PO Change Order and Approval
EBS 11.5.10.2
It is observed and seems the standard functionality that, when changes are done to approved PO, it revises and changes the status to Required Reapproval. This seems to be happening even when the fields like item description, need-by-date etc are changed and metalink says that this is the intended feature. Metalink shows ER's requesting this feature.
Our requirement is
1. It should go for Re-approval only when the Amount is changed by 1%. Looks like this can be achieved using workflow tolerances.
2. It shouldn't go for Re-Approval when other fields are changed. or atleast it should not go through Hierarchy when other fields are changed. The buyer who did the change should be able to approve irrespective of the approval limit.
For high amount PO's, even the small changes done by a buyer are going through approval hierarchy and top management is not liking this.
Please advice if you had come across this and how did you achieve this.
Thanks,
RK
Edited by: RK on Jul 11, 2011 8:55 AM
Thanks. I had to customize the workflow (ofcourse it was already customized). It cannot be auto approved. It becomes Requires ReApproval and the buyer has to approve it. It bypasses approval hierarchy. Copied the actually code into a custom package and just commented out the conditions related to dates etc.
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I'm new to P3. I need to manage a large 2 year public
works building construction schedule in downtown Los
Angeles, with numerous and frequent changes to the
schedule due to change orders, RFI's etc. Of course, these
changes result in increases/decreases to cost and time,
which need to be monitored and dealt with as part of the
overall project. Some say that fragnets are the best way
to insert these changes into the schedule. Some say
fragnets are problematic. I have no experience with
fragnets and I want to get off on the right foot. What
have you project managers and project engineers found most
effective for inserting and managing change order and RFI
items?Nat:
Thank you very much for
your response.
Your
explanation of fragnets was very useful. I will make a
point of saving and reusing repetitive groups of
activities. In my case, SOMD (slab-on-metal-deck) is
very repetitive. Also, exterior building finishes such
as plaster (exterior sheathing, lath, scratch coat,
brown coat, cure, finish coat, cleanup). Interior
finishes activities are also often identical from
floor to floor.
The issue with
RFI's is usually not so critical. I mentioned 1200
RFI's but relatively few impact the schedule and must
be coded in. But it is more than 48. In my case, the
most common reason for entering an RFI into the
schedule is when the
consultant/Architect/Engineer/State Agency exceeds the
contractually agreed upon time limit for response to a
design-related RFI, or his response is irrelevant
requiring a second round of RFI's to resolve the
problem (revise and resubmit for title-block
exceptions, for example, happens frequently). <br
/>
It is easy to ignore these delays,
and recording them in the schedule can really irritate
the consultant, but when they become a habit, the
cumulative impact on the schedule can be significant.
Therefore, I need to be able to track these RFI delays
effectively within the schedule. Of course, an RFI
always has a number that is tracked inside Expedition
as well.
The bigger problem is
Change Orders. As you know, when the Owner wants
something added to the work, or a problem in the
design results in an increase in the scope of work
(there are many other possible reasons of course) a CO
is requested. As a general rule, most change orders
contain both a cost increase as well as a time
extension. This time extension is the problem,
because, especially on public works projects, the
Owner/CM does not want to grant time an extension, and
even when they do, they will only grant it when it
impacts the critical path, and only after there is no
float remaining (you will see why this distinction is
important as you read further). The critical path
condition makes sense, but the idea that my float is
the Owner's to eat for his CO work is grating,
especially when facing potential LD's. <br
/>
To top it off, some Owners/CMs insist
that all time delays be dealt with at the end of the
project, when the actual time delay resulting from a
CO can be calculated, instead of simply estimated, as
is common practice (corresponding language is inserted
into the CO to that effect instead of a defined time
extension). My position is that if they refuse to
grant a time extension based on an estimate, then the
cost given in the CO, which is nothing more than an
estimate, should also be replaced with T&M, and
the budget be damned. Needless to say, that position
has not won me many friends in the trailer across the
way.
You might suggest that we
should refuse the extra work if a time extension is
not granted up front. If we did that, they would hit
our bond in a heartbeat. A contractor's lot in life
seems to be to make lawyers (Deo volente, may the burn
in hell) wealthy.
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of the Owner/CM refusing to grant time for
non-critical path CO's, my position is that, while the
CO work may not be on the critical path this instant,
in many cases, the critical path can change
dramatically, sucking CO work into it that was
previously separated from it by weeks. That very thing
has happened on a school project located in a major
city we are doing.
The project
has extensive tubular secondary steel at the exterior
of the two buildings. This tube steel, ranging in size
from 4" diameter to 20" diameter curves around, and up
and down, the exterior of the structure. I do not
exaggerate when I say that it is more complicated than
a roller coaster. I will send pictures if you are
interested. It supports curvilinear LG framing, which
in turn supports a combination of plaster, brick
veneer and metal panels. Very phantasmagorical stuff.
Being a complicated 3-D arrangement of rigid steel,
the architect's drawings were incomplete, (we should
have expected that) and changed frequently (4 times)
during fabrication, resulting in detailing problems
and a two month delay in erection. Lots of unforeseen,
fit-scribe-cut-repeat of long, heavy, curved, twisting
pieces of long steel hanging from crane hooks has been
required.
We have recovered
most of that time, but only by doing a great deal of
out-of-sequence work.
