Forum for High level business process change / enhancements for GAPs

Hello Guru's,
Is there any forum like SDN in SAP Portal to discuss, share knowledge and to bring new enhanced functionality in the existing SAP STD Functionality and finding solutions for GAPS and to develop functional spec. Kindly provide link?.
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Similar Messages

High-level business process scenario

Hi all, I have a business process scenario for which CRM and ECC has to be used. The scenario is like this:
There are 2 subsidiaries of a company - A and B, which are into trading of materials.
Between A and customer there is sales agreement. Between B and vendor there is purchase agreement.
Whenever customer requires materials, it will send request to A. So, A creates a sales order. B in turn sends a request to vendor for which a purchase order is created. The vendor ships the goods directly to customer. The vendor bills B for the purchase order. B adds some margin and then it goes for inter-company settlement with A. A bills the customer for the materials. In this entire process, both A and B earns profit through margins.
It has to be noted that CRM has to be used as contact point with customer.
Now I have the following questions:
1. How would the high-level business design be like?
2. How would be the document flow?
3. How can inter-company settlement and billing be done?
All constructive comments and feedback will be rewarded.

Hello Animesh,
Can you please let me know the solution you found for the intercompany business process. I have the similar kind process which needs to be configured in CRM7.
Thanks a lot
Lingaiah Manne

Use of BPMN diagrams on different levels (Business Process Architect 11gR1)

I have an issue regarding the representation of different levels of diagrams in BPA... I have been using following types of diagrams from the highest level to the lowest:
- Structuring model,
- Value-added chain diagram,
- Business process diagram (BPMN),
- Business process diagram (BPMN),
- Function allocation diagram (this is generated automatically).
Those levels are linked with use of "Assignment" function on individual elements and that enables the user to drill-down to the last level (except between Structuring model and Value-added chain diagram - I can't find a way to link those two).
As you might have noticed from the list of diagrams above, I have used two BPMN diagrams to represent two successive levels. Is this OK? On the first of those two diagram types, I represented activities with "Function" elements (I also used Start, Intermediate, End events and Rule elements).
I linked every "Function" element to a more detailed BPMN diagram on the next level. That one includes "Human task", "Automated activity" elements (and also Start, Intermediate, End events, Rule elements and also others) and is eventually meant to be transformed into BPEL.
That is how I understood the "Oracle_BPA_Suite_QuickStart_Sample_Guide.pdf" and samples included in Architect 11gR1. Is that the right way to do it? Does anybody have a better suggestion on how to represent the whole chain of diagrams?
How can "Assignees" be represented in the BPMN diagram, where I used "Function" elements? Is it possible to link "Structuring model" elements to Value-added chain diagrams?
I hope this describes my dilemma well enough and doesn't frighten you all away... I thank you all for your feedback in advance.

It is possible to assign Structural Elements to any Model Type in BPA. If you are not able to make this assignment it is not active in your Method Filter. You can log in with the Entire Method filter to check this out. You can also modify the filter you are using to include this ability.
The hierarchy you are using is fine and is a commonly used one. Some people use the EPC model, which is specifc to BPA and not a standard, at the level below the value-chain but many use BPMN as you have. If your intent is to use the first BPMN as a pure business process model then you may consider creating a separate custom Model Type, based on the BPMN model, with a scaled down set of allowable objects. This is also done through customizing the filter. If you do this you can also rename the model types in the filter if you wish to have different names at each level.
Note of caution, modifying a method filter can have impacts and should generally be done by someone with a working knowledge of the meta model. If you chosse to change a filter supplied with the tool, copy it and rename it, then update the copy. Always retain the original filter provided with the tool. If you are doing something as simple as adding the ability to use the assignment between Structural Elements and Value-Added Chain models, that would be no big deal. If you get into reusing object and model types that has more impact on the functionality of the tool.

Other Forums for GAP's?

Hello champions,
Will anyone suggest what are the other forums for SAP to get solutions for GAP's?.

