1511_ASUG_FICO_Integration_w_Logistics_June2014

Orange County Convention Center
Orlando, Florida | June 3-5, 2014
FICO
Integra,on
with
Logis,cs:
Process
Flows,

Accoun,ng
and
Valua,on
Simpliﬁed

Speaker
Name:
Saugata
Ghosh,
PwC

1.  Logistics Process Flows
2.  FICO Integrations
3.  Enhanced understanding of Accounting and Valuation
LEARNING
POINTS

Agenda

End-to-End Scenario Overview
Key Process Flows with Accounting
Preliminary & Periodic Valuation
Recap and Q&A

Make
To
Stock
Scenario
-‐
Overview
ProcureToPayProduction
PlanningOrderToCash
Purchase
Requisition
(Raw
Materials)
Prod.
Order
Issue
Raw
Material
External
Activity
Finished
Goods
Produced
Over
head
Variance
Calculation
Prod.
Order
Settlement
Planned
Order
(Finished
Goods)
Goods
Receipt
(Raw
Material)
Invoice
Receipt
Outgoing
Payment
(Vendor)
Purchase
Order
Incoming
Payment
(Customer)
Internal
Activity
Billing
Delivery
PGI
Planned
Ind.
Req.
Sales
Order
Period End Process
Accounting Impact
Operation Confirmations
•  ‘Strategy Group’ in Material Master determines the scenario

Make
To
Order
Scenario
-‐
Overview
ProcureToPay
Sales Order/
Customer
Requirement
Production
PlanningOrderToCash
Purchase
Requisition
(Raw
Material)
Prod.
Order
Issue
Raw
Material
External
Activity
Finished
Goods
Produced
Over
head
Variance
Calculation
Prod.
Order
Settlement
Planned
Order
(Finished
Goods)
Goods
Receipt
(Raw
Material)
Invoice
Receipt
Outgoing
Payment
(Vendor)
Purchase
Order
Internal
Activity
Billing
Delivery
PGI
Incoming
Payment
(Customer)
Sales
Order
Settlement
Period End Process
Accounting Impact
•  ‘Strategy Group’ in Material Master determines the scenario

Key
Business
Processes

Procure To Pay
Procurement of Stock Item
(Inventory)
Procurement of Non
Stock Item
Procurement of Services
Cross-Company
Procurement
Subcontracting
Stock Transfer
(Intra and Inter-Company)
Production Make To Stock Make To Order
Order To Cash
Scenarios where
Sales Order is NOT Cost
Object
Scenarios where
Sales Order is Cost
Object
Cross-Company
Sales
Third Party Sales Free of Charge/ Samples Consignment

Account
Determina,ons
-‐
Quick
Recap

LimitedPerceivedValueofFinancial
Planning
Sales & Use Tax Accounts
Planning
Revenue Accounts
Planning
Finance Process Accounts
Planning
Material Accounts
SAP Provided Parameters
§  Chart of Accounts
§  Debit/ Credit
§  Transaction Keys for differentiation by Tax Types (e.g. MWS
output tax)
§  Tax Code (Linked with Country/ Tax Procedure)
§  Transaction Keys for differentiation by transactions.
§  Account Modifier for differentiation of the ‘offsetting entry for
inventory posting’ based on Movement Types
§  Valuation Class for differentiation by group of Materials
§  Valuation Modifier for further differentiation by Plants
Commonly Used Parameters
§  Sales Organization
§  Acct Assignment Group of Materials
§  Acct Assignment Group of Customers
§  Account Key linked with Pricing Conditions
§  Sales Order as Cost Object vs. Sales Order not Cost Object
§  Transaction Keys for differentiation by transactions (e.g.
Cash discounts received, Cash discount allowed, Bank
charges, etc.)

