Extraction from CO and PA using SAP BW

The business scenario for extracting the data from SAP BW is as explained below.The ABC Company has implemented CO-PA and wants to use this data in the SAP Business Information Warehouse to compile reports for the management.The management requires analyses of the gross and net sales figures from the individual sales organizations.You are responsible for extracting the data from the R/3 System and importing it into BW. To do so, you have to create the necessary components in the R/3 and BW Systems.

Position of the CO-PA Application

CO-PA collects all of the OLTP data for calculating contribution margins (sales, cost of sales, overhead costs)
CO-PA also features powerful reporting tools and planning functions
The CO-PA reporting facility, however, is limited in two respects:
 

The integrated cross-application reporting concept is n ot as differentiated as in the SAP BW.The OLTP System is optimized for transaction processing, and a high reporting load would impact the overall performance of the system.Using BW as a reporting solution for CO-PA eliminates these problems.

Flow of Actual Values

During billing in SD, revenues and discounts are transferred to profitability segments in Profitability Analysis. At the same time, sales quantities are valuated using the standard cost of goods manufactured, as specified in the cost component split from CO-PC.In Overhead Cost Controlling, primary postings are made to objects in Overhead Cost Controlling and assigned to the relevant cost object on a source-related basis. The actual cost of goods manufactured is also assigned to the cost object. At the same time, the performing cost centers are credited. From the point of view of profitability analysis, this leads to under or over absorbtion of the performing cost centers and to production variances for the cost objects involved (such as production orders).

The production variances calculated for the cost objects (in this case, production orders), i.e. the difference between the actual cost of goods manufactured and the standard costs, are divided into variance categories and settled to profitability segments. The overhead costs remaining for the objects in Overhead Cost Controlling are assigned to the source profitability segments.What are the top products and customers in our different divisions? This is just one of the typical questions that can be answered with the Profitability Analysis (CO-PA) module. 

The wide variety of analysis and planning functions in CO-PA allow you to plan, monitor, and control the success of your company in terms of product-oriented, customer-oriented and organizational dimensions of multidimensional profitability segments. 

Basic Concepts

Characteristics:Characteristics are levels on which information is required.
Example: Divisions, regions, customer groups
Characteristic values:Characteristic values are values that can be assumed by a characteristic.
Example for the characteristic 'region': eastern region, northern region
Profitability segment :A profitability segment is a combination of existing characteristic values.
Example: computer division, eastern region

Characteristics are the fields in an operating concern according to which the data can be differentiated in Profitability Analysis.Each characteristic in an operating concern has a series of valid characteristic values.A profitability segment is a fixed combination of valid characteristic values.

Characteristics

Some characteristics are predefined in each operating concern. This includes customer, material, company code, and others. You can call up a full list of the fixed characteristics by displaying the data structures in the operating concern.In addition to these fixed characteristics, you can define up to 50 of your own characteristics. In most cases, you will be able to satisfy your profitability analysis requirements with between 10 and 20 characteristics.

Descriptive attributes (customer, material, time) are stored as characteristics so that the data can be analyzed according to several dimensions.In addition to the independent characteristics which can be found on a sales document (customer, material, fiscal period, sales area, etc.), several characteristics can be derived from these (customer group, material hierarchy, sales hierarchy). When costs are posted from CO-OM, the most detailed characteristics are usually initial values (blank or zero) since the costs can only be properly assigned to objects that are less detailed. Marketing costs, for example, could be correctly assigned to the customer group and the article.

Value Fields

Key figures (revenue, cost of goods sold, overhead costs) are stored in value fields to make the contribution margin more transparent. Depending on the data source, some value fields are equal to zero, while others are not. In a sales document, for example, the sales quantity, revenue, rebate, cost of goods sold, (calculated from the product costs in CO-PC) and any accruals are not equal to zero. When costs are posted from CO-OM, however, all of these value fields are equal to zero. Other fields
that are used to record different cost elements (e.g. marketing costs) are not equal to zero in these data records.

Organizational Structure

The value fields and characteristics that are required to conduct detailed analyses of the contribution margin vary considerably both from industry to industry and between individual customers. In COPA, therefore, you can configure the structure of one or more operating concerns in each individual installation. An operating concern is an organizational structure that groups controlling areas together in the same way as controlling areas group companies together. Each installation usually comprises only one operating concern.

Since value fields and characteristics can be defined individually in each customer installation, it is not possible to ship all of the required data structures (and the programs for accessing these structures) with the R/3 installation CD. Instead, these structures have to be generated when CO-PA is configured (similar to an Info Cube in BW).

Database Structures in CO-PA

Line items are stored in separate tables: CE1xxxx (xxxx is the name of the operating concern) contains the actual line items and CE2xxx the plan line items. Note that these tables contain the value
fields and characteristics and, therefore, are generated tables.
 

Line items contain some information at document level (CO-PA document number, sales document number, posting date) that, in most cases, is too detailed for analysis purposes. CO-PA maintains an initial stigmatization of the data used by all CO-PA functions (reporting, planning, assessments, settlements, realignments, etc.).
 

The characteristics that describe the market are first separated from the rest of the line items. Each combination of characteristic values is coded in a profitability segment number. The link between the profitability segment number and characteristic values is maintained in a separate table - the segment table CE4xxxx. Certain characteristics can be excluded from this process. These are then stored in the line items only and not in the segment table. These characteristics can only be analyzed to a limited extent. Characteristics that are differentiated to a large extent (such as the customer order number) are usually excluded to reduce the volume of data.

The value fields are summarized at the profitability segment and period levels (as well as other characteristics at the business transaction level: plan/actual indicator, record type, and plan version) and stored together with these fields in a second table known as the segment level CE3xxxx. This table contains the total values of the period for each profitability segment number. 

You can compare an operating concern (which is represented by the associated segment table and segment level) with an Info Cube. The Info Cube comprises a dimension table (the segment table) and a fact table (the segment level). Unlike the fact table of an Info Cube, the segment level key contains other keys (e.g. the record type) in addition to the key field from the segment table.

Characteristics in CO-PA correspond to the characteristics (or attributes) in Info Cubes; the value fields can be regarded as key figures with an additional summarization in each characteristic.Summarization levels for an operating concern have the same function as aggregates for an Info Cube. The only difference is that aggregates for Info Cubes are managed with the Info Cube itself (i.e. all aggregates always contain the same numbers as the Info Cube they are based on), while summarization levels are updated at regular intervals (usually every day).

