2013
0035025590 000010 1000 C VBAP WERKS 11.11.2013
0035025590 000010 1000 C VBEP LDDAT 11.11.2013
0035025590 000010 1000 C VBEP MBDAT 11.11.2013
0035025590 000010 1000 C VBEP TDDAT 11.11.2013
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Sales Sales Sales Document Plant Table Name Field Name Creation
Document Document Organization Category Date
Item
0035002384 000010 1000 C 2101 VBAP ARKTX 05.10.2010
0035002832 000010 1000 C 2101 VBAP ARKTX 27.10.2010
0035003152 000010 1000 C 2101 VBAP ARKTX 11.11.2010
0060000297 000010 1000 C 2101 KONV SAKN1 25.01.2011
0060000483 000010 1000 C 2101 VBAP KWMENG 21.04.2011
0060000484 000010 1000 C 2101 VBAP KWMENG 21.04.2011
0060000582 000010 1000 C 2101 VBAP KWMENG 13.06.2011
0060000702 000010 1000 C 2101 VBAP KWMENG 30.08.2011
0060000725 000010 1000 C 2101 VBAP KWMENG 06.09.2011
0060000736 000010 1000 C 2101 VBAP KWMENG 26.09.2011

System SID 18/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.1.1.3 Orders (GI date in past but not delivered)


Rating Finding
285 open sales orders were found that were not delivered or only partially delivered with at least one
schedule line that has a goods issue date in the past.

Business Risk
The identified sales orders could indicate situations in which the confirmed delivery date cannot be met and the
delivery to your customer could be delayed.
This could have a negative impact on customer satisfaction.

Recommendation
Together with the business department, determine whether the open sales document still needs to be delivered or
whether the document or open items can be rejected and archived using archiving object SD_VBAK.
Also discuss with your business department whether the identified orders or order types should be relevant for
delivery. If not, assess whether the current configuration settings can be changed based on your business
requirements.

Description
The "Orders (GI date in past but not delivered)" key figure measures the number of sales orders for which the
planned goods issue date for at least one scheduling line is already in the past and the order is not yet fully
delivered. Rejected order items are excluded.

Rating Rule
This key figure is based on the throughput of sales orders created each day (average of the five days with the
highest throughput in the analyzed week).
- Quotient of 0-1 is GREEN, that is, the backlog is less than one working day.
- Quotient of 1-5 is YELLOW, that is, the backlog is between one and five working days.
- Quotient >5 is RED, that is, the backlog is greater than five working days.

The following table shows how the backlog of sales orders with delayed delivery is distributed across your sales
organizations. You can see the top sales organizations with the highest backlog, along with the number of sales
orders with delayed delivery in your system for other sales organizations.

Sales Organization Description No. of Sales Orders Percentage


1000 CusSales Org. 285 100.00
The following graphic and table show how the backlog of sales orders with delayed delivery is distributed across
your sales document types. You can see the top sales document types with the highest backlog, along with the
number of sales orders with delayed delivery in your system for other sales document types.

Sales Doc. Type Description No. of Sales Orders Percentage


ZSH Stand Pipe Hire 166 58.25
ZSR Stand Pipe Return 103 36.14
System SID 19/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Sales Doc. Type Description No. of Sales Orders Percentage


ZSP Stand Pipe Order 14 4.91
ZSO Sales from Stock 2 0.70
The following graphic and table show the top sold-to parties with the highest backlog of sales orders with delayed
delivery.

Sold-to party Description No. of Sales Orders Percentage


1000004949 7 2.46
1000012013 7 2.46
1000017829 7 2.46
1000011345 6 2.11
1000016151 6 2.11
1000016952 6 2.11
1000001266 5 1.75
1000012203 5 1.75
1000018386 5 1.75
1000020801 5 1.75
Others 226 79.30
The following table shows the age structure of the backlog of sales orders with delayed delivery based on the date
on which the record was created.
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 11 3.86
Between 3 and 6 months 35 12.28
Between 6 and 12 months 19 6.67
Older than 12 months 220 77.19
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Sales Doc. Sales Org. Order Type Document Date Created by
0060002238 1000 ZSH 19.11.2013 CWALDI1
0080002613 1000 ZSP 08.11.2013 JSCRIV1
0187000852 1000 ZSR 24.10.2013 JSCRIV1
0187000851 1000 ZSR 24.10.2013 JSCRIV1
0060002171 1000 ZSH 15.10.2013 JSCRIV1
System SID 20/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Sales Doc. Sales Org. Order Type Document Date Created by


0187000841 1000 ZSR 10.10.2013 JSCRIV1
0060002082 1000 ZSH 20.09.2013 JMCGUI1
0060002077 1000 ZSH 19.09.2013 ALANGF1
0060002065 1000 ZSH 17.09.2013 JMCGUI1
0080002449 1000 ZSP 12.09.2013 SMACHI1
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Sales Doc. Sales Org. Order Type Document Date Created by
0060000004 1000 ZSH 15.06.2010 SPRICE2
0060000007 1000 ZSH 15.06.2010 SPRICE2
0060000015 1000 ZSH 16.06.2010 MPRIDA1
0060000024 1000 ZSH 19.06.2010 JMCGUI1
0060000025 1000 ZSH 19.06.2010 JMCGUI1
0060000026 1000 ZSH 19.06.2010 JMCGUI1
0070000003 1000 ZSO 23.06.2010 CWESTO1
0060000039 1000 ZSH 25.06.2010 PCARRO1
0060000042 1000 ZSH 28.06.2010 JMCGUI1
0060000044 1000 ZSH 28.06.2010 JMCGUI1

3.1.1.4 Sales Order Schedule Line Items overdue


Rating Finding
291 open sales order schedule line items were found that were not delivered or only partially delivered
with at least one schedule line that has a goods issue date in the past.

Business Risk
The identified schedule line items could indicate situations in which the confirmed delivery date cannot be met and
the delivery to your customer could be delayed.

Recommendation
Together with the business department, determine whether the open sales document schedule line items still need
to be delivered or whether the document or open items can be rejected and archived using archiving object
SD_VBAK.
Also discuss with your business department whether the identified orders or order types should be relevant for
delivery. If not, assess whether the current configuration settings can be changed based on your business
requirements.

Description
All open schedule line items are shown for which delivery creation is overdue and the planned goods issue date is
already in the past.

Rating Rule
This key figure is based on the throughput of sales orders created each day (average of the five days with the
highest throughput in the analyzed week).
- Quotient of 0–1 is GREEN, that is, the backlog is less than one working day.
- Quotient of 1–5 is YELLOW, that is, the backlog is between one and five working days.
- Quotient >5 is RED, that is, the backlog is greater than five working days.

The following table shows how the backlog of sales order schedule line items with delayed delivery is distributed
across your sales organizations. You can see the top sales organizations with the highest backlog, along with the
number of sales order schedule line items with delayed delivery in your system for other sales organizations.

Sales Organization Description No. of SL Items Percentage


1000 CusSales Org. 291 100.00
The following graphic and table show how the backlog of sales order schedule line items with delayed delivery is
distributed across your sales document types. You can see the top sales document types with the highest backlog,
along with the number of sales order schedule line items with delayed delivery in your system for other sales
document types.
System SID 21/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Sales Doc. Type Description No. of SL Items Percentage


ZSH Stand Pipe Hire 169 58.08
ZSR Stand Pipe Return 106 36.43
ZSP Stand Pipe Order 14 4.81
ZSO Sales from Stock 2 0.69
The following graphic and table show the top material IDs with the highest backlog of sales order schedule line
items with delayed delivery.

Material ID Material Description Count Percentage


000000000001001426 270 92.78
000000000001001530 12 4.12
000000000001001427 4 1.37
000000000001001462 2 0.69
000000000001000463 1 0.34
000000000001001575 1 0.34
000000000001001584 1 0.34

System SID 22/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

AGE DISTRIBUTION OF BACKLOG DOCUMENTS


Age No. of Documents Percentage
Less than three months 5 1.72
Between 3 and 6 months 25 8.59
Between 6 and 12 months 15 5.15
Older than 12 months 246 84.54
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Sales Doc. Item Sales Org. Order Type Planned GI Date Created by
0060002238 000010 1000 ZSH 19.11.2013
0060002171 000010 1000 ZSH 15.10.2013
0060002082 000010 1000 ZSH 20.09.2013
0060002077 000010 1000 ZSH 19.09.2013
0060002065 000010 1000 ZSH 17.09.2013
0060002037 000010 1000 ZSH 04.09.2013
0060002038 000010 1000 ZSH 04.09.2013
0060002039 000010 1000 ZSH 04.09.2013
0060002020 000010 1000 ZSH 29.08.2013
0060001993 000010 1000 ZSH 20.08.2013
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Sales Doc. Item Sales Org. Order Type Planned GI Date Created by
0060000004 000010 1000 ZSH 15.06.2010
0060000007 000010 1000 ZSH 15.06.2010
0060000015 000010 1000 ZSH 16.06.2010
0060000024 000010 1000 ZSH 19.06.2010
0060000025 000010 1000 ZSH 19.06.2010
0060000026 000010 1000 ZSH 19.06.2010
0187000228 000010 1000 ZSR 21.06.2010
0070000003 000010 1000 ZSO 23.06.2010
0060000039 000010 1000 ZSH 25.06.2010
0060000042 000010 1000 ZSH 28.06.2010

3.1.1.5 Orders not billed (Order related billing)


Rating Finding
5744 open sales orders were identified that have not yet been billed or have only been partially billed.

Business Risk
The identified sales orders could indicate situations in which services have been provided to your customer, but
for which you cannot expect a corresponding customer payment (lost revenue) because a billing document has
not yet been created.

Recommendation
Together with your business department, assess whether the orders should be relevant for billing. If not, evaluate
whether the current configuration settings can be changed based on your business requirements.
Also consult with your business department to determine whether the open sales documents still need to be billed
or whether the document can be rejected and archived with archiving object SD_VBAK.

Description
All sales orders (order-related billing) for which the planned billing date is already overdue and the invoice is not
yet fully created (billing status A or B) are shown.

Rating Rule
This key figure is rated by absolute values based on the number of orders that are not billed:
System SID 23/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

- Up to 10 is GREEN.
- Between 11 and 100 is YELLOW.
- More than 100 is RED.

The following table shows how the backlog of sales orders that were not billed or only partially billed is distributed
across your sales organizations. You can see the top sales organizations with the highest backlog, along with the
number of sales orders that were found for other sales organizations.

Sales Organization Description No. of Sales Orders Percentage


1000 CusSales Org. 5744 100.00
The following graphic and table show how the backlog of sales orders that were not billed or only partially billed is
distributed across your sales document types. You can see the top sales document types with the highest backlog,
as well as the number of sales orders that were found for the other sales document types.

Sales Doc. Type Description No. of Sales Orders Percentage


ZST Order - Std Price 5742 99.97
ZAF CusApplication Fees 2 0.03
The following graphic and table show the top billing types with the highest backlog of sales orders that were not
billed or were only partially billed.

System SID 24/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Billing Type Description No. of Sales Orders Percentage


ZL2 Invoice-Dev Ser 5742 99.97
ZAF Application Fee 2 0.03
The following table shows the age structure of the backlog of open sales orders that were not billed or only
partially billed based on the billing date.
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 1331 23.17
Between 3 and 6 months 1877 32.68
Between 6 and 12 months 2143 37.31
Older than 12 months 393 6.84
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Sales Doc. Sales Org. Order Type Billing Date Created by
7500046282 1000 ZST 04.12.2013
7500046283 1000 ZST 04.12.2013
7500046284 1000 ZST 04.12.2013
7500046289 1000 ZST 03.12.2013
7500046288 1000 ZST 03.12.2013
7500046325 1000 ZST 02.12.2013
7500046324 1000 ZST 02.12.2013
7500046322 1000 ZST 02.12.2013
7500046321 1000 ZST 02.12.2013
7500046320 1000 ZST 02.12.2013
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Sales Doc. Sales Org. Order Type Billing Date Created by
7500027276 1000 ZST 20.09.2010
7500045616 1000 ZST 12.11.2010
7500045671 1000 ZST 31.03.2011
7500040970 1000 ZST 30.06.2011
7500039258 1000 ZST 15.07.2011
7500035583 1000 ZST 19.07.2011
7500043960 1000 ZST 27.10.2011
7500043961 1000 ZST 27.10.2011
7500043962 1000 ZST 27.10.2011
7500043963 1000 ZST 27.10.2011

3.1.1.6 Credit Memo Requests


Rating Finding
95 credit memo request items were identified.