Procurement
of
Stock
Item
ProcureToPay
1.
Purchase
Requisition
(Raw
Material)
3.
Goods
Receipt
4.
Invoice
Receipt
5.
Outgoing
Payment
(Vendor)
2.
Purchase
Order
Accounting Documents $
FI Dr. Inventory-RM (BSX)
Cr. GR/IR Clg. (WRX)
Cr. Freight Clg.(FR1)
110
100
10
CO NA
FI Dr. GR/IR Clg. (WRX)
Dr. Freight Clg.(FR1)
Dr. Price Diff (PRD)
Cr. AP (Vendor)
100
10
15
125
CO Dr. Price Diff 125
FI Dr. AP (Vendor)
Cr. Bank Clearing
Cr. Discount Received
125
120
5
CO Cr. Discount Received 5
•  Key Decision: Whether to implement ‘GR-based IV’ for ensuring 3-way Match as recommended for control.
•  For Goods Receipt, if Material is valued at Standard Price, the difference with PO Price goes to Price Difference.
•  For Invoice Receipt, if Material is valued at Moving Average Price, the difference between PO Price and Invoice is
posted to Inventory to the extent inventory is available in stock. Else, the difference is posted to Price Difference.
Scenarios
§  Procurement of inventory items
§  Example: MAP, Purchase Order = $100, Freight = $10, Vendor sends invoice for $125, Early payment discount = $5

Procurement
of
Non
Stock
Item
ProcureToPay
1.
Purchase
Requisition
(Consumable)
3.
Goods
Receipt
4.
Invoice
Receipt
5.
Outgoing
Payment
(Vendor)
2.
Purchase
Order
FI Dr. Consumption (From Purch.Order)
100
100
CO Dr. Consumption (From Purch.Order) 100
Dr. Consumption
Cr. AP (Vendor)
100
25
125
CO Dr. Consumption 25
FI Dr. AP (Vendor)
Cr. Bank Clearing
125
120
5
•  Account-assignments for Purchase Orders. (K - Cost Center, F - Order, P - Project/ WBS, C - Sales Order)
•  Key Decision: What Account-assignment meets your business requirements
•  Key Decision: Whether to implement ‘GR-based IV’ for ensuring 3-way Match as recommended for control.
•  For Invoice Receipt, the difference between PO Price and Invoice Price is posted to same Consumption account.
Scenarios
§  Procurement of direct charge material items like consumables, stationeries, etc.
§  Example: Purchase Order = $100, Vendor sends invoice for $125, Early payment discount = $5

Procurement
of
Services
ProcureToPay
1.
Purchase
Requisition
(Services)
3.
Service
Entry
Sheet
4.
Invoice
Receipt
5.
Outgoing
Payment
(Vendor)
2.
Purchase
Order
FI Dr. Expense (Acct Assn. in PO)
100
100
CO Dr. Expense (Cost Object in PO) 100
Dr. Expense
Cr. AP (Vendor)
100
25
125
CO Dr./ Cr. Expense 25
FI Dr. AP (Vendor)
Cr. Bank Clearing
125
120
5
•  Key Decision: Use of Service master is optional but advantageous. As an alternate use ‘Text’ in Purchase Order
•  Key Decision: Whether to implement ‘Service Entry Sheet’ for ensuring 3-way Match as recommended control.
•  For Invoice Receipt, the difference between PO Price and Invoice Price is posted to same Expense account.
Scenarios
§  Procurement of services like Professional fees, Audit Fees, etc.
§  Example: Purchase Order = $100, Vendor sends invoice for $125, Early payment discount = $5
* Optional

Procurement
-‐
Cross-‐company
Purchase
Procuring
Company
1.
Purchase
Requisition
(Raw
Material)
4.
Invoice
Receipt
5.
Outgoing
Payment
(Vendor)
2.
Purchase
Order
Accounting Documents
FI Dr. Inventory (BSX)
(Cross-Company Doc.)
FI Dr. AR (I/C Customer)
Cr. AP (Vendor)
FI Dr. AP (Vendor)
Cr. Bank Clearing
Receiving
Company
3.
Goods
Receipt
(Cross-Company Doc.)
Cr. AP (I/C Vendor)
Scenarios
§  Centralized procurement
§  Inventory PO where ‘Receiving’ Plant belongs to another Company.
§  Account assigned PO where assigned object (Asset/ Cost Center/ Order/ Project/ etc.) belongs to another Company.
Example of Inventory PO:

Subcontrac,ng
ProcureToPay
1.
Subcontracting
Purchase Order
3.
Goods Receipt
Finished Goods
From Vendor
(543)
4.
Invoice
Receipt
(For
Charges)
5.
Outgoing
Payment
(Vendor)
FI Dr. Inventory-FG (BSX)
Cr. COGM-FG (BSV)
Dr. Consumption-RM (GBB-VBO)
Cr. Inventory-RM (BSX)
Dr. Subcont. Charges (FRL)
Cr. GR/IR Clearing (WRX)
130
130
100
100
25
25
CO Cr. COGM-FG
Dr. Consumption-RM
Dr. Subcont. Charges
130
100
25
Cr. AP (Vendor)
25
25
CO
FI Dr. AP (Vendor)
Cr. Bank Clearing
25
25
CO
2.
Goods Issue
RM/ Components
To Vendor
(541)
Scenarios
§  Purchase Order: Components sent to vendor, who performs manufacturing/ assembling and sends back finished
goods. Bill of Material can be used in Purchase Order.
§  Manufacturing Order with Subcontracting Activity: Operations being performed by subcontracting vendor.
Example of Subcontracting Purchase Order:
§  Moving Average Price of RM = $100, Standard Price of FG = $130, Subcontracting Charges = $25

