SAP C_TS422_2023 - SAP Certified Associate - SAP S/4HANA Cloud Private Edition, Production Planning and Manufacturing

In SAP S/4HANA PP/DS, achieving a feasible production plan under capacity constraints involves:

Determine a time period with available capacity on the planning board(C): Using the DS Planning Board (/SAPAPO/CDPS0), planners can visually identify periods with free capacity on resources and manually or automatically schedule orders into those slots, ensuring feasibility.

Increase the capacity supply in a time-phased interval(D): In the work center (CR02, Capacity tab) or PP/DS resource (/SAPAPO/RES01), you can define additional capacity (e.g., shifts, overtime) for specific time intervals via capacity variants, allowing more orders to fit within constraints.

Form optimum sequences to reduce setup times(E): Using heuristics (e.g., SAP_PP_020) or the PP/DS Optimizer, you can sequence operations on resources to minimize setup times (defined in routing, CA02), maximizing throughput and resolving capacity bottlenecks.

Execute an infinite planning run(A) ignores capacity constraints, creating an unfeasible plan requiring later adjustment—not a solution.Reduce the planning time interval(B) (e.g., horizon in /SAPAPO/CDPSC11) limits scope but doesn’t address capacity directly. This is per SAP’s PP/DS capacity planning strategies.

In SAP S/4HANA repetitive manufacturing, aline hierarchy(transaction LDM1) organizes production lines for planning and execution:

A production line with more than one work center(A): A line hierarchy represents a complex production line comprising multiple work centers (defined in CR01/CR02) linked in a hierarchical structure. For example, a main line (top node) might include sub-lines or work centers (e.g., assembly, testing), allowing detailed capacity planning and quantity assignment in MF50 or PP/DS.

Alternative sequence in the routing(B) (CA21, Alternative Sequence) defines optional operation paths, not a line hierarchy.Parallel sequence in the routing(C) (Parallel Sequence) splits operations concurrently, unrelated to line hierarchy structure.Prioritized alternative work centers(D) is managed via production versions or PP/DS mode selection, not line hierarchies, which focus on physical line organization. This is per SAP’s REM line hierarchy definition.

Planning withplanned independent requirements(PIRs) in SAP S/4HANA (entered via MD61) for finished materials offers benefits in a make-to-stock or forecast-driven environment:

Reduced delivery times(A): By planning PIRs in advance (e.g., strategy 10 or 40), production can start before sales orders arrive, ensuring finished goods are available in stock. This shortens the time between order receipt and delivery, improving customer service levels.

Reduced times for final assembly(B): In strategies like 40 (Planning with Final Assembly), PIRs trigger procurement and production of components early. When sales orders arrive, only final assembly is needed, reducing the overall lead time for completion.

Option to forecast planning for production resources(C) is a byproduct of capacity planning (e.g., CM01), not a direct benefit of PIRs—PIRs focus on material demand.Option to use make-to-order production(D) contradicts PIRs, which are for make-to-stock or forecast-based planning (e.g., strategies 10, 40), not MTO (e.g., strategy 20). This is per SAP’s demand management benefits.

In SAP S/4HANA, a material availability check ensures components are available before production proceeds. This check can be triggered automatically:

By order release(C): When a production order is released (transaction CO02 or mass release via CO05N), the system can perform an availability check based on settings in the order type-dependent parameters (Customizing: Production > Shop Floor Control > Define Order Types). The "Availability Check" field (e.g., "2 - Check at Release") triggers this automatically, ensuring materials are reserved or shortages are flagged.

By mass processing(D): Using transaction COHV (Mass Processing of Production Orders), planners can execute availability checks for multiple orders simultaneously. The function "Check Material Availability" can be scheduled or run manually, automating the process across orders.

By capacity planning(A) focuses on work center capacity, not material availability.By order confirmation(B) may trigger a check for remaining quantities, but it’s not a standard automatic trigger point—it’s more relevant for backflushing or goods issue. This is outlined in SAP’s production order management documentation.

Forecasting in SAP S/4HANA’s demand planning cycle, managed via transaction MC87 or MD61, generates planned independent requirements (PIRs) based on historical data and external factors. The process includes:

One-off events(A): These are special occurrences (e.g., promotions, trade shows) that can be manually entered or factored into forecast models (e.g., using event-based forecasting in the forecast profile) to adjust demand predictions.

Market intelligence(D): This refers to external data or insights (e.g., market trends, competitor actions) that planners can incorporate into forecasting models, often manually or via integration with tools like SAP Integrated Business Planning (IBP).

