Pass the SAP SAP Certified Associate C_TS422_2023 Questions and answers with CertsForce

In an SAP S/4HANA Cloud brownfield project,clean core principlesemphasize minimizing customizations, leveraging standard processes, and ensuring extensibility. SAP Signavio tools support process remodeling:

SAP Signavio Process Governance(C): This tool (part of the Signavio suite) enables process execution and monitoring, ensuring compliance with redesigned standard processes. It supports workflow automation and governance, aligning remodeled processes with clean core by enforcing best practices and reducing custom code.

SAP Signavio Process Manager(D): This tool is used for process modeling and documentation (e.g., BPMN 2.0). It allows the customer to redesign existing processes visually, map them to S/4HANA standard capabilities, and identify deviations, supporting a clean core approach by aligning with SAP’s reference processes.

SAP Signavio Process Insights(A) provides analytics on current process performance (e.g., bottlenecks), not remodeling.SAP Signavio Process Intelligence(B) focuses on process mining and data-driven insights, not direct remodeling. This is per SAP’s Signavio and clean core documentation.

In SAP S/4HANA, order type-dependent parameters (configured in Customizing via Production > Shop Floor Control > Master Data > Define Order Type-Dependent Parameters, transaction OPL8) control key aspects of production order processing for a specific plant and order type. These settings affect:

Select master data(C): The parameters determine how master data (e.g., BOM, routing) is selected during order creation. For example, the "Production Version" field specifies whether a version is mandatory or optional, and the "BOM Application" influences which BOM is chosen (e.g., production-specific). This ensures the correct master data is pulled into the order.

Define integration with cost accounting(D): The parameters include settings like "Costing Variant" (Planned and Actual) and "Results Analysis Key," which dictate how costs are calculated and posted to the order. These integrate production orders with Controlling (CO), affecting cost object controlling processes.

Schedule production orders(A) is influenced by scheduling parameters (e.g., in OPKP), not directly by order type-dependent parameters, which focus on order creation and execution settings.Check material availability(B) is controlled by the "Availability Check" field in these parameters, but it’s a subset of broader order processing, not the primary process affected—master data and costing are more directly tied to the configuration. This is per SAP’s production order configuration documentation.

In SAP S/4HANA and its broader ecosystem, forecasting for supply chain planning is supported by advanced tools:

Integrated Business Planning (IBP)(A): SAP IBP is a cloud-based solution designed for advanced supply chain planning, including demand forecasting. It uses statistical models, machine learning, and real-time data integration to predict demand, making it a primary tool for forecasting (e.g., SAP IBP for Demand).

Supply Chain Management (SCM)(B): SAP SCM, particularly its Advanced Planning and Optimization (APO) module (e.g., Demand Planning - DP), provides robust forecasting capabilities using historical data and planning algorithms. While SAP is transitioning APO functionalities to IBP, SCM remains relevant in on-premise or hybrid setups.

Material Requirements Planning (MRP)(C) in S/4HANA focuses on material planning based on existing demand (e.g., PIRs or sales orders) and does not perform forecasting itself; it relies on inputs from Demand Management.Capacity Requirements Planning (CRP)(D) deals with capacity leveling and scheduling, not demand forecasting. These distinctions are clear in SAP’s supply chain planning documentation.

In SAP S/4HANA, awork center hierarchy(transaction CR21/CR22) organizes work centers for capacity planning and evaluation:

A group of alternative work centers providing a cumulative available capacity for production(B): A work center hierarchy groups multiple work centers (e.g., CR01-defined centers) into a tree structure (e.g., a top node with sub-nodes). The system aggregates their capacities (visible in CM01) into a cumulative total, allowing planners to evaluate or assign production across the group as a single capacity pool, often used in bottleneck analysis or reporting.

Hierarchy levels by priorities(A) isn’t correct—priorities are set in routings or PP/DS, not hierarchies, which focus on capacity aggregation.Work centers in a production line sequence(C) reflects routing (CA01) or REM line hierarchy (LDM1), not a work center hierarchy.Parallel sequence for splitting quantities(D) is a routing concept (Parallel Sequence), not a hierarchy function. This is per SAP’s capacity planning documentation.

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

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

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

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

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

SAP’sclean coreapproach for S/4HANA Cloud Private Edition aims for a standardized, upgrade-friendly system. Recommended guiding principles include:

Establish an organizational structure, technical foundation, and transformation methodology for clean core(A): SAP advises setting up a governance structure, technical standards (e.g., extensibility via SAP BTP), and a methodology (e.g., SAP Activate) to ensure clean core adoption, minimizing customizations from the start.

Establish release management(C): Effective release management (e.g., via SAP Solution Manager or SAP Cloud ALM) ensures regular updates are applied smoothly, maintaining a clean core by avoiding conflicts with custom code and leveraging new standard features.