Business Risk
The identified credit memo requests could indicate situations in which avoidable repayments have to be made to
your customers (for reasons related to order quality or delivery of the wrong material, for example).
This could have a negative impact on revenue stream.

Recommendation
Together with your business department, assess why the credit memo requests have been posted in the system.

System SID 25/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Description
The "Credit Memo Requests" key figure represents all credit memo requests that have been created during the
last 30 days.

Rating Rule
This key figure is based on the 4 weekly (four times weekly) throughput of sales orders created relatively for the
last 30 days (time period).
- <1% is GREEN.
- 1-5% is YELLOW.
- >5% is RED.

The following table shows the number of credit memo requests. You can see the top sales organizations with the
highest number of credit memo requests.

Sales Organization Description No. of Credit Memo Percentage


Requests
1000 CusSales Org. 95 100.00
The following graphic and table show the number of credit memo requests distributed across document types. You
can see the top document types with the highest number of credit memo requests.

Sales Doc. Type Description No. of Credit Memo Percentage


Requests
ZCR Credit Memo Request 50 52.63
ZRR Refund Request 25 26.32
ZRK1 Inv Correct. Req Crd 15 15.79
ZTR Income Transfer Req 3 3.16
ZCM Cap Credit Mem Req 2 2.11
The following graphic and table show the top order reasons for why sales order items have been sent back.

System SID 26/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Order Reasons Order Reasons No. of Credit Memo Percentage


Description Requests
Z48 43 45.26
ZIR 12 12.63
Z16 10 10.53
Z98 9 9.47
ZCM 9 9.47
Z15 6 6.32
Z25 4 4.21
Z14 1 1.05
Z51 1 1.05
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Sales Doc. Sales Org. Doc. Type Order Reason
0010001394 1000 ZRR Z98
0010001393 1000 ZTR Z15
0010001392 1000 ZRR Z98
0010001390 1000 ZCR Z48
0010001389 1000 ZCR Z48
0010001380 1000 ZCR Z48
0010001381 1000 ZCR Z48
0010001382 1000 ZCR ZIR
0010001383 1000 ZCR ZIR
0010001384 1000 ZCR ZIR
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Sales Doc. Sales Org. Doc. Type Order Reason
0010001314 1000 ZCR Z48
0010001315 1000 ZRR Z48
0010001316 1000 ZCR ZIR
0010001317 1000 ZCR Z16
0010001318 1000 ZCR ZIR
0010001319 1000 ZCR Z48

System SID 27/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Sales Doc. Sales Org. Doc. Type Order Reason


0010001320 1000 ZRR Z48
0010001321 1000 ZCR Z15
0010001322 1000 ZCR ZCM
0010001325 1000 ZCR Z48

3.1.2 Outbound Deliveries


3.1.2.1 Outbound Deliveries created
The 'Outbound Deliveries Created' key figure measures the throughput of outbound deliveries created each day in
system SID during the analyzed week 02.12.2013 - 08.12.2013.

Documents of delivery type 'NCR' (Ret.StTranspOrd CC), 'NK' (Replen.Del.Consignmt), 'NKR'


(Replen.Ret.Consignmt), 'NL' (Replenishment dlv.), 'NLCC' (Replen.Cross-company), 'NLR' (Repl.delivery ret.),
'UL' (Del.for stock trans.), and 'WNL' (Replenishment WMS) are excluded.

The following table shows the number of outbound deliveries created on each individual day and on the peak day,
which is used for the analysis.
OUTB. DELIVERY VOLUME OF ANALYZED WEEK
Date Outb. Delivery Volume Used for Analysis
02.12.2013 2 
03.12.2013 5 
04.12.2013 3 
05.12.2013 8 
06.12.2013 1 
07.12.2013 0 
08.12.2013 0 
The following table shows how the throughput of outbound deliveries is distributed across your shipping points.
You can see the top shipping points with the highest throughput, along with the number of outbound deliveries that
are created for the other shipping points on the identified peak day.

Shipping Point Shipping Point Descr. No. of Deliveries created Percentage


1000 CusShipping Point 8 100.00
The following table shows how the throughput of outbound deliveries is distributed across your delivery types. You
can see the top delivery types with the highest throughput, along with the number of outbound deliveries created
for the other delivery types on the identified peak day.

Delivery Type Delivery Type Descr. No. of Deliveries created Percentage


LF Outbound Delivery 8 100.00

3.1.2.2 Overdue Outbound Deliveries


Rating Finding
4 outbound deliveries overdue for more than one day without a goods issue posting were identified.

Business Risk
The identified deliveries could indicate situations in which the delivery date cannot be met and the delivery to your
customer could be delayed.

Recommendation
Together with the business department, determine whether the goods issues are still to be posted. If not, check
whether the obsolete outbound deliveries can be archived with archiving object RV_LIKP.

Description
All open outbound deliveries that are overdue for goods issue posting, that is, for which the planned goods issue
date already lies in the past, are shown.

System SID 28/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Rating Rule
This key figure is based on the throughput of outbound deliveries created each day age (average throughput from
the five days with the highest throughput in the last week).
- Quotient of 0-1 is GREEN, that is, the backlog is less than one working day.
- Quotient of 1–3 is YELLOW, that is, the backlog is between one and three working days.
- Quotient >3 is RED, that is, the backlog is greater than three working days.
The following table shows the documents in the backlog:
DETAILED LIST (NEWEST DOCUMENTS)
Delivery Shipping Delivery Delivery Planned Created on Created by Total
Point Type Date Goods Mvt. Goods Mvt.
Date Status
0080000085 1000 LF 21.07.2010 21.07.2010 21.07.2010 A
0080000054 1000 LF 05.07.2010 05.07.2010 05.07.2010 A
0080000008 1000 LF 16.06.2010 16.06.2010 16.06.2010 A
0080000013 1000 LF 16.06.2010 16.06.2010 16.06.2010 A

3.1.2.3 Outbound Deliveries with overdue Invoices


Rating Finding
4 outbound deliveries with overdue invoices were identified.

Business Risk
The identified deliveries could indicate situations in which goods have already been shipped to your customer, but
for which you cannot expect a corresponding customer payment because a billing document has not yet been
created.

Recommendation
Together with your business department, determine whether the invoice still needs to be created. If so, resolve
any errors and create the invoice accordingly.

Description
All outbound deliveries are shown for which the goods issue is already posted (goods movement status C), the
planned billing date is already overdue, and the invoice is not yet fully created (billing status A or B).

Rating Rule
This key figure is rated by absolute values:
- Up to 10 is GREEN.
- Between 11 and 100 is YELLOW.
- More than 100 is RED.
The following table shows the documents in the backlog:
DETAILED LIST (NEWEST DOCUMENTS)
Delivery Sales Org. Shipping Point Delivery Type Billing Type Billing Date
0080002209 1000 1000 LF 12.06.2013
0080001641 1000 1000 LF ZSH 11.10.2012
0080001427 1000 1000 LF ZSH 17.08.2012
0080000302 1000 1000 LF ZSH 17.05.2012

3.1.2.4 LT: Delivery Item PGI -> INV


Rating Finding
35 days of average lead time were identified for all delivery items with posted goods issue that have been
invoiced within the analyze d reference period.

Business Risk
Long lead times could indicate situations in which invoice creation is delayed, which can lead to delays in
customer payments.

Recommendation
Together with your business department, analyze why the lead time between goods issue posting for the delivery
item and invoice creation is so long.

System SID 29/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Description
The average lead time between posting the goods issue and creating the invoice is shown for invoices created
within a reference period.

Rating Rule
This key figure is rated by absolute values based on the average lead time in days:
- 0 days is GREEN.
- 1-3 days is YELLOW.
- >3 days is RED.

The following table shows the top sales organizations with the average lead times.
Sales Organization Description Lead Time
1000 CusSales Org. 35
The following table shows the top delivery types with the average lead times.
Delivery Type Description Lead Time
LF Outbound Delivery 35
The following table shows the top deliveries with the longest lead times.

Delivery Sales Org. Actual GI Date Inv. Item Created on Lead Time
0080000302 1000 17.05.2012 04.12.2013 566
0080000302 1000 17.05.2012 04.12.2013 566
0080002209 1000 12.06.2013 04.12.2013 175
0080002209 1000 12.06.2013 04.12.2013 175
0080002621 1000 18.11.2013 19.11.2013 1
0080002641 1000 02.12.2013 02.12.2013 0
0080002642 1000 03.12.2013 03.12.2013 0
0080002644 1000 03.12.2013 03.12.2013 0
0080002645 1000 03.12.2013 03.12.2013 0
0080002646 1000 03.12.2013 03.12.2013 0
The following table shows the frequency distribution of number of items over lead times.

LT 0-1 days LT 2-3 days LT 4-7 days LT 8-14 days LT > 14 days
38 0 0 0 4

3.1.3 Invoices
3.1.3.1 Invoices created
The 'Invoices created' key figure measures the throughput of billing documents created each day in system SID
during the analyzed week 02.12.2013 - 08.12.2013.

The following table shows the number of invoices created on each individual day and on the peak day, which is
used for the analysis.

Date Invoice Volume Used for Analysis


02.12.2013 204 
03.12.2013 120 
04.12.2013 153 
05.12.2013 218 
06.12.2013 92 
07.12.2013 0 
08.12.2013 0 
The following table shows how the throughput of invoices is distributed across your sales organizations. You can
see the top sales organizations with the highest throughput, as well as the number of invoices created for other
sales organizations on the identified peak day.

System SID 30/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Sales Organization Sales Organization No. of Invoices created Percentage


Descr.
1000 CusSales Org. 218 100.00
The following graphic and table show how the throughput of invoices is distributed across your billing types. You
can see the top billing types with the highest throughput, as well as how invoices are created for the other billing
types on the identified peak day.

Billing Type Billing Type Descr. No. of Invoices created Percentage


ZIR Invoice 131 60.09
ZAF Application Fee 43 19.72
ZL2 Invoice-Dev Ser 12 5.50
ZSH Stand Hire Invoice 11 5.05
ZDR Down Pmt/Deposit 8 3.67
S1 Cancel. Invoice (S1) 5 2.29
ZCR Credit Memo 5 2.29
ZRR Refund 2 0.92
ZCI Capital Invoice 1 0.46

3.1.3.2 Invoices not posted to FI


Rating Finding
29 invoices that have not been posted to FI and that are older than one day were identified.

Business Risk
The identified sales invoices could indicate situations in which the corresponding sales transaction is not reflected
in accounts receivable (FI-AR). This could lead to a lack of transparency for overdue customer payments, and no
dunning is possible. With customer payments, this could lead to unallocated cash since the payment cannot be
assigned to an open FI-AR item.

Recommendation
Together with the business department, determine whether the invoices still need to be transferred to accounting.
If so, resolve the error situation and repost the invoices to FI. Assess whether the obsolete sales invoices can then
be archived with archiving object SD_VBRK.

Description
All billing documents that were not transferred to accounting (similar to transaction VFX3) are shown.

Rating Rule
This key figure is rated by absolute values:
- Up to 10 is GREEN.
System SID 31/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

- Between 11 and 100 is YELLOW


- More than 100 is RED.

The following table shows how the backlog of invoices not transferred to FI is distributed across your sales
organizations. You can see the top sales organizations with the highest backlog, as well as the number of invoices
in your system for other sales organizations.

Sales Org. Description No. of Invoices Percentage


1000 CusSales Org. 29 100.00
The following graphic and table show how the backlog of invoices is distributed across your billing types. You can
see the top billing types with the highest backlog, as well as the number of invoices in your system for the other
billing types.

