How to know whether recalculate the cost of production order?

Hi Masters
                We know, the valuation of  goods receipt is determined by the plan cost of the production order for production order. But often, production order was recalculated after partial delivery to stock.
So I want to know when was the PO recalculated?

HI,
You can go to Administration tab in production order, you can find who has changed last the production order.
I still doubt, is it possible to recalculate the production order after partial delivery.
Vijay

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    There is a little missunderstanding in your thought.
    If the material of price control S, When you do the GR, the STD cost of material is deducted from production order cost, then when you settle the production order, the variance is settled to variance account/PD account. hence the production order cost balance is zero.
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    Hello Sapians,
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    Hi Ajay,
    I checked the Order and there are some actions after the Production Order is settled.
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    DevelopmentTestProductionWarehouseWarehouseWarehouseOtherDB2 OperationalOracle OperationalETLETLETLETLETLETLETLETLETLDataMartsETLETLETLDataMartsDataMartsDB2/Oracle BIToolBIToolBIToolNoNoUserUserAccessAccessUserUserAccessAccess(SAS (SAS Data sets)Data sets)Staging Area 5
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    ARCHITECTURE (PRODUCTION ENVIRONMENT)
    We are currently in the planning stages for building a scalable, sustainable infrastructure which will support a scaled deployment of the SAS® Value Chain Analytics. We are considering implementing the following three-tier platform which will allow us to scale horizontally in the future:
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    7
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    1. Server 1 - SAS® Data Server
    - SAS® 9.1.3
    - SAS® Metadata Server
    - SAS® WorkSpace Server
    - SAS® Stored Process Server
    - Platform JobScheduler
    2. Mid -Tier Server
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    - SAS® Information Delivery Portal
    - BEA Web Logic for future SAS® SPM Platform
    - Xythos Web File System (WFS)
    3. Client u2013Tier Server
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    - SAS® Add-In for Microsoft Office
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    We have created a number of parameterized stored processes using SAS® Enterprise Guide, which our stakeholders will access as both static (HTML as well as PDF documents) and interactive reports (drill-down) through SAS® Web Report Studio and the SAS® Add-In for Microsoft Office. All canned reports along with SAS® Web Report Studio will be accessed through the SAS® Information Delivery Portal.
    NEXT STEPS
    Next steps of the project include development of a financial data mart along with appropriate data quality standards, monthly frozen snapshots and implementation of university-wide financial reporting standards. This will facilitate electronic access to integrated financial information necessary for the development and maintenance of an integrated, multi-year financial planning framework. Canned reports to include monthly web-based financial statements, with drill-down capability along with budget templates automatically populated with data values and saved in different workbooks for different subgroups (for example by Department). The later will be accomplished using Microsoft Direct Data Exchange (DDE).
    8
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    As well, we will begin the implementation of SAS® Strategic Performance Management Software to support the performance measurement and monitoring initiative that is a fundamental component of McMasteru2019s strategic plan. This tool will assist in critically assessing and identifying meaningful and statistically relevant measures and indicators. This software can perform causal analyses among various measures within and across areas providing useful information on inter-relationships between factors and measures. As well as demonstrating how decisions in one area affect other areas, these cause-and-effect analyses can reveal both good performance drivers and also possible detractors and enable u2018evidenced-basedu2019 decision-making. Finally, the tool provides a balanced scorecard reporting format, designed to identify statistically significant trends and results that can be tailored to the specific goals, objectives and measures of the various operational areas of the University.
    LESSONS LEARNED
    Lessons learned include the importance of taking a consultative approach not only in assessing information needs, but also in building data hierarchies, understanding subject matter, and in prioritizing tasks to best support decision making and inform senior management. We found that a combination of training and mentoring (knowledge transfer) helped us accelerate learning the new tools. It was very important to ensure that time and resources were committed to complete the necessary planning and data quality initiatives prior to initiating the first project. When developing a project plan, it is important to

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