Dear PV,
As far as my experience is concerned, this is the best site for anything and everything related to SAP.
You shoot your query and we forum members will try our best to address it.
Regards,
Rakesh

High-level design for business process scenario

Hi all, I have a business process scenario for which CRM and ECC has to be used. The scenario is like this:
There are 2 subsidiaries of a company - A and B, which are into trading of materials.
Between A and customer there is sales agreement. Between B and vendor there is purchase agreement.
Whenever customer requires materials, it will send request to A. So, A creates a sales order. B in turn sends a request to vendor for which a purchase order is created. The vendor ships the goods directly to customer. The vendor bills B for the purchase order. B adds some margin and then it goes for inter-company settlement with A. A bills the customer for the materials. In this entire process, both A and B earns profit through margins.
It has to be noted that CRM has to be used as contact point with customer.
Now I have the following questions:
1. How would the high-level business design be like?
2. How would be the document flow?
3. How can inter-company settlement and billing be done?
All constructive comments and feedback will be rewarded.

Hi Animesh,
The thumb rule to CRM process designing is stick to customer process...
Thus u jst hav to stick to process design of company A and its interaction with Customer.
We are not concerned with how the material will be purchansed,but we are concerned with how we will be delivering it to end customer.
Thus, once customer place an order to company A, our process would suggest a sales order for the customer with one of the partner function "Vendor" as B with the required material. Now later process in R/3 would convert this sales order with customer as soldtoparty to purchase order with vendor as B and one of the secondary partner soldto party as our original customer.
And billing would happen the way it is... ie. based on sales order.. thus u will have some inflow.. again u will be raising a purchase requisition to company B thus that would be your outflow..
That was a really good scenario to think about.
Best Regards,
Pratik Patel
<b>
Reward with Points!</b>

ERP Business Process

Hi,
As once an ERP( Oracle EBS, PS, Siebal etc) is deployed. After that the change managment take place, according to changes in business processes.
Now my Question is; after full deployment(say it take six months), then after how many period the business processes changes( like one month,two months six month etc..). Is it vary from Industry to Industry.
Are these changes are already depicted in ERP or the developer have to work on it (I'm sure developer have to work on it). If so, then isn't it destroy the basic structure of an ERP.
Kindly Participate in this discussion as I'm new to this area and I'm at student level. Looking comments from experts.
Regards,
Abbasi

Hi,
Now my Question is; after full deployment(say it take six months), then after how many period the business processes changes( like one month,two months six month etc..). Is it vary from Industry to Industry.You already have the answer to your question -- This varies from one organization to another.
Are these changes are already depicted in ERP or the developer have to work on it (I'm sure developer have to work on it). If so, then isn't it destroy the basic structure of an ERP.Depends on what changes you are going to implement. For seeded Oracle Forms/Reports/Tables ..etc the changes will take place by applying application patches (family packs), implementing a major update/upgrade, ..etc. For custom modules, it depends on the business requirements and needs, and developers will be involved in such changes. Customization should not destroy the basic structure of the ERP if you follow the standards.
Note: 104697.1 - Setup & Usage (Customization)
Note: 743490.1 - Customization in Oracle Applications
Note: 744065.1 - Sample CUSTOM Library Code To Customize Applications
Regards,
Hussein

Uprgade/update and business processes

Dear Gurus.
How can solution manager help to detect which business processes are affected by support packages update?
Is it possible to receive a list of transactions that wee nee to check after upgrade?
Regards
Vladimir

Hi
BPCA & SEA should help.
SEA is more focused on code / DDIC changes.
For both what you'll get will depend on what has already been defined in solution manager, and the time you'll spend working on it. Do not expect to get that transaction list in few clicks...
Regards
Overview of Business Process Change Analyzer
How to guide of Business Process Change Analyzer
Overview of Scope and Effort Analyzer
How to Guide for Scope and Effort Analyzer

Highlight critical business Processes in SOLMAN

Hello everybody,
I know it is possible to categorize test cases in SOLMAN. But what about business Processes or Transactions?
Can I highlight them in order to reduce my test scope ? So I will immediately know which Object I must test when I’m upgrading my system.
Thank you so much in advance
Regards
Felix