Billing Type Description No. of Invoices Percentage


S1 Cancel. Invoice (S1) 19 65.52
S2 Cancel of Cred Memo 10 34.48
The following table shows the age structure of the backlog of invoices not posted to FI that are older than 1 day
based on the date on which the record was created:
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 6 20.69
Between 3 and 6 months 13 44.83
Between 6 and 12 months 9 31.03
Older than 12 months 1 3.45
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Billing Sales Org. Document Billing Created on Sold-To Party Posting
Document Category Category Status
0090005689 1000 N A 20131206 1000005575
0090005650 1000 S A 20131127 1000014930
0090005530 1000 N A 20131024 1000001453
0090005279 1000 S A 20131008 1000026653
0090005187 1000 S A 20130920 1000020441
0090005153 1000 N A 20130912 1000006801
0090005139 1000 N A 20130904 1000024900
0090005077 1000 N A 20130821 1000014930
System SID 32/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Billing Sales Org. Document Billing Created on Sold-To Party Posting


Document Category Category Status
0090005076 1000 N A 20130821 1000014930
0090005075 1000 N A 20130821 1000014930
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Billing Sales Org. Document Billing Created on Sold-To Party Posting
Document Category Category Status
0090000575 1000 N L 20110914 1000001226
0090002787 1000 S A 20130115 1000013346
0090003194 1000 S A 20130315 1000013449
0090003321 1000 N A 20130325 1000017185
0090003918 1000 S A 20130523 1000024819
0090003963 1000 S A 20130604 1000024819
0090004019 1000 N A 20130611 1000007306
0090004020 1000 N A 20130611 1000007306
0090004021 1000 N A 20130611 1000007306
0090004022 1000 N A 20130611 1000007306

System SID 33/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.2 Procure to Pay


The following table summarizes the key findings for the analyzed key figures of the Procure to Pay business
process.
FINDINGS
Rating Finding Comment
Overdue Purchase Order Items: 16% within last 3 months & 70% older 1 year.
9024 purchase order items were identified that are 99.53% of "CusLogistics Plant" <2101>.
overdue by more than 10 days and that are not yet 91.41% of "CusSRM PO" <ECPO>.
completely delivered.
Blocked invoices for payment: 10% within last 3 months & 42% older 1 year.
322 vendor invoices items were identified which were 100.00% of "Cust Ltd" <1101>.
created more than 30 days ago and still have not been 45.96% of "" <2014>.
released for payment. 31.68% of "" <2010>.
Purchase Order Items without Final Invoice Indicator: 100% older 1 year.
1 purchase order items were identified that are more 100.00% of "CusLogistics Plant" <2101>.
than 30 days and without a final invoice indicator. 100.00% of "CusSRM PO" <ECPO>.
Overdue Purchase Requisition Items: 6% within last 3 months & 76% older 1 year.
82 purchase requisition items were identified that are 97.56% of "CusLogistics Plant" <2101>.
open and overdue by more than 10 days. 80.49% of "CusAuto Pur. Req." <ZNB>.

3.2.1 Purchase Requisitions


3.2.1.1 Purchase Requisition Items created
The 'Purchase Requisition Items Created' key figure measures the throughput of purchase requisition items
created each day in system SID during the analyzed week from 02.12.2013 to 08.12.2013.

Purchase requisition items that are marked for deletion are excluded.
Purchase requisition items with item category 7 (stock transfer) and 9 (services) are also excluded.

The following table shows the number of purchase requisition items created on each individual day and on the
peak day, which is used for the analysis.

Date Purchase Requisition Items Used for Analysis


Volume
02.12.2013 5 
03.12.2013 237 
04.12.2013 22 
05.12.2013 16 
06.12.2013 368 
07.12.2013 0 
08.12.2013 0 
The following table shows how the throughput of purchase requisition items is distributed across your plants. You
can see the top plants with the highest throughput, as well as the number of purchase requisition items created for
other plants on the peak day identified.

Plant Plant Descr. No. of Purch. Req. Items Percentage


2101 CusLogistics Plant 368 100.00
The following table shows how the throughput of purchase requisition items is distributed across your document
types. You can see the top document types with the highest throughput, as well as the number of purchase
requisition items created for other document types on the peak day identified.

Document Type Document Type Descr. No. of Purch. Req. Items Percentage
ZNB CusAuto Pur. Req. 368 100.00

System SID 34/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.2.1.2 Overdue Purchase Requisition Items


Rating Finding
82 purchase requisition items were identified that are open and overdue by more than 10
days.

Business Risk
The identified purchase requisitions could indicate current delays in your purchasing process. The identified
purchase requisitions could also indicate (old) supplying elements that are considered in current ATP and material
requirement planning (MRP) calculations, which could lead to inaccurate planning results.

Recommendation
Together with your business department, determine whether the open and overdue purchase requisition items still
have to be converted into purchase orders, or whether they can be closed by setting the "Closed" flag and then
archived with archiving object MM_EBAN.

Description
All purchase requisition items that are not yet fully converted into purchase orders and for which the required
delivery date is already overdue are shown. Purchase requisition items with a deletion or closed flag are not
shown.

Rating Rule
The backlog of overdue purchase requisition items is set based on the throughput of purchase requisition items
created each day (average number from Monday to Friday).
- Quotient between 0 - 1 is GREEN, that is, the backlog is less than one working day
- Quotient between 1 - 5 is YELLOW, that is, the backlog is between one and five working days
- Quotient > 5 is RED, that is, the backlog is greater than five working days

The following graphic and table show how the backlog of overdue purchase requisition items is distributed across
your plants. You can see the top plants with the highest backlog, along with the number of overdue purchase
requisition items in your system for the other plants.

Plant Description No. of Purchase Percentage


Requisitions
2101 CusLogistics Plant 80 97.56
2100 CU Plc Plant 1 1.22
W001 Water 1 1.22
The following graphic and table show how the backlog of overdue purchase requisition items is distributed across
your document types. You can see the top document types with the highest backlog, along with the number of
overdue purchase requisition items in your system for other document types.

System SID 35/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Document Type Description No. of Purchase Percentage


Requisitions
ZNB CusAuto Pur. Req. 66 80.49
YNB CusManual Pur. Req. 16 19.51
The following table shows the age structure of the backlog of overdue purchase requisition items.
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 5 6.10
Between 3 and 6 months 1 1.22
Between 6 and 12 months 14 17.07
Older than 12 months 62 75.61
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Purchase Item Purchase Plant Document Item Delivery Created by
Requisition Org. Type Category Date
0011307499 00010 CP01 2101 ZNB 0 14.11.2013
0011312548 00010 CP01 2101 ZNB 0 14.11.2013
0011250841 00060 CP01 2101 ZNB 0 11.11.2013
0011080082 08220 CP01 2101 ZNB 0 08.11.2013
0011273851 00010 CP01 2101 ZNB 0 21.10.2013
0010685829 00090 CP01 2101 ZNB 0 31.07.2013
0011080082 02380 CP01 2101 ZNB 0 11.06.2013
0010757171 00320 CP01 2101 ZNB 0 26.04.2013
0011066066 00010 CP01 2101 ZNB 0 26.04.2013
0020003710 00010 CP01 2101 YNB 0 25.04.2013
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Purchase Item Purchase Plant Document Item Delivery Created by
Requisition Org. Type Category Date
0010001412 00180 2101 ZNB 0 10.12.2009
0010001714 00010 CP01 2101 ZNB 0 23.12.2009
0010001412 00220 CP01 2101 ZNB 0 31.12.2009
0020000198 00010 2101 YNB 0 08.01.2010
System SID 36/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Purchase Item Purchase Plant Document Item Delivery Created by


Requisition Org. Type Category Date
0020000367 00020 2101 YNB 0 15.01.2010
0020000367 00010 2101 YNB 0 15.01.2010
0010002236 00010 CP01 2101 ZNB 0 28.01.2010
0020000619 00010 CP01 2101 YNB 0 11.02.2010
0020000717 00020 2101 YNB 0 12.02.2010
0010003192 00010 CP01 2101 ZNB 0 26.02.2010

3.2.2 Purchase Orders


3.2.2.1 Purchase Order Items created
The 'Purchase Order Items Created' key figure measures the throughput of purchase order items created each
day in system SID in the week analyzed from 02.12.2013 - 08.12.2013.

Purchase order items that are marked for deletion are excluded. Additionally, purchase order items with item
category '5' (Third-party),'7' (Stock Transport Orders), or '9' (Service) are excluded.
Note that cross-company stock transport order items with item category '0' (standard order) are also included in
this check and cannot automatically be assigned to the business process STO Replenishment.

The following table shows the number of purchase order items created on each individual day and on the peak
day, which is used for the analysis:

Date Purchase Order Volume Used for Analysis


02.12.2013 188 
03.12.2013 437 
04.12.2013 210 
05.12.2013 243 
06.12.2013 555 
07.12.2013 0 
08.12.2013 2 
The following graphic and table show how the throughput of purchase order items is distributed across your plants.
You can see the top plants with the highest throughput, as well as the number of purchase order items created for
the other plants on the identified peak day:

Plant Plant Descr. No. of Purchase Order Percentage


Items
2101 CusLogistics Plant 550 99.10

System SID 37/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Plant Plant Descr. No. of Purchase Order Percentage


Items
2102 CusGreen Power 5 0.90
The following graphic and table show how the throughput of purchase order items is distributed across your
document types. You can see the top document types with the highest throughput, as well as the number of
purchase order items created for other document types on the identified peak day:

Document Type Document Type Descr. No. of Purchase Order Percentage


Items
ZNB CusAuto PO 368 66.31
ECPO CusSRM PO 187 33.69

3.2.2.2 Overdue Purchase Order Items


Rating Finding
9024 purchase order items were identified that are overdue by more than 10 days and that
are not yet completely delivered.

Business Risk
The identified purchase orders could indicate current delays in your purchasing process. The identified purchase
orders could also indicate (old) supplying elements that are considered in current ATP and material requirement
planning (MRP) calculations, which could lead to inaccurate planning results.

Recommendation
Together with the relevant business units, determine which of the overdue purchase order items are still active and
have open quantities that are still to be delivered.
For overdue purchase order items for which the outstanding goods receipt quantity will no longer be delivered, ask
the business units to set the 'Delivery Completed' indicator. Otherwise, these purchase order items with open
goods receipt quantities cannot be archived and will continue to remain in the system.

Description
All purchase order items that are not yet fully delivered and for which the planned delivery date in the schedule
line is already overdue are shown. Purchase order items for which a goods receipt is not foreseen, and for which
the delivery completed indicator or the deletion flag is set are not shown.

Rating Rule
The backlog of overdue purchase order items is set in relation to the throughput of purchase order items created
each day (average throughput from the five days with the highest throughput in the week analyzed).
- Quotient of 0–1 is GREEN, that is, the backlog is less than one working day.
- Quotient of 1–5 is YELLOW, that is, the backlog is between one and five working days.
- Quotient >5 is RED, that is, the backlog is greater than five working days.

