EXECUTIVE SUMMARY

nterprise systems packages offer organisations a huge opportunity for integrating

their entire IT platform. Prior to these packages firms were constantly faced with difficulties in aligning technology to the business needs. As a result, the implementation of an enterprise systems package now alleviates a lot of the former integration problems. However, caution must be maintained with such implementations. Certain challenges exist, namely the poor attention organisational and human issues receive, resulting in poor overall performances. Greater focus on organizational change and reengineering of business processes is required. To date much lip service has been paid to these areas, yet the problems persist. Critical success factors, while valuable in determining what the firm requires for an enterprise systems implementation, needs to focus on the how question. Process models need to be more inclusive of organisational change issues, with this chapter calling for the development of an integrated model to deal with such organisational change and technological issues. Future enterprise systems packages will extend the integration challenge to embrace inter-enterprise integration. However, before we engage on this route we firstly need to resolve enterprise integration challenges. Understanding todays issues will make tomorrow so much easier. Above mentioned things were realized by Hindustan Zinc Ltd. and company took the step forward for implementation of one Enterprise solution which can fulfill its issues and problems and may help in achieving desired long term as well as short term objectives. SAP i.e. System, Applications and Products in data processing was implemented in Feb, 2003. SAP offers comprehensive industry solutions including SAP Aerospace & Defense, SAP Automotive, SAP Banking, SAP High-Techs Chemicals, SAP Consumer Product, SAP Insurance, etc. Hence the purpose of the study is to analyze the ERP SOLUTIONS by means of SAP FI/CO MODULE and quantifying its benefits accruing for Hindustan Zinc Limited. The focus is on before and after implementation of SAP in HZL. The study has tried to cover all the aspects determining the employee's satisfaction in respect of SAP.

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ABOUT THE INDUSTRY BUSINESS ENVIRONMENT

The nonferrous metals industry is a key sector in the Indian economy as it meets the requirements of a wide range of key industries including engineering, electrical and electronics, infrastructure, automobile and automobile components, packaging etc. The zinc industry is duopolistic in nature (presence of two players) and the lead industry monopoly in nature. In the case of tin, there are virtually no players in the primary segment. Similarly, in the case of nickel also there are no players in the domestic context. However, in the secondary and downstream segments there are many players both in the organized and in the unorganized sectors.

Zinc is widely used metal and used in protecting steel, die-casting and also as chemical compound. While zinc was known to the ancients, its production with modern technology started in India only in 1966, with the Smelter at Debari, while the zinc production worldwide was 7.2 million tonne in 1989, the Indian production capacity of zinc was only 99,000 tonne. Zinc metal uses are based on a number of properties and these properties are being exploited for variety of applications in defense and other essential industries. The principal processes for manufacturing are horizontal retorts, electrolysis, vertical retorts, electrothermic, over pelt and blast furnace (Imperial Smelting Process). Out of these, most important processes are electrothermic and blast furnace manufacturing, covering 93% of the total zinc production in
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the world. The electrolytic zinc process consists of dissolving zinc bearing materials to zinc sulphate solution which is purified to satisfactory electrolyte and recovered as metallic zinc by electrolysis. The Imperial Smelting process is pyro-metallurgical process for combined production of lead and zinc. This will include raw material handling plant, smelter and gas cleaning plant, smelting blast furnace, zinc refinery, lead refinery, and recovery of high value metals. Zinc concentrates are the raw material for zinc smelter. Zinc ore consists of sulphate, sulphide mineral with galena, chalcopyrtite and copper sulphide minerals. Zinc concentrates from zinc-lead ores contain about 59% zinc and complex ores have 54% zinc. Secondary zinc production has started in India in the last few years. Secondary zinc is recycling process and thus adds to the economy. The main sources of secondary zinc are scraps, drosses and fluxes. The process of electrolyzing is similar to primary zinc products. A large number of recovery units with capacity of 1 tone per day to 15 tonne per day have started and they are importing basic raw material (zinc Ashe) from abroad.

STRUCTURE OF INDUSTRY AND STATE OF ART The Indian nonferrous metals industry comprises the primary, secondary downstream segments. Primary producers are those players who process the mined ore to obtain the primary metal. This metal is commercially available in the form of rods, ingots, cathodes, wires etc., Secondary producers are those players who manufacture value added products like foils, extrusions, dry batteries, castings etc., either by procuring the metal from the primary producers or from scrap. The domestic industry is characterized by the presence of only a few players in the primary segment. The structure of down stream industry consists of galvanizing units, alloy die casting units, brass/bronze industry and chemical manufacturers. Modernizations of the zinc smelters are essential for the improvements in production and productivity, energy reduction, improving environmental conditions and cost effective methods of production. The emphasis should be for mechanized and automatic methods and recovery of precious and valuable metals.
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BUSINESS OUTLOOK Global metal demand continues to be healthy, on the back of strong demand from China and other emerging markets including India. India demonstrated a GDP growth of slightly over 9% in FY 2007 with corresponding industrial growth at 11% and is poised to grow at similar levels in FY 2008, with a focus on infrastructure development, faster industrialisation and other growth initiatives including a deregulation of power sector. At current estimates of longer-term metal demand growth, the world will need an additional 2.0 million tonnes of aluminium, 0.75 million tonnes of copper and 0.5 million tonnes of zinc approximately per year, which augers well for our growth initiatives. Metal production across all our operations will improve in FY 2008 as a result of full capacity utilisation of the expansion and debottlenecking initiatives completed in FY 2007. With the improvement in productivity consequently to improvement in volumes and procurement and supply management initiatives, unit costs of production are also expected to reduce, towards our vision of achieving top decile costs of production in each of our metals. Work on all of our projects is progressing well and we expect that they will be delivered on schedule. The progressive increase in volumes coupled with our low cost of production provides us with an excellent opportunity to take advantage of global demand growth and relatively insulate us from a downside in the commodity cycle.

DEMAND AND MARKETS Global zinc consumption increased from 10.6 million tones in CY 2005 to 11.3 million tonnes in CY2006, an increase of 6.6%, and is expected to grow at similar rates fuelled by double-digit growth in China, India and other emerging markets. The key growth driver is demand from the steel galvanizing market, which is growing primarily due to robust demand from the automotive and automotive parts industries. Global zinc production increased from 10.1 million tones in CY 2005 to 10.6 million tonnes in CY 2006, an increase of 4.9%, and is expected to further increase to 11.6 million tonnes in CY 2007 due to commissioning of new smelters. Consumption of refined zinc in India increased at a compound annual growth rate of 9% between CY20032006, primarily by the galvanising sector, which currently accounts for an estimated 70% of total consumption. Galvanising is primarily applicable for sheet, tube and

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structural products. Applications in the construction and infrastructure sector are also increasing which will boost the overall growth of the market. The Indian market outlook is expected to remain positive , with strong growth in key user segments such as sheet galvanizing and zinc alloys for the construction segment .Domestic consumption is expected to increase from 4,30,000 tons in 2006 to an estimated 4,60,000 tons in 2007, an increase of 6.9%. Consumption growth for the period from 2007 to 2009is forecast to average 6.3% per annum. R&D EFFORTS, TECHNOLOGY ABSORPTION AND GAPS. R&D activities in zinc development are in-house, in national laboratories/ institutions/universities. Gaps in technology are cost effective zinc concentrates, computerization and automation, better zinc values, better leaching, purification and cell-house yields, energy reduction, environmental issues and productivity. The gap can be bridged by selected mining, modernization and benefication, application of computerized energy audit, pollution control audit and by automation. The thrust areas should be concentrated on productivity through improved technology, induction of higher mechanization, and conservation of energy. A number of thrust areas of research and development have already been identified by the Indian Zinc industry in the fields of geology, mining, benefication, metallurgy and newer application areas to face changes. A promotional activity for zinc consumption by the way of new application is also a thrust area. The target definition will require acquisition of latest technology, design drawings, knowhow, adoption of latest technology, and promotional activities. The R&D efforts have to be increased by completion of R&D projects and investing in R&D efforts. Promotional activities are to be taken vigorously by allocating major funds. Software for control system needs to be developed in India.

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ABOUT THE ORGANISATION

India today stands as one of the oldest surviving civilizations in the world and Hindustan Zinc Limited are rather proud of it. It is so because Lead Zinc mining in India too has history that dates back to about 1000B.C. Hindustan Zinc Limited (HZL), India's leading zinc producer was started by the former Metal Corporation of India in 1966 as a Public Sector Undertaking. Since 2002, when Government of India offloaded its majority stake in HZL it has become an integral part of Sterlite Group. HZL is a vertically integrated Mining and Smelting company engaged in the production of Zinc and Lead Ingot along with other by products like silver, cadmium, sulphuric acid.