Line items in CO-PA can be compared with the line items in the Operational Data Store (ODS). These are also comparable with line items in the communication structure directly before they are posted to an Info Cube.

 

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SAP Information System Reporting Variables

SAP Information System Reporting Variables allow you greater flexibility when you define forms and reports. These are parameters that you do not need to specify until you define or even execute the report. You can use variables in a variety of different ways. You can define either a global or a local variable, depending on how you want to use it.If you want to use a variable in only one form or report, define a local variable. Local variables are only valid in the form or report where you created them. Once you have defined a local variable in a form, though, it is valid in all the reports that are based on that form.If you want to be able to use the variable in a number of forms and reports, define a global variable. Global variables are valid in any form or report. You define global variables in Customizing. To use a global variable in a form or report, simply choose it from the Possible entries list. If you change a global variable that is already being used in forms or reports, this affects every form and every report that uses that variable.

Variables in Forms

You use a variable for a characteristic value if you want to leave the value undefined in the report or form definition and specify it when you execute the report. You can use variables for characteristic values in both forms and reports. If you use the variable in a form, you can specify a characteristic value either when you define or when you execute a report that uses that form. Variables used in the report definition are replaced upon report execution. Certain variables for characteristic values, such as “Current fiscal period”, are contained in the standard R/3 System. To see which other standard variables are available, see Customizing.If you want to use a variable for the row or column texts in a form, you need to define a text variable.For example, if you use a variable for the value of characteristic “Country”, the text to be used in the column is not yet known when you define the form. Here you can define a text variable.

Text variables can only be used in form reports and are always defined directly in the form. They are replaced automatically by the text of the characteristic value you specify when you execute the report. In the above example, you can specify a country (characteristic value) when you execute the report. The system then automatically enters the name of that country (text) in the column header.

Certain variables for texts are contained in the standard R/3 System. To see which other standard variables are available, see Customizing.

Account-based Profitability Analysis

The information system has some special features for account-based Profitability Analysis:

This type of Profitability Analysis is supported by separate forms, reports and authorization objects for combinations of characteristics. Apart from these authorization objects, account-based CO-PA uses the same ones as costing-based Profitability Analysis.You can represent a hierarchy based on the characteristic "Cost element" by specifying a set in Customizing. The following display forms are available:

Compact display

ŸLine display

ŸAsterisk display

You can display different currencies in the same report:

ŸControlling area currency

ŸCompany code currency

ŸTransaction currency

You can display line item lists in account-based Profitability Analysis as well. You can also format the lists as you wish by using your own line item layouts. If you do not specify a layout, the system uses the standard line item layout.

ABC- Analysis

With the help of various analysis functions you can classify and rank your CO-PA data. There are three analysis functions available:

Cumulative curve

ŸABC analysis

ŸClassification

Ranking Report Data

An exception is a rule that determines whether a profitability segment's performance differs significantly from what had been expected. You can define exceptions for any key figure in a cell or an entire column of a report.An exception consists of two threshold values that determine the range of tolerance within which the value might move. If the value exceeds the upper threshold or falls below the lower threshold, the system displays it in the color that was defined for that threshold (green or red).

There are two basic types of exceptions: You can define an exception for a single cell (intersection between one row and one column) or for an entire column.You can only define an exception on a drilldown list. Once you have done so, the exception is also applied to the corresponding detail list and can be changed from there. Relative key figures, such as percentage variances, can generally be compared at different levels of a drilldown report. It therefore makes sense to define column exceptions for these.

Executing Reports

When you execute a drilldown report online, the system displays a selection screen where you specify what data you want to see. You can define selection variants to simplify this process. A selection variant contains a set of selection parameters and other settings for a report. You can also use selection variants to execute reports in the background. You do this by first defining a variant group and entering a number of selection variants for different reports in that group. Then you can schedule the entire variant group for background processing.

Thus a variant group lets you combine separate tasks into one step:
Ÿ
Schedule different combinations of variables for one report
ŸSchedule variants for different reports

You can schedule a job once you have defined the variant group and selected the desired reports. This job can also be scheduled for execution in regular intervals. For more information, see the documentation BC Computing Center Management System.

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Planning configuration in SAP Controlling part Four

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Planned Cost Splitting: Procedure

These activity-independent costs thereby become fixed portions in the activity prices. The simplest method for the plan cost splitting is to set up a equivalence number (default value = 1) in manual planning for each activity type. All planned activity-independent cost elements are split according the equivalence number.If you like to assign different cost elements groups to activities in different ways, or, for example,according to the plan quantity of the activity types, you can define a splitting structure . The latter along with splitting rules are used to determine the criteria applied to assign activity independent costs to activity types. A splitting structure contains one or more assignments in which you store splitting rules for the corresponding cost element(s) or cost element groups. You can restrict the selection of cost elements or cost element groups, as well the activity types on which the costs are split.

Splitting methods are assigned to the splitting rules. These methods specify how the costs are split. This method, which is already set in the R/3 system, allows for the above described splitting of planned costs.You can also use weighting indicators to control whether tracing factors are to be weighted for the cost splitting. Set the indicator if the individual tracing factor values use different units of measure. If the Conversion indicator is active, the values are multiplied with the equivalence numbers of the activity types. This enables you to compare the different units of measure of the tracing factor values.

Plan Activity Price Calculation

Planned prices can be calculated for every cost center activity type. The R/3 system takes all plan activity flows between cost centers into account and calculates the activity price in an iterative process by dividing the plan costs by the plan activity.Alternatively, you can calculate the fixed price portion from the relationship between the plan costs and capacity. This is useful when the provision costs for the maximum activity quantity are not to affect costing of a product. For example, an energy-supplying cost center must always be capable of supplying the maximum level of activity, even if this activity quantity is not always used. In this case, the fixed provision costs should remain on the supplying cost center, since the full amount cannot be assigned directly to the product costs.

In the plan version, you can set up the determination method for the plan activity price calculation. You can choose between average activity price and periodic activity price.If you have prices that are set both iteratively as well as manually, you can set the indicator "purely iterative" in the version. This ensures that the prices calculated from your planning (a mix of iterative and manual prices) are calculated using purely iterative methods. This means that an additional purely iterative price is calculated for all activity types on all cost centers, as if no prices have been set manually. You can thus see the effect of your manually planned prices on activity prices overall.