Stock
Transfer:
Intra-‐Company

Accounting Document $
FI Dr. Inventory (Receiving Plant)
Cr. Inventory (Sending Plant)
Dr. Price Difference*
1,200
1,250
50
* Only If receiving plant valuates with Std. Price
Same financial impact
Stock
Transfer
Transfer
Posting
(301)
Option 1: w/o STPO – 1 Step Process
Stock
Transfer
Option 2: w/o STPO – 2 Step Process
Transfer
Posting
(303)
Transfer
Posting
(305)
Stock
Transfer
Option 3: With STPO w/o Delivery
Goods
Issue
(351)
Goods
Receipt
(101)
Stock
Transfer
Purchase Order
Stock
Transfer
Option 4: With STPO with Delivery
Delivery/
PGI
(641)
Goods
Receipt
(101)
Stock
Transfer
Purchase Order
Factors To Consider:
•  Physical proximity of the
Plants.
•  Legal and taxation
requirements
•  Need for control at the point
of Issue as well as Receipts
•  Segregation of duties
•  Automation
•  Volume
Example: Plant 1000 (MAP = $1250) transfers material ABC to Plant 2000 (Standard price = 1200)

Stock
Transfer:
Inter-‐Company

Receiver
1. Stock
Transfer
Purchase Order
Sender
2. Delivery/
PGI
(641)
3. Goods
Receipt
(101)
4. InterCo.
Billing
(Type IV)
5. Invoice
Receipt
FI Dr. COGS
Cr. Inventory
Cr. I/C Sales
Cr. Output Tax
FI Dr. Inventory
Cr. GR/IR Clg
FI Dr. GR/IR Clg
Dr. Input Tax
Cr. AP (I/C Vendor)
Scenario: STPO with Delivery
Before Enhancement Pack 5

Stock
Transfer:
Inter-‐Company

Sender Receiver
Sender’s
Stock
Sender’s
In- Transit Stock
Receiver’s
Stock
1. STPO with
Delivery Type NCC2
2. STPO with
Delivery Type NCC3
3. STPO with
Delivery Type NCCR
Sender’s
Stock
Sender’s
In- Transit Stock
Receiver’s
Stock
Sender’s
Stock
Receiver’s
In- Transit Stock
Receiver’s
Stock
Receiver’s
In- Transit Stock
Outbound
Delivery
Transfer of Ownership-
On Arrival at a Port
Proof of Delivery
OR Goods Receipt
Scenario: STPO with Delivery
Enhancement Pack 5 - New options with preconfigured Delivery Types for SIT

Manufacturing
Order
Production
Planning
FI Dr. Consumption-RM (GBB-VBR)
Cr. Inventory-RM (BSX)
800
800
CO Dr. Consumption-RM (Prod.Order) 800
FI
CO Dr. Labor (Prod.Order)
Cr. Labor (Home Cost Ctr.)
1000
1000
FI Dr. Inventory-FG (BSX)
Cr. COGM-FG (GBB-AUF)
1500
1500
CO Cr. COGM-FG (Prod.Order) 1500
2.
Production
/ Process
Order
3.
Issue
Raw
Material
5.
External
Activity
6.
Finished
Goods
Produced
7.
Overhead
8.
Variance
Calculation
9.
Production
Order
Settlement
1.
Planned
Order
(Finished
Goods)
4.
Internal
Activity
FI Dr. Ext. Labor (From PO)
Cr. GR/IR (WRX)
200
200
CO Dr. Ext. Labor (Prod.Order) 200
FI
CO Dr Overhead (Prod.Order)
Cr Overhead (Cost Center)
400
400
FI Dr. Price Diff. (PRD)
Cr. COGM-FG
100
100
CO Dr. Price Diff. (Prof.Seg)
Cr. COGM-FG (Prod.Order)
100
100
Example with Product Cost By Order
Debits: RM Cost $800, Internal Activity $1000, External Activity $200, Overhead $400
Credit: FG standard price $1500
Procure
ToPay
5a.
Purchase
Requisition
5b.
Purchase
Order
5c.
Goods
Receipt
Period End Processes