System SID 38/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

The following graphic and table show how the number of overdue purchase order items is distributed across your
plants. You can see the top plants with the highest backlog, along with the number of overdue purchase order
items in your system for other plants:

ANALYSIS RESULT BY PLANT


Plant Description No. of Purchase Order Percentage
Items
2101 CusLogistics Plant 8982 99.53
2102 CusGreen Power 38 0.42
2100 CU Plc Plant 4 0.04
The following graphic and table show how the backlog of overdue purchase order items is distributed across your
document types. You can see the top document types with the highest backlog, along with the number of overdue
purchase order items in your system for other document types:

The following table shows the age structure of the backlog of overdue purchase order items:

Document Type Description No. of Purchase Order Items Percentage


ECPO CusSRM PO 8249 91.41
ZNB CusAuto PO 712 7.89

System SID 39/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Document Type Description No. of Purchase Order Items Percentage


YNB CusManual PO 63 0.70

AGE DISTRIBUTION OF BACKLOG DOCUMENTS


Age No. of Documents Percentage
Less than three months 1439 15.95
Between 3 and 6 months 556 6.16
Between 6 and 12 months 683 7.57
Older than 12 months 6346 70.32
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Purchase Item Purchase Plant Document Due Order Overdue Net Currency
Document Org. Type Quantity Unit Since Order
Price
3000173783 00001 CP01 2101 ECPO 800.000 KG 29.11.2013 1.68 GBP
3000173776 00001 CP01 2101 ECPO 1.000 LE 29.11.2013 78.95 GBP
3000173755 00004 CP01 2101 ECPO 2.000 KI 29.11.2013 16.78 GBP
3000173755 00003 CP01 2101 ECPO 1.000 EA 29.11.2013 2.00 GBP
3000173755 00002 CP01 2101 ECPO 1.000 EA 29.11.2013 0.56 GBP
3000173755 00001 CP01 2101 ECPO 1.000 EA 29.11.2013 0.56 GBP
3000173753 00001 CP01 2101 ECPO 1.000 EA 29.11.2013 347.60 GBP
3000173729 00001 CP01 2101 ECPO 1.000 EA 29.11.2013 70.00 GBP
3000173715 00001 CP01 2101 ECPO 1.000 EA 29.11.2013 477.48 GBP
3000173705 00003 CP01 2101 ECPO 8.000 EA 29.11.2013 34.63 GBP
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Purchase Item Purchase Plant Document Due Order Overdue Net Currency
Document Org. Type Quantity Unit Since Order
Price
4510011934 00010 CP01 2101 ZNB 1.000 EA 25.03.2009 1.00 GBP
3000003264 00002 CP01 2101 ECPO 70.000 EA 30.11.2009 1.00 GBP
3000003264 00003 CP01 2101 ECPO 140.000 EA 30.11.2009 1.00 GBP
3000003265 00003 CP01 2101 ECPO 285.000 EA 30.11.2009 1.00 GBP
3000003227 00003 CP01 2101 ECPO 1.000 EA 30.11.2009 4.38 GBP
3000003227 00002 CP01 2101 ECPO 1.000 EA 30.11.2009 4.38 GBP
3000003213 00003 CP01 2101 ECPO 5.000 EA 30.11.2009 38.45 GBP
3000001101 00002 CP01 2101 ECPO 113845.000 EA 30.11.2009 1.00 GBP
3000003404 00002 CP01 2101 ECPO 1.000 H 30.11.2009 0.01 GBP
3000003168 00002 CP01 2101 ECPO 1.000 EA 30.11.2009 1015.00 GBP

3.2.2.3 Purchase Order Items without Final Invoice Indicator


Rating Finding
1 purchase order items were identified that are more than 30 days and without a final invoice
indicator.

Business Risk
The "open purchase orders without final invoice indicator" could indicate situations that can lead to incorrect open
commitment items (German: Obligo) in Controlling.

Recommendation
Together with your business department, determine why the purchase order items are still to be invoiced.

System SID 40/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Description
The "Purchase order items without final invoice indicator" key figure measures the number of purchase order
items that are older than 30 days and have not yet been fully paid.

Rating Rule
The rating of this key figure is based on the number of detected purchase order items and is rated by absolute
values:
- 0 - 100 is GREEN.
- 101 - 1000 is YELLOW.
- >1000 is RED.
The following table shows the documents in the backlog:
DETAILED LIST (NEWEST DOCUMENTS)
Purchase Item Plant Doc. Type Item Category Material Last changed
Document Group on
3000086326 00001 2101 ECPO 1 021002001 27.03.2012

3.2.3 Invoices
3.2.3.1 Blocked invoices for payment
Rating Finding
322 vendor invoices items were identified which were created more than 30 days ago and still have not
been released for payment.

Business Risk
The identified MM vendor invoices could indicate situations in which you already lost or partially lost cash discount
due to the payment block, which may prevent the invoices from being paid by the payment program.

Blocked invoices may not be paid with the payment run until they are released by the invoice clerk or until the
blocking reasons no longer apply.

Recommendation
Together with the corresponding business units, determine which of the invoices with a payment block still have to
be released and paid.

Description
MM vendor invoices for which the payment block is still set for blocking reasons (such as price, quantity, date,
quality, manual block, or stochastic block) are shown.

Rating Rule
This key figure is rated by absolute values:
- Up to 100 is GREEN.
- Between 100 and 1,000 is YELLOW.
- More than 1,000 is RED.

The following table shows how the number of invoices with a payment block is distributed across your company
codes. You can see the top company codes with the highest backlog, as well as the amount in your system for
other company codes:

Company Code Description No.of Invoices Percentage


1101 Cust Ltd 322 100.00
The following graphic and table show how the number of invoices with a payment block is distributed over the past
fiscal years. You can see the last fiscal years, along with the number of blocked invoices in your system for the
older fiscal years:

System SID 41/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Fiscal Year No.of Invoices Percentage


2014 148 45.96
2010 102 31.68
2013 61 18.94
2012 10 3.11
2011 1 0.31
The following table shows the age structure of the backlog of blocked invoices:
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 33 10.25
Between 3 and 6 months 52 16.15
Between 6 and 12 months 103 31.99
Older than 12 months 134 41.61
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST)
Document Company Fiscal Year Vendor User Name Posting Due Date Purchase
No. Code Date Doc.
5106763093 1101 2014 0000102554 21.11.2013 30.11.2013 3000171496
5106651304 1101 2014 0000103284 18.11.2013 04.08.2013 3000113412
5106714135 1101 2014 0000100087 18.11.2013 27.10.2013 3000165695
5106752134 1101 2014 0000101980 13.11.2013 27.12.2013 3000163727
5106666621 1101 2014 0000102997 11.11.2013 27.09.2013 4511049624
5106500414 1101 2014 0000300816 11.11.2013 22.04.2013 3000139960
5106500414 1101 2014 0000300816 11.11.2013 22.04.2013 3000139960
5106666621 1101 2014 0000102997 11.11.2013 27.09.2013 4511123250
5106666621 1101 2014 0000102997 11.11.2013 27.09.2013 4511049624
5106741585 1101 2014 0000103496 07.11.2013 27.12.2013 3000165504
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST)
Document Company Fiscal Year Vendor User Name Posting Due Date Purchase
No. Code Date Doc.
5105600755 1101 2010 0000100797 DATALOADP1 30.11.2009 27.12.2008 3000000178

System SID 42/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Document Company Fiscal Year Vendor User Name Posting Due Date Purchase
No. Code Date Doc.
5105600757 1101 2010 0000102119 30.11.2009 27.12.2008 4510000486
5105600761 1101 2010 0000101882 30.11.2009 27.03.2009 3000000370
5105600767 1101 2010 0000100523 30.11.2009 27.05.2009 4510000875
5105600770 1101 2010 0000100523 30.11.2009 27.06.2009 4510000875
5105600772 1101 2010 0000100963 30.11.2009 27.03.2009 3000000347
5105600772 1101 2010 0000100963 30.11.2009 27.03.2009 3000000347
5105600772 1101 2010 0000100963 30.11.2009 27.03.2009 3000000347
5105600772 1101 2010 0000100963 30.11.2009 27.03.2009 3000000347
5105600772 1101 2010 0000100963 30.11.2009 27.03.2009 3000000347

System SID 43/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.3 Plant Maintenance


The following table summarizes the key findings for the analyzed key figures of the Plant Maintenance business
process.
FINDINGS
Rating Finding Comment
Overdue Notifications: 5% within last 3 months & 70% older 1 year.
978341 notifications were identified that are overdue 64.42% of "Waste Water" <S001>.
by more than 30 days. 37.04% of "Planned Maintenance" <Z2>.
Work Orders in phase released: 4% within last 3 months & 68% older 1 year.
523502 work orders were identified that are in the 49.04% of "Metering" <M001>.
"released" phase, created more than 60 days ago, 40.92% of "Waste Water" <S001>.
and that have not yet been technically closed. 30.03% of "Metering Maintenance Order"
<ZSM5>.
24.07% of "Planned Maintenance Order"
<ZPM2>.
Work Orders in phase created: 4% within last 3 months & 80% older 1 year.
27038 work orders in the "created" phase that are 94.27% of "Developer Services" <D001>.
older than 30 days were identified. 71.97% of "Dev Services Water Order" <ZSM2>.
22.25% of "Dev Services Waste Water Order"
<ZSM3>.
Failed goods movements: 4% within last 3 months & 74% older 1 year.
50 failed goods movements (COGI entries) have 100.00% of "CusLogistics Plant" <2101>.
been identified for which the creation date is more
than one day ago.

3.3.1 Notifications
3.3.1.1 Notifications created
The 'Notifications Created' key figure measures the number of notifications created each day.
The following table shows the number of notifications created each day over a period of seven days. The peak day,
which is used for further analysis, is indicated in the right-hand column.

Date Notifications Volume Used for Analysis


02.12.2013 3558 
03.12.2013 3543 
04.12.2013 3977 
05.12.2013 6376 
06.12.2013 2934 
07.12.2013 982 
08.12.2013 894 
The following graphic and table show how the number of created notifications is distributed across your plants.
You can see the top plants with the highest data volume, along with the number of notifications created in your
system for the other plants.

System SID 44/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Plant Description No. of Notifications Percentage


S001 Waste Water 4357 68.33
W001 Water 1163 18.24
M001 Metering 457 7.17
[Blank] 336 5.27
D001 Developer Services 63 0.99
The following graphic and table show how the number of notifications created is distributed across your
notification types. You can see the top notification types with the highest data volume along with the number of
notifications created in your system for the other notification types.

Notification Type Description No. of Notifications Percentage


Z2 Planned Maintenance 2786 43.70
ZC Customer Contact 1032 16.19
Z3 Telemetry Alarm 978 15.34
Z1 Unplanned Maint 429 6.73
ZT TMA Notice 427 6.70
Z5 Meter Maintenance 333 5.22

System SID 45/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Notification Type Description No. of Notifications Percentage


Z4 Netbase Notification 140 2.20
Z6 WTT Notification 99 1.55
ZD Developer Serv Req 90 1.41
Z7 Capital Work Request 48 0.75
Others 14 0.22

3.3.1.2 Overdue Notifications


Rating Finding
978341 notifications were identified that are overdue by
more than 30 days.

Business Risk
Maintenance tasks were possibly not carried out in time.

Recommendation
Assess whether end-users are bypassing the system and not following proper procedures to close the
notifications. Also assess whether the notifications can be completed (Menu bar: PM Notification > Functions >
Complete and PM Notification > Functions > Deletion Flag > Set) and archived with archiving object PM_QMEL or
SM_QMEL.

Description
The "Overdue Notifications" key figure measures the backlog of notifications that are currently outstanding,
postponed, or in process, and for which the required end date is more than 30 days in the past.

Rating Rule
The backlog of overdue notifications is set in relation to the number of notifications created each day (average
number from the five days with the highest throughput in the analyzed week).
- Quotient of 0–1 is GREEN, that is, the backlog is less than one working day.
- Quotient of 1–5 is YELLOW, that is, the backlog is between one and five working days.
- Quotient >5 is RED, that is, the backlog is greater than one working week.

The following graphic and table show how the backlog of notifications with a required end date in the past is
distributed across your plants. You can see the top plants with the highest backlog, as well as the number of
overdue notifications in your system for the other plants:

Plant Description No. of Notifications Percentage


S001 Waste Water 630265 64.42
M001 Metering 155831 15.93
W001 Water 150928 15.43
System SID 46/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Plant Description No. of Notifications Percentage


D001 Developer Services 38831 3.97
[Blank] 2486 0.25
The following graphic and table show how the backlog of notifications with a required end date in the past is
distributed across your notification types. You can see the top notification types with the highest backlog, along
with the number of overdue notifications in your system for other notification types.