Cost Component Structure

Price calculation with cost component breakdown enhances the transparency of the prices calculated iteratively by the R/3 System. You can determine, for example, the proportions of material costs and wage costs in the price. The structure of price build-ups are retained for activity allocations in plan from the sender to the receiver.Before you are able to view the price cost components according to cost elements, you must first: Create cost component structures: You save the cost component structure you wish to use for price calculation in the version. Cost component splitting is not carried out if a cost component structure does not exist in the version.

ŸAssign cost components to the cost component structure: The cost component encompasses all costs of the assigned cost element range. You assign cost components to the cost component structure based on your organizational requirements.You can use the prices calculated in detail with the cost component in the product cost planning (CO-PC). The assignment of cost elements in Cost Center Accounting to the cost elements in Product Cost Planning is done via a transfer scheme in Product Cost Planning. Cost components stemming from cost estimates that are forwarded from the product cost planning to the profitability analysis can also be analyzed in the CO-PA.

Typical Sequence for Planning

Cost center planning is used differently in almost every organization. The type of industry, organization structures, and management areas are all factors that affect planning. When defining the sequence of planning activities, SAP recommends bearing certain rules. A sample scenario might include the following points:

1. You can use statistical key figures to calculate cost center characteristics, and to support cycle  allocations and the splitting as tracing factors.
2. As a rule, you begin with activity planning and tracing factor planning, because both plan activity quantities and plan capacity determine the final volume of costs.
3. At the closing of the activity planning, you know the required volume of activity quantities and can therefore plan the primary costs , which can be either activity independent or dependent. 
4. The next step in the planning scenario is the secondary cost planning. You can plan secondary cost manually (activity inputs), or automatically (using the plan assessment or indirect activity allocation).
5. At the end of the planning process, you can check and reconcile internal activity exchanges with the aid of plan reconciliation. Activity price calculation is the final stage of the planning activities. 
6. The planning process is not a one-time event, but an iterative process which usually goes through several cycles. Therefore you can store plan data in different versions.

Planning Lock

Once the planning process is complete in Cost Center Accounting, you need to lock it to prevent changes being made.Use the locking indicator in the version to lock all of the planning for one planning year. Within the period lock, you can lock the planning for transactions that were not used (for example, revenue planning on cost centers). You can lock planning transactions for a combination of controlling area, fisca year, and version.You can select the business transactions to be locked from a list.Likewise, you can lock individual business transactions for all periods in the fiscal year, or all business transactions for a certain period.

Copying Planning or Actual Data to Planning

To speed up planning data entry, you can obtain the plan values by copying plan or actual data.If you want to use part of your manual planning from the previous fiscal year for the current one, if you want to transfer your planning values into another period within a fiscal year, or if you want to create different versions, you can use the function for copying planning.By using the "Copy planning" function, you can select a reference version and a target version to copy values from one version to another.

You can copy:

- Within fiscal years, versions, and cost centers
- Between different fiscal years, periods, and versions

To assist your manual planning, you can select and copy posted actual data from cost centers. You can only use this function to copy transactions that you can plan manually. 

Selection criteria for actual data are cost centers (all cost centers, cost center groups, or individual cost centers) fiscal year, and from/to periods. You can also specify which actual data is to be copied. It is possible to select any value groups in the copy function. For example, you can restrict the selection to the data of a certain cost center, or use all of the data. You can also specify the business transactions that you want to copy.

Revaluation

You can use plan revaluation to increase or reduce planning data based on a percentage. For example, you can use this combine the "Copy planning" function with revaluation to create different plan versions. This can be useful if you copied the planning data from the previous fiscal year, or if you want to create scenarios for different situations in one fiscal year.

You can revaluate costs as well as the consumption. You can revaluate all of the cost elements used in the planning for primary cost elements and revenues. Assessment cost elements, accrual cost elements, and cost elements that are used for indirect activity allocation cannot be revaluated.You can revaluate cost centers or cost element plans as many times as required. During revaluation, plan line items are entered.Percentages used during a revaluation can be changed as many times as required. The old plan line items are deleted by repeated revaluations that have changed percentages. The revaluation always uses the original initial value.If the revaluation results are not to be reversed during a new run, then you need to define a new revaluation.

Transfer Plan Values

Integrated planning enables you to transfer data from one of the pre-stored systems in Cost Center Accounting to cost center planning.If this data was planned in the pre-stored systems , and is transferred to cost center planning, then the corresponding data in Cost Center Accounting can be removed.To use integrated planning, certain requirements need to be fulfilled in Cost Center Accounting and in the pre-stored systems. Therefore, for example, to be able to transfer planned personnel costs from HR to primary cost planning in Cost Center Accounting, valid cost centers need to exist in Cost Center Accounting that are assigned to the corresponding master data for personnel.

Distribution Keys

The R/3 system interprets the values entered in the overview screen as the total value for the period of time entered in the initial screen for planning. It uses a distribution key for period-based distribution of the totals values.The standard R/3 system contains distribution keys that can be used to distribute values by different criteria. It is not possible to change the defaulted distribution keys. Examples: If you select standard distribution key 1, the corresponding value is distributed evenly to the periods. Distribution key 7 means that the entered value is distributed to the periods using the number of calendar days.In addition to the standard distribution keys, you can define as many customer distribution keys as required. For example, you can create a distribution key for seasonal fluctuations, or one for shift schedules.

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Planning configuration in SAP Controlling part three

Planning is a important part of SAP controlling and here we are going to discuss further aspects of that  in the present post.

Planning: Scenarios

Cost center planning forms part of the overall business planning process, and is a prerequisite for standard costing. The main characteristic of standard costing is that values and quantities are planned for specified time frames, independently of the actual values from previous periods. In the planning you determine the control criteria for your later analysis.For the cost planning, you can compare the plan and actual costs per area of responsibility after the period-end closing.

As soon as you are done with the cost and activity planning, you can value your activity flow in the actual. At period-end you can compare plan and actual prices. In contrast to cost planning, a price calculated from plan costs can be compared with external prices. You can also follow the price's development over various periods.If you include fixed and variable plan costs per activity type in your cost planning (=activity dependent planning), you can use the advanced analysis tools: 

- You can analyze your area of responsibilities based on target costs. This enables you to assess performance, not only based on plan data, but on target data as well (control of management effectiveness).
- You can carry out simulations with various outputs, which automatically trigger cost calculations; here, only the variable costs rise (plan reconciliation). 

- You can also determine the cost of an additional activity unit (short term lower price limit, marginal costing).

