Product Documentation
SAP Business ByDesign 1302

Financial and Management Accounting

PUBLIC



Table Of Contents

1

Financial and Management Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9

2

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

11

2.1

Organizational and General Master Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

11

Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

11

Business Residence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

12

Business Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

13

Cost Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

16

Profit Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

17

Segment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

17

Functional Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

18

Org Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

19


Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

22

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

24

Movement Types . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

30

Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

33

Production Lots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

34

Purchasing Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

35

Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

35

Currencies and Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


39

Currencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

39

Currency Conversion Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

40

2.3

General Ledger and Subledgers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

41

2.4

Set of Books . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

42

Set of Books . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

42

Multiple Sets of Books . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

43


2.2

2.5

Accounting Principle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

45

Reporting Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

46

Income Statement by Function of Expense / Income Statement by Nature of Expens . . . . . . . . .

49

Chart of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

66

Fiscal Year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

70

Automatic Account Determination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

82

Documentation on Special Account Determination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


90

Document Flow Into Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

191

Document Flow into Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

191

Document Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

192

Journal Entries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

195

Reversal of Journal Entries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

202

Automatic Creation of Journal Entries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

204

SAP Business ByDesign 1302
Table Of Contents

P U B L I C • © 2013 SAP AG. All rights reserved.


3


Business Transactions Leading to Journal Entries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

214

3

General Ledger . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236

3.1

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

236

Period-End-Close . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

236

Preparation for Consolidation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

243

Master Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

258


3.2

3.3
3.4

3.5
3.6

3.7

3.8

4

Sets of Books and Assigned Companies View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

258

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

259

Quick Guide for Partner Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

262

Partner Companies View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

265


Companies View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

267

General Ledger Accounts View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

269

Quick Guide for General Ledger Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

269

Journal Entries View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

272

Journal Entries Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

272

Journal Entry Vouchers Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

273

Quick Guide for Recurring Journal Entry Vouchers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

277

Intercompany Journal Entry Vouchers View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


280

Intercompany Journal Entry Vouchers Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

280

Closing Cockpit View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

284

Quick Guide for Closing-Relevant Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

284

Quick Guide for Closing Cockpit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

286

Quick Guide for Source Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

290

Periodic Tasks View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

292

Quick Guide for Balance Carryforward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

292


Quick Guide for Reconciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

295

Quick Guide for Statutory Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

298

Quick Guide for Post Recurring Journal Entry Vouchers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

300

Quick Guide for DATEV Export . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

302

Extraction Run for Financial Data Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

306

Export Year-End Closing File View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

309

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

310

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


310

Golden Audit Export Files View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

310

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

311

Quick Guide for Top 50 Customers and Suppliers — Mexico . . . . . . . . . . . . . . . . . . . . . . . . . . .

312

Electronic Financial Reporting - Germany . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

312

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

316

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

319

Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

320


Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

320

Financial Statements – Two Years . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

322

Journal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

324

Trial Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

325

G/L Accounts - Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

327

© 2013 SAP AG. All rights reserved. • P U B L I C

SAP Business ByDesign 1302
Table Of Contents


3.9

G/L Accounts - Open Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


329

Accounts Payable - Trial Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

329

Accounts Receivable - Trial Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

330

Cash - Trial Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

331

Tax - Trial Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

333

Reconciliation of General Ledger and Subledgers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

334

Accounts Payable Reconciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

336

Accounts Receivable Reconciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

339


Cash Reconciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

341

VAT / Sales Tax Calculation - Details . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

344

VAT / Sales Tax Reconciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

346

Withholding Tax Reconciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

347

Financial Reporting Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

347

Production Information for Income Statement by Nature of Expense . . . . . . . . . . . . . . . . . . . .

348

Sales Information for Income Statement by Nature of Expense . . . . . . . . . . . . . . . . . . . . . . . .

350

Schedule of Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


351

Accounts Payable - Balance Audit Trail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

352

Accounts Payable - Open Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

353

Accounts Receivable - Balance Audit Trail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

355

Accounts Receivable - Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

356

Accounts Receivable - Open Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

357

Cash - Balance Audit Trail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

359

Cash - Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

360


Cash - Open Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

361

Tax - Balance Audit Trail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

362

Tax - Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

363

Deferred Tax Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

364

Common Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

366

Editing Exchange Rate, Exchange Rate Type, and Conversion Type . . . . . . . . . . . . . . . . . . . . . .

366

4

Fixed Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 368

4.1


Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

368

Life Cycle of a Fixed Asset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

368

Fixed Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

387

Manual Postings in Fixed Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

409

Periodic Tasks in Fixed Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

435

Depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

435

Replacement Values and Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

458

Fixed Asset Depreciation Run . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


460

Valuation Reserve- Austria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

461

Fixed Assets View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

465

Quick Guide for Fixed Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

465

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

470

4.3

Periodic Tasks View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

491

Quick Guide for Depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

491

4.4


Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

494

4.2

SAP Business ByDesign 1302
Table Of Contents

P U B L I C • © 2013 SAP AG. All rights reserved.

