Calling Sap Fico Consultants

[ajnabee]

next week naaku interview. emaina real time issues & important interview question telisthe cheppandi plz

[ramleela1987]

Ltt

[agora]

help

[ajnabee]

ltt

[seelavathiaunty]

wroong time ltt ing 

[ajnabee]

wroong time ltt ing 

interview is in india mama. ipude db ki vacha anuke lepina thaadu ni

[seelavathiaunty]

interview is in india mama. ipude db ki vacha anuke lepina thaadu ni

oh k  k

google lo try cheye man elopu emanna dorakochu emo 

 

ATB

[ajnabee]

oh k  k

google lo try cheye man elopu emanna dorakochu emo 

 

ATB

real time scenarios ela telusthayi mama

[seelavathiaunty]

real time scenarios ela telusthayi mama

real time kastam emo man youtube lo try cheye

[ajnabee]

real time kastam emo man youtube lo try cheye

evaraina consultant vunte cheptharemo ani adiga

[seelavathiaunty]

evaraina consultant vunte cheptharemo ani adiga

sap fico meeda avute telidu dude
vere sap meeda avute vunaru modules gurthulev sap ba anukunta

[ajnabee]

ltt

[silent_afdb_follower]

Company-1

 

We have four foreign subsidaries for Company-1. China, poland, netherlands and costa rica. The subsidiaries are doing the monthly corporate reporting out side of the system in excel. They calcualte the FASB52 for their whole statement version. They do this in two steps:

1. They do FCV to convert all the foreign curency transactions to local currency

2. They do FCT to convert all of their local currency to functional currency.

While doing FCT, they use M for P&L accounts, S for balance sheet accounts and H for Fixed assets.

 

While doing this process, they have encountered issues with the fixed asset accounts.

First of all they are maintaining the assets in excel.

They are calculating the depreciation and doing the transactions, posting the adjustments in excel. So, we have computerized it. For each foreign subsidiary, we have used one depreciation area in the respective COD. We have created the accounts for depreciation, acumulated depreciation, loss/gain account, clearing account. These accounts will calculate the depreciation in their respective local currencies. 

Another problem with the fixed assets is, system, while calculating the FASB52, takes the YTD balance of the account in USD, compares it with the ledger balance and the difference will be posted to some translation account. But FA is not like everyother BS account. Besides taking the historical rate, it has to take the cumulative balance instead of YTD balance. This was their business requirement. So, we worked with the ABAPer to develop the report which calculates the FASB52 for all the FA and acc dep accounts.

We have created another retained earnings acount for book 30. So, book 01 uses REA X and book 30 uses REA Y.

Now, we have included all the newly created accounts in the SV. We have like 150 account groups with in the SV. We have created 150 GL accounts for capturing the translation difference for each account group. This is another business requirement for company-1.  After calculating the FASB diference, the same will be reversed on the first day of the next month.

What ever we have done will be good for ongoing assets. That means, if they create a new asset now, the depreciation and acc depreciation values for that asset will right. The config does not correct the existing assets.

 

Also, the issue they are facing with the fixed assets is, they have different useful life of the same asset in US and in local subsidary. So, the depreciation values are different. The depreciation accounts created will capture the different depreciation value only for the ongoing assets. If we change the asset life in asset master, the accumulated depreciatin for the current year will be changed and what ever the adjustment is there, it will appear as planned depreciation and gets posted in the next depreciation run.

But for changing the acc dep values that was posted in previous closed years, we created some transaction types for credit entry and debit entry. When we do X47 which is credit entry, we can take out the exiting acc. dep value and using X46, we can put in the right value of acc. dep value. This is done for both the books.

 

Also, I have used report painter to build a profit center report as business asked for. Depending on company code, fiscal year and profit center group, it will generate the report which has accounts listed both in local currency and group currency.

 

 

So, consolidation is done

 

 

[silent_afdb_follower]

Compay-2

 

Our Client Company-2 has opened up a new company code with in the US for which we have to configure the Accounts payables and recievables module, APP and Integration points between FI to MM and SD.

 

Company-2 have some foreign vendors in Canada besides. Also they wanted to see the floating cash out, floating cash in and confirmed cash on any particular day.

 

Accounts Payables:

 

Created the house banks and bank accounts.

While doing the configuration, business provdied some miscelleanous information like, Bank identifier, bank key etc.,

SWIFT code and Bank groups are configured for international bussiness transactions.

We have formed a strategy for bank GL a/c structure for payment methods.

For this to work, there must be only one confirmed cash GL account with several bank-clearing accounts. 

We used to have 3 payment methods. C, ACH, Wire,

So, we have created 10 GL accounts for that bank account.