Cost Allocation Methods in Planning

Periodic repostings are used purely as a posting aid.Primary postings (such as telephone costs) are collected on an allocation controlling object to minimize the number of postings to FI. These costs are then allocated to the appropriate controlling objects at period-end closing according to a user-defined key (fixed amounts or tracing factors). The sender controlling object can be a cost center, internal order, or other object. You can specify the allowed sender and receiver objects for periodic reposting in customizing.

Only primary costs can be reposted. The original cost elements are retained on the postings to the receivers.Distribution is intended for the transfer of primary costs from a sender cost center to receiver controlling objects. Only cost centers may serve as senders in a distribution.Primary postings (such as energy costs) are collected on a service cost center and allocated according to user-defined keys.Only primary costs can be distributed. The original cost elements are retained on the postings to the receivers.

Assessment is designed for the allocation of primary and secondary costs from a sender cost center to receiver controlling objects. Only cost centers may serve as senders in an assessment.Primary and secondary postings are allocated according to user-defined keys.In the assessment framework, the original cost elements are grouped together into assessment cost elements (secondary cost element category = 42). The relationship between original and assessment cost elements is defined in an allocation structure.

Cost Allocations

When using the Cost Allocations costing option, planning is not required. But if planning is done, only costs are planned. If costs are planned, then it will be possible to do analysis on actual costs compared with planned costs.Plan costs can be entered manually or transferred from feeder systems such as Human Resources (HR), Asset Management (AM), and the Logistics Information System (LIS).Several cost allocation tools can be utilized when planning costs. Distributions, assessments, and surcharges can be defined and calculated for plan costs. These essentially simulate the allocations of actual data that are anticipated for each period of the fiscal year being planned.

Activity Type Allocations

When using the Activity Type Allocations costing option, planning is essential. Costs are planned, as before, but activity type quantities are also planned. This refers to the number of units of each activity type that is expected to be performed by a cost center.Since both costs and quantities of activity types are planned, it is possible to calculate a unit cost for each activity type. This is referred to as the activity price. The system can calculate these activity prices automatically once the planning has been completed. It is also possible to set activity prices manually.

Activity type allocations can now be planned. This is called activity input planning. It involves planning a specific number of units of a given activity type produced by a given cost center that will be consumed by a receiver cost center (or internal order). Activity input planning results in quantities of activities “scheduled” to be consumed, which permits the manager of a cost center that produces activity units to see what quantity will be required. Activity quantities planned to be consumed by other cost centers, by planning integrated internal orders, and by production (via Sales and Operations Planning) are visible through reporting. This visibility facilitates plan reconciliation between activity quantities scheduled to be consumed and those planned to be produced by a cost center.

Fixed and Variable Cost Components

When using the distinction between fixed and variable costs, cost planning includes classifying costs as activity-independent or activity-dependent. An activity-independent cost is expected to be incurred without regard to the output of a cost center; that is, whether or not an activity type is produced. It can be thought of as a fixed cost. By contrast, an activity-dependent cost is planned in conjunction with the production of a given number of units of an activity type. An activity dependent cost is typically a variable cost, although it can incorporate a fixed cost portion.

Example: An activity-dependent natural gas cost is planned in conjunction with an activity type for industrial blast furnace operating hours. Most of the planned gas fuel cost would be variable; that is, it would vary depending on the number of hours of furnace operation. But some of the cost could be fixed, in terms of the gas required for space heating, even if the furnace doesn't operate at all.With this costing option, when an activity price is automatically calculated by the system, it has both fixed and variable portions, based on the nature of the planned costs.

By planning costs in this way, it becomes possible to calculate a target cost at the end of each actual operating period. The target cost is based on the operating rate of a given cost center/activity type combination (operating rate = actual number of activity type units produced / planned number). Target Costs = [Planned Fixed Costs + (Planned Variable Costs) * (Operating Rate)] 

The target cost is another baseline that can be used in evaluating cost center performance in terms of
cost management.Additionally, activity allocations can be planned as either activity-independent or activity-dependent (through activity input planning). This can offer greater accuracy in reflecting the true cost origins. 

Resource planning

Goods and services that are provided to the enterprise from an external source are called resources in the R/3 System.Resource planning assists manual planning of cost elements for primary costs , and revenues on cost centers, internal orders, and WBS elements. You plan quantity-based resource usage while the R/3 System valuates the planning. (Layout 1-1R1)

By assigning more than one resource to a cost element you can reduce your chart of accounts, without losing any important details for the cost analysis.Example: Cost planning for external training jobs Define the resource master data for SAP courses and business administration courses. Assign prices to the resources, taking into account that the prices of the business administration courses will be higher after the eleventh period. In resource planning, enter the number of course days that you want to reserve for your employees. The R/3 System then automatically calculates the training costs for the planning time frame.

You can either select planning that is dependent on activity, or that is independent.You can store different prices for each period in a separate price file, and if required with different dependencies. Resources that you create with a reference to a material are valuated using the price stored in the material master.

When you update resource prices, the R/3 System automatically updates your planning costs.You can also copy the resource planning to another version or period. In this case, the R/3 System only copies the usage quantities, at the same time executing a valuation. If this shows that a resource price is 2% higher in the target period than the price of the same resource in the source period, then the costs are also increased by 2%.

Dependency Planning

You can use dependency planning for value-based and quantity-based planning of primary costs that are activity-independent and activity-dependent. The system uses a dependency to calculate the primary costs. This dependency can contain a statistical key figure, or activity types.For dependency planning that is value-based, you plan costs for each unit of a statistical key figure or activity type. For example, 100.00 UNI office supplies per employee, or 3,000.00 UNI training costs per employee. You plan a cost element. Dependency planning that is value-based is typically used in administration.

For dependency planning that is quantity-based, you plan resource usage per unit of a statistical key figure or activity type. For example, the usage of course days per employee, or the usage of screws per car. The total planning costs are incurred by the usage per statistical key figure or activity unit, multiplied by the quantity of the object which created the cost, such as, the number of employees or cars, and the valuation with the resource price. Unlike dependency planning that is value-based, you plan the usage of more than one resource and thus detail your cost element planning. Dependency planning that is quantity-based is typically used in production.

The SAP system calculates planned costs per period. If you defined different dependency prices, dependency quantities, or resource prices, the system determines a mean value in the overview screen for planning. The exact values are displayed in the period screen for planning.If you change the prices or quantities, the system revalues planning.Unlike resource planning, during dependency planning (quantity-based ) for resource usage, not only is the resource consumption valuated with the resource price, but the dependency quantity is also proportionalized with a statistical key figure or an activity type.SAP provides the standard SAPR&R planning profile with planning layouts for dependency planning (value-based: Layout 1-1R2, quantity-based: Layout 1-1R3).

