Material Transfer

We need to transfer all the material from one plant to another plant. I know

how to do the inventory transfer, but please explain me how to handle the outstanding Po's, invoices, sales orders, and billing documents.

I can use the MASS to update the new plant, but what other steps I need to do, and what I need to watch for.

Any detail help would be appreciated.

Thanks

Vijaya

SAP Managed Tags:
MM (Materials Management)

You must be a registered user to add a comment. If you've already registered, sign in. Otherwise, register and sign in.

Comment

Accepted Solutions (0)

Answers (1)

I think you are talking a project which would take atleast 3-5 months of planning , testing and ramp up/down of inventory etc. Iam not sure what you expect as an answer here but you need to get a direction from your manager, blue print the entire project etc.

Again, a one sentence answer would not suffice your need.

Sorry to answer this way.. but thats the reality.

Again, how do you do plan to transfer the inventory..would be nice to know because that too needs lot of ramping down of activities like closing down SO's, TO's etc

Message was edited by:

HarA

You must be a registered user to add a comment. If you've already registered, sign in. Otherwise, register and sign in.

Comment

I agree with HarA. Its a project by itself. However, just for your knowledge sake:

All the open documents in the old plant should be either processed or shortclosed. Convert opening balances to new plant. All the configurations to be redirected to new plant. One suggestion i can give. Never do a mistake of delinking old plant from old company code and assign it to new company code (if at all you want to define the new plant in the new company code)...Consequences could be very serious. In short, to think about all the activities to be performed in this scenario: Wherever you think plant has effect in SAP, put it down on paper, that becomes the action list.

Hope, this helps!

Regards

Thanks a lot for all of your responses. May be I didn't make my statement clear. We are not creating new company code, and we are not eliminating the plant either. We wanted move certain materials from plant 5000 to 9000. Plant 5000 will

remain active. All I need to do is transfer all the open orders for the materials that I am going to transfer from 5000 to 9000.

Now tell me is this still something complicated? I am going to transfer about 50 materials from plant 5000 to 9000.

Hi,

Thanks for the details....So, physically, you would like to shift the operations for 50 materials from old plant to new plant. It is business 'movement' not SAP IM movement, correct? If so, you may need to look at:

1) Extending those 50 materials to the new plant

2) List down the PO# s already issued for these from the old plant. Take the status of those PO#s. See if any partial gR#s are processed. If so, complete the Invoices for those PO#s to the extent received. You will have to work with vendors to send you the partial invoices so far.

3) Short close the PO#s once GR and IR are posted.

4) Setup new PO#s in the new plants

5) If required ( if you are using source lists, contracts, inforecords need to be maintained for new plant and old materials

6) Pricing etc in the new plant

7) STO to be shifted to new plant

😎 BOM#s to be updated for new plant

Of course, even after finishing your work, you will keep hearing about some missing entries here and there. You will support them for may be a month. It will subside like Tsunami.

Regards

Thank you so much for your response, I believe I need to do the same for all open sales orders too.

Vijaya

Can you please eloborate why you would want only a small chunk of materials in the new plant. This would help us in suggesting anything which others have missed.

Besides SO's and PO's which have already been suggested how to get that done, inventory is another thing which you might want to focus on if you only do further transactions with those materials in the new plant. Finance needs to say yes and match the inventory values substracted and added in the new plant. That would raise the question of where the plant is and what currency you are going to be on and the prices in the new plants, whether they would be same or add some value to them for new valution prices.

We are auto parts manufacturing company located in Canada. We have one company code and local currency is in CAD. Even though we have vendors and customers are in other currencies all our transactions are done in US & CAD. Material master is maintained in local currency.

Before we had few small locations and they are all identified as different plants and each of them manufactured different parts. Sometimes the parts are produced in one plant and transferred to another plant. Now we are all moved to one big location all the machines are in the same location we wanted to identify the parts uniquely. for eg "plates" will be in 1000 all the shoes will be in 9000. Currently we have shoes and fine blanking in 6000, we wanted to move the "shoes" part numbers to 9000.

All our raw materials are in "mvg" and FG's are in STD. The idea is that we will move all the raw material first and update the cost to same as 6000 in 9000 using MR21.Then we will transfer the raw material inventory.

Once we do this we will move the FG, but std cost will be same as in 9000.