The company has its Registered Office at Udaipur. HZL has many captive zinc mines like Rampura Aqucha Mine, Raipura Dariba Mine, Zawar Mine and smelters like Chanderiya Lead Zinc Smelter, Debari Zinc Smelter, and Vizag Zinc Smelter under its ownership. It is operating through an installed capacity of 230000 TPA for Zinc Ingot and 35000 TPA for Lead Ingot. HZL is planning to diversify itself in gold, other minerals and other related new business arenas.
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The government of India disinvested its stake in the equity capital of HZL to the extent of 26% in favour of strategic partner viz Sterlite opportunities and venture limited (SOVL) on April 11, 2002. Subsequently, SOVL also acquired further 20% equity share from the market through its open offer. SOVL acquired further 18.92% equity shares from GOI in October 2003. Today, HZL is Indias leading base metal producer. It is gearing up to: Harnessing mining resources to help India achieve self-sufficiency in Zinc. Create value for all entities whether it is Customers, Investors or Employees. In its life span, HZL has aimed for a steady improvement in its operations through forward planning, excellent team work, research and development and technology updating; as a result the company has almost taken the country to the level of self sufficiency in Zinc. Constant innovation, meticulous attention to detail, extensive investment in R&D and technology are the hallmarks of HZL, making it a multi-unit and multi product company. Promoter's Group is holding nearly 65 per cent stake in the company. Indian public has negligible shares in HZL. Rest is held by Institutional Investors and others. Mr. Aditya Narayan is the Managing Director of the company. VISION Be a world-class zinc company, creating value, leveraging mineral resources and related core competencies. MISSION

Be a lowest cost Zinc producer on a global scale, maintaining market leadership Be innovative, customer oriented and eco-friendly, maximizing stake-holder value

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HINDUSTAN ZINC LTD. KEY PLAYERS

Mr.Anil Agarwal Chairman, Vedanta Resources, & Director, Hindustan Zinc. Mr. Agnivesh Agarwal Mr. M.S.Mehta Mr. Sujit Gulati Mr. Ajit Bajpai Pande Mr. A.C.Wadhwan Mr. Anil Agarwal Mr. Navin Agarwal Mr. Tarun Jain Mr. K.K.Kaura M. Nand Kishore Shukla GROWTH STRATEGIES: Expansion completed (Phase I) 170000 MT hydrometallurgical Zinc smelter. Rampura Agucha Mine expansion to 3.75 Mtpa of ore treatment. 2 * 77 MW coal based CPP. 50000 MT Ausmelt Lead Smelter. Chairman CEO & Wholetime Director Director Director Director Director Director Director Director Director

Expansion Phase II in progress: 170000 MT hydrometallurgical Zinc smelter. 80 MW coal based CPP. Matching expansion of Rampura Agucha Mine.
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HIGHLIGHTS

The only integrated Zinc producer in India Refined Zinc production capacity 411,000 tpa in 2005 -06 Refined Lead production capacity 85,000 tpa in 2005 -06 Ore treatment capacity 6.2 Mtpa

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Source: Prowess A corporate database

Continuous operational improvements, meticulous planning, constant innovation, extensive R&D, technological upgradation and so much more - HZL has come a long way and grown into a multi-unit and multi-product company. CORPORATE SOCIAL RESPONSIBILITY: While keeping its focus on performance, HZL has never deterred from its commitment to society. HZL constantly reviews pollution control and environment safety monitoring systems at all its mining and smelting units. Dust emission control, plants, tailing ponds for solid waste disposal and secure containments, water reclamation systems, effluent treatment plants, gas cleaning, treatment units, afforestation efforts, management of solid waste and much more to keep its operations eco-friendly. In 2003 HZL, along with others in the zinc industry has committed to an environmental charter with the Indian Central Pollution Control Board and the Ministry of Environment and Forests, establishing levels of environmental performance beyond legal compliance. Some of the major actions under CREP (Corporate Responsibility for Environment Protection) are:

Reducing sulphur dioxide (SO2) emissions by half by 2006. Achieving zero waste water discharge through 100% recycling by December 2004. (Already achieved by HZL sites).

The recycling of intermediate and waste materials.

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Reducing fugitive dust emissions from vehicles. Developing greenbelt around the plant and accommodation areas. HZL has prepared action plans and has planned investment of Rs 380 million over the next 2-3 years.

Initiatives taken by HZL in Corporate Social Responsibility: HZL believes in good corporate governance and sustainable development and is committed to raise the quality of life and social well being of communities where it operates.HZL respects its obligation to its society and strives to minimize pollution to the environment. The Corporate Social Responsibility is accorded as much importance as to its business goals. Thus, HZLs social vision forms an integral part of the business function and covers the following community development initiatives:

Social Investment - Health, Education & Livelihood Bio-Investment - Water Harvesting, Agriculture and Social Forestry Environment Conservation HZL is implementing a meaningful need based sustainable development initiative in a

number of operational villages at its six different locations. Through its CSR initiatives HZL is impacting the lives of more than 1, 05,000 rural masses belonging to over 22,000 families. HZL has donated Rs. 11 million towards the Mid-Day Meal Scheme of Govt. of Rajasthan for construction of kitchens at Chittorgarh, Bhilwara and Udaipur districts for catering to about 100,000 rural school children.

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PROCESS MANAGEMENT:

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PERFORMANCES HZLs zinc operations include three lead zinc mines, two zinc smelters, one lead smelter and one lead zinc smelter in the state of Rajasthan in north west India and one zinc smelter in the state of Andhra Pradesh in south east India. The performance of our Zinc Business in FY 2007 is set out in the table below.

Source: Consolidated Annual Report of Vedanta Resources Plc of year 2007

Production Performance Mined metal production from all our mines was 505,000 tonnes in FY 2007, an increase of 7.0% from FY 2006, primarily due to an increase in output from our Rampura Agucha mine. Total refined zinc metal production during FY 2007 was 348,000 tonnes, compared with 284,000 tonnes in FY 2006, up by 22.5%. The increase in refined metal production was primarily due to the ramp up of our new Chanderiya hydro smelter, which produced 136,000 tonnes in FY 2007 and achieved 13,500 tonnes in the month of March 2007, close to its rated capacity. The production of lead during the year was 45,000 tonnes as compared with previous year production of 24,000 tonnes. The Ausmelt plant has now been stabilized and we expect to achieve its rated capacity by the end of the second quarter of the current financial year. Unit Costs Unit cost of production excluding royalties in FY 2007 was $606 per tonne, higher by $31 per tonne compared with FY 2006. Unit costs rose primarily due to lower realization for byproducts and higher manufacturing expenses, which were largely offset by benefits from stabilization of the power plant. Royalties, which are LMElinked, were $256 per tonne in FY 2007 compared with $116 per tonne in FY 2006. Overall costs were at $862 per tonne in FY 2007 as compared with $691 per tonne in FY 2006.
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Sales We sold 350,000 tonnes of zinc metal during the year in the domestic and export markets, an increase of 8.3% over FY 2006 on the back of increased production from the new Chanderiya hydro smelter. In addition to refined zinc metal, we also sold 254,000 dry metric tonnes of zinc concentrate containing 133,000 tonnes of equivalent metal and 59,000 dry metric tonnes of lead concentrate containing 28,000 tonnes of equivalent metal. Financial Performance Net Sales at our Zinc Business more than doubled to Rs.3863.44 Crores with a corresponding EBITDA of Rs.2369.53 Crores, in FY 2007, primarily due to higher LME zinc prices, which more than doubled compared with the previous year, and higher metal volumes.

Source: Prowess A Corporate Database

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ERP ENTERPRISE RESOURCE PLANNING SYSTEM

RP is the acronym of Enterprise Resource Planning. ERP utilizes ERP software applications to improve the performance of organizations' resource planning,

management control and operational control. ERP software is multi-module application software that integrates activities across functional departments, from product planning, parts purchasing, inventory control, product distribution, to order tracking. ERP software may include application modules for the finance, accounting and human resources aspects of a business.

ERP DEFINITION - A SYSTEMS PERSPECTIVE

ERP, often like other IT and business concepts, are defined in many different ways. A sound definition should several purposes: 1. It answers the question of "what is ...? 2. It provides a base for defining more detailed concepts in the field - ERP software, ERP systems, ERP implementation etc. 3. It provides a common ground for comparison with related concepts - CRM, SCM etc. 4. It helps answer the basic questions in the field - benefits of ERP, the causes of ERP failure etc. A definition of ERP based on Systems Theory can server those purposes. ERP is a system which has its goal, components, and boundary. The Goal of an ERP System - The goal of ERP is to improve and streamline internal business processes, which typically requires reengineering of current business processes. The Components of an ERP System - The components of an ERP system are the common components of a Management Information System (MIS).
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ERP Software - Module based ERP software is the core of an ERP system. Each software module automates business activities of a functional area within an organization. Common ERP software modules include product planning, parts purchasing, inventory control, product distribution, order tracking, finance, accounting and human resources aspects of an organization.

Business Processes - Business processes within an organization falls into three levels strategic planning, management control and operational control. ERP has been promoted as solutions for supporting or streamlining business processes at all levels. Much of ERP success, however, has been limited to the integration of various functional departments.

ERP Users - The users of ERP systems are employees of the organization at all levels, from workers, supervisors, and mid-level managers to executives.

Hardware and Operating Systems - Many large ERP systems are UNIX based. Windows NT and Linux are other popular operating systems to run ERP software. Legacy ERP systems may use other operating systems. The Boundary of an ERP System - The boundary of an ERP system is usually small

than the boundary of the organization that implements the ERP system. In contrast, the boundary of supply chain systems and ecommerce systems extends to the organization's suppliers, distributors, partners and customers. In practice, however, many ERP implementations involve the integration of ERP with external information systems.

ERP SYSTEMS - ERP SOFTWARE, BUSINESS PROCESSES, USERS AND HARDWARE

ERP Systems - ERP Software, Business Processes, Users and Hardware From a systems perspective, the components of an ERP system are the common components of Management Information Systems (MIS) - software, business processes, users and hardware. AN ERP system is more than sum of its parts or components. Those components interact together to achieve a common goal - streamline and improve organizations' business processes.