5


4.5

Depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

494

Fixed Assets – Inventory List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

495

Fixed Assets – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

496

Fixed Assets - Trial Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


497

Fixed Assets - Master Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

499

Schedule of Fixed Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

500

Fixed Assets — Valuation Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

502

Common Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

503

Deactivate a Fixed Asset Class . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

503

Edit Asset Class Determination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

503

5

Inventory Valuation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 505


5.1

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

505

Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

505

Valuation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

506

Valuation of Business Transactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

507

Valuation of Material Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

509

Valuation of Work in Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

510

Inventory Valuation Based On FIFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

512


Master Data View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

515

5.2

5.3

5.4

6

Materials View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

515

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

520

Material Unit Costs View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

539

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

545

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


563

Production Lots View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

565

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

566

Purchasing Document Items View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

570

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

574

Material Cost Estimates View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

584

Material Cost Estimates Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

584

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

587


Periodic Tasks View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

595

Material Cost Estimate Rollup View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

595

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

598

Material Cost Estimate Release View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

608

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

610

Update Inventory Costs View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

622

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

625

Production Lots – Overhead Absorption View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


629

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

631

WIP Clearing View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

636

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

639

GR/IR Clearing View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

646

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

652

Material Cost Accumulation View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

672

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Table Of Contents



5.5

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

676

FIFO Cost Determination View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

680

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

685

Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

692

Material Inventories – Balance History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

692

Material Inventories – Balance Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

693

Material Inventories – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


694

Material Inventories – Reconciliation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

695

GR/IR Inventories – Balance Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

699

WIP Inventories – Balance Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

700

Purchase Price Variances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

702

Production Variances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

703

Production Lots – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

704

Material Unit Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

705


Purchasing Documents – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

707

Inventory Cost Analysis Based On FIFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

708

6

Cost and Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 710

6.1

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

710

Cost Center Management Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

710

6.2

Project Cost and Revenue Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

724

Sales and Profit Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


746

Revenue Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

751

Profit Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

766

Production Costing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

771

Financial Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

772

Free Cost Objects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

776

Sales Kit Process Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

778

Master Data View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

780


Cost Centers Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

780

Resources Quick Guide (Cost and Revenue) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

781

Services Quick Guide (Cost and Revenue) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

783

Allocation View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

786

Distribution Rules Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

786

Overhead Rules Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

788

Resource Cost Rates Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

791

Service Cost Rates Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


792

Projects View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

794

Projects Quick Guide (Cost and Revenue) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

794

6.5

Sales Document Items View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

799

Sales Document Items Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

799

6.6

Free Cost Objects View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

803

Free Cost Objects Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

803


Planning View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

804

Planning Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

804

Business Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

812

6.3

6.4

6.7

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7


6.8

6.9


6.10

8

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

816

Periodic Tasks View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

820

Service Orders – Overhead Absorption Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

820

Overhead Cost Projects – Overhead Absorption Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . .

822

Direct Cost Projects – Overhead Absorption Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

824

Revenue Recognition Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

827

Overhead Distribution Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


829

Free Cost Objects — Settlement Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

831

Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

834

Cost Center List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

834

Cost Centers – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

835

Cost Centers – Line Items – My Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

835

Cost Centers – Plan/Actual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

837

Cost Centers – Plan/Actual – My Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

837


Cost Centers – Plan/Actual – Version Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

840

Cost Centers – Plan/Actual – Version Comparison – My Area . . . . . . . . . . . . . . . . . . . . . . . . .

840

Financial Statements – Plan/Actual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

842

Financial Statements – Plan/Actual – My Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

842

Financial Statements – Plan/Actual – Version Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . .

846

Financial Statements – Plan/Actual – Version Comparison – My Area . . . . . . . . . . . . . . . . . . . .

846

Free Cost Object List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

848

Free Cost Objects – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


849

Profit Detail by Contribution Margin Scheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

850

Profit Overview by Key Figure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

853

Project Plan Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

856

Project Cost and Revenue Details by Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

858

Project Cost and Revenue Details by Project Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

861

Project Cost and Revenue by Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

865

Project Cost and Revenue by Project Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

868


Total Costs by Cost Center and Assigned Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

872

Total Costs by Cost Center and Assigned Projects – My Area . . . . . . . . . . . . . . . . . . . . . . . . . .

872

Sales Accruals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

874

Projects – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

875

Sales Documents – Line Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

878

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

880

Maintain Projects Quick Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

880

© 2013 SAP AG. All rights reserved. • P U B L I C


SAP Business ByDesign 1302
Table Of Contents


1 Financial and Management Accounting

Overview
The SAP Business ByDesign solution helps you integrate your core business processes and financials so that you
have a single, up-to-date view of the financial state of your business. This single source of corporate truth serves as
a centralized general ledger with related subledgers and includes standard accounting logic. It helps you make
informed business decisions and at the same time serves as the basis for your financial reporting.