Order
To
Cash
-‐
Simple
Sales
Order
OrderToCash
1.
Sales
Order
3.
Billing
4.
Incoming
Payment
(Customer)
2.
Delivery/
PGI
FI Dr. COGS-FG (GBB-VAX)
Cr. Inventory-FG (BSX)
150
150
AB-COPA Dr. COGS-FG 150
CB-COPA
FI Dr. AR (Customer)
Cr. Sales
Cr. Output Tax
220
200
20
AB-COPA Cr. Sales 200
CB-COPA Sales
COGS
200
150
FI Dr. Bank Clearing
Dr. Discount
Cr. AR (Customer)
215
5
220
Scenarios
§  Sale of Make To Stock Items
§  Sale of Make To Order Items (Optional)
Example: Sale Price = $200, Tax = $20, Cost of Goods Sold = $150, Early Payment Discount = $5
•  Item Category in SO determines Requirement Type/ Requirement Class which in turn determines whether SO is Cost Object.
•  Costing-based COPA: COGS and Revenue both flow at the time of Billing
•  Account-based COPA: COGS flow with PGI and Revenue flows with Billing.
•  COGS – Not created as Cost Element. Differentiation based on Account Modifier VAX.

Order
To
Cash
-‐
Sales
Order
as
Cost
Object
OrderToCash
1.
Sales
Order
3.
Billing
4.
Incoming
Payment
(Customer)
2.
Delivery/
PGI
FI Dr. COGS-FG (GBB-VAY)
150
150
AB-COPA COGS 150
CB-COPA
Cr. Sales
Cr. Output Tax
220
200
20
AB-COPA Sales 200
CB-COPA
Scenarios
§  Sale of Make To Order Items
§  To be used when business requirement is to track all order fulfillment related expenses and revenue.
Example: Sale Price = $200, Tax = $20, Cost of Goods Sold = $150
•  Item Category in SO determines Requirement Type/ Requirement Class which in turn determines whether SO is Cost Object.
•  Costing-based COPA: COGS and Revenue both flow at the time of Sales Order Settlement
•  Account-based COPA: COGS flow with PGI and Revenue flows with Billing (Same as SO as not Cost Object)
•  COGS – Created as Cost Element so that COGS flows to Sales Order. Differentiation based on Account Modifier VAY.
5.
Sales Order
Settlement
FI
AB-COPA
CB-COPA Sales
COGS
200
150

Order
To
Cash
-‐
Cross
Company
Sales
Selling
Company
1.
Sales
Order
3.
Customer
Billing
(F2)
6.
Outgoing
Payment
(I/C Vendor)
FI Dr. COGS (GBB-VAX)
Cr. Sales
Cr. Output Tax
FI Dr. AP (I/C Vendor)
Cr. Bank Clearing
Delivering
Company
2.
Delivery
/PGI
Cr. I/C Sales
Cr. Output Tax
Dr. I/C COGS (optional)
Cr. COGS (optional)
Scenario
§  Drop-Ship: Order booked by one Company but Delivery Plant belongs to another Company
4.
InterCo.
Billing
(IV)
5.
InterCo.
AP Invoice
FI Dr. COGS
Dr. Input Tax
Cr. AP (I/C Vendor)
7.
Incoming
Payment
(I/C
Customer)
FI Cr. AR (I/C Customer)
Dr. Bank Clearing
* iDoc

•  Sales Order: Standard Item Category = TAS
•  Purchase Requisition/ Order: Account Assignment Category = 1 - Third Party, Item Category = S - Third Party
Order
To
Cash
-‐
Third
Party
Sales
ProcureTo
Pay
2.
Purchase
Requisition
(Acct
Assigned)
4.
Goods
Receipt
(101)
FI Dr. COGS
Cr. GR/IR Clg.
Cr. Sales
Cr. Output Tax
FI
Dr. Bank Clearing
Cr. AR (Customer)
OrderToCash
1.
Sales
Order
5
Billing
8.
Incoming
Payment
(Customer)
3.
Purchase
Order
(Acct
Assigned)
6.
Invoice
Receipt
7.
Outgoing
Payment
(Vendor)
FI Dr. GR/IR Clg.
Dr. Input Tax
Cr. AP (Vendor)
FI Dr. AP (Vendor)
Cr. Bank Clearing
Scenario:
Direct delivery from vendor Plant