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ERP Software ERP software applications are module-based. Each software module automates business processes within a functional department. ERP applications can be implemented and deployed module-by-module. Major ERP software modules cover the major functional areas of organizations. Common ERP modules include product planning module, parts and material purchasing module, inventory control module, product distribution module, order tracking module, finance module, accounting module, marketing module, and HR module. Organizations often selectively implement the ERP modules that match their business needs. Reengineering of Business Processes Anthony, R. A classifies organizational processes into three levels - strategic planning, management control and operational control. The driving force behind the acceptance of ERP was to streamline and automate enterprise-wide resource planning at strategic planning level. In reality, much of ERP success has been in facilitating operational coordination across departments. The success of ERP at strategic planning, management control calls for the integration of ERP with other enterprise applications and demand long term management commitment. ERP Users Following Anthony, R. A's classification of organizational processes, workers can be classified into 1) those who execute strategic planning, 2) those who perform managerial control, and 3) those who do operational control. Even though ERP applications have been mostly beneficial to the operational control, the users of an ERP system include workers from all levels of an organization. Operating Systems for ERP ERP software runs on various operating systems and hardware, from UNIX, Linux, and Windows to mainframe. Since one organization may acquire ERP and other enterprise software
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from many different vendors, the requirements for running ERP applications are common security, stability, scalability and open standards.

FUNCTIONAL MODULES OF ERP SOFTWARE

RP software is made up of many software modules. Each ERP software module mimics a major functional area of an organization. Common ERP modules include modules for product planning, parts and material purchasing, inventory control, product distribution, order tracking, finance, accounting, marketing, and HR. Organizations often selectively implement the ERP modules that are both economically and technically feasible. ERP Production Planning Module In the process of evolution of manufacturing requirements planning (MRP) II into ERP, while vendors have developed more robust software for production planning, consulting firms have accumulated vast knowledge of implementing production planning module. Production planning optimizes the utilization of manufacturing capacity, parts, components and material resources using historical production data and sales forecasting. ERP Purchasing Module Purchase modules streamline procurement of required raw materials. It automates the processes of identifying potential suppliers, negotiating price, awarding purchase order to the supplier, and billing processes. Purchase module is tightly integrated with the inventory control and production planning modules. Purchasing module is often integrated with supply chain management software. ERP Inventory Control Module Inventory module facilitates processes of maintaining the appropriate level of stock in a warehouse. The activities of inventory control involves in identifying inventory requirements, setting targets, providing replenishment techniques and options, monitoring item usages, reconciling the inventory balances, and reporting inventory status. Integration of inventory
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control module with sales, purchase, finance modules allows ERP systems to generate vigilant executive level reports. ERP Sales Module Revenues from sales are live blood for commercial organizations. Sales module implements functions of order placement, order scheduling, shipping and invoicing. Sales module is closely integrated with organizations' ecommerce websites. Many ERP vendors offer online storefront as part of the sales module. ERP Market in Module ERP marketing module supports lead generation, direct mailing campaign and more.

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ERP Financial Module Both for-profit organizations and non-profit organizations benefit from the

implementation of ERP financial module. The financial module is the core of many ERP software systems. It can gather financial data from various functional departments, and generates valuable financial reports such balance sheet, general ledger, trail balance, and quarterly financial statements. ERP HR Module HR (Human Resources) is another widely implemented ERP module. HR module streamlines the management of human resources and human capitals. HR modules routinely maintain a complete employee database including contact information, salary details, attendance, performance evaluation and promotion of all employees. Advanced HR module is integrated with knowledge management systems to optimally utilize the expertise of all employees.

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ENTERPRISE RESOURCE PLANNING AT HINDUSTAN ZINC LTD.

SAP implementation at Hindustan Zinc Limited started in February 2003. M/s Covansys , Mumbai was implantation partner. A SAP core team was made with 15 members from different backgrounds to achieve common goals: Secured Future with Proven software Integration Best Business Practices User and friendly Accelerated Implantation

Following functional modules have been implemented in SAP

Quality Manageme nt Plant Maintenan ce

Finance/ Costing

ERP@ HZL

Material Manageme nt Production Planning

Sales & Distributio n

ERP was implemented in Chanderia plant in 2003 and in Yashad Bhawan in 2004. The ERP package was purchased from Covansys. The cost of implementation is as follows: Investment on Licensing Consultancy fees Server 50 lacs 50 lacs 70 lacs
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Amount in Rs.

The SAP implementation process was enrolled out in four main phases PHASE 1 Project Preparation A vision of the future - state of the SAP solution was created. SAP office was made CLZS and IDES server was installed for training and other development work. PHASE 2 Business Blueprinting Testing was done server of of the all process the in the

development

modules

independently and in an integrated manner PHASE 3 Final Preparation Last tests performed before the actual go live in quality server. PHASE 4 Actual Go live Turn on the SAP system for the end - user

Turn on the SAP system of the end user. SAP was live at CLZS and RAM on 1st November,2003 ZSD gone live on 1st February, 2004 VZS gone live 1st March, 2004 SAP was rolled out at Zawar Mines, RD Mines and Udaipur on 1st April, 2004

The results that follow after the implantation are endless and some to mention here are: Seamless integration across functions and locations. Efficient co ordination of demand, supply and production. Built in best business practices
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Country versions to address local requirements Legal, statutory etc. Better control and monitoring of business e.g. authorizations and reports Centralized control over de centralized multi location operations Common database across organization. Provides for detailed security and access controls.

Yearly maintenance cost amounts to Rs 3 crores. Carito is responsible for maintaining ERP for Hindustan Zinc Ltd. There is a SAP helpdesk or we can say a core team responsible for the proper functioning of ERP. The names are as follows:

AREA OF CONTROLLING PP/PM/QM

SD/FI CO MM Basis Udaipur Central IT

NAME Pradeep Vijay Anil Chawla Kamal Godha K. S Sardalia Gorakh Yadav S Siddiqui P. K Nijawan

Gm IT

SOME KEY POINTS Web enabled Applications Supports major statutory reporting requirements Better risk management.

SAP Help Desk is set up at CLZS and is working continuously towards: Handholding of end user Fine tuning of processes as per the end user feedback. Ensuring accuracy of the operational system
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Developing and refining reports and layouts. Conducting additional training programs for end users Optimize system use.

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SAP - FINANCE ACCOUNTING MODULE

SAP Financials offers accounting departments and members of management in a company a comprehensive selection of solutions and tools that they can use to optimize their company processes, obtain long-term value for investors and stakeholders, and ensure short-term profitability and liquidity. It supports cross-company controls and the integration of financial and other company information that is centrally important for strategic and operational decisionmaking and facilitates communication with external stakeholders. SAP Financials enables you to streamline your financial and payment processes and enables you to ensure a competitive advantage by using new e-business models.

Using the SAP Financials solution gives you the following advantages: streamlined financial processes, lower costs, and a lower capital tie-up Increased value creation in the e-business strategy of the company by connecting own financial processes with those of business partners and external service providers Increased transparency of company performance and strategic success factors that the company can use to react quickly to changes in market conditions and to control profitability and value creation Improved access to information for managers and knowledge workers via the most modern Self-Services that link applications and content management to each other Improved relationships with investors and customers, as well as the ability to realize the full value of a company on the stakeholder and capital market A solution that you can implement worldwide (currency capability, country versions) Permanent further development of the SAP Financials solution Smooth transition from SAP R/3 Enterprise to SAP Financials

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BUSINESS PROCESSES IN ACCOUNTING The component Financial Accounting (FI) focuses on the Main Ledger, the processing of receivables and Asset Accounting. Important tasks of Financial Accounting are the recording of monetary and value flows as well as the evaluation of the inventories. The General Ledger (GL) contains the recording of all accounting-relevant business transactions on to G/L accounts from a business point of view. Every general ledger is structured in accordance with a chart of accounts. The chart of accounts contains, in orderly form, the definitions of all G/L accounts of the General Ledger. These definitions basically include the account number, the G/L account designation and the categorization of the G/L account as an income statement or balance sheet account. For reasons of clarity, the General Ledger often contains only collective postings. In such cases, the posting data is represented in a more differentiated way in so-called subledgers which pass on their data compressed to the General Ledger. Reconciliation Accounts link the subledgers to the General Ledger in real time. As soon as a posting is made to a subledger, the posting to the respective reconciliation account in the General Ledger takes place analog to this. The Accounts Payable Accounting (AR) records all business transactions that have to do with the relationships to suppliers. It takes much of its data from Purchasing (MM - Material Management). The Accounts Receivable (AR) records all business transactions that have to do with the relationships to customers. It takes much of its data from Sales & Distribution (SD). The bank accounting supports the booking of cash flows. The Asset Accounting (AA) records all business transactions that have to do with the management of assets. All postings that are executed for the asset (acquisitions, retirements, depreciations, etc) are recorded within the assigned company code. It often happens that asset lists and movements have to be evaluated differently for different purposes, e.g. different valuation approaches should possibly be used for: the trade balancing of an account according to regional requirements the financial statement for tax purposes (insofar as another valuation is permitted) the internal Accounting (Costing) Parallel accounting standards for the group balancing of account (acc. to IAS, USGAAP, etc.)