Relevance
The Financial and Management Accounting business area is relevant if you need support for:
●

General ledger

●

Fixed assets

●

Inventory

●

Management accounting


●

Consolidation

Benefits
●

You gain company-wide integration of your business processes.
With the SAP Business ByDesign solution, your company’s processes in areas such as purchasing,
manufacturing, and sales are integrated seamlessly with your financials processes, including payables and
receivables processing, expense and reimbursement management, general ledger management, and
inventory accounting. You have a single set of up-to-date data from which you can quickly view and report on
the financial state of your business.

●

You make only one journal entry for a business transaction, and your books are reconciled at all times.
You enter data related to a business transaction only once with SAP Business ByDesign – as a single journal
entry in a single set of integrated books. These journal entries are valid for use by the general ledger and by
relevant subledgers of a set of books. As a result, your general ledger and subledgers are reconciled at all
times, and you can always track a document back to where it originated.

●

You have instant access to online, interactive, and comprehensive financial reporting and analytics.
SAP Business ByDesign puts online, interactive reporting and analysis tools at your fingertips, giving you
unparalleled visibility of your business operations at any level of detail. This transparency is enabled by the
centralized and standardized accounting logic within financial and management accounting. Your employees
can run financial reports whenever needed, create what-if analyses, and drill down instantly to details.


●

You can easily maintain multiple sets of books using different accounting standards.
The centralized general ledger within SAP Business ByDesign enables you to view the financial state of your
company through different sets of accounting rules – such as United States generally accepted accounting
principles (U.S. GAAP) and International Financial Reporting Standards (IFRS). Centralized accounting data
allows your accounting department to efficiently manage the financial operations of your company and
provide the financial information that your management needs, quickly and easily.

●

SAP Business ByDesign accelerates your period-end closing.
The SAP Business ByDesign solution leverages tight connections with other business areas and built-in
automation to streamline the closing of financial periods. Your accounting staff has a significant head start

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since they are already working with real-time reconciled data from across your company. Where possible,
period-end tasks are automated or automatically routed to the responsible employee for execution.

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2 Business Background

2.1 Organizational and General Master Data
2.1.1 Company
Overview
In Organizational Management, a company represents an org unit that is financially and legally independent, that is
not tied to a geographical location, and is registered under business law. It includes all legally registered entities,
such as associations, cooperatives, or any other legal persons that release annual financial statements.
Each company has an official country of registration and a default currency.
Each org structure must contain at least one org unit that is defined as a company.
Documentation is available on this topic that is specifically relevant for Mexico and Switzerland. To ensure
that the relevant country-specific document version is displayed, select
Personalize My Settings .
Select Onscreen Help and, under Country, choose the relevant country. Save your settings and logout to
ensure these changes are made.

Guideline
Specify all companies that are part of your enterprise and that you want to represent in SAP Business ByDesign.
Note the following:
●

We recommend that you do not define a company and a business residence in the same org unit. Instead,
create all business residences of a company on the level below the company.

●


You can choose to arrange your companies in a hierarchy, representing any hierarchical relationships, for
example, the structure of an affiliated group. However, this has no effect on financial consolidation.

●

You can add the abbreviation of the legal form in the Company Name field. The name, including the legal form,
is used in all business documents.

●

The Country of Registration is used to propose the default currency for a set of books and the reporting
currency for a company in the financial business area. The country of registration and the country of the
company’s legal address can differ if the company is registered in a different country under the legal form of,
for example, a European Company or a Limited Company.

●

The default currency is used to propose the currency for purchase orders and contracts.

Example
The company Akron Heating is based in the United States, and has two subsidiaries in Canada and India. Both
subsidiaries are legally registered companies. The following three companies should be created in SAP Business
ByDesign:
●

Akron Heating US, registered in the United States with the default currency US Dollar.

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●

Akron Heating Canada, registered in Canada with the default currency Canadian Dollar.

●

Akron Heating India, registered in India with the default currency Indian Rupee.

See Also
Guide: Setting Up Your Org Structure
Org Structures Quick Guide [page 19]

2.1.2 Business Residence
Overview
In Organizational Management, a business residence represents a part of your company within a geographic area.
The business activity of this business residence is subject to uniform tax processing, its registration with public
authorities is unique, and there is only one valuated stock per material for this business residence.
A business residence can be, for example, a city or region, even if your company has several locations with different
addresses within this city or region.

Guidelines
You must create at least one business residence below each company. All business residences should be modeled
below the company and should not have any functions or employees assigned to them. The company and the
business residence represent the legally-relevant aspects of your org structure and individual departments with their
functions and employees should be created below the business residence.

An org unit that reports to another org unit located in a different business residence, needs to be manually assigned
to its correct business residence using the Deviating Business Residence Assignment field. You can make this
assignment in the attributes of the business residence.
The graphic shows a sample org structure, including a company and business residences and a deviating business
residence assignment:

Sample Org Structure

Also note the following:

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●

If you have several companies at the same location, you have to create a business residence for each company.