Define roles and responsibilities as part of a process transformation office(E): A dedicated transformation office with clear roles (e.g., process owners, IT architects) oversees clean core adherence, ensuring accountability for standardization and extensibility across teams.

Integrate clean core practices in the end-to-end value process chain(B) is a goal, not a distinct principle—it’s an outcome of other principles.Regular housekeeping tasks(D) (e.g., data archiving) supports operations but isn’t a core clean core principle, which focuses on design and governance. This is per SAP’s clean core strategy.

In SAP S/4HANA, MRP usesbackward schedulingto calculate the basic dates for dependent requirements (e.g., components needed for production). Backward scheduling starts from the requirement date of the finished product and works backward to determine when components must be available. The key time elements considered are:

Planned delivery time(A): This is maintained in the material master (MRP 2 view, field: Planned Delivery Time) for externally procured materials. It represents the time required by the vendor to deliver the material, and MRP uses it to calculate the start date for procurement to ensure the component is available when needed.

In-house production time(D): For materials produced in-house, this is maintained in the material master (MRP 2 view, field: In-house Production Time). It defines the total time required to produce the material, independent of quantity, and MRP uses it to determine the start date of production for dependent requirements.

Total replenishment lead time(B) (MRP 2 view, field: Total Replenishment Lead Time) is an optional field that includes all procurement and production times but is typically used as a fallback or for special cases, not as a standard element in backward scheduling for components.Operation duration(C) is specific to routing data (e.g., setup, processing times) and is considered in detailed scheduling (e.g., production order scheduling), not MRP’s basic date calculation, which relies on material master data. This aligns with SAP’s MRP scheduling logic as per official documentation.

In an SAP S/4HANA Cloud Greenfield project,clean corefocuses on a standardized, extensible system with high-quality data. Key aspects for data quality include:

Efficiency(A): Clean core principles prioritize efficient processes and data structures, minimizing customizations that could degrade performance or complicate upgrades. Efficient data quality ensures streamlined operations (e.g., fast MRP runs) and leverages standard SAP functionalities effectively.

Stability(D): Maintaining a stable core with consistent, reliable data (e.g., master data integrity in MM03) prevents disruptions during updates or extensions. Stability ensures the system remains robust and predictable, a cornerstone of clean core in a Greenfield implementation.

Accuracy(B) is critical for data quality in general (e.g., correct BOM quantities), but clean core emphasizes systemic qualities over content accuracy, which is assumed.Timeliness(C) matters for operational data (e.g., stock updates), but it’s less tied to clean core’s structural focus. This is per SAP’s clean core guidelines.

In SAP S/4HANA, the MRP planning file (table MDVM, visible via MD05) tracks changes that trigger MRP to re-evaluate a material’s planning situation. Entries are created when:

Changing the procurement type in the product master(C): The procurement type (material master, MRP 2 view, field: Procurement Type) determines whether a material is produced in-house ("E"), procured externally ("F"), or both ("X"). Changing it (e.g., via MM02) affects how MRP generates planned orders or purchase requisitions, so an entry is added to the planning file (e.g., NETCH or NETPL indicator) to prompt recalculation.

Changing the stock in inventory management(D): Any stock change (e.g., goods receipt via MIGO, goods issue via MB1A) updates the available stock (MD04). This triggers an MRP planning file entry because it alters the net requirements calculation, requiring MRP (MD01/MD02) to reassess supply versus demand.

Changing the delivery address in transportation management(A) affects logistics execution (e.g., shipment documents), not MRP planning directly—no entry is created.Changing the storage bin in warehouse management(B) (e.g., via LT10) is a WM-level movement that doesn’t impact MRP unless stock quantity changes, which falls under (D). This is per SAP’s MRP planning file logic.

Simple discontinuation in SAP S/4HANA (material master, MRP 4 view, fields: Discontinuation Indicator, Effective-Out Date, Follow-Up Material) replaces a discontinued component with a follow-up material when stock is depleted. If the available stock is zero and the discontinuation date is in the past:

Material requirements planning(C): MRP (MD01/MD02) is affected because it checks the discontinuation settings. When stock is zero and the effective-out date has passed, MRP stops generating requirements for the discontinued material and creates them for the follow-up material instead (visible in MD04). This ensures planning continuity with the replacement.

Backflushing(A) (e.g., during CO11N) uses existing stock or reservations, not directly impacted by discontinuation unless stock is unavailable—but it’s a downstream process.Kanban(B) relies on replenishment triggers, not discontinuation logic, though stock-outs could disrupt it indirectly.Production order release(D) (CO02) checks material availability, but discontinuation is handled in MRP, not at release. This is per SAP’s discontinuation process.