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For many companies today, it may be necessary to prepare a balance sheet, not only for the national accounting standards, but also in accordance with other valuation guidelines such as IAS (International Accounting Standards) or US-GAAP (General Accepted Accounting Principles). The reasons for this can be the access to international capital markets, an orientation towards foreign shareholders, global fusions and acquisitions as well as increased transparency. In order to be able to carry out these different valuation approaches, so-called valuation areas are established in SAP R/3. These parallel accounting standards can be realized with SAP R/3 by handling the different valuations on different G/L accounts. These G/L accounts are used in different balance sheet / P/L structures. The EC-CS (Enterprise Controlling - Consolidation) forms the group structure using consolidation groups and units for the tasks of Consolidation. Consolidation groups are defined for each hierarchy. They represent levels and consolidation takes place on these. Consolidation groups can be: subgroups (company consolidation), business areas (business area consolidation), profit centers and hierarchy nodes (profit center consolidation). The objects that are to be consolidated hang below the consolidation groups and are called consolidation units. Depending on the consolidation type, these are companies, combinations of companies and business areas or combinations of companies and profit centers.

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The General Ledger is managed at company code level and, from this; the balance sheets required by the legislator as well as the P/L statement are compiled. The assets of a company are listed in the balance sheet, divided into Assets (application of funds) and Liabilities (source of funds). In terms of integration, the business transactions that are entered in the subledgers, but also those entered in Materials Management (material stock) or in Treasury also flow into the balance sheet in real time. The component Treasury (TR) focuses on functions such as payment means, Treasury Management (this includes, for example, financial means, foreign exchange, derivatives and bonds), loans and Market Risk Management. The aim of recording business transactions is to create a Balance Sheet and Profit & Loss Statement in the sense of a report. These reports must be adapted to the specific national requirements. Different Balance Sheet and Profit & Loss structures can be set up in SAP R/3 for the different reporting requirements. In these Balance Sheet and Profit & Loss structures, it is defined exactly which accounts should appear in which balance sheet items. Many Balance Sheet/P&L Structures are already delivered as predefined. Financial reports that are required for external Reporting purposes are created in FI. These external Reporting requirements, like the different legal requirements of the relevant financial authorities, are provided, as a rule, by general accounting standards such as US-GAAP or IAS. Two procedures can generally be applied for structuring the Profit & Loss statement: Period Accounting Cost-of-sales Accounting

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Both procedures result in the same operating income. Which of these procedures should be used is either stipulated by legal regulations or can be selected freely when there is a legal option. In this case, the decision in favor of one of the procedures is made based on an analysis from a business point of view (e.g. international comparability).

CONTROLLING AREAS Controlling (CO) is assigned the task of recording all business-related expenses and revenues in detail, in order to provide more exact information about the utilization of costs and assets within the company. The Cost Element Accounting (CO-OM-CEL) provides information about what type these cost or revenues are (e.g. personnel costs). It offers a structure for the assignment of CO data by classifying the transaction items that are posted to a respective Controlling object (e.g. a cost center, an internal order) depending on the type of cost or revenue they represent. Overhead Costs Controlling (CO-OM Overhead Management) focuses on assimilating costs that cannot be directly assigned to the goods and services of a company and, when possible, allocating them further on a cause-effect basis. Account assignments for such costs are, for example, Cost Centers and Internal Orders. Cost Centers therefore provide information about Where costs are incurred in the company. This means that, within the framework of the planning process, not only costs but also internal services can be planned and utilized for price calculations of the activity type. If, over the years, the Cost Centers render services for other Cost Centers or for the value-adding area of the company, the services - evaluated with the prices - find their way to the respective recipients (consumers). At the end of the period, the balances of the overhead costs objects are determined and allocated further to Product Cost Controlling or to the profitability and sales accounting. The Overhead Costs Controlling therefore examines the cost causation of the companys functional areas. The proportion of overhead costs has increased rapidly in many companies. While a great deal of progress in cost controlling and process optimization has been achieved in the production areas, the overhead costs are still not very transparent meaning that it remains difficult to assess why these costs have been incurred. The Activity-Based Costing (CO-OM-ABC) within Overhead Costs Controlling

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provides you with easy access to further process-oriented, cross-functional allocation methods for costs. Product Cost Controlling (CO-PC) assimilates the costs for the creation of goods and services (and, in certain cases, their sales revenues) and settles these in FI or in the profitability and sales accounting. Thus, it registers for what costs are incurred before these costs are settled in the earnings. Are used for the calculation and evaluation of the production costs of a product, of the costs and/or revenues from the rendering of a service or in the execution of a project - in both plan and actual. This means that it provides the tools for a comprehensive analysis of the value-adding processes in a company. The Profitability Analysis (CO-PA) is used for both company planning and to display the business success. Two main views are observed here: on the one hand, the .external view in the market. for the analysis of market segments (Profitability Analysis), on the other hand, the .internal view. on individual parts of the company responsible for profit (Profit Center Accounting). The Profitability Analysis focuses on the analysis of the profits from the companys activities on the external market. It provides you with the option of ascertaining how profitable the company operates in different market segments (product category, customer, etc) and how these data have developed over time.

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When you install the Profit Center Accounting (EC-PCA Enterprise Controlling Profit Center Accounting), assign a specific Cost Center to every object for which costs and revenues are incurred in your system. The Profit Center Accounting analyzes the success of the subdivisions in your company responsible for profit. It can display the .internal market. Within the company, especially with the use of the function .parallel valuation approaches and transfer prices.. When data are posted on an object that a Profit Center is assigned to, the data are automatically transferred statistically to the Profit Center Accounting. In this way, the actual data of the assigned objects are updated in the Profit Center Accounting.

INTEGRATION Through the different business-related processes such as Purchase to Pay, Plan to Product (process from the planning to the internal added value) and Order to Cash (sales), it is necessary to display external and internal quantity and value flows in a differentiated way. Between the different accounting components, the costs and services quantity flows are displayed that are necessary for efficient accounting. The SAP R/3 application component Financial Accounting is a primary data source for Controlling. Most expenses postings that relate to the General Ledger result in a costs posting in CO. These expenses postings in the General Ledger can be journal entries or they can be created by accounts payable postings or depreciation postings from the Asset Accounting (FI-AA) or from other SAP R/3 modules. Thus, expenses and revenues postings in FI for example, result in the costs and sales revenues in the CO component, whereby an appropriate corresponding account assignment object is provided. Directly attributable individual costs are posted on the cost unit on Product Cost Controlling, for which these costs are incurred (individual costs of manufacturing orders, customer orders, etc.). The internal order is an extremely flexible CO tool that can be used in many different ways for the documentation of costs and sometimes also for revenues. Internal orders are used for the planning, supervision and allocation of costs for internal tasks. Overhead costs which are not directly attributable are first of all posted to the respective area of responsibility, the Cost center, from which they are then posted further using different procedures on a cause-effect basis to the cost units. Traditionally, overhead costs are
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allocated using different methods such as overhead rates and activity allocations from Cost Centers to cost units. As opposed to this, the Process Cost Accounting assigns the costs to business processes, whereby it is not important, which organizational unit has incurred these costs. A process is a cross-functional object that can draw resources from all Cost Centers of a controlling area. Likewise, a direct revenue posting can be posted from the FI into the CO-PA component or, for example, on to a revenue-capable cost unit (e.g. customer order, project). Furthermore, a backflow from CO into the FI can take place if production costs are activated as end products or WIP (work in process). With the Profitability Analysis (CO-PA) you can analyze the profitability of segments of your external market. These segments can be defined according to products, customers, geographical areas and other characteristics depending on their internal organizational units such as company codes or business areas. Aim of the profitability analysis is to support the management, sales, marketing, planning and other groups within your organization by providing market-oriented aids for decision-making. With the Profit Center Analysis (EC-PCA), you can analyze internal profits and losses for Profit Centers. This enables the evaluation of different areas or units in your company using independent balance sheets and P/L statements. Profit Centers can be structured according to regions (subsidiaries, plants), functions (manufacturing, sales) or products (product groups, categories). Using Profit Center Accounting, you can assess the internal aspects of profitability. This internal view of profitability allows you to measure the success of a specific Profit Center based on the profitability objectives of the respective area of responsibility. The Profit Center Accounting can report on certain balance sheet items such as assets, receivables/liabilities, materials inventory and work in process. This enables the determination of certain financial key figures such as ROI (Return on Investment). Other SAP R/3 components such as Human Resources (HR) and the logistics modules (MM - Materials Management, SD - Sales and Distribution, PS - Project System and PP Production Planning) are integrated into CO. The assignment of employees in the HR module to certain Cost Centers allows, for example, a direct account assignment of the Cost Center in payroll and in personnel cost planning. Similarly, real

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time expenses or costs postings in Financial Accounting and Controlling are created by certain goods movements in the logistics modules (MM, PP, PS or SD). Thus, for example, a goods issue on a manufacturing order leads directly to individual costs on the manufacturing order while a goods consumption (P&L) is automatically posted in FI against position (balance sheet). The following explains important Accounting postings based on the above-mentioned business processes such as Purchase to Pay, Plan to Product und Order to Cash.