●

The business residence should be named based on its location, for example, the town, city, or area.

Example
The company Akron Heating has several offices and a warehouse in various locations in the city Atlanta. All of these
locations are subject to local tax law. Stock is valuated for the whole area. The company is registered with public
authorities in Atlanta. Therefore, the company should consist of one business residence called Akron Heating Atlanta.


See Also
Deviating Business Residence Assignments
Guide: Setting Up Your Org Structure
Org Structures Quick Guide [page 19]

2.1.3 Business Partners
Overview
A business partner is a person or organization in which your company has a business interest. A wide range of people
and organizations are considered business partners. For example, business partners are used in human resources
(employees) and financials (bank, clearing house).
The Business Partners view of the Business Partner Data work center provides you with an overview of all the business
partners that are currently in your system. You can maintain general data of a business partner, such as address
and communication data, the status of the business partner, and business partner roles and relationships.
You can maintain all information about a business partner in one place, even when a business partner has multiple
roles. For example, if a supplier becomes an account, you can add the new information to the existing information
about this business partner. It is also possible to create a business partner without assigning a specific role to it. This
is suitable for a business partner such as a courier company.
There are the following types of business partners that are relevant for different business processes:
●

Accounts
A person (private account) or an organization (corporate account), with which a company has a business
relationship, that orders, purchases, or receives a product.

●

Suppliers
A company that provides materials or services.


●

Service agents
A person who performs a service on behalf of a company.

●

Contacts
A contact person in an organization.

●

Employees
A person who contributes or has contributed to the creation of goods and services in the company based on
a work agreement.

●

Partners
A company with which your enterprise has a mutually contractual agreement, for example, a wholesaler or a
channel partner.

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●

My banks
A financial institution that provides banking services such as holding deposits and providing credit and other
financial services for your enterprise.

●

Clearing houses
An intermediary agency where payment information is processed between suppliers and financial
institutions. The clearing house authorizes the supplier to accept a payment card transaction.

●

Tax authorities
A government agency authorized to levy taxes.

●

Competitors
Another company that competes for sales in the same target market.

●

Social insurance funds
An organization that runs a social insurance fund.
There is a distinction between a business partner and a partner. A partner is a company with which you
have a mutually beneficial contractual agreement, for example, a wholesaler. A partner is a type of business
partner. However, a business partner can also be a competitor and is therefore defined as a stakeholder or
interested party.


Prerequisites
Configuration Settings
Configuration settings are usually performed by an administrator. If you do not have the required
authorization, contact your administrator.
You have checked and adapted the pre-delivered settings for business partner-specific data.
To find this activity, go to the Business Configuration work center and choose the Implementation Projects view.
Select your implementation project and click Open Activity List . Select the Fine-Tune phase, then select the General
Business Partners activity from the activity list.

Features
Business Partner Organizations and Persons
In addition to the business partner types in the different business processes, business partners can be of the following
types:
●

Business partner organizations
Your business partner is a company.

●

Business partner persons
Your business partner is an individual.

Depending on whether your business partner is an organization or a person, you will be shown different fields. For
example, persons require person-related fields, such as name fields, whereas organizations require fields for
organizations, such as the legal form of a company or the main contact.
For a person, you can maintain further details about names, such as the middle name and the name at birth, in the
additional name fields.


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Business Partner Roles
You can assign multiple roles to a business partner. For example, a supplier can also be your customer. Some details
for the business partner may be identical for each role, such as address data. You do not have to enter this information
again when assigning a new role to an existing business partner.
Roles also allow you to further categorize the different types of business partners in your system. For example, a
supplier can be a warehouse provider or a freight forwarder.
You can maintain different information for each role. For example, if you specify that Jane Smith is an employee, you
will need to add employee data, such as payroll information, and user access data. However, if you specify that Jane
Smith is an account, you will have different information, for example, sales and financial data.
Miller and Son, a supplier of Akron Heating Technologies, has recently become an account of Akron. Kate
Jacob wants to add new details to the existing information about Miller and Son. She goes to the Business
Partners view of the Business Partner Data work center. She selects Miller and Son from the worklist and
clicks Create as and chooses Account to open the account quick activity. The address and
communication data is already available. She opens the editor and adds the new information for the
account.
Private address data, bank details, the date of birth, and the social insurance number of the employee
maintained in the Personnel Administration work center is protected. You can access this data in the
Personnel Administration work center, the Payroll Processing work center, the Time Administration work
center, the Compensation work center, and in the employee Self Services views of the Home work center
only.

Business Partner Relationships

You can specify the relationships of a business partner to other business partners in your system. For example, you
can specify that a supplier is also the supplier of a customer.

General Data for Business Partners
Apart from the data mentioned above, you can also maintain a number of additional business partner-specific data.
You can maintain the following general data for a business partner:
●

Number ranges
Number ranges control how the system creates numbers for new business partners. They define the highest
and the lowest number that can be used in a system.