Automatic Plan Reconciliation

The automatic plan reconciliation is used to check and reconcile the internal activity exchange. Also, if you have the production planning component active, you can transfer the scheduled activities for the production orders to the production cost centers. This approach can, and normally will, result in differences between the activity quantity performed by the sender cost center and the activities scheduled by the receiver cost centers or production orders.

With the plan reconciliation, you can adjust the entire plan activity quantities automatically on the basis of scheduled activity on the cost centers . In the next step, the plan reconciliation adjusts the variable portion of activity-dependent primary costs and variable portion of activity-dependent activity inputs according the new plan activity. The plan reconciliation does not change activity independent primary costs, activity independent activity outputs and the fixed portions of activity dependent activity outputs and primary costs.

The plan reconciliation is carried out iteratively. This means that mutual activity relationships between cost centers are taken into account. Mutual activity relationships occur, for example, when a cost center plans to consume activity from a cost center, to which it also provides activity.The posting of a plan reconciliation leads to an automatic matching of your planned activities and variable planned costs in the firm. If the indicator for plan quantity is set in an activity type , the planned activity quantity will not be changed in the plan reconciliation, even when planning for the object is not intended to be reconciled.

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SAP Controlling Planning configuration

Planning configuration and Process is very much needed in any business to get best results.The SAP helps you for this with different kind of tools in the software module Controlling.

Planning: Enterprise Scenario

Having configured your system so that all actual (as opposed to plan) transactions run as you require,  your project team now turns to configuring the planning functions.The project team has decided to plan its enterprise data as recommended by SAP. You want to run this process in test mode first. To simplify and hasten the entry of planning data, you want to implement different aids to planning in the future.To optimize data entry, you consider creating enterprise-specific planning layouts.

Planning of future business activities and consideration of changing business circumstances.Forecasting to set periodic controlling standards for: 

Valuation of internal activities
Monitoring efficiency using “plan / actual” & “target / actual” variance analyses

Planning is used to set organizational goals. The comparison of actual operating results with the plan can identify variances that serve as signals to take corrective measures in the business operations. There are several basic goals in planning:

Plan the structure of the company's future operations for particular periods
ŸCreate benchmarks for controlling the business transactions within an accounting period
ŸMonitor efficiency after completion of the accounting period by means of plan/actual and target/actual comparisons
ŸGive a basis for valuation of organizational activities, through estimating the unit cost of performing a given activity in a given period 

To achieve these goals, the R/3 System offers a wide variety of options from which to choose.

Versions in Controlling

The definition of a version applies for the whole of Controlling. This ensures that your data remains
consistent if you use the version in different applications, for example in both Overhead Cost Controlling and in Profitability Anaylsis (integrated planning).You define Controlling versions centrally and add application-specific settings for Profitability Analysis, Profit Center Accounting, and Overhead Cost Controlling.You can plan your cost centers in as many CO versions as you wish. Each version in the R/3 System is tailored to particular planning requirements.When you create a controlling area, the R/3 System automatically creates version 0, valid for five fiscal years. You can also create alternative versions for, for example, positive or negative scenarios.When referring to actual postings , the R/3 System always uses version 0. Alternative versions can relate only to saving planning data in Cost Center Accounting.

Copy Plan data and Actual data

n You can use the tool Copy Planning if you want to reuse large parts of your manual cost center planning from a previous year for your current planning, or to copy plan values within a fiscal year to a different period, or to generate alternate plan versions.Similarly, the tool Copy Actual to Plan allows you to utilize previous actual cost center data as the reference for creating new plan data.To use the Copy Planning function, select a reference version and a target version.You can copy plan data:

Within fiscal years, periods, versions, and cost centers
ŸBetween different cost centers, fiscal years, periods, and versions
You may select any set of values. For example, you may limit the selection of data to a particular cost center, or you can select all cost centers. You can also choose to copy all plan data, or select only particular types of planning data.

With the Revaluation planning tool you can increase or decrease planning results on a percentage basis. Therefore you can combine the Copy Planning and Revaluation functions to create several plan versions. This may be useful after copying the plan data from the previous year or for producing best-case and worst-case scenarios within a year. Plan line items are recorded during revaluation execution.You may undertake as many revaluations of cost center and cost element planned values as required.The percentages within a revaluation can be changed as often as desired. Repeated executions with changed percentages cancel the old plan line items and always use the original initial value.

Accrual Calculation: Percentage Method

The percentage method is used to determine accrued costs on the basis of a percentage rate applied to a reference cost element or group of cost elements.The advantage of this method, when compared with accrual calculation using a recurring entry in FI, is that accrued costs are determined on the basis of actual costs. The percentage method is useful, for example, in accrual calculation of non-wage labor costs such as vacation bonuses.In accrual calculation, the amounts of the accrued costs are debited to the cost centers. Simultaneously, an accrual object defined by you (a cost center or internal order) is credited. The actual costs are also posted on the accrual object in order to calculate, analyze, and allocate any balances between expenses from FI and accrued costs from CO.You create an accrual cost element (cost element category 3) to process the accrual calculation. In addition, you must create an overhead structure that defines the various components of the accrual calculation, and identifies the accrual object that will be credited as each periodic posting is made.

Planning Methods and Scope

When planning cost centers, you need to differentiate between:
- Planning statistical key figures
- Planning activity output and prices
- The value and quantity-based cost planning of primary and secondary costs, as well as Revenue planning.

Overview of Planning

You enter planning data in Controlling using entry screens, the layout of which you can define in Customizing. These screens are known as planning layouts .There are three planning areas in Cost Center Accounting: 

- Cost elements/activity input
- Activity output/prices
- Statistical key figures

For each planning area, you create at least one planning layout. You can use planning layouts to define the characteristics (cost center, cost element and so on) for which you want to enter plan values, and set up the appropriate value columns. SAP provides numerous predefined standard layouts.You use planner profiles to control the planning process. In a given planner profile, you can assign any number of planning layouts to any number of planning areas.The R/3 System contains standard planner profiles and standard planning layouts that cover almost every conceivable planning situation. You can use the SAPALL planner profile to plan for the three planning areas using a number of SAP standard layouts. SAP provides the planner profile SAPEASY for situations where a simple planner profile is required. You can also define your own planner profiles.