ORGANIZATIONAL STRUCTURES The Controlling Area is the basic organizational unit in Controlling. A Controlling Area represents a closed system for the purposes of cost accounting. Allocations can only be executed within a controlling area, they cannot apply to objects in other controlling areas. Several company codes can be assigned to a controlling area. This enables a cross-company code Controlling. The Controlling Area and the company codes assigned to it must always use the same chart of accounts and a fiscal year variant with the same number of posting periods (only the number of special periods may be different). In order to maintain differentiated profitability reports of a controlling area, we recommend working with several Profit Centers. The profitability analysis (CO-PA) is carried out within the Profitability Report. The Profitability Area is an organizational unit that depicts the structure of external market segments for the company. It can assign several controlling areas to every profitability area in order to
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analyze these jointly. The profitability area enables the profitability accounting of a company to be carried out across company codes and across controlling areas. The Company Code is an independent accounting unit within Financial Accounting. Balance sheets and P&L statements are prepared at company code level in order to correspond to legal Reporting requirements. The General Ledger is managed at company code level and, from this, the balance sheets required by the legislator as well as the P/L statement are compiled. The company code must be given for every transaction in the financial components of SAP R/3. This is done either manually or automatically by deriving the company code from other data elements. Business Areas can be used to group strategic business fields and to report in the form of nontestable P&L statements and balance sheets. Business areas can also be cross-company code. The Plant represents a logistically closed organizational unit, for example, for the manufacture or sale of products. It represents the central organizational unit in the SAP R/3 components Materials Management and Production Planning. When defining organizational structures, plants are assigned to company codes. A purchasing organization is an organizational unit of MM-Purchasing, the sales organization is an organizational unit of SD-Sales. Both are significant for accounting only insofar as these data must be considered in the integrative business processes between Logistics and Accounting. All accounting-relevant transactions in one of these plants are posted in the Accounting of the assigned company code. Several warehouse locations can be assigned to the plants for the different warehouse storage of products or materials.

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PURCHASE TO PAY PROCESS OVERVIEW One essential business process is the purchase of goods that will be presented here as the complex process Purchase to Pay in order to explain the most important transactions in Accounting. Purchase order handling: The system provides you with entry tools when creating orders. The required entry data such as supplier, material, plant and other data relevant to the organization of purchasing must be provided. The purchaser can supervise the processing status of the order in the system. He can define, for example, whether a goods receipt or an invoice has been executed for the respective order position. The system also supports dunning. This procedure runs exclusively in MM. No postings take place in FI. When goods are received, the system checks, among other things, the quantity of goods received against the order quantity. A material document is created in MM to update the inventory. At the same time, a document is created in FI with which the evaluated goods are posted to the material stock account or the consumption account (debit) and to a goods receipt / invoice receipt account (credit). After the invoice has been received in the Invoice Verification, the Vendor Invoice is checked as to the correctness of computation and content. All of these purchasing processes are settled in SAP R/3 via Logistics. The vendor invoice is posted in MM and, at the same time, a document is created in FI with which the invoice amount is posted to the goods receipt / invoice receipt account (debit) and the vendor account (credit). The goods receipt / invoice receipt account is used to make sure that a goods receipt is executed for every invoice and vice versa.

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The Payment Processing usually takes place in Financial Accounting. It is here that decisions are made about the payment process, such as, for example, the payment methods and the bank settlement.

ORDER The purchasing for the plants is carried out by Purchasing Organization. The purchasing organization buys from suppliers who are then paid by the vendor accounting. The different purchasing organizations of the group must create purchase-specific data in the Vendor Master Record before that can use the supplier master record. An order is a formal request from a purchasing organization to a supplier or a plant to provide or deliver a certain amount of goods or services at a particular time. An order does not create a FI posting. However, it can create a commitment if, for example, it is not an order to the warehouse, but a consumption order (e.g. for Cost Center). In the case provided here, we will look at a general order to the warehouse. Order transaction (ME21N) is a single-screen transaction, that is, you can maintain all relevant data on one central screen. The single-screen transaction is subdivided into four partial areas: Header: Used to record all data that has to do with the entire order, for example, the address of the supplier or the organizational levels, such as purchasing organization, purchaser groups and company code. Item Overview: In this list, you can record your items with the data which are most important for you, for example, material, quantity, price and plant. Item detail: Here, if required or desired, you enter additional data from a certain item, for example, additional texts, account assignment details and confirmations. In the document overview you can display the different purchase documents, for example, orders, requests and order requirements. User-specific requirements can be met using the personal settings. Every user can store or set own default values so that the document overview is automatically set up when the transaction is started. In addition, there is a help function that can be displayed in the same way as the document overview. This help display can be faded in or out. If you have opened help, you can still work on the transaction at the same time.
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In the order transaction you can open and close all screen areas individually and thus influence the size of the individual screen areas. If, for example, you close the header and item detail, the item overview becomes larger. This applies to the order header, the item overview and the item details, but also to the document overview and to the help function. Basically, when you re-enter an order transaction, it appears as you last left it. It does not matter with which function (create, change, display) you enter the order. You can change between the functions using the Create Or Change/Display icons. In addition, you can also branch directly to another order or order requirement using the Other Order icon.

Goods Receipt With goods receipts, you decide which Stock Type a quantity is posted in. The stock type is relevant for determining the available stock in planning as well as for the removals in the inventory management. The goods receipt for order in the evaluated stock always takes place using flow category 101. The individual stock types (to be used freely, special stock, inspection stock) are distinguished by the inventory code that you can create on the item screen of the goods receipt editing.

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The material document consists of a document header and at least one item. The header contains, among other things, the posting date and the name of the author. At item level, you record which material, in which quantity, in which warehouse of the respective plant is to be posted. In the item, you can check whether the amount received corresponds to the amount ordered. Following inspection, an OK indicator must be set before posting. For evaluated goods receipts, not only a material document is created, but also an accounting document. At the same time, the order development is updated by the goods receipt. The accounting document shows the accounting effects of material movements. The document header contains generally valid data like the document date, the posting date, the posting period or the document currency. The G/L account numbers and the respective posting amount are recorded at item level. The material and accounting documents are independent documents. The number of the different criteria such as, for example, movement type and movement category. The material valuation procedure is set in the accounting view of the material master. With an evaluated goods receipt into the warehouse, the stock quantity is increased by the respective goods receipt quantity, independent of the valuation procedure set in the material master. The valuation of the goods receipt depends on the price control procedure set in the material master. In the SAP R/3 system, the material valuation can be executed according to the moving average price procedure or the standard price procedure.

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Invoice Verification The entry screen for a vendor invoice or credit memo is divided into two areas: Templates: entry variants, assignment to account templates or noted documents can be chosen here as templates. Header and vendor data: document header and vendor item data are entered here. Item data: the G/L account items of the document are entered here. Information area: the document balance and information about the vendor are displayed here. The invoice document consists of a document header and at least one item. The header contains, among other things, the vendor (billers or suppliers), the posting date and the name of the author. At item level, you record which amount for which quantity of a material is to be invoiced. As with goods receipt, the recorded invoice amount must be confirmed using the OK indicator. Taxes can be calculated automatically. The logistics invoice verification creates a separate accounting document as well as the invoice verification document. This is used in FI to settle the invoice. The accounting document shows the accounting effects of the invoice entry. The document header contains generally valid data like the document date, the posting date, the posting period or the document currency. The G/L account numbers and the respective posting amount is recorded at item level. The invoice and accounting documents are independent documents. Documents can also be created in foreign

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currencies using this transaction. The foreign currency amount is converted into the house currency with the help of stored exchange rates. Ideally, the accounting document balances the GR/IR clearing account again and establishes a connection vis--vis the vendor (supplier) in the balance sheet.

Payment Run and Account Statement A payment transaction can either be executed manually (vendor -> posting -> outgoing payment) or automatically with the help of the payment program. The standard system includes the usual payment methods and the respective forms. The payment program was developed with customers and suppliers for international payment transactions and can be used for outgoing and ingoing payments. Use for outgoing payments is, however, internationally more customary. The automatic payment process involves several steps. The first step includes the maintenance of parameters. You use parameters to inform the system about what accounts and items have to be included in the automatic payment run. The second step includes the proposal run. In the proposal run, the accounts and documents selected by the parameters are searched according to due items, due items are brought together for payment and suitable payment methods, house banks and partner banks are selected for payment. In the third step, the payment proposal you have created can be checked and edited. You can skip this step. We recommend, however, that you make sure the data are correct. The fourth step includes the actual payment run. In the payment run, payments documents are posted, open items are compared and data are made available for the printing program used to print payment media. The last step includes printing. In this step, the payment media are generated, that is, payment media are printed, IDocs for electronic data transfer (EDI) are generated and payment data are sent to the DME administration (Data Medium Exchange). The bank informs Accounting about the transactions on the company bank account with the help of the account statement. The postings listed in it must be reproduced in Accounting. The account statement can reach the company as follows:

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As a form: in this case, the account statement must be created manually in the SAP system. As a file: the file is either supplied on the data carrier or can be called up by the bank using a (bank-specific) data transfer program. An SAP Report reads this file in the banks temporary storage in the SAP system. The account statements in the banks temporary storage can be printed for the purposes of

documentation. Batch Input Folders are also created from the account statements in the banks temporary storage. These must be processed in order to create the necessary postings. Possible follow-up work is carried out either through the visible processing of the Batch Input Folders or for direct posting - through a special follow-up transaction. Outgoing Checks: The payment program creates the check and posts the outgoing check, whereby the open vendor items are balanced. The outgoing check is posted on an outgoing check account designed for this purpose. If the check has finally been submitted by the vendor and Charged to the bank account, this appears on the account statement and the bank accounting folder of the account statement function posts .outgoing check / assignment to bank. When using the check administration, this posting is done via the check return. Bank transfers are used very intensively in some countries and in others hardly at all. Outgoing bank transfers: The payment program creates the bank transfer and posts it to a cash disbursement account. At the same time, the open vendor items are balanced. The cash outflow appears later on the account statement and the bank accounting folder creates the posting .cash disbursement / assignment to bank.