Order
To
Cash
-‐
Free
of
Charge/
Samples

OrderToCash
Sales
Order
Delivery/
PGI
Scenario-1: No Customer Billing (Separate Order Type/ Item Category)
OrderToCash
Sales
Order BillingDelivery/
PGI
FI Dr. COGS
Cr. Inventory-FG
150
150
FI Dr. Sales Deduction
Cr. Sales
Cr. Output Tax
170
150
20
Scenario-2: Customer Billing with 100% Discount (Separate Item Category/ Pricing Procedure)
FI Dr. COGS
Cr. Inventory-FG
150
150

Consignment
Sales
(Books
of
Consignor)

Scenario: Consignor selling goods through Consignment Agent (Consignee customer)
Process Flow/ Sales Order Types:
§  Consignment Fill-Up: For moving unrestricted-use stock to Consignee’s stock (special stock ‘W’). Ownership remains with Consignor.
§  Consignment Issue: When Consignee sells the consignment stock (special stock) to a third party. Relevant for Billing.
§  Consignment Return: When Consignee receives return of goods from third party. Relevant for Credit Memo.
§  Consignment Pick-Up: For returning goods from consignment Consignee’s stock (special stock ‘W’) to unrestricted-use stock.
OrderToCash
1a.
Consignment
Fill Up
FI Dr. COGS
Cr. Inventory
1b.
Delivery/ PGI
(631W)
2a.
Consignment
Issue
2b.
Delivery/ PGI
(633W)
2c.
Billing
(Invoice)
FI Dr. Customer
Cr. Sales
Cr. Output Tax
4a.
Consignment
Pick Up
4b.
Delivery/ PGI
(632W)
FI
Cr. COGS
Dr. Inventory
3a.
Consignment
Returns
3b.
Delivery/ PGI
(634W)
3c.
Billing
(Credit Memo)
FI Cr. Customer
Dr. Sales
Dr. Output Tax

Consignment
Purchase
(Books
of
Consignee)

FI Dr. Inventory (BSX)
Cr. Payable-Consignment (KON)
Dr./Cr. Gain/ Loss*
* (Std. Price ~ Consignment Price)
FI Dr. Payable-Consignment
Cr. AP (Vendor)
ProcureToPay
1.
Scheduling
Agreement
(Item
Category ‘K’)
3.
Transfer to
Unrestricted
Stock
MIGO_TR (411K)
5.
Invoice Receipt
MRKO
(Consignment
Settlement)
2.
Goods
Receipts
MIGO
(101K)
6.
Outgoing
Payment
(Vendor)
FI Dr. AP (Vendor)
Cr. Bank Clearing
Scenario: Consignee selling goods for Consignor

Price Control
§  Price Control indicator in material master determines the valuation – MAP (V) or Standard Price (S)
Moving Average Price (V)
§  Represents weighted average price (= Total Value/ Quantity)
§  Price gets updated with each Goods Receipts
§  Recommended for externally procured materials.
Standard Price (S)
§  Price is determined and updated periodically, either manually or using Material Cost Estimate (Cost Roll Up)
§  Recommended for in-house produced products
§  Variant Configured materials should be valuated using Sales Order Cost Estimate, as there is no Material Cost Estimate
§  Must for Material Ledger/ Actual Costing
Split Valuation
§  Can be used to valuate sub-stocks of same material in different ways.
§  Example - externally procured vs. in-house produced, duty-paid vs. duty free, by quality, by batch.
§  Parent material is always maintained in MAP
Preliminary
(Real-‐,me)
Valua,on

Material Cost Estimate (Cost Roll Up)
§  In-house produced materials are valuated using Standard Price
§  Standard Price is calculated based on master data like BOM, Routing, Costing Sheet
§  Price gets updated in material master; Revaluation gain/ loss posted in accounting
Manual Price Change (MR21)
§  For updating Price in material master periodically.
§  Commonly used for Materials with price control indicator 'V’
§  Can be used for ‘S’ Materials if Standard Cost Estimate has not been released yet
§  Revaluation difference (gain/ loss) is posted in accounting
Actual Costing with Material Ledger
§  Preliminary valuation for all goods movements is performed with Standard Price and
Price Variances are maintained in the Material Ledger.
§  At the period end, closing inventory is revaluated with the determined ‘Actual Price’ or
the periodic unit price
§  ‘Actual Price’ can be used for statistical purposes as well without Accounting (optional)
FIFO & LIFO
§  Available for month-end inventory valuation adjustment reports.
§  Material is valuated in moving average price for daily purpose
Periodic
Revalua,on