You can carry out both centralized (planning of a single cost element for all cost centers for example) and decentralized planning (for example, planning of all cost elements on a single cost center). The type of planning depends on way your company is organized. You can combine both methods, enabling you for example to plan your personnel costs centrally, and have all other costs planned locally by the cost center managers.

Defining Planning Layouts

To enable easy and ergonomic entry of the planning data, structuring the planning layout is very flexible. You can use the Report Painter to define planning layouts. This transaction corresponds to creating reports with the Report Painter.A planning layout contains a header and several lead and value columns. You enter the selection criteria in the header, and specify which characteristics are displayed in the header area. The characteristics are predefined in the SAP system for each planning area. 

In the lead column, you define the characteristics that you want to plan for. In activity-independent cost planning, you only require a lead column for cost elements. For activity-dependent cost element planning, you need to define two lead columns, one for the activity types, and one for the cost elements.

When you define value columns you have various options:

- You can create columns either with a key figure and with characteristics, or with characteristics only. Key figures are included in your standard SAP system. Fixed plan costs are an example, or variable plan costs in the controlling area currency, consumption, price and total actual costs.
- A formula column is a value column that consists of values from predefined columns.
- In an attribute column, you can choose the unit, the distribution key, and the activity attribute.
The unit and the distribution key should be created as an additional field for a column.

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SAP Controlling Order Summarization

For efficient management accounting, you often need to group orders with similar characteristics and analyze them together. You can use the summarization characteristics to create totals records. You can run  summarization reports against these values for report run times that are shorter than with the use of totals records from the selected orders. If you have a large numbers of orders you need to use order  summarization.You can specify the structure of your analysis by defining a hierarchy. Each level of the hierarchy is represented by a characteristic. Note that the controlling area is always the first level of the hierarchy.You can summarize both costs  like planned costs, actual costs, variances, results analysis data and quantities  like input and output quantities.The definition of a summarization hierarchy determines which fields are used in summarization and which objects are summarized.The levels of the summarization hierarchy are created by means of master data fields. The available master data fields are predetermined.

Orders Master data layout

The master data fields are distributed over nine predefined group boxes. You can display or hide the fields in the group boxes as previously and set them as ‚Required‘ or ‚Optional‘ entry fields.You can create your own fields in the master data. The R/3 System supports all field functions for these user-defined fields, except list versions.These user-defined fields allow you as of Release 4.5 to run order summarization directly through the order master data without classifying the orders. SAP also provides a converter program, which supports a change from order classification with free characteristics to user-defined master data fields.

During summarization, the system selects the orders for each level of the hierarchy  in accordance with the specified characteristics. It then computes a total for the orders that are located below that level. The total values are written for each hierarchy group to a summarization object. You can schedule a background  process for the summarization run or use parallel processing, if you have a large amount of orders in your hierarchy.The information system includes special reports for internal order summarization objects.You can use the summarization report to navigate between all orders, in all order types, for all company codes in one given controlling area. On a selected level you can also display its data in a different way, by using another report.If an order is created and posted after the summarization run has taken place, the hierarchy does not display the order. This means you need to run the summarization again.

To summarize orders using characteristics, you create a summarization hierarchy and start a summarization run that collects the order values according to their hierarchies.The information system for orders includes special reports for summarization objects.

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SAP Controlling Creation of Customer and Vendor Accounts

SAP Controlling of finances has a integral part of Creation of Customer and Vendor Accounts and here in this post we are going to deal with how to do that in a systematic way with screen shots. Like G/L accounts, customer/vendor accounts have two segments:

1. A section with normal data on the shopper level. This data may be accessed throughout the whole organization.
2. A segment with company code particular information on the company code level. Any firm code who wishes to do business with a particular buyer or vendor has to create an organization code segment for him. By doing this, a buyer/vendor account is created.

Because the sales and distribution department also stays in contact with a buyer and has to know particular information about this customer, a sales space section could be created for every customer.Any sales area which wants to do enterprise with a customer has to create a sales area segment first.The gross sales area phase accommodates sales area specific data.

Just as there's a gross sales area segment for patrons, there are buying organization segments for vendors.Any buying group which desires to do business with a vendor has to create a purchasing organization section first. The purchasing organization phase accommodates buying organization particular data.

A complete buyer account consists of the following three segments:

1. General information on the consumer stage
2. Firm code phase
3. Gross sales space section

Usually at a minimal, the gross sales area segment of the gross sales area which is assigned to the company code has to be created. Word: There could also be other gross sales areas doing business with the customer as well.The account quantity is assigned to the customer at the client level. This ensures that the account quantity for a buyer is identical for all company codes and gross sales areas.


A complete vendor account consists of the next three segments:

1. General knowledge at the consumer level
2. Company code phase
3. Buying group segment

Often at at minimum, the buying organization phase of the purchasing group which is assigned to the company code must be created. Be aware: There could also be other buying organizations doing business with the seller as well.The account number is assigned to the seller on the client level. This ensures that the account quantity for a vendor is identical for all firm codes and purchasing organizations.



Record Maintenance

The system presents separate features for sustaining customer master data relying on the necessities of your organization. They can be maintained centrally for all areas or individually for Monetary Accounting and Sales and Distribution.For the relaxation of this course we will focus just on the FI-side of the client master record.When implementing both Accounts Receivable and Gross sales and Distribution, members of each of these implementation groups should work together to decide methods to configure customer master data and who will most likely be chargeable for their maintenance.

Simply as with customer master data, vendor grasp data can be maintained centrally for all areas or individually for Financial Accounting and Materials Management.For the remainder of this course we are going to focus just on the FI-facet of the seller grasp record.When implementing each Accounts Receivable and Materials Administration, members of both of these implementation teams should work collectively to decide tips on how to configure buyer grasp information and who will probably be chargeable for their maintenance.

Account Groups

The account group is used to regulate the fields displayed on the grasp record. For instance, to make certain that all correspondence has complete address information, alter the sphere status so that each one deal with fields are marked as “required entry”.When creating customer/vendor master data, the account group is entered on the initial create screen. In financial accounting, as soon as the client/vendor account is created, its account group can't be changed. Nevertheless,when utilizing accomplice capabilities in sales and distribution, in some cases the account group will be modified from, for instance , an ordering deal with to a ship-to address.