Past sales order quantities(E): Historical sales data (from transaction MD73 or LIS) is a core input for statistical forecasting models (e.g., constant, trend, seasonal models), allowingthe system to predict future demand based on past consumption.

Past production planning quantities(B) are not typically used in demand forecasting, as they reflect supply rather than demand.Past quotation quantities(C) could influence sales forecasting in some scenarios but are not a standard input in SAP’s demand planning cycle, which focuses on confirmed sales orders. This aligns with SAP’s forecasting methodology in Demand Management.

In SAP S/4HANA, a "multiple BOM" refers to alternative BOMs (transaction CS01, field: Alternative) for the same material, allowing different component combinations. Reasons for these variations include:

Manufacturing date(A): Alternative BOMs can have different validity periods (Valid From/To dates in CS01 header). For example, a new BOM might replace an old one due to design changes effective from a specific date, resulting in different components based on when production occurs (checked in MRP or CO01).

Lot size(D): Each alternative BOM can specify a lot size range (CS01, header data, field: Lot Size From/To). Different component combinations might be optimal for small versus large production runs (e.g., bulk packaging for larger lots), leading to distinct BOMs tied to quantity.

BOM header status(B) (e.g., Active/Inactive) controls usability but doesn’t define component combinations—it’s a single status per BOM.BOM component status(C) isn’t a standard field—component relevance is managed via item category or deletion flags, not status, and doesn’t explain multiple BOMs. This is per SAP’s multiple BOM functionality.

Engineering Change Management (ECM) in SAP S/4HANA (transaction CC01/CC02) manages changes to objects like BOMs, routings, and materials with a structured process:

To save multiple changes for an object(C): ECM allows multiple changes (e.g., to a BOM’s components) to be grouped under one change number (field: Change Number in CS01). These changes are saved and applied together on a specified date (Valid From), ensuring coordinated updates across objects.

To monitor document object changes(D): ECM tracks changes to objects (e.g., materials, BOMs) linked to a change number, providing an audit trail (transaction CC03, History tab). This monitors who changed what and when, supporting compliance and traceability.

To monitor document table changes(A) is vague—“document” likely means BOM or routing, but ECM focuses on object changes, not table-level monitoring (e.g., database logs).To enable integration into a sales order(B) is incorrect—ECM integrates with production or procurement, not directly with sales orders (VA01). This is per SAP’s ECM functionality.

In SAP S/4HANA’sgraphical planning table(e.g., CM21 or PP/DS Planning Board, /SAPAPO/CDPS0), inserting an operation withforward planning direction(start from a fixed date and schedule forward) at a specific time on a work center with an existing operation:

The new operation is inserted at the desired time; the previously dispatched operation is moved forward(C): With forward scheduling (configured in the strategy profile, e.g., /SAPAPO/CDPSC11, Planning Direction: Forward), the system inserts the new operation at the specified time (e.g., via drag-and-drop). To maintain capacity feasibility, the previously dispatched operation is shifted forward (later in time) to avoid overlap, respecting the work center’s finite capacity (CR02, "Relevant to Finite Scheduling" checked).

Options A and B (leaving the existing operation unchanged) would violate finite scheduling rules, causing overlaps. Option D (moving backward) contradicts forward planning, which schedules from the start point onward. This is per SAP’s dispatching behavior in graphical tools.

In SAP S/4HANA, acollective orderis a network of production orders where a top-level order (for a finished product) is directly linked to subordinate orders (for assemblies), created automatically via special procurement key 52 (material master, MRP 2 view). The advantages include:

To perform availability checks across the entire collective order(A): When a collective order is created (e.g., via CO01 with "Collective Order" indicator), the system performs a material availability check (configured in OPL8) across all levels of the order hierarchy. This ensures components are available for the entire structure before release, reducing partial shortages.

To post confirmations for the entire collective order(D): Confirmations (e.g., via CO11N or CO15) for the top-level order can automatically trigger goods movements (goods receipt for the finished product, goods issue for components) across all linked orders. This streamlines shop floor processing by consolidating confirmations.

To coordinate orders in the planning board(B) is not specific to collective orders—it’s a general PP/DS or capacity planning feature (e.g., DS Planning Board), not an inherent advantage.To show the flow of batches(C) is possible via batch tracing (e.g., MB56), but it’s not a unique benefit of collective orders, which focus on production linkage, not batch visibility. This aligns with SAP’s collective order documentation.