Notification Type Description No. of Notifications Percentage


Z2 Planned Maintenance 362352 37.04
ZC Customer Contact 199742 20.42
Z3 Telemetry Alarm 119396 12.20
Z5 Meter Maintenance 95026 9.71
Z1 Unplanned Maint 86198 8.81
Z6 WTT Notification 58052 5.93
ZD Developer Serv Req 38851 3.97
Z4 Netbase Notification 15523 1.59
ZB Bulletin Board 3167 0.32
Z7 Capital Work Request 34
The following table shows the age structure of overdue notifications based on the required end date:
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 52729 5.39
Between 3 and 6 months 68788 7.03
Between 6 and 12 months 173623 17.75
Older than 12 months 683201 69.83
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Notification Notification Planning Maintenance Created Created Required Order Number
Type Plant Plan on by End Date
000011070604 ZC 03 06.11.2013 09.11.2013 QM000011070604
000011070805 ZC 03 06.11.2013 09.11.2013 QM000011070805
000011070784 ZC 03 06.11.2013 09.11.2013 QM000011070784
000011070799 ZC 03 06.11.2013 09.11.2013 QM000011070799
000011070676 ZC 03 06.11.2013 09.11.2013 QM000011070676
System SID 47/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Notification Notification Planning Maintenance Created Created Required Order Number


Type Plant Plan on by End Date
000095319766 Z1 01 07.10.2013 09.11.2013 QM000095319766
000011070643 ZC 03 06.11.2013 09.11.2013 QM000011070643
000011071037 ZC 03 06.11.2013 09.11.2013 QM000011071037
000060110007 Z4 01 08.11.2013 09.11.2013 QM000060110007
000011063836 ZC 03 30.10.2013 09.11.2013 QM000011063836
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Notification Notification Planning Maintenance Created Created Required Order Number
Type Plant Plan on by End Date
000070047649 Z2 01 07.12.2010 05.05.2010 QM000070047649
000070368942 Z2 01 04.12.2011 16.05.2010 QM000070368942
000070368960 Z2 01 04.12.2011 16.05.2010 QM000070368960
000070369000 Z2 01 04.12.2011 16.05.2010 QM000070369000
000070369009 Z2 01 04.12.2011 16.05.2010 QM000070369009
000070369439 Z2 01 04.12.2011 16.05.2010 QM000070369439
000070369460 Z2 01 04.12.2011 16.05.2010 QM000070369460
000070369493 Z2 01 04.12.2011 16.05.2010 QM000070369493
000070369559 Z2 01 04.12.2011 16.05.2010 QM000070369559
000070018137 Z2 01 28.09.2010 22.05.2010 QM000070018137

3.3.2 Work Orders


3.3.2.1 Work Orders created
The 'Work Orders Created' key figure measures the throughput of work orders created each day in system SID
during the analyzed week 02.12.2013 - 08.12.2013.

The following table shows the number of work orders created each day over a period of seven days. The peak day
that is used for further analysis is indicated in the right-hand column.

Date Work Orders Volume Used for Analysis


02.12.2013 2786 
03.12.2013 2776 
04.12.2013 3202 
05.12.2013 5574 
06.12.2013 2442 
07.12.2013 634 
08.12.2013 652 
The following graphic and table show how the number of created work orders is distributed across your plants.
You can see the top plants with the highest data volume, along with the number of work orders that were created
in your system for the other plants.

System SID 48/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Plant Description No. of Work Orders Percentage


S001 Waste Water 4315 77.41
W001 Water 724 12.99
M001 Metering 458 8.22
D001 Developer Services 77 1.38
The following graphic and table show how the number of created work orders is distributed across your order
types. You can see the top order types with the highest data volume, along with the number of work orders
created in your system for the other order types.

Work Order Type Description No. of Work Orders Percentage


ZPM2 Planned Maintenance Order 2786 49.98
ZPM3 Telemetry Alarm Order 978 17.55
ZSM1 Customer Order 695 12.47
ZPM1 Unplanned Maintenance Order 424 7.61
ZSM5 Metering Maintenance Order 359 6.44
ZPM4 Netbase Order 140 2.51
ZSM6 Metering WTT Order 99 1.78
ZSM2 Dev Services Water Order 67 1.20

System SID 49/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Work Order Type Description No. of Work Orders Percentage


ZPM6 Capital Scheme Order 16 0.29
ZSM3 Dev Services Waste Water Order 10 0.18

3.3.2.2 Work Orders in phase created


Rating Finding
27038 work orders in the "created" phase that are older than 30 days were identified.

Business Risk
Maintenance tasks were possibly not carried out in time.

Recommendation
Together with your business department, determine whether the work orders still need to be released from a
business perspective. If not, assess whether you can set the deletion indicator (by choosing Functions > Deletion
flag > Set). Also assess whether the obsolete work orders can be archived with archiving object PM_ORDER.

Description
The 'Work Orders in Phase Created' key figure measures the backlog of work orders that have been in the
"created" phase for more than 30 days. Work orders are taken into account if they were created over 30 days ago.

Rating Rule
The backlog of work orders is set in relation to the number of work orders created each day (average over the five
days with the highest throughput in the analyzed week).
- Quotient of 0–1 is GREEN, that is, the backlog is less than one working day.
- Quotient of 1–5 is YELLOW, that is, the backlog is between one and five working days.
- Quotient >5 is RED, that is, the backlog is greater than one working week.

The following graphic and table show how the backlog of work orders with the status 'Created' that were created
more than 30 days ago is distributed across your plants. You can see the top plants with the highest backlog,
along with the number of work orders in your system for other plants:

Plant Description No. of Work Orders Percentage


D001 Developer Services 25488 94.27
S001 Waste Water 745 2.76
M001 Metering 469 1.73
W001 Water 336 1.24
The following graphic and table show how the backlog of work orders that have the status 'Created' and that were
created more than 30 days ago is distributed across the order types used. You can see the top order types with
the highest backlog, along with the number of work orders in your system for the other order types:

System SID 50/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Order Type Description No. of Work Orders Percentage


ZSM2 Dev Services Water Order 19460 71.97
ZSM3 Dev Services Waste Water Order 6017 22.25
ZSM1 Customer Order 468 1.73
ZSM6 Metering WTT Order 378 1.40
ZPM1 Unplanned Maintenance Order 353 1.31
ZPM2 Planned Maintenance Order 104 0.38
ZSM5 Metering Maintenance Order 102 0.38
ZPM3 Telemetry Alarm Order 77 0.28
ZPM6 Capital Scheme Order 54 0.20
ZPM4 Netbase Order 25 0.09
The following table shows the age structure of work orders that have had the status "Created" for more than 30
days based on the basic start date:
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 1199 4.43
Between 3 and 6 months 1628 6.02
Between 6 and 12 months 2678 9.90
Older than 12 months 21533 79.65
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Order Order Planning Plant Entered Created Basic Basic Scheduled
Number Type Plant by On Start Date Finish finish
Date
000007113725 ZSM3 D001 D001 25.09.2013 08.11.2013 06.05.2014 25.09.2013
000006309199 ZSM2 D001 D001 05.11.2013 08.11.2013 08.05.2014 05.11.2013
000007114580 ZSM3 D001 D001 25.11.2013 08.11.2013 25.11.2013
000007114581 ZSM3 D001 D001 25.11.2013 08.11.2013 25.11.2013
000007114583 ZSM3 D001 D001 25.11.2013 08.11.2013 25.11.2013
000000055541 ZPM6 W001 W001 11.11.2013 08.11.2013 08.12.2013 07.12.2013
000007114620 ZSM3 D001 D001 25.11.2013 08.11.2013 25.11.2013
000000055681 ZPM6 W001 W001 21.11.2013 08.11.2013 06.12.2013 05.12.2013
000010741726 ZSM1 S001 S001 08.11.2013 08.11.2013 11.11.2013 09.11.2013
000000055749 ZPM6 W001 W001 04.12.2013 08.11.2013 06.12.2013 05.12.2013

System SID 51/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

The following table shows the 10 oldest documents in the backlog.


DETAILED LIST (OLDEST DOCUMENTS)
Order Order Planning Plant Entered Created Basic Basic Scheduled
Number Type Plant by On Start Date Finish finish
Date
000006208795 ZSM2 D001 D001 03.06.2010 14.12.2001 03.01.2002
000006208788 ZSM2 D001 D001 03.06.2010 16.09.2002 06.10.2002
000006209394 ZSM2 D001 D001 03.06.2010 26.03.2003 15.04.2003
000006209552 ZSM2 D001 D001 03.06.2010 11.06.2003 01.07.2003
000006209692 ZSM2 D001 D001 03.06.2010 04.07.2003 24.07.2003
000006209890 ZSM2 D001 D001 03.06.2010 20.08.2003 09.09.2003
000006210325 ZSM2 D001 D001 03.06.2010 08.10.2003 28.10.2003
000006210403 ZSM2 D001 D001 03.06.2010 10.10.2003 30.10.2003
000006210406 ZSM2 D001 D001 03.06.2010 10.10.2003 30.10.2003
000006210400 ZSM2 D001 D001 03.06.2010 10.10.2003 30.10.2003

3.3.2.3 Work Orders in phase released


Rating Finding
523502 work orders were identified that are in the "released" phase, created more than 60 days
ago, and that have not yet been technically closed.

Business Risk
Maintenance tasks were possibly not carried out in time.

Recommendation
Together with your business department, determine whether technical closure of the work orders is required. Also
assess whether you can set the deletion indicator (by choosing Functions -> Deletion flag -> Set) and whether the
obsolete work orders can be archived with archiving object PM_ORDER.

Description
The 'Work Orders in Phase Released' key figure measures the backlog of work orders that have been in the
"released" phase for more than 60 days. The work orders are taken into account if they were created more than
60 days ago. Work orders with a basic start date in the future are excluded.

Rating Rule
The backlog of work orders is set in relation to the number of work orders created each day (average over the five
days with the highest throughput in the analyzed week).
- Quotient between 0 - 1 is GREEN, that is, the backlog is less than one working day
- Quotient between 1 - 5 is YELLOW, that is, the backlog is between one and five working days
- Quotient > 5 is RED, that is, the backlog is greater than one working week

The following graphic and table show how the number of work orders in the "released" phase is distributed across
your plants. You can see the top plants with the highest data volume, along with the number of "released" work
orders in your system for other plants.

System SID 52/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Plant Description No. of Work Orders Percentage


M001 Metering 256728 49.04
S001 Waste Water 214225 40.92
W001 Water 35934 6.86
D001 Developer Services 16615 3.17
The following graphic and table show how the number of work orders in the "released" phase is distributed across
your order types. You can see the top order types with the highest data volume, as well as the number of work
orders in the "released" phase in your system for other order types.

Order Type Description No. of Work Orders Percentage


ZSM5 Metering Maintenance Order 157199 30.03
ZPM2 Planned Maintenance Order 126025 24.07
ZSM6 Metering WTT Order 99541 19.01
ZSM1 Customer Order 92047 17.58
ZSM2 Dev Services Water Order 15918 3.04
ZPM1 Unplanned Maintenance Order 13083 2.50
ZPM4 Netbase Order 10722 2.05
ZPM3 Telemetry Alarm Order 8282 1.58

System SID 53/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Order Type Description No. of Work Orders Percentage


ZSM3 Dev Services Waste Water Order 685 0.13
The following table shows the age structure of work orders in the "released" phase based on the basic finish date.
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 18374 3.51
Between 3 and 6 months 57003 10.89
Between 6 and 12 months 90882 17.36
Older than 12 months 357243 68.24
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Order Order Type Planning Plant Entered by Created On Basic Start Basic
Number Plant Date Finish Date
000010723381 ZSM1 W001 W001 12.10.2013 09.10.2013 10.10.2013
000010714946 ZSM1 W001 W001 30.09.2013 30.09.2013 10.10.2013
000095277621 ZPM1 W001 W001 30.09.2013 30.09.2013 10.10.2013
000010714886 ZSM1 S001 S001 30.09.2013 30.09.2013 10.10.2013
000010714895 ZSM1 W001 W001 30.09.2013 30.09.2013 10.10.2013
000010714941 ZSM1 W001 W001 30.09.2013 30.09.2013 10.10.2013
000010714753 ZSM1 W001 W001 30.09.2013 30.09.2013 10.10.2013
000010714747 ZSM1 W001 W001 30.09.2013 30.09.2013 10.10.2013
000010715061 ZSM1 W001 W001 30.09.2013 30.09.2013 10.10.2013
000010720705 ZSM1 W001 W001 08.10.2013 08.10.2013 10.10.2013
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Order Order Type Planning Plant Entered by Created On Basic Start Basic
Number Plant Date Finish Date
000006271532 ZSM2 D001 D001 13.04.2012 15.03.2010 28.04.2010
000006271539 ZSM2 D001 D001 13.04.2012 15.03.2010 28.04.2010
000070047666 ZPM2 S001 S001 07.12.2010 05.05.2010 05.05.2010
000070017821 ZPM2 W001 W001 28.09.2010 06.05.2010 06.05.2010
000070118665 ZPM2 S001 S001 22.02.2011 22.05.2010 22.05.2010
000006211769 ZSM2 D001 D001 03.06.2010 05.05.2010 25.05.2010
000006210836 ZSM2 D001 D001 03.06.2010 11.05.2010 31.05.2010
000070006587 ZPM2 S001 S001 18.08.2010 31.05.2010 31.05.2010
000070015388 ZPM2 S001 S001 22.09.2010 04.06.2010 04.06.2010
000006211023 ZSM2 D001 D001 03.06.2010 17.05.2010 06.06.2010

3.3.2.4 Failed goods movements


Rating Finding
50 failed goods movements (COGI entries) have been identified for which the creation date is more than
one day ago.