Number Ranges

There are separate number ranges for customer and vendor accounts. The range of attainable account numbers is divided into smaller number ranges. Quantity ranges aren't allowed to overlap.For each number vary you may set whether the numbering shall be internally or externally assigned.Inside quantity assignment implies that the numbers are assigned by R/3 in sequential order. With external number project, the numbers are entered manually by the user creating the grasp record. External numbers may be alphanumeric.With inside numbering for a brand new account the system always assigns the next quantity obtainable in the range. Therefore, it will probably display the “present number” which informs you how many numbers are nonetheless left inside a given quantity range.With exterior numbering, the user chooses the account number. Numbers don't need to be assigned in sequence; therefore, a present number can't be displayed.

Each quantity vary may be assigned to one or more account groups.For all clients or vendors with whom you rarely do business, a special buyer and a special vendor master record should be created. Those master records are for “one-time accounts”. In distinction to other master records, no data particular to a single buyer/vendor is stored in the one time master report, since this account is used for multiple customer/vendor. Subsequently, the buyer-specific fields needs to be suppressed. n The client/vendor particular information for one time prospects/distributors are entered into the document at the time of posting.

Control of Field Status

The format of buyer/vendor grasp knowledge screens could be affected by several factors:

1. Account group control : Usually the field status is managed solely by the account group. This manner all accounts of 1 account group could have the identical display screen layout.
2. Transaction dependent management : If desired, the sphere status may also rely upon the master data transaction “Create”, “Change”, and “Show”. The transaction dependent field status must be set on “show” for the transaction “change” if the sector should not be changed after creation, e.g. the area “reconciliation account”.
3. Firm code dependent control : The sector status will also be managed per firm code. Fields which are not utilized in one company code will be suppressed whereas they're entry fields in others.
4. Discipline standing definitions of account groups, the transaction, and firm code are mixed and the one which has highest precedence is used.
5. Fields that are accessed with the transaction “display” are all the time either displayed or suppressed since you can not make an entry in a show transaction.
6. If you do not want to make use of transaction dependent or firm code dependent discipline status management, set all subject status definitions as elective entry since this has the bottom precedence and can there fore not conflict with the account group control.

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SAP Controlling Creating General Ledger accounts

SAP Controlling has one of the major job of Creating General Ledger accounts which involves certain steps.Here in this post we are going to explain them in detail with required screen shots. The accounting department makes use of some information which remains unchanged for lengthy periods of time and which is commonly referred to by different data. This data is named master data. In FI, master data contains basic ledger and sub ledger accounts, as nicely as bank master records.The pinnacle accountant wishes to know the way accounts are structured, how they are often influenced, and the way they might relate to every other.

The chart of accounts comprises fundamental details about the accounts. Info per account is bundled into what is recognized as the chart of account-segment.It contains the:

1. Account quantity
2. Name of the account (as brief and as long textual content)
3. Control fields (discussed on the following slides)
4. Consolidation fields

You'll be able to translate the chart of accounts into other languages so as to have the flexibility to show the account identify within the appropriate logon language when displaying master knowledge and posting. If the chart of accounts has not been translated into the suitable logon language, the account identify seems in the maintenance language.Texts with different information will be assigned to every chart of accounts-segment.

Fields in the Chart of Account

The data entered in the Chart of Account section is unique whether or not users have one or a quantity of company codes. That is how the identify stays the identical and is consistent throughout firm codes.The knowledge is entered once. Every time you enter information for an organization code for an account quantity, the data from the Chart of Account segment is accessed automatically, so you don't have to enter it again.Texts entered for the Chart of Account segment are managed by textual content ID and language.Texts could be displayed by the report “Account assignment manual”.The Key Words facilitate the search on an account number.

To make use of one of the accounts from the assigned chart of accounts in your organization code, a “company code-section” must be created. This “firm code-segment” is added to the chart of account segment,and together they type the account.Info within the company code segment is restricted for this company code. This info controls entry of accounting paperwork and management of accounting data.

Fields in the Company Code

The Company Code segment for the same G/L account can be completely different relying on the needs of the company code. For example, one firm code could collect tax when utilizing expense accounts and would flag the tax category subject, whereas another company code might not.You outline the data that's pertinent to every firm code:

1. Foreign money
2. Tax
3. Reconciliation account
4. Line merchandise display
5. Sort key
6. Discipline status group
7. Home financial institution
8. Interest calculation info

As mentioned earlier than within the Account Chart phase, texts are managed by text ID and language.

In the chart of accounts-section, it's vital to indicate whether or not the account shall be a steadiness sheet or a profit+loss assertion account.These two sorts of accounts are treated in another way within the closing procedure.For stability sheet accounts, the balance is carried forward to the same account.For P+L assertion accounts, the stability is carried ahead to a retained earnings account and the P+L assertion account is about to zero. The account to which the steadiness is carried forward is assigned to a key (e.g. x) and this secret's entered within the area ”P+L statement account kind” in the chart of accounts-segment.In customizing, customers define the retained earnings account and during G/L grasp document creation, it is assigned to expense accounts. If there is simply one retained earnings account, R/3 will mechanically use the one defined in customizing. If there are a couple of retained earnings account, during grasp file creation, the consumer may have the choice to determine on the retained earnings account per P+L
account.

Account Groups

Since a chart of accounts accommodates many various sorts of accounts, they can be bundled into completely different “account teams ”. Often one account group bundles accounts with the identical tasks inside the general ledger, e. g. money accounts, material accounts, asset accounts, revenue and loss accounts,...By assigning a quantity vary to an account group, you may be certain that accounts of the identical type are inside the same quantity range. Quantity intervals for G/L account grasp information can overlap.

The account group must be entered in the chart of accounts-phase and controls the looks of the corporate code phase of a G/L account. For instance, for your entire cash accounts, you want to be succesful of view all of the detailed line items. In customizing, on your “Cash Accounts” account group, you'd alter the field status to make “line item display” a required entry.R/3 delivers predefined account groups.

Field Status

1. The sphere standing makes it possible to affect the appearance of an account's grasp data.Fields which aren't used could be suppressed.Fields which have an entry that should not be modified will be set to show solely (even in change mode)
2. Fields which should have an entry can be made required fields.
3. Fields that can be entered, but should not required, might be set to optional entry.

Sure fields are grouped collectively and their field status is legitimate for the entire group, e. g. interest calculation indicator, curiosity cycle, and last interest calculation key date.The fields “Foreign money” and ”Subject status group” are always required fields. Their standing cannot be changed.

Word: Fields which are suppressed might comprise values and these values still take effect!