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Warehouse Procurement Process from the Account View If you follow the individual sub processes of the general Purchase to Pay procurement, then you will recognize that, due to several sequential postings, ultimately the GR/IR clearing account as well as the bank clearing account are balanced again. Likewise, the liabilities built up in the short Terms by the payment are balanced again. From the point of view of the balance sheet, procurement into the warehouse is a material stock increase bound to a bank account reduction. External price fluctuations which may arise can be recorded - depending on the price control of the material - as a price difference, therefore in the Profit and Loss Statement.

PLAN TO PRODUCT PROCESS OVERVIEW

Planning is used to define company goals. The comparison of actual company results with the planned results helps in ascertaining deviations and enables the timely implementation of corrective measures. The SAP R/3 system offers a broad spectrum of options for achieving these goals.
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Overhead Costs Controlling (CO-OM) focuses on assimilating costs that cannot be directly assigned to the goods and services of a company and, when possible, allocates them further on a cause-effect basis. Account assignments for such costs are, for example, Cost Centers and Internal Orders. This means that, within the framework of the planning process, not only costs but also internal services can be planned and utilized for price calculations of the activity type. If, over the years, the Cost Centers render services for other Cost Centers or for the cost units in the Product Cost Controlling (CO-PC) of the company, the services - evaluated with the prices - find their way to the respective recipients (consumers). At the end of every period, the balances of the overhead costs objects are calculated and allocated further to Product Cost Controlling or to the profitability and sales accounting. Product Cost Controlling (CO-PC) assimilates the costs for the creation of goods and services (and, in certain cases, their sales revenues) and settles these in FI or in the profitability and sales accounting. The product cost planning is used for both the calculation (product cost planning) and evaluation of the production costs of a product, of the costs and/or revenues from the rendering of a service or in the execution of a project in both plan and actual (cost unit accounting). This means that it provides the tools for a comprehensive analysis of the valueadding processes in a company. Depending on the company scenario, the cost units of a company are strongly connected to other SAP R/3 modules, such as Project System (PS), Sales and Distribution (SD) or Production Planning (PP).

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The Profitability and Sales Accounting is used for company planning. It focuses, however, on the calculation of business success in Actual. Two main views are used here: on the one hand, the. External view in the market. for the analysis of market segments (Profitability Analysis), on the other hand, the .internal view. on individual parts of the company responsible for profit (Profit Center Accounting).

Cost Center Planning The Cost Center Planning can be carried out manually or with the help of automatic procedures, such as formula planning. The Cost Center Planning is always done in detail with regard to individual primary and secondary cost elements. Planned values (such as planned personnel costs and planned depreciation) can also be transferred automatically to the Cost Centers from Human Resources HR and Assets Accounting (FI-AA). Both fixed and variable costs can be planned for each area of responsibility, i.e. for each Cost Center. The delimitation process means that calculatory costs can also be charged to the Cost Centers. Within the framework of distributions and assessments, costs that were planned on one Cost Center can be allocated according to keys (such as percentages, amounts or statistical key figures) predefined by the user. The advantage of this procedure is that it is easy to manage: the keys, as well as the sender and receiver relationships are usually defined only once. It is the aim of Cost Center Planning to calculate planning costs to define deviations later and to prepare the allocation to cost units. As a rule, planning is based on absorption costing, that is, you try to allocate all costs in the overheads area to the cost units in a company using different procedures. The activity type planning is an important step in Cost Center planning, as the planned activity amounts can influence planned costs. A Cost Center can provide any amount of activities. The amount of activities can be determined either manually or can be transferred from other modules, such as Production Planning (PP). As the individual objects plan the provision and planning of services independently of one another, an automatic adjustment to the network of services can be made with the help of the plan reconciliation at the end of the planning process. The price calculation for the Cost Center services is the last step in the Cost Center planning. The price per Cost Center/activity type is entered manually or, in cases of automatic price calculation, on the basis of the planned costs in relation to the planned activity. As the
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activity amount for the provision of a service to other objects is evaluated using this price, a combined quantity and value flow is the result of the allocation of an activity. As an alternative to activity allocations, the Cost Centers can also be credited with the help of overhead rates or assessments. These procedures are also prepared in the plan and executed later in Actual. The Cost Centers are then each credited with the allocated amount. There is no binding sequence for the order of planning steps in Cost Center planning. SAP recommends, however, that certain general rules be observed, in order to guarantee a logical process that fulfils your requirements. Maybe you would like to adjust this sequence to the situation in your company. The Schedule Manager offers support in the definition, planning, execution and control of periodically repeated activities.

Cost Planning in Cost Unit/Production Area The Cost Unit Accounting comprises three main steps: Preliminary costing of the cost unit, concurrent costing and final costing. The preliminary costing is based on the calculation of planning costs for a cost unit, for example, for a production order, a customer order or a project. Planned or target differences can be determined later by comparing the results of the preliminary costing for the order with the actual costs. A preliminary costing like this usually
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contains directly assignable individual costs (such as planned material removals or external services) as well as overhead costs that are allocated internally for planning via the activity type/prices or via overhead rates. The Product Cost Planning in Product Cost Controlling (CO-PC) can access master data from other SAP R/3 applications during the preliminary costing of the different cost units. These plan references from Integration can be production orders, for example, the piece lists and work plans of logistics. For projects, this usually takes place via existing network structures and for customer orders, the planning can be carried out automatically on the basis of planned sales prices in Sales and Distribution (SD) and existing production costs in Materials Master (costing view in MM). If you also want manually created plan templates in addition to or as an alternative to these plan templates from Integration, the Base Planning Object Costing or the Easy Cost Planning both provide this. The Base Planning Object Costing determines the costs for an abstract object that is called .base object. You enter the quantity structure manually at the time of costing or as a copy from a variant. The result is a calculated quantity structure that can be used again in Costing for different cost units under the name of the base object. Easy Cost Planning is a costing method for carrying out quick and simple cost planning. The principle is based on the provision of costing models which are an aid to planning (for example, for internal orders, appropriation requests). The Profit Center Planning in CO-PCA is an integral part of the entire company planning. The Profit Centers in particular make the integrated character of company planning

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apparent, as the planning data are principally generated via other applications and added to or changed in Profit Centers. Profit Center Planning is part of the short-term company planning that covers a fiscal year. The Sales and Profit Planning in CO-PA makes possible the simulation of different cost unit processes (for example, sales in different regions or to different customer groups) on an aggregated level. These plans can be broken down on smaller levels with the use of appropriate procedures, such as Top-down Distributions, for example. By using existing or by defining own planning layouts, you can implement, in practice, all scenarios of the central or local planning.

Production Process from the View of Accounting In the following, we will go into the process steps material removals, confirmation and settlement for Accounting, as several important Accounting documents are created here. After creating the preliminary costing and releasing the order, cost are next incurred by possible material removals. The raw materials inventory (that has been supplied before) is reduced and expenses, in the form of cost elements, flow via the respective consumption accounts to the accounting object .production order. Similarly, external services via invoices are posted directly on the order using account assignments from Financial Accounting. Here, we speak of individual costs or direct costs of the order. Confirmations constitute a further debit in Logistics. A confirmation conceals an activity or an internal service that is rendered by a Cost Center. As the Cost Center costs are not yet fully known at the time of confirmation, a plan price is generally allocated here. These are therefore overhead costs or indirect costs, because the respective Financial Accounting postings do not flow directly on to the order, but to Cost Centers and are therefore only allocated as encoded in the plan price. For example, production wage costs are posted to a Cost Center while the Cost Center can post its activity amount, evaluated using the plan price as production hours. In this way, the Cost Center that was debited via the Financial Accounting is credited in production. If there is a deficit or surplus at the end of the month, these variances can be allocated subsequently via different functions. It is possible to execute a subsequent evaluation for the actual price or to allocate the entire balance to the result. A similar temporary evaluation of the

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cost unit is done using overhead rates when, for example, a Cost Center warehouse allocates its material overhead costs to the cost unit using a temporary percentual consumption record. The period-end closing of the cost object informs you about the cause of cost fluctuations within the framework of the variants analysis. Similarly, you can calculate scrap costs that can be used for the operational production control. The work in process function enables the monthly deferral of costs that are perhaps already posted in FI as expenses but not yet on a finished product. These goods in process can be calculated in CO and then displayed as affecting stock. The delivery or settlement of the production order effects an increase in the inventories of finished products, whereby unusual internal cost fluctuations can also be posted to price difference accounts in the P/L. This depends on the detail of the price control in the Material Master and on the account determination.