You can maintain the following data for a business partner organization:
●

Industries

●

Legal forms

You can maintain the following data for a business partner person:
●

Name formats
Name formats define the sequence in which the name components of a person's name are displayed.
Formatted names are used, for example, in the business partner overview.

●


Marital statuses

●

Professions

●

Academic titles

●

Titles

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See Also
Additional Identifiers for Business Partners

2.1.4 Cost Center
Overview
In Organizational Management, a cost center represents a defined location of cost incurrence, for which costs are
recorded separately. In SAP Business ByDesign, a cost center is used in cost center management accounting to
collect and allocate overhead costs.


Cost Center Attributes
The Cost Center Type classifies all postings of the cost center, including postings to projects assigned to this cost
center. Based on this classification, a functional are - such as administration or marketing - can be derived for all
postings. By assigning functional areas to lines in financial reporting structures, the costs can then be distinguished
in profit analysis (cost center management accounting), and in income statements by function of expense.
The Profit Analysis Attributes of the cost center determine the assignment of its costs to market segments for profit
analysis. All postings to the cost center are characterized with the selected attributes, allowing for an analysis of
operating income by market segments. You can use the attributes in the reports Profit Overview by Key Figure and
Profit Detail by Contribution Margin Scheme.

Guideline
You should set the Cost Center definition for an org unit if it represents either a primary cost center or a support cost
center.
We recommend that you specify a cost center type when creating the cost center. Once postings have been made,
the cost center type cannot be revised. The profit analysis attributes can be adjusted at a later point in time.
When you define an org unit as a cost center, the cost center automatically carries the org unit ID. There is
no separate cost center ID and this ID cannot be changed.

See Also
Cost Center Management Accounting [page 566]
Cost Centers Quick Guide [page 780]
Functional Areas [page 18]
Income Statement by Function of Expense [page 46]
Income Statement by Nature of Expense [page 47]
Profit Overview by Key Figure [page 853]
Profit Detail by Contribution Margin Scheme [page 850]

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2.1.5 Profit Center
Overview
In Organizational Management, a profit center represents a company area for which a separate period-based profit
is determined. It is used for evaluating and regulating the activities of the company area in a profit-oriented manner.
In SAP Business ByDesign, the profit center provides visibility on profit and loss with reports that are available in the
Managing My Area work center.

Guideline
If profit center accounting is activated, the system requires at least one org unit to be defined as a profit center.
You must also define a profit center above every business residence, to collect profit and loss from material changes
in the corresponding site, and above every sales organization to collect profit and loss from sales activities.

See Also
Guide: Setting Up Your Org Structure
Org Structures Quick Guide [page 19]

2.1.6 Segment
Overview
In Organizational Management, a segment defines the org unit as an operating segment as defined by the
'International Financial Reporting Standard 8'. A segment represents a company area whose business activities
result in revenue and expenditure, and whose operating income is regularly monitored for the purpose of assigning
resources and evaluating performance.
In SAP Business ByDesign, the segment collects the balances of all lower-level profit centers and offers additional
financial reports to those provided at profit center level.


Guideline
If segment reporting is activated, the system requires that at least one org unit be defined as a segment. The segment
definition should be set at company or business residence level.

See Also
Guide: Setting Up Your Org Structure
Org Structures Quick Guide [page 19]

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2.1.7 Functional Areas
Overview
You can use functional areas to structure the income statement of your company. You need to use functional areas
if you opt for the Income Statement by Function of Expense [page 46] reporting principle.
The function of expense method shows the activities for which costs and revenues occurred in the company.
By contrast, the Income Statement by Nature of Expense [page 47] reporting principle uses the account structure
to portray which costs and revenues occurred (for example, material costs).

Activating Functional Areas
You activate functional areas during Scoping. There are two ways to do so:
●

Activate income statement by function of expense:

To find this business option, go to the Business Configuration work center and choose the Implementation
Projects view. Select your implementation project and click Edit Project Scope . In the Questions step, expand
the Financial and Management Accounting scoping element and select General Ledger. Choose Income
Statement by Function of Expense.

●

Activate profit analysis
To find this business option, go to the Business Configuration work center and choose the Implementation
Projects view. Select your implementation project and click Edit Project Scope . In the Questions step, expand
the Financial and Management Accounting scoping element and select
Accounting
Analysis

Reporting & Analytics for Sales and Profit Analy.

Management

Type of Profit Analysis

Earned Profit

Ensure that you have answered this question with yes.

If you have activated the use of functional areas in Scoping, you then need to assign a reporting principle to your set
of books.
For information about specifying a reporting principle, see Reporting Principle.

Defining Functional Areas
To find this activity, go to the Business Configuration work center and choose the Implementation Projects view.

Select your implementation project and click Open Activity List . Select the Fine-Tune phase, then select the Settings
for Income Statements by Function of Expense and Earned Profit Analysis activity from the activity list.
Select Edit Functional Areas.