The fields displayed on the general ledger master record should not solely managed by the account
group, but also by the grasp information transaction that you are utilizing (transaction dependent control) i.e. create, change, display. Once the master document is created and you don't want delicate fields changed, on the master report change transaction in customizing, you specify that a certain field is not changeable. For example, you want the forex of your money account to be GBP and you do not want it to be modified, customize the grasp document change transaction to have the field be display only.For every area, the sphere status definitions from the account group and the transaction are taken into consideration and the one with higher priority is used. The priorities are (starting with the highest):

1. suppress
2. show
3. required entry
4. non-obligatory entry

Fields that are accessed with the transaction grasp file display are all the time either displayed or suppressed since you can not make an entry in a show transaction.If you don't want to make use of the transaction dependent area standing control, set all field standing definitions as non-obligatory entry, as this has the bottom priority and can due to this fact not conflict with the account group control.

Reconciliation Accounts

Reconciliation accounts are basic ledger accounts assigned to the business associate master information to file all transactions in the sub-ledger.Any postings to the sub-ledger accounts routinely updates the balances of the assigned reconciliation accounts. On this method, the overall ledger is all the time up-to-date.You outline a G/L-account as a reconciliation account by coming into the type of reconciliation account that it is into the field ”Recon.account for acct kind”.

1. D for purchasers
2. K for vendors

The reconciliation account is then only valid for the specified account type.Typical reconciliation accounts are the accounts “Trade Receivables” and ”Trade Payables”.It's not attainable to submit to reconciliation accounts directly.

Line Item Display

Transaction figures are the sums of line objects on the debit or credit side. The steadiness is the distinction between the debit and the credit transaction figure.The sphere “line merchandise display” is a control field in the company code segment of an account.For accounts without “line merchandise display” only the transaction figures are updated when a document is posted to this account. When a person needs to take a look at this account on-line, they will only give you the option to view the balance.For accounts with “line merchandise display” a very powerful knowledge from the posted line objects is stored in a special index table. As a outcome of this data can additionally be stored within the paperwork, it is redundant and needs additional storage and system time. When a person wants to have a look at this account on-line, they will be capable of view both the steadiness and the person line item details.

Due to system sources that are needed by the road item show, it shouldn't be used for accounts where the line item data will be more simply accessed in one other means, e.g.Reconciliation accounts (line items are managed in the sub-ledgers) . Sales income accounts (line objects are managed by the SD-application)

1. Material stock accounts (line objects are managed by the MM-software)
2. Tax accounts (Tax objects make sense solely in connection with the doc; the tax quantities had been already checked when the document was posted.)

Open Item Management

Gadgets in accounts with open merchandise management are specified as open or cleared. Accounts with open merchandise administration should have line item show activated.Basic ledger accounts needs to be administered with open merchandise administration when you'll want to verify whether or not there is an offsetting posting for a given enterprise transaction. Open and cleared objects may be displayed separately, and due to this fact it's simple to see which enterprise transactions still must be cleared.It is best to use open merchandise management for:

1. financial institution clearing accounts,
2. clearing accounts for items receipt/invoice receipt, and
3. salary clearing accounts.

You'll have the ability to only set or cancel open item management if the account has a zero balance.

Accounts in local currency

The account foreign money may be either the native foreign money, or a foreign currency.The native currency is defaulted as the account foreign money when a G/L account is created.If the account foreign money is the native foreign money, the account might be posted to in any currency. In the line item, the amount is transferred into the native currency.Transaction figures are kept per foreign money, i.e.local foreign money (sum of all amounts transferred to local currency)

1. forex 1 (sum of all amounts posted in foreign money 1, would be the local currency)
2. foreign money 2 (sum of all quantities posted in currency 2)
3. forex 3 (sum of all amounts posted in currency 3) . etc.

This is legitimate whether or not line merchandise display is activated.

Only balance in local currency

If the box “Only balances in local forex” is marked in the master information record, only transaction figures for quantities transferred to local currency are managed.This indicator should be set for clearing accounts from which you want to have the flexibility to clear objects simply by zero-balancing the quantities in local currency. Then no difference postings caused by alternate price variations must be made.The indicator needs to be set in cash low cost and GR/IR clearing accounts.It should not be set in reconciliation accounts for purchasers or vendors.The indicator is normally set in steadiness sheet accounts which are not kept in foreign exchange and never managed on an open item basis.

Parallel accounting methods

For so much of companies, it may be necessary to create additional monetary statements primarily based on standards aside from nation-specific requirements, such as IAS or US-GAAP. Reasons for this could be:

1. To gain entry to worldwide capital markets
2. To fulfill the needs of overseas traders
3. To accommodate international restructuring and acquisitions
4. To provide a greater overview of the company’s position

Parallel accounting methods might be carried out within the R/3 System by:

1. Utilizing different valuation methods with put up to different G/L accounts
2. Using these G/L accounts in varied financial statement variations

Methods for creating general ledger accounts

Manual Creation:

With the two step method, the chart of accounts section is created individually from the company
code segment. This allows for creating the GL account only in the chart of accounts or in a number of firm codes.Use the one step technique to create a GL account in a specified firm code. Repeat step 2 of the two step technique, create within the firm code phase, to create the GL account in further firm codes as needed.

Creating GL accounts by copying :

To create an account that has the same properties as an current account, i.e. another cash account,
create the model new account on the topic of the existing account and alter the account title accordingly.If the entire GL accounts in an current firm code are required in another firm code, thetotal company code section can be copied to the model new company code.The entire chart of accounts will be copied into a model new chart of accounts as nicely, including account determination. The monetary statement model can be copied.

Data Transfer:

To reduce information entry, packages like RFBISA00, Batch Input Interface for G/L Account Master Data, can be modified by the ABAP crew to accommodate uploading new chart of accounts
information.

Collective processing

The SAP R/3 System offers collective processing functions for the G/L account master.You can change the grasp information within the chart of accounts space, firm code specific data or the names of several G/L accounts on the similar time. The G/L accounts can be from totally different charts of accounts.You may also make changes to the displayed G/L accounts:

1. You'll have the option to choose the fields to be modified
2. You'll have the opportunity to change the values of the fields displayed. Enter the new values within the header New to replace the prevailing values. For all G/L accounts chosen, the previous value is changed with the brand new value.
3. Modifications to existing G/L accounts are effective as soon as saved and will have in depth consequences. You should thus verify your adjustments before saving.

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