Hi Felix,
You can use Business Process Change Analyzer (BCPA) to identify test scope or Scope and Effort Analyzer to estimate upgrade scope.
Manually within SOLAR01 you can use customer attributes to maintain flags or filters. These attribute scan be maintained within business process nodes and transaction objects.
Hope this helps,
Karl

High level process model for a Pulp & Paper Industry

Hi:
Someone can help me?, i'm looking for a organizational reference model for a pulp & paper company, under the alignment for best practices in to SAP R/3
I need know what is the best model for this kind company (chain value, macro process, business process, sub process...)
Thanks in advance
Omar Perea

hi,
thanks for yor points.
at that time it was opened.for me also it was warning the same, any way iam providing some more info on it. pls have a look on it.
Pulp and paper industry facing IT modernisation needs
Today most pulp and paper industry companies face serious financial challenges to increase return on investment and improve capital utilisation.
Companies are working to improve the efficiency of their supply chains and thereby reduce working capital, increase transaction velocity and improve inventory turnover. Mergers, acquisitions and alliances are reshaping the pulp and paper industry. Although the pulp and paper industry has invested heavily in IT systems, a large variety of old systems is often complex, inflexible in regard to integration and difficult to operate. As they reflect past organisations and business models, the streamlining of business processes is difficult.
Mega trends in the pulp and paper industry IT.
The pulp and paper industry is stepping into a new phase of business evolution driven by consolidation of industry, globalisation and ever-increasing competition. These market drivers are forcing the pulp and paper industry to put a greater focus on cost efficiency. These focuses are creating totally new challenges for the organisation, specifically in the IT area.
IT is increasingly becoming a commodity. This is a result of product standardisation and the popularity of off-the-shelf-products that facilitate the economies of scale. This phenomenon is also supported by increasing utilisation of competence resources in low-cost countries.
Managing change becomes more and more difficult. Very often companies face the need for new changes before they have seen the benefits of the previous ones. The cycle of change is short and the transformation environment becomes very complicated. On the other hand, IT becomes the tool in forcing business changes to happen. Often the only practical way to roll out new processes and practices is through the modernisation of information systems.
Like many other industries, the pulp and paper industry is concentrating on providing digitalised self-services as part of their business development.
Industry background
Since the consolidation and globalisation of the pulp and paper industry, there has been increasing pressure to continuously improve both its internal and external efficiency. In the large pulp and paper mills, production management systems typically consist of several different systems, which might also be from different suppliers. Systems are often isolated islands, which are successful in managing information of their own area but they lack the comprehensive information exploiting and sharing. This has resulted in a complex and inflexible architecture of legacy systems. These legacy systems are expensive to manage and difficult to develop to meet business requirements.
This pressure has led to massive IT investments and a continuous rebuild of the IT environments in order to meet efficiency challenges. Although many pulp and paper mills have invested a lot in building up their business supporting IT, especially Enterprise Resource Planning (ERP) systems, the return on investment is often difficult to measure. There is a lot of potential to improve usability of systems by harmonising business processes and integrating the systems more efficiently in order to better support actual business needs.
Most pulp and paper industry companies have thus come to a point where a more radical rebuild and renewal of the entire IT and network environment is required. Fortunately, the conditions for this have improved over the last few years, due largely to an increasing range of commercially available application platforms adopted for the pulp and paper industry, the acceptance of common industry standards, and the evolution of refined integration and migration methods.
Renewing and harmonising the companys operations and IT systems is still, however, a demanding undertaking. Securing continuous operations, while at the same time replacing the core systems and processes, requires a high level of expertise in pulp and paper industry processes and information technology. To complement the in-house competence, the pulp and paper industry will need to establish partnerships with outside solution providers and system integrators. To minimise risks and keep control of business-critical technology, new delivery models will be a necessity.
i am also giving some pdf sites pls go thru them
www.fpl.fs.fed.us/documnts/pdf2000/scott00c.pdf
www.bfe.admin.ch/php/modules/publikationen/stream.php?extlang=en&name=en_542051780.pdf
thanks
karthik