Really appreciate all your feed back.

Hi Vijay,

Yes, Sales Order too....Not just the document that we can discuss in this post but anything you can think of in SAP that is related to old plant for those materials including possibility of stock transfers etc has to be considered. Don't forget to reward when you like the answer!

Regards

Gopala,

Thanks for all your feed back. They are really helpful. I was able to reward last few times, now I don't have that option anymore, all I can do now is I can indicate the question is answered or not.

I used to get a radio button under the individual who answered the question and I can rate them but not anymore. let me know how to do this.

Thanks again

Vijaya

Hi Vijay,

Absolutely not to worry...Just it has become a passion now...I am happy that I could contribute to your project issues.

Good luck

Regards

Please don't take this as offending; my name is not "Vijay". Vijay means guy's name, my name is "Vijaya" its means female name. You are not the first one said this I always correct people when they call me "Vijay" one letter at the end make lot of difference.

Just for curiosity, is the rewarding part is removed from the site now? day before yesterday I was able to do it, then yesterday most part of the morning I couldn't able to get to the website. Then later in the evening when I logged in the rewarding part option is gone.

Is this something changed?

Hi Vijaya,

Thanks for correcting me about your name. Yes, I overlooked your name.

Sorry for that.

Yes, the points rewarding feature has somewhat disappeared since y/d...Not sure, what happened and there is no communication yet from any moderators. Hope, that will resume soon. However, I feel pretty happy the way I am able to contribute to fellow SAP consultants / users etc. This, for sure, improves the quality of our services and deliverables at clients' projects. Which means, clients start trusting stronger day by day. One may argue, "SAP is proven number one ERP bla bla.....But, still we see so many people knowingly or unknowingly talking meaningless about the capacity of SAP. I keep educating them in the real life whenever I get the opportunity. The reality behind this is, most of the people even when using SAP are not clear about their own areas of work in SAP. How many consultants, even today, know in depth about LIS, EIS etc? I have seen tons of reports (even custom transaction are developed blindly while standard SAP has decent solutions available, just due to ignorance!) are developed while most of them are available either in classical reporting or Information Systems. So, trying my level best while continuing my learning to explore solutions for such questions. This is a good forum and so, hopefully, the moderators will communicate to us on what's going on with the changes that we are seeing. If we all contribute to SAP like this, no wonder SAP stands #1 forever.

Regards

Vijaya,

Thanks for the clear picture.

I would like to point out some more things that can make your life easy as i was involved in such data migration projects (very large ones, 150K materials , 300K BOM's etc).

Soem tips..

1) First try to segregate your materials using specific identifier incase you want to merge them all into one plant in the future, like same material group for all plates or same division etc.

2) To identify the materials and restrict others from using the materials during your migration process , create a seperate status of materials like 01(MARC-MMSTA) and assign it to be non usable for any other transactions to prevent any movements during data migration.

2a) Try to filter the data as much as possible to reduce the amount of data you are working on. Do not migrate just for the sake of it . Get with your business people to identify if they are really using all those materials and if possible ask them to give the list.

3) Make sure there are not material movements of materials being migrated during inventory transfer.

4) No jobs run that would update these materials or make an valuation or physical changes to materials during inventory transfer.

5) Mark the vendors , info records and contracts with deletion marks only after you sucessfully migrate them to the new plant and verify them.

6) Authorization profiles is one more thing to be concerned during this transition. We used to lock all the profiles during cutover to prevent any of the above issues.

7) We used to create a Ztable with all the materials relavant for the project and do all our transactions based on this table entries rather than asking each of other teams to have their own selection of materials for their validation.

😎 Sales and production play a prominent role during cutover and rather last few weeks before golive.

9) vendors should be informed about the new changes if there are any idoc transactions going in and out of the plant.

10) Any interfaces that are running today in your plant which would be affected by these material movements should be identified and rectified and new jobs need to be set up to take care of new changes.

11) Production orders if any should be ramped down with continuos follow up and make sure there are no open orders by cutover.

12) Identify the last ship dates , last po dates, last so dates that would affect these materials for effective ramp down.

These are all some the lessons we learned in our execise as i enjoyed in my last projects.

Let me know if you need any more info

null

Thank you so so much for your detail steps.

Vijaya

Ask a Question

Top Q&A Solution Author

User

Count

103