ORDER TO CASH PROCESS - PROCESS OVERVIEW

The sales order is the basis of the sales process. When an order has been settled effectively, all services with regard to the customer run off as an integrated process. In the SAP R/3 module Sales and Distribution (SD), documents that are linked to one another are used and
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a corresponding Workflow is introduced via these. In SAP R/3, the Sales Organizations are legally responsible for sales. There can be several sales organizations within one company code. Every sales organization can use different distribution channels to sell goods. The combination of a sales organization and a distribution channel is also called a Distribution Chain. The sales order is generated at the level of the distribution chain. The ordered items can apply to different Divisions. After the sales order has been entered, the system carries out an availability check for the desired delivery date. Many different scenarios can be settled via the sales order in SD. Two scenarios which are typical for Accounting are introduced here as an example: The anonymous sale of products ex stock and the made to order production using the generation of a service as an example. Product sale ex stock: because this sale is no longer a services generation process (the material is lying evaluated in stock), it is settled via a sales order item that - managed via Customizing - is not a cost bearer. This means that costs and revenues are derived automatically from the material production costs or from the SD sales prices. In this case, you do not post individually on each of the sales order items. On the day of shipping, an outbound delivery document is created. The delivery cannot be billed until the goods have been removed from the stock and posted as goods issue. You can create a Transport Order that generates a commissions order. The required goods are removed from the stock and prepared for delivery. The goods to be delivered are posted as Goods Issue. In MM, a goods issue document and an accounting document in FI are created, in order to post the goods issue to the correct general ledger accounts. The last step in the sales and distribution process is billing. An invoice document is created in SD and a printed invoice is sent to the customer. The SAP R/3 makes it possible to analyze the stock on open items and dun overdue items automatically. In doing this, a dunning level is defined which is higher, the higher the number of days in arrears is. On the basis of this dunning level, dunning fees and interest can be calculated and the dunning text that is selected depends on the dunning level. A dunning history is administered via the dunning notice which has been sent. Automatic dunning can be triggered for either only one account (individual dunning) or, the dunning program executes automatic dunning for a limited amount of accounts. The accounts are selected in the dunning run and checked for overdue items. Finally, a check is made whether reminders have to be sent and dunning levels are allocated. All dunning data are
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saved in one dunning proposal. From the Controlling point of view, billing is when the revenue occurs. When Payment has been made by the customer, you receive your money and post the receipt of payment in FI. The documents defined in SAP R/3 make sales order administration easier for you and your customers. Made-to-order production using the creation of a service as an example: Rendering a service represents, in contrast to ex stock sales, a direct services generation process that is also displayed via a sales order item. In order to enable Controlling for this, a corresponding sales order item - controlled via Customizing - opens as a cost object. This means that the costs, but later also the revenues, can be posted individually and directly on the SD item. The steps incoming orders, billing, payment and dunning are nearly all identical to sales ex stock. However, in this services example, transport and delivery do not apply. The cost object sales order item can be posted for all transactions of the service generation directly. For example, transactions such as an internal activity allocations, external invoices, materials orders or overhead rates can be offset. When the service generation is finished, you can pass on the costs and revenues to the profitability analysis (CO-PA) via the Order Settlement.

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Create a Sales Order At order processing, first of all create a sales order. A customer query and a quotation to the customer may precede the customer order. A sales order as an electronic document in which the goods or services your customer has ordered are recorded. The sales order contains all relevant information for processing the customer order within the framework of sales order transaction. The sales component automatically proposes data from master records and control tables you have created before. This means that when you are processing an order, you can avoid possible entry errors and the multiple entry of redundant data. You can also create a sales order with many items on one single screen. The business partners relevant for a sales transaction are customer, receiver of goods, payer and receiver of invoice. These business partners assume different functions (also partner roles) in the business process. The sales document data can be displayed and processed on different views in order to process the sales document efficiently. The views are group in overview screens, header screens and item screens. You usually create new sales documents on the overview screen. The sales document header: The document header data apply for the whole document. It includes customer-related data, for example. The sales document header: Every item in the sales document contains own data. This includes, for example, details about the material / article and about the order quantity. Every sales document can have several items, whereby the individual items can be controlled differently. Examples are material items, service items, free items or text items. Schedule lines of the document items: Schedule lines contain delivery quantities and delivery dates. They clearly belong to one item. Every item that a delivery entails in the further sales process must have at least one schedule line. It can also have several schedule lines, for example, if the ordered amount is to be delivered in several partial deliveries on different dates. During the sale, costs and revenues related to the sale are planned in the sales order item and updated later in Actual. The plan revenues are calculated using pricing in the sales order (via condition determination in SD). The plan revenues are compared to the plan costs. For stock
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products, these generally originate from a material calculation (CO-PC) or from the valuation price of the material master. The actual revenues are posted when invoicing takes place, whereby the evaluation of the cost of sales are also posted with the costing. In cases of made-to-order products and, especially in the generation of services, plan costs can also be calculated individually on the sales order item. Base planning object costing (CO-PC) can serve as a template for this. The actual costs result from material removals, production orders, internal activity allocations and surcharges that can be offset directly on the sales order item. Settlement of the actual revenues and the actual costs takes place in the profitability analysis (CO-PA), to determine profit.

Ex stock sales process from the point of view of Accounting When an order has been settled effectively, all services with regard to the customer run off as an integrated process. Documents which are linked to one another are implemented and a corresponding workflow is introduced via these. The SD module begins by processing the processes before the actual sale and ends by settling the customer payment for the goods and services received. Every one of these processes is processed using electronic documents that are each linked to the previous or subsequent document. These documents can be clearly displayed directly from the sales order using the display document flow function.

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At order processing, first of all create a sales order. A customer query and a quotation to the customer may precede the customer order. A delivery document is created for the delivery and an invoice document is created for invoicing. From the CO point of view, invoicing is when the revenue occurs. When Payment has been made by the customer, you receive your money and post the receipt of payment in FI. The documents defined in SAP R/3 make sales order administration easier for you and your customers. When you post data in FI, the respective line items are created for delivery and invoicing in Financial Accounting and in the accounting CO-PA. When doing this, please note that a line item is created for every cost and revenue type in CO-PA. The number of these received line items is identical to the number posted in FI.When you create the invoice, data from the sales order and the delivery are transferred to invoicing. Both delivery items and order items (for example, with services) can be variants for the invoice. With the goods issue or delivery document, the product or stock account is credited and offset as a change in stock. The invoice is the sales and distribution document that supports you when you are creating bills. It is used as a data source for FI to support you in monitoring and settling payments. If you create an invoice document the G/L accounts are generally automatically updated. The SAP R/3 system executes a debit posting on the receivables account of the customer and a credit posting on the revenue account. If you post an incoming payment document, the affected G/L accounts are also generally automatically updated. The SAP R/3 system executes a debit posting on the cash account of the customer and a credit memo on the receivables account of the customer.

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Ex stock sales process with account determination In the overview, the ex stock sales process creates several central documents from the account point of view. In order to understand the account determination more exactly, you first of all have to look at the activity output of the product. An expenditure (for example, costs of the production order), that is paid through bank accounts (compare lesson .Plan to Product Process.) precedes both the external procurement of services and in-house production. In in-house production, a finished inventory was created from the delivery or settlement of the production order. The delivery of the Order to cash process withdraws from this produced stock, therefore reducing the stock account. Billing creates the income and the corresponding receivables vis-vis the customer. The payment settles these receivables, leading to a debit posting on your bank account. In the ideal case, all accounts are settled exactly, except with an adjusted, higher bank balance, because the income is higher than the expenditure, which is also shown in the profit and loss statement by a corresponding profit.

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Extended Profitability Analysis in CO-PA The profitability analysis (CO-PA) offers you the option of analyzing profits and contribution margins for your company. market segments. The point of CO-PA is to support sales and distribution, product management and company-wide planning and decision-making using by using an external view from a market-oriented perspective. The CO-PA thus offers you the possibility of a much differentiated internal profitability analysis, similar to the P/L in Financials, only much more differentiated. The market segments are defined by characteristics such as products, product groups, customers, customer groups, geographical areas, etc. For example, they can analyze the profitability of a certain product group that they sell to a certain customer (or a certain customer group). When you set up CO-PA in your company, you have a very flexible choice when selecting the characteristics that are relevant for the definition of the market segments for your company. Every clear combination of characteristics (e.g. sale of product A to customer Y) defines a profitability segment that corresponds to a market segment. A profitability segment is created dynamically, as soon as it is addresses for the first time. In comparison to Financial Accounting, the results that are presented here can also be subdivided into fixed and variable costs, offering you a very flexible option of different contribution margin calculations. CO-PA provides you with a multidimensional Reporting tool, which can be used to create reports that analyze data for every market segment and for every profitability task.

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SOME IMPORTANT END-USER SCREEN SHOTS

Above shown screen is the first screen, which is main screen, It gives an idea to user about the modules installed in the particular system, like in above screen, we can see the following modules: Accounting Human Resource Information Technology Logistics Cross application component Tools etc. Each of the above shown modules contains sub modules, which can drilled down on clicking on the main module. To log on to SAP, each employee has its own unique username and password.

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My study was confined to Financial accounting sub module, in the above screen, accounting sub module is highlighted. This is initial SAP financial screen. The Financial module of SAP system is an integrated suite of financial application designed to effectively manage companys bottom line. The financial application resides at the core of enterprise and contains following sub modules: Financial Accounting Financial Supply Management Controlling Enterprise controlling Strategic Enterprise Management Investment Management Project System Real Estate Management

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Above shown screen is Financial Accounting sub module screen. It enables the company to enhance strategic decision making processes for its financial needs. SAP reports that the financial module complies with international accounting standards. Such as GAAP and IAS and fulfills local legal requirements. The Financial accounting sub module further contains following components: General Ledger Account Receivables Account Payables Banks Fixed Assets Special purpose ledger

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This is the general ledger account screen. It serves as a complete record of all business transactions. This integral part of the finance module is integrated with all the relevant financial operations. The SAP Financial Ledger contains the following features: Free choice of level: Corporate group or company Automatic and simultaneous posting of all sub-ledger items in the appropriate General Ledger accounts. Simultaneous updating of General ledger and cost accounting areas. Real time access to, evaluation of, and reporting on current accounting date shared in SAP.