Design considerations for wrapping higher level process

So Ive used workflow now on a few projects and have become comfortable building/coding with it. Recently a discussion was started to design a new process to automate a part of the business Im in and there are several different departments, each with
their own different functions and processes that they perform. During this discussion, the thought came to me - why stop with just the "small" picture where I was using WF to contain and execute business rules, but also wrap the higher level
abstractions also.
For example, a department performs steps A, B and C. Each step might have some branching in it (if/then etc). Its only the "steps Im using workflow currently.
Above the department, there is another layer, lets call it "group". There would be several different groups, each with its own departments, some with the same name as other groups, but the internal structure might be different for a given
department between groups. So this means that if I modeled a department in one group, I cant assume I can reuse that department in another groups workflow.
My main unknown however, is how would a user interact with a workflow that was this high level. Abstracting higher levels, means users dont need to interact with or execute the whole workflow each time, only a part of it. So am I looking at pausing/resuming
the bigger workflow? How can I "skip" to a certain stage or area of a workflow, bypassing the stuff that has already been done?
Correct me if Im wrong, but this seems to be where I need to look at bookmarks?
In my case, something similar to an order in a shopping cart is what would be the input type for the bigger workflow. There are several different groups of users that have to set or add properties to associated objects (sql tables) related to the order
before it can be marked "complete".
How would you tie together a "wizard" type concept with workflow? This seems to be the type of model we are considering. A user takes an order a few steps, then another user from a different group/department adds some attributes and
the workflow/wizard continues a few more levels down. Finally, after all the rules have been matched and required data provided, the workflow can "finish".
Hope my description seems clear.

My main unknown however, is how would a user interact with a workflow that was this high level. Abstracting higher levels, means users dont need to interact with or execute the whole workflow each time, only a part of it. So am I looking at pausing/resuming
the bigger workflow? How can I "skip" to a certain stage or area of a workflow, bypassing the stuff that has already been done?
If you want to skip to certain state or bypass what stuff that has been done, you need give logic judgment first. Bookmarks are the mechanism that enables an activity to passively wait for input without holding onto a workflow thread. When an activity signals
that it is waiting for stimulus, it can create a bookmark. So bookmark is available for you during create this application.
Here are some workflow applications, see:
Workflow Application
hope it helps.
Regards,
Angie
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High level estimation for datasource enhancement

hi,
I have been assigned in supporting project recenlttly. Now we are going to data source enhancement(we need one more field i.e juridiction code for tax calculation, Datasource is 0FI_GL_4), we need to high level esstimation for the procedure and time duration for each process (Devolepment to Prod).
Can any one help me in this concern......
Thanks,
Shaliny

Shaliny,
If the field is ready available to add with no hicups, everything can be done in 3 days.
Well, if you need to go for an customer exit during enhancement, you need at least 15 days which includes testing also.
It generally depends on how complex it is expected to be. But have a buffer of atleast 2 days after completion from your side.

Is it possible for the end user to make changes to business processes?

Hi
I'm investigating Oracle's BPEL Processor Manager and BPM technologies for a large project we are going to do. The client wants to be able to change/create new business processes which would mean different web services being called in different orders after different amounts of time.
Is it possible to allow end users to change business processes in a SOA environment with a portal using Oracle's offerings. This would eliminate JDeveloper & the designer and the need for knowledge of the underlying architecture.
The only way around this would be getting users to edit the business rules but that would only work in a linear environment with lots of decisions won't it?
Regards
Sean

I will leave your real question to be answered by product folks.
BPEL does have capabilities that let you change how a given process will execute. For example, it's normal to have a process that will react differently depending on an incoming message (CancelMessage processes one way, SubscribeMessage does something else, ...). You can have the partnerlink that is invoked be selected based on a variable, a rule, a message element, a property in a property file or a preference set in the BPEL console. However, these all fail to answer your original question, because they require the original designer to code it all, not giving someone the capability to add a new WSDL on the fly with JDeveloper.
You can also overlay endpoints, like if the user is in California, send to the west-coast server instead of the east coast. There is (was?) a tutorial about overlaying WSDLs.
Andy