As you
can imagine, this mess generated a ton of CO's, but
the Owner would not agree to grant time extensions
until the end of the project, and even then, only on
CO's that are provably on the critical path. When
combined with electrical changes impacting utility
buildings, cable pulls, elevators, manlift and even
exterior finishes, and then with added off-site work,
topped off by submittal-review delays by State
agencies, the critical path has flapped around like a
flag in the wind, with CO's going in and out of it. In
many cases, this means that a particular item of
ongoing CO work has delayed the critical path for a
period of time, but not for the entire duration of the
CO work. So calculating the exact impact of the CO
during the period it was on the critical path has not
been easy.
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Jesus" time/money resolution meeting with the
Owner/CM.
BTW, the CM always
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doesn't always make sense because the nature of CO
work is often one-of-a kind, not repetitive stuff. But
he has fragnets on the brain, it seems, so we call
them fragnets to humor him.
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(vs. static) effect of CO's on the schedule has been
difficult. I am almost tempted to try calculus methods
to calculate time consumed over time (if you get my
meaning). Any experience analyzing schedules using
differential equations? Someone must have done it
before....
Right now I am
using activity codes to track them, but I am wondering
if there is a better way.
<br
/>
I have other projects, without the
same delays, but similar Owner/CM mindset regarding
CO's
Now you know the long
story. Any suggestions?
<br
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While creating the sales order you may want the user to restrict from giving more than 5% discount.If the user gives more than 5% discount, then a notification can be triggered to his manager. The manager can then review the sales order and approve the discount. This is called workflow.
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Regards,
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However, most of these Purchase Orders were created with account assignments.
Because of that, if we receives these POs, they will be consumed against the object identified in the account assignment.
Additionally, some of these have been invoiced already and would need to be backed out from the finance side.
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Also, what are the other options ( FI will not open Previous period) so that the PO's which have been invoiced can be reversed against that AC assignment.
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As mentioned earlier, these Purchase orders are STO's which have been already created and we are waiting to do the GR for the same. Items in the STO PO are of High value which we need to bring into INVENTORY.
But, because these STO PO's were created with account assignments, if we do GR now, they will be consumed against the object identified in the account assignment.
Some of these STO PO's have been invoiced already and FI has indicated that they could cancel the invoices for those STO PO's in previous posting period.
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Step (1) Can we cancel the Invoiced items> reverse the GR for invoiced Items>reverse STO for PO ?
Step (2) Can we reverse the STO for PO for which GR has not been done? then
Step (3) Change the PO through ME22N, remove the Account assignment category?
Or how do we correct this situation for
(1) PO's already invoiced.
(2) PO for which GR has not been made. How can we receive them into Stock and not Cost center.
Anticipating a reply
Thanks
Sri -
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Situation is this:
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Thanks for reply.
In third party PR gets created automatically but PO gets create manually.So changes get refelect in PR only not in PO.
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Microsoft Powerpoint - when entering presentation mode on a tv (via vga to dongle) - you enter a mode where you can see (on your laptop screen) your slides order and manage this, whereas everyone (on the tv) only see's the highlighted slides in fullscreen - My powerpointy does this in reverse upon entering presentation mode and i cannot from there change this back, does anyone have any help they can provide, is so thankyou very muchAs i said above,
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Please send me fm regarding to get purchase order and change purchase order
Hi,
Please send me fm regarding to get purchase order and change purchase order .
Regards,
Gurprit BhatiaHi,
Function module to get the purchase order details:
BAPI_PO_GETDETAIL.
data: po_items type table of bapiekpo with header line.
parameters: p_ebeln type ekko-ebeln.
call function 'BAPI_PO_GETDETAIL'
exporting
purchaseorder = p_ebeln
ITEMS = 'X'
ACCOUNT_ASSIGNMENT = ' '
SCHEDULES = ' '
HISTORY = ' '
ITEM_TEXTS = ' '
HEADER_TEXTS = ' '
SERVICES = ' '
CONFIRMATIONS = ' '
SERVICE_TEXTS = ' '
EXTENSIONS = ' '
IMPORTING
PO_HEADER =
PO_ADDRESS =
tables
PO_HEADER_TEXTS =
po_items = po_items
PO_ITEM_ACCOUNT_ASSIGNMENT =
PO_ITEM_SCHEDULES =
PO_ITEM_CONFIRMATIONS =
PO_ITEM_TEXTS =
PO_ITEM_HISTORY =
PO_ITEM_HISTORY_TOTALS =
PO_ITEM_LIMITS =
PO_ITEM_CONTRACT_LIMITS =
PO_ITEM_SERVICES =
PO_ITEM_SRV_ACCASS_VALUES =
RETURN =
PO_SERVICES_TEXTS =
EXTENSIONOUT =
check sy-subrc = 0.
loop at po_items.
write:/ po_items.
endloop.
Check this program too:
RFFMFG_INV_CANC_ALL for BAPi_PO_GET_DETAIL.
Hope it helps you.
Regards,
Anjali -
Terms user query Changes in unit price in purchase order and a/p invoice
Dear sir
please give me a term user query for , if any changes in unit price in purchase order and a/p invoiceHi,
Try this:
SELECT Distinct ' true'
FROM adoc T2
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JOIN por1 T1 ON T1.docentry = T0.docentry AND T1.Linenum=T0.Linenum
WHERE $[$38.14.number] != T0.Price
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Nagarajan -
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I want to suppress the message completely.
I can`t find the message within table t100.
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Thanks
Regards
AndreasHi Yang,
thanks, this answer I was looking for
Best regards
Andreas
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