Confirmed Cash ends with a/c +++1

Clearing ends with a/c +++2

Outgoing check clearing +++3

Outgoing ACH clearing +++4

Outgoing Wire clearing +++5

 

We have written the functional specs to develop the form for payment advice with ABAPers

Configured Check lots for our bank account. [Check lots determine the check number that is used on payments.]

Created some Void reason codes using FCHV for Incorrect Printing, check destroyed and incorrectly inserted lot.

 

Configured the Automatic Payment Program

 

The use of APP is  to determine exactly when and how the vendor invoices gets paid.

1.) Company code data: Sending company code, paying company code, special GL transactions to be paid for customers and vendors (A: Downpayments) 

2.) Paying Company code data : Min amount for incomming payment and minumum amount for outgoing payment was configured as 10$.

3.) Country Payment Methods : 

Specifies which payment method can be used. Our client has C, ACH and Wiretransfer. Outofwhich we use C alot.

Configured the document type for vendor invoices as KZ

Z-Payment medium program is selected to print the client configured check.

4.) Company code payment methods :

Here we extend the country payment method to our company code. 

5.) Bank Selection: We have configured Ranking Order, Bank accounts and available amounts

 

Created Vendor account groups, reconciliation accounts, configuration of assigning downpayment to the vendor using OBYR

Assigned the number ranges to the vendor account groups.

 

Accounts Recievables

 

Configured the Terms of payment (Eg : 2% 10, Net 30) [Base line Date, payment method]

Configured the Interest Calculation : 

Interest Indicator: [Interst cacluation type [P (line item) or S (From Account)]

Configured the Interest program run: [Open items and items cleared with payments, calender type, transfer days, tolerance days, terms of payment]

Assigned interest indicator available to interest run program

Defined the reference interest rate [Assigned the time lines for this interest rate]

Assign the interest indicator to the reference interest rate

Defined the account determination for interest calculation [OBV1] (Assinged the accounts to the account symbols)

 

For Overpayments and Underpayments, Cash discounts accounts have been assigned.

 

Configured the reason codes [OBBE]

Confgired the Reason code conversion version [OBCR]

Mapped the customer(external) reason code to the SAP standard (internal) reason code [OBCS]

Assigned the overpayment/underpayment account in OBXL

Assigned the cash discount account in OBXI

Maintained the Customer tolerances [Null] using OBA3

 

After all this configuration is done, we have conducted various test scenerios.

Posted FB70 Customer invoice and cleared it

Tested for over/under payments to see if the accounts are being hit or not

Posted the document to see if the amount that was getting written off or not as specified in tolerance limits

Posted several invoices to check if the tolerance days, transfer days are taken into consideration or not

Checked if the interest is rightly calculated or not.

The same is checked with SD integration. All points are checked if the invoice is generated from a Sales order.

 

Production support 

 

As I have done the configuration for AP and AR, I gave the production support for around 2+ months. We have both App Dev and the production support software quality team resolving various tickets.

 

1.  When the user encountered an issue, he logs a call or email and mentions which support team it should be handled by. 

2. We first send them, the IR (Initial Response) depending on the priority of the ticket (Top,High,Med,Low,None). 

3. Then we will see if the error is the process error, technical error or some configuration issue.

4. If the issue is due to some configuration, we first make the necessary changes in the development, move it to QA, and then we test it thoroughly end-to-end by writing various test cases for unit testing, UAT.

5. We used a tool called HPQC V.10  for storing and exectuing the test cases. 

6. When the error is debugged completely, the change will be moved to the transport controllers. Then it is moved to production by basis people.

7. Once the change is deployed in production and the end-user is not hit by the same issue, he closes the ticket.

 

We saved the process/configration changes in BMC remedy software.

 

Issues

 

1.) We have an account with some local bank in Houston. The issue here was, even when the total invoice amount is 50,000$ and the available amount is 35,000$, the system is not showing the error. This has led to the increased interest rate levied on our company

Ans : It checks the available balance in FBZP but not the Bank balance.

 

2.) User encountered an error when doing procure-to-pay process. He is trying to procure Packaging material but he is unable to complete the creation of PO. By some how, the he is putting the FERT valuation class and trying to procure Packaging material.

Ans : As we cannot directly change the valuation class of a material, MM consultant has created a new material code and transfered the old stock to the new one. After the stock is zero, valuation class is changed and then they retransfered to the original material.  As a FI consultant I have only done the required configuration in OBYC

 

3.) While running the APP, they have encountered some issues with date and payment method. There are some fields like Run date and payment date which if not rightly set, invoices will be skipped. 

Also, some vendors did not get paid because the payment method in the vendor master is different to the one in F110.

 

Ans : The dates were properly set and developed some user manual for avoiding future issues. Manually cleared some payments which did not picked up in APP run.