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This is the sample screen for posting the entry. As sson as you click on the General posting account, this screen pops up. First you have to fill up the basic data like document date, posting date, company code etc. For example 1000 is HZLs company code. The accountants also have options of tree on, park, hold, simulate etc. to deal with entries. For example if the person is not confirm that he has to pass the entry or not, he can just park the entry in the account but the entry will not be posted until and unless he does so. If a person posting the entry makes the mistakes, he can easily caught hold off as in details of entry one can see his Id number.

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QUANTIFYIENG BENEFITS OF ERP SYSTEM

The benefits accruing to any business enterprise on account of implementing are unlimited. Following are some of the benefits they achieved by implementing ERP packages: Gives Accounts Payable personnel increased control of invoicing and payment processing and thereby boosting their productivity and eliminating their reliance on computer personnel for these operations. Reduce paper documents by providing on-line formats for quickly entering and retrieving information. Improves timeliness of information by permitting, posting daily instead of monthly. Greater accuracy of information with detailed content, better presentation, fully satisfactory for the Auditors. Improved Cost Control Faster response and follow up on customers More efficient cash collection, say, material reduction in delay in payments by customers. Better monitoring and quicker resolution of queries. Enables quick response to change in business operations and market conditions. Helps to achieve competitive advantage by improving its business process. Improves supply-demand linkage with remote locations and branches in different countries. Provides a unified customer database usable by all applications. Improves International operations by supporting a variety of tax structures, invoicing schemes, multiple currencies, multiple period accounting and languages. Improves information access and management throughout the enterprise. Provides solution for problems like Y2K and Single Monitory Unit (SMU) or Euro Currency.

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PRE & POST ERP IMPLEMENTATION:

DESCRIPTION Reduction in paper work Duration of Monthly Closing Duration of semiannual closing Availability of Budget Reports Creation of Account Codes Approval Process Policies & Procedures Manual Inconsistent Undocumented Information Transmitted Transferred on a parallel basis i.e. at once on Electronic & Desktop & Online Manual Automatic Minimum Days Minimum Days Monthly Hardcopy Daily Online Availability 10-15 Maximum 4 Days BEFORE N.A. AFTER More than thousands forms can be processed. Maximum 4 Days 10-15 Maximum 4 Days

sequentially i.e. one all Functional Department. by one. Cost of Record Keeping Bank Reconciliation Statement Movement of Data Manual and time Online and Automatic. consuming. Physical movement Multiple access points eliminate physical of data is required. movement of data and employees are also not Even employees required to come to HO as Data fed in by Very expensive Lower Accounting and Recording Cost

used to came to HO them Automatically reaches each Department. on closure dates for reconciliation.
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Back-up

Not possible.

Central Back-up system is set up at Mumbai so that Data is not lost.

Manipulation in accounts

There was a danger Not possible as access to SAP is restricted. because could be accounts Every employee has its Id and password. easily

manipulated as it was manual. Analysis Difficult and Easier and Automatic

Cumbersome job

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RESEARCH AND ITS METHODOLOGY

Research in common parlance refers to the search for knowledge. It can also be defined as scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. Research is a voyage of discovery. It is also said to be the pursuit of truth with the help of study, observation, comparison & experiment. The role of research in several fields of applied economies whether related to business or to economy as a whole, has greatly influenced in modern times. The increasing complex nature of business & government has focused on the use of research in solving problems. According to Kerlinger, Research is a systematic, controlled, empirical & critical investigation of hypothetical propositions about the presumed relation among natural phenomenon. Characteristics of research process: Research is a fact finding process. Research is a systematic & critical investigation into a phenomenon. Research is not a mere compilation, but a purposive investigation. It aims at describing, interpreting & explaining a phenomenon. It adopts scientific method. It is based upon the observable experience and empirical evidence. It is directed towards finding answers to pertinent question and solution.

Stages in Research Process: Formulating the research problem. Choice of research design. Determining sources of data. Designing data collection forms.
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Determining sampling design and sampling size. Organizing & conducting the field survey. Processing & analyzing the collected data. Preparing the research report.

Research Objectives: To analyses the employees satisfaction in respect of SAP benefits of FI\CO module. Comparative study of before implementation and after implementation of ERP in HZL. To find out training needs of employees for accessing SAP.

Description Research design: Population: Area of survey: Type of data: Research instrument: Exploratory research Employees of Finance Department Finance Department Primary & Secondary both i) Questionnaire ii) On site observation Type of questionnaire: Statistical technique: Open and close ended Weighted average

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OUTCOMES BASED ON SURVEY

What do you feel regarding companys decision for implementation of SAP?

Above graph shows that out of 18 employees, 66.67% i.e. 12 employees are highly satisfied with the companys decision of implementing SAP R/3 and about 22.22% are satisfied and about 11.11% are dissatisfied and none of the employees dissatisfied. Satisfactory level of employees with current SAP FI/CO module. are neutral nor highly

Above chart shows that out of 18 employees, 22.22% are highly satisfied And 55.55% employees are satisfied and 11.11% are neutral and also 11.11% are dissatisfied and none of the employee is highly dissatisfied with SAP FI/CO module in HZL.
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Satisfactory level of employees on different factors of SAP FI\CO module. Following are the attributes depending upon which, this question was asked to the sample

size: a) Online posting to GL\AR\AP. b) Elimination of manual registers. c) Prompt order processing. d) Direct interface with profitability. Rating scale Factors a b c d Highly Satisfied 5 4 4 2 0 Satisfied Neutral Dissatisfied Highly Weighted Dissatisfied average 1 0 0 0 0

4 8 8 10 0

3 2 6 2 10

2 4 0 4 0

3.66 3.88 3.55 3.44

Above graph shows that factors affects satisfaction level of employees about benefits of SAP FI\CO module, these are online posting to GL\AR\AP, elimination of manual registers, prompt order processing and direct interface to profitability. According to my survey employees are satisfied with the online posting of general ledger, accounts payable and accounts receivable. That you can see in Table weighted average of factor a is 3.66 or 4 hence it comes under category of satisfied level. Weighted average of factor b is 3.88 or 4 also comes under satisfied
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level hence employees are satisfied with elimination of manual registers Employees are also satisfied with c factor as its weighted average is 3.55 or 4. Therefore they are satisfied with prompt order processing service of SAP module. Employees are neither satisfied nor dissatisfied with the direct interface of profitability factor, as its weighted average is 3.44 or 3 only which comes under the category of Neutral. Satisfactory level of employees on different factors of SAP FI\CO module.

a) automatic stores accounting b) improved customer satisfaction c) depreciation simulation and interest calculation d) Payment automation from EFT.

Rating scale Factors

Highly Satisfied 5

Satisfied 4

Neutral 3

Dissatisfied 2

Highly Weighted Dissatisfied average 1

a b c d

6 4 4 2

8 10 7 10

0 0 6 2

2 2 1 4

2 2 0 0

3.77 3.66 3.77 3.55

Above figure shows that employees are only satisfied with the factors like automatic stores accounting, improved customer satisfaction, depreciation simulation and interest, and
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payment automation from EFT i.e. electronic funds transfer. Weighted average of all the factors are approximately 4 which come under satisfied level. If we take an average of all the factors as under = [3.66 + 3.88 + 3.55 + 3.44 + 3.77 + 3.66 + 3.77 + 3.55]/8 = 3.66 or 4 approx. The result I found is that employees are only satisfied with all the factors or benefits of SAP FI/CO module. Proper training provided to employees before working on SAP.

From the above graph we conclude that from 18 employees around 78% says YES and rest of them i.e. 22% says NO in response of the question asked to them regarding proper training. Problem in using SAP FI/CO module.

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Given pie chart shows that 44% employees of HZL using SAP FI/CO Module says YES in reference to problems in using SAP and 56% says NO.

CONCLUSION
The strategy of company is so flexible that make the employee working is easy. The employees are motivated time to time. HZL is making use of the latest technology which helps it in being a market leader. The coordination between each department is so good that make working easy. The employees work dedicatedly towards the organization and they just seem to be like a family. Continuous operational improvements, meticulous planning, constant innovation, extensive R&D, technological upgradation and so much more - HZL has come a long way and grown into a multi-unit and multi-product company.

RECOMMENDATIONS
Freshers should be provided with training and orientation program before they work on SAP. Fuller utilization of SAP solutions should be there so that there is no blockage in the system. All modules should be continuously updated. End users should be provided on the job training sessions to enhance their skills. Processes should be tuned as the end-user feedback. Accuracy of operational system should be ensured. Technology should be continuously updated and latest technique of working should be brought into the organization.
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BIBLIOGRAPHY

Annual reports of Hindustan Zinc Ltd 2006-2007 Consolidated annual report of Vedanta Resources plc. 2006-2007 Prowess - A corporate database. Presentations from Hindustan Zinc Ltd. Systems (I.T.) department Handbook for SAP course mySAP Basic Handbook for SAP course mySAP Financials Managing business with SAP by Linda K. Lau SAP R/3 in 24 HOURS by Danielle Larocca Research methodology by C.R.Kothari www.hzlindia.com www.vedantaresources.com www.google.com www.sap.com www.abnamrobroking.co.in www.indiainfoline.com

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