Business Risk
Failed goods movement postings indicate an inconsistency between the real world stock information and the book
inventory since the components have already been physically consumed during the plant maintenance process.
These errors should be posted in a timely manner. Otherwise, the stock situation in the system does not reflect the
real world situation. This has a negative impact on the quality of the MRP run and the ATP checks.

Recommendation
Ask the relevant business unit how the old, failed goods movements can be reprocessed. The error that caused

System SID 54/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

the goods movement to fail is often no longer applicable and reprocessing can therefore be triggered without any
problems. In other cases, the error has to be corrected before the booking can be posted.

Description
The 'Failed Goods Movements' key figure measures the number of goods movements that failed during work
order confirmation (entries in transaction COGI) and that are older than one day.

Rating Rule
This key figure is rated by absolute values.
- Up to 10 is GREEN.
- Between 10 and 100 is YELLOW.
- More than 100 is RED.

The following table shows how the backlog of failed goods movements is distributed across your plants. You can
see the top plants with the highest backlog, as well as the number of failed goods movements in your system for
other plants:

Plant Description No. of Failed goods Percentage


movements
2101 CusLogistics Plant 50 100.00
The following table shows the age structure of the COGI entries that are related to work orders based on the
creation date.
AGE DISTRIBUTION OF BACKLOG DOCUMENTS
Age No. of Documents Percentage
Less than three months 2 4.00
Between 3 and 6 months 4 8.00
Between 6 and 12 months 7 14.00
Older than 12 months 37 74
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Order Plant Movement Application Message Message Text Created on
Type Area Number
000010721079 2101 ZSM1 M7 121 You have no authorization for 15.11.2013
this transaction with movement
000010735543 2101 ZSM1 M7 121 You have no authorization for 04.11.2013
this transaction with movement
000010635017 2101 ZSM1 M7 121 You have no authorization for 17.06.2013
this transaction with movement
000010635017 2101 ZSM1 M7 121 You have no authorization for 17.06.2013
this transaction with movement
000010635017 2101 ZSM1 M7 121 You have no authorization for 17.06.2013
this transaction with movement
000010635017 2101 ZSM1 M7 121 You have no authorization for 17.06.2013
this transaction with movement
000010558046 2101 ZSM1 M7 121 You have no authorization for 18.03.2013
this transaction with movement
000060082521 2101 ZPM4 M7 121 You have no authorization for 23.01.2013
this transaction with movement
000060082521 2101 ZPM4 M7 121 You have no authorization for 23.01.2013
this transaction with movement
000060082521 2101 ZPM4 M7 121 You have no authorization for 23.01.2013
this transaction with movement
The following table shows the 10 oldest documents in the backlog.

System SID 55/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

DETAILED LIST (OLDEST DOCUMENTS)


Order Plant Movement Application Message Message Text Created on
Type Area Number
000006216518 2101 ZSM2 M7 121 You have no authorization for this 04.02.2011
transaction with movement
000006215228 2101 ZSM2 M7 121 You have no authorization for this 11.02.2011
transaction with movement
000006215228 2101 ZSM2 M7 121 You have no authorization for this 11.02.2011
transaction with movement
000006215228 2101 ZSM2 M7 121 You have no authorization for this 11.02.2011
transaction with movement
000006215228 2101 ZSM2 M7 121 You have no authorization for this 11.02.2011
transaction with movement
000006215228 2101 ZSM2 M7 121 You have no authorization for this 11.02.2011
transaction with movement
000006215228 2101 ZSM2 M7 121 You have no authorization for this 11.02.2011
transaction with movement
000006223282 2101 ZSM2 M7 121 You have no authorization for this 11.04.2011
transaction with movement
000006223282 2101 ZSM2 M7 121 You have no authorization for this 11.04.2011
transaction with movement
000006223282 2101 ZSM2 M7 121 You have no authorization for this 11.04.2011
transaction with movement

System SID 56/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.4 Finance
The following table summarizes the key findings for the analyzed key figures of the Finance business process.
FINDINGS
Rating Finding Comment
Early Payments FI-AP (before cash discount 1): No age distribution.
32488 early payments before cash discount 1 were 99.93% of "Cust Ltd" <1101>.
identified. 99.94% of "Invoice - Gross" <RE>.
LT: Invoice Item -> Clearing: No age distribution.
72 days of average lead time were identified for all
invoice items that were cleared in the analyzed
reference period.
Bank Statement Items not completed: 5% within last 3 months & 24% older 1 year.
34337 bank statement items were identified that 52.24% of "Cust Plc" <1100>.
have not been fully posted. 47.74% of "Cust Ltd" <1101>.
51.84% of "Others clearing NMSC" <GB22>.
43.86% of "CIS DD A/C (Outgoing)" <GB32>.
Overdue open items FI-AP - 2 fiscal years in past: No age distribution.
19773 overdue open FI-AP items (including two 69.32% of "WTT- TARGET" <ZT>.
fiscal years in the past) were identified for company 24.79% of "Invoice - Gross" <RE>.
code 1101. 100.00% of "Cust Ltd" <1101>.
Overdue open items FI-AR - 2 fiscal years in past: No age distribution.
16257 overdue open FI-AR items (including two 51.39% of "Cash Document" <SK>.
fiscal years in the past) were identified for company 100.00% of "Cust Ltd" <1101>.
code 1101.
SD Invoice in Ref. Per. with different Payment No age distribution.
Terms:
0 SD invoices with different payment terms were
identified in the reference period.
MM Invoice in Ref. Per. with different Payment No age distribution.
Terms:
0 MM invoices with different payment terms were
identified in the reference period.
Lockbox Items not completely posted: No age distribution.
0 lockbox items were identified that have not been
completely posted.

3.4.1 Bank Statements


3.4.1.1 Bank Statement Items not completed
Rating Finding
34337 bank statement items were identified that have not been fully posted.

Business Risk
The identified bank statements could indicate situations where bank statements received from your house bank
cannot be posted completely in the SAP ERP system (because the payment reference is missing, incorrect, or not
readable, for example). This means that the payment cannot be assigned to an open customer item in FI-AR and
could lead to unallocated cash.

Recommendation
Together with your business department, assess why the bank statement items could not be completely posted.

Description
The "Bank Statement Items Not Completely Posted" key figure represents all electronic bank statement (lockbox
for US company codes) items received from your house bank that cannot be fully posted in the SAP ERP system.

System SID 57/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Rating Rule
The rating of this key figure is based on the number of detected bank statement items not completed and is rated
by absolute values:
- 0 is GREEN.
- 1-100 is YELLOW.
- >101 is RED.

The following graphic and table show how the number of bank statement items not completely posted are
distributed across your company codes. You can see the top company codes with the highest number of
incomplete bank statement items.

Company Code Description No. of Bank Statement Percentage


Items
1100 Cust Plc 17936 52.24
1101 Cust Ltd 16394 47.74
1110 Cust Holdings Ltd 2 0.01
1122 CU Green Power Limited 2 0.01
1102 Cust Utilities 1
1106 Cust Reservoirs 1
1123 CU Wind Power Limited 1
The following graphic and table show how the number of bank statement items not completely posted are
distributed across your posting rules. You can see the top posting rules with the highest number of incomplete
bank statement items.

System SID 58/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Posting Rule No. of Bank Statement Items Percentage


GB22 17800 51.84
GB32 15061 43.86
GB11 1196 3.48
GB20 229 0.67
GB21 13 0.04
GB39 10 0.03
GB37 7 0.02
GB38 5 0.01
GB33 4 0.01
GB35 3 0.01
Others 9 0.03

AGE DISTRIBUTION OF BACKLOG DOCUMENTS


Age No. of Documents Percentage
Less than three months 1571 4.58
Between 3 and 6 months 16324 47.54
Between 6 and 12 months 8264 24.07
Older than 12 months 8178 23.81
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Bank statement Company Code House Bank Account ID Statement Date
identification
201333338 1101 BARC1 CHQCL 04.12.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013
201333301 1100 BARC2 DIVID 28.10.2013

System SID 59/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

The following table shows the 10 oldest documents in the backlog.


DETAILED LIST (OLDEST DOCUMENTS)
Bank statement Company Code House Bank Account ID Statement Date
identification
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009
200900335 1101 STWL1 CHQCL 01.12.2009

3.4.2 Open Items (customer)


3.4.2.1 Overdue open items FI-AR - 2 fiscal years in past
Rating Finding
16257 overdue open FI-AR items (including two fiscal years in the past) were identified for company
code 1101.

Business Risk
The identified open and overdue customer items could indicate situations where your customers did not pay on
time or where customer payments could not be assigned to corresponding open items (unallocated cash).

Recommendation
Together with your business department, determine which of these open customer items still need to be paid by
the customers. Define a procedure to clean up open items that do not represent open invoices (such as
unassigned customer payments, migrated documents, and so on).

Description
The "Overdue open items FI-AR incl. 2 fiscal year in past" key figure represents all open customer items (FI-AR)
for which the payment net due date is already overdue.

Rating Rule
This key figure is rated by absolute values:
- Up to 1,000 is GREEN.
- Between 1,000 and 20,000 is YELLOW.
- More than 20,000 is RED.

The following graphic and table show how the backlog of overdue and open customer items is distributed across
your document types. You can see the top document types with the highest backlog, as well as the number of
overdue and open items in your system for the other document types.

System SID 60/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Document Type Description No. of Open Items Percentage


SK Cash Document 8354 51.39
AB Accounting Document 2871 17.66
DZ Customer Payment 2430 14.95
RV Billing Doc.Transfer 1608 9.89
IC Intercompany posting 663 4.08
ZZ Bank accounts 183 1.13
SA G/L Account Document 106 0.65
DR Customer Invoice 39 0.24
DG Customer Credit Memo 2 0.01
ZP Payment Posting 1 0.01
The following graphic and table show the overdue open items for the analyzed company codes distributed over
the current fiscal year plus the last two fiscal years.

Company Code Description Fiscal year Count Percentage


1101 Cust Ltd 2014 11047 67.95
1101 Cust Ltd 2013 4385 26.97
1101 Cust Ltd 2012 825 5.07
System SID 61/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

The following table shows the 10 newest documents in the backlog.