Assigning Functional Areas to Reporting Structures
Create a financial reporting structure of the type Income Statement by Function of Expense. You can use this
reporting structure for your income statement by function of expense as well as for profit analysis. When creating
this reporting structure you have to assign your functional areas to them.
For more information on reporting structures, see Edit Financial Reporting Structures.

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Functional Area Determination
You can determine functional areas manually in the journal entry voucher. For other business transactions the
functional area is determined automatically.
For more information on determining the functional area, see Edit Functional Area Determination.

See Also
Reporting Principle
Income Statement by Function of Expense [page 46]
Income Statement by Nature of Expense [page 47]
Edit Functional Area Determination

2.1.8 Org Structures

2.1.8.1 Org Structures Quick Guide
In the Org Structures view of the Organizational Management work center, you can create, edit, and display your
enterprise’s org structures. The initial screen of this view displays the active org structures that are available in the
system in what is known as the Active Area. To create and edit org structures, you must switch to the Planning
Area by choosing Edit or using the Edit Org Structures common task. You can only access the Planning Area if you
have the authorization to do so.

Active Area
In the Active Area, the information shown is read-only. You can do the following:
●

View the org structure for a particular date (past, current, or future)

●

View the selected org structures in either table or chart format

●

Navigate the org structure and find org units using the options under Navigate, the Find button, and by
zooming

●

Print an org structure by choosing Print.

●

Select an org structure
If there are more than five org structures activated in the system, the Select Org Structures button will appear.

This allows you to select which org structures you want to display in the active area. You can choose to display
the selected org structures in either table or chart format.

Planning Area
In the Planning Area, you can create and change your org structures as required. In addition to the functions available
in the Active Area, you can also do the following:
●

Enter the date from which changes are to be valid

●

Create or edit an org structure and save your changes

●

Check the consistency of part or all of your org structure

●

Activate part or all of your org structure

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●

Perform a rollback to a previously activated org structure

When you activate your new org structure or your changes in the Planning Area, the org structure is moved to the
Active Area.
When working in organizational management, you should enable onscreen texts. Onscreen texts provide
context-specific information when you move the cursor over a field. To do this, choose
Settings

Onscreen Help

Personalize My

Display Additional Onscreen Explanatory Texts .

Business Background
Organizational Management
Organizational management (OM) is the central source of organizational information in SAP Business ByDesign. In
the Org Structures view of the Organizational Management work center, you can model your company's org structure.
This defines the structure of your company and provides a single, consistent view of your organization from all
perspectives of the business. It is comprised of org units that represent departments or divisions and provides a
unified, graphical representation of your organizational data. The org structure reflects your business's:
●

Legal hierarchy - determines which org units belong to which company or business residence, for example

●

Financial hierarchy - costs and profits are aggregated along this hierarchy


●

Reporting line hierarchy - personnel-relevant tasks are forwarded along this hierarchy and it shows where
personnel responsibility lies within the org structure

●

Functional hierarchy - tasks and approvals related to functions are forwarded along this hierarchy and it is
the basis for employee and organizational work distribution

The information you enter in the Organizational Management work center is used by the different business areas in
the system to support business processes that require organizational information. It is used, for example, to
automatically push work items, such as requests for approval, to the appropriate managers.
For more information, see Organizational Management.

Guide: Setting Up Your Org Structure
This document supports you in setting up your org structure, which you do in the Org Structures view of the
Organizational Management work center.
Follow this guide when setting up your org structure to avoid inconsistencies and problems at activation.
Note that this document should be used in conjunction with the background information and instructions
provided in the Org Structures Quick Guide [page 19].
Depending upon the size and complexity of your company, this task can take several hours. Be aware that there may
be several ways to model your company in the system. You may need to adapt your org structure after activation to
match your processes or to reflect organizational changes.
For more information, see Guide: Setting Up Your Org Structure.

Definitions
A definition is a property of an org unit. It can, for example, define an org unit as a cost center. It is used to describe
the role of an org unit in the org structure. When you create your org structure in the Org Structures view of the

Organizational Management work center, you must assign the relevant definitions to the org units. The Definitions
tab displays the definitions and attributes that can be assigned to a selected org unit. You can assign several
definitions to an org unit.
To assign definitions to an org unit, click Edit in the Org Structures view.

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For more information, see Definitions.

Functions
A key part of org structure maintenance is the assignment of functions, such as sales, personnel administration, and
cost management, to org units. The function reflects what the department represented by the org unit does. You
can assign as many functions as required to org units in your structure. A function is used to determine an org unit's
involvement in an area of business. This org unit is integrated into business processes in this area. For example, an
org unit that is flagged as a sales unit, is used in sales processes and sales documents.
For more information, see Functions.