FI Dr./ Cr. Revaluation Diff. (MM: UMB)
Cr./ Dr. Inventory-FG (MM: BSX)
FI Dr./ Cr. Revaluation Diff. (MM: UMB)
Cr./ Dr. Inventory-RM (MM: BSX)
FI
Dr./ Cr. Price Diff. (OBYC: PRY)
Cr./ Dr. Inventory (MM: BSX)

Material
Cost
Es,mate
(Cost
Roll
Up)
CostingRun
Costing Data
•  Costing Variant
•  Costing Version
•  Controlling Area
•  Company Code
•  Transfer Control
•  Costing Date From
•  Costing Dare To
•  Qty Structure Date
•  Valuation Date
•  Valuation Variant
•  Costing Sheet
6.
Release
1.
Selection
2.
Structure
Explosion
3.
Costing
4.
Analysis
5.
Marking
FI Cr. Revaluation Diff. (UMB)
Dr. Inventory
80,000
80,000
CO Cr. Revaluation Diff. 80,000
Current price in Material master gets updated…
BOM Routing
Quantity StructureQuantity Structure Value StructureValue Structure
•  Prices for Materials
•  Prices for Internal Activities
•  Prices for External Activities
•  Overhead from Costing Sheets
•  Prices from Processes
Material ABC:
Total Stock: 1000 Pcs
Total Value: $800,000
Price: $800/ Pc
New Cost Estimate
suggests $880/ Pc
Material ABC:
Price: $880/ Pc
Example:

Work
In
Progress
(WIP)

Scenario: WIP represents goods in production that have not yet been completed at the end of an accounting
period.
Material: XYZ
Material Cost 800
Activity Cost 1,200
Overhead 400
---------------------------------------------------
Total 2,400
Production Confirmed (1,000)
---------------------------------------------------
WIP 1,400
COGM – FG $1,000RM Consumption $800
Overhead $400
Activity Allocation $1,200
WIP $1400
Month-end
FI Dr. WIP (B/S)
Cr. WIP Offset (P&L)
1,400
1,400
CO NA
Manufacturing Order
•  Status of the manufacturing orders controls postings. PREL/ REL –> Calculate, DLV/CNF/ TECO –> Cancel
•  Valuation is carried out based on net ‘Actual Cost’ using the formula:
= ∑ (Debits on account of Material, Activity, Overhead, etc) - ∑ (Credits on account of settled cost i.e. COGM)
•  If the result is in positive, it represents ‘Stock in Process’ (FI entry is Dr. WIP Stock, Cr. WIP Offset)
•  If the result is negative, it implies ‘Reserve for Unrealized Cost’ (FI entry is Dr. WIP Offset, Cr. WIP Stock)
•  WIP Offset account should not be created as Cost Element

Physical
Inventory
Count
&
Adjustment
PhysicalCount
7.
Post
Difference
(MI07, MI37)
1.
Create PI
Documents
(MI01, MI31)
3.
Execute
Count
(Manual)
4.
Enter
Count
(MI04,
MI34)
5.
List Count
Differences
(MI20)
FI Cr. Physical Inv. Diff. (GBB-INV)
Dr. Inventory (BSX)
80,000
80,000
CO Cr. Physical Inv. Diff. (Cost Ctr.) 80,000
6.
Recount
(MI11)
2.
Print PI
Documents
(MI21)
Material ABC:
Price: $800/ Pc
Sock count suggests
1100 units
Material ABC:
Price: $800/ Pc
Example:
Scenario: Physical inventory count is carried out at periodic intervals to ensure accuracy in financial books. This
may also be mandated by accounting or taxation rules to place an accurate value on the inventory.

1.  Key Process Flows for P2P, Production and OTC
2.  FICO Integrations with step-by-step Accounting
3.  Account Determinations for correct Accounting
4.  Preliminary and Periodic valuation methods for accurate Amounts
5.  Design Options
KEY
LEARNINGS

This document is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
© 2014 PricewaterhouseCoopers LLP.All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member
firm is a separate legal entity. Please see www.pwc.com/structure for further details.

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