 

4.) Issues with GR/IR in Moving Average Price when the Invoice quantity does not have enough stock coverage 

And we had some production tickets in SD and EDI (Partner profiles) but in FI, no further issues.

 

5.) GR/IR reclassification is done to fecilitate the period end closing.

 

There could be some Purchase orders for which the GR would have been done, but the Invoice verification would be pending at the period end. In some cases, the Invoice verification could have been completed, but the GR would be pending.

 

GR done, IV not done and - This has to be taken to the Liability side of the balance sheet

IV done, GR not done - This has to be taken to the asset side of the balance sheet.

 

FBKP-->Automatic postings-->Goods/invoices receipt clearing

 

Here we maintain the GR/IR clearing account and the target account, to which the GR/IR balance will be reclassified at month end, when you run F.19.

 

[silent_afdb_follower]

Company-3

--------------

As part of forecasring process of finished prod, planned independent req will be created. This is used as input to MRP process.

MRP uses master data like material master and BOM, It crates plannned orders for inhouse manuifactured parts and extermalyy pruchased parts.

 

 

Eg: 6 ounce of toothpaste.

PP people run the MRP run. It generates a planned order . Used to plan your components. 

MD04 to convert planned to production order.

Company-3  implemented SAP for its manufacturing proceses.

It manufactures different house hold products like toothpastes, detergents , pearl drops, gentle naturals etc.

 

The business has four advertising campaings. TV campaign, Internet, Newspaper and Bill board campaigns. With in TV, they have another three campaigns viz,. CNN, Fox and ABC. Business will spend the dollars on these four advertising campaigns which should be tracked through internal orders.

Then, at the month end, they settle the expenses to the corresponding cost centers. This was their requirement.

Configured Order type to some Z-type. Configured the Settlement profile and planning profile. They were not using budget profile at that time.

Demonstrated the life cycle of internal orders and prepared the user manuals and conducted training sessions on how to use internal orders for the users.

 

Created a cost center hierarchy according to the req of business.

Similiary maintianed the profit center hierarchy and assigned the profit centers with in the cost centers.

Every period end, we settle the IO to cost centers

 

 

C&D was producing baking soda for which our FICO team and PP team has done the config for Product Cost Controlling.

The production of baking soda involves rawmaterials, packaging materials, semi-finished goods, labour , activities etc.

 

We have implemented the product cost controlling in SAP for this manufacturing process. This is a repetetive manufacturing (Make to Stock).

 

We have configured the basic settings under costing variant like Costing type, Valuation variant, transfer control, quantity struture control, date control.

 

We have created the primary cost elements for Raw materials, semi-finished goods, packaging materials, consumption accounts, production variance account, material revaluation account

 

Configured the required settings in OBYC for consumption accounts and production variance account.

Created the secondary cost elements for overheads, Work in process, Internal activity allocation.

 

PP consultants has created the work centers, BOM and Routing. 

 

In Company-3, they have 3 different activites for manufacturing:

 

The activites are

Setup

Blending 

Packing

 

Created 3 different activity types for these activites. Created three secondary cost elements. We get the costs for each activity from PP consultants and assigned it in KP26. 

 

Created the cost component structure. Included different kinds of consumption accounts in it, activity type cost elements, and over head cost element.

 

PP consultants do the backflusing for every activity they do on the production floor. Every month end, WIP, variance and settlement is run. This is done by the PP consultants. 

Configured the Bases, overhead rates, credits and assigned it in the costing sheet and then to valuation variant for calculating the overheads.

 

After every activity on the workfloor, we traced the accounting documents generated.

 

The business wanted to build the COPA reports for which we have implemented the PA. According to business requiements, we have added some charecterisctics, value fields for our operating concern.

 

PTD     YTD

  Dem  Billdata Opendem  Dem Billdata Opendem

Dom Rev

For Rev

S&H

------------

Tot Rev

Disc

------------

Net Rev

COGS

------------

Oper.Marg1

 

We have configured so that the data from every module flows to COPA like from SD, FI, and with in FI expenses, revenues, discounts, Product costing, cost object controlling. In product costing we have transfered the standard cost estimates and in cost object controlling we transfered different variances.

From SD: 

Mapped the condition types to value fields

From FI:

   Reveunues and Discounts

   -------------------------------

Created the PA transfer structure. Created the revenue and discount cost element groups and 

mapped it to the value fields

  Expenses

  ------------

Created the COPA assessment cycle

From PC:

Mapped the Cost component line items to value fields

For this, created the valuation strategy, costing keys, assigned the 

costing keys to material types, assigned the VS to record types. 

From COC:

Transfered the variances to COPA. 

According to the business requiermnt, created new charecteristic called region and maintained it.

Configred the charecterisic derivation. 

Developed the COPA reports.

 

Developed the user training material