Business Constraints and Veto Checks
In the Org Structures view of the Organizational Management work center, you are free to model your org structure
as you wish, but the system imposes certain constraints to ensure that the business areas can work with correct
organizational data. The system uses a set of rules to ensure that the information you enter is consistent. If there
are inconsistencies, the corresponding rules are displayed as messages on the UI. The rules are divided into the
following types:
●


Business constraints
The system checks the org structure data to ensure your structure is correct. The data you enter is compared
to the business area rules.

●

Veto checks
The system checks the org structure data for consistency with business area data, for example, the system
prevents changes to the validity of data that is already used in the business areas.

For more information, see Business Constraints and Veto Checks.

Manager Assignment
Managers assigned in the Org Structures view of the Organizational Management work center are responsible for
approving tasks. They are employees or service agents who have been assigned to an org unit as a manager.
For more information, see Manager Assignment.

Setting Up Approvals
For more information, see Setting Up Approvals.

External Business Identifiers
In Organizational Management, you can assign external business identifiers to org units. These identifiers are issued
by external authorities for identification of your company, or parts of your company, in business to business
transactions and in other transactions with external partners.
For more information, see External Business Identifiers in Organizational Management.

Deviating Business Residence Assignments
When you assign an org unit to a Business Residence that is not directly below in the org structure, the assignment
is known as a deviating Business Residence assignment, because you are defining a deviation between the standard

and legal hierarchies. You are stating that the org unit legally belongs to a different geographical area within the
company. This functionality is needed for specific cases, where it allows you to correctly reflect your reporting
structure and to avoid the duplication of Business Residences in the system.
For more information, see Deviating Business Residence Assignments.

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Time Dependency
All information entered in the Org Structures view of the Organizational Management work center is time dependent.
Time dependency supports the continuous change of your business – you can adapt your org structure in the system
so that it changes as your business changes.
For more information, see Time Dependency: Effective-From Date, Start Date, and Validities.

Org Data Requirements for Applications
The following documents contain organizational management related data that is required for the applications:
●

Organizational Data Requirements for Human Resources

●

Organizational Data Requirements for Financials [page 22]

●


Organizational Data Requirements for Customer Relationship Management

●

Organizational Data Requirements for Supply Chain Management

●

Organizational Data Requirements for Supplier Relationship Management

●

Organizational Data Requirements for Projects

Tasks
Create and Edit the Org Structure
For information about this task, see here [page 24].

Assign an Employee
For more information about this task, see here [page 27].

Assign a Manager
For more information about this task, see here [page 28].

Export Business Data Using Microsoft Excel
You can download your org structure to Microsoft Excel from the table view of the Org
Structures view. This download function is not available in the chart view. For more information
about this task, see here [page 29].


2.1.8.2 Business Background
2.1.8.2.1 Organizational Data Requirements for Financials
Overview
This document provides you with the information you need to set up Financials (FIN) data that is related to
Organizational Management.

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Org Data and Org Structure Requirements
To prepare your system for FIN, you must do the following:
●

Assign the definition Company to all org units that represent a company
All companies, including affiliated companies, have to be represented as a company in Organizational
Management. For these companies, business partners are automatically created by the system. These
companies and business partners are used in FIN for partner – company determination.
In the Organizational Management work center, choose the Edit Org Structures common task, and flag the
relevant org units as a Company on the Definitions tab.

●

Assign the definition Segment to the relevant org unit
The segments within your structure are used for segment reporting. The assignment of segments in a journal
entry is derived from profit centers. Therefore, profit centers are prerequisites for segment reporting.

In the Organizational Management work center, choose the Edit Org Structures common task, and flag the
relevant org unit as a Segment on the Definitions tab.

●

Assign the definition Profit Center to the relevant org units
This is required to provide profit center accounting and segment accounting.
In the Organizational Management work center, choose the Edit Org Structures common task, and flag the
relevant org unit as a Profit Center on the Definitions tab.

●

Assign the definition Cost Center to the relevant org units
Cost centers are required for cost center accounting.
In the Organizational Management work center, choose the Edit Org Structures common task, and flag the
relevant org unit as a Cost Center on the Definitions tab.

●

Assign the definition Business Residence to the relevant org unit
Materials and account determination groups are always evaluated at business residence level. In the selling
process, materials are evaluated at the level of the supplying business residence and account determination
groups are determined based on the selling business residence.
We recommend that you do not flag the Business Residence definition on the same org unit as the
Company definition. The Business Residence definition should be set at the level directly below a
Company.
In the Organizational Management work center, choose the Edit Org Structures common task, and flag the
relevant org unit as a Business Residence on the Definitions tab. Business residences represent the legal
aspect of a geographical location and are legally bound to their company after activation of the organizational
structure.