DETAILED LIST (NEWEST DOCUMENTS)
Document Company Fiscal Customer Document Posting Entered Net due Net
Number Code Year Type Date on date arrears
1300014175 1101 2014 1000012312 SK 08.11.2013 08.11.2013 08.11.2013 31
4000016588 1101 2014 1000015098 RV 08.11.2013 08.11.2013 08.11.2013 31
4000021454 1101 2014 1000016806 RV 08.11.2013 08.11.2013 08.11.2013 31
1300014500 1101 2014 1000019499 SK 08.11.2013 08.11.2013 08.11.2013 31
0100202447 1101 2014 1000021281 AB 08.11.2013 08.11.2013 08.11.2013 31
1300014550 1101 2014 1000022617 SK 08.11.2013 08.11.2013 08.11.2013 31
1300014536 1101 2014 1000023039 SK 08.11.2013 08.11.2013 08.11.2013 31
1300014051 1101 2014 1000023039 SK 08.11.2013 08.11.2013 08.11.2013 31
0100230711 1101 2014 1000025647 AB 08.11.2013 08.11.2013 08.11.2013 31
1300014333 1101 2014 1000026742 SK 08.11.2013 08.11.2013 08.11.2013 31
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Document Company Fiscal Customer Document Posting Entered Net due Net
Number Code Year Type Date on date arrears
1400000000 1101 2012 1000006939 DZ 01.04.2011 01.04.2011 01.04.2011 983
1400000000 1101 2012 1000006939 DZ 01.04.2011 01.04.2011 01.04.2011 983
1400000000 1101 2012 1000006939 DZ 01.04.2011 01.04.2011 01.04.2011 983
1400000000 1101 2012 1000006939 DZ 01.04.2011 01.04.2011 01.04.2011 983
1400000000 1101 2012 1000006939 DZ 01.04.2011 01.04.2011 01.04.2011 983
1400000000 1101 2012 1000006939 DZ 01.04.2011 01.04.2011 01.04.2011 983
2300000000 1101 2012 3000000003 IC 08.04.2011 11.04.2011 04.04.2011 980
1400000159 1101 2012 1000007704 DZ 05.04.2011 05.04.2011 05.04.2011 979
1400000318 1101 2012 1000017123 DZ 07.04.2011 07.04.2011 07.04.2011 977
2300000001 1101 2012 3000000003 IC 13.04.2011 13.04.2011 11.04.2011 973

3.4.3 Open Items (vendor)


3.4.3.1 Overdue open items FI-AP - 2 fiscal years in past
Rating Finding
19773 overdue open FI-AP items (including two fiscal years in the past) were identified for company
code 1101.

Business Risk
The identified open and overdue vendor items could indicate situations in which you did not pay your vendors on
time.

Recommendation
Together with your business department, determine which of these open vendor items still need to be paid. Define
a procedure to clean up open items.

Description
The "Overdue open items FI-AP incl. 2 fiscal year in past" key figure represents all open vendor items (FI-AP) for
which the payment net due date is already overdue.

Rating Rule
This key figure is rated by absolute values:
- Up to 1,000 is GREEN.
- Between 1,000 and 20,000 is YELLOW.
- More than 20,000 is RED.

System SID 62/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

The following graphic and table show how the backlog of overdue and open vendor items is distributed across
your document types. You can see the top document types with the highest backlog, as well as the number of
overdue and open items in your system for the other document types.

Document Type Description No. of Open Items Percentage


ZT WTT- TARGET 13706 69.32
RE Invoice - Gross 4902 24.79
IC Intercompany posting 696 3.52
ZZ Bank accounts 213 1.08
KR Vendor Invoice 176 0.89
SA G/L Account Document 45 0.23
KG Vendor Credit Memo 17 0.09
ZP Payment Posting 8 0.04
KA Vendor Document 5 0.03
AB Accounting Document 3 0.02
Others 2 0.01
The following graphic and table show the overdue open items across the top company codes distributed over the
current fiscal year plus the last 2 fiscal years.

System SID 63/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Company Code Description Fiscal year Count Percentage


1101 Cust Ltd 2013 8448 42.72
1101 Cust Ltd 2012 5869 29.68
1101 Cust Ltd 2014 5456 27.59
The following table shows the 10 newest documents in the backlog.
DETAILED LIST (NEWEST DOCUMENTS)
Document Company Fiscal Customer Document Posting Entered Net due Net
Number Code Year Type Date on date arrears
3200001570 1101 2014 0000900013 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900013 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900012 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900012 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900012 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900009 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900009 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900008 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900008 ZT 08.11.2013 09.11.2013 09.11.2013 30
3200001570 1101 2014 0000900007 ZT 08.11.2013 09.11.2013 09.11.2013 30
The following table shows the 10 oldest documents in the backlog.
DETAILED LIST (OLDEST DOCUMENTS)
Document Company Fiscal Customer Document Posting Entered Net due Net
Number Code Year Type Date on date arrears
0900171027 1101 2012 0000100439 RE 06.10.2011 06.10.2011 12.03.2010 1368
0900183978 1101 2012 0000101531 RE 19.10.2011 19.10.2011 31.05.2010 1288
0900136851 1101 2012 0000100311 RE 05.09.2011 05.09.2011 27.06.2010 1261
0900071348 1101 2012 0000100227 RE 21.06.2011 27.06.2011 27.07.2010 1231
0900351168 1101 2012 0000400750 RE 21.02.2012 21.02.2012 19.08.2010 1208
0900062033 1101 2012 0000101531 RE 15.06.2011 15.06.2011 27.08.2010 1200
0900285127 1101 2012 0000700966 RE 05.01.2012 05.01.2012 05.01.2011 1069
0900071243 1101 2012 0000100943 RE 27.06.2011 27.06.2011 11.01.2011 1063
1700000062 1101 2012 0000102172 KG 04.04.2011 05.04.2011 22.03.2011 993
3200000000 1101 2012 0000900013 ZT 01.04.2011 02.04.2011 02.04.2011 982

3.4.4 Payments (customer)


3.4.4.1 LT: Invoice Item -> Clearing
Rating Finding
72 days of average lead time were identified for all invoice items that were cleared in the analyzed
reference period.

Business Risk
Long lead times could indicate situations in which customer payments are delayed.

Recommendation
Together with your business department, analyze why the lead time between invoice item creation and customer
payment is so long.

Description
The average lead time between posting the FI-AR invoice (open item creation) and clearing the open item is
shown for invoices created within a reference period (relates to typical business KPI days of sales outstanding).

Rating Rule
This key figure is rated by absolute values based on the average lead time in days:
- 1–30 days is GREEN.

System SID 64/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

- 31–60 days is YELLOW.


- >60 days is RED.

The following table shows the top company codes with the average lead times.

Company Code Description Lead Time


1101 Cust Ltd 72
The following graphic and table show the top document types with the average lead times.

Document Type Description Lead Time


ZZ Bank accounts 233
AB Accounting Document 217
RV Billing Doc.Transfer 72
DR Customer Invoice 43
SK Cash Document 7
The following table shows the top accounting documents with the longest lead times.

Accounting Company Document Posting Document Accounting Clearing Lead Time


Document Code Type Date in the Date in Document Date
Number Document Document Entry Date
4000000450 1101 RV 03.04.2012 03.04.2012 03.04.2012 05.12.2013 611
4000003773 1101 RV 04.05.2012 04.05.2012 04.05.2012 03.12.2013 578
4000003774 1101 RV 04.05.2012 04.05.2012 04.05.2012 03.12.2013 578
4000006344 1101 RV 10.05.2012 10.05.2012 21.05.2012 05.12.2013 574
4000006346 1101 RV 10.05.2012 10.05.2012 21.05.2012 05.12.2013 574
4000006345 1101 RV 10.05.2012 10.05.2012 21.05.2012 05.12.2013 574
4000005517 1101 RV 09.05.2012 09.05.2012 21.05.2012 03.12.2013 573
4000005516 1101 RV 09.05.2012 09.05.2012 21.05.2012 03.12.2013 573
4000005518 1101 RV 09.05.2012 09.05.2012 21.05.2012 03.12.2013 573
4000003587 1101 RV 04.05.2012 04.05.2012 04.05.2012 26.11.2013 571
The following table shows the frequency distribution of number of items over lead times.

LT 0-14 days LT 15-30 days LT 31-45 days LT 46-60 days LT >60 days
836 116 79 86 459

System SID 65/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.4.5 Payments (vendor)


3.4.5.1 Early Payments FI-AP (before cash discount 1)
Rating Finding
32488 early payments before cash discount 1 were identified.

Business Risk
The identified early vendor payment could indicate situations in which you are paying your vendor liabilities too
early even though you still have some days left in which to take your cash discount, which could lead to a loss of
interest on your bank accounts.

Recommendation
Together with your business department, assess why the FI-AP payments have been posted so early (before cash
discount 1).

Description
The "Early Payments FI-AP" key figure represents cleared vendor items (FI-AP vendor payments) for which the
clearing date is either before the due date of cash discount 1 (KPI Early Vendor Payments (before cash discount
1)) or before the final net due date (KPI Early Vendor Payments (last due date)) of the invoice.

Rating Rule
The rating of this key figure is based on the number of detected early payments (FI-AP) and is rated by absolute
values:
- 0-10 is GREEN
- 11-100 is YELLOW.
- >100 is RED.

The following graphic and table show how the number of early payments posted before cash discount 1 are
distributed across your company codes. You can see the top company codes with the highest number of early
payments.

Company Code Description No. of Early Payments Percentage


1101 Cust Ltd 32466 99.93
1122 CU Green Power Limited 14 0.04
1100 Cust Plc 8 0.02
The following graphic and table show how the number of early payments posted before cash discount 1 are
distributed across your document types. You can see the top document types with the highest number of early
payments.

System SID 66/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Document Type No. of Early Payments Percentage


RE 32469 99.94
KR 19 0.06
The following table shows the top 10 early payments.
DETAILED LIST (TOP 10)
Accounting Company Code Document Type Payment Date Clearing Date Days paid too
Document No. early
0900264025 1101 RE 27.11.2013 25.11.2013 2
0900251344 1101 RE 27.11.2013 25.11.2013 2
0900242494 1101 RE 27.11.2013 25.11.2013 2
0900267622 1101 RE 02.12.2013 29.11.2013 3
0900263662 1101 RE 27.11.2013 25.11.2013 2
0900260733 1101 RE 27.11.2013 25.11.2013 2
0900255067 1101 RE 27.11.2013 25.11.2013 2
0900259950 1101 RE 27.11.2013 25.11.2013 2
0900260731 1101 RE 27.11.2013 25.11.2013 2
0900254122 1101 RE 27.11.2013 25.11.2013 2

System SID 67/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

3.5 Cross Application


The following table summarizes the key findings for the analyzed cross-application key figures.

Rating Finding
Waiting queues in the qRFC Outbound Queue:
1755 qRFC outbound queues have the status "waiting".
Erroneous IDocs (Inbound):
15.4 % erroneous inbound IDocs were identified for the analyzed week.
Batch Input sessions with errors:
524 erroneous batch input sessions (the ratio of erroneous vs. completed sessions is 13.1 ) were
identified in your system.
Background Jobs:
0.7 % of jobs were canceled on the peak day of the analyzed week.
tRFC errors:
4 tRFC errors occurred during the analyzed week.
Errors in Workflow:
19 errors in workflows were identified.
Errors in Update Tasks:
52 errors in update tasks occurred during the analyzed week.
Waiting queues in the qRFC Inbound Queue:
0 qRFC inbound queues have the status "waiting".

3.5.1 Background Job Management


3.5.1.1 Background Jobs
Rating Finding
0.7 % of jobs were canceled on the peak day of the analyzed week.

Recommendations
Assess the reason given in the respective job log for background job cancellation and resolve the respective
problem. You can do so using transaction SM37.

Description
The 'Background Jobs' key figure measures the number of background jobs running each day in system SID
during the analyzed week 02.12.2013 - 08.12.2013.

Rating Rule
This key figure is rated based on the percentage of canceled jobs on the peak day.
- Percentage between 0 - 0.1 is GREEN
- Percentage between 0.1 - 1 is YELLOW
- Percentage > 1 is RED

The following table shows the number of background jobs running on each individual day and on the peak day,
which is used for the analysis:

Date Job Volume Used for Analysis


02.12.2013 12842 
03.12.2013 12251 
04.12.2013 11212 
05.12.2013 13236 
06.12.2013 11650 
07.12.2013 6234 
08.12.2013 6181 
The following table shows the total number of background jobs running on the peak day of the analyzed week
02.12.2013 - 08.12.2013. It also shows the number and percentage of canceled background jobs, along with the
number and percentage of jobs running for more than 5 minutes, less than 5 minutes, and less than 5 seconds.