Determine the business process used for a change request

Good Day All;
I was wondering if any knows how to I would be able to back track from a change request to the Business Process it was created under.
Let me explain our process.
An Issue is created (Solar01).
From the issue, a change request is then created.
Is there anyway I would be able to determine the Business Process if I only had the change request number
Thanks All
Regards
Don Newton

Already answered

Any change in Business Process Flow for BPC 7.0 NW from BPC 5.1

Dear all,
With the release of BPC 7.0 NW, i was wondering if there's any functional or technical differences in the Business Process Flow compared to BPC 5.1?
Cheers

I second Sorin's observations and comments. There are several limitations in using STS workaround. It is true that STS will be available to use with NW BI. However in order to use that you will have to create a planning area in BPS. Even after doing that you will not have the security framework of BPC available to you in STS. All you can do is list out the steps in the process flow, may be link your planning workbboks and have email notifications sent out upon completion. the other option mentioned was that of SAP workflow. Since BPC7NW has NW platform, SAP workflow is available to you and you can link the BPC process chains to it if you so desire. But again, it won't have BPC security and it won't be even close to BPF in look and feel. The best option is to wait till BPF becomes available in future BPC NW version to use.
Regards
Pravin

Using SOAP-JMS binding for business process

Hi all,
We are currently designing one business process which consume MQ messages. The MQ message body is SOAP XML. SOAP Headers carry business specific important data section, so we don't want to loose these headers at any cost. The message consumer is the Websphere process choreographer business process, reading message as a JMS message. When we develop the business process, we are planning to use SOAP-JMS binding. But problem with SOAP-JMS binding is: when the MDB reads the message off the message queue, it strips off all the SOAP headers and delivers only the SOAP body. Is there a way to make this behaviour change to keep the SOAP headers? You may suggest to use JMS bindings, but JMS binding will send the message body as WSIF message (as a serialized java object). I'm not sure of how easy it is to marshalling/unmarshalling of this serialised object. My main concern is around, how to identify the "type" of the message while marshalling. Would writing our own MDB solve the problem? Again MDB's sends messages as WSIF messages to the business process EJB's, which I guess I get stumble across the same marshal/unmarshall problem. Hope I made myself clear of what i'm going trying to do. Any advice is highly appreciated.
Regards,
Prasad

Hello Markus,
I just paste my answer form the other forum entry Re: Business process management strategy in SAP?
in a nutshell BPM Netweaver is focussing on so called edge-processes (usually
SOA-based and often workflow related). These edge-processes a thought to enhance exisitng core business processes and should provide the fast competitive edge versus competitors. Examples would be also xApps. For this Netweaver provides process modelling tools, where you can get exectuable code through the integration between CE and PI. The monitoring part for these processes is mainly targeting business end-users and business manager.
Business Process Monitoring with Solution Manager focusses on core business processes which are realized with the "conventional", "old" SAP Architecture, e.g. Order-to-Cash or Procure-to-Pay. You get a combination of technical monitors (average response times of transactions, background job runtimes, monitors for IDOC or qRFC processing) and application related monitors (you get more than 200 pre-configured application monitors out-of-the-box like number of overdue customer orders or outbound deliveries or number of deliveries with goods issue posted but no invoice). The target group here is the support organization of the customer, from Basis-Support over application support on IT side to process owner on business department side.
Overview presentations can be found under
https://service.sap.com/bpm --> Media Library --> Customer Information -->
"Business Process Monitoring - Part 1 & 2".
Or look under https://www.sdn.sap.com/irj/sdn/nw-processmonitoring
In the end BPM Netweaver and BPMon SolMan are complementary for different purposes and different target groups.
Best Regards
Volker

Forum for High level business process change / enhancements for GAPs

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