●

Assign managers to org units
Org unit managers are required for approval processes. If approval processes are in scope, then the system
tries to evaluate a manager of an org unit that has function assigned to it (functional manager) as the
responsible approver. If there is no active manager on the org unit to which an approval task is sent, the next
functional manager upwards in the hierarchy receives the task for approval.
An alternative approver can also be maintained in employee work distribution. Even if a functional manager
can be found, this alternative approver can also see the approval task.
If no functional manager and no alternative approver are maintained, then the system cannot find an approver
and the approval task cannot be processed.
To assign managers: In the Organizational Management work center, choose the Edit Org Structures common
task, and assign managers to org units in your org structure using the General tab.
To assign alternative approvers: In the Application and User Management work center, choose Utilities and
then Employee Work Distribution.

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Other Requirements
You may also have to do the following if you want to set up FIN in your system:
●

Assign the company to a set of books

When you have created and activated the companies, each company must be assigned to at least one set of
books.
In the Business Configuration work center, in the Activities view, choose All Activities, then select the Integrate
and Extend phase, then the activity Set of Books.

●

Define company account determination
This must be done for each company.
In the Business Configuration work center, in the Activities view, choose All Activities, then select the FineTune phase, then the activities Charts of Accounts, Financial Reporting Structures, and Account
Determination.

●

Activate profit center accounting
This is activated at the set of books level.
In the Business Configuration work center, in the Activities view, choose All Activities, then select the Integrate
and Extend phase, then the activity Set of Books.

●

Assign cost center types to functional areas
This relationship is required for income statements by functions of expense or earned profit analysis. A
prerequisite for this assignment is the definition of functional areas and cost center types
In the Business Configuration work center, in the Activities view, choose All Activities, then select the FineTune phase, then the activities Settings for Income Statements and Definition of Cost Center Types.

●

Define resources
Resources are required for time and activity confirmation.

In the Cost and Revenue work center, choose the Master Data Allocations view, then the Resources subview.
Here, you can create new resources with reference to a cost center, or edit existing resources. Resources can
also be created and edited in the Supply Chain Design Master Data work center.

2.1.8.3 Tasks
2.1.8.3.1 Create and Edit the Org Structure
Overview
This task description guides you through the processes of creating the initial org structure or editing the existing org
structure. You can create or edit org structures in the Org Structures view of the Organizational Management work
center.

Prerequisites

24

●

Use this document in combination with the Guide: Setting Up Your Org Structure document. The guide
provides information you need to set up a consistent structure and must be used in addition to the task
description provided in this document.

●

You have read the business background documents in the Org Structures Quick Guide [page 19].

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SAP Business ByDesign 1302
Business Background



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You have gathered all data relevant for organizational management, such as the legal, managerial, and
functional data of your enterprise.
You use your existing organizational structure plan as a basis for creating the org structure in the system.
When you start creating the structure, we recommend that you build from the top down; that is, start with
companies and business residences, and then add the business divisions or departments. When editing your
org structure, always enter the effective-from date for your changes.

Procedure
1.

In the Org Structures view, click Edit , or click the Edit Org Structures common task.

2.

On the dialog box that appears, specify the effective-from date for your proposed changes and choose
OK . Note that all elements in the org structure are time-dependent.
When creating an org structure, the effective-from date must be as far as necessary in the past to
include all relevant human resource and financial data. When editing an active org structure, enter
the date from which you want your changes to take effect before you start to edit. For more
information, see Time Dependency: Effective-From Date, Start Date, and Validities.

3.

4.

Create your org structure outline.
a.


To create a new org structure, click New , and select Org Structure in the planning area.
Alternatively, you can also select the Org Unit under Template, and drag it into the central screen. You
can then drag as many org units as required and drop them onto the root org unit.

b.

To add an org unit, place your cursor on the intended root org unit and click New . Then click Org
Unit. Repeat this step until you have all the org units you require.
Alternatively, to add a child org unit, click the parent org unit with the secondary mouse button to open
the context menu, then click New Org Unit.

Complete all relevant tabs for each org unit in the structure. To do this, select an org unit and then fill in the
information on the tabs.
You can check the consistency of your org structure at any time, as described in step 5 below. Regular
checks help you to eliminate inconsistencies on an ongoing basis, rather than being faced with many
messages related to inconsistencies when you have finished making all of your changes.
General Tab
Contains general information on the org unit, such as the org unit ID, name, timelines, working day calendar,
manager, and address.
a.

Assign the Org Unit ID. Note that you cannot change the org unit ID after you activate the org structure.

b.

Enter the Org Unit Name.

c.


The Valid From/To field displays the timeline of the org unit. You can change timelines on the
Timelines tab.

d.

Enter the Working Day Calendar to apply to this org unit
.

e.

If required, click the External Business Identifiers link to apply the correct identifier to an org unit, for
example, D-U-N-S.
For more information, see External Business Identifiers.

f.

If a manager is required, in the Org Unit Manager field, click the icon to display the Select Manager
dialog box. A list of employees is displayed. Choose the appropriate employee. The Manager, Manager
ID, Job Title, and Assigned To fields are automatically filled with the chosen employee's data.

SAP Business ByDesign 1302
Business Background

P U B L I C • © 2013 SAP AG. All rights reserved.

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