System SID 68/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Description No. of Background Jobs Percentage


Total number of Jobs 13236 100.00
Number of canceled Jobs 98 0.70
Number of Jobs > 5min 81 0.60
Number of Jobs < 5min 13155 99.40
Number of Jobs < 5sec 10589 80.00

3.5.2 IDocs Inbound


3.5.2.1 IDoc Throughput (Inbound)
This key figure measures the throughput of inbound IDocs transferred to system SID each day during the
analyzed week 02.12.2013 - 08.12.2013.

The following graphic and table show the number of inbound IDocs for the top message types along with the
remaining IDocs created during the analyzed week.

IDOCS PER MESSAGE TYPE


Message Type Description No. of IDocs Percentage
Z1WFMI003_ISUBP1 Logical Message for Customer Update Event 90251 68.53
Z1WFMI005_SERVICE_RESPONSE Service Responsibility Change 36634 27.82
RSRQST BIW: Data request message to OLTP 2250 1.71
USERCLONE Create User with Template in Another 1940 1.47
System
MBGMCR Post goods movements with 622 0.47
MB_CREATE_GOODS_MOVEMENT
The following graphic and table show the number of inbound IDocs for the top three error statuses as well as the
remaining IDocs created in the analyzed week.

System SID 69/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

IDOCS PER STATUS


Status Description No. of IDocs Percentage
53 Application document posted 111071 84.34
51 Application document not posted 20235 15.36
64 IDoc ready to be transferred to application 391 0.30

3.5.2.2 Erroneous IDocs (Inbound)


Rating Finding
15.4 % erroneous inbound IDocs were identified for the analyzed week.

Recommendations
Assess the IDoc errors for the respective message type using transaction BD87 and resolve any problems.

Description
The following tables show the distribution of inbound IDoc message types for the top three error statuses.
APPLICATION DOCUMENT NOT POSTED
Message Type Description No. of IDocs Percentage
Z1WFMI005_SERVICE_RESPONSE Service Responsibility Change 13433 66.38
Z1WFMI003_ISUBP1 Logical Message for Customer Update Event 6802 33.62

Rating Rule
This number is based on the throughput
of all inbound IDocs created each day (average from the five days with the highest throughput in the analyzed
week).
- Error percentage of 0–1% is GREEN.
- Error percentage of 1–3% is YELLOW.
- Error percentage above 3% is RED.

3.5.3 IDocs Outbound


3.5.3.1 IDoc Throughput (Outbound)
This key figure measures the throughput of outbound IDocs created in system SID each day during the analyzed
week 02.12.2013 -08.12.2013.

The following graphic and table show the number of outbound IDocs created for the top message types, as well
as the remaining IDocs created during the analyzed week:

System SID 70/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

IDOCS PER MESSAGE TYPE


Message Type Description No. of IDocs Percentage
RSINFO BIW: Info message via OLTP selection process 14693 71.80
RPMFIF 4949 24.18
RSSEND BIW: Send requested data to OLAP 489 2.39
HRMD_ABA HR: Basis Plan Data, Central Person (Recip. Not HR, RW/LO) 333 1.63
The following table shows the number of outbound IDocs for the top 3 error and delay statuses, as well as the
remaining IDocs created during the analyzed week:
IDOCS PER STATUS
Status Description No. of IDocs Percentage
03 Data passed to port OK 20464 100.00

3.5.3.2 Waiting queues in the qRFC Outbound Queue


Rating Finding
1755 qRFC outbound queues have the status "waiting".

Recommendations
Assess the qRFC errors in transaction SMQ1 and resolve any problems in accordance with SAP Note 378903.

Description
This key figure measures the qRFC outbound queues with waiting statuses.

Rating Rule
This key figure is rated by absolute values:
- 0 queues with error statuses is GREEN
- Between 1 and 10 is YELLOW.
- More than 10 is RED.

The following table shows the waiting queues in the qRFC outbound queue. The result table is grouped by queue
group, RFC destination, and status. For each of these combinations, the overall number of queue entries, the
number of queues in the group, the first date, and the first time are displayed.
WAITING QUEUE GROUPS
Queue Group RFC Destination Status Number of Number of First Date First Time
Queues Entries
CS_CONF_* CLICK_QRFC SYSFAIL 3 4 03.12.2013 08:46:21
CS_SDL_* CLICK_QRFC SYSFAIL 1591 2934 20.05.2013 00:53:04

System SID 71/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Queue Group RFC Destination Status Number of Number of First Date First Time
Queues Entries
CS_SDL_ASN_* CLICK_QRFC SYSFAIL 19 53 27.06.2013 07:40:07
CS_SDL_HR* CLICK_QRFC_HR SYSFAIL 22 250 28.11.2013 10:00:34
CS_TASK_UPD_ CLICK_QRFC SYSFAIL 15 26 07.10.2013 08:52:49
R3AD_BUP* XXXCLNT200 SYSFAIL 78 240 08.09.2013 00:18:24
SWM_TMA_UPD_ XXXCLNT200 SYSFAIL 18 26 04.12.2013 08:11:27
CS_SDL_* CLICK_QRFC RETRY 7 11 09.12.2013 11:20:27
BBP_EXTREQ_TRANS* XXXCLNT200 ANORETRY 2 64 06.12.2013 12:01:03

3.5.3.3 tRFC errors


Rating Finding
4 tRFC errors occurred during the analyzed week.

Business Risk
The qRFC architecture is based on the tRFC architecture. If SM58 contains many errors or you are using heavy
tRFC transactions (EDI, legacy transfers, and so on), this may have a negative effect on qRFC performance.

Recommendations
Evaluate the tRFC errors using transaction SM58 and resolve any problems.

Description
This key figure shows the tRFC errors that occurred during the analyzed week 02.12.2013 - 08.12.2013.

Rating Rule:
This key figure is rated by absolute values:
- 0 tRFC errors is GREEN
- Between 1 and 10 is YELLOW.
- More than 10 is RED.

The following table shows the tRFC errors that occurred during the analyzed week from 02.12.2013 - 08.12.2013.
The result table is grouped by function module, RFC destination, and RFC status. For each of these combinations,
the overall number of errors, the oldest date, and the newest date are displayed.
TRFC ERRORS

Function Module RFC Destination RFC Status Number of Date (oldest) Date (newest)
Name errors
MEREP_DELTABO XXXCLNT200_TRUSTED SYSFAIL 4 02.12.2013 04.12.2013

3.5.4 Workflow
3.5.4.1 Errors in Workflow
Rating Finding
19 errors in workflows were identified.

Recommendations
Assess the workflow errors in transactions SWI2_DIAG and SWPR and resolve any problems.

Description
This key figure measures the number of workflow errors that occurred in system SID during the analyzed week
02.12.2013 - 08.12.2013.

Rating Rule
This key figure is rated by absolute values:
- 0 workflow errors is GREEN
- Between 1 and 100 is YELLOW.
- More than 100 is RED.

The following tables show the 10 newest and oldest workflow errors.
System SID 72/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

DETAILED LIST (NEWEST)


Error Work item ID Work Work item text Creation Creation
cause item type Date Time
Misc 000035338965 F Approval Workflow for Notification 45001412 02.12.2013 15:46:46
Misc 000035346558 F Contract Proforma 000000005423 NCLARK2 03.12.2013 08:44:14
Misc 000035357539 F Custom General Workflow for Documents 03.12.2013 18:00:29
Misc 000035357540 F Custom General Workflow for Documents 03.12.2013 18:00:57
Misc 000035357541 F Custom General Workflow for Documents 03.12.2013 18:01:52
Misc 000035360538 F Parked Vendor Invoice release request for 04.12.2013 09:59:03
Document 190008630
Misc 000035360551 F Custom CATS Workflow 04.12.2013 10:01:30
Misc 000035356962 F Approve Requisition 11312501 for Project 04.12.2013 10:33:35
A6W/11251 and WBS A
Misc 000035365077 F Approve Requisition 11313014 for Project 04.12.2013 14:13:53
A6W/11265 and WBS A
Misc 000035365724 F Approve Requisition 11313021 for Project 04.12.2013 14:51:04
A6W/11260 and WBS A

3.5.5 Batch Input


3.5.5.1 Batch Input sessions with errors
Rating Finding
524 erroneous batch input sessions (the ratio of erroneous vs. completed sessions is 13.1) were
identified in your system.

Recommendations
Evaluate the batch input errors using transaction SM35 and resolve any problems. Also verify whether a proper
governance process is established for batch input processing.

Description
The following graphic and table show the status distribution of the batch input sessions with errors in your system.

Rating Rule
This key figure is rated by the ratio of erroneous and processed batch input sessions:
- A ratio of up to 1/4 is GREEN.
- A ratio between 1/4 and 1/2 is YELLOW.
- A ratio of more than 1/2 is RED.

System SID 73/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

ANALYSIS RESULT BY STATUS


Status No. of Batch Input sessions Percentage
New 7298 91.89
Errors 524 6.60
In processing 75 0.94
Processed 40 0.50
In background 4 0.05
Being created 1 0.01
The following table shows the age structure of the batch input sessions with errors based on the date on which the
session was created:

Age No. of Documents Percentage


Less than three months 790 9.9
Between 3 and 6 months 709 8.9
Between 6 and 12 months 1125 14.2
Older than 12 months 5318 67
The following table shows the 10 newest batch input sessions with errors:
DETAILED LIST OF ERRONEOUS BATCH INPUT SESSIONS (NEWEST)
Session name Creation date Queue program Queue ID
DELETES_2049 04.12.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13120409390269329737
DELETES_2047 03.12.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13120312292178284343
DELETES_2042 02.12.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13120221512645726165
DELETESK_204 02.12.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13120220013471767406
DELEDH2051 29.11.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13112916354195045365
PMUPDATE 29.11.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13112916135915165656
IW32_PM_CHAN 29.11.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13112916070890009774
IW32_PM_CHAN 29.11.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13112915534742687158
DELEDH2048 29.11.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13112915404955724614
UNTECOTEST 29.11.2013 /SAPDMC/SAP_LSMW_BI_RECORDING 13112915334015165655
The following table shows the 10 oldest batch input sessions with errors:
DETAILED LIST OF ERRONEOUS BATCH INPUT SESSIONS (OLDEST)
Session name Creation date Queue program Queue ID
GLACCOUNT_1 10.11.2009 /SAPDMC/SAP_LSMW_BI_RECORDING 09111017022050800073
GLACCOUNT_3 10.11.2009 /SAPDMC/SAP_LSMW_BI_RECORDING 09111018274927722165
VM 16.11.2009 RFBIKR00 09111615435950800076
VM 16.11.2009 RFBIKR00 09111616555527722168
VM 16.11.2009 RFBIKR00 09111617211745444331
SEC_COST_ELE 16.11.2009 /SAPDMC/SAP_LSMW_BI_RECORDING 09111617275327040861
VM_XK02 18.11.2009 /SAPDMC/SAP_LSMW_BI_RECORDING 09111811564922126470
VM_XK02 18.11.2009 /SAPDMC/SAP_LSMW_BI_RECORDING 09111812261522126471
VM_XK02 18.11.2009 /SAPDMC/SAP_LSMW_BI_RECORDING 09111813405328003001
Z_CJ40O 23.11.2009 /SAPDMC/SAP_LSMW_BI_RECORDING 09112311363601362298

3.5.6 Update Tasks


3.5.6.1 Errors in Update Tasks
Rating Finding
52 errors in update tasks occurred during the analyzed
week.

Recommendations

System SID 74/75

Confidential
BPA Service Session Customer Ltd 10.12.2013

Evaluate the update errors using transaction SM13 and resolve any problems.

Description
This key figure measures the number of errors in update tasks that occurred in system SID during the analyzed
week 02.12.2013 - 08.12.2013.

Transaction code No. of errors Percentage


[Blank] 28 53.85
CJ20N 15 28.85
IW32 8 15.38
ZTMA 1 1.92

3.5.7 Miscellaneous
3.5.7.1 Event Trace switched-on

Recommendations
The event trace should never be activated in a productive environment. Also see SAP Note 706478 – “Preventing
Basis tables from increasing considerably”.

Description
The following table shows whether the event trace is activated in transaction SWELS.
DATABASE TABLE SWELCFG
Client Event Trace switched-on Event Trace switched-off
200 X

System SID 75/75

Confidential